Transportation Systems Management 

and Operations in Action
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Cover source: Thinkstock
Technical Report Documentation Page

1. Report No. 

FHWA-HOP-17-025

2. Government Acces- sion No.3. Recipient’s Catalog No.

4. Title and Subtitle 

Transportation Systems Management and 

Operations in Action

5. Report Date

October 2017

6. Performing 

Organizations Code

7. Authors

 Jackie Clark, Michelle Neuner, 

Sonika Sethi, Jocelyn Bauer, Lisa Bedsole, Adil 

Cheema

8. Performing 

Organization 

Report No.

9. Performing Organization Name and Address

Leidos

11251 Roger Bacon Drive 

Reston, VA 20190

10. Work Unit No. 

(TRAIS)

11. Contract or Grant No. 

12. Sponsoring Agency Name and Address

U.S. Department of Transportation

Federal Highway Administration

1200 New Jersey Avenue, SE

Washington, DC 20590

13. Type of Report and 

Period Covered

Brochure, 9/2016-

8/2017

14. Sponsoring 

Agency Code HOP

15. Supplementary Notes

Mr. Jim Hunt, Federal Highway Administration Government Task Manager

16. Abstract

Transportation systems management and operations, or TSMO, encompasses 

a broad set of strategies that aim to optimize the safe, efficient, and reliable use 

of existing and planned transportation infrastructure for all modes. TSMO is 

undertaken from a systems perspective, which means that these strategies are 

coordinated with related strategies and across multiple jurisdictions, agencies, 

and modes. TSMO strategies range from regional traffic signal systems 

management to shared-use mobility initiatives and include efforts to operate the 

multimodal transportation system and activities to manage travel demand. 

The Federal Highway Administration Office of Operations commissioned these 

case studies to highlight TSMO strategies throughout the United States. The aim 

of this document is to provide State and local agencies with examples and advice 

that can assist them in planning and implementing TSMO strategies in their own 

jurisdictions. 

17. Key Words

Transportation systems management and operations, subareas, planning, reliability, and analysis 

tools

18. Distribution

 Statement 

 No restrictions. 

19. Security Classif. (of this 

report) 

Unclassified

20. Security Classif. (of 

this page) 

Unclassified

21. No of Pages

 60

22.

Price 

 N/A

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

iii

FACTORS APPROXIMATE CONVERSIONS TO SI UNITS

SYMBOL WHEN YOU KNOW MULTIPLY BY TO FIND SYMBOL

LENGTH

In. inches 25.4 millimeters mm

ft feet 0.305 meters m

yd yards 0.914 meters m

mi miles 1.61 kilometers km

AREA

in.2 square inches 645.2 square millimeters mm2

ft2 square feet 0.093 square meters m2

yd2 square yard 0.836 square meters m2

ac acres 0.405 hectares ha

mi2 square miles 2.59 square kilometers km2

VOLUME

fl oz fluid ounces 29.57 milliliters mL

gal gallons 3.785 liters L

ft3 cubic feet 0.028 cubic meters m3

yd3 cubic yards 0.765 cubic meters m3

NOTE: volumes greater than 1,000 L shall be shown in m3

MASS

oz ounces 28.35 grams g

lb pounds 0.454 kilograms kg

T short tons (2000 lb) 0.907 megagrams (or "metric ton") Mg (or "t")

TEMPERATURE (exact degrees)

°F Fahrenheit 5 (F-32)/9 or 

(F-32)/1.8 

Celsius °C

ILLUMINATION

fc foot-candles 10.76 lux lx

fl foot-Lamberts 3.426 candela/m2 cd/m2

FORCE and PRESSURE or STRESS

lbf poundforce 4.45 newtons N

lbf/in.2 poundforce 

per square inch

6.89 kilopascals kPa

SI* (MODERN METRIC) CONVERSION 

*SI is the symbol for the International System of Units. Appropriate rounding should be made to 

comply with Section 4 of ASTM E380. (Revised March 2003).
APPROXIMATE CONVERSIONS TO SI UNITS

SYMBOL WHEN YOU KNOW MULTIPLY BY TO FIND SYMBOL

LENGTH

mm millimeters 0.039 inches in.

m meters 3.28 feet ft

m meters 1.09 yards yd

km kilometers 0.621 miles mi

AREA

mm2 square millimeters 0.0016 square inches in.2

m2 square meters 10.764 square feet ft2

m2 square meters 1.195 square yards yd2

ha hectares 2.47 acres ac

km2 square kilometers 0.386 square miles mi2

VOLUME

mL milliliters 0.034 fluid ounces fl oz

L liters 0.264 gallons gal

m3 cubic meters 35.314 cubic feet ft3

m3 cubic meters 1.307 cubic yards yd3

MASS

g grams 0.035 ounces oz

kg kilograms 2.202 pounds lb

Mg (or "t") megagrams (or "metric ton")1.103 short tons (2000 lb) T

TEMPERATURE (exact degrees)

°C Celsius 1.8C+32 Fahrenheit °F

ILLUMINATION

lx lux 0.0929 foot-candles fc

cd/m2 candela/m2 0.2919 foot-lamberts fl

FORCE and PRESSURE or STRESS

N newtons 0.225 poundforce lbf

kPa kilopascals 0.145 poundforce 

per square inch 

lbf/in2

SI* (MODERN METRIC) CONVERSION (Continued)

iv

*SI is the symbol for the International System of Units. Appropriate rounding should be made to 

comply with Section 4 of ASTM E380. (Revised March 2003).
v

TABLE OF CONTENTS

INTRODUCTION...................................................................... 1

WHAT IS TRANSPORTATION SYSTEMS MANAGEMENT AND 

OPERATIONS? .........................................................................................................1

WHAT ARE THE BENEFITS OF TRANSPORTATION SYSTEMS 

MANAGEMENT AND OPERATIONS? ............................................................2

TRANSPORTATION SYSTEMS MANAGEMENT AND OPERATIONS 

STRATEGIES RELEVANT TO CORRIDORS ....................................................3

CHAPTER 1. FREEWAY MANAGEMENT................................ 5

FULL VIRTUAL TRAFFIC MANAGEMENT CENTER, OKLAHOMA.......5

REVERSIBLE “FLEX” LANES, TAYLORSVILLE, UTAH ................................6

DYNAMIC SPEED LIMITS AND DYNAMIC LANE ASSIGNMENT, 

WASHINGTON STATE .........................................................................................7

TRANSPORTATION OPERATIONS COORDINATING COMMITTEE....8

I-44/ROUTE 13 DIVERGING DIAMOND INTERCHANGE, 

SPRINGFIELD, MISSOURI..................................................................................10

RURAL QUEUE AND DELAY WARNING SYSTEM, MISSOURI............11

CHAPTER 2. ARTERIAL MANAGEMENT............................. 13

REGIONAL TRAFFIC SIGNAL RETIMING PROGRAM, NORTH 

CENTRAL TEXAS COUNCIL OF GOVERNMENTS ...................................13

ADAPTIVE SIGNAL CONTROL TECHNOLOGY, 

PINELLAS COUNTY, FLORIDA........................................................................14

TRAFFIC ESTIMATION AND PREDICTION SYSTEM, UTAH................15

GATEWAY SIGNAL OPTIMIZATION, BALTIMORE, MARYLAND... ....16

55TH STREET “ROAD DIET,” CHICAGO, ILLINOIS...................................18

NEIGHBORHOOD GREENWAYS, PORTLAND, OREGON.....................19

CHAPTER 3. TRAFFIC INCIDENT MANAGEMENT..............21

COORDINATED HIGHWAYS ACTION RESPONSE TEAM, 

MARYLAND ...........................................................................................................21

TRAFFIC INCIDENT MANAGEMENT EFFORT, INDIANA......................22
vi

CHAPTER 4. ROAD WEATHER MANAGEMENT .................25

ROAD CONDITION REPORTING APPLICATION, WYOMING.............25

WEATHER RESPONSIVE TRAVELER INFORMATION SYSTEM, 

MICHIGAN..............................................................................................................26

REGIONAL TRAVELER INFORMATION SYSTEM, SOUTH DAKOTA....27

AUTOMATED WIND WARNING SYSTEM, OREGON..............................29

CHAPTER 5. PLANNED SPECIAL EVENT MANAGEMENT... 31

SUPER BOWL, NEW JERSEY.............................................................................31

SAN SEBASTIAN STREET FESTIVAL, SAN JUAN, PUERTO RICO.......33

CHAPTER 6. EMERGENCY TRANSPORTATION 

OPERATIONS.........................................................................35

NOLA READY, NEW ORLEANS, LOUISIANA.............................................35

CHAPTER 7. PARKING MANAGEMENT...............................37

SFpark DEMAND-BASED PRICING PILOT, SAN FRANCISCO, 

CALIFORNIA ..........................................................................................................37

LA EXPRESS PARKTM PERFORMANCE PARKING SYSTEM, 

LOS ANGELES, CALIFORNIA...........................................................................38

E-PARK DYNAMIC GUIDANCE SYSTEM, SEATTLE, WASHINGTON. .39

CHAPTER 8. WORK ZONE MANAGEMENT.........................43

DYNAMIC LATE LANE MERGE SYSTEM, MICHIGAN............................43

WORK ZONE INTELLIGENT TRANSPORTATION SYSTEMS, 

MISSOURI............................................................................................................... 44

TABLE OF CONTENTS (CONTINUED)
vii

LIST OF FIGURES

Figure 1. Illustration. Example of flex lane configurations.....6

Figure 2. Photo. Variable message signs showing traffic alerts 

and speed limits for individual lanes.................................7

Figure 3. Photo. Example of overhead dynamic speed limit 

signs...................................................................................8

Figure 4. Illustration. Diverging diamond interchange 

configuration....................................................................10

Figure 5. Photo. Example of series of signalized 

intersections.....................................................................13

