Impacts of Technology Advancements 

on Transportation Management 

Center Operations 

January 2013
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Technical Report Documentation Page

1. Report No.

FHWA-HOP-13-008

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

4. Title and Subtitle

Impacts of Technology Advancements on Transportation 

Management Center Operations

5. Report Date

January 2013

6. Performing Organization Code

7. Author(s)

Arianne Mizuta, Kathleen Swindler, Les Jacobson, and 

Steve Kuciemba

8. Performing Organization Report No.

9. Performing Organization Name and Address

Parsons Brinckerhoff

100 South Charles Street, Tower 1, 10th Floor

Baltimore, MD 21201

Under contract with Cambridge Systematics, Inc.

10. Work Unit No. (TRAIS)

11. Contract or Grant No.

DTFH61-06-D-00004 T-12001 

12. Sponsoring Agency Name and Address

U.S. Department of Transportation

Federal Highway Administration

Office of Operations

1200 New Jersey Avenue, S.E.

Washington, DC 20590

13. Type of Report and Period Covered

Final Report

14. Sponsoring Agency Code

HOTM, FHWA

15. Supplementary Notes

Jimmy Chu, FHWA Government Task Manager.

16. Abstract

This report provides guidance to TMCs and transportation management agencies on how to better 

position themselves operationally in anticipation of future technology changes and advancements. 

Eight top trends of TMC operations are identified, including those that come from both within and 

outside the transportation community. Individual strategies – 80 in total – are presented to assist TMC 

managers with addressing the trends. The strategy descriptions include successful practice examples 

and key references as applicable. Recognizing the potential difficulties in successfully implementing 

individual strategies, the report also presents tools for building a framework for the technology and 

mindset developments.

17. Key Words

Transportation management center (TMC), technology 

trends, social media, organizational structure, 

operational strategies, successful practices, third 

parties, mobile communications

18. Distribution Statement

No restrictions.

19. Security Classif. (of this report)

Unclassified

20. Security Classif. (of this page)

Unclassified

21. No. of Pages

152

22. Price

N/A

Form DOT F 1700.7 (8-72) Reproduction of completed page authorized
Preface/Acknowledgements

We would like to thank Jimmy Chu, FHWA Office of Transportation Management, Government Task 

Manager (GTM), for his continued support and technical guidance during this project. We would also 

like to acknowledge the following Transportation Management Centers Pooled Fund Study (TMC PFS) 

members for their contributions, support, and technical guidance during this project. 

•	 Robert Koeberlein, Idaho Department of Transportation

•	 Brian Hoeft, Regional Transportation Commission Southern Nevada/Fast

•	 Cathy McGhee, Virginia Department of Transportation

•	 Glenn Blackwelder, Utah Department of Transportation

•	 Jim McGee, Nebraska Department of Roads

•	 Mike Jenkinson, Caltrans

•	 Reza Karimvand, Arizona Department of Transportation

•	 Vinh Dang, Washington State Department of Transportation
Impacts of Technology Advancements on Transportation Management Center Operations i

Table of Contents

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

Chapter 1 Introduction ........................................................................................................................... 1-1

1.1 Background................................................................................................................... 1-1

1.2 Report Objectives.........................................................................................................1-1

1.3 Report Organization......................................................................................................1-2

1.3.1 Chapter 1: Introduction.....................................................................................1-2

1.3.2 Chapter 2: Literature Review.............................................................................1-2

1.3.3 Chapter 3: Top Trends and Issues of TMC Operation ........................................1-2

1.3.4 Chapter 4: Successful Practices and Strategies for TMC Managers...................1-3

1.3.5 Chapter 5: Program-Level Implementation and Integration..............................1-3

1.3.6 Chapter 6: Summary and Conclusions...............................................................1-4

1.3.7 Chapter 7: References.......................................................................................1-4

Chapter 2 Literature Review................................................................................................................... 2-1

2.1 Big Picture Influencers..................................................................................................2-1

2.2 Data and Communications Category ............................................................................2-3

2.2.1 Key Development: Increasing involvement of private third-parties in 

ITS data..............................................................................................................2-3

2.2.2 Key Development: Increasing diversity of sources, coverage, types, and 

quantity of data (including from third-party sources).......................................2-4

2.2.3 Key Development: Developments in next-generation wireless 

communications................................................................................................2-4

2.2.4 Key Development: Increasing coverage of rural freeways and arterials............2-4

2.3 Connected Vehicle Category.........................................................................................2-4

2.3.1 Key Development: Seamless integration between vehicle and personal 

Smartphone and other mobile communication devices...................................2-6

2.4 Agency Processes Category ..........................................................................................2-6

2.4.1 Key Development: Toll and other Pricing operations in TMCs ..........................2-7

2.4.2 Key Development: Accelerating ITS system design and implementation cycles....2-7

2.4.3 Key Development: TMC Operator and Manager Responsibilities Not Being 

Aligned with Civil Service Classifications...........................................................2-7

2.5 Control Technologies Category.....................................................................................2-7

2.5.1 Key Development: Active Transportation and Demand Management (ATDM) – 

a mindset using a set of tools to be responsive to demands and conditions....2-8

2.5.2 Key Development: Launch of Integrated Corridor Management (ICM) 

initiatives...........................................................................................................2-9
ii Impacts of Technology Advancements on Transportation Management Center Operations

2.5.3 Key Development: Arterial management, including adaptive signal control ....2-9

2.5.4 Key Development: Emergence of decision-support systems...........................2-10

2.5.5 Automation of TMC functions.........................................................................2-10

2.6 Traveler Information Category....................................................................................2-10

2.6.1 Key Development: In the future, in-vehicle applications will be provided 

through handheld devices that interface with the car rather than built-in 

systems that become outdated over the lifespan of the vehicle.....................2-11

2.6.2 Key Development: Predictive analysis and forecasting ...................................2-11

Chapter 3 Top Trends and Issues of TMC Operations.............................................................................3-1

3.1 Trends Emerging from Within the Transportation Community ....................................3-2

3.1.1 A Nimble Service-Oriented Program Mindset and Organizational Structure ....3-2

3.1.2 Active Transportation and Demand Management (ATDM) Concept and Toolkit....3-4

3.1.3 Accommodating Toll and Other Pricing Operations in TMCs.............................3-4

3.1.4 Performance Monitoring and Management .....................................................3-5

3.2 Trends and Technologies that TMCs Can Adapt and Take Advantage of from Outside the 

Transportation Community...........................................................................................3-6

3.2.1 Automation Tools .............................................................................................3-6

3.2.2 Involvement of Third Parties in Data Collection, Data Analysis, and Provision of 

Traveler Information..........................................................................................3-7

3.2.3 Mobile Communications and Wireless Networks .............................................3-9

3.2.4 Social Media for Traveler Information and Crowdsourcing ............................3-10

Chapter 4 Successful Practices and Strategies for TMC Managers.........................................................4-1

4.1 Trends Emerging from Within the Transportation Community ....................................4-2

4.1.1 A Nimble Service-Oriented Program Mindset and Organizational Structure ....4-2

4.1.2 Active Transportation and Demand Management (ATDM) Concept and 

Toolkit..............................................................................................................4-10

4.1.3 Accommodating Toll and Other Pricing Operations in TMCs...........................4-22

4.1.4 Performance Monitoring and Management ...................................................4-24

4.2 Trends and Technology that TMCs can Adapt and Take Advantage of from Outside 

the Transportation Community ..................................................................................4-28

4.2.1 Automation Tools............................................................................................4-28

4.2.2 Involvement of Third Parties in Data Collection, Data Analysis, and Provision 

of Traveler Information....................................................................................4-35

4.2.3 Mobile Communications and Wireless Networks ...........................................4-42

4.2.4 Social Media for Traveler Information and Crowdsourcing .............................4-48

4.3 Cross-Reference between Trends and Strategies .......................................................4-60

Chapter 5 Program-Level Implementation and Integration....................................................................5-1

5.1 Internal TMC Processes................................................................................................5-2

5.1.1 Description ........................................................................................................5-2

5.1.2 Tools .................................................................................................................. 5-2
Impacts of Technology Advancements on Transportation Management Center Operations iii

5.2 TMC Manager Checklists for Internal Processes...........................................................5-7

5.3 Coordination of TMC Processes with the Broader Organizational Context................5-10

5.3.1 Description ......................................................................................................5-10

5.3.2 Tools ................................................................................................................5-10

5.4 TMC Manager Checklists for Coordination of TMC Processes within the Broader 

Organizational Context...............................................................................................5-14

Chapter 6 Summary and Conclusions.....................................................................................................6-1

6.1 Summary ...................................................................................................................... 6-1

6.2 TMC Manager Programmatic Checklist of Recommended Actions..............................6-5

6.3 Conclusions................................................................................................................... 6-6

Chapter 7 References ............................................................................................................................. 7-1

Appendix A TMC Manager Checklists for Internal Processes....................................................................A-1

Appendix B TMC Manager Checklists for Coordination of TMC Processes within the Broader 

Organizational Context...........................................................................................................B-1

Appendix C TMC Manager Programmatic Checklist of Recommended Actions .......................................C-1
iv Impacts of Technology Advancements on Transportation Management Center Operations

List of Tables

Table 1: Successful Practices in Mobile Platform Traveler Information...................................................4-55

Table 2: Top Trends with Applicable Strategies to be Considered by TMC Operators.............................4-62

Table 3: Internal TMC Process Checklist for Technical Processes..............................................................5-7

Table 4: Internal TMC Process Checklist for Plans and Preparedness .......................................................5-8

Table 5: Internal TMC Process Checklist for Staff Development................................................................5-9

Table 6: Broader Organizational Context Checklist for Planning .............................................................5-14

Table 7: Broader Organizational Context Checklist for Visibility..............................................................5-14

Table 8: Broader Organizational Context Checklist for Communication..................................................5-15

Table 9: Recommended Actions Checklist for Selecting Strategies...........................................................6-5

Table 10: Recommended Actions Checklist for Staying Informed on Technological Advancement ..........6-5

Table 11: Recommended Actions Checklist within the Broader Organizational Context ..........................6-5
Impacts of Technology Advancements on Transportation Management Center Operations v

List of Figures

Figure 1: Top Trends and Issues of TMC Operations..................................................................................1-3

Figure 2: ATDM Approach..........................................................................................................................2-9

Figure 3: Top Trends and Issues of TMC Operations with Section References..........................................3-1

Figure 4: Changing Elements of Transportation Agency Operations.........................................................3-3

Figure 5: ATDM Areas with Example Approaches......................................................................................3-4

Figure 6: Percentage of 41 States and DC Using Social Media Tools in 2012...........................................3-11

Figure 7: Relation of Chapter 3 to Chapter 4.............................................................................................4-1

Figure 8: Indicators of Potential ATM Deployment..................................................................................4-13

Figure 9: Initial and Future RIDOT TMC Performance Measures.............................................................4-25

Figure 10: Illustration of Primary and Secondary Associations among Trends and Strategies................4-61

Figure 11: Chapter 3, 4, and 5 Flow...........................................................................................................5-1

Figure 12: Internal TMC Process Tools.......................................................................................................5-3

Figure 13: Broader Organization Context Tools.......................................................................................5-11

Figure 14: Top Trends and Issues of TMC Operations................................................................................6-2

Impacts of Technology Advancements on Transportation Management Center Operations 1

Executive Summary

Transportation Management Centers (TMCs) have historically been at the forefront of leveraging 

technology to manage transportation. However, as need for innovative solutions grows, the technology 

options multiply, and funding streams diminish, TMC managers are under increasing pressure to rapidly 

adapt to the impacts of changing technologies and expectations. The purpose of this report is first to 

identify and analyze the potential impacts on TMC operations due to technology advancements in the 

next 10 years. It will then present successful practices and strategies for TMC managers to best position 

themselves for maximum benefit. Finally, it will offer tools that TMC managers can use to build the 

internal, technological, and broader agency framework that supports successful utilization of emerging 

technologies and related trends.

Through preparing a literature review and consulting with experts, big picture influences on potential 

TMC technologies were identified. The most transforming implications for TMC operations are based 

on the proliferation of wireless communication, the rise of social media, and the involvement of third 

parties. Together, they create massive two-way data and communication streams throughout the 

transportation network. New classes of real-time holistic data become available to TMC operations, 

often through third parties. This enables unprecedented real-time understanding of the transportation 

network that can be leveraged into increasingly sophisticated control strategies. As travelers access 

personalized and user-friendly commercial information through their mobile device apps, their 

expectations for transportation system information increase. 

The convergence of big picture influences with rapidly evolving Intelligent Transportation System (ITS) 

technology reveals an opportunity to meet growing needs with careful application of technologies within 

progressive agency structures. In order to adapt to rapidly changing technology, financial pressures, and 

increased accountability, TMCs will need to be nimble and flexible. This will be a challenge for many 

agencies, but a likely necessity over the next decade if not already. 

Fortunately, TMCs are also gaining more abilities thanks to new technology and processes. With the 

more detailed, varied, and geographic coverage of data, TMCs will have a much greater understanding 

of needs and conditions to draw upon. By integrating with regional partners and developing new ways 

of utilizing data, they can improve multi-modal options, trip reliability, network reliability, and safety 

with processes and systems that are much more automated than in the past. Third parties can be 

important partners in providing data to TMCs as well as developing innovative transportation analysis 

tools and providing the resulting traveler information to the public. That may allow TMCs to focus on 

transportation management and providing the information that the private industry is not able to 

provide. Again, flexibility will be very important for agencies so they can adapt to changing roles and take 

advantage of new opportunities.
2 Impacts of Technology Advancements on Transportation Management Center Operations

Eight TMC operations top trends and issues emerged as the focus of this project, both for explaining the 

trends and for organizing strategies that TMC managers can use for addressing them. The top trends 

described in Chapter 3 are:

(Source: Parsons Brinckerhoff)

For each of the top trends, there are many specific strategies and technologies that TMC managers can 

consider to position themselves to address operational changes. These strategies are presented in the 

following table.
Impacts of Technology Advancements on Transportation Management Center Operations 3

Trend and 

Description Strategy Related Trends

A Nimble ServiceOriented Program 

Mindset and 

Organizational 

Structure

Represents the 

framework of 

being positioned 

to successfully 

select and rapidly 

adopt changing 

technologies 

and processes to 

address growing 

and changing 

expectations 

from travelers 

for efficiency and 

communication

Foster an Agency Culture of Embracing Technological Change 

Create a TMC Operator Training Program Enhance Operational Communication, Which Will Promote a 

Culture of Open Communications Among Staff.

Develop Memoranda of Understanding (MOUs) and Inter-Agency 

Agreements Facilitating Multi-Agency (sometimes Multi-State) 

Cooperation & Operations

Create New Technology Piloting and Testing Program Develop Skill sets of TMC Managers in Areas of Contracting, 

Privacy, Security, and Intellectual Property 

Adopt Standards on TMC Related Equipment and Processes

Use Open-Source or Non-Proprietary Software when Possible

Require Application Programming Interfaces (APIs) and 

Document for Future Development Require Documentation on All Systems and Software - include 

Search Capabilities and Provide Remote Accessibility 

Follow the Systems Engineering Processes

Active Transportation 

and Demand 

Management 

(ATDM) Concept 

and Toolkit

Using a variety 

of tools at one’s 

disposal to 

proactively make 

operations more 

efficient, including 

through staff and 

technology

Implement a Suite of Emerging Transportation Concepts, 

Coordinating as Necessary 

Integrated Corridor Management (ICM)

Active Traffic Management (ATM) Which May Include Lane Use 

Control, Variable Speed Limits (VSL), and Hard Shoulder Running 

High Occupancy Toll (HOT) Lanes 

Portable Work Zone ITS Systems Regional or Multi-State Coordination of Detours and Traveler 

Information 

Provide Real-Time Travel Time Estimates on Full Range of Devices 

and Systems Available

Display Transit Info on Parallel Route DMS (Possibly with 

Comparative Travel Time and/or Parking Availability)

Parking Management Including Dissemination of Real-time 

Garage Space on DMS and through Apps Arterial Management with ITS Devices such as Closed Circuit 

Television Cameras (CCTV), Dynamic Message Signs (DMS), and 

Remote Access to Traffic Signal Controllers

Integrate Ramp Metering Schemes with Adjacent Arterial Signal 

Timing to Minimize Conflicts with Ramp Queues
4 Impacts of Technology Advancements on Transportation Management Center Operations

Trend and 

Description Strategy Related Trends

Adaptive Signal Control Technologies (ASCT)

Transit Signal Priority (TSP)

Road Weather Integration

Weather-Responsive Signal and Ramp Meter Timing Plans

Develop Protocols and Maintenance Program to Address 

Increased Number and Complexity of ITS Field Devices

Co-locate Freeway & Arterial Transportation Management

Promote Coordination with Arterial Management Agencies

Look for Opportunities to Share Resources with other Agencies 

(e.g., communication networks, cameras)

Accommodating Toll 

and other Pricing 

Operations in TMCs

Integrating pricing 

in operations 

encourages obtaining 

revenue through 

tolling and financing 

infrastructure 

expansion

Develop Protocols for Operations (Such as Pricing and Ops for 

Diversions to HOT Lanes During Major Main Lane Incidents) 

during Early Feasibility Planning

Develop Protocols for Joint Operation of Freeways & Toll Roads 

during Early Feasibility Planning

Develop Protocols for Operations and Implementation of HOT 

Lanes with Variable Pricing During Early Feasibility Planning

Develop Protocols for Operations for Cordon Pricing for 

Congested Areas during Early Feasibility Planning 

Consider Increased Network Reliability and Data Security Needs 

Performance 

Monitoring and 

Management

Increasing data 

collection and 

analysis can 

lead to improved 

operations, 

enhanced 

customer service, 

and documented 

effectiveness of TMC 

actions

Use Results of Performance Monitoring Related to Agency Goals 

to Support Funding Requests 

Proactively Develop Performance Metrics Based on Staff 

Priorities as well as Agency Goals 

Use Multiple Data Sources to Monitor System Congestion, 

Including to Support Travel Time Estimation 

 

Consolidate Efforts to Develop Data Management Tools Across 

Agencies 

Frequently Process and Distribute Measures of Effectiveness (MOE’s), 

Including to Operators, to Improve Operational Effectiveness 

Utilize Features in Software to Track and Report Performance

Utilize On-Board Device data from Agency Vehicles to Monitor 

Pavement Condition Train TMC Operators How to Use Performance Monitoring and 

How to Populate the Data Needed for Performance Monitoring
Impacts of Technology Advancements on Transportation Management Center Operations 5

Trend and 

Description Strategy Related Trends

Automation Tools 

and Related Tools to 

Increase Efficiency

New technologies 

that improve system 

management and 

cost-effectiveness 

thus resulting in 

greater productivity

Use Advanced Graphical User Interfaces to Increase Operator 

Efficiency

Develop Decision Support Systems

Install Remote Power Cycling of Field Devices

Install Automatic Power Cycling of Field Devices

Specify Automation Features in Software Contracts Consolidate Interfaces to or Consolidate Alert Systems across 

Agencies

Develop Default Sets of Traveler Information Messages across 

Devices (such as DMS) and Media for Quick Implementation 

during Recurrent Special Events or Incident Types/Sites 

Utilize Low-Cost Low-Infrastructure Devices, such as SolarPowered Pole-Mounted Traffic Sensors with Wireless 

Communications 

Utilize Predictive Analysis and Forecasting for Anticipating 

Congestion 

Because the Private Sector Often Develops the Automation Tools, 

Support Strong Participation to Provide Better Tailored Tools 

Include Options for Manual Verification and Override to be used 

as Operators Fine Tune and Gain Confidence in New Applications

Develop a Data Fusion Engine to Merge Data from Multiple 

Sources, such as Travel Time Information Coming from Toll Tag 

Readers, Bluetooth Sensors, and/or Third-Party Providers 

Involvement of 

Third Parties in 

Data and Traveler 

Information

Utilizing data services 

that third-party 

vendors provide to 

manage roadway 

traffic and deliver 

traveler information 

to the public

Develop Pre-qualifications or Standards Regarding Data Accuracy 

and Validation (Potentially Both for Data Received and Data Provided)

Provide Real-Time Data to Third Party App Developers 

Share Data Among Agencies Develop Protocols for Data Privacy and Confidentiality, including 

for Media and other Agencies Co-located in the TMC Observing 

otherwise Restricted Material

Utilize Private Sector Meteorological Services or In-House 

Meteorological Resources

Research Solutions that Others have used to Solve Similar 

Problems

 

 
6 Impacts of Technology Advancements on Transportation Management Center Operations

Trend and 

Description Strategy Related Trends

Use Multi-Agency Procurement for Economies of Scale 

Train TMC Operators on How to Interpret Alternate Data Sources 

to Support Operations Decision Making 

Consider Use of Applicable Standards to Simplify Data Exchange, 

such as XML

Mobile 

Communications 

and Wireless 

Networks

Advances in wireless 

technology provide 

options when it 

comes to modernizing 

their field equipment 

and increasing data 

coverage

Coordinate with Information Technology (IT) Staff to Develop 

Firewalls and Other Security Protocols that are Effective without 

Limiting Functionality

Efficiently Expand Field Device Coverage and Operations Cost 

Using Wireless Networks

Allow Appropriate Remote Access into TMC Software or Devices 

(primarily for Maintenance Staff and Appropriate Coordinating 

Staff from Partner Agencies)

Utilize Commercial Mobile Devices and Apps to Support 

Collaboration between Freeway Service Patrol and Other 

Emergency Responders, TMC Operations Staff, and Field 

Maintenance Staff for Improved Communication and Enhanced 

Field Collaboration

Operate Mobile Command Centers or Satellite Centers with TMC 

Software Access

Social Media for 

Traveler Information 

and Crowd sourcing

Using social 

networking tools to 

receive and distribute 

information among 

agencies, travelers, 

and third parties

Develop Procedures and Protocols for Use of Social Media

Foster Relationship among Agency Public Relations Groups

Co-Locate Traveler Information Provider Staff with TMC Staff and 

Agency Public Relations Staff

Support Two-Way Information Exchange Via Social Media

Designate a Larger or Statewide TMC to Take Responsibility for 

Social Media Alerts on Behalf of Multiple Agencies in a Region

Provide Information through Social Media and Mobile Apps 

Focused on Pre-trip Planning to Minimize Driver Distraction (Near 

Term)

Utilize En-route Social Media (including Crowd sourcing) as Voice 

Activation Becomes More Common (Longer Term) Utilize Crowd sourcing for traffic information, incident 

information, feedback on department performance, pavement 

roughness 

Provide Incentive for Drivers to Participate in Crowd sourcing 

Partner with the Private Sector to Facilitate Social Media Outlets 

and Realize Cost Efficiencies 

As More Traveler Information Content is Available to Travelers 

through Third-Party Apps, TMCs Can Focus on Providing Content 

on Core Mission (Such as Upcoming Construction and Estimated 

Time to Reopen Lanes)

 
Impacts of Technology Advancements on Transportation Management Center Operations 7

TMC managers are encouraged to consider the 80 strategies presented to help them address the trends 

that are expected to impact them over the next decade. The strategy descriptions in Chapter 4 include 

successful practice examples and key references as applicable. A table cross-listing the trends and 

strategies while also identifying trend/strategy pairs that have high potential to be feasible on limited 

budgets and even reduce TMC expenditures is also included in Chapter 4. 

Adopting identified strategies, as part of a program of progressive TMC operations over the coming 

decade is a major undertaking. Program-level implementation and integration tools help to establish a 

climate conducive to successful implementation, operations, and funding

Recognizing the potential difficulties in successfully implementing individual strategies, let alone the 

integrated sets that provide the most benefit, Chapter 5 of the report also presents tools for building 

a conducive framework for implementing strategies. The tools and their associated checklists for TMC 

managers cover internal TMC processes and technologies. They also cover cultivating a strong position 

for the TMC within the broader organizational context. 

The tools for technological and internal processes that can typically be applied directly by the TMC 

manager are:

•	 Technical Process Tools: Systems Engineering, Standards, Maintenance, Asset, and 

Configuration Management, Network Management Software, and TMC ITS Architecture;

•	 Plans and Preparedness Tools: Regional ITS Architecture, Strategic Plan, System Plans, 

and Definition of Readiness; and

•	 Staff Development Tools: Staff Knowledge, Skills, and Abilities (KSAs), Operator Training 

Program, and Staff Communication.

(Source: Parsons Brinckerhoff)
8 Impacts of Technology Advancements on Transportation Management Center Operations

The second set of tools is for coordination of TMC processes with the broader organizational context in 

order to increase support for the TMC’s programs, systems, and staff. They are:

•	 Planning Tools: Business Plan, Regional Coordination and Implementation Efforts; 

•	 Visibility Tools: TMC Tours, Keeping the TMC Physically Connected with Other Agency 

Offices; and 

•	 Communication Tools: Communication Channels, Communicate Success, Distribute 

Performance Monitoring Results.

(Source: Parsons Brinckerhoff)

Implementing these tools builds a framework for successful deployments of the strategies that allow 

TMC operators to take advantage of trends and technology in fulfilling their missions.

Taken collectively, the material in Chapters 3, 4, 5, and 6 present strategic options for TMC managers 

that will enable them to take advantage of technological change. It is our expectation that readers of 

this report will be able to better recognize trends and associated strategies that align with their agency 

program goals and budgets, while also benefitting the transportation community as a whole. A final 

checklist is provided to TMC managers in Chapter 6 with recommended actions for using the report 

materials. 
Impacts of Technology Advancements on Transportation Management Center Operations 1-1

1.1 Background

The rapid advancement and proliferation of technology continues 

to present TMC operators with both great challenges and great 

opportunities. Already, most TMCs have developed from primarily 

having a monitoring role into one requiring much more decisionmaking and proactive control, often involving multiple agencies and 

jurisdictions. While this has yielded significant benefits, the expectations 

of the public and of the funding agencies are only expected to increase 

while at the same time vehicle miles traveled will increase without 

significant physical capacity increases and funding for transportation 

will stagnate or decline. Intelligent Transportation Systems (ITS) are 

increasingly being tapped as cost-effective strategies. Diminishing 

resources will be monitored carefully so performance measurement will 

be a critical component in justifying effective TMC operations programs. 

The context of this report is the many larger societal and technological 

trends that have implications to TMC operations, oftentimes driving the 

ITS trends and strategies described in Chapters 3 and 4, respectively. 

These big picture influencers are described in Chapter 2.

1.2 Report Objectives

This report stems from a need recognized by the Pooled Fund Study 

(PFS) members to better understand the trends and opportunities that 

will affect them, especially in the area of rapidly evolving technology. 

The objective of the report is, therefore, to identify and analyze 

potential impacts on TMC operations due to technology advancements 

in the next 10 years, and to suggest successful practices and strategies 

for TMC managers to best position themselves for maximum benefit.

To cover that objective over the 10-year technology horizon of the 

report, this report includes: 

•	 Cutting edge practices already showing success for early 

adopters that can be spread; 

•	 Insights into emerging technologies; and 

•	 Ways that TMC operators can position themselves now to 

handle advances that we cannot yet predict. 

(Source: Parsons Brinckerhoff)

Chapter 1

Introduction 
1-2 Impacts of Technology Advancements on Transportation Management Center Operations

This report, and future accompanying resources, will also be the basis 

for an outreach webinar. 

1.3 Report Organization

This report covers a broad range of interconnected material. The 

structure below has been designed to present it logically if reading cover 

to cover and also if looking for specific information. 

1.3.1 Chapter 1: Introduction

Chapter 1 provides the background, focusing on big picture influencers, 

as well as objectives and report organization.

1.3.2 Chapter 2: Literature Review

Chapter 2 provides a brief synopsis of the literature review.

1.3.3 Chapter 3: Top Trends and Issues of TMC Operation

Chapter 3 describes each of the top trends and issues of TMC operations 

that were developed in accordance with the report’s objectives based 

on the literature review and expert input, including the direction of the 

PFS members. They are listed in Figure 1. 
Impacts of Technology Advancements on Transportation Management Center Operations 1-3

Figure 1: Top Trends and Issues of TMC Operations

(Source: Parsons Brinckerhoff)

1.3.4 Chapter 4: Successful Practices and Strategies for TMC 

Managers

Chapter 4 presents 80 strategies that TMC managers can consider using 

to help them address the top 8 trends identified in Chapter 3. Many 

of the strategies address more than one of the top trends, but they 

are presented in groups by the trend they most directly address. For 

each strategy, a description, considerations, successful practices, key 

resources, and related trends are presented as applicable.

1.3.5 Chapter 5: Program-Level Implementation and 

Integration

Chapter 5 provides information that TMC managers can use to 

implement program-level changes that will enable them to take 

advantage of changing technologies to improve their operations. The 
1-4 Impacts of Technology Advancements on Transportation Management Center Operations

recommendations, in the form of discussion, tools, and checklists, are 

categorized by:

•	 Technological and internal processes that can typically be 

influenced directly by the TMC manager, and

•	 Coordination of TMC processes within the broader 

organizational context.

1.3.6 Chapter 6: Summary and Conclusions

Chapter 6 provides a summary and conclusion for this work. It includes 

the TMC Manager Programmatic Checklist of Recommended Actions. It 

is designed to guide managers in using the content of the report.

