View By Application

Traffic Incident Management


Incident management systems can reduce the effects of incident-related congestion by decreasing the time to detect incidents, the time for responding vehicles to arrive, and the time required for traffic to return to normal conditions. Incident management systems make use of a variety of surveillance technologies, often shared with freeway and arterial management systems, as well as enhanced communications and other technologies that facilitate coordinated response to incidents.


Florida DOT District IV 2006 budget supports a variety of SMART SunGuide transportation management center programs.(January 2007)

Florida DOT District IV 2005 budget supports a variety of SMART SunGuide transportation management center programs.(31 January 2006)

During a pilot project Minnesota State Patrol vehicles were equipped with an accident investigation system at a cost of $8,000 to $10,000 per vehicle.(November 2001)

Hand-held incident investigation units purchased at a cost of $13,000 per unit were used to reduce incident clearance time, increase safety of investigations, and improve investigation accuracy at accident sites in Phoenix.(April 2000)

Costs to deploy an Integrated Corridor Management (ICM) system in Minneapolis for ten years is estimated at $3.96 million.(November 2010)

Indiana initiated a $34 million ITS project to offer advanced incident messaging, traffic flow monitoring, and detection of wrong-way motorists at toll roads.

Costs to deploy an Integrated Corridor Management (ICM) system in Minneapolis for ten years is estimated at $3.96 million.(November 2010)

Planning-level studies indicate that an effective combination of ICM strategies can be implemented for $7.5 Million per year (annualized capital and O&M).(September 2008)

Florida DOT District IV 2006 budget supports a variety of SMART SunGuide transportation management center programs.(January 2007)

The Pennsylvania (PA) Turnpike Commission expanded its statewide advanced traveler information system (ATIS) to better inform motorists of traffic, weather, and emergency conditions along the PA Turnpike. The overall project cost was $8.2 million.(April 2006)

Florida DOT District IV 2005 budget supports a variety of SMART SunGuide transportation management center programs.(31 January 2006)

The cost of O&M at the Arizona TMC was estimated at $2 million per year.(January 2006)

TMC central hardware costs can exceed $200,000 if regional communications and system integration are required.(5 August 2004)

The $106 million capital cost for CommuterLink - the Salt Lake City, Utah advanced transportation management system - includes numerous components such as a signal system, ramp metering, traveler information dissemination, traffic surveillance and monitoring, and fiber optic network.(March 2004)

In Lake County, Illinois, TMC physical components cost $1.8 million.(September 2003)

The integrated freeway/incident management system covering 28.9 miles in San Antonio was deployed for approximately $26.6 million.(May 2000)

The costs of the Integrated Corridor Management Project (ICTM), deployed on an 8-mile section of the I-494 transportation corridor south of the Twin Cities in Minnesota, was $9 million.(April 2000)

The Pennsylvania (PA) Turnpike Commission expanded its statewide advanced traveler information system (ATIS) to better inform motorists of traffic, weather, and emergency conditions along the PA Turnpike. The overall project cost was $8.2 million.(April 2006)

TMC central hardware costs can exceed $200,000 if regional communications and system integration are required.(5 August 2004)

In Lake County, Illinois, TMC physical components cost $1.8 million.(September 2003)

Deployment of automatic vehicle location system on 230 emergency vehicles in Clayton County, Georgia cost $570,337.(June 12, 2017)

The capital cost to integrate voice and data networks for regional traffic incident management was estimated at $10 million.(06/01/2010)

The development of the Richmond Smart Traffic Center - Virginia State Police CAD integration was completed during 2003 - 2004 for $249,200.(January 2005)

A Minnesota integrated communications system project to share application of ITS across transportation, public safety, and transit agencies cost just over $1.5 million.(November 2001)

Deployment of automatic vehicle location system on 230 emergency vehicles in Clayton County, Georgia cost $570,337.(June 12, 2017)

The capital cost to integrate voice and data networks for regional traffic incident management was estimated at $10 million.(06/01/2010)

The cost to equip a police vehicle in Dane County, Wisconsin for coordinated interagency incident response was $8,000 to $10,000.(November 2001)

The integrated freeway/incident management system covering 28.9 miles in San Antonio was deployed for approximately $26.6 million.(May 2000)

Annual operating cost of freeway courtesy patrol services in Michigan is $2.3 million.(July 31, 2015)

The overall cost to implement a region-wide Traffic Management System in Portland Oregon was estimated at $36 million.(09/01/2013)

Costs to deploy an Integrated Corridor Management (ICM) system in Minneapolis for ten years is estimated at $3.96 million.(November 2010)

The capital cost to integrate voice and data networks for regional traffic incident management was estimated at $10 million.(06/01/2010)

The service patrol program in St. Louis had operating costs of $2,015,378 in 2008, and operating costs of $2,075,839 in 2009.(February 2010)

The Northern Virginia Safety Service Patrol (NOVA SSP) had a total annual SSP operating cost of $1,193,511 in FY03 to FY04.(2008)

Cost estimates for rural ITS in Arizona (ITS maintenance, weather information systems, highway advisory radio, motorist assistance patrols, and training applications) totaled $3.78 million per year for five years.(September 2007)

The Safety Service Patrol (SSP) in Hampton Roads, Virginia, had a total annual operating cost of $2,353,238 from July 1, 2005, through June 30, 2006.(2007)

Florida DOT District IV 2006 budget supports a variety of SMART SunGuide transportation management center programs.(January 2007)

Operating costs for Tennessee DOT’s HELP program were $6.5 million for FY 2005-06.(September 2006)

In Southeast Michigan, operating a freeway service patrol program ($2.4 million for 2005) proves cost effective.(August 2006)

The Los Angeles County Metro budgeted $20.5 million for the 2005 service patrol program.(22 June 2006)

Florida DOT District IV 2005 budget supports a variety of SMART SunGuide transportation management center programs.(31 January 2006)

A 2004 analysis of the Florida DOT Road Ranger program proves the service patrol is well worth the monthly costs of $1,133,085.(January 2006)

Operating costs for Tennessee DOT’s HELP program were $5.6 million for FY 2004-05.(October 2005)

The annualized life-cycle costs for full ITS deployment and operations in Tucson were estimated at $72.1 million. (May 2005)

A modeling study evaluated the potential deployment of full ITS capabilities in Cincinnati. The annualized life-cycle cost was estimated at $98.2 million.(May 2005)

The annualized life-cycle costs for full ITS deployment and operations in Seattle were estimated at $132.1 million.(May 2005)

In Southeast Michigan, operating a freeway service patrol program ($2.5 million for 2004) proves cost effective.(May 2005)

Colorado DOT launches service patrol program along I-70; 2005 operating costs are $1.5 million.(4 March 2005)

In Southeast Michigan, the 2003 freeway service patrol program proved cost effective.(May 2004)

The $106 million capital cost for CommuterLink - the Salt Lake City, Utah advanced transportation management system - includes numerous components such as a signal system, ramp metering, traveler information dissemination, traffic surveillance and monitoring, and fiber optic network.(March 2004)

Implemented as part of the Transportation Expansion (T-REX) project in Denver, Colorado, service patrols, operating at a cost of $55 per hour, help stranded motorists.(Winter 2002)

In Georgia, the cost to install 147 cellular/solar powered call boxes, connect them to an emergency call center, and provide agency training was estimated at $911,873.(May 2000)

Indiana initiated a $34 million ITS project to offer advanced incident messaging, traffic flow monitoring, and detection of wrong-way motorists at toll roads.