Figure 6. Illustration. Before and after configurations of a 

roadway treated with a Road Diet...................................18

Figure 7. Illustration. Design for the 55th Street Road Diet 

in Chicago........................................................................19

Figure 8. Photo. A neighborhood greenway in Portland, 

Oregon. ............................................................................19

Figure 9. Photo. Maryland Statewide Operations Center. ....21

Figure 10. Photo. New Jersey Department of Transportation 

Command Center............................................................. 31

Figure 11. Photo. San Sebastian Street Festival.....................33

Figure 12. Illustration. Official logo of NOLA Ready...........35

Figure 13. Photo. An e-Park dynamic message sign shows 

the number of open parking spaces at nearby parking 

facilities............................................................................39
viii

LIST OF TABLES

Table 1. Sample of transportation systems management and 

operations strategies relevant to corridors. .......................3

Table 2. City of Baltimore Gateways Signal Optimization 

Project performance results............................................. 17

Table 3. Michigan dynamic late lane merge system evaluation 

results...............................................................................43
 LIST OF ACRONYMS

ATCS adaptive traffic control systems 

ATDM active transportation and demand management

ATM advanced traffic management

AWWS automated wind warning system

CHART Coordinated Highways Action Response Team

CTA Chicago Transit Authority 

DART Dallas Area Rapid Transit

DDI diverging diamond interchange

DLLMS dynamic late lane merge system 

DMS dynamic message sign

ICM integrated corridor management

IN-TIME Indiana’s Traffic Incident Management Effort 

ITS intelligent transportation systems

MDOT Michigan Department of Transportation 

MoDOT Missouri Department of Transportation

mph miles per hour

NCTCOG North Central Texas Council of Governments 

NJDOT New Jersey Department of Transportation

NJSEA New Jersey Sports and Exposition Authority

NJSP New Jersey State Police

NOHSEP (New Orleans) Office of Homeland Security and 

Emergency Preparedness 

NOLA New Orleans, Louisiana

ODOT Oregon Department of Transportation

SDDOT South Dakota Department of Transportation 

SFMTA San Francisco Municipal Transportation Agency

TIM traffic incident management

ix
TMC traffic management center / transportation 

management center

TOC transportation operations center

TRANSCOM Transportation Operations Coordinating Committee 

TSMO transportation systems management and operations

TSP traffic signal priority

UDOT Utah Department of Transportation

WRTM weather responsive traffic management 

WSDOT Washington State Department of Transportation

Wx-TINFO weather responsive traveler information system

WYDOT Wyoming Department of Transportation

WZITS work zone intelligent transportation systems 

LIST OF ACRONYMS (CONTINUED)
1

INTRODUCTION

WHAT IS TRANSPORTATION SYSTEMS 

MANAGEMENT AND OPERATIONS?

Transportation systems management and operations, or TSMO, 

encompasses a broad set of strategies that aim to optimize the safe, 

efficient, and reliable use of existing and planned transportation 

infrastructure for all modes. TSMO is undertaken from a systems 

perspective, which means that these strategies are coordinated with 

related strategies and across multiple jurisdictions, agencies, and 

modes. TSMO strategies range from regional traffic signal systems 

management to shared-use mobility initiatives (refer to Table 1 for 

an expanded list of strategies). TSMO includes efforts to operate 

the multimodal transportation system and activities to manage 

travel demand.

TSMO proactively addresses a variety of transportation system user 

needs by: 

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

of demand.

• Effectively managing the traffic or transit crowding that results.

• Anticipating and responding to planned and unplanned events 

(e.g., traffic incidents, work zones, inclement weather, and special 

events).

• Providing travelers with high-quality traffic and weather 

information.

• Ensuring that the unique needs of the freight community are 

considered and included in all of the above.

TSMO strategies are supported by both institutional and technologybased activities. For example, TSMO is enabled by memorandum of 

agreement between agencies, operational policies and procedures, 

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

centralized traffic signal operations, and closed circuit television 

video sharing).

INTRODUCTION
2

WHAT ARE THE BENEFITS OF TRANSPORTATION 

SYSTEMS MANAGEMENT AND OPERATIONS? 

TSMO strategies have allowed transportation agencies to address 

transportation issues in the near-term, with lower-cost solutions. 

TSMO strategies deliver a variety of benefits. These include:

• Safer travel: For example, freeway ramp metering has been 

demonstrated to reduce crashes by 15 to 50 percent.

• More free time: Among other time-saving TSMO strategies, 

traffic signal retiming decreases delay on roads by 13 to 94 

percent, and transit signal priority (TSP) reduces transit delay 

by 30 to 40 percent.

• Improved reliability: Strategies that reduce unexpected 

delays (e.g., incident management, road weather management, 

and work zone management) enable the public and freight 

shippers to reduce unexpected delays. TSP improves transit 

on-time performance.

• Less wasted fuel: Traffic incident management (TIM) 

programs help to clear incidents safely and quickly. They 

reduce time lost and fuel wasted in traffic backups. For 

example, Georgia’s TIM program (NaviGAtor) reduced annual 

fuel consumption by 6.83 million gallons per year. National 

studies have shown that integrating traveler information with 

traffic and incident management systems could improve fuel 

economy by about 1.5 percent.

• Cleaner air: TSMO strategies result in cleaner air by 

encouraging alternative modes of transportation (e.g., transit, 

ridesharing, biking, walking, and telecommuting) and 

reducing excess idling due to congested bottlenecks. Electronic 

toll collection reduced harmful emissions at Baltimore, 

Maryland toll plazas by 16 to 63 percent.

INTRODUCTION
3

TRANSPORTATION SYSTEMS MANAGEMENT 

AND OPERATIONS STRATEGIES RELEVANT TO 

CORRIDORS

Many TSMO strategies are applicable and effective at the corridor 

level. Table 1 lists TSMO strategies that agencies can consider when 

looking to improve the operation of their corridors.

Table 1. Sample of transportation systems management and 

operations strategies relevant to corridors.

TSMO Strategies Supporting Activities

Traffic 

Management and 

Operations

• Active traffic management:

◦ Variable speed limits.

◦ Changeable lane assignment.

• Freeway/arterial integrated corridor 

management.

• Managed lanes (high-occupancy vehicle/

toll lanes).

• Ramp metering.

• Traffic surveillance.

• Traffic signal control:

◦ Enhanced multimodal traffic signal 

operations.

◦ Emergency vehicle preemption.

◦ Transit signal priority.

• Truck signal priority.

• Warning systems (queue, curve, 

intersection, size, and speed).

• Roadside truck electronic screening/

clearance programs.

• Bicycle and pedestrian crossing 

enhancements.

• Use of connected vehicles for management.

Road Weather 

Operations

• Road weather information systems.

• Winter roadway operations.

INTRODUCTION
4

TSMO Strategies Supporting Activities

Maintenance and 

Construction 

Management

• Maintenance and construction activity 

coordination.

• Work zone management.

Incident and 

Emergency 

Management

• Traffic incident management.

• Emergency management.

• Computer-aided dispatch integration.

• Emergency vehicle routing.

Public 

Transportation 

Management

• Advanced transit operations management.

• Electronic fare collection and integration.

• Transit surveillance and security.

• Multimodal travel connections.

Complementary 

Strategies that 

Support TSMO

• Bottleneck removal.

• Access management.

• High performance transit.

TSMO = transportation systems management and operations.

This brochure will provide an overview of TSMO strategies through 

recent examples of deployment of such strategies across the country. 

It is divided into the following chapters:

Chapter 1. Freeway Management

Chapter 2. Arterial Management

Chapter 3. Traffic Incident Management

Chapter 4. Road Weather Management

Chapter 5. Planned Special Event Management

Chapter 6. Emergency Transportation Operations

Chapter 7. Parking Management

Chapter 8. Work Zone Management

Table 1. Sample of transportation systems management and 

operations strategies relevant to corridors. (Continued)

INTRODUCTION
5

CHAPTER 1. FREEWAY MANAGEMENT

FULL VIRTUAL TRAFFIC MANAGEMENT CENTER, 

OKLAHOMA

The Oklahoma Department of Transportation (ODOT) in partnership 

with the University of Oklahoma Intelligent Transportation Systems 

Laboratory, designed and deployed a low-cost, fully virtual 

traffic management center (TMC). The virtual TMC consists of 

a geographically distributed fault-tolerant network of desktops 

referred to as “ITS Pathfinder” or “ITS Consoles,” which are 

capable of controlling intelligent transportation system (ITS) devices 

visible on the statewide private ITS network.1

Cost-effective Solution. ODOT considered implementing an 

integrated, multi-agency, centralized TMC, but it was not feasible 

due to the costs associated with building, operating, and maintaining 

such a facility. As a result, ODOT opted for the low-cost, distributed, 

virtual TMC using commercial off-the-shelf desktop computers and 

an open source GIS mapping software.

Interagency Collaboration. Currently, there are 45 agencies 

participating in this endeavor. ODOT has in place a memorandum 

of understanding with each agency. ODOT provides stakeholder 

agencies with ITS Consoles. These can be deployed even in rural 

areas where there are no fiber optics, provided that there is an 

Internet connection capable of supporting a secure virtual private 

network. The ITS Consoles consist of various protocols including 

closed circuit televisions, dynamic message signs, road weather 

information system, traffic sensors, and event management, which 

are integrated into a single system. There are 200 miles of statewide 

coverage with ITS devices. Most of the devices are located within 

the Oklahoma City, Tulsa, Lawton, and McAllister areas. ODOT 

1 Federal Highway Administration (FHWA), Guidelines for Virtual Transportation 

Management Center Development, FHWA-HOP-14-016 (Washington, DC: 

December 2014). Available at: https://ops.fhwa.dot.gov/publications/fhwahop14016/

fhwahop14016.pdf.

FREEWAY MANAGEMENT

1
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monitors, maintains, and supports the system and also provides 

training to all partner agencies on an ongoing basis. User privileges 

are set up by ODOT personnel.

