A Framework for Improving Travel Time Reliability (2013)

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73 The Brand: AASHTO— Subcommittee on Systems Operations and Management (SSOM) http://ssom.transportation.org/Pages/default.aspx What Is the Product Being Marketed? Champion concepts, policies, resources, research, organiza- tional structures and institutional relationships that inte- grate operations and management into the activities of member agencies. http://ssom.transportation.org/Pages/ SSOMStrategicPlan.aspx What Is the Mission? To support AASHTO’s vision through the incorporation of highway operations and management as an integral compo- nent of institutional and technical excellence. http://ssom .transportation.org/Pages/SSOMStrategicPlan.aspx Key Message The various strategic goals of SSOM • Advancement of State DOTs in their organizational struc- ture and focus on operations • Enhanced use of performance monitoring and measure- ment to operate systems on a real-time 24-7 basis • Improved coordination with and focus on operations by other committees and subcommittees of AASHTO • Enhanced development and deployment of technology, standards, and best practices • Improved coordination and partnerships with other stake- holders, interests, and associations • Cooperation with the private sector for technology and information services Effective Sound Bites Transportation agencies are increasingly finding that systems operations and management is a highly important aspect of delivering transportation services to customers, beyond sim- ply building and maintaining highways. A good analogy is the electric utility industry. After power plants and transmis- sion lines are constructed, a utility’s focus shifts to operating the system by balancing loads and ensuring that peaks are handled, all with an eye to providing service. The same model can be used in transportation. Because conditions on the transportation system are con- stantly changing in terms of demand and disruptions, the system must be operated so that it can adapt to this unstable environment. http://ssom.transportation.org/Documents/ FR1_SSOMStrategicPlan_101808.pdf The Participants The SSOM is established as a cross-cutting Subcommit - tee with close liaisons with other AASHTO committees, and membership on SSOM by members of other committees is encouraged. SSOM is made up of many different practitio- ners from all across the country. http://ssom.transportation .org/Documents/FR1_SSOMStrategicPlan_101808.pdf The Audience Task forces are ad hoc groups, made up of transportation practitioners, and are constituted temporarily by the SSOM for a specific task or activity related to the strategic goals of the SSOM. Each task force is charged with a set of action A p p e n d i x d Researched Websites for Branding Synthesis

74 items and a defined timeline for outputs of the work. http://ssom.transportation.org/Documents/FR1_SSOM StrategicPlan_101808.pdf Communication Methods At a minimum, some form of communication is provided on a quarterly basis to the entire SSOM membership. Communi- cation methods include newsletters, e-mails, webinars, and postings on an SSOM website. Ad hoc communications announcing the accomplishments of a task force or SSOM activities are encouraged and can occur at any time. Barriers, Limitations, Challenges to Successful Communication • Materials sent to non-transportation agencies, Congress, and the general public must be rephrased in understand- able ways, so that the messages do not get lost in any tech- nical or engineering jargon. http://ssom.transportation.org/Pages/2008MeetingPresentations.aspx

75 The Brand: Association of Metropolitan Planning Organizations (AMPO) http://www.ampo.org/index.php Tag Line AMPO is focused on metropolitan transportation planning, with the goal of keeping MPOs viable and empowered through innovative solutions. http://www.ampo.org/what/index.php What Is the Product Being Marketed? AMPO is a nonprofit, membership organization established in 1994 to serve the needs and interests of “metropolitan planning organizations (MPOs)” nationwide. The AMPO Operations Work Group brings together practitioners in consultation with FHWA leadership to address the manage- ment and operations (M&O) requirements in SAFETEA-LU and to focus on best practices in incorporating transporta- tion systems operations and management into the plan- ning process, performance measurement, and data for operations planning. http://www.ampo.org/content/index .php?pid=114 What Is the Mission? AMPO is the transportation advocate for metropolitan regions and is committed to enhancing MPOs’ abilities to improve metropolitan transportation systems. http://www .ampo.org/what/index.php Key Message At AMPO, we strive to support our members with the infor- mation needed to carry out all the functions of an MPO. Whether you are a travel modeler, an air quality specialist, a policy director, or a manager, we have something for you. http://www.ampo.org/what/index.php Effective Sound Bites The quality of metropolitan transportation infrastructure— highways, bridges, airports, transit systems, rail, and ports—is a primary factor in American economic competitiveness. It is for this reason that the members of AMPO are particularly interested in current legislation and concepts under consider- ation by Congress, the Administration and key lawmakers. Where coordination and collaboration, together with stakeholder involvement, are working as envisioned, better decisions are being made. Collaboration is the essence of SAFETEA_LU, TEA-21, and ISTEA. This landmark legislation reflects an innovative type of federalism—one in which, for the first time, a significantly new federal transportation policy direction is being imple- mented through a state and local partnership arrangement. http://www.ampo.org/what/index.php The Participants The nine-member AMPO Board of Directors is directly elected by the membership, including the President and Vice President. Local elected officials who are active members of their respec- tive MPOs play a vital leadership role in the affairs of AMPO. Full-membership in AMPO is open to all MPOs and associate memberships are available to all interested parties. The Audience Any participating Metropolitan Planning Organization, and its citizens. Communication Methods AMPO is recognized as the leader in providing technical exper- tise and assistance to the MPO community. The member- run Technical Committee is working to define the planning practices that lead to development of good systems. The three AMPO Work Groups, Travel Modeling, Air Quality, and Operations, each meet twice a year to share their expertise, network, learn, and advance the MPO technical community. AMPO offers the best tools and resources for MPOs seeking to gain knowledge in any facet of the metropolitan planning field. The AMPO Annual Conference is quickly becoming known as the premiere event for MPOs to learn and network. Sessions are taught by experts and offer a combination of pre- sentations and hands-on learning. http://www.ampo.org/ membership/index.php Barriers, Limitations, Challenges to Successful Communication • Smaller MPOs might not have the staffing or administra- tive capacity to fully benefit from AMPOs services, partic- ularly the conferences. • The website has information specific to AMPO and does not connect more broadly to other supporting information.