A seaport technology program planned for the Port of Oakland was projected to cost $30.6 million.(01/29/2018)

Florida DOT District IV 2006 budget supports a variety of SMART SunGuide transportation management center programs.(January 2007)

The Pennsylvania (PA) Turnpike Commission expanded its statewide advanced traveler information system (ATIS) to better inform motorists of traffic, weather, and emergency conditions along the PA Turnpike. The overall project cost was $8.2 million.(April 2006)

Florida DOT District IV 2005 budget supports a variety of SMART SunGuide transportation management center programs.(31 January 2006)

The cost of O&M at the Arizona TMC was estimated at $2 million per year.(January 2006)

The integrated freeway/incident management system covering 28.9 miles in San Antonio was deployed for approximately $26.6 million.(May 2000)

A seaport technology program planned for the Port of Oakland was projected to cost $30.6 million.(01/29/2018)

In Spokane, Washington, the cost of integrating ITS field devices with fiber optic links and a microwave link was $1,837,251.(June 2009)

The cost to deploy a new traffic management system in Espanola, New Mexico was $862,279.(September 2, 2008)

The Rhode Island Department of Transportation implemented an interoperable video sharing system costing between $4,000 and $15,000 per facility. (Spring 2007)

Florida DOT District IV 2006 budget supports a variety of SMART SunGuide transportation management center programs.(January 2007)

Monroe County, NY, deployed five CCTV cameras at high priority intersections at a cost of $279,338.(August 2006)

Florida DOT District IV 2005 budget supports a variety of SMART SunGuide transportation management center programs.(31 January 2006)

The cost of O&M at the Arizona TMC was estimated at $2 million per year.(January 2006)

The annualized life-cycle costs for full ITS deployment and operations in Tucson were estimated at $72.1 million. (May 2005)

A modeling study evaluated the potential deployment of full ITS capabilities in Cincinnati. The annualized life-cycle cost was estimated at $98.2 million.(May 2005)

The annualized life-cycle costs for full ITS deployment and operations in Seattle were estimated at $132.1 million.(May 2005)

The $106 million capital cost for CommuterLink - the Salt Lake City, Utah advanced transportation management system - includes numerous components such as a signal system, ramp metering, traveler information dissemination, traffic surveillance and monitoring, and fiber optic network.(March 2004)

Based on data from Florida DOT, the initial costs of a CCTV video camera site ranges from $16,550 to $27,550. Pole height, site spacing, and other design and maintenance issues factor into the life cycle costs.(25 November 2003)

In Lake County, Illinois, TMC physical components cost $1.8 million.(September 2003)

The Arkansas State Highway and Transportation Department (AHTD) leased an automated work zone information system in West Memphis for $495,000 which was less than 4% of the total recontruction project cost. West Memphis is one of four locations highlighted in a cross cutting study.(November 2002)

The integrated freeway/incident management system covering 28.9 miles in San Antonio was deployed for approximately $26.6 million.(May 2000)

The costs of the Integrated Corridor Management Project (ICTM), deployed on an 8-mile section of the I-494 transportation corridor south of the Twin Cities in Minnesota, was $9 million.(April 2000)

The total expected risk-adjusted cost of implementing and operating a nationwide NG9-1-1 system ranged from $82 billion to $86.3 billion over the next 20 years.(03/05/2009)

Emergency response portable computers and hardware - Capital cost/unit - $376800 - O&M cost/unit - $500 - Lifetime - 5 years(12/1/2005)

On-Board Signal Preemption Processor - Transit - Capital cost/unit - $2200(5 August 2004)

DMS Support Structure - Capital cost/unit - $108500(07/01/2018)

DMS Communications and Power Connection - Capital cost/unit - $108500(07/01/2018)

Dynamic Message Sign (DMS) - Capital cost/unit - $108500(07/01/2018)

DMS support structure - Capital cost/unit - $5000(2/4/2013)

Communications equipment - shelter - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Communications wireless - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

DMS support structure - Capital cost/unit - $5000(2/4/2013)

Communications equipment - shelter - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

DMS support structure - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

DMS support structure - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Communications equipment - shelter - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

DMS support structure - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Communications equipment - cabinet - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Dynamic message sign - Capital cost/unit - $5000(2/4/2013)

Smarter Highways gantry (high estimate) - Capital cost/unit - $900000(November 19, 2010)

Smarter Highways gantry (low estimate) - Capital cost/unit - $900000(November 19, 2010)

Variable Message Signs (low estimate) - Capital cost/unit - $900000(November 19, 2010)

Variable Message Signs (high estimate) - Capital cost/unit - $900000(November 19, 2010)

Conduit - Capital cost/unit - $150000(January 2008)

Dynamic Message Sign - Portable - Capital cost/unit - $150000(January 2008)

Dynamic Message Sign - Portable - Capital cost/unit - $150000(January 2008)

Dynamic Message Sign - Capital cost/unit - $150000(January 2008)

Dynamic Message Sign - Capital cost/unit - $150000(January 2008)

Variable Message Sign - Portable - Capital cost/unit - $18300 - O&M cost/unit - $600 - Lifetime - 7 years(06/30/2006)

Variable Message Sign (VMS) - Small - Capital cost/unit - $43347.462962963(May 2000)

Variable Message Sign (VMS) - Large - Capital cost/unit - $43347.462962963(May 2000)

Highway advisory radio - Capital cost/unit - $12670(2/4/2013)

Highway advisory radio - Capital cost/unit - $12670(2/4/2013)

Highway advisory radio - Capital cost/unit - $12670(2/4/2013)

Highway Advisory Radio - Capital cost/unit - $12670(2007)

Highway Advisory Radio - Capital cost/unit - $150000(January 2008)

Highway Advisory Radio - Portable - Capital cost/unit - $150000(January 2008)

RSU DSRC Backhaul Communications Link - Capital cost/unit - $21200(07/01/2018)

Roadside Unit (RSU) - Capital cost/unit - $21200(07/01/2018)

Deployment and Installation - Capital cost/unit - $12000(January 2005)

Software Development - Capital cost/unit - $71000(January 2005)

User Documentation - Capital cost/unit - $10000(January 2005)

Acceptance Testing and Final Acceptance - Capital cost/unit - $25000(January 2005)

Training - Capital cost/unit - $11000(January 2005)

Rapid Prototype - Capital cost/unit - $15000(January 2005)

VDOT Administrative/Engineering Costs - Capital cost/unit - $37000(January 2005)

Acceptance Test Documentation - Capital cost/unit - $9000(January 2005)

Design Phase- System and Software Architecture Description - System Requirements Specification - Interface and Database Design Definition- Hardware and Network Architecture - System Test Plan - Capital cost/unit - $50000(January 2005)