1.3.7 Chapter 7: References 

Chapter 7 serves as a bibliography for the report and a listing of useful 

references.
Impacts of Technology Advancements on Transportation Management Center Operations 2-1

The basis of knowledge and understanding of what ITS technologies 

are emerging and their associated influencers came from a review 

of published literature from ITS industry publications, association 

websites, governmental websites, technology journals and various 

reports. 

Additional information gathering from external sources included 

brainstorming discussions with the subject matter experts on our 

consultant team, talking with TMC managers and input received from a 

project-related webinar with PFS members and at the TMC PFS Annual 

Meeting. Talking with the TMC managers was most helpful in getting 

their views and perspectives on current issues and technologies that 

could provide opportunities or that they are positioning themselves for 

implementation, along with any techniques they have used in the past 

for successful implementation.

The significant amount of related literature found during the review 

period led to identifying numerous issues and implications. Many of the 

concepts raised during the preparation of this report are interrelated.

2.1 Big Picture Influencers

Many larger societal and technological trends have implications 

to TMC operations, oftentimes driving the ITS trends. At the most 

overarching level, the proliferation of mobile communications is 

revolutionizing many aspects of our lives. Mobile communications 

can generate large volumes of data used by TMCs, transmit that data 

almost instantaneously, allow travelers to access TMC-generated 

information almost continuously, and even provide more convenient 

platforms to monitor, test, and maintain field devices and other 

TMC equipment. The advances in mobile communication are based 

on the technology advances in mobile communications networks, 

advancing from third generation (3G/GSM) to fourth generation 

(4G) technologies in 2011. The bandwidth and speed enhancements 

of each new generation of the mobile network are significant. The 

next generation (5G) will provide another increase in capabilities, 

likely geared toward intelligent networks that can handle billions 

of connected devices and remain stable and reliable. A closely 

related influence is the rise of social media. The public is beginning 

to expect personalized two-way communication that they can 

interact with, not only from commercial enterprises, but from their 

Chapter 2

Literature Review

(Source: FHWA)
2-2 Impacts of Technology Advancements on Transportation Management Center Operations

governments as well. Overall, computing continues to advance, such 

as sophistication in analysis and prediction for decision support 

systems and automation tools, ability to process massive amounts of 

data from varied sources extremely quickly, and potential to function 

and store information in a distributed cloud environment. 

Another general influence is changes to funding opportunities. As 

capital budgets shrink, there will be increasing emphasis on systems 

management and operations over traditional construction projects. 

While this generally favors operations, it may be increasingly difficult to 

fund ITS system expansion, especially in areas where ITS infrastructure 

construction has been integrated with major roadway work. Funding 

is also increasingly being tied to performance monitoring and 

management. While there are established measures for things such as 

pavement roughness, TMC systems may need to identify appropriate 

measures of effectiveness for such amorphous things as driver 

satisfaction over “tweeted” construction updates. Also, even when data 

is collected on output measures (such as number of service patrol stops) 

and outcomes (such as travel time reliability and incident duration), 

those performance measures are not always used to report system 

performance or to manage the operations of agencies. 

New funding sources will also be necessary to replace shrinking gas 

tax revenues. Not only are vehicles becoming more efficient, but also 

alternatively fueled vehicles reduce the correlation between vehicle 

miles traveled and gas consumption. Raising gas taxes is also politically 

unpalatable in most locations. One potential method of generating 

revenue is pricing, which includes both traditional fixed rate tolling

and other applications such as congestion pricing zones. TMC systems 

may be integrated with the payment systems and variable toll displays, 

increasing requirements for system reliability and security. 

Vehicle-based systems are also on the horizon for influencing TMC 

operations. Car manufacturers, governments, and research institutions 

are collaborating on a range of connected vehicle technologies. The 

vehicle-to-infrastructure initiatives, such as Road Weather Management, 

are most likely to just begin to influence TMC operations within the next 

10 years. Factory-installed vehicle sensors that continuously collect data 

on vehicle conditions such as headlights and windshield wipers, along 

with measurements on ambient temperature, pressure, and humidity, 

will provide accurate and real-time information to help TMCs reduce the 

number and severity of weather-related traffic incidents. The manner 

in which drivers and vehicles interact with the roadways could begin 

to change near the end of the 10 year window, as various levels of 

autonomous vehicle technologies begin to get introduced and “super 

cruise control systems” and other robotic technologies gain market 

penetration. Finally, the proliferation of technology resident and carried 

into the vehicle has set up a scenario where distracted driving will likely 

continue to be a concern. 
Impacts of Technology Advancements on Transportation Management Center Operations 2-3

Primary groupings of the technology trends (in no particular order) are 

as follows: 

•	 Data and Communications;

•	 Connected Vehicle;

•	 Agency Processes;

•	 Control Technologies; and

•	 Traveler Information.

Highlights of each category are described in the sections below. 

2.2 Data and Communications Category

Within the data category, a major trend is the rise of third-party 

involvement in ITS data. Third parties not only provide a wide and varied 

stream of data to TMC operators, they also consume data provided 

by TMCs for their own applications and distribution channels. This 

requires defining institutional responsibilities for the public and private 

sectors, such as requirements for quality control of data. In the longer 

term, the involvement of third parties in the traditional TMC roles of 

collecting and distributing data may lead to a shift in focus of TMC 

operations to a more exclusive traffic management role. However, TMCs 

will need to continue collecting data that is not of commercial interest, 

such as vehicle volume and weight data used in pavement and bridge 

management. A common theme in ITS data is the need to process, 

manage, analyze, validate, display, share, and store the increasing 

diversity, content, and coverage of data streams, including those 

representing the driver perspective. As multi-sourced data is made 

available and shared across agencies, the need arises for increased 

data storage and archiving capability. A potential solution is to rely 

on cloud servers for data management. Eventually, high-capacity, low 

latency, mesh or wide-area networks will provide virtually ubiquitous 

coverage that could be leveraged by TMC operators and others to 

collect and distribute data. With the development of next- generation 

wireless networks comes the opportunity for efficient data transfer and 

increased geographic coverage of rural freeways and arterials. 

2.2.1 Key Development: Increasing involvement of private 

third-parties in ITS data

As third-party vendors continue to provide traffic data and distribute 

more traveler information, the TMC role may be focusing more on traffic 

management and less on travel information distribution directly to 

the public. More consideration of the relationship between the public 

and private sectors will be necessary, such as if the public sector has 

responsibility to review or vouch for data provided to third parties.
2-4 Impacts of Technology Advancements on Transportation Management Center Operations

2.2.2 Key Development: Increasing diversity of sources, 

coverage, types, and quantity of data (including from 

third-party sources)

Implications include the need to process, manage, analyze, validate, 

display, share, and store data. Developments in communications, 

both ubiquitous private sector low-latency mesh coverage and 

connected vehicle, should lead to virtually inexhaustible data supplies. 

Advances in solar power and battery technology coupled with wireless 

communication enable much less expensive installation of roadside 

devices; Power over Ethernet (PoE) also simplifies wiring. Many of the 

new data sources will be from the traveler perspective. TMCs will need 

to manage the incoming raw data to provide operators with enough, but 

not too much, useful intelligence to complete tasks.

2.2.3 Key Development: Developments in next-generation 

wireless communications

Leased wireless service, including 4G/LTE and beyond to 5G, will 

provide increasing data rates, geographic coverage, and network control 

features. 5G networks will likely focus on intelligent networks, which will 

make communicating with a large number of field devices and mobile 

devices more stable and reliable. TMCs should be aware of spectrum 

allocation and increasing interference in some bands. 

2.2.4 Key Development: Increasing coverage of rural freeways 

and arterials

Implications to TMC operations include opportunities for additional 

operations coverage with additional operator responsibilities, 

including traffic signal system management and more interfaces with 

local agencies. This could also provide an opportunity for TMCs to 

access private sector data on rural corridors. There is not a need for 

information as precise as in the urban areas for urban applications. 

However, there is a need to know any major slowdowns or impacts, 

or be able to align congestion/queues on rural corridors with incident 

information will help organizations react appropriately. 

2.3 Connected Vehicle Category

Trends in connected vehicle technologies that specifically affect TMC 

operations are more likely to be seen in Vehicle-to-Infrastructure 

(V2I) communication (and not as much with vehicle-to-vehicle 

communication). With the rapidly increasing ability of next-generation 

wireless networks, satellite radio, and Dedicated Short Range 

Communication (DSRC), the way in which drivers, vehicles, and the 

roadway each interact is changing rapidly. During the next 10 years 

an increasing number of vehicles will be able to serve as moving data 

probes that provide real-time information on instrument diagnostics, 

traffic conditions, and changing weather patterns. This more robust 
Impacts of Technology Advancements on Transportation Management Center Operations 2-5

collected data will be valuable to TMCs for managing roadway incidents 

as well as in providing more accurate travel-time information. As 

automakers become increasingly aware of drivers desires to stay 

continuously connected to the world and their social environment, they 

are designing flexible built-in interfaces that will support a variety of 

external mobile devices that are brought into the vehicle. The ability 

for seamless integration between the vehicle and personal mobile 

communication devices will open the door for third-party application 

developers to create new innovative traffic applications that will 

communicate important traffic safety information and traveler updates 

directly to the interior vehicle display. 

In late 2013, the National Highway Traffic Safety Administration 

(NHTSA) is expected to make a “recommendation” on the future 

of connected vehicle technologies, which could result in federal 

regulations imposing a timeline for automakers to install connected 

vehicle communications technology in vehicles. However, until such 

a decision takes place, the future of connected vehicle technology 

implementation rests largely on market forces and whether or not a 

significant “pull” emerges from consumers. During the next 10 years, 

there is anticipation that something will change from what we have 

today, and most likely it will begin with applications being developed 

that consumers perceive as beneficial either from a safety, information, 

convenience, or entertainment perspective. Those applications could 

come from automakers, mobile device providers, and/or third-party 

vendors. However, the rapid advancement of the “App” isn’t going to 

end with the current state-of-the-practice, which leads to deducing that 

additional applications will become available.

While the uncertainty surrounding vehicle-to-vehicle communication 

and hand-held device communications continues to percolate, so too 

does uncertainty surrounding vehicle-to-infrastructure communication 

with no current regulatory or legislative demands on the horizon. 

Left to their own schedule, will road management agencies (state, 

county, municipal) perceive enough benefit to warrant the installation 

and operations/maintenance of road side communication devices 

compatible with in-vehicle communication devices? Will the roll-out 

confine itself to urban applications predominantly? Will the many 

questions surrounding data ownership, consumer privacy, and legal/

liability be answered during the next 10 years? 

For the purposes of this project, assume that during the next 10 

years agencies will begin to see implementation of connected vehicle 

communications and applications, but not on a widespread or 

nationwide basis during the 10-year window.
2-6 Impacts of Technology Advancements on Transportation Management Center Operations

2.3.1 Key Development: Seamless integration between 

vehicle and personal Smartphone and other mobile 

communication devices

Although widespread adoption is expected to be at least 10 years in 

the future, implications to TMC operations from seamless integration 

between vehicle and personal communication devices include a 

change in operations dealing with the resulting new and expanded 

data sources. TMCs will need to incorporate capabilities that allow 

them to utilize new concepts for third-party traffic-related application 

development that relays information through in-vehicle displays 

or through in-vehicle or mobile device applications. As mobile 

communication devices shift mode to mode with the traveler, the 

amount of data collected and aggregated will lead to an increased 

focus on integrated multi-modal operations. 

2.4 Agency Processes Category

Good agency processes will facilitate the ability to leverage 

opportunities, whereas shortsighted or shackling processes will allow 

external influences to hamper the ability for agencies to operate 

effectively. Funding, and the ability to get funding, is a key way to 

allow agencies to leverage opportunities. Performance measurement 

is an important process that allows TMC managers to know how 

they are performing so they can improve their performance. It also 

sheds light on the beneficial things TMC managers do so they can 

more effectively position themselves for funding. The proliferation 

of data described above is a resource for measuring many aspects of 

operations performance. 

In general, governmental budgets are expected to be stable or shrink 

over the next decade. As new decision makers, such as investors, 

bonding agencies, and private sector operators and providers, are added 

to the picture, TMC managers will need to understand and manage 

occasional competing priorities, which may include revenue versus 

traffic management. TMC managers may also be directed to implement 

innovative funding mechanisms such as tolling and pricing as well as 

public-private partnerships. Public-private partnerships can include 

outsourcing TMC operations for operators and maintenance staff as a 

way to reduce cost and enhance existing services like remote-access 

capabilities. Private partners can be responsible for the technical and 

organizational issues that go with inter-agency data sharing while TMCs 

can assist with the quality assurance aspect. 

Another way to potentially increase effectiveness while reducing costs 

is joint operations of TMCs. This trend is an approach to resolving 

technical challenges including developing and integrating systems to 

implementing industry standard products, services, and processes. 
Impacts of Technology Advancements on Transportation Management Center Operations 2-7

2.4.1 Key Development: Toll and other Pricing operations in 

TMCs

Implications to TMC operations because of pricing programs include 

increased demands on travel time forecasting to support congestionbased pricing and the need for higher communications reliability to 

support fee collection. The philosophy on setting and managing toll rates 

is more proactive-predictive than with fixed or static rates. If rates are 

set or managed at the TMC, operators will need special training in the 

philosophy behind rate setting and in using the software.

2.4.2 Key Development: Accelerating ITS system design and 

implementation cycles

Design and implementation should aim to be service-oriented, 

quick, and nimble. Strategies for avoiding installation of obsolete 

equipment under traditional design-bid-build contracts include a 

“best value” procurement method, ITS-specific contracts, open and 

flexible specifications, use of interoperability standards, flexible ITS 

architectures, and adaptable software. It would be beneficial for TMCs 

to establish a system to define data for exchange and have a method for 

compensating for differences in data coding. 

2.4.3 Key Development: TMC Operator and Manager 

Responsibilities Not Being Aligned with Civil Service 

Classifications

While there may be only so much influence that the TMC manager 

can have on agency job classifications and descriptions, the difference 

between the skills needed in TMC personnel and traditional agency 

positions is becoming a serious issue in many agencies. Part of the 

challenge is aligning pay scales with the actual skills and technical 

qualifications. There is a need to repeatedly involve agency human 

resources departments that are usually disconnected from TMCs and 

operations. 

2.5 Control Technologies Category

The heart of trends in control technologies is expanding the 

capabilities of the TMC (operator and automated) to manage traffic. 

The term Active Transportation and Demand Management (ATDM) 

covers a mindset of being responsive to demands and conditions 

as much as possible, using all the tools available. As the type and 

coverage of data expands into unprecedented realms, equally 

innovative analysis and resulting control strategies will revolutionize 

the scope and effectiveness of TMC operations. New holistic 

algorithms will drive those applications. 

One more emerging tool already being used in some areas is 

Integrated Corridor Management (ICM); multiple agencies collaborate 

across modes and facilities in a related network, such as parallel 
2-8 Impacts of Technology Advancements on Transportation Management Center Operations

freeways and arterials or a major freeway across state lines. The 

collaboration can take many forms including joint operations of TMCs. 

As communications costs fall and the range of data coverage increases, 

arterial management is expected to be a growth area for TMC 

operations. The number of Adaptive Signal Control Technology (ASCT) 

systems in the United States has grown exponentially in the past few 

years. Additional emerging trends in control technologies include 

Active Traffic Management (ATM) and Weather Related Transportation 

Management (WRTM). WRTM has recently proven useful not just 

in northern states subject to snow, but extreme weather such as 

hurricanes, wildfires, and tornadoes that unfortunately are expected 

to become more common as the climate changes. 

Decision support systems and increased automation of TMC functions 

can increase the efficiency of TMC operations staff in analyzing and 

responding appropriately. Advanced algorithms, decision-support 

systems, advanced computing, and secure, high-bandwidth networking, 

cloud computing, and voice communications allow for the increased 

development of remote operator interfaces and virtual TMCs. As 

pressure mounts to reduce costs, technology may allow operators to 

be located anywhere – in a TMC, in an agency office, or at home – 

and still be a fully functional operator of the agency’s transportation 

management system.

2.5.1 Key Development: Active Transportation and Demand 

Management (ATDM) – a mindset using a set of tools to 

be responsive to demands and conditions

ATDM is a philosophy of proactively managing the transportation 

network in real-time. A key feature is that it includes managing both 

the transportation infrastructure functions and the demand created by 

travelers. It uses real-time and archived data, with the help of predictive 

tools, to achieve or maintain system performance as illustrated in 

Figure 2. As envisioned by FHWA, it entails a cycle of implementing 

dynamic actions, monitoring the system, assessing the system 

performance, and evaluating and recommending dynamic actions. 

The ATDM tools that can be integrated into this process include 

traditional TMC capabilities as well as emerging programs such as 

managed lane use, speed harmonization, and dynamic parking pricing. 

The ATDM mindset and its associated tools work together to advance 

agency goals such as efficiency and safety. 
Impacts of Technology Advancements on Transportation Management Center Operations 2-9

Until in-vehicle messaging is ubiquitous, which is beyond the 10-

year horizon of this project, agencies will need to build, operate, and 

maintain significant amounts of field infrastructure to implement many 

of the ATDM tools. 

Figure 2: ATDM Approach

(Source: FHWA-HOP, 2012)

2.5.2 Key Development: Launch of Integrated Corridor 

Management (ICM) initiatives

ICM strategies coordinate and integrate a range of independent traffic 

management systems for improved monitoring and optimization of all 

corridor operations within a network, across regions, and state lines.

2.5.3 Key Development: Arterial management, including 

adaptive signal control

As software and communication costs have come down, many smaller 

agencies have been able to implement central software with capabilities 

once reserved for cities and state Departments of Transportation 

(DOTs) mostly on freeways. Arterial management systems rely heavily 

on properly trained operators. Increased coverage areas will give TMCs 

increased responsibilities with a greater potential for positive impact. 

Along with this comes an increased responsibility for managing driver 

expectations on arterial travel time estimates. 
2-10 Impacts of Technology Advancements on Transportation Management Center Operations

2.5.4 Key Development: Emergence of decision-support 

systems

TMCs are beginning to integrate traffic conditions, weather, and 

emergency information into decision support tools that aid TMC 

operators in determining the most effective traffic management plan. 

This includes an increased efficiency and accuracy when managing traffic 

conditions and traveler delays.

2.5.5 Automation of TMC functions

Implications to TMC operations include the possibility of a reduced need 

for low-skilled operator staff and improved efficiency of automated 

weather systems that can facilitate traveler safety when responding to 

special weather events.

2.6 Traveler Information Category

The single most profound technological trend in traveler information 

may be the explosion of social media. The individualized two-way 

communication presents a greatly enhanced user experience, but 

requires changes in the way that agencies and other information 

providers have traditionally operated. For example, some agencies 

have strict procedures involving public information officers and 

communications staff that would apply to social media, but not to 

dynamic message signs. 

Another fundamental consideration for TMC operators over the next 

decade is their evolving role in providing traveler information. As third 

parties produce and distribute information, TMC operators may shift 

focus to areas that are not commercially viable, but still demonstrate 

the value provided by their agencies. TMCs will need to focus on 

providing information that can’t be collected directly by third parties 

such as construction, emergency response, special event, and disaster 

recovery information. TMC operators will be central in providing this 

information to third parties for broad distribution or continuing to 

provide it through agency sponsored channels, such as Smartphone 

applications, where the information is not commercially viable or 

commercial interests do not distribute the information to enough 

populations. 

TMCs will also have the opportunity to receive and integrate new 

user-generated data types, made available from crowd-sourced mobile 

data, to provide enhanced traveler information. TMC operators can also 

leverage technologies being developed for traveler information, such as 

predictive analysis and forecasting, to enable higher quality proactive 

management. A critically important trend is integration between 

handheld devices and vehicles. This integration allows rapidly changing 

handheld device technology to become the core communications and 

application platform for the vehicle. TMCs, with or without third-party 

collaboration, could potentially obtain vehicle probe data (not only 

TMCs will need to 

focus on providing 

information that 

can’t be collected 

directly by third 

parties such as 

construction, 

emergency 

response, special 

event, and 

disaster recovery 

information.
Impacts of Technology Advancements on Transportation Management Center Operations 2-11

location, but environmental conditions output from the vehicle’s own 

computer). TMCs could also communicate more directly with vehicles, 

from providing dynamic route guidance to active traffic management 

lane controls and speed recommendations or limits.

2.6.1 Key Development: In the future, in-vehicle applications 

will be provided through handheld devices that interface 

with the car rather than built-in systems that become 

outdated over the lifespan of the vehicle.

A wide variety of constantly changing third party and agency apps 

have the potential to reach drivers in a convenient and safe manor not 

constrained by the lifespan of the average vehicle. The new interfaces 

could include screens larger than Smartphones, heads-up displays 

projected on the windshield, and voice integration.

Eventually, active traffic management currently conveyed through 

expensive roadway infrastructure could be distributed directly to drivers, 

thus increasing coverage and reducing costs.

2.6.2 Key Development: Predictive analysis and forecasting

This includes the ability for TMC operations to become less reactive and 

more proactive and increasing the overall performance of the traffic 

network. Using an Advanced Traveler Information System (ATIS) allows 

motorists to make better travel decisions in the pre-trip or en-route 

stage through real-time and predictive information. This is especially 

useful for weather-related traveler forecasts. 

Impacts of Technology Advancements on Transportation Management Center Operations 3-1

The top trends and issues of state-of-the-art TMC operations were 

identified as the result of the expert analysis of the multitude of trends 

and technologies gathered in light of the big picture, impacts, and 

successful practices as well as feedback from the PFS members. These 

eight high level trends represent the key developments as well as 

important influences and impacts. Additional factors that influenced 

development of the top trends from the myriad of possibilities included 

the magnitude of potential impact, the frequency of citation in literature 

and by practicing TMC operators, and the likelihood of the issue to be 

widely influential to TMCs within the 10 year project horizon. Some 

of the trends are emerging from within the transportation community 

and can be spread further within it as they continue to develop. 

Other trends, and their related technologies, originated outside the 

transportation community, but which TMC operators should be aware of 

as they can be adapted and utilized to help meet their needs. 

Figure 3: Top Trends and Issues of TMC Operations with Section 

References

(Source: Parsons Brinckerhoff)

Chapter 3

Top Trends and Issues of TMC Operations
3-2 Impacts of Technology Advancements on Transportation Management Center Operations

The trends are described in Chapter 3. Chapter 4 is also organized 

according to trend and it provides strategies and successful practices for 

addressing each of the trends.

3.1 Trends Emerging from Within the Transportation 

Community

While there is some overlap between trends emerging within and 

outside of the transportation community, the four identified in this 

section are firmly rooted in transportation. The first trend, a nimble 

service-oriented mindset and organizational structure, reflects 

the dynamic nature of ITS within a modern transportation system. 

The second trend, active transportation and demand management 

(ATDM), includes a set of tools developed by transportation engineers, 

operators, and companies to support proactive transportation system 

management, often using emerging technology. The third trend, 

accommodating toll and other pricing operations in TMCs, recognizes 

that TMC operators need to be positioned to accommodate such a 

change given the increasing frequency of tolling which is expected 

to continue over the next decade. The fourth trend, performance 

monitoring and management, reflects both the increased effectiveness 

possible through performance management and the requirements for 

performance management being imposed on TMC operators by their 

transportation funding agencies. 

3.1.1 A Nimble Service-Oriented Program Mindset and 

Organizational Structure

This trend is a mindset of being positioned to successfully select and 

adopt rapidly changing technologies and strategies. From literature and 

experience, being nimble, constantly looking for ways to improve, and 

embracing change are hallmarks of successful TMC operations (as well 

as businesses and other organizations.) This trend focuses on how TMCs 

can position themselves to be able to effectively change. Some of the 

other trends are examples of changes that could be facilitated by having 

a nimble service-oriented program.

The need for this mindset is driven by three main influences:

•	 Rising expectations from the public (through elected officials) 

for greater customer service;

•	 Rapidly changing ITS technology and processes; and

•	 Lack of funding.

The first factor manifests as a pressure placed on the TMC operators. 

The second represents both a pressure and a critical opportunity. Some 

of the new technology allows for cost-saving alternatives to traditional 

ways of accomplishing transportation management system goals. This 

can help agencies deal with the third factor.
Impacts of Technology Advancements on Transportation Management Center Operations 3-3

This mindset and organizational structure will also help agencies 

deal with specific changes in technology that are not yet able to be 

forecasted.

The principles in the trend Nimble Service-Oriented Program Mindset 

and Organization Structure are aligned with FHWA’s statement that, 

“Effectively addressing the congestion problem will hinge on the ability 

to reshape traditional transportation organizations into 21st century 

operations agencies using 21st century technologies.” (FHWA) Facets 

are shown in Figure 4.

Figure 4: Changing Elements of Transportation Agency Operations

(Source: Adapted from FHWA)

The trend also includes related systems and technical approaches that 

agencies can include that will help them adapt to new technologies and 

give them the flexibility to add new technologies as they develop. For 

example, in the area of multi-state cooperation and operation, a nimble 

service-oriented program provides a platform for multiple agencies to 

share experiences and develop joint solutions to problems.

Specific strategies related to the trend of a Nimble Service-Oriented 

Program Mindset and Organizational Structure are included in 

Section 4.1.1. 
3-4 Impacts of Technology Advancements on Transportation Management Center Operations

3.1.2 Active Transportation and Demand Management (ATDM) 

Concept and Toolkit 

ATDM is the major outcome of a nimble mindset and organizational 

structure. It uses all of the tools at one’s disposal to proactively make 

operations more efficient, including through staff and technology. 

ATDM includes a suite of concepts and tools based on a wide variety 

of new data types and data sources with widespread coverage using 

new holistic algorithms. Examples of ATDM include Integrated Corridor 

Management (ICM) and managed lanes. Decision support systems are 

part of ATDM, but in this report they are covered under the “Automation 

Tools” trend. 

One of the underlying influences leading to ATDM is the inability to 

expand capacity. It leads to developing and implementing better tools to 

manage the system in a coordinated fashion. 

The FHWA groups ATDM approaches into demand-side, traffic, and 

parking areas. Some example approaches for each approach are shown 

in Figure 5.

Figure 5: ATDM Areas with Example Approaches

(Source: Adapted from FHWA, 2012)

As the report focuses on approaches that are directly related to TMC 

operations, many of them are under the Active Traffic Management 

category. See individual ATDM strategies in section 4.1.2. 

3.1.3 Accommodating Toll and Other Pricing Operations in 

TMCs

While TMC operators will have little, if any, influence on the policy 

decisions required to implement toll and other pricing operations, it 

is extremely likely that they will be affected when decisions are made 

to add tolling to facilities or to integrate operations with agencies that 

already toll. 
Impacts of Technology Advancements on Transportation Management Center Operations 3-5

Infrastructure pricing, including traditional tolling, high occupancy 

toll (HOT) lanes, and congestion zone pricing will also grow and may 

be managed from TMCs, either by agency staff, in public-private 

partnerships, or through outsourcing. 

One influence driving the trend of accommodating toll and other 

pricing operations in TMCs is the limited funding from traditional 

sources. This encourages obtaining revenue through tolling, including 

financing infrastructure expansion based on the expected toll revenue 

stream. Another influence driving this trend is the infeasibility of 

physically expanding capacity in some places. Tolling can promote better 

management of the existing capacity, including strategically pricing it to 

alter behavior and funding maintenance. 

The strategies for addressing the trend, accommodating toll and other 

pricing operations in TMCs, are in section 4.1.3. 

3.1.4 Performance Monitoring and Management 

Over the next 10 years, it is expected that there will be an increasing 

need to both monitor performance through data collection and analysis 

as well as to apply the knowledge to promote more efficient operations. 

Performance management is also becoming critical to obtaining funding.

One specific part of the trend, and general good performance 

management practice, is measuring outcomes instead of outputs when 

possible. Challenges include isolating impact of the TMC operations 

from other factors, especially for the performance measures that are 

proxies for outcomes such as safety. Some measures are more geared 

to tracking and improving internal performance, while others help 

demonstrate value to other parts of the agency, especially those who 

allocate funding. A key challenge is the need to identify performance 

measures that are strong proxies for agency goals that may not be able 

to be measured directly.

Two factors that have influenced this trend are the reduction in funding 

pressuring greater accountability and the increase in emphasis on 

customer service. 

A promising part of the trend is that regional data sharing can provide 

common performance measure and enhance planning activities. Also, 

private sector data can support performance measures. There could 

also be valuable information from third-party/private sector systems 

that could support better TMC operations (such as user responses to 

operational strategies). TMCs can look for ways to be able to obtain that 

kind of data to support performance management objectives. 
3-6 Impacts of Technology Advancements on Transportation Management Center Operations

3.2 Trends and Technologies that TMCs Can Adapt 

and Take Advantage of from Outside the 

Transportation Community 

The four trends identified in this section originated outside of the 

transportation community, but have traits applicable to traffic 

management and operations. The first trend, automation tools, uses 

new technology to assist operators in many of their daily TMC processes. 

The second trend, involvement of third parties in data collection, data 

analysis, and the provision of traveler information, includes ways that 

agencies can benefit from working with rapidly growing third-party 

providers to increase and manage data resources. The third trend, 

mobile communications and wireless networks, recognizes the social 

dependence on mobile devices and suggests ways that incorporate 

updated wireless technology into TMC functions. The fourth trend, 

social media for traveler information and crowdsourcing, suggests ways 

that TMCs can use popular social media tools as a means to gather and 

disseminate traveler information. 