For more information, contact: Oklahoma Department of 

Transportation, https://www.ok.gov/odot/, or the Center for Intelligent 

Transportations Systems, University of Oklahoma, http://its.ou.edu/.

REVERSIBLE “FLEX” LANES, TAYLORSVILLE, UTAH 

In 2012, the Utah Department of Transportation (UDOT) installed its 

first flex lane project on 5400 South in Taylorsville, Utah. Flex lanes 

(also called reversible lanes) are a congestion management tool used 

to accommodate heavy traffic by changing the direction of one or 

more lanes during peak hours. This strategy is most effective when 

there is traffic congestion in one direction during peak travel times. 

The section of 5400 South carries about 40,000 vehicles per day. 

By switching the direction of traffic of one of the lanes during 

peak hours, UDOT saw improvements in traffic flow. The flex lane 

project allowed four eastbound lanes, a left turn lane, and two 

westbound lanes during the morning rush hour. During the evening 

peak, four westbound lanes, a left turn lane, and two eastbound 

lanes are provided. During all other times, there are three lanes in 

each direction.

Figure 1. Illustration. Example of flex lane configurations. 

Source: Utah Department of Transportation.

FREEWAY MANAGEMENT

1
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Positive, Measurable Results. The before and after study of the 

flex lanes indicate an overall benefit.2 During the AM and PM peak 

periods in the peak directions, travel times were reduced by 

45 seconds and 50 seconds, respectively. Using the travel time 

savings, the research team estimated that the flex lanes could save 

users a total of $792,000 per year and reduce emission toxins by 

1.24 tons per year.

For more information, contact: Utah Department 

of Transportation, https://www.udot.utah.gov/main/

f?p=100:pg:0:::1:T,V:191. 

DYNAMIC SPEED LIMITS AND DYNAMIC LANE 

ASSIGNMENT, WASHINGTON STATE 

Washington State Department of Transportation (WSDOT) uses an 

active transportation and demand management (ATDM) strategy that 

consists of overhead lane signs to provide motorists with advance 

notice of traffic conditions. The system reduces the likelihood of 

collisions and improves traffic flow by using signs that display 

variable speed limits, symbols to direct drivers to change lanes when 

a lane is blocked, and messages to warn drivers of congestion or 

crashes ahead.

2 Utah Department of Transportation, 5400 South Flex Lanes Before/After Evaluation, 

Bangerter Highway to Redwood Road, Taylorsville, Utah. June 24, 2013.

Source: DKS Associates, courtesy of KLiK.

Figure 2. Photo. Variable message signs showing traffic alerts 

and speed limits for individual lanes. 

FREEWAY MANAGEMENT

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One of the first State 

transportation agencies 

to use this type of 

ATDM system, WSDOT 

implemented it in 2010 

on sections of Interstate 5, 

Interstate 90, and State 

Route 520. The State’s 

emergency responders 

report high compliance 

with the lane control 

symbols. Law enforcement officers patrolling the corridors also 

report feeling safer when working on the roadway.3

Positive, Measurable Results. WSDOT completed a before-andafter crash study to evaluate the ATDM system on Interstate 5.4

They used 3 years of before and after data. The analysis showed 

a 1.3 percent reduction in weekday collisions and a 14 percent 

reduction in weekend collisions. WSDOT believes that the ability to 

provide real-time information to drivers who are unfamiliar to the 

area may account for the larger weekend reductions.

For more information, contact: Washington State Department of 

Transportation, http://www.wsdot.wa.gov/.

TRANSPORTATION OPERATIONS COORDINATING 

COMMITTEE

The Transportation Operations Coordinating Committee 

(TRANSCOM) is a coalition of the 16 major transportation and 

public safety agencies in the New York, New Jersey, Connecticut 

metropolitan region. Its member agencies include major State and city 

departments of transportation, toll authorities, transit agencies, and 

3 Washington State Department of Transportation, “Benefits of ATDM.” Available at: 

http://www.wsdot.wa.gov/Operations/Traffic/ActiveTrafficManagement/Benefits.htm.

4 Washington State Department of Transportation, The 2014 Corridor Capacity 

Report, October 2014, p. 44. Available at: http://wsdot.wa.gov/publications/fulltext/

graynotebook/CCR14.pdf#page=44.

Figure 3. Photo. Example of overhead 

dynamic speed limit signs. 

Source: Washington State Department 

of Transportation.

FREEWAY MANAGEMENT

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State police. In addition to the member agencies, TRANSCOM works 

with more than 100 other entities, including county and municipal 

police, fire, and offices of emergency management; metropolitan 

planning organizations; motor carrier associations and private bus 

operators. Members are responsible for operating limited access 

highways and major arterials, commuter rail, subways and light rail, 

urban and suburban bus systems, tunnels and bridges, airports, marine 

terminals and bus terminals.

Founded in 1986 to facilitate coordination of construction projects 

on a regional basis, TRANSCOM’s role has expanded to include 

regional traffic and transit incident management, special events 

management and the implementation of regional intelligent 

transportation systems (ITS). These activities are supported through 

TRANSCOM’s 24/7 operations information center, which collects 

and disseminates real-time incident, construction, and special event 

information to member and non-member agencies. TRANSCOM’s 

information networks include the integration of multi-agency 

highway and transit travel times, multi-agency video, and historic 

travel time and event data. This information not only supports 

member agency traveler information systems, but it is provided free 

to hundreds of private, government, and academic entities for use 

in their own applications. TRANSCOM’s networks are essential 

elements for the current implementation of integrated corridor 

management (ICM) in the region.

TRANSCOM works on a cooperative model of decision making, 

based on robust integrated information and strong working 

relationships with member and non-member agencies at all levels. It 

has a formal structure based on a multi-year membership agreement, 

by-laws and a strategic plan.

Positive Results. TRANSCOM has had a clear impact on 

transportation systems operations. Participants consistently note 

reduction in incident-related delays and more efficient travel during 

construction and major events due to TRANSCOM’s resources 

and services. Cost savings and scale economies have resulted due 

FREEWAY MANAGEMENT

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to compatible, regional implementation of ITS systems, resource 

sharing, and improved information for travelers and shippers. 

TRANSCOM’s combination of relationships and data has been 

particularly important during severe regional events, such hurricanes 

and blizzards, where multi-agency decision making is critical. 

TRANSCOM has become a national model of how separate 

agencies can work cooperatively to serve the travelling public and it 

has been a resource to its peers nationally and internationally.

For more information, contact: TRANSCOM, https://xcm.org/

XCMWebSite/Index.aspx.

I-44/ROUTE 13 DIVERGING DIAMOND 

INTERCHANGE, SPRINGFIELD, MISSOURI

The I-44/Route 13 interchange had a number of issues including: 

traffic congestion, left-turns backing up and blocking thru traffic, 

and above average crash frequency. The Missouri Department of 

Transportation (MoDOT) had limited funds to improve this location 

and considered three options: 

1. Widen the bridge with dual left-hand turn lanes.

2. Replace the bridge with a single-point urban interchange.

3. Convert the existing 

interchange to a diverging 

diamond interchange (DDI).

The DDI option was the 

cheapest to build and maintain, 

and the quickest to build 

because it utilized the existing 

bridge and required no 

additional right of way. Even 

so, it was tough to sell the idea 

to leadership and the public 

because it would be the first 

DDI in the United States. 

Source: Missouri Department of Transportation.

Figure 4. Illustration. Diverging 

diamond interchange configuration. 

FREEWAY MANAGEMENT

1
11

To get public buy-in, the project staff utilized an enhanced level of 

traffic analysis and public outreach including a simulation model 

and project video designed to showcase how a DDI operates. The 

project engineer championed the idea to leadership and convinced 

MoDOT’s Central Design staff that the pedestrian access would 

work well through the middle of the DDI. Thus, in 2009, MoDOT 

implemented a $3.2 million project to convert the existing 

interchange into a DDI. 

Positive, Measurable Results. The DDI yielded multiple benefits. 

Left-turn movements experienced a noticeable decrease in delay 

and queuing, although through movements had a slight increase in 

travel time. The new interchange design improved overall traffic 

flow and eliminated the previously typical one mile backups during 

the morning and afternoon and the two to three mile backups during 

weekends and holidays. In terms of safety, total crashes decreased 

by 46 percent in the first year of operation and left-turn right angle 

crashes decreased by 72 percent.

For more information, contact: Missouri Department of 

Transportation, http://www.modot.org/. 

RURAL QUEUE AND DELAY WARNING SYSTEM, 

MISSOURI

The Missouri Department of Transportation (MoDOT) experienced 

great success with their Smart Work Zone, and their accident 

warning dynamic message signs (DMS). MoDOT built upon these 

two proven tools and launched the Rural Queue and Delay Warning 

System on I-70 in January 2016.

The system uses real-time probe segment speeds to automatically 

update rural DMS boards with information that is crucial for 

motorists. The speed data is updated every minute of the day 

across the entire length of I-70. As speed decreases, the system 

automatically formats and posts a single phase DMS board message. 

This automated message tells motorists if they should expect slowed 

FREEWAY MANAGEMENT

1
12

or stopped traffic, where they should expect to encounter it, and how 

long of a delay they should expect because of it.5

Once the traffic management center operator confirms the details of 

the cause of the delay, they can execute the response plan and post a 

second phase to the message board, providing additional information 

to the motorist about the cause of the delay. The alert system is 

also tied into MoDOT’s Field Alert Traffic System, which provides 

MoDOT employees with text or email updates of delays for predetermined routes.6

The alert system, while designed for use by MoDOT staff, has been 

shared with contractor personnel working on MoDOT rights of way 

as well as law enforcement partners. There are currently around 

200 users of the system. In 2016, MoDOT won ITS America’s Best 

of ITS Heartland Project Award for using urban traffic solutions to 

manage rural queues. To date, traveler feedback on the system has 

been positive.