As-built Documentation - Capital cost/unit - $8000(January 2005)

VPN Hardware - Capital cost/unit - $1200(January 2005)

Emergency Response Hardware - Capital cost/unit - $9300 - Lifetime - 3 years(6/26/2003)

Basic Facilities, Comm for Medium Area - Capital cost/unit - $820000 - Lifetime - 20 years(6/26/2003)

Emergency Response Software - Capital cost/unit - $400500 - Lifetime - 5 years(6/26/2003)

Hardware for Incident Response - Capital cost/unit - $3000 - O&M cost/unit - $150(July 2005)

Hardware for Incident Response - Capital cost/unit - $4000 - O&M cost/unit - $200(July 2005)

Safety service patrol - O&M cost/unit - $40.36(2/4/2013)

Safety Service Patrol Labor (Manager) - O&M cost/unit - $28.37(2007)

Safety Service Patrol Truck (rental) - O&M cost/unit - $28.37(2007)

Safety Service Patrol Labor (Foreperson) - O&M cost/unit - $28.37(2007)

Safety Service Patrol Labor (Patroller) - O&M cost/unit - $28.37(2007)

Severe Incident Response Vehicle - O&M cost/unit - $500000(January 2007)

Severe Incident Response Vehicle - O&M cost/unit - $309503(31 January 2006)

Mobile Communications Interface - Capital cost/unit - $2300 - Lifetime - 5 years(6/30/2005)

Service Patrol Expansion - O&M cost/unit - $70084(5 August 2004)

Service Patrol Expansion - O&M cost/unit - $70084(5 August 2004)

Arterial Incident Management Program - Capital cost/unit - $350000 - O&M cost/unit - $4224000(7 January 2004)

Call box - Capital cost/unit - $6587.15(2/4/2013)

Call Box - Capital cost/unit - $6845 - O&M cost/unit - $1717.5(December 2004)

Call Box - O&M cost/unit - $250(December 2004)

Call Box - O&M cost/unit - $580(December 2004)

Call Box - Capital cost/unit - $7000 - O&M cost/unit - $100 - Lifetime - 12 years(07/28/2006)

Call Box - Capital cost/unit - $7200 - O&M cost/unit - $180 - Lifetime - 7 years(5 August 2004)

Passive Acoustic Sensor on Corridor - Capital cost/unit - $8000 - Lifetime - 8 years(06/1/2001)

Loop Detectors - Capital cost/unit - $4435.7619047619(May 2000)

Digital Detectors - Capital cost/unit - $4435.7619047619(May 2000)

Acoustic Sensors - Capital cost/unit - $4435.7619047619(May 2000)

CCTV Video Camera - Capital cost/unit - $5000 - O&M cost/unit - $2000(January 2008)

CCTV Video Camera - Capital cost/unit - $5000 - O&M cost/unit - $2000(January 2008)

CCTV Camera System and Tower (47 ft no cld) - Capital cost/unit - $16550 - O&M cost/unit - $3600 - Lifetime - 7 years(25 November 2003)

CCTV Camera Pole - 60 -Foot - Capital cost/unit - $9100 - Lifetime - 25 years(25 November 2003)

CCTV Camera System and Tower (70 ft with cld) - Capital cost/unit - $27550 - O&M cost/unit - $500 - Lifetime - 7 years(25 November 2003)

CCTV Pole Fiber Connection - Capital cost/unit - $1550 - Lifetime - 7 years(25 November 2003)

CCTV Camera System wo Installation - Capital cost/unit - $9500 - Lifetime - 7 years(25 November 2003)

CCTV Video Camera - Capital cost/unit - $12000 - Lifetime - 7 years(25 November 2003)

CCTV Pole Site Installation - Capital cost/unit - $5000(25 November 2003)

CCTV Camera System and Tower (60 ft with cld) - Capital cost/unit - $25050 - O&M cost/unit - $500 - Lifetime - 7 years(25 November 2003)

CCTV Camera Pole - 70 -Foot - Capital cost/unit - $10600 - Lifetime - 25 years(25 November 2003)

CCTV Camera System and Tower (50 ft with cld) - Capital cost/unit - $22050 - O&M cost/unit - $500 - Lifetime - 7 years(25 November 2003)

CCTV Camera Lowering Device - Capital cost/unit - $3000 - Lifetime - 25 years(25 November 2003)

CCTV Camera Pole - 47-Foot - Capital cost/unit - $6100 - Lifetime - 25 years(25 November 2003)

CCTV Pole Site Installation - Capital cost/unit - $3000(25 November 2003)

CCTV Pole Site Installation - Capital cost/unit - $2500(25 November 2003)

CCTV Pole Site Installation - Capital cost/unit - $6000(25 November 2003)

CCTV Camera Pole - 50 -Foot - Capital cost/unit - $8100 - Lifetime - 25 years(25 November 2003)

CCTV Video Camera - Capital cost/unit - $4000 - Lifetime - 8 years(06/1/2001)

5.8 GHz T1 Spread Spectrum Radio - Capital cost/unit - $6000 - Lifetime - 5 years(06/1/2001)

CCTV Video Camera Tower - Capital cost/unit - $2000 - Lifetime - 15 years(06/1/2001)

Video Codec Encoder - Capital cost/unit - $7500 - Lifetime - 8 years(06/1/2001)

Closed Circuit Television (CCTV) Camera - Capital cost/unit - $25462 - O&M cost/unit - $4606.06060606061(May 2000)

Traffic Incident Management (TIM) - O&M cost/unit - $200000(January 2007)

Traffic Incident Management (TIM) - O&M cost/unit - $400000(31 January 2006)

Combining drone telemetry data with 3-D laser mapping data during the investigation of the Amtrak Cascades derailment reduced police on-scene processing time by up to 80 percent (compared to traditional methods).

A field test of an aerial drone equipped with 3-D imaging technology enabled investigators to reconstruct a crash scene in 25 minutes versus two hours using a conventional method; results suggest clearance times can be cut by more than 50 percent.(09/19/2017)

Incident Management Using Total Stations(August 1992)

Simulated deployment of Integrated Corridor Management (ICM) technologies on the I-394 corridor in Minneapolis show a benefit-cost ratio of 22:1 over ten years.(November 2010)

A multi-jurisdictional emergency response crew in the Phoenix metropolitan area provides services to six cities with a benefit-cost ratio of 6.4:1.(August 2007)

In fiscal year 2008/2009, the Miami-Dade Traffic Incident Management (TIM) Team reduced the average roadway clearance time by 11 percent from the previous year.(2009)

In Broward County, Florida, the 2006 analysis for the SMART SunGuide TMC roadway and incident clearance times showed reductions of 18 percent and 4 percent respectively over 2005.(January 2007)

Overall benefit-cost ratio for traffic incident management-oriented ITS program estimated to be 3.16.(July 31, 2015)

Highway segments with dynamic message signs found to have 16.6 percent fewer crashes than those segments without the signs.(July 31, 2015)

Delay savings benefit-to-cost ratio of 8.5:1 found with deployment of a traffic incident management system in Knoxville, Tennessee (05/01/2012)