3.2.1 Automation Tools 

Advanced computing and communications technologies will allow more 

automation in TMC systems. With the reduction in traditional revenues, 

TMCs may need to rely on automation and technology efficiencies in 

order to function at current levels of productivity with reduced staffing.

New technologies are continually being made available to improve 

system management and improve cost-effectiveness and greater 

productivity. Advanced software programs and better traffic data from 

a wider set of integrated devices allow for many of the TMC operations 

to become automated, thus eliminating many of the tedious and timeconsuming tasks normally performed by the operator. Machines are now 

handling some tasks such as monitoring and processing large quantities 

of data from different sources to make decisions on which traffic control 

methods to use.

Automation tools can also improve the quality of decision support 

systems. Traffic device software can allow direct communication to a 

mobile device or traffic management tool that can archive, manage, 

and compare historical and real-time data for use by decision support 

systems. This allows for a broader range of alternatives to be added to 

the decision matrix for a more optimized response to both recurring and 

non-recurring situations that would otherwise negatively affect traffic 

flow. The TMC operator would have access to all the quantitative inputs 

in one tool upon which to make their decision.

Nimble and service-oriented decision support systems provide a 

knowledge base and options for making decisions on how best to 

utilize new communications technologies and improve existing tasks. 

They are designed to support operators and decision makers by 

taking into account a multitude of interrelated systems and providing 

Nimble and 

service-oriented 

decision support 

systems provide a 

knowledge base and 

options for making 

decisions on how 

best to utilize new 

communications 

technologies and 

improve existing 

tasks.
Impacts of Technology Advancements on Transportation Management Center Operations 3-7

pre‐determined responses for commonly occurring roadway scenarios, 

while simultaneously encouraging thought processes outside their own 

experience. Decision support systems are also being designed with 

predictive aspects, which help the TMC operator identify when certain 

thresholds are being crossed and thus helping operators anticipate at 

which times certain strategies will be most effective.

The strategies for addressing the trend Automation Tools are in 

section 4.2.1. 

3.2.2 Involvement of Third Parties in Data Collection, Data 

Analysis, and Provision of Traveler Information 

A third party is defined as any organization outside the agency itself that 

indirectly provides a service to the agency. Third parties for traffic data 

and traveler information can include commercial traveler information 

vendors, the media, other agencies, and even connected vehicles as a 

potential source of data. 

Third-party vendors sell and provide nationwide coverage of traffic data 

to agencies, under the Data-as-a-Service (DaaS) model. Agencies use this 

data to manage traffic on their roadway network and deliver traveler 

information to the public. Data is mapped to a GIS reference system, 

with speeds and travel times being the most common forms of data 

provided. Third parties utilize a variety of data sources such as agencyowned roadway sensors and Closed Circuit Television (CCTV) cameras; 

Global Positioning System (GPS) and Bluetooth systems installed in 

commercial devices, Smartphones, and fleet vehicles; and historical 

traffic counts obtained from agencies. Third-party providers collect 

and process large amounts of real-time data as discrete, individual sets 

from specific sources which can then be sold as discrete or aggregate 

data packages to individuals or other organizations, including agencies. 

It is often the responsibility of the agency to validate the quality and 

accuracy of the data. 

TMCs rely on a variety of data types for traffic management and traveler 

information. Some of the data collected from agency-owned devices and 

computer algorithms include real-time speed, volume, and occupancy 

data; travel time estimations; and live CCTV video feeds. There is a 

little overlap in the types of data that third parties generally provide, 

including real-time speed and travel time data, but they can also provide 

greater coverage and historical data from their own stored data sets. 

TMC managers will need to assess the agency’s data needs, look to what 

third-party providers are offering to supplement or replace the agency’s 

resources, and devise a plan for collecting data not offered by third 

parties but that is still a necessity for TMC operations. This may include 

devices installed and owned by the agency or a combination of thirdparty owned and agency owned devices. These devices may also collect 

other data. 
3-8 Impacts of Technology Advancements on Transportation Management Center Operations

Although the amount and types of data provided by third parties is 

vast and comprehensive, there may still be other types of data that 

may be uniquely developed by or needed by TMCs that will become 

significant to traveler information over the next 10 years. Construction 

events such as emergency closures and on-going or future construction 

closures that affect travelers come directly from the TMC. Third parties 

many not factor delays associated construction impacts in their travel 

time estimations. Axle loading data will be an important data set for 

agencies to receive as they budget for future roadway improvement and 

pavement preservation projects. 

In order for agencies to remain nimble, they must plan for contingencies 

with third-party providers in case operations budgets don’t allow for 

third-party data or third-party providers stops providing needed data. 

Third-party data providers that use primarily vehicle probe-based 

data include INRIX, NAVTEQ (product of Nokia), and AirSage. Thirdparty providers that use infrastructure, field-based equipment include 

BlueTOAD (product of TrafficCast), Digital Traffic Systems (DTS), and 

SpeedInfo (Athey Creek, 2012). Agencies need an efficient way of 

storing and managing all of this new data and are turning to cloud 

service providers (CSPs). A few of the top CSPs include Microsoft 

Windows Azure, Cisco, GoGrid, and Rackspace, to name a few (Athey 

Creek, 2012). 

There are a few important factors to consider regarding the use of 

third-party data, which is often stored on a cloud server, and thirdparty developed mobile applications, including data coverage, formats, 

validation, intellectual property, security, and storage. Third parties 

often fill the gap in areas where agencies are lacking data coverage, and 

have capabilities for regional or national coverage. The diversity in data 

formats may require further processing on the agency side before it is in 

an open, useable format. Data validation techniques of third party data 

become the responsibility of the agency to perform through cross-data 

matching with other technologies, such as GPS or AVI. Data from thirdparty vendors remains the property of the vendor and an agreement 

on data sharing outside of designated traveler information purposes is 

recommended if the agency plans on coordinating this information with 

other agencies. Third party applications use encrypted data stored on 

their server and authentication tokens for data access from the server 

to the mobile device, guaranteeing that everyone viewing the data is 

authorized and data remains secure. 

Cloud computing is a new business model that offers the flexibility 

and cost efficiency agencies need, through leased power, storage, and 

bandwidth, to supplement their data center, expand their resources, and 

deliver quality performance under tighter operating budgets. CSPs are 

effective at offering agencies high-availability architecture that makes 

the cloud server available 100% of the time from anywhere there is an 

internet connection. Resource needs are scalable which eliminate the 

need for increasing size of hard drives. Organizations such as the Cloud 
Impacts of Technology Advancements on Transportation Management Center Operations 3-9

Security Alliance (CSA) offers certification to cloud service providers that 

are in compliance with their management and configuration practices. 

Concerns over data security and ownership are addressed in (Jansen 

& Grance, 2011) and (NIST, 2009) that agencies can refer to when 

considering using the cloud. 

Agencies must plan for contingencies if cloud storage is used to make 

certain that data archiving will meet the long term needs of the 

TMC. Some CSPs, such as Amazon Glacier, offer an archival service 

that is low-cost, long-term, complete with data encryption, multisite 

redundancy, and regular data integrity checks. Data retrieval isn’t as 

instantaneous as if the information was stored in an on-site server 

room and agencies should be cautious of the cost and frequency of 

retrieval requests. 

The availability of private sector resources that were previously available 

only on the public side, such as displayed travel times on DMSs, leads 

to a competition between third parties to provide the same service at a 

potentially lower cost and at a higher quality.

The strategies for addressing the trend Involvement of Third Parties in 

Data Collection, Data Analysis, and Provision of Traveler Information are 

in section 4.2.2. 

3.2.3 Mobile Communications and Wireless Networks 

Mobile communications can generate data used by TMCs, transmit 

that data almost instantaneously, allow travelers to access information 

almost continuously, and provide more convenient platforms to 

monitor, test, and maintain field devices and other TMC equipment. 

Specific wireless technologies that will influence TMC operations 

include:

•	 Continued deployment of 4G networks,

•	 Development of the next generation (5G) in wireless 

communication (based on historic trends there is a 10 year 

cycle of developing and implementing new generations of 

mobile communications to 5G would not be expected to be 

prevalent until 2020), 

•	 Increases in coverage areas, particularly in rural areas, and

•	 Overall system capacity increases in bandwidth.

Agency-owned wireless communication in the past has been 

transmitted over relatively low radio frequencies. Advances in 

technology are giving agencies options when it comes to modernizing 

their field equipment and increasing their data coverage while not 

overloading the system. The initial investment in the purchasing of 

wireless-capable devices, wireless infrastructure, and bandwidth is 

less than what it would cost to expand a fiber backbone but TMCs 

will have to commit to long-term maintenance and operating costs. 
3-10 Impacts of Technology Advancements on Transportation Management Center Operations

Agencies can benefit from data obtained through leased wireless 

service agreements between other agencies or with commercial 

providers. Leased wireless equipment can be installed on agency 

or third party property, with the wireless devices operated and 

maintained by others. Many agencies have leased wireless and 

wireline communication paths.

New technologies are continually being made available to improve 

system management and coordination with other agencies. Advanced 

transportation management technologies include wireless traffic 

signal systems connected to an agency’s wireless network that allows 

TMC operators to view collected traffic data and use it to analyze and 

adjust signal timing in real-time, addressing immediate congestion 

and improving traffic flow. Data can be collected wirelessly from CCTV 

cameras, detectors installed in the roadway or mounted on other 

infrastructure, and even toll-tag readers. Adaptive signal coordination 

also benefits arterial operations across jurisdictional boundaries, such as 

at freeway ramp intersections, and along an arterial. An example is New 

York City’s technology-based traffic management system called Midtown 

in Motion. 

The private sector has seen a significant increase in mobile application 

developments and wide implementation across popular mobile software 

platforms that allow users to view traffic conditions in the palm of 

their hand. Third party involvement can help guide agencies in the best 

use of Smart phone applications and in the creation of a customized 

application. For example, application add-ons are much more cost 

effective than adding another menu option to a 511 service and it has a 

much higher impact with users.

The strategies for addressing the trend Mobile Communications and 

Wireless Networks are in section 4.2.3. 

3.2.4 Social Media for Traveler Information and Crowdsourcing 

Social media, such as tools like Twitter and Facebook, allow targeted, 

real-time two-way communication among and between agencies, 

travelers, and third parties. This opens great possibilities for TMCs to 

both receive and distribute information.

There are several platforms in use by agencies to share information 

via social networking tools; however, social media tools, like many 

technologies used by agencies, also are evolving. Agencies also are 

changing the way they use these tools in response to public interest 

and feedback received on their social media, in terms of keeping 

content updated, providing more dynamic information, and even 

in response to comments about certain DOT policies. These tools 

allow DOTs to explain to the public why and how the DOT does 

what it does. 
Impacts of Technology Advancements on Transportation Management Center Operations 3-11

A September 2012 State DOT Social Media Survey by AASHTO indicated 

that Twitter is the most used social media tool as reported by those who 

responded to the survey, with 88% of respondents indicating they use 

Twitter to share information (AASHTO, 2012). Twitter is used for realtime notifications such as crashes, closures or major weather impacts 

to the road network, and several states also use this tool for “softer” 

announcements such as public service messages, project and meeting 

announcements. In addition to Twitter, 76% of states responding to 

the AASHTO social media survey (32 or 42 states) indicated they use 

Facebook for project information, feature stories, and as a customer 

service tool. Several reported that they are integrating more multimedia, 

video and photos, which are valuable education tools about real-world 

DOT activities and allow a more personal connection with projects or 

programs. 

There is an underlying trend toward greater emphasis being placed on 

customer service with agencies making more and better use of social 

media and networking, coupled with greater demands for information 

and customer service because of the availability of informational tools. 

While platforms like as Twitter, Facebook and video (such as YouTube or 

Vimeo) are growing in popularity; some tools have started to decline in 

usage, such as LinkedIn, blogs or podcasts. This is indicative of the 

rapidly evolving social media marketplace and user interest and activity. 

Agencies that can react to the changes in social media demonstrate their 

ability to be nimble and search for ways to stay connected in the most 

effective ways possible. Emerging tools include Pinterest, an electronic 

bulletin board, or Storify, which is one of the newest social media tools 

that actually integrates multiple other social media feeds (such as 

Twitter, video, Facebook and others) into a single story. Iowa, North 

Carolina, and Washington DOTs are early adopters of this emerging 

platform. 

These tools provide a mechanism to distribute information to users, but 

they can also be used to provide valuable information from and about 

users to transportation agencies, such as:

•	 Pins, hits, likes and retweets – what information or types of 

information is being endorsed or getting re-distributed by users, 

and how does that influence what kinds of information the DOT 

will share?

•	 Real-time vs. non-real-time information activity – the response 

by users to real-time information about impacts or events on 

the network.

Approaches to social media applications vary; some TMCs have 

implemented processes for operators to be able to utilize these tools 

while other DOTs have tightly controlled social media messages sent 

through their PIO/communications staff. To actively integrate real-time 

social media into real-time TMC operations will require new processes 

for the TMC operator to actively monitor various social media feeds. 

(Source: Adapted from AASHTO, 2012)

Figure 6: Percentage of 41 States and 

DC Using Social Media Tools in 2012

There is an 

underlying trend 

toward greater 

emphasis being 

placed on customer 

service with 

agencies making 

more and better use 

of social media and 

networking.
3-12 Impacts of Technology Advancements on Transportation Management Center Operations

This could be accomplished via a new position or dedicated resource, 

which may not fit within the current DOT resource model. The value of 

this information and its impact on TMC operations will likely be assessed 

in the coming years to determine viability of this approach and resource 

allocation. 

TMC managers will need to find a way to link social networking activity 

regarding traffic and road conditions and the actual impact on the 

network. A challenge is that many social media “pushes” are not actively 

monitored in real-time by DOTs or TMCs. TMCs would need to establish 

new processes for how to manage that flow of information IN to the 

TMC. 

Crowdsourcing has the potential to significantly influence TMC 

operational strategies. However, the operational strategies should 

include ways to figure out how to verify and integrate this usergenerated real-time content.

An important challenge is validating and verifying information received 

from social media. As a matter of policy for many TMCs, verification 

requires TMC operator visual confirmation, DOT field verification or 

other “trusted source” such as law enforcement.

During peak congestion periods or incidents, a future strategy can 

be to correlate social networking activity (for example, re-tweets or 

Smartphone app use) with transportation network conditions. Some 

correlation is done today by some TMCs that are able to monitor 511 

web and phone usage. However, there would be many more channels 

of correlation available if social media was also used. Crowdsourcing has 

the potential to provide rich context to agencies about how users are 

responding to information they receive, and the real-time impact that 

their response has on the transportation network. 

The strategies for addressing the trend Social Media for Traveler 

Information and Crowdsourcing are in section 4.2.4. 
Impacts of Technology Advancements on Transportation Management Center Operations 4-1

For each of the eight top trends described in Chapter 3, there are 

many specific strategies and technologies that TMC managers can 

consider to position themselves to address the resulting operational 

changes. This chapter identifies 80 individual strategies and provides 

introductory information on each, including successful practices and key 

references where appropriate. In recognition of the underlying influence 

of diminishing funds, extra emphasis is placed on strategies that are 

especially low cost and/or cost effective. The strategies were derived 

from the literature review as well as the expertise of the consultant 

team and the TMC PFS members.

Figure 7: Relation of Chapter 3 to Chapter 4

(Source: Parsons Brinckerhoff)

To facilitate organization of strategies to address trends, a single primary 

association was identified between each strategy and one of the top 

Chapter 4

Successful Practices and Strategies for TMC 

Managers 
4-2 Impacts of Technology Advancements on Transportation Management Center Operations

trends. That primary association is used to categorize the strategies by 

trend in sections 4.1 and 4.2 below. Therefore, both Chapters 3 and 4 

are organized by trend. However, Chapter 3 describes the top trends 

themselves while Chapter 4 focuses on the strategies that the TMC 

manager can use to address those trends. Figure 7 above graphically 

reiterates this relation and provides the strategy numbers by trend for 

reference. 

At the end of each strategy section, there is a list of secondary 

associations between the strategy and any of the other top trends. 

Section 4.3 includes a table cross-referencing the 80 strategies with the 

8 top trends by their primary and secondary associations. The table 

also highlights the associations with the highest potential to be feasible 

under a limited budget. 

4.1 Trends Emerging from Within the 

Transportation Community

4.1.1 A Nimble Service-Oriented Program Mindset and 

Organizational Structure

The strategies in the following subsections are specific steps that 

TMC managers can consider for developing a nimble service-oriented 

program mindset and organization structure that will help them to 

adapt to changing technologies, expectations, and resources over the 

next decade.

The nimble mindset can permeate throughout most aspects of TMC 

operations as demonstrated by the successful practices with specific 

strategies below. Another example is the TIME Task Force in Atlanta, 

which uses the nimble mindset to promote faster response to incidents 

and events.

Embracing social media is a key part of a service-oriented mindset; it is 

covered in the top trend on social media.

4.1.1.1 Strategy: Foster an Agency Culture of Embracing 

Technological Change 

Managing any kind of change, especially technological 

change, can be painful. There can also be a tendency 

for past problems to serve more as deterrents than 

as lessons learned. Fostering a culture of embracing 

technological change builds on concrete steps such as:

•	 Involving both operations and maintenance staff 

in evaluation of potential new technologies;

•	 Implementing a technology testing and piloting 

program;
Impacts of Technology Advancements on Transportation Management Center Operations 4-3

•	 Supporting staff training and time to build 

familiarity with new technology;

•	 Establishing relationships with related 

departments within the agency, such as 

information technology, for consultation;

•	 Establishing relationships with peer agencies 

embracing technological change;

•	 Maintaining on-call contracts for experts outside 

the organization to assist with integration and 

trouble-shooting when needed;

•	 Highlighting the successes and efficiencies 

generated by technological change across the 

organization;

•	 Recognizing that not every well-planned 

technological change will be successful;

•	 Identifying staff enthusiastic about technology 

to serve as champions;

•	 Developing flexible procurement processes, 

including those for test equipment;

•	 Developing flexible performance-based 

specifications where applicable;

•	 Including training and support with new 

technology purchases; and

•	 Seeking feedback from TMC operators and 

field maintenance staff on existing deployed 

technology as well as areas they think could 

benefit from new technology.

Related Trends: Automation Tools and Related Tools 

to Increase Efficiency; Social Media for Traveler 

Information and Crowdsourcing

4.1.1.2 Strategy: Create a TMC Operator Training Program

While a regular TMC operator training program does 

require staff time, it has the potential to increase 

operator comfort and effectiveness, especially 

with new technology, and to serve as a forum for 

discussing the operator feedback on processes and 

technologies.

Recognizing the importance of “hands-on” training 

and the difficulty of getting emergency responders 

from disparate agencies and locations together for 

central training, the I-95 Corridor Coalition sponsored 

the development of an interactive simulation training 

that enables participants to role play from their home 

base via the Internet. The I-95 Corridor Coalition is an 
4-4 Impacts of Technology Advancements on Transportation Management Center Operations

alliance of transportation agencies, toll authorities, and 

other organizations from the Maine to Florida, which 

provides a forum for key decisions and policy makers 

to address common transportation management and 

operational issues. More information is available at 

http://www.i95coalition.org/i95/Projects/

ProjectDatabase/tabid/120/agentType/View/

PropertyID/310/Default.aspx.

The Arizona DOT (ADOT) is an example of a successful 

TMC certification program.

Related Trends: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit; Automation 

Tools and Related Tools to Increase Efficiency

4.1.1.3 Strategy: Enhance Operational Communication, 

Which Will Promote a Culture of Open 

Communications Among Staff 

This strategy includes shift change briefing and event 

debriefing along with better communications on specific 

events, as well as bigger picture communications among 

agency operations staff and potentially staff from other 

partners.

Related Trend: Performance Monitoring and 

Management

4.1.1.4 Strategy: Develop Memoranda of Understanding 

(MOUs) and Inter-Agency Agreements Facilitating 

Multi-Agency (sometimes Multi-State) Cooperation 

& Operations

Current operations activities usually require 

coordination and cooperation or even integration 

of operations with other government agencies or 

private vendors. Whenever agencies work together 

it is important that the roles, responsibilities, 

limitations, and liabilities are written down and 

agreed to by the participating parities. The creation 

of MOUs or agreements will help settle potential 

future disagreements, define agency roles, set up 

responsibilities for funding and staffing operations 

activities, and define the acceptable uses and 

procedures for sharing data or resources. 

For additional successful strategies in MOUs and 

related agency agreements, including provisions for 

a common understanding of how to operate across 

modes and jurisdictions, consider consulting the 
Impacts of Technology Advancements on Transportation Management Center Operations 4-5

Denver Regional Council of Governments/Colorado 

Department of Transportation or the Atlanta Regional 

Traffic Operations Program. 

There are many operations activities that benefit from 

having MOUs or agreements in place as the activity is 

initiated, such as:

•	 Data management/archiving;

•	 Data sharing;

•	 Incident management protocols and roles;

•	 Private vendor data collection;

•	 Traveler information dissemination;

•	 Use of data/traveler information by media;

•	 Roadway Incident management practices;

•	 Emergency operations;

•	 Ramp metering; and

•	 Inter-jurisdictional signal timing.

Most recently, the focus of the I-95 Corridor Coalition 

in the incident management area has been on quick 

clearance practice, promoting state legislation and good 

practice. More information is available through:

http://www.i95coalition.org/i95/Projects/

ProjectDatabase/tabid/120/agentType/View/

PropertyID/325/Default.aspx.

Related Trend: Involvement of Third Parties in Data 

Collection, Data Analysis, and Provision of Traveler 

Information 

4.1.1.5 Strategy: Create New Technology Piloting and 

Testing Program

A program of testing and piloting new technologies 

can reduce the risk associated with implementing new 

technologies. TMC managers can start by creating a pilot 

plan that identifies objectives, participants, deployment 

schedule, and evaluation period and begin testing in 

a controlled environment in which operators perform 

their normal tasks using the new technology. This 

demonstrates that the technology works as expected 

and adds value to TMC functions. Evaluating the pilot 

and gathering feedback from the operators will allow 

TMC managers to fix any problems and issues that arise 

through testing and will allow for minimizing risk during 

full scale deployment. It often requires staff and capital 
4-6 Impacts of Technology Advancements on Transportation Management Center Operations

investment but can generate good returns. Consult peer 

agencies with experience in new technology and visit 

them when possible. Check with agency policies before 

investigating opportunities to borrow equipment from 

manufactures for evaluation. 

Related Trends: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit; Automation 

Tools and Related Tools to Increase Efficiency; Mobile 

Communications and Wireless Networks

4.1.1.6 Strategy: Develop Skill Sets of TMC Managers 

in Areas of Contracting, Privacy, Security, and 

Intellectual Property

Contracting for operations activities is quite different from 

traditional DOT design and construction contracting. In 

the operations world, contracting is often for services such 

as staffing, collecting data, or development of software. 

These activities often use new, different contracting 

methods and include issues not traditionally applicable 

to DOT contracting (for example, privacy, security, and 

intellectual property). Privacy issues are related to uses 

and dissemination of the public’s personal data. As the 

ITS industry was being developed over the past 20 years, 

privacy of collected data has been a deal-breaker issue. The 

public has indicated through several lawsuits and passing 

of state and national laws that the use of all personal 

information must be anonymous and undiscoverable. 

TMC managers must understand these issues and be able 

to both manage data properly and develop contracts that 

protect the privacy of collected data, regardless of whether 

that data is collected through private vendors or by mobile 

communications companies. Along with privacy, security 

of collected data is an important issue. All public entities 

are subject to security breaches and transportation data 

is also vulnerable to hacking. Transportation management 

systems can be targets for terrorist attacks designed to 

create public chaos. TMC managers must understand 

security issues and include security features when 

contracting for software, managing data systems, and 

interfacing with toll collection systems. In the software 

world, including transportation management software, 

intellectual property issues are also important to TMC 

managers. When software is being purchased (off-theshelf or developed), the contractor will likely insist on 

maintaining intellectual property rights to the software 

code. Understanding those rights and what issues can be 

compromised are important in developing contracts with 

the software vendor. 

TMC managers must 

understand privacy 

issues and be able 

to both manage 

data properly and 

develop contracts that 

protect the privacy 

of collected data, 

regardless of whether 

that data is collected 

through private 

vendors or by mobile 

communications.
Impacts of Technology Advancements on Transportation Management Center Operations 4-7

Related Trends: Accommodating Toll and other Pricing 

Operations in TMCs; Involvement of Third Parties in 

Data Collection, Data Analysis, and Provision of Traveler 

Information; Mobile Communications and Wireless 

Networks

4.1.1.7 Strategy: Adopt Standards on TMC Related 

Equipment and Processes

For TMC equipment and ITS field equipment, 

standardization can be beneficial when managed 

thoughtfully in light of each agency’s needs and 

capabilities. Standardizing equipment can reduce 

the amount of inventory needed and the number of 

complex items that maintenance staff needs to learn 

and maintain skill supporting. Standardization can also 

improve interoperability. However, standardization 

can reduce innovation if the standards don’t evolve as 

technology evolves. ITS technology develops rapidly so 

even within a brand line models are often discontinued.

A few successful practices are available. One is 

requiring national ITS standards compliance to support 

interoperability. However, the standards are more 

fully developed for some equipment and functions 

than others. Also, manufacturers may offer additional 

capabilities when their equipment utilizes some 

communications elements beyond base ITS standards. 

When developing equipment requirements, it is 

important to understand what capabilities may be 

sacrificed to maintain complete interoperability. 

Another potential way to deal with varying and rapidly 

changing technology is to use performance based 

requirements rather than more proscriptive material 

descriptions that are typically found in roadway 

specifications. This may require discussions with other 

parts of the agency that control procurement processes. 

For TMC processes, an example of standardization is 

the Virginia DOT’s statewide TMC RFP that will establish 

a contract to develop and implement a standardized 

approach for common TMC functions and performance 

levels that will be applied to all TMCs throughout the 

state. The major service categories in the contract 

include dispatching safety service patrols, TMC floor 

operations, ITS infrastructure and field network 

maintenance, the design of a statewide ATMS and 

technology support, and program management and 

general support services. 
4-8 Impacts of Technology Advancements on Transportation Management Center Operations

Related Trends: Performance Monitoring and 

Management

4.1.1.8 Strategy: Use Open-Source or Non-Proprietary 

Software when Possible

Open-source or non-proprietary software may have 

the advantages of lower initial costs (if there is 

existing open-source or non-proprietary software 

available) and increased interoperability. However, 

depending on the software and its source, there 

may be less support available. (Developing new 

code will be more expensive and will carry more 

risk than using existing, proven software.) Careful 

consideration must be given by the agency, including 

weighing in-house and otherwise accessible support 

capabilities. 

Related Trends: Automation Tools and Related Tools to 

Increase Efficiency

4.1.1.9 Strategy: Require Application Programming 

Interfaces (APIs) and Document for Future 

Development 

With the worldwide proliferation of Smartphones, 

tablet computers, and other mobile devices, it is 

critical that DOTs include requirements that allow and 

support the use of Application Programming Interfaces 

(APIs) when contracting or developing traveler 

information software. APIs are a set of routines, 

protocols, and tools for building software applications 

and they guarantee that all programs using the API will 

have similar interfaces and make it easier for operators 

to learn new programs. The use of open source APIs 

provides for innovation and continued technological 

relevance of traveler information dissemination by 

government agencies. In order to provide for these 

enhancements through APIs it is essential that 

documentation of the interfaces and developer access 

be required. With an increase in use of third-party 

data sources, it is important that TMCs be able to 

balance the public interest in making data available 

to developers with any restrictions on the use of data 

purchased from third parties.
Impacts of Technology Advancements on Transportation Management Center Operations 4-9

One successful example of public agencies sharing 

data with developers through APIs is the City of San 

Francisco’s SFpark program. The API specification, 

source code, terms of service, and developer 

FAQs are all available through http://sfpark.org/

how-it-works/open-source-data/. Although SFpark 

provides its own cell phone app, it also recognizes 

that providing the data to developers also supports 

its ultimate goal of making parking more readily 

available. 

Related Trends: Involvement of Third Parties in Data 

Collection, Data Analysis, and Provision of Traveler 

Information; Mobile Communications and Wireless 

Networks; Social Media for Traveler Information and 

Crowdsourcing

4.1.1.10 Strategy: Require Documentation on All Systems 

and Software – Include Search Capabilities and 

Provide Remote Accessibility

Related Trends: Performance Monitoring and 

Management; Mobile Communications and Wireless 

Networks

4.1.1.11 Strategy: Follow the Systems Engineering Processes

The systems engineering process, and the corollary 

FHWA Rule 940, grew out of acknowledgement that 

ITS systems were more complicated, dynamic, and 

interconnected than many other roadway endeavors. 

The underlying systems engineering concepts were 

proven from other industries including software 

development. 

At the core of systems engineering is using consensusbased requirements to drive system design, 

procurement, implementation, testing, operations, 

and maintenance. This process inherently supports a 

service-oriented mindset because the needs drive the 

process and the results are managed. The process can 

also facilitate a nimble mindset because requirements 

can develop as needed and then solutions sought to 

meet them rather than being driven by pre-existing 

known technologies. 

A significant number of high-quality systems 

engineering reference materials are available. Two are 

listed below.