For more information, contact: Kansas City Scout, http://www.

kcscout.com/. See also, MoDOT, http://www.modot.org/. 

5 Missouri Department of Transportation News Release, “MoDOT Receives 

Governor Award for Quality and Productivity,” last modified: October 28, 

2016. Available at: http://www.modot.org/newsandinfo/District0News.

shtml?action=displaySSI&newsId=208949.

6 Missouri Department of Transportation, Transportation Planning, Field Traffic 

Alert System, April 2016. Available at: http://www.modot.org/innovationschallenge/

documents/FieldTrafficAlertSystem.pdf.

FREEWAY MANAGEMENT

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CHAPTER 2. ARTERIAL MANAGEMENT

REGIONAL TRAFFIC SIGNAL RETIMING 

PROGRAM, NORTH CENTRAL TEXAS COUNCIL OF 

GOVERNMENTS

This program, originally named the Thoroughfare Assessment 

Program (TAP), was launched in 2003 by the North Central Texas 

Council of Governments (NCTCOG). It was renamed the Regional 

Traffic Signal Retiming Program (RTSRP) in 2010. More than 1892 

traffic signals in various cities in the region were retimed under TAP. 

RTSRP has multiple phases. Phase I is completed and three other 

phases are still being implemented. The goal of the program was 

to reduce vehicular emissions and improve mobility. The program 

systemically develops, implements, and optimizes 200 traffic 

signal timing plans along 25 miles of arterial streets in the cities 

of Arlington, Dallas, and Grand Prairie. Intersection timing plans 

were analyzed on a system level by organizing them into designated 

corridors. RTSRP Phase I was implemented in Arlington, Grand 

Prairie, Dallas, Carrollton, Fort Worth, Lake Worth, Flower Mound, 

Frisco, Irving, Plano, Hurst, Colleyville, Wylie, Richland Hills, 

Keller and Watauga. A total of 435 traffic signals were retimed under 

this phase.

Figure 5. Photo. Example of series of signalized intersections. Source: Federal Highway Administration.

ARTERIAL MANAGEMENT

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To perform signal timing analysis, NCTCOG collected intersection 

peak-hour turning movements and volume data. It also used an 

instrumented vehicle to measure travel time for 2,300 miles along 

the corridors. Four period-based timing plans were developed, 

namely, weekday AM, midday, PM peaks, and midday weekend 

peak. After the timing plans were operational, NCTCOG performed 

extensive fine-tuning to improve on-street performance.

Positive, Measurable Results. NCTCOG travel time analysis 

shows a 7.3 percent overall reduction in travel time and a 31.1 

percent overall reduction in number of stops. SynchroTM models 

also estimated a 14.3 percent reduction in fuel consumption and 4.9 

percent reduction in emissions. The estimated user benefit for all 

corridors comes to approximately $25.7 million in annual savings. 

In summary, the implementation of this project has benefited 

the users of these corridors and achieved the goals of reducing 

emissions and improving mobility.

For more information, contact: North Central Texas Council of 

Governments, http://www.nctcog.org/. 

ADAPTIVE SIGNAL CONTROL TECHNOLOGY, 

PINELLAS COUNTY, FLORIDA

In 2012, Pinellas County installed adaptive traffic control systems 

(ATCS) along SR 580. ATCS are designed to overcome the limitations 

of pre-timed and pattern-matching-based control by responding to 

changes in traffic flow on a continuous basis and adjusting signal 

timing in accordance with fluctuations in traffic demand. The ability 

of the system to react to changes in volume is expected to result in 

reduced delays, shorter queues, and decreased travel times.

The SR 580 road is a major arterial with segments reaching an 

average daily traffic count of 44,000 vehicles. The county sought 

to improve progression along the main line without reducing 

service levels to minor movements. A nine-intersection segment of 

SR 580, spanning approximately 2.3 miles, was selected for ATCS 

installation. 

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Positive, Measurable Results. Before and after installation, an 

independent study examined changes in travel time, average speed, 

and delay by using cameras mounted at each intersection. The study 

concluded that the operation of the ATCS yielded an increased level 

of service to the users of SR 580 due to overall reductions in travel 

times, delays, and the number of stops during the peak hours. Cross 

street delay results were mixed. The study estimated that average 

daily vehicle hours traveled declined by 244 hours and daily fuel 

consumption decreased by 294 gallons. Total annual benefit was 

estimated at $1.4 million with an overall benefit cost ratio of 20:1.7

For more information, contact: Pinellas County Public Works and 

Transportation, http://www.pinellascounty.org/PublicWorks/ITS.htm.

TRAFFIC ESTIMATION AND PREDICTION SYSTEM, 

UTAH

The Utah Department of Transportation (UDOT) implemented 

weather-responsive traffic signal timing systems just outside 

Salt Lake City on the Riverdale Road corridor in Ogden, Utah, a 

congested non-freeway corridor that carries about 47,000 vehicles a 

day. The objective of the project was to make UDOT’s traffic signal 

system more responsive to changes in traffic demands and travel 

speeds during severe weather conditions.

UDOT created three special traffic signal timing plans: (1) using 

no recalls, (2) using minimum recalls on all phases, and (3) using 

maximum recalls on all phases. The timing plans were downloaded 

to each of the 11 signalized intersections in the corridor and 

deployed only when weather events were expected to have a 

significant impact on traffic operations for an extended period or 

duration.8

7 Rhythm Engineering, “Case Study: Pinellas County, FL,” April 2013, 11228 

Thompson Avenue, Lenexa KS 66219.”

8 Federal Highway Administration, “Weather Responsive Traffic Signal Timing in 

Utah Department of Transportation,” FHWA-JPO-13-092 (Washington, DC: 2013). 

Available at: https://ntl.bts.gov/lib/51000/51000/51007/30EA885D.pdf.

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UDOT also installed a road weather information system station 

in the corridor which collected information on road and weather 

conditions. The agency fed information, along with traffic counts 

from loop detectors and roadside sensors, into a traffic estimation 

and prediction system, which analyzed the data continuously to 

provide real-time estimates of traffic conditions, network flow 

patterns, and routing information to traffic signal operators.9 Once 

aware of the impending travel flow deterioration, the system allows 

the operators to deploy traffic signal timing plans that best match the 

prevailing travel conditions in the corridor. 

Positive, Measurable Results. The weather responsive timing 

plans were deployed a total of 13 times during different winter 

weather events in early 2013. In over half of these events, the 

operators’ assessment indicated either an average or above average 

improvement in traffic operations as a result of the weatherresponsive timing plans. Before-and-after analyses also showed 

that UDOT was able to maintain a high level of progression on the 

corridor by implementing weather-responsive traffic signal timing.10

For more information, contact: Utah Department of 

Transportation, Traffic Signal Program, https://www.udot.utah.gov/

main/f?p=100:pg:0:::1:T,V:191.

GATEWAY SIGNAL OPTIMIZATION, BALTIMORE, 

MARYLAND 

The City of Baltimore, Maryland, optimized approximately 175 

traffic signals along 9 arterials to reduce delay and improve travel 

time for motorists commuting to and from downtown Baltimore 

City. Commuters were experiencing significant delays due to closely 

spaced and poorly coordinated signals. The city identified a need to 

9 Federal Highway Administration, Implementation of a Weather Responsive 

Traffic Estimation and Prediction System (TrEPS) for Signal Timing at Utah DOT, 

FHWA-JPO-14-140 (Washington, DC: July 2014). Available at: https://ntl.bts.gov/

lib/52000/52600/52623/FHWA-JPO-14-140_v2.pdf.

10 Federal Highway Administration, “Weather Responsive Traffic Signal Timing in 

Utah Department of Transportation,” FHWA-JPO-13-092 (Washington, DC: 2013). 

Available at: https://ntl.bts.gov/lib/51000/51000/51007/30EA885D.pdf. 

ARTERIAL MANAGEMENT

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optimize signal timing plans to serve both the directional commuter 

peak as well as local traffic patterns, but lacked the resources and 

experience to undertake the project. Using both local funds and 

Congestion Mitigation and Air Quality Program funds, they hired 

a contractor to complete the Baltimore City Gateways Signal 

Optimization Project.

The Baltimore City Gateways Signal Optimization Project included 

data collection, evaluation of existing conditions, traffic modeling, 

timing plan development, field implementation and testing, travel time 

studies, and recommendations. The City of Baltimore later carried 

out timing optimization on additional roads and the Central Business 

District; the results were similar and very encouraging.

Positive, Measurable Results. The project was an overall success 

for the City of Baltimore. Optimization of the traffic signals 

produced a benefit to cost ratio of 51:1 in the first year. Benefits 

included reducing stops, delays, fuel consumption, and emissions 

(see table below). The estimated equivalent monetary benefit was 

approximately $20.4 million in the first year.11

Table 2. City of Baltimore Gateways Signal Optimization 

Project performance results.

Performance Measure Improvement Rate

Vehicle Delay 29%

Number of Stops 11%

Fuel Consumption 11%

Carbon Monoxide Emissions 11%

Nitrous Oxide Emissions 11%

For more information, contact: City of Baltimore, Transportation 

Department, http://transportation.baltimorecity.gov/.

11 Federal Highway Administration, An Agency Guide on Overcoming Unique 

Challenges to Localized Congestion Reduction Projects, FHWA-HOP-11-034 

(Washington, DC: 2011). Available at: https://ops.fhwa.dot.gov/publications/

fhwahop11034/fhwahop11034.pdf. 

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55TH STREET “ROAD DIET,” CHICAGO, ILLINOIS

In 2011, an announcement from Chicago’s mayor that the city 

would install 100 miles of separated bicycle lanes was the starting 

point that led to the Road Diet on 55th Street. From Cottage Grove 

Avenue to Dorchester Avenue, this 0.8-mile Road Diet transformed 

a four-lane roadway with parking on both sides to a three-lane 

roadway with parking-separated bicycle lanes. 