Collisions on I-5 in Washington State have been reduced by 65-75 percent in a 7.5 mile corridor where an active traffic management system was deployed.(November 19, 2010)

Simulated deployment of Integrated Corridor Management (ICM) technologies on the I-394 corridor in Minneapolis show a benefit-cost ratio of 22:1 over ten years.(November 2010)

The annual operating cost to coordinate real-time incident and mobility information among regional transportation agencies was estimated at $1.2 million.(June 2010)

A program designed to coordinate real-time incident and mobility information among regional transportation agencies has a benefit-to-cost ratio of 10:1.(June 2010)

Integrated Corridor Management (ICM) strategies that promote integration among freeways, arterials, and transit systems can help balance traffic flow and enhance corridor performance; simulation models indicate benefit-to-cost ratios for combined strategies range from 7:1 to 25:1.(2009)

In Minneapolis, converting HOV to HOT lanes with dynamic pricing increased peak period throughput by 9 to 33 percent.(August 2008)

A multi-jurisdictional emergency response crew in the Phoenix metropolitan area provides services to six cities with a benefit-cost ratio of 6.4:1.(August 2007)

In Georgia, the NaviGAtor incident management program reduced the average incident duration from 67 minutes to 21 minutes, saving 7.25 million vehicle-hours of delay over one year. (August 2006)

In Georgia, the HERO motorist assistance patrol program and NaviGAtor incident management activities saved more than 187 million dollars yielding a benefit-to-cost ratio of 4.4:1.(August 2006)

In Georgia, the Navigator incident management program reduced secondary crashes from an expected 676 to 210 in the twelve months ending April 2004.(August 2006)

In Georgia, the NaviGAtor incident management program reduced annual fuel consumption by 6.83 million gallons, and contributed to decreased emissions: 2,457 tons less Carbon monoxide, 186 tons less hydrocarbons, and 262 tons less Nitrous oxides.(August 2006)

In Atlanta, satisfaction with motorist assistance patrols ranged from 93 to greater than 95 percent in two separate surveys of drivers who were already aware of the service.(August 2006)

Simulation revealed that a freeway management system in Fargo, North Dakota could reduce network travel times by 8 percent and increase speeds by 8 percent when DMS are used to warn drivers of incidents.(6-10 August 2000)

Modeling performed as part of an evaluation of nine ITS implementation projects in San Antonio, Texas indicated that integrating DMS, incident management, and arterial traffic control systems could reduce delay by 5.9 percent.(May 2000)

Evaluation indicated that integrating DMS and incident management systems could reduce crashes by 2.8 percent, and that integrating DMS and arterial traffic control systems could decrease crashes by 2 percent, in San Antonio, Texas.(May 2000)

In San Antonio, Texas, focus group participants felt that DMS were a reliable source of traffic information.(May 2000)

Evaluation of freeway DMS integrated with incident management in San Antonio, Texas, found fuel consumption reduced by 1.2 percent; integrating the DMS with arterial traffic control systems could save 1.4 percent. (May 2000)

Incident Management Simulation on a Freeway Corridor in Honolulu(8-12 November 1999)

In Japan, a real-time incident detection and warning system installed on a dangerous curve on the Hanshin Expressway decreased the rate of secondary crashes by 50 percent.(October 1997)

In Brooklyn, an incident management system on the Gowanus and Prospect Expressways used CCTV, highway advisory radio, dynamic message signs, and a construction information hotline to improve average incident clearance time by about one hour, a 66 percent improvement.(May 1997)

The delay reduction benefits of improved incident management in the Greater Houston area saved motorists approximately $8,440,000 annually. (7 February 1997)

Driver confidence in traveler information improved after implementation of the TransGuide freeway management system in San Antonio, Texas.(12-16 January 1997)

In San Antonio, Texas, a freeway management system reduced fuel consumption by an estimated 2,600 gallons per major incident.(12-16 January 1997)

In San Antonio, Texas, a freeway management system led to an estimated delay savings of 700 vehicle-hours per major incident.(12-16 January 1997)

Following deployment of the TransGuide freeway management system in San Antonio, Texas, crash frequency was reduced by 41 percent and incident response time decreased by 20 percent.(12-16 January 1997)

In Toronto, the COMPASS traffic monitoring and incident information dissemination system on Highway 401 decreased the average incident duration from 86 to 30 minutes per incident.(1997)

Incident Management Simulation on a Freeway Corridor in Honolulu(8-12 November 1999)

In Brooklyn, an incident management system on the Gowanus and Prospect Expressways used CCTV, highway advisory radio, dynamic message signs, and a construction information hotline to improve average incident clearance time by about one hour, a 66 percent improvement.(May 1997)

Rapid deployment of DSRC for connected vehicles can save thousands of lives, regardless of whether a later transition to C-V2X proves advantageous.(12/12/2017)

Incident scene guidance and alerts through CV-applications can potentially reduce network delay up to 14 percent.

30 to 120 second decrease in time for incident data to be entered with CAD-TMC integration.(July 2006)

In Albuquerque, New Mexico, an ambulance provider increased its efficiency by 10 to 15 percent using AVL/CAD to improve route guidance.(January 1997)

The annual operating cost to coordinate real-time incident and mobility information among regional transportation agencies was estimated at $1.2 million.(June 2010)

A program designed to coordinate real-time incident and mobility information among regional transportation agencies has a benefit-to-cost ratio of 10:1.(June 2010)

In Albuquerque, New Mexico, an ambulance provider increased its efficiency by 10 to 15 percent using AVL/CAD to improve route guidance.(January 1997)

Overall benefit-cost ratio for traffic incident management-oriented ITS program estimated to be 3.16.(July 31, 2015)

Delay savings benefit-to-cost ratio of 8.5:1 found with deployment of a traffic incident management system in Knoxville, Tennessee (05/01/2012)

In 2009, the Washington State DOT Incident Response Team was able to clear 98 percent of incidents in under an hour and nearly three quarters in less than 15 minutes.(November 19, 2010)

Simulated deployment of Integrated Corridor Management (ICM) technologies on the I-394 corridor in Minneapolis show a benefit-cost ratio of 22:1 over ten years.(November 2010)

The St. Louis Motorist Assist program had a benefit-cost ratio of 38.25:1, with annual secondary crashes lowered by 1,082 and annual congestion costs lowered by $1,130,000.(February 2010)

An Arterial Service Patrol deployed during the re-construction of I-64 in St. Louis had a benefit-cost ratio of 8.3:1, lowered secondary crashes by 183 per year, and reduced annual congestion costs by $1,034,000.(December, 2009)

An Arterial Service Patrol deployed during the re-construction of I-64 in St. Louis had a benefit-cost ratio of 8.3:1, lowered secondary crashes by 183 per year, and reduced annual congestion costs by $1,034,000.(December, 2009)

Michigan DOT Freeway Courtesy Patrol evaluation estimates benefit cost ratio of 15:1 and substantial savings in traffic delays and harmful emissions.(February 2009)