(Source: Screen capture of SFpark App)
4-10 Impacts of Technology Advancements on Transportation Management Center Operations

Systems Engineering Guidebook for Intelligent 

Transportation Systems, Version 3.0. Available as an 

interactive, on-line version through (FHWA CA division; 

CalTrans, 2009), includes document templates, case 

studies, and checklists.

Systems Engineering for Intelligent Transportation 

Systems, An Introduction for Transportation 

Professionals, Available through (National ITS 

Architecture Team, 2011) Provides information on 

systems engineering principles.

Related Trends: Performance Monitoring and 

Management

4.1.2 Active Transportation and Demand Management (ATDM) 

Concept and Toolkit

The following subsections contain individual ATDM tools as well as more 

general strategies for supporting the general ATDM concepts of being 

more proactive and integrated.

4.1.2.1 Strategy: Implement a Suite of Emerging 

Transportation Concepts, Coordinating as 

Necessary

This strategy reflects the potential of combining 

multiple technologies and procedures to meet unique 

needs and capabilities of individual TMCs. While 

there are complications in integrating systems and 

procedures, there is also the potential for transportation 

improvements that are greater than the sum of their 

individual parts.

One example of implementing a suite of concepts that 

support ATDM is the Washington State DOT’s success 

with using social media to reach travelers to explain and 

promote Active Traffic Management and other ATDM 

strategies.

Related Trends: Automation Tools and Related Tools to 

Increase Efficiency

4.1.2.2 Strategy: Integrated Corridor Management (ICM)

Another example of implementing a suite of ITS tools is 

Integrated Corridor Management. In 2005, the USDOT, 

ITS JPO, FHWA, and FTA began an ICM program. ICM 

utilizes a coordinated and integrated set of systems 

and tools across modes along a corridor (which may 

include multiple parallel roadways and tracks) to 

underpin a multi-jurisdictional, multi-modal, and multi-
Impacts of Technology Advancements on Transportation Management Center Operations 4-11

technological approach to maximizing efficiency. It is 

rooted in systems engineering principles and relies 

heavily upon cooperation among agencies. It uses 

many ATDM and ITS tools that have been implemented 

separately, but in a more holistic way focused on a 

single corridor. 

In early stages of the USDOT program, eight Pioneer 

Sites were selected to develop concepts of operations 

and requirements for ICM. Later, three of those sites 

were selected for modeling (Minneapolis, MN; Dallas, 

TX; and San Diego, CA) and the latter two are moving 

into the demonstration and evaluation phase. The 

results of this process are intended to support future 

ICM implementations. 

ICM is more likely to be successful where there are 

preexisting working relationships among most of the 

involved agencies for a corridor, such as state DOT, toll 

authority, county/city/local DOTs, transit agencies, and 

freight operators.

Other examples of ICM initiatives outside the USDOT 

demonstration sites include the Niagara International 

Transportation Technology Coalition (NITTEC) crossborder project near Buffalo, NY, and the Interstate 80 

Smart Corridor in the San Francisco Bay Area.

Extensive information is available through the RITA ICM 

page available at http://www.its.dot.gov/icms/index.

htm (RITA USDOT).

Related Trends: Performance Monitoring and 

Management

4.1.2.3 Strategy: Active Traffic Management (ATM) Which 

May Include Lane Use Control, Variable Speed 

Limits (VSL), and Hard Shoulder Running

According to FHWA’s Active Traffic Management 

Guidebook (FHWA, 2012), “Active Traffic Management is 

the ability to dynamically manage recurrent and nonrecurrent congestion on the mainline based on 

prevailing traffic conditions. Focusing on trip reliability, 

it maximizes the effectiveness and efficiency of the 

facility. It increases throughput and safety through the 

use of integrated systems with new technology, 

including the automation of dynamic deployment to 

optimize performance quickly and without delay that 

occurs when operators must deploy operational 

strategies manually.” 

(Source: WSDOT Flickr Photostream)
4-12 Impacts of Technology Advancements on Transportation Management Center Operations

ATM includes many specific strategies such as:

•	 Lane Use Control in which electronic signs 

above each lane (typically at half mile 

spacing) instruct drives on allowable lane 

use; such as instruction to merge ahead 

of a lane closed due to a crash, which can 

reduce congestion and increase safety by 

facilitating an early merge. 

•	 Variable Speed Limits or Advisories in 

which speeds are adjusted by lane or 

by roadway segment, primarily aimed 

at improving safety by adjusting speeds 

based on downstream traffic conditions to 

minimize the likelihood of crashes caused 

by unexpectedly encountering a queue or 

severe traffic congestion.

•	 Hard Shoulder running in which shoulders 

of freeways designed to support full traffic 

loads are used on a part-time basis as a 

through traffic lane, such as during peak 

times and special events. Dynamic signing 

indicates the current shoulder state (open, 

closed, or open to only certain types of 

vehicles). 

Until in-vehicle messaging is prevalent, which is 

expected to be beyond the 10-year horizon of this 

study, considerable field infrastructure will be needed 

to implement many of the ATM strategies. The costs can 

be significant, but less than some other options such as 

adding lanes. 

The ATM Guidebook lists the indicators for potential 

ATM deployment shown in Figure 8.

The ATM Guidebook also describes factors influencing 

ATM feasibility, such as deployment area characteristics 

(collision patterns, speed profiles, major traffic 

flows, roadway geometry); existing and planned 

infrastructure/roadway facilities; construction activity 

and opportunity; data availability; cost/benefit 

estimates; transportation demand priorities, agenda 

and support; institutional policies and issues; legislative 

environment; and community support and acceptance.
Impacts of Technology Advancements on Transportation Management Center Operations 4-13

Figure 8: Indicators of Potential ATM Deployment

(Adapted from FHWA, 2012)

Many of the ATM strategies were pioneered in Europe. 

Successful use in the United States includes WSDOT’s 

Smarter Highways system and MnDOT’s Smart Lanes 

system. Both systems include variable speed limits, 

dynamic lane control, and dynamic messaging. Other 

agencies, such as Virginia DOT, which uses hard shoulder 

running on I-66, are currently expanding their existing 

program or are implementing or planning future 

deployments. More detailed descriptions of each can be 

found in the ATM Guidebook. 

Related Trend: Performance Monitoring and 

Management

4.1.2.4 Strategy: High Occupancy Toll (HOT) Lanes

In high occupancy toll (HOT) lanes, excess high 

occupancy vehicle (HOV) capacity is sold to vehicles 

that do not meet HOV requirements. HOT tolls should 

be set to keep overall usage of the lane(s) low enough 

to prevent degradation of the performance of the HOT 

lane(s). The threshold or target performance indicator 

is usually described as maintaining a minimum average 

speed, often 45 MPH. While the decision to implement 

HOT lanes is beyond the scope of TMC managers, they 

should be aware that HOT pricing is a complex process 

that could bring new stakeholders and new priorities 

into operational procedures. They may also introduce 

payment and enforcement complications. Finally, as 
4-14 Impacts of Technology Advancements on Transportation Management Center Operations

with HOV and other managed lanes, TMC operators 

should work with stakeholders to define if there are 

circumstances, such as major multi-lane blockages, 

when lane restrictions should be relaxed to allow 

general purpose use of the lane(s). 

Related Trend: Accommodating Toll and other Pricing 

Operations in TMCs

4.1.2.5 Strategy: Portable Work Zone ITS Systems

Leased wireless data plans, trailer mounted ITS 

equipment, and specialized software now makes a 

variety of temporary ITS systems in work zones possible. 

Some of the available features include:

•	 Dynamic Lane Merge Systems (DLMS);

•	 Queue detection and warning;

•	 Speed warning;

•	 Remote operation of CMS and CCTV; and

•	 Travel time estimates.

TMC managers and operations staff should be familiar 

with options so they can advocate for including 

appropriate types in construction contracts where they 

could provide a worthwhile benefit. TMC managers 

and operations staff should also consider how such 

temporary systems could interact with permanent ITS 

equipment. 

One key reference is the FHWA Work Zone Safety and 

Mobility Program. It includes a website with over 50 

links to resource documents on various work zone ITS 

systems, including many case studies. The URL is 

http://www.ops.fhwa.dot.gov/wz/its/index.htm#aut. 

Related Trends: Automation Tools and Related Tools 

to Increase Efficiency; Social Media for Traveler 

Information and Crowdsourcing

4.1.2.6 Strategy: Regional or Multi-State Coordination of 

Detours and Traveler Information

Coordinating detours and traveler information across 

agencies increases their usefulness to travelers. Such 

coordination is built upon relationships among agencies 

that may benefit from interagency agreements that 

include roles, responsibilities, and policies. There are 

also technological challenges to be addressed. 
Impacts of Technology Advancements on Transportation Management Center Operations 4-15

Regions with long histories of such coordination can 

share valuable experience with other regions. The New 

York metropolitan region’s Transportation Operations 

Coordinating Committee (TRANSCOM) began in 1986 

focusing on coordination of construction activities 

across state lines to minimize impacts on transportation. 

It now includes sixteen transportation and public safety 

agencies across New York, New Jersey, and Connecticut 

with a much wider role in regional transportation 

management. During major emergencies, it builds 

on these established core working relationships to 

effectively coordinate even more agencies. During 

Hurricane Irene in 2011, 28 agencies participated 

in regular TRANSCOM conference calls facilitating 

emergency operations. The focus of the calls included 

review of regional conditions by agency, vehicle 

restrictions and possible full closing of river crossings, 

and recovery. TRANSCOM stresses the importance of 

both accurate data and strong working relationships. 

(Edelman, 2011) and (TRANSCOM) 

In and around Washington, D.C., the Metropolitan 

Area Transportation Operations Coordination (MATOC) 

Program uses information sharing, planning, and 

coordination among transportation agencies in D.C., 

Maryland, and Virginia to improve safety and mobility.

(MATOC)

Related Trends: Social Media for Traveler Information 

and Crowdsourcing

4.1.2.7 Strategy: Provide Real-time Travel Time Estimates 

on Full Range of Devices and Systems Available.

FHWA recommends that DMS display travel times as a 

default, even outside of incident and road-work periods 

(Chu, 2008). The information can be useful for travelers 

planning their routes and leverages the investment 

made in the DMS. 

Travel time estimates are also useful to travelers 

through web sites and voice-activated 511 systems. 

As agencies begin to achieve compliance with the 

FHWA-mandated Real-Time System Management 

Information Program, the amount of accurate and 

timely data will increase. The program is to be 

established on all Interstate routes within 4 years 

(November 8, 2014) and on other significant roadways 

as identified by the States and local agencies within 6 

years (November 8, 2016). 

(Source: Parsons Brinckerhoff)
4-16 Impacts of Technology Advancements on Transportation Management Center Operations

The Real-Time System Management Information 

Program provides a foundation of basic traffic and travel 

conditions information that may be built upon and used 

by public agencies, other public and private parties who 

may deliver value-added information products, and the 

traveling public. Data exchange formats will allow the 

information to be more easily interchanged and used 

among agencies and other parties.

Related Trend: Automation Tools and Related Tools to 

Increase Efficiency

4.1.2.8 Strategy: Display Transit Info on Parallel Route DMS 

(Possibly with Comparative Travel Time and/or 

Parking Availability)

This strategy is closely associated with ICM as it provides 

travelers with information which may encourage them 

to shift mode from one experiencing delays to one with 

excess capacity.

Related Trend: Involvement of 3rd Parties in Data 

Collection, Data Analysis, and Provision of Traveler 

Information

4.1.2.9 Strategy: Parking Management Including 

Dissemination of Real-time Garage Space on DMS 

and Through Mobile Apps

Effectively directing vehicles to available parking can 

reduce congestion by preventing excess circulation 

when garages, lots, or spaces are full. 

Including privately-managed garages increases the value 

of information to customers. However, some garage 

operators may be reluctant to participate because they 

may not want to ever direct traffic away from their 

facilities, even if they are full.

Real-time parking information is also increasingly being 

provided through agency and third party applications.

Successful practices in implementing parking 

management techniques, such as displaying parking 

garage space availability on arterial DMS, are currently 

being done by several jurisdictions, including the Cities 

of Minneapolis and Seattle. The City of San Francisco 

Municipal Transportation Agency also provides realtime parking availability at garages and in selected 

neighborhoods through a cell phone app. See 

www.sfpark.org.
Impacts of Technology Advancements on Transportation Management Center Operations 4-17

Related Trends: Automation Tools and Related Tools 

to Increase Efficiency; Involvement of Third Parties in 

Data Collection, Data Analysis, and Provision of Traveler 

Information; Social Media for Traveler Information and 

Crowdsourcing

4.1.2.10 Strategy: Arterial Management with ITS Devices 

such as Closed Circuit Television Cameras (CCTV), 

Dynamic Message Signs (DMS), and Remote Access 

to Traffic Signal Controllers

Many successful ITS strategies and tools that are 

traditionally used on freeways can also provide 

benefits to arterials. The major complicating factor, 

and potential source of benefit, is coordination of 

arterial operations or integration of the traffic signal 

controllers across jurisdictional boundaries. There is 

a great variety of traffic signal equipment currently 

functioning, with many older systems not well suited 

for interoperability with other central software systems 

used by neighboring jurisdictions. However, traffic 

signal controller manufacturers have made great 

strides in recent years to provide more interoperable 

field equipment and central control software. While 

there are National Transportation Communications for 

ITS Protocol (NTCIP) standards governing traffic signal 

controllers, central software produced by controller 

manufacturers are often geared to provide optimal 

functionality using matched brand equipment. Having 

a single company responsible for controllers and 

software is less complicated for agencies, but may make 

integration with other equipment brands difficult in the 

long run.

DMS used on arterials need to be scaled appropriately 

and consideration given to the character of the arterial, 

especially if there are residences located adjacent to the 

arterial. CCTV’s privacy zones may also be more 

significant than on most freeways. Travel time 

estimation on arterials can be more complicated than 

on freeways because traffic signal timing has a 

significant effect, many drivers link trips and stop along 

the way (for purposes such as getting fuel, stopping for 

coffee, or picking up supplies), and travel speeds can 

vary greatly along a corridor. Probe-based travel times, 

such as through Bluetooth detection or toll tag readers, 

can be more effective than spot speed measurements. 

However, it is still important to try to identify and 

eliminate non-representative travel times caused by 

trip-linking behavior.

(Source: Parsons Brinckerhoff)
4-18 Impacts of Technology Advancements on Transportation Management Center Operations

Examples of successful practices include Burlington 

County, New Jersey, and San Francisco, California. 

Related Trend: Automation Tools and Related Tools to 

Increase Efficiency

4.1.2.11 Strategy: Integrate Ramp Metering Schemes 

with Adjacent Arterial Signal Timing to Minimize 

Conflicts with Ramp Queues

When adjacent ramp metering signals and arterial 

traffic signals are operated independently, especially 

by different agencies with different priorities, it can be 

difficult to develop coordinated operations. However, 

the impact to travelers can be significant. 

Related Trend: Automation Tools and Related Tools to 

Increase Efficiency

4.1.2.12 Strategy: Adaptive Signal Control Technologies 

(ASCT)

In recent years, ASCT implementations have risen 

dramatically as the software and detection costs have 

dropped and more commercial applications geared to 

arterials (rather than urban grids) have entered the 

marketplace. The core of ASCT is using near real-time 

detection to adapt signal timing at a series of traffic 

signals, often adjusting progression offsets between 

intersections as well as individual intersection split 

durations. 

FHWA has recognized that ASCT, like traditional 

ITS systems, are complex systems with significant 

costs and risks as well as potential benefits. 

There is also variation in the available options on 

important points such as how involved operators 

and traffic engineers are with the system after initial 

configuration. Therefore, FHWA has made it clear 

that ASCT procurements are subject to the 29 CFR 

940 requirements to follow the systems engineering 

process. To assist agencies, FHWA developed model 

systems engineering documents to help guide agencies 

(referenced below). An updated version was released 

in August 2012. 

The following are key resources on ASCT: 
Impacts of Technology Advancements on Transportation Management Center Operations 4-19

NCHRP Synthesis 403: Adaptive Traffic Control Systems: 

Domestic and Foreign State of Practice. Washington, DC: 

Transportation Research Board. (Stevanovic, 2010)

Model Systems Engineering Documents for Adaptive 

Signal Control Technology (ASCT) (FHWA, 2012)

FHWA Everyday Counts Adaptive Signal Control web 

(USDOT - FHWA, 2012)

Related Trend: Automation Tools and Related Tools to 

Increase Efficiency

4.1.2.13 Strategy: Transit Signal Priority (TSP)

Transit Signal Priority (TSP) utilizes technology to give 

priority to transit vehicles at signalized intersections, 

such as adjusting green signal time to minimize transit 

delay or providing special phasing to bypass queues or 

make movements not available to other vehicles. 

TSP can reduce transit travel time and increase 

reliability, but it needs to be evaluated for impacts on 

general traffic flow as well as on other transit vehicles in 

the system. 

The following are key TSP resources: 

•	 Transit Signal Priority: A Planning and 

Implementation Handbook (Smith & Hemily, 

2005); and

•	 RITA TSP Web page (RITA, 2012).

Related Trend: Automation Tools and Related Tools to 

Increase Efficiency

4.1.2.14 Strategy: Road Weather Integration

Managing the roadway system for weather is a way to 

be proactive and get the most out of the network.

A successful practice of road-weather integration can 

be found in Wyoming DOT and their variable speed 

limit system on I-80 in response to wind and weather 

conditions. The I-80 system relies on a manual process 

to activate variable speeds from the TMC in response to 

high wind conditions.

Related Trend: Involvement of Third Parties in Data 

Collection, Data Analysis, and Provision of Traveler 

Information

(Source: Parsons Brinckerhoff)
4-20 Impacts of Technology Advancements on Transportation Management Center Operations

4.1.2.15 Strategy: Weather-Responsive Signal and Ramp 

Meter Timing Plans

Some of the assumptions used in developing traffic 

signal and ramp metering timing plans include the 

speed and acceleration of vehicles. Severe weather 

can dramatically change these values reducing the 

effectiveness of normal timings. Increasing the number 

of stops can be detrimental when roads are ice or snow 

covered. Weather-responsive signal and ramp meter 

timing plans, as well as some adaptive signal timing 

schemes, can address these issues. 

An example of this successful practice is in Utah DOT’s 

signal operations through implementing weatherresponsive signal and ramp meter timing plans on major 

roadways.

Related Trend: Automation Tools and Related Tools to 

Increase Efficiency

4.1.2.16 Strategy: Develop Protocols and Maintenance 

Program to Address Increased Number and 

Complexity of ITS Field Devices

This section has highlighted some of the many ATDM 

tools available and each one involves multiple pieces of 

field equipment and software. It is critical to provide at 

least the minimal recommended level of maintenance 

in terms of staffing levels, personnel skills, replacement 

parts, and proper tools. Ideally, these needs should 

be identified and provided for early in the systems 

engineering process for each new system. However, the 

cumulative effect of seemingly small additions coupled 

with budget restrictions mean that many agencies 

are having difficulty with the increasing number and 

complexity of ITS systems.

One key to establishing a maintenance program is 

initiating a basic asset management system that 

includes, at minimum, an inventory of devices along with 

approximate age, life expectancy, regular maintenance 

needs, and notes such as frequency and impact of 

failures. Such information is useful not only for managing 

equipment, but for making a business case for assigning 

resources for a more robust maintenance program. 

While there are strategies to ease the maintenance 

burden through technology, they will not substitute 

for having sufficient qualified staff. ITS systems require 

many specialized skills including those of electricians 

and networking professionals. 
Impacts of Technology Advancements on Transportation Management Center Operations 4-21

4.1.2.17 Strategy: Co-locate Freeway & Arterial 

Transportation Management

While the decision to co-locate freeway and arterial 

transportation management is a complex one including 

practical, political, and institutional facets, it should 

at least be considered because of the inherent 

interdependence of freeway and arterial management, 

especially as arterial management capabilities are 

growing rapidly. Another benefit of freeway and arterial 

co-location is that it promotes understanding of freeway 

and arterial operations by partner agencies.

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure

4.1.2.18 Strategy: Promote Coordination with Arterial 

Management Agencies

In recognition of the importance of coordinating with 

arterial management, 2012 Virginia Department of 

Transportation (VDOT) statewide TMC RFP contains 

provisions requiring coordination across facilities 

citing the need for the Contractor to manage traffic on 

available parallel routes or on detour routes for optimal 

system performance. It includes special emphasis on 

major arterials that are on the National Highway System 

and those that support the Interstate System. 

A key resource is the Coordinated Freeway and Arterial 

Operations Handbook (FHWA, 2006). Another is the 

Atlanta Regional Traffic Operations Program Concept of 

Operations Report (URS Corporation, 2011).

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure

4.1.2.19 Strategy: Look for Opportunities to Share Resources 

with other Agencies (e.g., communication 

networks, cameras)

As more agencies implement ITS field devices, there 

is a greater potential to share resources. There are, 

however, institutional barriers, such as priority of 

image control, and technological barriers, such as 

communications protocols, that must be addressed. 

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure
4-22 Impacts of Technology Advancements on Transportation Management Center Operations

4.1.3 Accommodating Toll and Other Pricing Operations in 

TMCs

The strategies associated with this trend focuses on ways that TMC 

managers can successfully prepare for integrating toll and other pricing 

schemes into their operations. While the decisions to implement pricing 

are beyond the purview of TMC managers, it is anticipated that tolling 

will spread to many agencies over the next decade so TMC managers 

should be aware of implications.

For all of these strategies it is strongly recommended that general 

protocols and agency roles and responsibilities be defined at a high level 

as the initial toll and pricing feasibility studies are being conducted. 

These definitions will be included in interagency discussions and plans as 

the toll and pricing concepts are developed. 

With most pricing operations, there is the potential for competing 

priorities that influence not only demand responsive pricing, but how to 

treat tolled lanes when there are major disruptions to parallel un‐tolled 

lanes. Protocols need to be worked out. While the decisions may be 

politically or financially motivated, it is important for TMCs to collect 

accurate information to help inform reexaminations of policies.

Successful practices of directly facilitating integration of tolling/pricing 

with traffic management are currently being carried out in the Miami 

SunGuide Center and the Miami-Dade Expressway Authority (MDX). 

The New Jersey Statewide Transportation Management Center (STMC) 

houses traffic management functions on both the New Jersey DOT 

freeways and New Jersey Turnpike Authority (NJTA) tolled highways.

In Northern Virginia, the Beltway Express Lanes were opened to 

traffic on November 24, 2012. The Express Lanes were built under 

a public private partnership (PPP) and will be operated by the PPP. 

That necessitated an agreement between VDOT (who will continue 

to operate the general use lanes along the Beltway and I-95) and 

Transurban (the operator of the Express Lanes). 

4.1.3.1 Strategy: Develop Protocols for Operations (Such as 

Pricing and Operations for Diversions to HOT Lanes 

during Major Main Lane Incidents) During Early 

Feasibility Planning

Protocols, roles and responsibilities should be defined 

in early project feasibility studies that defines which 

agency manages operations for opening and closing 

lanes for use, management of traffic during incidents 

(in both the general lanes and tolled lanes) and 

maintenance activities should be defined early in project 

planning. TMCs have access to significant amount of 

communications and roadway infrastructure that can 

be used to implement various types of pricing systems. 

Traveler information systems and methods already in 
Impacts of Technology Advancements on Transportation Management Center Operations 4-23

place can be used to educate the public on the pricing 

schemes rates, rules and regulations.

Related Trend: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit

4.1.3.2 Strategy: Develop Protocols for Joint Operation of 

Freeways and Toll Roads during Early Feasibility 

Planning

Protocols, roles and responsibilities should be defined in 

early project feasibility studies that define which agency 

conducts operations of lane opening and closing, 

traveler information dissemination, incident 

management, and maintenance. 

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure

4.1.3.3 Strategy: Develop Protocols for Operations and 

Implementation of HOT Lanes with Variable Pricing 

During Early Feasibility Planning

Protocols, roles and responsibilities should be defined 

in early project feasibility studies that defines which 

agency collects money, how the money is handled, 

which agency administers systems users, which agency 

manages the financial transactions and what are the 

parameters of pricing (maximum and minimum tolls, the 

formula of pricing due to HOT lane congestion or any 

other pricing parameter, times and conditions that tolls 

are static or dynamic).

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure

4.1.3.4 Strategy: Develop Protocols for Operations for 

Cordon Pricing for Congested Areas during Early 

Feasibility Planning

TMCs should have a role in the definition of protocols, 

roles and responsibilities in early project feasibility 

studies that define which agency manages financial 

transactions, sets pricing parameters, administers 

systems users for cordon pricing projects. Also the 

cordon operations protocols should be set during early 

planning that define which agency is responsible for 

enforcement, what are the enforcement rules and how 

the users will participate (toll tags, GPS or Bluetooth 

readers, license plate readers, etc.). TMCs have access 

to significant amounts of communications and roadway 

(Source: WSDOT Flickr Photostream)
4-24 Impacts of Technology Advancements on Transportation Management Center Operations

infrastructure that can be used to implement cordon 

pricing systems. Traveler information systems and 

methods already in place can be used to educate 

the public on the cordon pricings rates, rules and 

regulations.

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure; Active 

Transportation and Demand Management (ATDM) 

Concept and Toolkit

4.1.3.5 Strategy: Consider Increased Network Reliability 

and Data Security Needs

Pricing projects require a data intensive environment 

that is predicted on real time operations and financial 

management. This requires communications network 

reliability and data security beyond the normal DOT 

standards. These network and security needs must be 

considered as the pricing system is being developed.

Related Trend: Involvement of Third Parties in Data 

Collection, Data Analysis, and Provision of Traveler 

Information; Mobile Communications and Wireless 

Networks

4.1.4 Performance Monitoring and Management

The strategies discussed in this section highlight ways that TMC 

operators can fulfill requirements imposed by their agencies and also 

improve their effectiveness. Technology is sometimes a tool used to 

monitor performance and sometimes technology itself is the subject of 

the monitoring.

4.1.4.1 Strategy: Use Results of Performance Monitoring 

Related to Agency Goals to Support Funding 

Requests

Bridge and pavement ratings are commonly used to 

quantify needs and justify funding requests. While 

operations are inherently more difficult to measure, the 

results can be powerful tools to help support budget 

requests. 

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure
Impacts of Technology Advancements on Transportation Management Center Operations 4-25

4.1.4.2 Strategy: Proactively Develop Performance Metrics 

Based on Staff Priorities as well as Agency Goals

For example, the Rhode Island DOT (RIDOT)’s selection 

criteria for TMC performance measures:

•	 Follow FHWA/AASHTO recommendations; 

•	 Support the TMCs mission statement; 

•	 Can be computed periodically; 

•	 Help improve safety and traffic operations; 

•	 Demonstrate the benefits derived from ITS; and 

•	 Are based on data which is reliable and readily 

available. (TrafInfo Communications, Inc., 2011)

RIDOT’s resulting performance measures are shown in 

Figure 9.

Figure 9: Initial and Future RIDOT TMC Performance Measures

(Source: Adapted from TrafInfo Communications, Inc., 2011)
4-26 Impacts of Technology Advancements on Transportation Management Center Operations

Reports of RIDOT TMC statistics including their 

performance measures are available through 

http://www.tmc.dot.ri.gov/statistics/.

Another key resource is the National Transportation 

Operations Coalition (NTOC) Performance Measurement 

Initiative Final Report (National Transportation 

Operations Coalition, 2005) available through

http://www.ntoctalks.com/ntoc/ntoc_final_report.pdf

Related Trends: A Nimble Service-Oriented Program 

Mindset and Organizational Structure; Automation Tools 

and Related Tools to Increase Efficiency

4.1.4.3 Strategy: Use Multiple Data Sources to Monitor 

System Congestion, Including to Support Travel 

Time Estimation

Legacy sensors, such as pavement loops on freeways, 

can be supplemented with many different technologies. 

As different options have different costs and strengths, 

having a data fusion engine can greatly increase the 

opportunities that agencies have to develop reliable 

monitoring of system congestion and estimation of 

travel times.

An example of a successful practice is the New Jersey 

DOT’s data fusion engine that combines data from 

multiple sources including toll tag readers through 

TRANSCOM and Bluetooth readers through the 

vendor. The Bluetooth system vendor provides an XML 

(eXtensible Markup Language) feed for the data fusion 

engine. 

Related Trends: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit; Automation 

Tools and Related Tools to Increase Efficiency; 

Involvement of Third Parties in Data Collection, Data 

Analysis, and Provision of Traveler Information; Mobile 

Communications and Wireless Networks

4.1.4.4 Strategy: Consolidate Efforts to Develop Data 

Management Tools across Agencies

The University of Maryland Center for Advanced 

Transportation Technology (CATT) Lab developed a suite 

of data management tools, the Vehicle Probe Project 

(VPP) Suite that is used by multiple agencies (CATT Lab, 

2011). The tools utilize the I-95 Corridor Coalition’s VPP 

data to display real-time operations as well as trend 

analyses over time. The data is presented in a variety of 

formats, including ones that are useful for performance 
Impacts of Technology Advancements on Transportation Management Center Operations 4-27

monitoring. Maryland and North Carolina have been 

particularly active in this area, as well as the MPOs in 

Baltimore, Philadelphia and Washington DC. (CATT Lab 

At The University of Maryland, 2011)

Related Trends: Automation Tools and Related Tools 

to Increase Efficiency; Involvement of Third Parties in 

Data Collection, Data Analysis, and Provision of Traveler 

Information

4.1.4.5 Strategy: Frequently Process and Distribute 

Measures of Effectiveness (MOE’s), Including to 

Operators, to Improve Operational Effectiveness

There are some applications of performance measures 

that track trends over long periods of time, such as 

monthly, quarterly, and yearly that are well suited to 

reflective reports. However, there is also value in more 

frequent analysis and distribution of some factors, 

including those that can be used by operators to help 

them evaluate the effectiveness of strategies. 