The Chicago Transit Authority (CTA) has a primary bus route along 

this road, with headways ranging from 5 to 20 minutes throughout 

the day. The city coordinated extensively with the CTA on the design 

of the Road Diet. The overall design and layout of the bus stops in 

coordination with the separated bicycle lanes was a critical issue to 

maintain efficient bus operation.12, 13

Positive, Measurable Results. The 55th Street Road Diet experienced 

the following results after installation. 

12 Federal Highway Administration, Road Diet Case Studies, FHWA-SA-15-052 

(Washington, DC: 2015). Available at: https://safety.fhwa.dot.gov/road_diets/case_

studies/roaddiet_cs.pdf.

13 City of Chicago, Streets for Cycling Plan 2020. Available at: https://www.cityofchicago.

org/content/dam/city/depts/cdot/bike/general/ChicagoStreetsforCycling2020.pdf.

Figure 6. Illustration. Before and after configurations of a 

roadway treated with a Road Diet. 

Source: Road Diet Case Studies. Federal 

Highway Administration.

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• Speeding had been an issue on the corridor prior to the Road 

Diet, but since the conversion, drivers have been closely 

adhering to the 30 mile per hour (mph) speed limit. 

• According to a city engineer, the Road Diet has made it easier 

for pedestrians to cross 55th Street at intersecting roadways. 

• Community feedback has indicated that the Road Diet has 

improved livability. Since 55th Street runs along the University 

of Chicago campus, the addition of bicycle lanes was a great 

advantage to students, staff, and visitors.

For more information, contact: Chicago Department of 

Transportation, https://www.cityofchicago.org/city/en/depts/cdot.html.

NEIGHBORHOOD GREENWAYS, PORTLAND, 

OREGON

Over the last decade, 

the Portland Bureau 

of Transportation has 

worked to expand 

Portland’s network 

of Neighborhood 

Greenways, or bicycle 

boulevards, in order 

to encourage walking 

and bicycling. These 

Figure 7. Illustration. Design for the 55th Street Road Diet 

in Chicago. 

Source: Road Diet Case Studies. 

Federal Highway Administration.

Figure 8. Photo. A neighborhood 

greenway in Portland, Oregon. 

Source: Greg Raisman, Flickr.

ARTERIAL MANAGEMENT

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greenways are streets with low traffic volume and speed where 

bicycles, pedestrians, and neighbors are given priority. Portland 

currently has over 70 miles of greenways.14

Portland’s operational performance guidelines for greenways 

include: 

• Reduce vehicle speeds to 20 mph or less using speed bumps.

• Limit daily average to approximately 1,000 cars per day with 

the upper limit set at 2,000 cars by reducing auto cut-throughs 

using speed bumps and traffic diverters.

• Provide ample opportunities for people bicycling and walking 

to cross busy streets, at least 50 crossing opportunities per 

hour, with 100 crossing opportunities per hour the preferred 

level of service.

• Guide bicyclists and pedestrians on the route using pavement 

markings and signage to let users know where the Greenway 

goes and what is nearby.

Positive, Measurable Results. Neighborhood greenways have 

contributed to the increase in bicycling in the city. Since 2000, the 

number of Portlanders riding bicycles to work has increased nearly 

250 percent. In some census tracts of Northeast and Southeast 

Portland, bicycle commuting approaches 25 percent of all trips to 

work.

For more information, contact: Portland Bureau of Transportation, 

PDX Streets and Infrastructure, https://www.portlandoregon.gov/

transportation/50518.

14 Portland Bureau of Transportation, “Neighborhood Greenways 101.” Available at: 

https://www.portlandoregon.gov/transportation/article/554110.

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CHAPTER 3. TRAFFIC INCIDENT 

MANAGEMENT

COORDINATED HIGHWAYS ACTION RESPONSE 

TEAM, MARYLAND 

The Coordinated 

Highways Action 

Response Team 

(CHART) is a 

joint initiative 

of the Maryland 

State Highway 

Administration, 

Maryland 

Transportation 

Authority, 

Maryland 

State Police, 

Federal Highway Administration, University of Maryland Center 

for Advanced Transportation Technology and various local 

governments. The program began in the mid-1980s in an effort 

to improve travel to and from Maryland’s Eastern Shore. It has 

evolved into a multi-jurisdictional and multi-disciplinary program. 

Today, this advanced traffic management system is enhanced by 

a command and control center called the Maryland Statewide 

Operations Center, the “hub” of the CHART system, functioning 24 

hours per day, 7 days per week, with three satellite traffic operations 

centers located across the state to handle peak-period traffic.

CHART’s mission is to improve “real-time” operations on 

Maryland’s highway system through teamwork and technology. To 

meet this objective, CHART oversees traffic monitoring, incident 

response, dissemination of local traveler information via website, 

traffic management, and severe weather and emergency operations. 

Figure 9. Photo. Maryland Statewide 

Operations Center. 

Source: Maryland Coordinated Highways 

Action Response Team.

TRAFFIC INCIDENT MANAGEMENT

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In 2015, CHART recorded over 77,800 emergency response cases. 

Data elements for each case included the location of each incident, 

type of incident, number of lanes closed, incident and disabled 

vehicles by time of day, source and time of incident detection, and 

time and duration of incident response.

Positive, Measurable Results. A benefit analysis was conducted to 

evaluate the effectiveness of CHART’s incident detection, response, 

and traffic management operations on Interstate highways and 

major arterials. Monetary benefits were estimated at $1,293 million 

in reduced delay time, $18.5 million in fuel consumption savings, 

and $44.7 million in emissions reduction. Although costs were 

not analyzed or provided, it can be assumed from the benefits that 

CHART is effective in achieving its mission to improve Maryland’s 

operations.

For more information, contact: Coordinated Highways Action 

Response Team, http://www.chart.state.md.us/, or Maryland State 

Highway Administration, http://www.roads.maryland.gov/Home.aspx. 

TRAFFIC INCIDENT MANAGEMENT EFFORT, 

INDIANA

For every minute that a freeway travel lane is blocked during the 

peak travel period, 4 minutes of delay are generated. Thus, an 

incident lasting 60 minutes during rush hour will cause a 240 minute 

delay before normal flow is restored. Chances of a secondary crash 

increase by 2.8 percent for each minute the primary incident is not 

cleared. Roadway incidents are estimated to cause 54 percent of 

congestion in urban areas.15

To help improve incident clearing times, the Indiana State Police and 

Indiana Department of Transportation with support from the Federal 

Highway Administration – Indiana Division created the Indiana 

Quick Clearance Working Group in the fall of 2007. This group 

15 Indiana’s Traffic Incident Management Effort, “INdiana – Traffic Incident 

Management Effort” brochure. Available at: https://www.allencounty.us/homeland/

images/training_exercise/docs/INTIME_fact_sheet_ver_5_June_2013.pdf.

TRAFFIC INCIDENT MANAGEMENT

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changed its name to Indiana’s Traffic Incident Management Effort 

(IN-TIME) in January 2009.16 IN-TIME is a multi-disciplinary effort 

that enables traffic incident responders from all disciplines to follow 

agreed-upon multi-lateral policies and procedures while applying the 

“Open Roads Philosophy.” The concept behind this philosophy is 

that all first responders, after ensuring their own personal safety and 

the safety and security of any incident victims, should make it their 

secondary priority to reduce the congestion that leads to a higher 

risk of secondary incidents, which negatively impact both responder 

and road user safety.17

Innovative Solution. One of the components of IN-TIME is to 

encourage the training and use of photogrammetry, the process of 

making surveys and maps through the use of aerial photographs. With 

photogrammetry, IN-TIME can use a computer-based program that 

creates scale diagrams of crash scenes based on digital photographs.

The results are accurate to within 1/8th of an inch. By comparison, a 

fatal crash scene may take several hours for investigators to collect 

evidence and measurements utilizing traditional methods. Now, 

with photogrammetry, the same crash scene can be documented in a 

fraction of the time, sometimes less than 30 minutes. It is estimated 

that photogrammetry saves an average of 1 hour and 47 minutes per 

incident as compared to current traditional methods.18

For more information, contact: Indiana Traffic Incident 

Management Effort (IN-TIME), http://www.in.gov/intime/index.htm.

16 State of Indiana, “Traffic Incident Management Effort” web page. Available at: http://

www.in.gov/intime/2332.htm.

17 Indiana’s Traffic Incident Management Effort, “INdiana – Traffic Incident 

Management Effort” brochure. Available at: https://www.allencounty.us/homeland/

images/training_exercise/docs/INTIME_fact_sheet_ver_5_June_2013.pdf.

18 Indiana State Police, “Photogrammetry Technology Speeds Crash Investigations,” 

Press Release. Last modified: June 19, 2009. Available at: http://www.in.gov/archivecalendar/EventList.aspx?fromdate=1/1/2009&todate=12/31/2009&display=Month&-

type=public&eventidn=24386&view=EventDetails&information_id=48848&print=print.

TRAFFIC INCIDENT MANAGEMENT

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CHAPTER 4. ROAD WEATHER 

MANAGEMENT

ROAD CONDITION REPORTING APPLICATION, 

WYOMING

Wyoming Department of Transportation (WYDOT) partnered with 

the Federal Highway Administration’s Road Weather Management 

Program to develop and implement a weather responsive traffic 

management strategy called the Road Condition Reporting 

Application (the “App”).19, 20 The objectives of the Wyoming App 

project were to:

• Improve the efficiency of road condition reporting by 

maintenance staff.

• Improve the efficiency of the transportation management 

center (TMC) operations in responding to the reported road 

conditions.

• Improve the timeliness of updated traveler information.

• Improve the situational awareness of maintenance staff in the 

field regarding road weather conditions.

