Impacts of Technology Advancements on Transportation Management Center Operations

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.

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.

Trend and Description	Strategy	Related Trends
A Nimble Service-Oriented 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 (MOU’s) 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
	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
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 Solar-Powered 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
	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)

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)

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.