Related Trends: A Nimble Service-Oriented Program 

Mindset and Organizational Structure; Automation Tools 

and Related Tools to Increase Efficiency

4.1.4.6 Strategy: Utilize Features in Software to Track and 

Report Performance

Central system software is often the main generator 

and repository of system data that a TMC manager has 

access to. The data produced can be overwhelming, 

though. Identifying desired performance data and 

then setting up a customized report that can run 

automatically can be of great value. If current software 

does not have such capabilities, it should be considered 

a requirement in future procurements and upgrades. 

The Georgia DOT has an excellent maintenance 

management reporting tool that shows equipment 

status and performance measures on a daily basis. 

Related Trend: Automation Tools and Related Tools to 

Increase Efficiency

4.1.4.7 Strategy: Utilize On-Board Device data from Agency 

Vehicles to Monitor Pavement Condition

As the cost of sensors drop, it becomes feasible to 

collect data by outfitting agency vehicles engaged in 

their normal activities to collect basic information.
4-28 Impacts of Technology Advancements on Transportation Management Center Operations

For example, Michigan DOT vehicles utilize onboard devices to monitor weather-related pavement 

conditions.

Taking this principle one step further, the City of Boston 

has been able to successfully identify pothole locations 

by having residents track road surface anomalies 

detected with iPhone accelerometers as the sensors. 

See http://streetbump.org/

Related Trends: Automation Tools and Related Tools 

to Increase Efficiency; Mobile Communications and 

Wireless Networks

4.1.4.8 Strategy: Train TMC Operators How to Use 

Performance Monitoring and How to Populate the 

Data Needed for Performance Monitoring.

While some data used in performance monitoring can 

be logged automatically, other information, such as 

incident detection and clearance times, need to be 

entered by TMC operators, often in close collaboration 

with on-site emergency service personnel. It is important 

that the TMC operators are properly trained to record 

this information using as much consistency as possible. 

TMC operators should be involved in developing the 

procedures and they should be informed of the uses of 

the data. This should improve data quality.

Related Trend: Automation Tools and Related Tools to 

Increase Efficiency

4.2 Trends and Technology that TMCs can Adapt 

and Take Advantage of from Outside the 

Transportation Community 

4.2.1 Automation Tools

The strategies discussed in this section suggest ways that TMC managers 

can make use of automation tools in the areas of ITS devices, control 

software, and Smartphone applications to improve TMC operator 

functions and roadway operations. A periodic assessment of operator 

performance will help identify where processes are working well or 

where new approaches may be needed to improve efficiency. 

4.2.1.1 Strategy: Use Advanced Graphical User Interfaces 

to Increase Operator Efficiency

Graphical user interfaces (GUIs) are customized 

interfaces that accept input from the operator through 
Impacts of Technology Advancements on Transportation Management Center Operations 4-29

a series of mouse-clicks or touch-screen commands 

and provide intuitive graphical output illustrating 

the effect of the operator’s command. This type of 

streamlined delivery of all relevant data needed prior 

to the operator making a decision, allows for more 

control to specific information and a quicker responsetime. One software application can be designed to 

handle all TMC processes, including direct control of 

field devices, and with an intuitive interface, operator 

training time is reduced or operators can even self or 

peer-train. Agency-wide deployment of the same traffic 

management GUI software promotes communication 

and information sharing. 

One successful example is the WSDOT NG_TMS 

(abbreviation for Next Generation _Traffic Management 

Software), an in-house created traffic management 

control software that displays dynamic color-coded 

updates of freeway flow conditions with active control 

of the operation of ramp meters, DMS displays, HARs, 

and CCTVs. The operator can also click on individual 

freeway sections on the map to get traffic volume, 

speed, and occupancy data. 

4.2.1.2 Strategy: Develop Decision Support Systems

Decision Support Systems (DSSs) are computer 

applications that enhance the operator’s ability to make 

informed decisions. DSSs are a collection of integrated 

software applications that create the foundation of an 

agency’s decision-making process. They are designed 

to process, format, and analyze data and knowledge in 

database-format based on the individual needs of the 

operator, and allow the operator to analyze the data 

and make a decision. A benefit to using a DSS is that it 

assists the operator in synthesizing various types of data 

in less time than required by using manual processes, 

and provides consistency in the way decisions are 

made. DSSs are interactive and user-friendly, but the 

iterative development process takes time to reach a 

final product. 

The use of decision support systems to guide real-time 

winter maintenance activities is currently being done 

by multiple states through their Maintenance Decision 

Support System (MDSS). This decision support tool 

integrates roadway observations, relevant road weather 

forecasts, coded maintenance rules of practice, and 

maintenance resource data to provide managers with 

recommended road weather treatment strategies and a 
4-30 Impacts of Technology Advancements on Transportation Management Center Operations

measure of effectiveness. Results are displayed in both 

graphical and narrative form. 

One example of this successful practice of integrating 

road conditions with weather data to develop 

automated winter operations plans is with Minnesota 

DOT and their MDSS. 

Another successful example of a decision support 

system is the I-95 Corridor Coalition Traveler 

Information DSS (TIDSS) that processes data and 

provides travel time information across state lines. 

TMCs should also consider the use of decision support 

systems to help manage evacuations or special events 

egress in real-time, or in developing dynamic pricing 

systems (such as in Miami, San Diego and Atlanta).

Related Trend: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit

4.2.1.3 Strategy: Install Remote Power Cycling of Field 

Devices

In instances where field devices have crashed or are 

unresponsive, remotely powering off/on through a 

wireless communication link between the device and 

the TMC allow for instant recovery in surveillance and 

data collection and less downtime for the device to 

come back online if a crew member needed to go out 

in the field and hit the reset button. The operator still 

has the responsibility to be aware that the device isn’t 

responding, manually verify and confirm the device 

before manually sending the remote command to 

power off. 

Devices will need to have wireless capability and 

an internet connection back at the TMC. The cost 

to upgrade some or all ITS equipment should be 

weighed against total benefit to the system, including 

that operators would become more familiar with the 

technical aspect of operating and maintaining the device 

and not need a specialized technical staff member to 

keep the device operational. Another option is to add 

the requirement into specifications for new equipment 

installations and route upgrades. 

One example application is for wireless CCTV cameras. 

Related Trend: Mobile Communications and Wireless 

Networks
Impacts of Technology Advancements on Transportation Management Center Operations 4-31

4.2.1.4 Strategy: Install Automatic Power Cycling of Field 

Devices

Automatic power cycling is another benefit of having 

IP-addressable devices. When the assigned server 

determines that the device is unreachable through a 

series of unresponsive contact attempts, the device 

can be automatically re-booted after a set number 

of failed attempts. Operators aren’t consumed with 

equipment diagnostic tests while the automatic power 

cycling takes place in the background, either from an 

internal time-control setting on the device or through 

network software back at the TMC. This strategy has 

same benefits as 4.2.1.3, Install Remote Power Cycling 

of Field Devices.

4.2.1.5 Strategy: Specify Automation Features in Software 

Contracts 

Software agreements that specify automation 

features for current or future expansion of network 

management and control give TMCs the capability to 

further enhance traffic management responsiveness 

and efficiency. Specified features could include 

remote management of devices, and automation 

such as active VMS travel time display, activating 

ramp metering rates, and implementing responsive 

signal timing plans. Benefits to these provisions 

include reduced system maintenance costs as 

software retains its functionality as more devices 

come online, control algorithms become integrated 

into the software, and devices are able to be under 

automatic operation. 

Related Trends: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit; 

Accommodating Toll and other Pricing Operations 

in TMCs

4.2.1.6 Strategy: Consolidate Interfaces to or Consolidate 

Alert Systems across Agencies

Consolidating software user interfaces across agencies 

promotes information and data sharing along with 

software or traffic problem-solving discussions through 

a unified interface. Agency operators can rely on 

interface settings that automatically notify other users 

of traffic network events and software bugs. Automating 

alert systems requires agreed upon notification policies 

and procedures defined across agencies, allowing 

Software 

agreements that 

specify automation 

features for current 

or future expansion 

of network 

management and 

control give TMCs 

the capability to 

further enhance 

traffic management 

responsiveness and 

efficiency.
4-32 Impacts of Technology Advancements on Transportation Management Center Operations

TMC managers and emergency responders to oversee 

the joint response to alerts and traffic incidents. 

Consolidation requires a designated agency or external 

IT group to make software interfaces and network 

systems compatible and for wide deployment and 

trouble-shooting. Cost to upgrade and train operators 

could be shared across agencies for maximum benefit to 

all users. 

In Utah and New York there are successful practices 

of developing Smartphone applications that generate 

alerts across multiple agencies. New York’s 511NY app 

provides statewide region-based real-time traffic and 

transit information that encompasses construction and 

weather alerts, a travel planner, and screen for related 

transportation links like Amtrak, INRIX, and MTA Trip 

Planner. The app even includes surrounding regions in 

Connecticut and New Jersey. 

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure

4.2.1.7 Strategy: Develop Default Sets of Traveler 

Information Messages across Devices (such as 

DMS) and Media for Quick Implementation during 

Recurrent Special Events or Incident Types/Sites

Many traffic management software programs have the 

functionality of creating default message sets for VMS 

display allowing operators to quickly select from a list 

of pre-written messages addressing most commonly 

encountered roadway events like traffic collisions or 

blocking disabled vehicles, for instant display and 

immediate driver notification. VMSs can be grouped by 

region or route for multi-display and maximum driver 

advanced warning. Standard pre-determined messages 

may only need slight modification and in the time it 

takes to create a message from scratch, the operator 

can attend to higher priority response tasks. Media 

sites can be linked to one messaging center, so when 

a traveler information message is sent out, it reaches 

all roadside devices along with all other forms of social 

media outlets.

Related Trends: A Nimble Service-Oriented Program 

Mindset and Organizational Structure; Involvement 

of Third Parties in Data Collection, Data Analysis, and 

Provision of Traveler Information; Social Media for 

Traveler Information and Crowdsourcing

(Source: Screen Capture of New 

York’s 511 Smartphone app)
Impacts of Technology Advancements on Transportation Management Center Operations 4-33

4.2.1.8 Strategy: Utilize Low-Cost Low-Infrastructure 

Devices, such as Solar-Powered Pole-Mounted 

Traffic Sensors with Wireless Communications

Some advantages of purchasing affordable ITS 

devices include the flexibility for wide-deployment of 

updated, sustainable technologies that operate via a 

rechargeable battery or via remote control from the 

TMC. Solar powered devices have a long lifespan and 

require little maintenance, which makes them favorable 

for installation in rural areas, or in areas where a 

wireline power connection isn’t feasible. These lowinfrastructure devices can also be used in urban areas to 

enhance driver safety systems. 

A successful practice is the solar powered wrongway signs and motion sensors at freeway ramps in 

Milwaukee County, Wisconsin.

Related Trends: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit; Mobile 

Communications and Wireless Networks

4.2.1.9 Strategy: Utilize Predictive Analysis and Forecasting 

for Anticipating Congestion

With the recent advancements in computer processing 

speed, data collection technologies and data storage 

capabilities, TMCs should consider the development of 

predictive analysis and forecasting of congestion. There 

are a number of prerequisites to developing a predictive 

analysis and forecasting program, including:

•	 Collection of real time data – data that includes 

gap filling by historical data is not valid for 

predictive analysis.

•	 Rigid data quality – detector and probe data 

must be of the highest possible quality, which, 

in turn, requires a stringent maintenance 

program as well as tight data quality and 

validation procedures.

•	 Data fusion – greater accuracy is needed for the 

available data, one way to achieve this accuracy 

is to fuse data from different sources to ensure 

that the best information is being provided. 

Likely data sources may include incident data 

from service patrol or law enforcement, travel 

times from private data providers, work zone 

information, toll or HOT lane pricing information 

and weather information.
4-34 Impacts of Technology Advancements on Transportation Management Center Operations

•	 Development of predictive algorithms – 

congestion prediction is a new activity in TMC 

operations. Predictive algorithms needs to be 

conceptualized and tested prior to use in the 

field.

•	 Real time traveler information dissemination – 

users must be able to receive predictive traveler 

information in an accurate and timely manner.

•	 Research is needed on how drivers will respond 

to predictive traveler information, in particular 

how likely they are to change routes and under 

what circumstances. There will be opportunities 

to test these concepts as tools come on line.

Related Trend: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit; 

Accommodating Toll and other Pricing Operations in 

TMCs; Performance Monitoring and Management; 

Involvement of Third Parties in Data Collection, Data 

Analysis, and Provision of Traveler Information

4.2.1.10 Strategy: Because the Private Sector Often 

Develops the Automation Tools, Support Strong 

Participation to Provide Better Tailored Tools.

Creating strong, respectful relationships and 

partnerships between agencies and private developers 

add value when requesting customized software 

applications that support automated functions. 

Developers are more apt to have a better understanding 

of agencies needs and can offer insight on new 

technologies and trends focusing on automated traffic 

management tools. 

Related Trends: A Nimble Service-Oriented Program 

Mindset and Organizational Structure; Involvement of 

Third Parties in Data and Traveler Information

4.2.1.11 Strategy: Include Options for Manual Verification 

and Override to be used as Operators Fine Tune 

and Gain Confidence in New Applications

Automated software features and device control 

maximizes operator efficiency and reduces response 

time for commonly occurring traffic management 

scenarios. Giving operators the ability to override 

automatic settings based upon visual condition 

identification and evaluation leads to more 

accountability and a tailored response. 
Impacts of Technology Advancements on Transportation Management Center Operations 4-35

Related Trend: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit

4.2.1.12 Strategy: Develop a Data Fusion Engine to Merge 

Data from Multiple Sources, such as Travel Time 

Information Coming from Toll Tag Readers, 

Bluetooth Sensors, and/or Third Party

An automated data fusion engine is designed to 

integrate multiple forms of raw data from different 

types of sensors, process and arrange the data into 

subsets, and present them in a way that provides a 

clear, more accurate picture for the operator to draw 

conclusions from, creating situational awareness. 

Algorithms can be written to perform complex functions 

that result in practical and timely information in 

different formats, more so than if the operator was 

analyzing data from single sources. 

Related Trends: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit; Performance 

Monitoring and Management; Involvement of Third 

Parties in Data Collection, Data Analysis, and Provision 

of Traveler Information

4.2.2 Involvement of Third Parties in Data Collection, Data 

Analysis, and Provision of Traveler Information

The strategies discussed in this section suggest ways that TMC managers 

can involve third parties and private vendors in TMC operations and 

enable inter-agency data sharing. 

TMC managers’ approach to integrating new data types should first be 

an assessment of current and future data management and storage 

needs and ways that private vendors, possibly through virtual data 

archiving, can help manage the demand for larger capacity storage. 

Included is a look at how current TMC functions accommodate travelers’ 

needs and ways that the traveler experience can be improved through 

collaborative development with third party mobile applications that will 

manage the agency’s social media efforts.
4-36 Impacts of Technology Advancements on Transportation Management Center Operations

4.2.2.1 Strategy: Develop Prequalifications or Standards 

Regarding Data Accuracy and Validation (Potentially 

Both for Data Received and Data Provided)

As the demand for traveler information increases, it 

becomes ever more important that the information is 

accurate and timely. It is imperative that TMC managers 

establish data quality standards that travel time data need 

to meet. It is also recommended that when the agency 

purchases data, they consider requiring the private vendors 

provide raw data to the TMC as well as processed travel time 

estimates. TMC owner agencies should establish similar data 

quality standards for their own operations as well. 

Standards for private data providers should include the 

following items:

•	 Data format – the format(s) in which data 

shall be delivered;

•	 Data elements – what data elements shall be 

included i.e. speed, travel time, status flags;

•	 Definition of roadway segments – including 

how to attach to a known geo-database;

•	 Route coverage – which highway routes are 

covered;

•	 Update interval – or refresh rate;

•	 Data access and archive – definition of 

methods to access and store the data;

•	 Accuracy – usually reported in speed error;

•	 Completeness – indication of missing data;

•	 Availability – indication of system down 

time; and

•	 Latency – indication of how long between 

data collection and reporting of that data.

Standards for data quality procedures by government 

agencies are described in Quality Control Procedures 

for Archived Operations Traffic Data: Synthesis of 

Practice and Recommendations – Final Report, (Texas 

Transportation Institute, 2007).

For an example of the quality control procedures used 

by Florida DOT for reporting statewide performance 

measures refer to Appendix A: ITS Program Performance 

Measures Review in FDOT’s Statewide ITS Performance 

Measures Final Report (FDOT, 2008). 
Impacts of Technology Advancements on Transportation Management Center Operations 4-37

Related Trend: Performance Monitoring and 

Management

4.2.2.2 Strategy: Provide Real-Time Data to Third Party App 

Developers

TMCs can offer a valuable service to motorists by 

providing real-time data to third party application 

developers. Developers take this data and use it to 

calculate speed and travel times, both pre-trip and enroute, covering wider geographic areas, which are then 

disseminated to travelers through their smart phones 

or in-vehicle navigation. Because it is almost expected 

that agencies will make data available to the public, a 

challenge would be for agencies to have set agreements 

on data ownership, sharing, and usage once it is handed 

over. Many agencies currently have third party data 

agreements including WSDOT and VDOT. TMC managers 

should note that if they receive data through third 

parties, they may not be allowed to provide that data 

to others. It is important to check with data agreements 

or with the owner of the data before including it in the 

TMC datafeed.

INRIX is currently making real-time data available to all 

third party application developers for the development 

of mobile applications and websites. 

Related Trends: Automation Tools and Related Tools 

to Increase Efficiency; Social Media for Traveler 

Information and Crowd sourcing

4.2.2.3 Strategy: Share Data among Agencies 

Reductions in agency budgets are causing TMC 

managers to look at other ways of meeting their 

data needs. Interagency data sharing increases the 

efficiency in which these agencies work together by 

creating mutually beneficial, positive relationships. 

This leads to obtaining data from outside their area of 

coverage and enables them to provide a comprehensive 

traveler information plan. Sharing data also leads to 

standardization of data formats and equipment. If 

third-party data is part of the data to be shared, it is 

important to make sure the data agreements with the 

third party vendors allow sharing data covered by the 

agreement with other agencies.

One specific area of data exchange that can be helpful 

is between law enforcement computer aided dispatch 
4-38 Impacts of Technology Advancements on Transportation Management Center Operations

(CAD) and Advanced Transportation Management 

Systems (ATMS) software. 

An example of a successful practice in multi-agency 

data sharing is AZTech and their ability to provide a 

consolidated data feed and a centralized, efficient 

mechanism to distribute private sector data to agencies.

Related Trends: A Nimble Service-Oriented Program 

Mindset and Organizational Structure; Social Media for 

Traveler Information and Crowd sourcing

4.2.2.4 Strategy: Develop Protocols for Data Privacy 

and Confidentiality, including for Media and 

other Agencies Co-located in the TMC Observing 

otherwise Restricted Material

Data collected, used, and archived in the TMC can be 

thought of in three categories: general user-profile data, 

service and payment related data, and location-based 

data.

General user-profile data is the more prevalent data set 

and includes toll tag information and related account 

information, camera images capturing license plate 

numbers, and, eventually connected vehicle data 

accounts. From a connected vehicle environment, 

drivers can opt into certain types of data agreements 

with the data being transferred between the vehicle and 

infrastructure and potentially stored or accessed by the 

TMC. These data sets will need to be safeguarded. 

Service and payment related data that may be 

accessible from a TMC is more specifically related to 

tolling systems and the personal information stored in 

a toll tag account. Data and payment records collected 

from toll tag readers could contain confidential 

information such as home addresses and credit card 

numbers. Safeguards will need to be in place that will 

restrict access to these records if this data is stored and 

archived at the TMC.

Location-based probe data could be assigned back to 

a vehicle or even a person and be used for position 

tracking.

It is advised that all TMC personnel be restricted from 

accessing personal data records unless there is a 

compelling reason. TMC established privacy protocols 

would require a legal agreement to be drafted between 

the agency and necessary personnel. 
Impacts of Technology Advancements on Transportation Management Center Operations 4-39

As third party and interagency coordination grows, 

agreements will need to be in place to balance privacy 

and access. It is recommended that privacy audits be 

performed by a third party knowledgeable in privacy 

law, privacy issues, and how they relate to technology to 

promote a culture of transparency between the agency 

and the public.

Related Trend: Social Media for Traveler Information 

and Crowd sourcing

4.2.2.5 Strategy: Utilize Private Sector Meteorological 

Services or In-House Meteorological Resources

The integration of weather into traffic operations 

enhances the ability of operators to be more proactive 

and responsive to roadway incidents and congestion, 

and is part of a national weather integration planning 

effort. Weather information from private providers 

can be tailored to TMCs, including information on road 

conditions such as pavement wetness, interpretations 

and predictions of traveling weather systems and 

regional impacts. Meteorologists present in the TMC can 

provide continuous forecasting and interpretations and 

can coordinate directly with a designated TMC operator 

on providing travel advisories during weather events. 

Policies and procedures for handling weather events can 

be created. 

Utah DOT contracts with private meteorological services 

to work in the TMC and provide real-time updates for 

operations. TMCs have access to a myriad of weather 

data options, including private sector forecasting services. 

The challenge is finding ways to integrate weather 

information and use it to support TMC operations, such 

as is seen with the San Francisco Bay Area’s 511 system, 

and maintenance weather data needs. TMCs will also 

need to be able to validate real-time weather conditions 

with forecasted weather data.

Related Trend: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit

4.2.2.6 Strategy: Research Solutions that others have used 

to Solve Similar Problems

Various problem solving styles can help spur new 

thoughts and ideas that deviate from an otherwise 

expected approach to reaching a solution. TMC 

managers draw from their past experiences when 

determining a response plan but reaching out to 

(Source: Screen Capture of Utah 

DOT Traffic Smartphone app)
4-40 Impacts of Technology Advancements on Transportation Management Center Operations

other TMCs for lessons learned on the challenges, 

benefits, and operational issues they’ve experienced 

on new system implementation makes for a more 

knowledgeable approach to creating a customizable 

solution. 

There is a vast store of information available from other 

agencies, but it requires a time investment. It is often 

time and money well spent, though. 

Related Trends: Applies to all 

4.2.2.7 Strategy: Use Multi-Agency Procurement for 

Economies of Scale 

The benefits of multi-agency procurement include:

•	 Gaining the experience and lessons learned 

from multiple states when crafting the RFP;

•	 Leveraging more competitive pricing through 

the scale;

•	 Providing more incentive for the winning vendor 

to be responsive to issues and problems as they 

arise (because everyone talks to each other);

•	 Minimizing procurement costs through sharing 

them across agencies; and

•	 Establishing common data standards.

Also, the cooperation among agencies forged during 

the procurement can lead to stronger interagency 

cooperation. 

As the project progresses, agencies gain access to 

a wide array of experts and expertise, research, 

and secondary products developed by one state 

and shared with multiple states in the agreement. 

Expansions, extensions and other upgrades financed 

by one of the participating states may roll out to all 

states and agencies. Finally, agencies experience 

consolidated project overhead and administration 

costs. 

An example of a successful practice is the I-95 

Corridor Coalition agreement between the University 

of Maryland (acting on behalf of the Coalition) and 

INRIX. It enables Coalition members to acquire INRIX 

vehicle probe data using rates and contract terms 

negotiated as a multi-state procurement, rather 

than individual state-by-state negotiations. INRIX’s 

multi-state agreement provides states with a more 

complete view of traffic conditions on their major 

In multi-agency 

procurements, 

agencies gain access 

to a wide array of 

experts, expertise, 

research, and 

secondary products 

developed by one 

agency and shared 

with the rest in 

the agreement.
Impacts of Technology Advancements on Transportation Management Center Operations 4-41

roads. INRIX’s real-time traffic information has 

helped states more effectively allocate limited traffic 

operations resources. 

According to the North Carolina DOT, where previous 

approaches to gathering traffic data had a life cycle cost 

of nearly $50,000 per mile, INRIX vehicle probe data 

has been proven to deliver more coverage at about 25 

percent of the per mile life cycle cost. Similarly, South 

Carolina DOT claimed that maintaining coverage to gain 

speed data for over 300 miles of South Carolina roads 

using traditional methods is equal to the total cost of 

the INRIX speed and travel time data for 1,200 miles of 

roads. (I-95 Corridor Coalition – Vehicle Probe Project, 

2010)

Another successful practice example is Michigan 

which has a statewide contract for real-time data from 

NAVTEQ.

Related Trends: A Nimble Service-Oriented Program 

Mindset and Organizational Structure; Mobile 

Communications for Wireless Networks

4.2.2.8 Strategy: Train TMC Operators on How to Interpret 

Alternate Data Sources to Support Operations 

Decision Making

Informed decision making takes into account all 

available data and weighted factors to come up with 

a final recommendation. With technology advances 

in traffic sensors, data collection and aggregation, 

operators are no longer just using agency collected data, 

but are turning to other sources such as third-party 

data providers and other public agencies. Incoming 

data is often not in the agency’s standard format so will 

need some manipulation to become recognizable and 

usable to the operator. In order to get the most benefit 

from using varied data sources, operators will need 

to be trained on interpreting the different data types 

and outputs from decision support tools so they can 

integrate them into actionable decisions. 

Related Trends: Active Transportation and Demand 

Management (ATDM) Concept and Toolkit; 

Accommodating Toll and other Pricing Operations 

in TMCs 
4-42 Impacts of Technology Advancements on Transportation Management Center Operations

4.2.2.9 Strategy: Consider Use of Applicable Standards to 

Simplify Data Exchange, such as XML

XML (eXtensible Markup Language) is a standard 

common to data integration in IT systems and is 

becoming the default standard for complex data 

exchange over IP networks. The XML protocol is one 

of a handful of data-transfer standards that allow a 

computer to encode data so that another computer 

receiving the encoded data will be able to understand its 

contents and process and display the information to an 

operator. Communication exchange between agencies 

requires a common set of parameters and a structured 

format that will enable sharing of real-time traffic data 

and traveler information between agencies that have 

differing requirements and policies. Developing a set of 

standards for importing and exporting data sets can be 

done through customizing the XML encoding rules and 

allows for seamless communication between agencies. 

FHWA published an Interim Guidance on Information 

Sharing Specifications and Data Exchange Formats 

for the Real-Time System Management Information 

Program in October 2007 (FHWA, 2007 p 58347 - 58379). 

The real-time information program recognized under 

Section 1201 of SAFETEA-LU was intended to institute 

a standard data format for the exchange of travel- and 

traffic-related data between State and local government 

agencies and the traveling public.

Related Trend: Automation Tools and Related Tools to 

Increase Efficiency

4.2.3 Mobile Communications and Wireless Networks

This section includes ways to successfully utilize mobile communications 

over widely used wireless networks such as 4G, both within agencies for 

their own staff and equipment as well as personal mobile devices used 

by the public. 

4.2.3.1 Strategy: Coordinate with Information Technology 

(IT) Staff to Develop Firewalls and Other Security 

Protocols that are Effective without Limiting 

Functionality

The nature of a multi-source data environment in a TMC 

requires that appropriate security firewalls and access 

protocols be in place to be able to leverage and benefit 

from multi-agency data sources, as well as provide 

access to remote users (DOT as well as other partners) 

so that TMC information can be maximized to support 
Impacts of Technology Advancements on Transportation Management Center Operations 4-43

transportation system functions. This concept applies 

not only to data, but also to accessing, viewing, and 

control functions of network infrastructure.

Many DOTs and TMCs have successfully implemented 

access privileges to non-TMC and non-DOT partners 

for access to systems like CCTV cameras. This can 

be accomplished in a variety of ways, and has been 

streamlined with the transition to a more networkbased environment. Hard connections to the TMC 

are no longer needed in many instances to support 

this functionality; web-based access is a more costeffective option. However, security protocols should be 

in place to:

•	 Provide “control” functions only to those 

authorized (i.e., PTZ is allowed for TMC, DOT 

and law enforcement, but not other partners); 

and

•	 Provide view-only access to those authorized 

(no control, but view images or data).

TMCs could consider establishing a neutral platform 

outside of the central system where multiple partners 

(including agencies as well as third parties) could be 

authorized to access without impacting IT security 

policies or security issues. In this example, data could 

be fed from multiple sources to a neutral server 

platform and be made available via web-based access to 

authorized users. Examples include:

RIMIS – developed by the Delaware Valley Regional 

Planning Commission. It provides multi-state and multiagency access to real-time information about incidents, 

network conditions, facilitates alerts among agencies, 

and uses a secure web-based format.

AZTech Regional Archived Data Server – This is a publishand-subscribe system that includes freeway detector 

data, incident data feeds, and a video distribution 

capability. Primary contributing agencies are the Arizona 

DOT and Maricopa County DOT, and incident data from 

local fire dispatch and the state police. Agencies and 

third parties are able to view and receive information 

via established protocols.