The App was developed to run on a tablet computer that uses 

Wyoming’s communication system. It is used by WYDOT 

maintenance personnel to report road weather information to 

the TMC, recommend variable speed limit changes, report snow 

performance measures, and report a number of different traffic 

incidents, including crashes and road hazards. The App is also used 

to share information with maintenance employees, including the 

road conditions that are reported to the public, variable speed limit 

19 Federal Highway Administration, “Wyoming Department Transportation (WYDOT) 

Road Condition Reporting Application for Weather Responsive Traffic Management,” 

FHWA-JPO-16-271 (Washington, DC: 2016). Available at: https://ntl.bts.gov/

lib/57000/57000/57049/FHWA-JPO-16-271_v2_-_WyDOT_Flyer.pdf.

20 Federal Highway Administration, Wyoming Department of Transportation. Road 

Condition Reporting Application for Weather Responsive Traffic Management, 

FHWA-JPO-16-266 (Washington, DC: 2016). Available at: https://ntl.bts.gov/

lib/56000/56800/56890/FHWA-JPO-16-266_v2.pdf. 

ROAD WEATHER MANAGEMENT

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26

information, weather information, messages posted on dynamic 

message signs, and map-based asset location information. 

Positive, Measurable Results. Overall, the evaluations indicate 

improved effectiveness and efficiency of road condition reporting 

and TMC activities and capabilities during weather events. 

Furthermore, WYDOT noted improvements in the TMC data 

management systems, frequency of road reports, field information 

accuracy, and situation awareness of maintenance employees. 

For more information, contact: Wyoming Department of 

Transportation, GIS Group, http://gis.wyoroad.info/.

WEATHER RESPONSIVE TRAVELER INFORMATION 

SYSTEM, MICHIGAN

In partnership with the Federal Highway Administration’s (FHWA) 

Road Weather Management Program, the Michigan Department of 

Transportation (MDOT) developed a weather responsive traveler 

Wx-TINFO system.21, 22 The Wx-TINFO system integrates multiple 

weather data sources into one program to enable transportation 

operations center (TOC) staff to provide more accurate, timely, 

and effective messaging to travelers, thereby improving operating 

conditions during weather events. The objectives of the Wx-TINFO 

project included:

• Improving the real-time traffic management capabilities of 

MDOT TOC staff during weather events.

• Improving the timeliness and content of road condition reports 

to motorists. 

• Providing road weather condition information that maintenance 

staff can use for their operations.

21 Federal Highway Administration, “Michigan Department of Transportation 

(MDOT) Weather Responsive Traveler Information (Wx-TINFO) System,” FHWAJPO-16-324, (Washington, DC: January 2016). Available at: https://ntl.bts.gov/

lib/57000/57000/57050/FHWA-JPO-16-324_v1_-_MDOT_Flyer.pdf.

22 Federal Highway Administration, Michigan Department of Transportation (MDOT) 

Weather Responsive Traveler Information (Wx-TINFO) System Implementation 

Project – Final Report, FHWA-JPO-16-323 (Washington, DC: January 2016). 

Available at: https://ntl.bts.gov/lib/58000/58000/58015/FHWA-JPO-16-323.pdf.

ROAD WEATHER MANAGEMENT

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The Wx-TINFO application processes the weather data and 

generates traveler alert information, which is linked to dynamic 

message signs and delivered to the advanced traffic management 

system automatically. The TOC operators have the ability to approve 

or override messages, as necessary.

Overall, the Wx-TINFO system has improved the traffic 

management capabilities of MDOT TOC staff during weather events 

and has provided benefits to travelers by improving the timeliness 

and content of updates to the public.

Positive, Measurable Results. Evaluations of the Wx-TINFO 

system implementation show an increase in the average number 

and percentage of dynamic message signs displaying weather 

alerts. The benefits to travelers include more specific weatherrelated information messages and statewide decreases in user delay 

costs between 25 and 67 percent during National Weather Service 

Advisories and Warnings.

For more information, contact: Michigan Department of 

Transportation Intelligent Transportation Systems, http://www.

michigan.gov/its.

REGIONAL TRAVELER INFORMATION SYSTEM, 

SOUTH DAKOTA

The South Dakota Department of Transportation (SDDOT) 

implemented a weather responsive traffic management (WRTM) 

strategy that involves mobile data collection and traveler 

information dissemination during weather events.23, 24 Assisted by 

the Federal Highway Administration’s Road Weather Management 

23 Federal Highway Administration, “South Dakota Department Transportation 

(SDDOT) Regional Traveler Information System for Weather Responsive Traffic 

Management,” FHWA-JPO-16-325 (Washington, DC: 2016). Available at: https://ntl.

bts.gov/lib/57000/57000/57051/FHWA-JPO-16-325_v1_-_SDDOT_Flyer.pdf.

24 Federal Highway Administration, South Dakota Department of Transportation 

(SDDOT) Regional Traveler Information System for Weather Responsive Traffic 

Management, FHWA-JPO-16-269 (Washington, DC: 2015). Available at: https://ntl.

bts.gov/lib/56000/56900/56952/FHWA-JPO-16-269_V1.pdf.

ROAD WEATHER MANAGEMENT

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Program, SDDOT enhanced its statewide traveler information 

system to help simplify data entry by snow plow drivers and provide 

expanded and improved traveler information to motorists. The 

objectives of this WRTM project were to:

• Improve the efficiency of road condition data collection by 

SDDOT maintenance staff.

• Increase the number and frequency of road condition reports.

• Improve and expand the road weather information provided to 

travelers.

• Increase the perceived benefits to travelers from the expanded 

and improved traveler information.

• Support partner agencies through their use of the expanded 

and improved traveler information.

An onboard application allows plow drivers to directly enter road 

conditions into the integrated roadway information system instead of 

using the radio to inform someone in the office or entering it at the 

end of a shift.

Another element of the project provides motorists with road 

condition forecasts on the SafeTravelUSA website, 511 phone 

system, and mobile phone applications. The 24-hour road condition 

forecasts come directly from the SDDOT maintenance decision 

support system and are provided to the public as possible future 

“threats” when road conditions might worsen. The new information 

also includes additional National Weather System alerts and related 

information.

Positive, Measurable Results. A user survey indicated that travelers 

value the new and improved road condition information. After 

viewing road condition forecasts, 60 percent of travelers changed 

the timing of their travel, 53 percent decided to take alternate routes, 

and 76 percent reported feeling more prepared.

For more information, contact: South Dakota Department of 

Transportation, http://www.sddot.com/. 

ROAD WEATHER MANAGEMENT

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AUTOMATED WIND WARNING SYSTEM, OREGON

One challenge facing rural travelers is the presence of weather 

hazards such as sustained high winds that can cause high-profile 

vehicles to overturn, and lower-profile vehicles to leave their lanes, 

jeopardizing motorist safety. To address localized high cross-wind 

challenges, the Oregon Department of Transportation (ODOT) 

used intelligent transportation system installations to alert motorists 

of dangerously windy conditions automatically. Such a system is 

known as an automated wind warning system (AWWS).25

How it Works. The AWWS system is designed to warn drivers either 

to pull over and wait until conditions improve or to take an alternate 

route. The system connects wind gauges (anemometers) to roadside 

static message signs. Flashing lights are activated when average 

wind speeds reach predetermined threshold levels. The system 

automatically records the severity of the crosswinds and notifies 

traffic operators of system status. Once wind conditions are verified 

by the traffic operations center, additional warnings are posted on 

the ODOT TripChek website. The warning messages are deactivated 

when wind speeds drop below threshold levels. 

Positive, Measurable Results. In 2006, ODOT conducted 

evaluations of AWWS at the following two sites:

• Between Port Orford and Gold Beach, Oregon on US Route 

101 between mileposts 300 and 327 (“South Coast System”).

• On the Yaquina Bay Bridge (US Route 101) between mileposts 

141 (SB) and 142 (NB) in Oregon.

The study accounted for reductions in motorist-delay and 

improvements in safety for motorists and maintenance personnel 

during high wind events. The benefit-to-cost ratios for the South 

Coast system and Yaquina Bay Bridge system were 4.13:1 and 

22.80:1, respectively. The Yaquina Bay Bridge system had a higher 

25 M. Kumar and C. Strong, Comparative Evaluation of Automated Wind Warning 

Systems – Showcase Evaluation #15. Western Transportation Institute, February 2006. 

Available at: https://ntl.bts.gov/lib/25000/25100/25145/426705_Final_Report.pdf.

ROAD WEATHER MANAGEMENT

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benefit-to-cost ratio reflecting the higher frequency of crosswinds 

in the area and heavier traffic volumes compared to the South Coast 

system.26

For more information, contact: Oregon Department of 

Transportation Intelligent Transportation Systems, http://www.

oregon.gov/ODOT/Pages/index.aspx.

26 M. Kumar and C. Strong, Comparative Evaluation of Automated Wind Warning 

Systems – Showcase Evaluation #15. Western Transportation Institute, February 2006. 

Available at: https://ntl.bts.gov/lib/25000/25100/25145/426705_Final_Report.pdf.

ROAD WEATHER MANAGEMENT

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CHAPTER 5. PLANNED SPECIAL EVENT 

MANAGEMENT

SUPER BOWL, NEW JERSEY 

In February 2014, Trenton, New Jersey hosted Super Bowl XLVIII 

which brought with it an entire week of events and transportation 

challenges. The event was designated as a National Special Security 

Event, the highest rating by the Department of Homeland Security 

for security. Many things made this event challenging: 

• Winter weather. 

• A complex transportation network with bridges, tunnels, mass 

transit, and airports. 

• A large number of out-of-town visitors unfamiliar with the 

complex road and transit system.

• Very few parking spots and no drop-offs were allowed.

• Enhanced media coverage and traffic.