Benefit-Cost Ratios of up to 25.8:1 have been produced in regions with aggressive Freeway Service Patrol programs.(November 2008)

Northern Virginia's freeway safety service patrol (SSP) had an estimated annual savings of $6.49 million in motorist delay and fuel consumption resulting in a benefit-cost ratio of 5.4:1.(2008)

The average duration of incidents assisted by the Northern Virginia (NOVA) Safety Service Patrol (SSP) was 17.3 percent shorter than the duration for matching incidents without NOVA SSP assistance.(2008)

A multi-jurisdictional emergency response crew in the Phoenix metropolitan area provides services to six cities with a benefit-cost ratio of 6.4:1.(August 2007)

The safety service patrol (SSP) in Hampton Roads, Virginia decreased the average incident duration by 70.7 percent.(2007)

The safety service patrol (SSP) in Hampton Roads, Virginia produced an annual benefit of $11 million in fuel savings and reductions in motorist delay.(2007)

The benefit-cost ratio for the safety service patrol (SSP) in Hampton Roads, Virginia was 4.71:1.(2007)

In Georgia, the NaviGAtor incident management program reduced the average incident duration from 67 minutes to 21 minutes, saving 7.25 million vehicle-hours of delay over one year. (August 2006)

In Georgia, the HERO motorist assistance patrol program and NaviGAtor incident management activities saved more than 187 million dollars yielding a benefit-to-cost ratio of 4.4:1.(August 2006)

In Georgia, the Navigator incident management program reduced secondary crashes from an expected 676 to 210 in the twelve months ending April 2004.(August 2006)

In Georgia, the NaviGAtor incident management program reduced annual fuel consumption by 6.83 million gallons, and contributed to decreased emissions: 2,457 tons less Carbon monoxide, 186 tons less hydrocarbons, and 262 tons less Nitrous oxides.(August 2006)

In Atlanta, satisfaction with motorist assistance patrols ranged from 93 to greater than 95 percent in two separate surveys of drivers who were already aware of the service.(August 2006)

Freeway Service Patrol: "About FSP", and "Facts at a Glance" (Web Site)(22 June 2006)

In Florida, the Road Ranger Service Patrol program saved over 1.7 million gallons of fuel by eliminating over one million vehicle-hours of delay in 2004.(November 2005)

In North Carolina, a work zone equipped with smart work zone traveler information systems observed fewer crashes compared to other work zones without the technology.(May 2005)

Break even point calculated for an incident response program: reducing 30 seconds per incident results in $711,300 reduction in costs of delay, equivalent to the cost of operating the incident response program for a year.(June 2004)

In Utah, incident management teams in Salt Lake Valley area decreased incident duration by approximately 20 minutes per incident on three major interstates.(March 2004)

In 2002, the Maryland CHART highway incident management program reduced delay by about 30 million vehicle hours and saved about 5 million gallons of fuel.(November 2003)

In 2002 the Maryland State CHART highway incident management system facilitated a 28.6 percent reduction on the average incident duration leading to an estimated 377 fewer secondary incidents. (November 2003)

A study of the Coordinated Highways Action Response Team in Maryland found that the system reduced incident duration and saved approximately 4.1 million gallons of fuel in 2000.(14-17 October 2002)

A study of the Coordinated Highways Action Response Team in Maryland found that the system reduced average incident duration by 57 percent in 2000.(14-17 October 2002)

In Oregon, an analysis of archived incident data showed that freeway service patrol programs that expand from part-time to full-time operations can reduce incident duration by 15 to 30 percent.(6/30/2001)

In Oregon, an analysis of archived incident data showed that freeway service patrol programs that expand from part-time to full-time operations can reduce the average cost of a delay-causing incident to travelers by 36 to 66 percent.(6/30/2001)

In Albuquerque, New Mexico, work zone surveillance and response at the "Big I" Interchange reduced average clearance time by 44 percent.(4-7 June 2001)

During the first year of operations at the "Big I" work zone in Albuquerque, temporary traffic management and motorist assistance patrols reduced the average incident response time to less than eight minutes, and no fatalities were reported.(4-7 June 2001)

In 1997, the Maryland CHART highway incident management program reduced delay by approximately 15.6 million vehicle hours and saved about 5.85 million gallons of fuel.(May 2000)

In 1997, the Maryland CHART highway incident management program facilitated a 35 percent reduction in the average incident duration which led to an estimated 337 fewer secondary incidents. (May 2000)

The Hoosier Helper program freeway service patrol program in Northwest Indiana had a projected benefit-to-cost ratio of 4.7:1 for daytime operations, and 13.3:1 for 24 hour operations.(September/October 1999)

Freeway Services Patrols: A State of the Practice(11-15 January 1998)

Incident Management: Challenges, Strategies, and Solutions for Advancing Safety and Roadway Efficiency(February 1997)

In Virginia, the deployment of a freeway service patrols was positively received by the public; Virginia DOT received hundreds of “thank you” letters.(1997)

An initial evaluation of the Maryland CHART program indicated that lane sensors and freeway video cameras in the coverage area supported incident management and contributed to a 5 percent reduction in non-recurrent congestion delay.(May 1996)

Innovations in Transportation and Air Quality: Twelve Exemplary Projects(1996)

Incident Management via Courtesy Patrol: Evaluation of a Pilot Program in Colorado(22-28 January 1995)

The benefits of multidisciplinary TIM operations yielded an annual reduction in average incident duration of 46 minutes and in secondary crashes of 69 percent in Atlanta Georgia.(January 2009)

The benefits of multidisciplinary TIM operations yielded an annual reduction in incident duration of 28.6 percent and in vehicle-hours of delay of approximately 30 million in Maryland.(January 2009)

In Broward County, Florida, the 2006 analysis for the SMART SunGuide TMC roadway and incident clearance times showed reductions of 18 percent and 4 percent respectively over 2005.(January 2007)

Incident Management tool implemented in San Francisco Bay area reduced incident durations by approximately 15 percent, with an annual delay savings of 210,000 hours. (September, 2006)

Full ITS deployment in the Seattle area projected to result in 8 percent fewer fatal crashes, and 3 percent fewer injury and property damage only crashes annually.(May 2005)

Modeling performed as part of an evaluation of nine ITS implementation projects in San Antonio, Texas indicated that integrating DMS, incident management, and arterial traffic control systems could reduce delay by 5.9 percent.(May 2000)

Evaluation indicated that integrating DMS and incident management systems could reduce crashes by 2.8 percent, and that integrating DMS and arterial traffic control systems could decrease crashes by 2 percent, in San Antonio, Texas.(May 2000)

Evaluation of freeway DMS integrated with incident management in San Antonio, Texas, found fuel consumption reduced by 1.2 percent; integrating the DMS with arterial traffic control systems could save 1.4 percent. (May 2000)

Driver confidence in traveler information improved after implementation of the TransGuide freeway management system in San Antonio, Texas.(12-16 January 1997)

In San Antonio, Texas, a freeway management system reduced fuel consumption by an estimated 2,600 gallons per major incident.(12-16 January 1997)

In San Antonio, Texas, a freeway management system led to an estimated delay savings of 700 vehicle-hours per major incident.(12-16 January 1997)