Related Trend: Involvement of Third Parties in Data 

Collection, Data Analysis, and Provision of Traveler 

Information
4-44 Impacts of Technology Advancements on Transportation Management Center Operations

4.2.3.2 Strategy: Efficiently Expand Field Device Coverage 

and Reduce Operations Cost Using Wireless 

Networks

Agencies that want to fill in the gaps in their data or 

video coverage can deploy wireless devices, such as 

CCTV cameras, in specific, remote areas to expand their 

communication network without the added cost of 

installing new fiber optic infrastructure. 

Wireless networks can either be leased data services or 

agency-owned wireless microwave Ethernet systems. 

Modern Ethernet systems provide greatly advanced 

capabilities over older 900 MHz systems. In general, as 

data rates and distances increase, the beam narrows 

requiring greater stiffness of the mounting structure to 

hold the radios and antennas in alignment. For 

millimeter range systems, such as the licensed 80 GHz 

band, deflections may need to be less than 1⁄2 inch at the 

top of the pole under design wind loading.

When considering using CCTV poles for microwave 

radio equipment, even in the more tolerant unlicensed 

2.4 GHz-5.8 GHz ranges, designs should be reviewed 

structurally to be incompliance with radio/antenna 

manufacture’s requirements and Electronic Industries 

Alliance (EIA)/Telecommunications Industry Association 

(TIA)-222 Revision G Structural Standard for Antenna 

Supporting Structures and Antennas.

Another consideration for agency owned wireless 

infrastructure is interoperability. Some manufactures 

offer enhanced data rates and securities when using 

proprietary protocols. 

It is recommended that a network capacity analysis be 

conducted as part of evaluating communications media 

options. 

Also, during design, it is recommended that link loss 

analysis and a line-of-sight study be conducted to 

minimize most costly changes during construction. 

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure

(Source: Parsons Brinckerhoff, Inc.)
Impacts of Technology Advancements on Transportation Management Center Operations 4-45

4.2.3.3 Strategy: Allow Appropriate Remote Access 

into TMC Software or Devices (primarily for 

Maintenance Staff and Appropriate Coordinating 

Staff from Partner Agencies)

The ability to remotely access or log in to central TMC 

software is an integral part of many current systems. 

Web-based capabilities can allow for secure log-in 

without the user having to access systems through a 

dedicated workstation (as was the typical model in the 

past). Although a significant amount of operational 

functions are housed within the TMC, the ability to 

allow staff not located in the TMC with access to 

monitor, update and access information in real-time 

supports both operations and maintenance. 

Remote access can be accomplished through:

•	 Web-based applications that link to a central 

system;

•	 May provide full or limited functionality via the 

web-based application; and

•	 Can establish permission levels linked to user 

log-ins.

Benefits:

•	 Information can be viewed and updated in realtime. An example is maintenance technicians in 

the field being able to update repair status once 

complete, or be able to view other open work 

requests that are in close proximity. 

•	 Supports remote corridor monitoring or in-the 

field monitoring of strategies such as during 

incidents and special events.

•	 Can support joint operations by allowing 

remote access by partner agencies (such as law 

enforcement or partner jurisdiction).

•	 May allow TMC staff to support emergency 

operations from a remote location. If staffing 

does not allow for TMC presence during nonbusiness hours, critical TMC functions can 

still be performed remotely by someone with 

authorized access and an enabled device (such 

as laptop, tablet or Smartphone). 

Enabling this capability would require TMC managers to 

consider:
4-46 Impacts of Technology Advancements on Transportation Management Center Operations

•	 Potential access requirements, such as in-house 

staff from remote locations (laptop, tablet or 

Smartphone). 

•	 Functionality requirements, which will dictate 

bandwidth needs. For example, the ability 

to monitor and control devices will be more 

bandwidth intensive than the ability to view and 

update a simple data base. 

•	 Establish permissions for remote users (in house 

vs. partner agencies) and link permissions to 

log-ins. This will allow the TMC to be able to 

track activity, but also will help to automate 

security functions and access protocols.

•	 Establish network security features to prevent 

unauthorized access.

•	 Ongoing staff/technical support needs. New 

applications will require ongoing support and 

maintenance. TMC managers will need to 

identify funding or staff technical resources 

that would be responsible for ongoing technical 

oversight and periodic updates.

Remote access by partners will likely require some 

sort of formal agreement or protocols be put in 

place. Operating procedures can be documented and 

agreed to by partners, but a formal agreement will 

help to ensure that security and other protocols are 

understood. 

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure 

4.2.3.4 Strategy: Utilize Commercial Mobile Devices and 

Apps to Support Collaboration between Freeway 

Service Patrol and Other Emergency Responders, 

TMC Operations Staff, and Field Maintenance Staff 

for Improved Communication and Enhanced Field 

Collaboration 

The information exchange between TMC operators 

and emergency responders needs to be accurately 

and efficiently communicated for successful incident 

response. For example, application sharing between the 

operator’s machine and the responder’s mobile device 

can be used. Detailed information on the location, type, 

and severity of the roadway incident communicated 

directly from the emergency responder to the operator 

will result in implementing a response plan, quicker 
Impacts of Technology Advancements on Transportation Management Center Operations 4-47

than if the operator had to rely on fixed locations of ITS 

devices to provide information or for information to 

be relayed through the emergency response dispatch 

center. The use of devices by emergency response and 

transportation personnel to send pictures/video of crash 

scenes to hospitals is also being done. 

The same method of exchanging pictures and video 

can be helpful for field trouble-shooting of equipment. 

For example, an on-scene maintenance staff member 

may be able to better coordinate with maintenance 

staff at other sites or in the shop for certain problems, 

especially if the on-site staff member is not as familiar 

with one of the pieces of equipment. Some on-site field 

staff may also benefit from being able to access network 

diagnostics or ATMS software logs from a mobile device 

rather than speaking with a staff member off-site. All of 

these strategies can yield enhanced personnel efficiency 

and shorter downtimes. 

A successful practice of integrating road-weather 

applications into mobile communications is seen in 

the Integrated Mobile Observation activities through 

FHWA and the National Center for Atmospheric 

Research (NCAR). Field tests are currently taking place 

in Minnesota and Nevada in which DOT maintenance 

vehicles are outfitted with detectors for road weather 

conditions and transmit data back to NCAR (and 

eventually TMCs if tests are successful).

For successful examples of multi-state cooperation 

among responders, look to the I-95 Corridor Coalition, 

GDOT HERO and TDOT HELP.

Related Trend: Involvement of Third Parties in Data 

Collection, Data Analysis, and Provision of Traveler 

Information

4.2.3.5 Strategy: Operate Mobile Command Centers or 

Satellite Centers with TMC Software Access

Satellite TMCs are equipped with identical hardware 

and software providing them with all the same controls 

and access to roadside devices and data they would 

have in the main facility, necessary integration tools 

for traffic response, with a network-based system that 

allows full real-time information and data sharing. These 

centers can be activated for special events or emergency 

situations, to offer extra staff to help accommodate the 

resulting increase in congestion and traveler delays. A 

TMC manager with network access to control software 
4-48 Impacts of Technology Advancements on Transportation Management Center Operations

on their personal PC allows them to seamlessly connect 

to the main TMC and make effective decisions from 

virtually anywhere. 

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure

4.2.4 Social Media for Traveler Information and Crowdsourcing

The strategies discussed in this section highlight ways that TMCs 

can navigate the potential overwhelming trend of the rise of social 

media tools with suggested strategies that will enable them to 

balance demands of driver expectations while enhancing operational 

performance. 

4.2.4.1 Strategy: Develop Procedures and Protocols for Use 

of Social Media

This strategy emphasizes a uniform policy for DOT use 

of social media, such as Facebook, Twitter, Pinterest 

and video distribution platforms such as YouTube, 

among others. Social media can provide an important 

connection to users to disseminate travel warnings and 

alerts, as well as promote projects or public interest 

campaigns.

Many transportation agencies are actively using one 

or more social media applications for communicating 

with citizens and travelers. A recent AASHTO report 

on DOT use of social media indicated 88 percent are 

using Twitter and just under 80 percent are using 

some sort of video platform (such as YouTube or 

Vimeo). Social media impact can vary; tools such as 

Facebook are utilized more for information purposes 

(project information, safety campaigns, and public 

interest messages), whereas the more dynamic 

nature of Twitter lends itself to alerts and incident 

warnings. 

Policies on DOT usage of social media continue to 

evolve. The 2012 AASHTO Social Media survey 

indicated 66.7 percent of respondents had a social 

media policy, while 28.6 percent indicated there was 

not a policy. Some transportation agencies manage 

social media through their Public Information Officers 

(PIO) or Communications office, so that content and 

messages on social media are treated the same way 

as a press release. Others allow TMC operations staff 

to distribute alerts via Twitter for specific incidents 

and events. 

(Source: Screen Capture 

of WSDOT Twitter Feed)
Impacts of Technology Advancements on Transportation Management Center Operations 4-49

TMCs will need to work within broader institutional 

policies (and in some cases State level policies) 

regarding social media and authorized users to 

disseminate information via social media. In some cases, 

IT policies might restrict social media usage to only 

communications, PIO, or media staff at the agency. 

Procedures should be developed for the individual 

social media formats, although these procedures should 

be inclusive of a broader social media policy. At a 

minimum, a social media policy should include:

•	 Who is authorized to disseminate information 

via social media channels;

•	 What information is allowable using social 

media;

•	 Message guidelines (composition and structure; 

example Twitter traffic alert message could be 

structured as event, location, impact, where to 

go for more information);

•	 Linking guidelines (i.e., linking to video clips 

from a Facebook or Twitter post); and

•	 Policies for retweeting or forwarding messages 

received from others (such as agency versus 

individual).

Social media policies should be reviewed on an annual 

basis; as tools evolve and emerge, new platforms may 

require new procedures or protocols. 

The successful practice of providing traveler information 

in many forms such as Twitter, Facebook, and agency 

Smartphone applications is seen in Georgia DOT’s 

NaviGAtor 511 system. 

A successful strategy for social networking is in using 

multiple sources of information, including both 

public and private sources, to monitor congestion 

on the system. This also allows for tracking alerts to 

subscribers, as in Florida DOT’s Statewide 511 system.

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure

4.2.4.2 Strategy: Foster Relationship among Agency Public 

Relations Groups

This strategy involved coordination and collaboration 

among multiple public relations groups from agencies 

within a region or neighboring states. Many agencies 

are often involved in responding to large-scale events 
4-50 Impacts of Technology Advancements on Transportation Management Center Operations

or incidents, and a coordinated approach to lines of 

communication and points of contact for information is 

essential to consistent information being disseminated 

to the public. 

This coordination can also be extended to include local 

or regional media, as these are valuable partners in 

communicating with the public, particularly during 

large-scale special events or major incidents or weather 

events.

Providing local media and partner agencies with PIO/

public relations/communications contacts can foster 

improved working relationships among these partners.

An example is the media and PIO collaboration in 

Phoenix, Arizona through the AZTech consortium. 

AZTech hosts a Media Summit on a bi-annual basis 

that brings together transportation operations and 

management, public safety, agency transportation 

PIOs and local media. The objective is to collaborate 

and share information on how to better communicate 

transportation impacts to the public. These forums have 

resulted in several key initiatives and benefits, including:

•	 An after-hours contact list for media for state 

and local transportation management centers;

•	 Common naming conventions for highways and 

limited access roadways that are numbered but 

also have a local “name” (for example, SR101 in 

the east part of the metro area is also called the 

Pima Freeway);

•	 Heightened awareness by media of where 

transportation agencies get their information 

and how information is verified and validated; 

and

•	 Heightened awareness by transportation 

agencies of what kinds of information media 

needs and how frequently they seek updates.

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure

4.2.4.3 Strategy: Co-Locate Traveler Information 

Provider Staff with TMC Staff and Agency Public 

Relations Staff

This strategy involves co-locating key partners involved 

in disseminating information to travelers, and making 

real-time information available from the TMC more 
Impacts of Technology Advancements on Transportation Management Center Operations 4-51

accessible to communications and traveler information 

provider staff. 

Several TMCs make information available to local media 

(such as data feeds or access to CCTV cameras) and 

traffic reporting/data providers, and co-locating these 

information disseminators with the TMC provides a 

direct link to real-time information about incidents, 

impacts, and strategies being implemented. Co-locating 

provides the added benefit of TMC staff knowing what 

kinds of information is getting disseminated by these 

other partners. 

Other key benefits:

•	 Third party data and information validated using 

real-time TMC systems such as CCTV, detectors, 

field reports;

•	 Improved working relationship between 

transportation management and private sector 

providers due to proximity; 

•	 Increased knowledge of PIO or 

communications staff and traveler information 

providers about available TMC tools and 

systems, as well as information about response 

actions; and

•	 More consistent traveler information being 

disseminated through multiple channels, such 

as agency systems (511, DMS), press releases, 

social media updates and media reports.

There are several successful examples of this strategy, 

including:

•	 Arizona DOT has maintained a work space 

in the Traffic Operations Center for a private 

sector traffic information service for many 

years. This third-party provider supplies 

several local radio stations in the Phoenix area 

with traffic updates during peak commute 

hours. ADOT also recently hired additional 

communications/PIO staff to be housed in the 

TOC which provides for extended coverage 

of communications/PIO beyond standard 

business hours.

•	 Minnesota DOT’s TMC co-locates transportation 

management and MSP dispatch, and also 

includes a workstation for a radio/traffic 

reporter. The traffic information resource has 

access to video images, and can distribute 
4-52 Impacts of Technology Advancements on Transportation Management Center Operations

real-time updates from both MnDOT and MSP 

during incidents or major weather events. 

•	 Houston TranStar’s multi-agency TMC has onsite media traffic reporters that have broadcast 

booths located on the main floor, behind the 

control room. 

With the evolution of web-based data access and 

third-party data providers, the trend is to provide 

this information from the TMC to multiple media 

and third party outlets, rather than dedicating space 

within the TMC. However, there is tremendous benefit 

in supporting closer working relationships between 

these information disseminators as well as providing 

real-time verification of traveler information being 

disseminated through third party channels. 

Related Trend: Involvement of Third Parties in Data 

Collection, Data Analysis, and Provision of Traveler 

Information

4.2.4.4 Strategy: Support Two-Way Information Exchange 

Via Social Media

Social media can provide a valuable tool to reach out 

to travelers and residents, but also can provide an 

important source of data for the TMC. 

Enabling a two-way information exchange would 

require:

•	 Policy in place that would support access to 

social media platforms by TMC staff (many 

policies today restrict social media usage on 

agency networks, other than by PIO staff);

•	 New processes and procedures for how to 

integrate social media information into TMC 

processes;

•	 New processes for validating and verifying 

information received by the TMC via social 

media platforms; and

•	 Ability to adapt to new social media tools and 

data as they evolve (every 1-3 years).

An important challenge with integrating social media 

data into TMC operations comes down to resources. 

Operators are tasked with monitoring and managing 

several systems, as well as coordinating with numerous 

agencies. Adding such a dynamic element, such as 

monitoring social media, may require dedicated staff, 
Impacts of Technology Advancements on Transportation Management Center Operations 4-53

or allocating time for a portion of an existing operator 

or TMC staff to be able to monitor social media feeds 

affecting the TMC. 

Agency-issued social media alerts have the potential 

to replace agency center-to-center or direct 

coordination for updates on major incidents or 

conditions on a regional basis. With so many agencies 

now using Twitter to alert travelers about impacts or 

hazards, and then providing updates via that same 

platform, several agencies already are “following” 

neighboring jurisdictions or partner agencies for 

up-to-date information. Many media outlets have 

indicated that Twitter has replaced e-mail for traffic 

alerts.

Agencies within a region can establish a “trusted 

partner” agreement that would either establish 

an agency-only social media feed, or establish 

operating guidelines that would ensure information 

received from transportation, law enforcement, or 

other related agency would be deemed verified and 

reliable. 

4.2.4.5 Strategy: Designate a Larger or Statewide TMC 

to Take Responsibility for Social Media Alerts on 

Behalf of Multiple Agencies in a Region

A regionally centralized TMC that has the capacity 

to handle dissemination of all traffic alerts to 

social media sites allows for consistent messaging 

across DMS, social media sites, and other traveler 

information outlets. The appointed TMC for social 

media alerts will have to develop polices for 

coordinating timely traveler information sharing 

across agencies and increase their communication 

efforts. The TMC operators will have a more 

complete picture of traffic conditions on connecting 

routes outside area of visual coverage, and more 

detailed and specific traveler information to 

communicate to the public. Other agencies that 

don’t have the staff to otherwise handle these alerts 

are now able to provide this service to travelers in 

their region. 
4-54 Impacts of Technology Advancements on Transportation Management Center Operations

4.2.4.6 Strategy: Provide Information through Social 

Media and Mobile Apps Focused on Pre-trip 

Planning to Minimize Driver Distraction (Near 

Term)

Many DOTs have already implemented mobile 

traveler information applications or versions of 

their traveler information websites optimized for 

mobile platforms in response to the growing mobile 

application marketplace. These mobile apps provide 

a more streamlined version of information, such 

as specific alerts (traffic and weather), corridor 

conditions, or planned work zone restrictions. 

Providing this information on a mobile platform 

supports pre-trip planning capabilities for users, 

which can help to minimize en-route driver 

distraction. 

Utah DOT, Virginia DOT, and Washington DOT were 

among the early adopters of implementing stand-alone 

“apps” for traveler information. Response by users has 

been generally very positive. Enhancing information on 

the application platform also is much more cost effective 

than adding an additional menu to a 511 phone based 

system.

Implementing a mobile version of a website requires 

restructuring information so that it will be accessible 

via a mobile platform, and also requires some 

adjustments to functionality. It is not merely making 

the full website available for viewing on a mobile 

device. 

Many agencies that have implemented this capability 

have streamlined the information available, which 

is similar to the approach taken by other industries. 

For example, an airline website accessed via a mobile 

device may provide only a limited menu of options, 

such as advisories, flight status, flight check in, a 

simplified reservations/change flight functionality, 

and perhaps a menu option to access the full site. 

Similarly, several of the available mobile versions of 

agency traveler information sites include streamlined 

information such as:

•	 High level color-coded corridor speed map;

•	 Alerts, incidents and advisories (including 

weather);

•	 Limited number of corridor travel times;

•	 Still-frame CCTV images;

(Source: Screen Capture of VDOT 

Traffic Smartphone app)
Impacts of Technology Advancements on Transportation Management Center Operations 4-55

•	 Regional quick reports; and

•	 Multi-modal links/alerts/advisories.

Agencies that have not yet implemented this capability 

should evaluate the benefits of doing so versus 

implementing a stand-alone application. Important 

considerations are:

•	 The long-term investment in an agency website;

•	 Available technical resources to develop 

and sustain a mobile version in parallel with 

a website (including server and bandwidth 

requirements); and

•	 Current business model for information 

dissemination and whether or not the website 

functionality would adapt to a new business 

model/contract if the business model changes.

There are several excellent examples of agency sites that 

have been enabled for the mobile platform. A listing is 

provided in Table 1.

Table 1: Successful Practices in Mobile Platform Traveler Information

Organization Mobile Platform Web Address

Arizona DOT http://www.az511.com/pda/

Houston TranStar http://traffic.houstontranstar.org/mobile/

Kansas City Scout http://www.kcscout.com/mobile/

Maryland CHART http://m.chart.maryland.gov/home/

San Francisco Bay 

Area Metropolitan 

Transportation 

Commission

http://m.511.org/

Washington DOT http://www.wsdot.wa.gov/Small/

Wisconsin http://www.511wi.gov/mobile/

4.2.4.7 Strategy: Utilize En-route Social Media (including 

Crowdsourcing) as Voice Activation Becomes More 

Common (Longer Term)

This strategy is identified as a longer-term option 

due to the likelihood that en-route voice activated 

options may be better led by the private sector, 

mobile developers or auto manufacturers. This kind 

of “push” of information requires some alignment 

between current network impacts, available 

information about impacts, a process to integrate 

(Source: Screen Capture of CalTrans 

Quickmap Smartphone app)
4-56 Impacts of Technology Advancements on Transportation Management Center Operations

crowd-sourced data, and logic to determine who 

needs to receive what messages or alerts. 

These kinds of automation tools may be best led by 

the private sector, which may be able to develop a 

sustainable business model to support such an activity. 

TMCs can play an important role in provision of data and 

impact information (verification). As DOT use of social 

media continues to evolve, there may be an opportunity 

to further refine the requirements for this strategy and 

how it fits with a future TMC. 

It is also likely that emerging research within the 

Connected Vehicle program could address some of the 

data sharing, automation and crowdsourcing logic that 

would be required to support this strategy. 

Related Trends: Automation Tools and Related Tools 

to Increase Efficiency; Mobile Communications and 

Wireless Networks

4.2.4.8 Strategy: Utilize Crowdsourcing for traffic 

information, incident information, feedback on 

department performance, pavement roughness

This strategy would enable real-time feedback from 

users on a variety of transportation issues and impacts, 

with an emphasis on crowdsourced information. 

Today’s mobile environment has added thousands 

of potential data points to a regional transportation 

system; crowdsourced information can provide 

important context for TMC operations, as well as 

inform operational strategies, particularly if this 

information is received in real-time. For example, 

The Weather Channel, at www.weather.com, uses a 

Twitter search to display weather tweets sorted by 

trending terms by location to infer weather conditions 

and share weather tweets amongst local twitter 

conversations, which TMCs can factor in to their 

operations.

To date, that has been the largest gap between mobile 

users and TMCs – the ability for the USER to inform 

the TMC with automated real-time information about 

location, situational context, user information needs 

and user information preferences. This strategy 

references previous discussions about the potential for 

TMCs and transportation management agencies pulling 

information from users, rather than focused solely on 

pushing it to them. 
Impacts of Technology Advancements on Transportation Management Center Operations 4-57

To effectively enable this strategy, a TMC would need to:

•	 Implement processes to allow for diverse and 

disparate data points to be viewed or otherwise 

accessed;

•	 Identify what kinds of crowdsourced 

information would be able to support TMC/DOT 

performance monitoring objectives;

•	 Implement automated processes and 

analytics to be able to parse through disparate 

crowdsourced data to identify applicability of 

data; and

•	 Establish an archive which could then be 

queried to support longer-term performance 

management activities, as well as information 

that could support non-real-time (and nonTMC) DOT functions.

Connected vehicles represent a future opportunity to 

be able to leverage real-time user context and align 

with real-time performance. Partnerships with third 

parties would be essential to delivering this service. 

A future strategy might also see a business model 

emerge where this kind of contextual crowdsourced 

information could be packaged and provided to TMCs 

to support system management and performance 

monitoring.

The TMC should confer with multiple groups to 

determine requirements for this strategy. These include:

•	 Communications/Public Information Office;

•	 Planning;

•	 Maintenance; and

•	 IT/Information Systems.

Related Trends: Performance Monitoring and 

Management; Mobile Communications and Wireless 

Networks

4.2.4.9 Strategy: Provide Incentive for Drivers to 

Participate in Crowdsourcing 

A successful strategy that utilizes crowdsourced 

information needs to provide some level of incentive 

for users to participate. Some models for obtaining 

this data (such as speed and location information 

being obtained from Bluetooth devices) do not 

require formal “opt in” for data to be provided. 
4-58 Impacts of Technology Advancements on Transportation Management Center Operations

In many instances, a smart phone or Smartphone 

application may transmit user location data without 

the user realizing it is being used. Privacy is a big 

concern among many users, in spite of the growing 

proliferation of personal information being exchanged 

with social media sites. A very recent news article 

(McCullagh, 2012) highlighted that a major wireless 

provider was selling information about user locations, 

app usage and web browsing activities. While users 

are able to “opt out” of this activity, many users are 

likely unaware that they are opted in by default. This 

raises important concerns in a mobile and connected 

environment, where more and more potential 

information about users can be extracted from 

mobile devices. 

In the 1980’s and 1990’s, as many freeway management 

programs were emerging, DOTs and TMCs were faced 

with educating the public about the true purpose of 

CCTV, which was to monitor traffic conditions, detect 

incidents, and that policies were in place to safeguard 

privacy of the public. 

For a crowdsourced strategy to be successful and be 

viewed as a positive program for users to participate in, 

the TMC will need to:

•	 Demonstrate how information will be obtained 

and be used;

•	 Clearly allow for an opt- in or opt-out;

•	 Define and share a strict privacy policy and 

operating principles that emphasize privacy; and

•	 Show how this kind of real-time information 

will contribute to more effective transportation 

system operations, more reliable travel times.

One very successful private sector traveler information 

system that relies on crowdsourced information is 

Waze. As of July 2012, the company reported 20 

million downloads of its app (iOs, Android, Blackberry, 

Windows Mobile). Waze gathers information about 

users’ locations, geographic landmarks, amenities, and 

also allows users to contribute specific information 

about congestion, incidents, as well as updates to 

road names, numbers, etc. Waze also uses anonymous 

information about users’ speed and location, which is 

then used to improve the information and navigation 

features. Waze also builds in an entertainment 

component, essentially combining video game and 

navigation support. Waze clearly articulates as part 
Impacts of Technology Advancements on Transportation Management Center Operations 4-59

of its terms of use that location-based services are 

dependent on obtaining user location data; if users do 

not want to transmit that information, they will not 

have access to the real-time features. 

This model is not likely suited for DOT or TMC 

operations, but there are elements of this successful 

model that TMCs can consider, including:

•	 Showing value of information quid-pro-quo (by 

obtaining this anonymous user information we 

are able to provide more accurate and routespecific traveler information); and

•	 Utilizing information about users to improve 

information provided by the TMC.

Successful strategies in crowd sourcing and providing 

an incentive for drivers to participate in crowdsourcing is highly beneficial in road-weather integrated 

Smartphone applications, such as Utah DOT’s traffic 

application, which is fundamentally based on weather 

warnings and alerts. Agencies can have other built in 

capabilities, but weather is most commonly a driving 

force.

Related Trend: A Nimble Service-Oriented Program 

Mindset and Organizational Structure; Involvement 

of Third Parties in Data Collection, Data Analysis, and 

Provision of Traveler Information

4.2.4.10 Strategy: Partner with the Private Sector to 

Facilitate Social Media Outlets and Realize Cost 

Efficiencies.

TMCs that don’t have the means to create and manage 

their own social media accounts can team up with the 

private sector as a way to provide traveler information. 

The third party will take the data and traffic information 

supplied by the TMC and disperse it to the social media 

accounts. Third parties can customize an application 

that will take a message input from the TMC operator 

and send it out to multiple social media sites, thus 

consolidating the amount of time spent on updating 

multiple accounts. 

Related Trends: Automation Tools and Related Tools 

to Increase Efficiency; Involvement of Third Parties in 

Data Collection, Data Analysis, and Provision of Traveler 

Information 
4-60 Impacts of Technology Advancements on Transportation Management Center Operations

4.2.4.11 Strategy: As More Traveler Information Content 

is Available to Travelers through Third-Party Apps, 

TMCs Can Focus on Providing Content that Third 

Parties Would Not Have, Such as Construction and 

Estimated Time to Reopen Lanes

TMC operators have the local knowledge that can 

enhance traveler information and supplement the data 

provided by third party apps. Instead of TMCs spending 

resources on designing a user-friendly interface for 

construction closures and other local events that could 

impact traffic patterns, TMCs in some markets can rely 

on third party Smartphone apps to disseminate that 

information. Drivers receive a more complete picture 

of current and on-going roadway incidents on freeways 

and adjacent arterial routes that would directly impact 

their travel patterns. 

Related Trends: A Nimble Service-Oriented Program 

Mindset and Organizational Structure; Involvement 

of Third Parties in Data Collection, Data Analysis, and 

Provision of Traveler Information

4.3 Cross-Reference between Trends and Strategies

As previously noted, each strategy has a primary association to one 

of the eight top trends. That association was used to organize the 

strategies in sections 4.1 and 4.2 above. The description of each strategy 

also listed additional related trends. Those relations are secondary 

associations between strategies and trends. 

To illustrate the primary and secondary associations, Figure 10 below 

shows sample strategies with sample trends. For example, the green 

arrow between Strategy #4 and Trend C indicates that Strategy #4 has a 

stronger association with Trend C than with any other trend. The orange 

arrow between Strategy #4 and Trend A indicates that Strategy #4 can 

also help address Trend B, but it is secondary association rather than 

a primary association. There can be multiple secondary associations 

between strategies and trends. 
Impacts of Technology Advancements on Transportation Management Center Operations 4-61

Figure 10: Illustration of Primary and Secondary 

Associations among Trends and Strategies

(Source: Parsons Brinckerhoff)

To help TMC operators quickly see which strategies can be used to 

address a particular trend as well as which trends a particular strategy 

will be useful for, a version of Figure 10 was created with all 80 strategies 

and 8 trends. However, it is a table and instead of arrows between 

trends and strategies, when there is an association between a trend (in 

columns) and a strategy (in rows), the intersecting cell is shaded. When 

the cell is shaded green with a green 1, it denotes a primary association 

and when the cell is orange with an orange 2, it denotes a secondary 

association. 

Thus, to see all of the strategies that address a specific trend, find 

the trend’s column and read down. For each row that is shaded, the 

strategy in the row is applicable. To find all of the trends that a strategy 

is applicable to, find the row of the strategy and read across. For each 

column that is shaded, the corresponding trend is related.

The table of trends and strategies is Table 2 below. It also includes the 

section number of each strategy for quick reference.