The New Jersey 

Department of 

Transportation, New 

Jersey Turnpike 

Authority, Port 

Authority, Port 

Authority of New 

York and New 

Jersey, and the New 

Jersey State Police 

Department were 

charged with traffic 

management responsibility. Each partner agency was responsible 

for its own infrastructure. The Super Bowl Transportation and 

Traffic Subcommittee (STAT) was formed and co-chaired by NJSP 

and NJDOT. This subcommittee reported up to the NJ Superbowl 

Figure 10. Photo. New Jersey Department 

of Transportation Command Center. 

Source: NJDOT.

PLANNED SPECIAL EVENT MANAGEMENT

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Working Group (Governor level). Planning began over a year in 

advance. During that time, the agencies routinely came together 

and developed a “Play Book” to document all plans, resources, and 

responsibilities. Some of the most noteworthy solutions that came 

out of their planning efforts included:

• New color portable dynamic message signs that provided 

traveler information and routing to parking areas.

• Additional closed-circuit television surveillance and Bluetooth 

readers that provide travelers with active travel times.

• A public safety compound and a temporary state-of-the-art 

monitoring facility was setup within the stadium and provided 

all stakeholders with access to intelligent transportation system 

(ITS) resources including camera feeds and incident data.

A risk assessment was performed using a probability/impact matrix. 

Items highlighted were:

• New Jersey Transit rail disruption.

• Major snow storm.

• Major ice storm.

• Pedestrians walking on roadways.

• Wireless communication system outage.

The involved agencies worked exceptionally well together 

throughout the planning, operations, and implementation of traffic 

management for Super Bowl XLVI and in doing so, strengthened 

their existing relationships. The lessons learned and collaborative 

networking will benefit the region’s transportation operations for 

years to come.27

For more information, contact: New Jersey Department of 

Transportation Traffic Operations, Phone: (609) 530-4690, 

http://www.state.nj.us/transportation/. 

27 New Jersey Department of Transportation, New Jersey: Touchdown for TSM&O 

– A Case Study Super Bowl XLVIII, June 2014. Available at: http://www.

transportationops.org/case-studies/new-jersey-touchdown-tsmo-case-study-superbowl-xlviii.

PLANNED SPECIAL EVENT MANAGEMENT

5
33

SAN SEBASTIAN STREET FESTIVAL, SAN JUAN, 

PUERTO RICO

The San Sebastian 

Street Festival takes 

place every January 

in the historic section 

of San Juan, Puerto 

Rico. This part of the 

city, called Old San 

Juan, is located on 

a small island that 

is only accessible 

from the mainland 

by three bridges. The 

San Sebastian Street Festival brings together more than 200,000 

people in less than four days each year. Due to the lack of significant 

parking spaces in Old San Juan, the narrow streets, and the influx 

of hundreds of thousands of people converging from all over Puerto 

Rico, it became necessary to implement a transportation plan.

Puerto Rico’s Department of Transportation and Public Works, 

Integrated Transportation Authority, Metropolitan Bus Authority, 

Maritime Transportation Authority, Highways & Transportation 

Authority, Urban Train, and the Municipality of San Juan joined 

efforts to develop a collective transportation plan. The plan 

temporarily closes vehicular access to the San Juan Islet; encourages 

the public to park in any of the 2,605 parking spaces scattered 

throughout the Tren Urbano rail stations; and provides 100 buses to 

transport people from the nearest Tren Urbano station or parking lots 

to the event, a distance between 4 and 6 miles. Ferry service to the 

San Juan Islet is also provided from Cataño. The traffic management 

center (TMC) serves also as the hub for the coordination of these 

efforts. TMC also collects transportation data and publishes it 

through the different transportation entities to manage resources 

according to demand. During the management of this special event, 

Figure 11. Photo. San Sebastian Street 

Festival. 

Source: leftbank_5, Flickr.

PLANNED SPECIAL EVENT MANAGEMENT

5
34

the Puerto Rican Police is also co-located at the TMC to improve 

interagency communication and coordination. A radio station 

informs drivers about traffic conditions and live camera feeds of 

the traffic are available online. Around the event, three streets are 

reserved for emergency access, and emergency services are on 

standby in key locations throughout the event.

Over 250,000 people were mobilized during the four-day occasion, 

without any major incidents. The public provided feedback that the 

buses were reliable and fast and that the transportation strategies 

implemented during this type of special event have been beneficial 

to managing visitors demand. The authorities believe that the 

effective coordination between more than seven agencies was 

instrumental to the success of this event.28, 29

For more information, contact: Department of Transportation and 

Public Works of Puerto Rico, Phone: (787) 843-1125, http://www.

dtop.gov.pr/index.asp.

28 “DTOP: Over 250,000 transported to San Sebastián Street Festival,” Caribbean 

Business, January 18, 2016. Available at: http://caribbeanbusiness.com/dtop-over250000-transported-to-san-sebastian-street-festival/.

29 “Special Transportation Service Offered for San Sebastián Street Festival,” 

Caribbean Business, January 14, 2016. Available at: http://caribbeanbusiness.com/

special-transportation-service-offered-for-san-sebastian-street-festival/.

PLANNED SPECIAL EVENT MANAGEMENT

5
35

CHAPTER 6. EMERGENCY 

TRANSPORTATION OPERATIONS

NOLA READY, NEW ORLEANS, LOUISIANA

“NOLA Ready” is New Orleans’ citywide 

preparedness campaign, managed by 

the Office of Homeland Security 

and Emergency Preparedness 

(NOHSEP). NOHSEP coordinates 

public safety preparedness campaigns 

and emergency operations for the 

City of New Orleans both in and out of 

hurricane season, working with local 

and State government agencies, nonprofit agencies, and the citizens of New 

Orleans to help ensure the maximum 

possible safety of all people and property during a storm.30

As part of NOLA Ready, a day before the 2012 hurricane season 

began, New Orleans officials launched a website designed to be a 

one-stop shop for disaster preparation. The page, http://ready.nola.

gov, includes registration portals for the city-assisted evacuation 

plan and the city’s emergency notification system, which uses 

text, email messages, or phone calls to deliver alerts directly to 

residents.31

The city’s website includes information about what to do and 

expect before a storm, during a storm, and after a storm. In the case 

of a minor storm, it provides detailed guidance for how residents 

should prepare their homes. In the case of a dangerous or severe 

storm, generally a Category 3 hurricane or higher, the city will call 

30 City of New Orleans, NOLA Ready. Available at: http://ready.nola.gov/home/.

31 Michelle Krupa, “New Orleans residents urged to visit ready.nola.gov to prepare for 

hurricane season,” The Times-Picayune, May 31, 2012. Available at: http://www.nola.

com/hurricane/index.ssf/2012/05/new_orleans_residents_urged_to.html.

Figure 12. Illustration. 

Official logo of NOLA 

Ready. 

Source: @nolaready, Twitter.

EMERGENCY TRANSPORTATION OPERATIONS

6
36

a mandatory evacuation. During a mandatory evacuation all citizens 

must leave New Orleans until officials have designated the city safe 

for reentry. The website provides information regarding mandatory 

evacuation procedures and where residents and tourists, who are 

unable to self-evacuate, can go to get free transportation assistance. 

The website also contains information on returning home after an 

evacuation and reopening a business.

For more information, contact: NOLA Ready; http://ready.nola.

gov/home/.

EMERGENCY TRANSPORTATION OPERATIONS

6
37

PARKING MANAGEMENT

CHAPTER 7. PARKING MANAGEMENT 7

SFpark DEMAND-BASED PRICING PILOT, SAN 

FRANCISCO, CALIFORNIA

When parking is difficult to find, many people double park or circle 

to find a space, wasting time and fuel. Circling drivers are distracted 

drivers who are more likely to hit someone crossing the street, a 

cyclist, or another car. Parking also affects economic competitiveness; 

if very few spaces are available, fewer people can access commercial 

districts. As one part of dramatically improving the experience 

of parking, the San Francisco Municipal Transportation Agency 

(SFMTA) conducted the SFpark pilot program. The program tested a 

new parking management system at approximately 7,000 of 

San Francisco’s 28,000 metered on-street spaces and approximately 

12,000 spaces in 14 of 20 city-owned parking garages.32, 33

Variably Priced Parking Meters. As part of the SFpark pilot, San 

Francisco deployed smart parking meters throughout the city. These 

meters allowed the city to adjust the price of parking periodically to 

match demand, ensuring that spaces remain available so that drivers 

can quickly locate parking. Demand-responsive pricing encourages 

drivers to park in underused areas and garages, reducing demand in 

overused areas. Demand-responsive pricing works to open up parking 

spaces on each block, reducing circling and double parking. Rates 

can vary by block, time-of-day, and day-of week, with a ceiling for 

amount and frequency. Rates can also be varied for events such that 

parking meters on blocks within walking distance of event or sports 

venues are priced higher while those events are occurring.34

32 San Francisco County Transportation Authority, San Francisco Parking Supply and 

Utilization Study, November 2016. Available at: http://www.sfcta.org/sites/default/

files/content/Planning/ParkingSupply_and_Utilization/Parking_Supply_final_

report_11.29.16.pdf.

33 San Francisco Municipal Transportation Agency (SFMTA), SFpark Pilot Project 

Evaluation: The SFMTA’s evaluation of the benefits of the SFpark pilot project, June 

2014. Available at: http://direct.sfpark.org/wp-content/uploads/eval/SFpark_Pilot_

Project_Evaluation.pdf.

34 SFpark Website. Available at: http://sfpark.org/.
38

PARKING MANAGEMENT

7 SFpark Evaluation. In 2014, SFpark released its full evaluation, 

which demonstrated that demand-responsive pricing can improve 

parking availability and yield secondary benefits, including 

reduced congestion and mobile emissions. Demand-responsive rate 

adjustments continue in the SFpark pilot areas, and SFMTA will 

use the evaluation results to develop a proposal for expanding the 

SFpark approach to SFMTA’s other meters, lots, and garages.

For more information, contact: SFpark; http://sfpark.org/.