Following deployment of the TransGuide freeway management system in San Antonio, Texas, crash frequency was reduced by 41 percent and incident response time decreased by 20 percent.(12-16 January 1997)

In Paris, France, incident management resulted in a nine-minute reduction in response time(1994-1998)

Georgia’s Call Box Project: Evaluation and Future Deployment Recommendations(4-7 June 2001)

In Georgia, call boxes installed on a 39-mile section of I-185 were estimated to eliminate one injury per year, and one fatality every five years.(May 2000)

Overall benefit-cost ratio for traffic incident management-oriented ITS program estimated to be 3.16.(July 31, 2015)

Highway segments with dynamic message signs found to have 16.6 percent fewer crashes than those segments without the signs.(July 31, 2015)

An automated incident detection procedure developed for arterials detected 75 percent of reported incidents and had a false alarm rate of 26 percent.(August 1, 2012)

Delay savings benefit-to-cost ratio of 8.5:1 found with deployment of a traffic incident management system in Knoxville, Tennessee (05/01/2012)

New Jersey Department of Transportation enhanced incident management efficiency by using I-95 Corridor Coalition’s Vehicle Probe Project data, experiencing an estimated savings of $100,000 per incident in user delay costs.(August 12, 2010)

Using sensors and traffic cameras for incident identification and verification yielded benefit-to-cost ratios of 6.54:1 and 12.47:1, respectively.(April 2007)

TMC staff in Pittsburgh, Pennsylvania found real-time traffic information useful and noted that it improved coverage for incident management.(5 September 2002)

A simulation study indicated that integrating traveler information with traffic and incident management systems in Seattle, Washington could reduce emissions by 1 to 3 percent, lower fuel consumption by 0.8 percent, and improve fuel economy by 1.3 percent.(September 1999)

A simulation study indicated that integrating traveler information with traffic and incident management systems in Seattle, Washington could diminish delay by 1 to 7 percent, reduce stops by about 5 percent, lower travel time variability by 2.5 percent, and improve trip time reliability by 1.2 percent.(September 1999)

Advanced traffic management systems in the Netherlands and Germany reduced crash rates by 20 to 23 percent.(August 1999)

The delay reduction benefits of improved incident management in the Greater Houston area saved motorists approximately $8,440,000 annually. (7 February 1997)

In Toronto, the COMPASS traffic monitoring and incident information dissemination system on Highway 401 decreased the average incident duration from 86 to 30 minutes per incident.(1997)

Overall benefit-cost ratio for traffic incident management-oriented ITS program estimated to be 3.16.(July 31, 2015)

Highway segments with dynamic message signs found to have 16.6 percent fewer crashes than those segments without the signs.(July 31, 2015)

Delay savings benefit-to-cost ratio of 8.5:1 found with deployment of a traffic incident management system in Knoxville, Tennessee (05/01/2012)

A multi-jurisdictional emergency response crew in the Phoenix metropolitan area provides services to six cities with a benefit-cost ratio of 6.4:1.(August 2007)

Using sensors and traffic cameras for incident identification and verification yielded benefit-to-cost ratios of 6.54:1 and 12.47:1, respectively.(April 2007)

In Monroe County, New York, the closed-circuit television (CCTV) camera provided traffic operators the availability of visual information so they can examine real time incident conditions and provide a higher and more responsive quality of service to the traveling public.(August 2006)

In North Carolina, a work zone equipped with smart work zone traveler information systems observed fewer crashes compared to other work zones without the technology.(May 2005)

In Albuquerque, New Mexico, work zone surveillance and response at the "Big I" Interchange reduced average clearance time by 44 percent.(4-7 June 2001)

During the first year of operations at the "Big I" work zone in Albuquerque, temporary traffic management and motorist assistance patrols reduced the average incident response time to less than eight minutes, and no fatalities were reported.(4-7 June 2001)

Advanced traffic management systems in the Netherlands and Germany reduced crash rates by 20 to 23 percent.(August 1999)

In Japan, a real-time incident detection and warning system installed on a dangerous curve on the Hanshin Expressway decreased the rate of secondary crashes by 50 percent.(October 1997)

In Brooklyn, an incident management system on the Gowanus and Prospect Expressways used CCTV, highway advisory radio, dynamic message signs, and a construction information hotline to improve average incident clearance time by about one hour, a 66 percent improvement.(May 1997)

The delay reduction benefits of improved incident management in the Greater Houston area saved motorists approximately $8,440,000 annually. (7 February 1997)

Driver confidence in traveler information improved after implementation of the TransGuide freeway management system in San Antonio, Texas.(12-16 January 1997)

In San Antonio, Texas, a freeway management system reduced fuel consumption by an estimated 2,600 gallons per major incident.(12-16 January 1997)

In San Antonio, Texas, a freeway management system led to an estimated delay savings of 700 vehicle-hours per major incident.(12-16 January 1997)

Following deployment of the TransGuide freeway management system in San Antonio, Texas, crash frequency was reduced by 41 percent and incident response time decreased by 20 percent.(12-16 January 1997)

In Toronto, the COMPASS traffic monitoring and incident information dissemination system on Highway 401 decreased the average incident duration from 86 to 30 minutes per incident.(1997)

In Puget Sound, Washington, a survey of drivers equipped with in-vehicle emergency communications found that 95 percent of respondents felt "more secure" with Mayday voice communications, and 70 percent felt "more secure" with data communications.(September 1997)

Incident Management Simulation on a Freeway Corridor in Honolulu(8-12 November 1999)

Over a 20-year lifecycle, NG9-1-1 would likely cost about the same as maintaining the status quo of the current 9-1-1 system, but deliver 80 percent additional value.(03/05/2009)

Full ITS deployment in the Seattle area projected to result in 8 percent fewer fatal crashes, and 3 percent fewer injury and property damage only crashes annually.(May 2005)

Full ITS deployment in the Seattle area projected to reduce recurrent congestion delays by 3.2 percent and incident related delays by 50 percent.(May 2005)

Full ITS deployment in Seattle projects personal travel time reductions of 3.7 percent for drivers and 24 percent for transit users.(May 2005)

Full deployment of comprehensive ITS strategies in Seattle are projected to reduce CO, HC, and NOx emissions by 16 percent, 17 percent and 21 percent, respectively and reduce fuel consumption by 19 percent.(May 2005)

Full ITS deployment in Seattle projects vehicle speeds to increase by as much as 12 percent on major roadways.(May 2005)

Modeling performed as part of an evaluation of nine ITS implementation projects in San Antonio, Texas indicated that integrating DMS, incident management, and arterial traffic control systems could reduce delay by 5.9 percent.(May 2000)

Evaluation indicated that integrating DMS and incident management systems could reduce crashes by 2.8 percent, and that integrating DMS and arterial traffic control systems could decrease crashes by 2 percent, in San Antonio, Texas.(May 2000)

Evaluation of freeway DMS integrated with incident management in San Antonio, Texas, found fuel consumption reduced by 1.2 percent; integrating the DMS with arterial traffic control systems could save 1.4 percent. (May 2000)