Awareness of changing and limited TMC-related budgets has led to the 

identification of the strategies within each trend that could be used 

with limited budgets or even save TMC-budgeted expenditures. Such 

strategies are identified with the “$.”
4-62 Impacts of Technology Advancements on Transportation Management Center Operations

Table 2: Top Trends with Applicable Strategies to be Considered by TMC Operators A Nimble Service-Oriented Program Mindset and Organizational Structure Active Transportation and Demand Management (ATDM) Concept and Toolkit Accommodating Toll and other Pricing Operations in TMCs Performance Monitoring and Management Automation Tools and Related Tools to Increase Efficiency

Involvement of Third Parties in Data and Traveler InformationMobile Communications and Wireless NetworksSocial Media for Traveler Information and Crowd sourcing

4.1.1.1 Foster an Agency Culture of Embracing 

Technological Change 1 2 2

4.1.1.2 Create a TMC Operator Training Program 1 $ 2 $ 2 $

4.1.1.3 Enhance Operational Communication, 

Which Will Promote a Culture of Open 

Communications Among Staff

1 2

4.1.1.4 Develop Memoranda of Understanding 

(MOUs) and Inter-Agency Agreements 

Facilitating Multi-Agency (sometimes 

Multi-State) Cooperation & Operations

1 $ 2 $

4.1.1.5 Create New Technology Piloting and 

Testing Program 1 $ 2 $ 2 $ 2 $

4.1.1.6 Develop Skill sets of TMC Managers in 

Areas of Contracting, Privacy, Security, and 

Intellectual Property

1 2 2 2

4.1.1.7 Adopt Standards on TMC Related 

Equipment and Processes 1 $ 2

4.1.1.8 Use Open-Source or Non-Proprietary 

Software when Possible 1 2

4.1.1.9 Require Application Programming 

Interfaces (APIs) and Document for Future 

Development

1 2 2 2

4.1.1.10 Require Documentation on All Systems 

and Software - Include Search Capabilities 

and Provide Remote Accessibility

1 2 2

4.1.1.11 Follow the Systems Engineering Processes 1 2

4.1.2.1 Implement a Suite of Emerging 

Transportation Concepts, Coordinating as 

Necessary 

1 2

4.1.2.2 Integrated Corridor Management (ICM) 1 2

Key: 1 = Primary trend that strategy addresses

2 = Secondary trend that strategy addresses

$ = Potentially feasible on limited budgets or may reduce budget expenditures
Impacts of Technology Advancements on Transportation Management Center Operations 4-63 A Nimble Service-Oriented Program Mindset and Organizational Structure Active Transportation and Demand Management (ATDM) Concept and Toolkit Accommodating Toll and other Pricing Operations in TMCs Performance Monitoring and Management Automation Tools and Related Tools to Increase Efficiency Involvement of Third Parties in Data and Traveler Information Mobile Communications and Wireless Networks Social Media for Traveler Information and Crowd sourcing

4.1.2.3 Active Traffic Management (ATM) Which May 

Include Lane Use Control, Variable Speed 

Limits (VSL), and Hard Shoulder Running 

1 2

4.1.2.4 High Occupancy Toll (HOT) Lanes 1 $ 2

4.1.2.5 Portable Work Zone ITS Systems 1 2 2

4.1.2.6 Regional or Multi-State Coordination of 

Detours and Traveler Information 1 $ 2 $

4.1.2.7 Provide Real-Time Travel Time Estimates on 

Full Range of Devices and Systems Available 1 $ 2 2 $

4.1.2.8 Display Transit Info on Parallel Route DMS 

(Possibly with Comparative Travel Time 

and/or Parking Availability)

1 2

4.1.2.9 Parking Management Including 

Dissemination of Real-time Garage Space 

on DMS and through Apps

1 2 2 2

4.1.2.10 Arterial Management with ITS Devices 

such as Closed Circuit Television Cameras 

(CCTV), Dynamic Message Signs (DMS), and 

Remote Access to Traffic Signal Controllers

1 2

4.1.2.11 Integrate Ramp Metering Schemes 

with Adjacent Arterial Signal Timing to 

Minimize Conflicts with Ramp Queues

1 2

4.1.2.12 Adaptive Signal Control Technologies 

(ASCT) 1 $ 2

4.1.2.13 Transit Signal Priority (TSP) 1 2

4.1.2.14 Road Weather Integration 1 $ 2

4.1.2.15 Weather-Responsive Signal and Ramp 

Meter Timing Plans 1 2

4.1.2.16 Develop Protocols and Maintenance 

Program to Address Increased Number 

and Complexity of ITS Field Devices

1

Key: 1 = Primary trend that strategy addresses

2 = Secondary trend that strategy addresses

$ = Potentially feasible on limited budgets or may reduce budget expenditures

Table 2: Top Trends with Applicable Strategies to be Considered by TMC Operators (continued)
4-64 Impacts of Technology Advancements on Transportation Management Center Operations A Nimble Service-Oriented Program Mindset and Organizational Structure Active Transportation and Demand Management (ATDM) Concept and Toolkit Accommodating Toll and other Pricing Operations in TMCs Performance Monitoring and Management Automation Tools and Related Tools to Increase Efficiency Involvement of Third Parties in Data and Traveler Information Mobile Communications and Wireless Networks Social Media for Traveler Information and Crowd sourcing

4.1.2.17 Co-locate Freeway & Arterial 

Transportation Management 2 $ 1

4.1.2.18 Promote Coordination with Arterial 

Management Agencies 2 1

4.1.2.19

Look for Opportunities to Share Resources 

with other Agencies (e.g., communication 

networks, cameras)

2 $ 1 $

4.1.3.1

Develop Protocols for Operations (Such 

as Pricing and Ops for Diversions to HOT 

Lanes During Major Main Lane Incidents) 

during Early Feasibility Planning

2 1

4.1.3.2

Develop Protocols for Joint Operation 

of Freeways & Toll Roads during Early 

Feasibility Planning

2 1

4.1.3.3

Develop Protocols for Operations and 

Implementation of HOT Lanes with 

Variable Pricing During Early Feasibility 

Planning

2 1

4.1.3.4

Develop Protocols for Operations for 

Cordon Pricing for Congested Areas during 

Early Feasibility Planning

2 2 1

4.1.3.5 Consider Increased Network Reliability 

and Data Security Needs 1 2 2

4.1.4.1

Use Results of Performance Monitoring 

Related to Agency Goals to Support 

Funding Requests 

2 $ 1 $

4.1.4.2

Proactively Develop Performance Metrics 

Based on Staff Priorities as well as Agency 

Goals

2 1 2

4.1.4.3

Use Multiple Data Sources to Monitor 

System Congestion, Including to Support 

Travel Time Estimation 

2 1 2 2 2

4.1.4.4 Consolidate Efforts to Develop Data 

Management Tools Across Agencies 1 2 2

Key: 1 = Primary trend that strategy addresses

2 = Secondary trend that strategy addresses

$ = Potentially feasible on limited budgets or may reduce budget expenditures

Table 2: Top Trends with Applicable Strategies to be Considered by TMC Operators (continued)
Impacts of Technology Advancements on Transportation Management Center Operations 4-65 A Nimble Service-Oriented Program Mindset and Organizational Structure Active Transportation and Demand Management (ATDM) Concept and Toolkit Accommodating Toll and other Pricing Operations in TMCs Performance Monitoring and Management Automation Tools and Related Tools to Increase Efficiency Involvement of Third Parties in Data and Traveler Information Mobile Communications and Wireless Networks Social Media for Traveler Information and Crowd sourcing

4.1.4.5

Frequently Process and Distribute 

Measures of Effectiveness (MOE’s), 

Including to Operators, to Improve 

Operational Effectiveness

2 $ 1 $ 2 $

4.1.4.6 Utilize Features in Software to Track and 

Report Performance 1 $ 2 $

4.1.4.7 Utilize On-Board Device data from Agency 

Vehicles to Monitor Pavement Condition 1 $ 2 2

4.1.4.8

Train TMC Operators How to Use 

Performance Monitoring and How 

to Populate the Data Needed for 

Performance Monitoring

1 $ 2 $

4.2.1.1 Use Advanced Graphical User Interfaces to 

Increase Operator Efficiency 1

4.2.1.2 Develop Decision Support Systems 2 1

4.2.1.3 Install Remote Power Cycling of Field 

Devices 1 $ 2

4.2.1.4 Install Automatic Power Cycling of Field 

Devices 1 $

4.2.1.5 Specify Automation Features in Software 

Contracts 2 2 1 $

4.2.1.6 Consolidate Interfaces to or Consolidate 

Alert Systems across Agencies 2 1

4.2.1.7

Develop Default Sets of Traveler 

Information Messages across Devices 

(such as DMS) and Media for Quick 

Implementation during Recurrent Special 

Events or Incident Types/Sites 

2 $ 1 $ 2 $ 2 $

4.2.1.8

Utilize Low-Cost Low-Infrastructure 

Devices, such as Solar-Powered PoleMounted Traffic Sensors with Wireless 

Communications

2 1 $ 2

4.2.1.9 Utilize Predictive Analysis and Forecasting 

for Anticipating Congestion 2 2 2 1 2

Key: 1 = Primary trend that strategy addresses

2 = Secondary trend that strategy addresses

$ = Potentially feasible on limited budgets or may reduce budget expenditures

Table 2: Top Trends with Applicable Strategies to be Considered by TMC Operators (continued)
4-66 Impacts of Technology Advancements on Transportation Management Center Operations A Nimble Service-Oriented Program Mindset and Organizational Structure Active Transportation and Demand Management (ATDM) Concept and Toolkit Accommodating Toll and other Pricing Operations in TMCs Performance Monitoring and Management Automation Tools and Related Tools to Increase Efficiency Involvement of Third Parties in Data and Traveler Information Mobile Communications and Wireless Networks Social Media for Traveler Information and Crowd sourcing

4.2.1.10

Because the Private Sector Often Develops 

the Automation Tools, Support Strong 

Participation to Provide Better Tailored 

Tools

2 1 2

4.2.1.11

Include Options for Manual Verification and 

Override to be used as Operators Fine Tune 

and Gain Confidence in New Applications

2 1

4.2.1.12

Develop a Data Fusion Engine to Merge 

Data from Multiple Sources, such as Travel 

Time Information Coming from Toll Tag 

Readers, Bluetooth Sensors, and/or ThirdParty Providers

2 2 1 $ 2

4.2.2.1

Develop Pre-qualifications or Standards 

Regarding Data Accuracy and Validation 

(Potentially Both for Data Received and 

Data Provided)

2 1

4.2.2.2 Provide Real-Time Data to Third Party App 

Developers 2 1 2

4.2.2.3 Share Data Among Agencies 2 1 $ 2

4.2.2.4

Develop Protocols for Data Privacy and 

Confidentiality, including for Media and 

other Agencies Co-located in the TMC 

Observing otherwise Restricted Material

1 2

4.2.2.5

Utilize Private Sector Meteorological 

Services or In-House Meteorological 

Resources

2 1

4.2.2.6 Research Solutions that Others have used 

to Solve Similar Problems 2 $ 2 $ 2 $ 2 $ 2 $ 1 $ 2 $ 2 $

4.2.2.7 Use Multi-Agency Procurement for 

Economies of Scale 2 1 $ 2

4.2.2.8

Train TMC Operators on How to Interpret 

Alternate Data Sources to Support 

Operations Decision Making

2 2 1

4.2.2.9 Consider Use of Applicable Standards to 

Simplify Data Exchange, such as XML 2 1

Key: 1 = Primary trend that strategy addresses

2 = Secondary trend that strategy addresses

$ = Potentially feasible on limited budgets or may reduce budget expenditures

Table 2: Top Trends with Applicable Strategies to be Considered by TMC Operators (continued)
Impacts of Technology Advancements on Transportation Management Center Operations 4-67 A Nimble Service-Oriented Program Mindset and Organizational Structure Active Transportation and Demand Management (ATDM) Concept and Toolkit Accommodating Toll and other Pricing Operations in TMCs Performance Monitoring and Management Automation Tools and Related Tools to Increase Efficiency Involvement of Third Parties in Data and Traveler Information Mobile Communications and Wireless Networks Social Media for Traveler Information and Crowd sourcing

4.2.3.1

Coordinate with Information Technology 

(IT) Staff to Develop Firewalls and Other 

Security Protocols that are Effective 

without Limiting Functionality

2 1

4.2.3.2

Efficiently Expand Field Device Coverage 

and Operations Cost Using Wireless 

Networks

2 1 $

4.2.3.3

Allow Appropriate Remote Access into 

TMC Software or Devices (primarily 

for Maintenance Staff and Appropriate 

Coordinating Staff from Partner Agencies)

2 $ 1 $

4.2.3.4

Utilize Commercial Mobile Devices and Apps 

to Support Collaboration between Freeway 

Service Patrol and Other Emergency 

Responders, TMC Operations Staff, and 

Field Maintenance Staff for Improved 

Communication and Enhanced Field 

Collaboration

2 1

4.2.3.5

Operate Mobile Command Centers or 

Satellite Centers with TMC Software 

Access

2 1

4.2.4.1 Develop Procedures and Protocols for Use 

of Social Media 2 1

4.2.4.2 Foster Relationship among Agency Public 

Relations Groups 2 1

4.2.4.3

Co-Locate Traveler Information Provider 

Staff with TMC Staff and Agency Public 

Relations Staff

2 $ 1 $

4.2.4.4 Support Two-Way Information Exchange 

Via Social Media 1

4.2.4.5

Designate a Larger or Statewide TMC to 

Take Responsibility for Social Media Alerts 

on Behalf of Multiple Agencies in a Region

1 $

Key: 1 = Primary trend that strategy addresses

2 = Secondary trend that strategy addresses

$ = Potentially feasible on limited budgets or may reduce budget expenditures

Table 2: Top Trends with Applicable Strategies to be Considered by TMC Operators (continued)
4-68 Impacts of Technology Advancements on Transportation Management Center Operations A Nimble Service-Oriented Program Mindset and Organizational Structure Active Transportation and Demand Management (ATDM) Concept and Toolkit Accommodating Toll and other Pricing Operations in TMCs Performance Monitoring and Management Automation Tools and Related Tools to Increase Efficiency Involvement of Third Parties in Data and Traveler Information Mobile Communications and Wireless Networks Social Media for Traveler Information and Crowd sourcing

4.2.4.6

Provide Information through Social Media 

and Mobile Apps Focused on Pre-trip 

Planning to Minimize Driver Distraction 

(Near Term)

1

4.2.4.7

Utilize En-route Social Media (including 

Crowd sourcing) as Voice Activation 

Becomes More Common (Longer Term)

2 2 1

4.2.4.8

Utilize Crowd sourcing for traffic 

information, incident information, 

feedback on department performance, 

pavement roughness

2 2 1 $

4.2.4.9 Provide Incentive for Drivers to Participate 

in Crowd sourcing 2 2 1

4.2.4.10

Partner with the Private Sector to 

Facilitate Social Media Outlets and Realize 

Cost Efficiencies.

2 2 1 $

4.2.4.11

As More Traveler Information Content 

is Available to Travelers through ThirdParty Apps, TMCs Can Focus on Providing 

Content on Core Mission (Such as 

Upcoming Construction and Estimated 

Time to Reopen Lanes)

2 2 1

Key: 1 = Primary trend that strategy addresses

2 = Secondary trend that strategy addresses

$ = Potentially feasible on limited budgets or may reduce budget expenditures

Table 2: Top Trends with Applicable Strategies to be Considered by TMC Operators (continued)
Impacts of Technology Advancements on Transportation Management Center Operations 5-1

In Chapter 3, top trends of TMC operations were identified and in 

Chapter 4 individual strategies were presented to assist TMC managers 

with addressing the trends. Chapter 5 recognizes that tools are needed 

at a program-level that support implementation of the set of strategies 

selected. The purpose of Chapter 5 is to identify some of the tools that 

can help TMC managers in implementing these strategies. 

Figure 11: Chapter 3, 4, and 5 Flow

(Source: Parsons Brinckerhoff)

Chapter 5 discusses two areas of the supporting organizational change:

•	 Technological and internal processes that can typically be 

applied directly by the TMC manager; and

•	 Coordination of TMC processes within the broader 

organizational context.

The two program level categories presented here should not be viewed 

as independent, but rather should be coordinated in implementation. 

For example, each TMC manager will have his or her own unique 

views on how to improve operations while satisfying drivers’ needs for 

instantaneous information. However, cautious consideration should be 

given to local and regional transportation issues. The TMC managers’ 

preferred technological implementation approach should first be an 

Chapter 5

Program-Level Implementation and 

Integration
5-2 Impacts of Technology Advancements on Transportation Management Center Operations

assessment of the current technology environment both internal and 

external to the agency and identify ways to make smart investments 

in the right technologies that align with agency policies and strategic 

business goals, such as performing a cost benefit analysis of specific ITS 

projects to aid in short-term and long-range project planning. 

For both of these areas, there is a section that includes applicable tools 

followed by a section with a corresponding checklist. The checklists 

are starting points for TMC managers to use to examine their current 

practices and investigate tools that can support implementation of 

strategies that will help them address the top trends they are expected 

to face over the next decade. Some TMCs will already perform items 

on the checklists. In such cases, managers are encouraged to continue 

using them, appreciating their importance for adapting to technological 

change. Some TMC will have unique characteristics that require 

modifications and additions. However, on the whole, the checklist 

items will provide a strong base that TMC managers can use to help 

implement the strategies they select.

5.1 Internal TMC Processes

5.1.1 Description

The purpose of this section is to present ideas on how TMC managers 

can best use the resources within their control to implement new 

strategies and successfully integrate them into daily TMC operations. 

The intent is to provide an overall sense of the actions that will 

result in an environment that will encourage innovation and facilitate 

the use of technology that results from the trends identified in 

Chapter 3.

These tools may be self evident for many TMC managers who have 

progressed through positions at the TMC or who are in other operations 

positions. Many are simply good management practices. However, it is 

still worthwhile to keep them in mind and pay attention to them. They 

may be easy to put off considering how busy most TMC managers are 

and the number of urgent issues that surface nearly every day in a TMC. 

However, using these tools can be of utmost importance in the long 

term and when considering how to make best use of new technological 

developments. 

5.1.2 Tools

The tools for technological and internal process can be thought of 

in three categories – technical processes, being prepared (plans and 

readiness), and staff development.

Technical processes are used to make sure the TMC implements new 

systems and technologies in ways that will facilitate integration and 

allow for continued innovation. 

The checklists 

are starting points 

for TMC Managers 

to use to examine 

their current practices 

and investigate tools 

that can support 

implementation of 

strategies that will 

help them address the 

top trends they are 

expected to face over 

the next decade. 
Impacts of Technology Advancements on Transportation Management Center Operations 5-3

Developing plans covering technology advances are forward looking 

actions that prepare TMC managers and staffs for deploying new 

technologies, systems, and subsystems. 

Staff development provides a strong base from which operations staff 

can effectively implement and operate new systems and technologies.

The highlighted tools for each are shown in Figure 12 and described 

further below.

Figure 12: Internal TMC Process Tools

(Source: Parsons Brinckerhoff)

	 Systems Engineering – The systems engineering process 

provides a framework for helping select key strategies, and 

then successfully implementing technologies and systems. It 

guides the agency in evaluating needs, translates the needs 

into requirements, and traces requirements through design 

and implementation. The requirements are then tested, 

verified, and validated to make sure that the needs that 

were originally identified are addressed in the implemented 

system. The systems engineering process is particularly 

important when new technology is deployed because less 

is known about the new technology and implementers may 

not be able to fall back on previous experience to deliver 

success. The systems engineering process should be used 

throughout the entire lifecycle of a project and not just done 
5-4 Impacts of Technology Advancements on Transportation Management Center Operations

at the beginning of a project to check off a box. Oftentimes, 

personnel who are responsible for project development and 

implementation are not part of the TMC and may not fully 

understand TMC day-to-day operations. By requiring that 

the systems engineering process be followed, identifying 

user needs of the TMC and the TMC staff are integral to the 

development of the project concept and are woven into all 

aspects of the project.

	 Standards – ITS standards, other communications standards, 

and equipment standards can support interoperability 

among disparate equipment and systems. They are 

especially important when hardware is procured through 

low-bid contracts. They also have the potential to manage 

the size of spare equipment inventories.

	Maintenance, Asset, and Configuration Management – 

The rapid changes in technology advancements make 

it necessary to consider robust asset and configuration 

management programs. As agencies deploy devices and 

technological systems throughout their jurisdiction, it is 

critical to not only keep track of physical placement and 

configuration, but from a software and firmware angle 

to keep track of version control. Many devices can offer 

expanded or enhanced capabilities simply through software 

or firmware upgrades, and keeping track of the logical 

configuration is now of equal importance to keeping track 

of physical configuration. In addition, new technology 

often brings with it unknown life-cycle needs, which can 

be evaluated and tracked through proper maintenance 

management processes and systems.

	 Ethernet Network Management Software – For Ethernet 

networks, management software is a valuable tool for 

evaluating available network capacity when considering 

additional systems, maintaining IP address records during 

deployments, supporting acceptance testing, monitoring 

network uptime, and trouble-shooting faults.

	 TMC ITS Architecture – The TMC ITS Architecture includes 

the data flows, standards, and interfaces among TMC 

systems and subsystems. As in the Regional ITS Architecture, 

it includes both existing and planned components.

	Regional ITS Architecture – Each region should have an 

ITS architecture in place. The TMC is likely to be a central 

concept in the architecture. The architecture illustrates 

the functions and subsystems that have been determined 

to be part of the long-term ITS program in the region. 

The architecture identifies key interfaces that are needed 

to implement the ITS program. Standards for these 
Impacts of Technology Advancements on Transportation Management Center Operations 5-5

interfaces are also identified. Keeping the architecture 

current and following the architecture when new 

technologies and systems are implemented maximizes 

the likelihood of successful integration of new technology 

and reduces the cost and difficulties in deploying new 

technologies.

	 Strategic Plan – Developing a strategic plan for the TMC 

will focus on near-term vision (generally 2 to 5 years). The 

strategic plan will look at developments and conditions 

that are likely over the timeframe of the plan. This 

will allow the TMC manager to look ahead and to plan 

actions and activities that will further the TMCs goals 

and objectives over that time period. A strategic plan 

is critical in positioning the TMC to adapt to and utilize 

new technologies and impacts of new technologies. It 

also often supports funding requests. It is the look-ahead 

that helps prepare the TMC and its staff for upcoming 

developments and changes that will affect the operation 

and success of the TMC.

	 Subsystem Plans – The strategic plan should cover all 

aspects of the TMC and its subsystems. However, some 

functions and subsystems within the TMC may need 

specialized plans, especially when a major effort to 

implement or update these functions or subsystems is 

underway. Examples of subsystems that may warrant a 

specialized plan include traffic incident management, ramp 

metering, and traveler information. It is especially important 

to have these specialized plans for subsystems that involve 

multiple agencies, include private sector participation, or 

require significant public involvement and information. 

Subsystem plans should identify technologies that can be 

used and what technologies are evolving that may allow 

objectives to be more effectively met.

	 Clear Definition of Deployment “Readiness”– Whenever 

a system is implemented or expanded, it is important to 

know when the system is ready for deployment and initial 

activation. It is important that all necessary functions of 

the system will operate correctly, that interfaces with field 

equipment and other systems work properly, and that staff 

know what they need to do under a wide array of conditions 

that could occur during system operation. Clearly defining 

readiness identifies system capabilities and correlates 

those capabilities with conditions that could occur during 

operation. Checklists of activities that are needed to assure 

readiness can be developed. Activities include installation, 

testing, staff training, agency coordination, and possibly 

public information.
5-6 Impacts of Technology Advancements on Transportation Management Center Operations

	 TMC Staff Knowledge, Skills, and Abilities (KSAs) – It is 

critically important that TMC staff, including the manager, 

have the needed skills and abilities to make the best use of 

new technologies that may be implemented. As strategic 

plans and subsystem plans are developed, skills needed 

by staff should be identified. A comparison of the needed 

knowledge, skills, and abilities can be compared to existing 

staff KSAs to identify gaps that need to be filled. Identifying 

KSAs are a needed first step in identifying and providing 

training that will allow staff to make the use of the full 

capabilities of technologies and systems implemented 

through the TMC. The KSAs should be identified by specific 

role, position or task within the TMC.

	Regularly Scheduled Operator Training Program – After 

identifying the KSAs that are needed by TMC staff, it is 

important to identify ways that staff can acquire the KSAs. 

Training programs, either formal or informal, are the typical 

ways to develop staff with the needed KSAs. Training 

programs should be identified for the full breadth of KSAs 

needed at the TMC. The programs can include a set of 

specific training courses that are needed or a set of tasks 

that need to be completed in a less formal way to acquire 

the KSAs. However, it is important that specific mechanisms 

are identified to each KSA that is identified. The KSAs 

should include knowledge of and skills needed to operate 

emerging technologies. Debriefing after major events, 

system activation, or other critical activities is one of the 

best training opportunities. Debriefing is also a key to any 

process improvement activity.

	 Staff Communication – It is critical that the staff of 

the TMC is aware of developments that are imminent 

or on the horizon. This includes technologies that are 

planned to be implemented or are being considered. 

Staff will be more involved and have a stronger sense 

of ownership. In addition, staff may be able to identify 

promising technologies that should be considered. Open 

communication with staff is a key component of a vital staff 

that is able to adapt to changes and the adoption of new 

techniques and technologies.
Impacts of Technology Advancements on Transportation Management Center Operations 5-7

5.2 TMC Manager Checklists for Internal Processes 

The set of checklists in this section apply to technological and internal processes that are typically 

under the purview of the TMC manager. This is in contrast with sections 5.3 and 5.4 which focus 

instead on coordination of the TMC manager’s activities with external processes and the broader 

organizational context.

Table 3 Internal TMC Process Checklist for Technical Processes

m Develop specific systems engineering actions tailored to your TMCs’ processes

 TMC role in system/project requirements definition

 TMC role in system/project implementation

 TMC role in system/project integration

 TMC role in system/project verification and testing

 TMC role in system/project operations and maintenance

m Adopt standards and include them in applicable agency specifications

 National ITS standards

 Ethernet networking, including network architecture and IP addressing schemes

m Implement maintenance, asset, and configuration management systems

 Link maintenance management system to developed data quality standards

 Use Ethernet network management software

 Develop ITS Architecture for the TMC and its systems

 Assure that the TMC architecture is consistent with the Regional ITS Architecture

 Review and update the TMC architecture when new systems are implemented
5-8 Impacts of Technology Advancements on Transportation Management Center Operations

Table 4 Internal TMC Process Checklist for Plans and Preparedness

 Actively use and update the ITS Architecture

 Review contents, including any standards for data interfaces

 Document needed updates to reflect current conditions

 Participate in ITS Architecture revision activities

 Propose updates including desired data flows, systems/processes, partner agencies, 

interfaces, and standards

 Use ITS Architecture to support applicable funding requests

 Prepare and update TMC Strategic Plan

 Include short-term TMC vision and goals

 Include opportunities for funding support

 Highlight ways that TMCs can position themselves to adapt to new technologies

 Prepare subsystem plans

 Create a technology-focused plan for traffic incident management

 Create a technology-focused plan for ramp metering

 Create a technology-focused plan for disseminating traveler information

 Create a plan for incorporating multi-agency and private sector participation

 Create a plan for handing input obtained through public involvement

 Create clear definitions of “Readiness” for each system to be deployed

 Include new TMC processes or procedures to support new or expanded system

 Request specific technical experiences to be shared through outside agency TMC operatordesigned webinars to highlight system challenges and benefits

 Collaborate across multiple agencies on new system rollouts and discuss technical 

challenges, operational strategies, and opportunities for operator training
Impacts of Technology Advancements on Transportation Management Center Operations 5-9

Table 5 Internal TMC Process Checklist for Staff Development

 Develop Staff Knowledge, Skills, and Abilities (KSAs) and updated position descriptions

 Include operators, managers, field technicians, and other related staff

 Collaborate with staff to accurately capture and document job duties and functions

 Initiate personnel outreach to discuss operations, position descriptions, and career paths

- Obtain job descriptions from similar TMC environments

- Work with Human Resources to implement updated position descriptions

 Create a regularly scheduled TMC operator training program

 Formalize a training program for supervisors to implement with operators

 Evaluate gaps between staff qualifications and desired KSAs to identify training topics

 Use data from system performance management to identify training topics and underscore 

influence operators have on agency goals

 Have documentation of emerging technology training available for new employees

 Prepare a “quick start” operations guide for staff unfamiliar with system, or staff that does 

not routinely use system. Focus on troubleshooting and basic system functions

 Integrate TMC staff with broader departmental training initiatives (project management, 

leadership training, communications training)

m Promote staff communication

 Schedule periodic staff meetings to encourage open communication

 Promote knowledge transfer and TMC staff leadership of technical discussions

 Share relevant performance data, including operational performance data, TMC 

performance data, and customer feedback

 Conduct debriefings with TMC staff on major incidents and TMC processes during these 

incidents

- Lessons learned and potential improvements

- Document and acknowledge successes

- Seek periodic input from police, fire, or other first-responders to ensure mutual needs 

are met

- Encourage participation and feedback on changes or process improvements

 Involve key contractors that are housed in the TMC (sometimes there is a definitive line 

between DOT and contractor staff)

 Seek out opportunities for the TMC to be represented in broader organizational meetings 

(i.e., Communications/PIO, IT)

 Update TMC staff with important initiatives or activities at the department level
5-10 Impacts of Technology Advancements on Transportation Management Center Operations

5.3 Coordination of TMC Processes with the Broader 

Organizational Context

5.3.1 Description 

This section presents ideas on how TMC managers can increase the 

support for the TMC and the systems and activities housed therein.