LA EXPRESS PARKTM PERFORMANCE PARKING 

SYSTEM, LOS ANGELES, CALIFORNIA

A 4.5-square-mile area in Downtown Los Angeles supports LA 

Express ParkTM, a program that fuses technology and demandbased pricing into an innovative parking management strategy. 

LA Express Park began operations in May 2012 and was created 

as one component of the Los Angeles Congestion Reduction 

Demonstration, which received $15 million in grants from the U.S. 

Department of Transportation and $3.5 million in city funds. The 

program uses technology to help increase the availability of limited 

parking spaces, reducing traffic congestion and air pollution, and 

encouraging the use of alternative modes of transportation.35

Increase Parking Availability. LA Express Park was created to 

make traveling and parking downtown easier by making more 

parking available in the area and by giving drivers several ways 

to find where parking is available. The goals of the program were 

to increase the availability of on-street parking, reduce traffic 

congestion and associated pollution, encourage a shift in travel 

choices, and improve the customer experience. Smart parking meters 

and sensors were installed in all of the approximately 6,300 on-street 

parking spaces. The project used demand-based pricing for on-street 

parking and real-time parking availability to improve the utilization 

of parking spaces. In areas of high demand for on-street parking, 

the price was increased, and in areas of low demand, the price was 

35 LA Express ParkTM Website. Available at: http://www.laexpresspark.org/.
39

PARKING MANAGEMENT

decreased. The public was informed of parking availability and 7

current pricing through the parking guidance system. 

The implementation of a performance parking system in Westwood 

Village is an extension of the intelligent parking system developed 

for downtown Los Angeles.

For more information, contact: LA Express ParkTM, http://www.

laexpresspark.org/.

E-PARK DYNAMIC GUIDANCE SYSTEM, SEATTLE, 

WASHINGTON

Parking plays a key role in 

a multimodal transportation 

system. The strategies 

and policies related to 

parking often directly 

impact the system as a 

whole. e-Park is a dynamic 

parking guidance system 

that provides travelers 

to Downtown Seattle 

with real-time parking 

availability information. 

It was conceived as a 

means to efficiently guide 

downtown visitors to 

available parking spaces 

in privately-owned 

garages, eliminating the uncertainty of finding a parking space, and 

to continue attracting visitors to downtown. This includes a system 

of dynamic message signs strategically placed at critical decision 

points for drivers as well as a mobile web interface allowing users to 

access more detailed information for participating garages including 

rates, access location, and current availability.

Figure 13. Photo. An e-Park dynamic 

message sign shows the number of open 

parking spaces at nearby parking facilities. Source: Seattle Department of Transportation.
40

PARKING MANAGEMENT

7 The city has already made a significant effort in terms of parking 

wayfinding projects through implementation and completion of e-Park 

Phase 1. Phase 1 of the e-Park system was launched in September 

2010 as a pilot project to determine if a parking guidance and 

wayfinding system would benefit Downtown Seattle. The system uses 

technology and marketing to directly guide customers and visitors 

to available parking. This initial phase included six privately owned 

garages and five dynamic message signs located along key entrance 

arterials into the downtown. An evaluation of Phase I saw that during 

the e-Park system’s use from late 2010 through 2013, e-Park garages 

saw a 6 percent average utilization increase while other garages were 

down 2 percent. During the same time period, there was a congestion 

reduction of 33 fewer cars per hour on streets near e-Park garages as 

compared to streets with other garages. 

Phase 2 was implemented from 2014 through 2016 to help counteract 

increased congestion and lost parking spaces due to several major 

construction projects. It will incorporate e-Park garages within close 

proximity to those areas where the availability of parking is affected 

by construction. The city completed Phase 2 in 2016 bringing the 

total number of participating garages to 16 with over 8,000 parking 

spaces. E-Park now includes 12 on-street dynamic signs providing 

information for up to 4 garages or destination areas. Each participating 

garage also incorporates a smaller dynamic sign above their entrances 

that confirms space availability. To assist in wayfinding to each 

garage, 80 static signs guide motorists along designated routes 

between dynamic sign decision points and garages. 

In the future, the city looks to add additional garages to the system 

and upgrade the e-Park technology to continue to share available 

space information through advancing mobile technology and 

directly with Google maps and other applications. The Seattle 

Department of Transportation will also integrate the e-Park data with 

the current traveler information map system and deploy a common 
41

PARKING MANAGEMENT

communication network with the intelligent transportation systems to 7

enable central management from the traffic management center.36

For more information, contact: Seattle Department of 

Transportation, e-Park, http://www.seattle.gov/transportation/epark/.

36 Seattle Department of Transportation, Task 4: ITS Parking Strategies – Next 

Generation ITS, 2014. Available at: http://www.seattle.gov/transportation/docs/its/

Task47_29_14.pdf.

43

WORK ZONE MANAGEMENT

CHAPTER 8. WORK ZONE MANAGEMENT 8

DYNAMIC LATE LANE MERGE SYSTEM, MICHIGAN

The Michigan Department of Transportation (MDOT) uses the 

dynamic late lane merge system (DLLMS) to help reduce delays in 

high-traffic work zones. Often called a “zipper merge,” this system 

allows motorists to use both lanes until reaching the designated 

merge area, and then drivers “take turns” moving into the open lane.

Using the DLLMS is not necessary for all projects or situations. 

Typically, MDOT chooses specific projects when closures are going 

to happen during peak hours or in high-volume locations. They have 

successfully deployed the DLLMS on many projects to help with 

traffic flow and reduce aggressive driving in work zones.

Positive, Measurable Results. In 2007, MDOT performed a study 

to evaluate the effectiveness of the DLLMS at freeway construction 

work zones.37 The presence of the DLLMS improved the traffic flow. 

Some results are shown in the table below.

Table 3. Michigan dynamic late lane merge system evaluation results.

Performance Measure Control Site – 

Eastbound I-94

Test Site – 

Westbound I-94

Average Travel Time 

(sec/10,000 ft/veh) 272.44 167.46

Average Travel Speed (mph) 29.5 47.57

Average Delay (sec/10,000 ft/veh) 181.25 67.58

Note: Data collected pre-taper.

Source: Michigan Department of Transportation (MDOT), Evaluation of the Dynamic Late 

Lane Merge System at Freeway Construction Work Zones, RC-1500, September 2007. 

Available at: https://www.michigan.gov/documents/mdot/MDOT_Research_Report_

RC1500_Part1_209842_7.pdf.

37 Michigan Department of Transportation, Evaluation of the Dynamic Late Lane Merge 

System at Freeway Construction Work Zones, RC-1500, September 2007. Available 

at: https://www.michigan.gov/documents/mdot/MDOT_Research_Report_RC1500_

Part1_209842_7.pdf.
44

WORK ZONE MANAGEMENT

8 For more information on all dynamic merge strategies, review: 

1. Guidance for the Use of Dynamic Lane Merging Strategies.38

The objectives of this document are to introduce innovative 

merging strategies and their benefits, discuss when and how to 

implement the merging strategies, and present other key aspects to 

consider before and during implementation.

2. Synthesis of Intelligent Work Zone Practices.39

The purpose of the project was to document the resources available 

as well as uses and benefits regarding the following intelligent 

work zone technologies: queue warning systems, dynamic merge 

systems, alternate routes, and variable speed limits in work zones.

For more information, contact: Michigan Department of 

Transportation; http://www.michigan.gov/mdot/.

WORK ZONE INTELLIGENT TRANSPORTATION 

SYSTEMS, MISSOURI

Portable intelligent transportation system (ITS) technologies such 

as dynamic message signs (DMS), highway advisory radio, and 

queue length detectors are often used by Missouri Department of 

Transportation (MoDOT) during construction projects to monitor 

traffic conditions and provide important messages to motorists. These 

work zone intelligent transportation systems (WZITS) collect data 

such as traffic speeds and lane occupancy. This information is sent 

to a computer, and the computer processes the data and determines 

messages to display on the DMS. 

At times, MoDOT also links these portable ITS technologies with 

its permanent ITS infrastructure (e.g., cameras, traffic sensors, 

transportation management centers) to help support major work zones. 

38 American Traffic Safety Services Association, “Guidance for the Use of Dynamic 

Lane Merging Strategies,” November 2012. Available at: https://www.workzonesafety.

org/training-resources/fhwa_wz_grant/atssa_dynamic_lane_merging/.

39 Michigan DOT, ENTERPRISE Pooled Fund Study TPF-5(231), “Synthesis of Intelligent 

Work Zone Practices,” June 2014. Available at: http://enterprise.prog.org/Projects/2010_

Present/iwz/ENT_SynthesisofIWZPractices_FINALReport_June2014.pdf. 
45

WORK ZONE MANAGEMENT

Primary Benefit: Using ITS in work zones can improve safety and 8

reduce traffic delay. The technologies provide additional information 

that can be used to keep motorists advised of conditions ahead, support 

smooth traffic flow, and provide warnings of incidents or detours.

For more information on how MoDOT uses WZITS on projects, 

refer to MoDOT’s Engineering Policy Guide.40 For questions, 

contact MoDOT Work Zones, http://www.modot.org/workzones/, or 

MoDOT Intelligent Transportation Systems, http://www.modot.org/

services/travel/intelligenttrasportationsystems.htm.

40 Missouri Department of Transportation, Engineering Policy Guide, “616.13.6.3 

Work Zone Intelligent Transportation Systems (WZITS),” Accessible at: http://epg.

modot.org/index.php?title=616.30_Work_Zone_Capacity%2C_Queue_and_Travel_

Delay#616.13.6.3_Work_Zone_Intelligent_Transportation_Systems_.28WZITS.29.


U.S. Department of Transportation

Federal Highway Administration

Office of Operations

1200 New Jersey Avenue, SE

Washington, DC 20590

Toll-Free “Help Line” 866-367-7487

https://ops.fhwa.dot.gov

October 2017

FHWA-HOP-17-025