Innovations in Transportation and Air Quality: Twelve Exemplary Projects(1996)

Full ITS deployment in the Seattle area projected to result in 8 percent fewer fatal crashes, and 3 percent fewer injury and property damage only crashes annually.(May 2005)

Involve end users and regional stakeholders, follow agency protocol for software development and release, and gain upper management support when designing and developing an Integrated Incident Management System.(23 March 2007)

Consider cost-saving strategies and long term needs when making communications investments.(6/1/1998)

When considering the use of camera phones in managing incidents, be aware of the challenges associated with technology interoperability among agencies and first responder priorities.(April 2007)

Draw on the strengths of complementary relationships between the public and private sectors for successful implementation of ITS projects.(August 2006)

Deploy ITS technologies including Computer Aided Dispatch (CAD) and Personal Digital Assistants (PDAs) for dispatchers and responders in traffic incident management.(2005)

Utilize technology sharing and training opportunities to form mutually beneficial relationships for successful incident management programs.(1/1/2004)

Manage resources to optimize incident response and clearance times to reduce the impact on traffic flow.(April 2000)

Utilize well-equipped safety service patrols to assist highway motorists after vehicle malfunctions or crashes, and to coordinate a safe and efficient response.(1/1/1999)

Consider cost-saving strategies and long term needs when making communications investments.(6/1/1998)

Utilize clearance time incentives when contracting with towing service providers to reduce incident clearance times.(5/1/2005)

Establish a local incident management program that includes specific guidelines for all entities involved, including transportation agencies, law enforcement, fire and EMS, and towing and recovery.(March 2003)

Enhance traffic flow in a regional, multi-state corridor by using vehicle probes to monitor real-time traffic conditions. (August 12, 2010)

Use vehicle probes to monitor traffic cost-effectively, manage incidents and queue ups proactively, reduce delays, and increase traveler satisfaction along a multi-state transportation corridor.(August 12, 2010)

Use Analysis, Modeling, and Simulation (AMS) to identify gaps, determine constraints, and invest in the best combination of Integrated Corridor Management (ICM) strategies.(September 2008)

Adopt best practices for integrating emergency information into Transportation Management Center (TMC) operations to improve performance and increase public mobility, safety and security.(2/28/2006)

Invest in research and development for emergency integration.(2/28/2006)

Extend the application of emergency integration best practices to further improve emergency operations.(2/28/2006)

Integrate weather information into Transportation Management Center (TMC) operations to enhance the ability of operators to manage traffic in a more responsive and effective way during weather events.(2/28/2006)

Treat maintenance staff as customers and beneficiaries of ATIS information.(5/1/2005)

Treat system operators as the client and consider their perspectives during ATIS project development.(5/1/2005)

Consider how implementing an ATIS system will impact staffing and training requirements.(5/1/2005)

Consider that ATIS deployment in rural and/or remote areas presents special challenges.(5/1/2005)

Limit CMS message length to allow for adequate reading time at high speeds.(5/27/2004)

Use ITS to implement a reliable communications system in work zones.(1/1/2004)

Ensure initial and ongoing success of ITS deployments by providing sufficient start-up time, maintaining flexibility, and performing maintenance needs in-house.(1/1/2004)

Adopt adequate and thorough procurement processes which cover purchases of both standardized commodity type equipment and highly complex integrated ITS components.(9/23/2003)

Consider potential system enhancements to meet heavy demand.(4/1/2003)

Define your agency's expectations of a new system and a robust set of system requirements and then choose the software that meets your requirements.(4/1/2003)

Deploy ITS systems strategically to achieve benefits.(6/1/2001)

Integrate freeway and alternate route operations to achieve greater benefits.(6/1/2001)

Use ITS Standards to achieve interchangeability and interoperability for Dynamic Message Signs.(Spring 2001)

Consider reconfiguring and integrating existing roadway management IT systems whenever possible to save costs associated with implementing new systems.(10/1/2000)

Follow a modular approach when deploying complex projects in locations with a shortened construction season.(April 2000)

Follow a modular approach when deploying complex projects in locations with a shortened construction season.(April 2000)

Utilize well-equipped safety service patrols to assist highway motorists after vehicle malfunctions or crashes, and to coordinate a safe and efficient response.(1/1/1999)

Provide consistent and high-quality information to influence traveler behavior.(6/1/1998)

Adopt best practices for integrating emergency information into Transportation Management Center (TMC) operations to improve performance and increase public mobility, safety and security.(2/28/2006)

Invest in research and development for emergency integration.(2/28/2006)

Extend the application of emergency integration best practices to further improve emergency operations.(2/28/2006)

Integrate weather information into Transportation Management Center (TMC) operations to enhance the ability of operators to manage traffic in a more responsive and effective way during weather events.(2/28/2006)

Treat maintenance staff as customers and beneficiaries of ATIS information.(5/1/2005)

Treat system operators as the client and consider their perspectives during ATIS project development.(5/1/2005)

Consider how implementing an ATIS system will impact staffing and training requirements.(5/1/2005)

Consider that ATIS deployment in rural and/or remote areas presents special challenges.(5/1/2005)

Use ITS to implement a reliable communications system in work zones.(1/1/2004)

Ensure initial and ongoing success of ITS deployments by providing sufficient start-up time, maintaining flexibility, and performing maintenance needs in-house.(1/1/2004)

Consider potential system enhancements to meet heavy demand.(4/1/2003)

Provide consistent and high-quality information to influence traveler behavior.(6/1/1998)

USDOT identifies ten characteristics that support an Integrated Corridor Management (ICM) approach to improving throughput and reducing congestion.(11/01/2018)

Ensure that Highway Patrol's CAD system operators enter key information needed by the transportation management center operators.(01/30/2009)

Build a strong partnership between transportation and public safety agencies, and establish clear operational rules from the start.(July 2006)

Recognize staffing and communication needs for Advanced Traveler Information Systems (ATIS) projects.(April 2006)

Recognize integration issues in Advanced Traveler Information Systems (ATIS) Projects, and follow the systems engineering approach to establish a project's foundation.(April 2006)

Assess needs and communication infrastructure capabilities for the design of an Advanced Traveler Information System (ATIS).(April 2006)

Be aware that ITS deployment contracting is complex and may be subject to changes in technologies and market forces.(10/1/2001)

Consider the risk that draft ITS standards will not remain stable through further development when deciding whether to use them in an ITS deployment.(10/1/2001)

Use non-proprietary software for ITS projects to ensure compatibility with other ITS components(2001)

Develop a regional ITS architecture with a common data server to facilitate ITS integration in a region(2001)

Coordinate extensively with agency staff and vendors when integrating a Transportation Management Center with Computer Aided Dispatch Systems.(July 2006)

Clearly define information sharing procedures among agencies in an integrated Transportation Management Center-Computer Aided Dispatch system.(July 2006)

Balance project goals against the constraints and capabilities of project partners.(January 2005)

Anticipate last minute technical glitches when integrating computer aided dispatch (CAD) and transportation management center (TMC) systems and plan accordingly from the start of the project.(January 2005)