All of the strategies and technological changes identified in the previous 

chapter require TMC managers to be aware of current and evolving 

changes in technology and to have some idea of what operational 

changes they want to make. TMC managers usually cannot fund and 

implement these strategies with the budgets given them. They have to 

garner support from agency executives, partner agencies, and decisionmakers in order to fund these activities and projects. It is important to 

have a coherent, compelling plan (or set of plans) that provide a vision 

for the role of the TMC and how it can enhance the performance of the 

transportation network. 

Knowledge of other local and regional agencies’ operations functions, 

procedures, processes, what their needs are along with what they can 

offer to others is extremely valuable in giving TMC managers direction 

on how to lead the TMC in responding to local transportation needs. It 

is evident that there are infinitely more benefits to agencies that have 

shared vision and values. The shared vision and values are realized 

through agency coordination agreements, whether it be inter-agency, 

inter-state, inter-system, such as tolling, or multi-state contracts. 

The local and regional transportation issues vary across TMCs and 

the TMC manager knows which issues are of utmost concern to their 

agency. Common issues agencies deal with include reduced operating 

budgets and funding sources, decreased staffing levels, lack of effective 

projects and programs in the pipeline that improve roadway operations, 

driver safety and environmental concerns, and even a shift of drivers 

utilizing multiple modes of transportation all in one trip. TMC managers 

should research what other agencies with similar transportation issues 

have done, not only to discover solutions, but also to substantiate 

their proposals for adopting new technologies that benefit operations, 

travelers, and the community.

5.3.2 Tools

These tools are primarily intended to help TMC managers enhance 

the position of the TMC in their agency and in the transportation 

community at large. The tools can be thought of in three categories - 

planning, visibility, and communication. These tools are geared to 

increase the visibility of the TMC and highlight the transportation 

benefits the TMC provides. 

TMC managers 

should research what 

other agencies with 

similar transportation 

issues have done, 

not only to discover 

solutions, but also 

to substantiate their 

proposals for adopting 

new technologies that 

benefit operations, 

travelers, and the 

community. 
Impacts of Technology Advancements on Transportation Management Center Operations 5-11

Planning tools are effective management tools that apply business 

planning principles to help strategize on ways to incorporate new 

technology strategies focused on achieving TMC and agency-wide goals. 

Actions that increase the Visibility of the TMC and emphasize the critical 

role that TMC managers and staff play in providing valuable services 

to the public can support funding requests for implementing new 

technologies and generally maintaining agency support. 

Communication tools are significant ways that TMC managers can 

establish a network to effectively communicate TMC purpose, visions 

and objectives to others.

The highlighted tools for each are shown in Figure 13 and described 

further below.

Figure 13: Broader Organization Context Tools

(Source: Parsons Brinckerhoff)

	Business Plans – In the previous section, plans are 

highlighted that are primarily geared internally to TMC 

operations (strategic plans and subsystem plans). It is also 

important to develop business plans that can be geared 

toward external audiences to show how the TMC can meet 

larger agency and regional goals and objectives. Business 

plans are often written specifically for external audiences 

and they demonstrate the value of the TMC.
5-12 Impacts of Technology Advancements on Transportation Management Center Operations

	Regional Coordination and Implementation Efforts – these 

efforts include multi-agency traffic incident management 

(TIM) strategic plans or TIM coalition initiatives. There are 

many examples of multi-state efforts (for example, the I-95 

Corridor Coalition, Northwest Passage, and ENTERPRISE) 

and even more examples of multi-agency efforts within 

a single metropolitan region. TMCs play a key role in 

developing these coordinated programs. By being at the 

core of the regional efforts, the TMC increases its visibility 

within its agency and with decision-makers in partner 

agencies.

	 TMC Tours – Tours may seem like an added burden, but 

the value to the organization is significant. Tours for groups 

within the agency provides an opportunity to educate 

staff from other divisions and groups about the value of 

the TMC. Tours for external groups, if communicated to 

agency management, demonstrates the value of the TMC. If 

outside groups and agencies, especially from other states or 

countries, want to visit your TMC, it must be worth visiting 

and the TMC must have value. It is important to let agency 

management know about tours from external groups, 

especially if senior or executive managers may know any of 

the people in the tour group.

	Keeping TMC Physically Connected with Other Agency 

Offices – Being physically located with an agency’s main 

office can help prevent the TMC from suffering from 

organizational isolation. It is easier to rotate staff into and 

out of the TMC, increasing understanding of the role the 

TMC plays, its benefits, and its value to the organization. If 

the TMC can’t be physically located with the main office, 

then robust communication links should exist. Although this 

strategy helps the visibility of the TMC and leads to stronger 

support of the TMC, the primary benefit is operational and 

strategic. The TMC has an incredibly rich set of data and 

tools that can help other disciplines in the agency and can 

be vital when decisions need to be made by executives in 

emergency situations.

	 Communication Channels – Whether internal, to external 

partner agencies, or to decision-makers and elected 

officials, it is critically important to be aware of the proper 

communication channels and protocols to use. Effective 

communication to groups outside the TMC can be one 

of the most effective ways to garner support for the TMC 

and its programs. It is particularly important to utilize the 

appropriate channels and protocols when communicating 

with elected officials. 
Impacts of Technology Advancements on Transportation Management Center Operations 5-13

	 Communicate Success – One of the trend areas is 

performance management. A key aspect of monitoring 

performance is measuring performance. It is important to 

communicate the successes that are demonstrated by the 

performance management system. Objective measures 

of the benefits of the TMC and its systems and programs 

are data that can be used in communicating success. But, 

subjective measures are also important, such as positive 

communications from the public, commendations from 

national organizations, and thank-you letters from groups 

that tour the TMC. One approach to communicating success 

is to generate a regular internally distributed bulletin about 

TMC successes. In addition to performance measures, 

kudos, and commendations, narrative about critical roles 

the TMC played during a major incident, storm event, or 

other emergency demonstrate the successes of the TMC. 

	Distribute Performance Monitoring Results – In 

communicating success, it is important to communicate 

with easy to understand terminology and graphics. Keep 

in mind that some of the performance measures may be 

technical in nature. Keeping the writing and graphics simple 

and easy to understand will maximize the audience that can 

be targeted with these results and successes.
5-14 Impacts of Technology Advancements on Transportation Management Center Operations

5.4 TMC Manager Checklists for Coordination of TMC Processes within the 

Broader Organizational Context 

These checklists highlight the activities TMC managers should focus on for coordination and integration 

of external processes within the broader organizational context of the transportation industry.

Table 6 Broader Organizational Context Checklist for Planning

 Develop TMC Business Plan

 Base the business plan on agency goals and objectives

 Demonstrate in the plan how the TMC supports and furthers agency goals and objectives

 Include plan for long-range TMC vision and goals

 Outline requirements for executing the plan, such as operational, staffing, and interface 

requirements

 Use Checklist for Identifying Strategies to determine those strategies that will translate into 

specific action items

 Initiate involvement in developing coordinated regional programs

 Assign a TMC representative to attend regional planning meetings that have other local 

agencies, commissions, and councils on the roster

 Research lessons learned on establishing multi-agency programs

 Volunteer TMC data and decision support tools to other agency divisions

 Volunteer decision support tools to help create annual maintenance and preservation 

budgets

 Share historic traffic data in strategic planning situations

Table 7 Broader Organizational Context Checklist for Visibility

 Assume a principal role in regional planning efforts

 Conduct tours of the TMC with other agency staff

 Reach out to other agency divisions or regions and offer to host a tour

 Distribute Fact Sheet on TMC devices as a form of calling card

 Volunteer to conduct tours of the TMC with external agencies and groups

 Reach out to the local community to start “marketing” efforts

 Reach out to local colleges and universities to generate interest in TMC data and operations 

from undergrads and researchers

 Designate a webpage on the TMC within the agency website.

 Engage the local media in doing a segment on “a day at the TMC”

 Identify training opportunities that the TMC could initiate for internal agency staff in other 

departments, such as on traveler information tools and resources, TMC capabilities, and 

performance management

 When considering TMC location, consider the importance of co-locating with groups and 

divisions of your own agency, not just co-locating with other agencies

 Establish robust communication links between the TMC and other agency offices
Impacts of Technology Advancements on Transportation Management Center Operations 5-15

 Develop remote access for software to transfer full control over TMC functions

m Establish lines of communication between a designated point of contact at the TMC and 

external partner agencies and decision-makers

 The points of contact should be at the TMC manager level or a direct report.

 Create a regularly distributed TMC bulletin on noteworthy news

 Highlight TMC successes and critical roles played during major events

 Include excerpts of correspondence received from agencies that tour the TMC

 Include positive feedback received from the public

Table 8 Broader Organizational Context Checklist for Communication

m Use proper communication channels and protocols for internal discussions regarding the TMC

 Establish these rules if they aren’t documented

m Follow the appropriate agency rules for communicating with elected officials

m Seek out opportunities for the TMC to be represented in broader organizational meetings (i.e., 

Communications/PIO, IT)

m Create reader-friendly performance monitoring reports in an easy to understand format

 Create visual analysis tool for recording TMC performance data

 Develop procedures for collecting, analyzing, and distributing performance measures

 Examine internal and agency goals to determine appropriate metrics

 Search existing processes and software for opportunities to collect data on metrics

 Contribute to quarterly agency-published documents on congestion, mobility, 

accountability, and performance

Impacts of Technology Advancements on Transportation Management Center Operations 6-1

Chapter 6

Summary and Conclusions

Chapter 6 highlights key concepts from the report and presents the 

resulting conclusions. It also presents a checklist of next steps for 

TMC managers on how to start using the report contents to affect the 

changes that will support their TMC operations. 

6.1 Summary

Through preparing a literature review and consulting with experts, 

big picture influences were identified which, when coupled with ITS 

technologies and technological trends, created a basis for targeting top 

trends. The big picture influences were in three areas: 

•	 Societal and technological trends – including rapid expansion 

of mobile communications, social media, computing, and 

automation tools; 

•	 Funding opportunities – including tightening of governmental 

budgets, growing interest in pricing/tolling, and increasing 

requirements for performance monitoring and management; 

and 

•	 Vehicle-based systems – including emerging connected vehicle 

technologies, developing autonomous vehicle technologies, 

and planning for integrated mobile devices and voice-activated 

technologies to mitigate distracted driving. 

The ITS technologies and technological trends relevant to TMC 

operations were in the areas of data/communications, connected 

vehicle, agency processes, control technologies, and traveler 

information. 

Eight top trends and issues of TMC operations were selected as the 

focus of the project. The selections were based on many factors 

including the big picture influences, the ITS influences, the magnitude 

of possible impacts, the frequency of citation in literature and by TMC 

operators, and the likelihood that the issue would be widely influential 

to TMCs within the project’s 10-year horizon. The trends fall into two 

broad categories. The first is those predominantly developing in TMC 

operations from within the transportation community. The second is 

those trends emerging outside transportation that have aspects which 

TMCs can leverage. The trends are shown in Figure 14.
6-2 Impacts of Technology Advancements on Transportation Management Center Operations

Figure 14: Top Trends and Issues of TMC Operations

(Source: Parsons Brinckerhoff)

Brief descriptions of each trend are as follows:

Trends Emerging from within the Transportation Community

•	 The Nimble Service-Oriented Program Mindset and 

Organizational Structure trend represented the framework of 

being positioned to successfully select and rapidly adopt changing 

technologies and processes to address growing and changing 

expectations from travelers for efficiency and communication. 

•	 The core of the Active Transportation and Demand Management 

(ATDM) Concept and Toolkit trend is using a wide variety of 

the tools at one’s disposal to proactively make operations more 

efficient, including through staff and technology. 

•	 While TMC managers do not have authority to implement 

toll operations, the strong trend toward integrating pricing 

makes it important that TMC managers begin to consider 

Accommodating Toll and Other Pricing Operations in TMCs. The 

limited funding from traditional sources encourages obtaining 

revenue through tolling, including financing infrastructure 

expansion based on the expected toll revenue stream. 

•	 Performance Monitoring and Management is influenced 

by funding pressures as a result of reduced operating 

budgets along with the need for greater accountability. 

Increasing data collection and analysis can lead to improved 

operations, enhanced customer service, and documented 

effectiveness of TMC actions. 
Impacts of Technology Advancements on Transportation Management Center Operations 6-3

Trends that TMCs can Adapt and Take Advantage of from outside the 

Transportation Community

•	 The Automation Tools trend includes new technologies 

that improve system management and cost-effectiveness 

thus resulting in greater productivity. Automation tools also 

improve the quality of decision support systems. 

•	 The growing trend of the Involvement of Third Parties in 

Data Collection, Data Analysis, and Provision of Traveler 

Information to meet the TMC’s needs for a variety of data 

types utilizes the data services that third-party vendors 

provide to manage traffic on their roadway network and 

deliver traveler information to the public. 

•	 The Mobile Communications and Wireless Networks trend 

highlights the advances in wireless technology that are 

giving agencies options when it comes to modernizing their 

field equipment and increasing their data coverage while not 

overloading the system. 

•	 The popular trend of using Social Media for Traveler 

Information and Crowdsourcing uses social networking 

tools to receive and distribute information among agencies, 

travelers, and third parties.

Several strategies are provided for addressing each trend. Descriptions 

include references to agencies with successful practices in the strategy 

as well as key reference documents were applicable.

A cross-listing of the trends with strategies to address them is provided 

in Table 2 in Section 4.3. Many of the strategies are applicable to more 

than one trend. The table provides a quick reference for looking up 

potential strategies to deal with a particular trend as well as considering 

how a particular strategy could be of assistance with several trends. The 

table also highlights strategy/trend pairs most likely to be feasible under 

limited budgets or to save on budget expenditures.

Adopting identified strategies as part of a program of progressive TMC 

operations over the coming decade is a major undertaking. Programlevel implementation and integration tools help to establish a climate 

conducive to successful implementation, operations, and funding. 

The tools for technological and internal processes that can typically be 

applied directly by the TMC manager are:

•	 Technical Process Tools: Systems Engineering, Standards, 

Maintenance, Asset, and Configuration Management, 

Network Management Software, and TMC ITS 

Architecture;

•	 Plans and Preparedness Tools: Regional ITS Architecture, 

Strategic Plan, System Plans, and Definition of Readiness; and
6-4 Impacts of Technology Advancements on Transportation Management Center Operations

•	 Staff Development Tools: Staff Knowledge, Skills, and 

Abilities (KSAs), Operator Training Program, and Staff 

Communication.

The second set of tools is for coordination of TMC processes with the 

broader organizational context in order to increase support for the 

TMC’s programs, systems, and staff. They are:

•	 Planning Tools: Business Plan, Regional Coordination and 

Implementation Efforts; 

•	 Visibility Tools: TMC Tours, Keeping the TMC Physically 

Connected with Other Agency Offices; and 

•	 Communication Tools: Communication Channels, 

Communicate Success, Distribute Performance 

Monitoring Results.

 Implementing these tools builds a framework for successful 

deployments of the strategies that allow TMC operators to take 

advantage of trends and technology in fulfilling their missions. 
Impacts of Technology Advancements on Transportation Management Center Operations 6-5

6.2 TMC Manager Programmatic Checklist of Recommended Actions

These checklists are intended to help TMC managers get the most out of this report by recommending 

a process for recognizing trends and associated strategies that align with agency program goals and 

budgets while benefitting the transportation community as a whole. 

Table 9 Recommended Actions Checklist for Selecting Strategies

m Use the Top Trends and Applicable Strategies table (Table 2) to identify trends that the TMC 

needs to prioritize

 Identify strategies for implementation under those trend headings

 Focus on strategies that will have the most benefit within limited operating budgets

 Think of agency constraints and how each strategy will create opportunities to move forward

 Consider the likelihood of the strategy meeting agency goals and objectives

 Compile supporting facts, reasoning, and justification for strategy implementation to present 

to decision-makers

 Devise a back-up plan if initial strategy selection is deemed infeasible by upper management

 Gather input from stakeholders on identifying strategies, including operators, maintenance 

and IT staff, traffic engineering, management, and others as appropriate

 Include selected strategies in TMC Business Plan

 Investigate funding mechanisms

Table 10 Recommended Actions Checklist for Staying Informed on Technological Advancement

 Allocate time to participate in industry webinars and other trainings that offer direct access to 

experts

 Allocate time to read newsletters, reports, journals, e-mails, and websites from top industry 

associations

 Focus on gaining a high-level understanding rather than delving into specifics

 Call upon colleagues, consultants, and vendors to clarify and/or share lessons learned

 Activate society memberships to get updates on current technologies and standards

 Reach out to ITS device sales representatives for a demonstration of new products or product 

features

Table 11 Recommended Actions Checklist within the Broader Organizational Context

 Be active in regional and national professional societies, user groups, associations, and 

governmental programs

 Share meeting minutes and notable highlights with other engineering staff
6-6 Impacts of Technology Advancements on Transportation Management Center Operations

6.3 Conclusions

Successful practices in emerging technologies begin to show how TMC 

managers can harness technology to improve the effectiveness of their 

operations. As pressures mount, TMCs will need to implement suites 

of these technologies and processes to meet the needs within limited 

budgets. In order to make such changes, TMC managers need to develop 

the organizational structures and tools to deal with rapidly evolving 

technologies, processes, funding requirements, and customer service 

expectations. 

Through a review of literature and consultation with experts, top trends 

and issues of TMC operations were identified and then corresponding 

strategies for addressing them were developed. The most profound 

trends are based on the proliferation of wireless communication, the 

rise of social media, and the involvement of third parties. Together, they 

create massive potentially two-way data and communication streams 

throughout the transportation network. New classes of real-time 

holistic data become available to TMC operations, often through third 

parties. As travelers access increasingly personalized and user-friendly 

information through their mobile device apps, their expectations for 

information provided by transportation agencies increases. 

The implication is that the role of the TMC can begin to shift away 

from collecting limited data from agency-owned field equipment and 

distributing it one-way directly to consumers and traditional media 

outlets. It can shift toward leveraging third party data for increased 

variety and coverage while providing third parties with only the unique 

agency based information. 

The major changes created by such technology trends may benefit from 

a multitude of strategies to address each of them. TMC managers should 

consider the strategies presented herein. Many of the strategies are 

applicable to more than one trend. A few examples of successful practices

that agencies have implemented that address multiple trends, are:

•	 The use of third-parties for custom developed Smartphone 

applications to improve agency processes on systems 

integration and enhance traveler information through a 

more comprehensive integration of weather, real-time data, 

and operational decisions;

•	 A more prevalent social media presence that enables 

implementation of new ATDM technologies and the 

gathering of crowd-sourced data to boost performance 

management; 

•	 More efforts at inter-agency coordination, co-location, 

and collaboration across regions and state lines for 

dissemination of traveler information and the efficient 

exchange of data through the use of mobile apps, and 

teaming up for purchasing third-party data; and
Impacts of Technology Advancements on Transportation Management Center Operations 6-7

•	 The use of decision support systems for automating some 

TMC processes, additional support and guidance for special 

roadway traffic and weather circumstances, and to facilitate 

system integration with tolling and other pricing strategies.

A common theme of agencies that have demonstrated success with 

these strategies is that the TMC manager had the support he or she 

needed to make the underlying strategic and organizational changes. 

Strategic actions for each of the practices above dealt with an overall 

level of increased communication and collaboration within the agency 

and with other agencies to promote sharing of experiences, knowledge, 

and lessons learned. This formed a solid basis for interagency 

coordination and sharing of data. Successful TMC managers also shifted 

to a nimble service-oriented mindset that proactively sought to improve 

the transportation system. 

Given the day-to-day pressures that TMC managers are inherently 

subject to, it is very helpful to commit to developing some specific 

tools, such as developing a TMC ITS Architecture, which will require a 

thoughtful examination of needs and opportunities. Developing these 

tools will help position the TMC managers to select and successfully 

implement technologies and strategies that fit their agencies goals and 

objectives. The tools geared toward coordinating within the broader 

organizational context will also facilitate the needed institutional 

support and funding.

The impacts of technology trends on the operation of individual TMCs 

depend on how well each TMC positions itself to seize the opportunities 

offered by technology trends rather than to be overwhelmed by it and 

the related rising expectations from funding agencies and travelers. 

Impacts of Technology Advancements on Transportation Management Center Operations 7-1

Chapter 7

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Impacts of Technology Advancements on Transportation Management Center Operations A-1

Appendix A 

TMC Manager Checklists for Internal Processes
A-2 Impacts of Technology Advancements on Transportation Management Center Operations

Internal TMC Process Checklist for Technical Processes

 Develop specific systems engineering actions tailored to your TMCs’ processes

 TMC role in system/project requirements definition

 TMC role in system/project implementation

 TMC role in system/project integration

 TMC role in system/project verification and testing

 TMC role in system/project operations and maintenance

 Adopt standards and include them in applicable agency specifications

 National ITS standards

 Ethernet networking, including network architecture and IP addressing schemes

 Implement maintenance, asset, and configuration management systems

 Link maintenance management system to developed data quality standards

 Use Ethernet network management software

 Develop ITS Architecture for the TMC and its systems

 Assure that the TMC architecture is consistent with the Regional ITS Architecture

 Review and update the TMC architecture when new systems are implemented
Impacts of Technology Advancements on Transportation Management Center Operations A-3

Internal TMC Process Checklist for Plans and Preparedness

 Actively use and update the ITS Architecture

 Review contents, including any standards for data interfaces

 Document needed updates to reflect current conditions

 Participate in ITS Architecture revision activities

 Propose updates including desired data flows, systems/processes, partner agencies, 

interfaces, and standards

 Use ITS Architecture to support applicable funding requests

m Prepare and update TMC Strategic Plan

 Include short-term TMC vision and goals

 Include opportunities for funding support

 Highlight ways that TMCs can position themselves to adapt to new technologies

m Prepare subsystem plans

 Create a technology-focused plan for traffic incident management

 Create a technology-focused plan for ramp metering

 Create a technology-focused plan for disseminating traveler information

 Create a plan for incorporating multi-agency and private sector participation

 Create a plan for handing input obtained through public involvement

 Create clear definitions of “Readiness” for each system to be deployed

 Include new TMC processes or procedures to support new or expanded system

 Request specific technical experiences to be shared through outside agency TMC operatordesigned webinars to highlight system challenges and benefits

 Collaborate across multiple agencies on new system rollouts and discuss technical 

challenges, operational strategies, and opportunities for operator training
A-4 Impacts of Technology Advancements on Transportation Management Center Operations

Internal TMC Process Checklist for Staff Development

 Develop Staff Knowledge, Skills, and Abilities (KSAs) and updated position descriptions

 Include operators, managers, field technicians, and other related staff

 Collaborate with staff to accurately capture and document job duties and functions

 Initiate personnel outreach to discuss operations, position descriptions, and career paths

- Obtain job descriptions from similar TMC environments

- Work with Human Resources to implement updated position descriptions

 Create a regularly scheduled TMC operator training program

 Formalize a training program for supervisors to implement with operators

 Evaluate gaps between staff qualifications and desired KSAs to identify training topics

 Use data from system performance management to identify training topics and underscore 

influence operators have on agency goals

 Have documentation of emerging technology training available for new employees

 Prepare a “quick start” operations guide for staff unfamiliar with system, or staff that does 

not routinely use system. Focus on troubleshooting and basic system functions

 Integrate TMC staff with broader departmental training initiatives (project management, 

leadership training, communications training)

 Promote staff communication

 Schedule periodic staff meetings to encourage open communication

 Promote knowledge transfer and TMC staff leadership of technical discussions

 Share relevant performance data, including operational performance data, TMC 

performance data, and customer feedback

 Conduct debriefings with TMC staff on major incidents and TMC processes during these 

incidents

- Lessons learned and potential improvements

- Document and acknowledge successes

- Seek periodic input from police, fire, or other first-responders to ensure mutual needs 

are met

- Encourage participation and feedback on changes or process improvements

 Involve key contractors that are housed in the TMC (sometimes there is a definitive line 

between DOT and contractor staff)

 Seek out opportunities for the TMC to be represented in broader organizational meetings 

(i.e., Communications/PIO, IT)

 Update TMC staff with important initiatives or activities at the department level
Impacts of Technology Advancements on Transportation Management Center Operations B-1

Appendix B 

TMC Manager Checklists for Coordination 

of TMC Processes within the Broader 

Organizational Context
B-2 Impacts of Technology Advancements on Transportation Management Center Operations

Broader Organizational Context Checklist for Planning

 Develop TMC Business Plan

 Base the business plan on agency goals and objectives

 Demonstrate in the plan how the TMC supports and furthers agency goals and objectives

 Include plan for long-range TMC vision and goals

 Outline requirements for executing the plan, such as operational, staffing, and interface 

requirements

 Use Checklist for Identifying Strategies to determine those strategies that will translate into 

specific action items

m Initiate involvement in developing coordinated regional programs

 Assign a TMC representative to attend regional planning meetings that have other local 

agencies, commissions, and councils on the roster

 Research lessons learned on establishing multi-agency programs

m Volunteer TMC data and decision support tools to other agency divisions

 Volunteer decision support tools to help create annual maintenance and preservation 

budgets

 Share historic traffic data in strategic planning situations
Impacts of Technology Advancements on Transportation Management Center Operations B-3

Broader Organizational Context Checklist for Visibility

m Assume a principal role in regional planning efforts

 Conduct tours of the TMC with other agency staff

 Reach out to other agency divisions or regions and offer to host a tour

 Distribute Fact Sheet on TMC devices as a form of calling card

 Volunteer to conduct tours of the TMC with external agencies and groups

 Reach out to the local community to start “marketing” efforts

 Reach out to local colleges and universities to generate interest in TMC data and operations 

from undergrads and researchers

 Designate a webpage on the TMC within the agency website.

 Engage the local media in doing a segment on “a day at the TMC”



Identify training opportunities that the TMC could initiate for internal agency staff in other 

departments, such as on traveler information tools and resources, TMC capabilities, and 

performance management.

 When considering TMC location, consider the importance of co-locating with groups and 

divisions of your own agency, not just co-locating with other agencies.

 Establish robust communication links between the TMC and other agency offices

 Develop remote access for software to transfer full control over TMC functions

 Establish lines of communication between a designated point of contact at the TMC and 

external partner agencies and decision-makers

 The points of contact should be at the TMC manager level or a direct report.

 Create a regularly distributed TMC bulletin on noteworthy news

 Highlight TMC successes and critical roles played during major events

 Include excerpts of correspondence received from agencies that tour the TMC

 Include positive feedback received from the public
B-4 Impacts of Technology Advancements on Transportation Management Center Operations

Broader Organizational Context Checklist for Communication

 Use proper communication channels and protocols for internal discussions regarding the TMC

 Establish these rules if they aren’t documented

 Follow the appropriate agency rules for communicating with elected officials

 Seek out opportunities for the TMC to be represented in broader organizational meetings (i.e., 

Communications/PIO, IT)

 Create reader-friendly performance monitoring reports in an easy to understand format

 Create visual analysis tool for recording TMC performance data

 Develop procedures for collecting, analyzing, and distributing performance measures

 Examine internal and agency goals to determine appropriate metrics

 Search existing processes and software for opportunities to collect data on metrics

 Contribute to quarterly agency-published documents on congestion, mobility, accountability, 

and performance
Impacts of Technology Advancements on Transportation Management Center Operations C-1

Appendix C 

TMC Manager Programmatic Checklist of 

Recommended Actions
C-2 Impacts of Technology Advancements on Transportation Management Center Operations

Recommended Actions Checklist for Selecting Strategies

 Use the Top Trends and Applicable Strategies table (Table 2) to identify trends that the TMC 

needs to prioritize

 Identify strategies for implementation under those trend headings

 Focus on strategies that will have the most benefit within limited operating budgets

 Think of agency constraints and how each strategy will create opportunities to move forward

 Consider the likelihood of the strategy meeting agency goals and objectives

 Compile supporting facts, reasoning, and justification for strategy implementation to present to 

decision-makers

 Devise a back-up plan if initial strategy selection is deemed infeasible by upper management

 Gather input from stakeholders on identifying strategies, including operators, maintenance and 

IT staff, traffic engineering, management, and others as appropriate

 Include selected strategies in TMC Business Plan

m Investigate funding mechanisms

Recommended Actions Checklist for Staying Informed on Technological Advancement

m Allocate time to participate in industry webinars and other trainings that offer direct access to 

experts

m Allocate time to read newsletters, reports, journals, e-mails, and websites from top industry 

associations

 Focus on gaining a high-level understanding rather than delving into specifics

 Call upon colleagues, consultants, and vendors to clarify and/or share lessons learned

m Activate society memberships to get updates on current technologies and standards

m Reach out to ITS device sales representatives for a demonstration of new products or product 

features

Recommended Actions Checklist within the Broader Organizational Context

m Be active in regional and national professional societies, user groups, associations, and 

governmental programs

 Share meeting minutes and notable highlights with other engineering staff

U.S. Department of Transportation

Federal Highway Administration

Office of Operations

1200 New Jersey Ave S.E.

Washington, D.C. 20590

FHWA-HOP-13-008

January 2013