Anticipate the need for additional training during the initial post-deployment period to help ensure that system operators are familiar with all new features and procedures.(January 2005)

Develop early deployment and rapid prototyping strategies to improve the project development process.(January 2005)

Deploy ITS technologies including Computer Aided Dispatch (CAD) and Personal Digital Assistants (PDAs) for dispatchers and responders in traffic incident management.(2005)

Utilize well-equipped safety service patrols to assist highway motorists after vehicle malfunctions or crashes, and to coordinate a safe and efficient response.(1/1/1999)

Maximize emergency resources and response by utilizing Automatic Vehicle Location (AVL) capabilities.(1/1/1999)

Consider cost-saving strategies and long term needs when making communications investments.(6/1/1998)

Consult with traffic engineers early in the process of no-notice evacuations to secure the use of traffic management resources and to identify routes for evacuation and re-entry.(February 2006)

Identify all transportation, incident management, and emergency response entities and strive to resolve issues with semantics and terminology among different agencies.(March 2002)

Plan for system redundancies to ensure appropriate incident response activities and continuity of operations during emergency situations.(March 2002)

Maximize emergency resources and response by utilizing Automatic Vehicle Location (AVL) capabilities.(1/1/1999)

Select appropriate technologies to enable emergency notification and response systems to complement traditional 9-1-1 service.(9/1/1998)

Focus on detection, response and clearance to improve incident management, only turn to planning diversion routes after these are as robust as possible.(6/1/1998)

Plan diversion routes carefully to avoid negative consequences on designated alternate routes.(6/1/1998)

Involve end users and regional stakeholders, follow agency protocol for software development and release, and gain upper management support when designing and developing an Integrated Incident Management System.(23 March 2007)

Draw on the strengths of complementary relationships between the public and private sectors for successful implementation of ITS projects.(August 2006)

Adopt best practices for integrating emergency information into Transportation Management Center (TMC) operations to improve performance and increase public mobility, safety and security.(2/28/2006)

Invest in research and development for emergency integration.(2/28/2006)

Extend the application of emergency integration best practices to further improve emergency operations.(2/28/2006)

Integrate weather information into Transportation Management Center (TMC) operations to enhance the ability of operators to manage traffic in a more responsive and effective way during weather events.(2/28/2006)

Deploy ITS technologies including Computer Aided Dispatch (CAD) and Personal Digital Assistants (PDAs) for dispatchers and responders in traffic incident management.(2005)

Coordinate extensively with other stakeholder agencies.(1/1/2004)

Use ITS to implement a reliable communications system in work zones.(1/1/2004)

Ensure initial and ongoing success of ITS deployments by providing sufficient start-up time, maintaining flexibility, and performing maintenance needs in-house.(1/1/2004)

Utilize technology sharing and training opportunities to form mutually beneficial relationships for successful incident management programs.(1/1/2004)

Utilize well-equipped safety service patrols to assist highway motorists after vehicle malfunctions or crashes, and to coordinate a safe and efficient response.(1/1/1999)

The City of Toronto finds that use of UAVs can be valuable for special event traffic management, but that use of UAVs to manage unplanned traffic incidents is not currently feasible given their unpredictable nature.

Focus on the integration of business processes at the institutional or programmatic level rather than at the operations level.(2011)

Integrate Road Weather Information Systems program and Transportation Management Centers to improve internal operations practices.(November 2009)

Establish a local incident management program that includes specific guidelines for all entities involved, including transportation agencies, law enforcement, fire and EMS, and towing and recovery.(March 2003)

Develop an Incident Management Program strategy and plan.(April 2000)

Manage resources to optimize incident response and clearance times to reduce the impact on traffic flow.(April 2000)

Utilize technology sharing and training opportunities to form mutually beneficial relationships for successful incident management programs.(1/1/2004)

Identify innovative solutions for deploying Information Stations that report real-time data for weather and traffic monitoring in the event of a hurricane.(11/1/2003)

Develop partnerships for a cost-effective approach to deploy remote traffic count stations that will provide real-time traffic data during a hurricane evacuation.(11/1/2003)

Deploy ITS systems strategically to achieve benefits.(6/1/2001)

Integrate freeway and alternate route operations to achieve greater benefits.(6/1/2001)

Focus on detection, response and clearance to improve incident management, only turn to planning diversion routes after these are as robust as possible.(6/1/1998)

Consider cost-saving strategies and long term needs when making communications investments.(6/1/1998)

Emphasize data-driven mobilizations and incorporate Automated Speed Enforcement devices in vulnerable locations to minimize resource needs of speed-limit enforcement.(01/20/2019)

Perform adequate analyses and tests to design, calibrate and validate the capabilities of a bridge security monitoring system in order to reduce false alarms.(01/30/2009)

Beware that modeling may not be a suitable substitute for before-after studies of ITS integration projects.(14 May 2008)

Adopt best practices for integrating emergency information into Transportation Management Center (TMC) operations to improve performance and increase public mobility, safety and security.(2/28/2006)

Invest in research and development for emergency integration.(2/28/2006)

Extend the application of emergency integration best practices to further improve emergency operations.(2/28/2006)

Integrate weather information into Transportation Management Center (TMC) operations to enhance the ability of operators to manage traffic in a more responsive and effective way during weather events.(2/28/2006)

Coordinate extensively with other stakeholder agencies.(1/1/2004)

Use ITS to implement a reliable communications system in work zones.(1/1/2004)

Ensure initial and ongoing success of ITS deployments by providing sufficient start-up time, maintaining flexibility, and performing maintenance needs in-house.(1/1/2004)

Utilize technology sharing and training opportunities to form mutually beneficial relationships for successful incident management programs.(1/1/2004)

Deploy ITS systems strategically to achieve benefits.(6/1/2001)

Integrate freeway and alternate route operations to achieve greater benefits.(6/1/2001)

Consider reconfiguring and integrating existing roadway management IT systems whenever possible to save costs associated with implementing new systems.(10/1/2000)

Follow a modular approach when deploying complex projects in locations with a shortened construction season.(April 2000)

Follow a modular approach when deploying complex projects in locations with a shortened construction season.(April 2000)

Consider cost-saving strategies and long term needs when making communications investments.(6/1/1998)

Beware of challenges involved in developing an integrated statewide operations system for traffic monitoring, incident data capture, weather information, and traveler information—all seamlessly controlled by a central software system. (01/30/2009)

Allocate sufficient resources for technology deployment and operator training to improve incident detection and verification.(April 2000)

Get stakeholders involved in the process to increase the chances for successfully implementing a Wireless Enhanced 9-1-1 system.(5/30/2002)

Select appropriate technologies to enable emergency notification and response systems to complement traditional 9-1-1 service.(9/1/1998)

Build a strong partnership between transportation and public safety agencies, and establish clear operational rules from the start.(July 2006)

Deploy ITS technologies including Computer Aided Dispatch (CAD) and Personal Digital Assistants (PDAs) for dispatchers and responders in traffic incident management.(2005)

Allocate sufficient resources for technology deployment and operator training to improve incident detection and verification.(April 2000)