76 Tag Line 21st century operations using 21st century technologies. What Is the Product Being Marketed? Better operation of the transportation system holds the poten- tial for substantially improving the way agencies address recurring and nonrecurring congestion in all parts of the country and on all parts of the highway system. An opera- tions approach to the transportation network is a viable and effective strategy to improve traffic flow and meet grow- ing travel demands. http://ops.fhwa.dot.gov/aboutus/one_ pagers/ opsstory.pdf What Is the Mission? The FHWA’s Office of Operations provides national leader- ship for the management and operation of the surface transportation system. The office is responsible for FHWA’s efforts in the areas of congestion management, Intelligent Transportation Systems (ITS) deployment, traffic operations, emergency management, and freight management and oper- ations. http://ops.fhwa.dot.gov/aboutus/aboutus.htm Key Message The Federal Highway Administration has identified congestion as one of its priority areas. To address this priority area, the FHWA’s Office of Operations has recently begun an initiative to reduce highway congestion through better operating the high- way network. Better approaches to operations on the transpor- tation network are a viable and effective strategy to help improve traffic flow and meet growing travel demands. As bet- ter operations become a strategy more fully applied to trans- portation, it will require rethinking of how services are delivered to those who depend on the transportation system. Effectively addressing the congestion problem will hinge on the ability to reshape traditional transportation organizations into “21st century operations using 21st century technologies.” The program areas within the Office of Operations are helping to change the mindset of traditional transportation organizations by developing and implementing programs, training, and tools to support • National recognition of the importance of operations; • Institutional and regional change to enhance operations; and • Advancements in 21st century operations. Effective Sound Bites We can do more to operate the transportation system so that it performs better to meet customer expectations regardless of the demands placed on it. Increasingly, mobility is jeopardized by congestion and unexpected delays. The Texas Transportation Institute esti- mates that in 2001, 75 of the largest metropolitan areas experi- enced 3.5 billion vehicle-hours of delay, resulting in 5.7 billion gallons in wasted fuel and $69.5 billion in lost productivity. The three main causes of nonrecurring congestion are traf- fic incidents ranging from flat tires to overturned trucks with hazardous materials (25 percent of congestion), work zones (10 percent of congestion), and adverse weather (15 percent of congestion). The Brand: Federal Highway Administration Office of Operations http://ops.fhwa.dot.gov/aboutus/aboutus.htm

77 When disruptions occur during non-peak periods or on normally uncongested roads they create a “surprise” for trav- elers. A mid-afternoon trip that is planned for 20 minutes suddenly turns into a frustrating 40-minute crawl. However, there are things that can be done to keep conges- tion from severely degrading the quality of life in our cities, undermining the competitiveness of our industries, and reduc- ing the safety and reliability of our national transportation system. Successfully reducing the effects of congestion and unexpected delays requires three coordinated approaches— construction, preservation, and operation. National recognition of the importance of operations— FHWA leads the effort to increase the emphasis on and visibil- ity of transportation operations. Aggressive management of temporary disruptions, such as incidents, work zones, weather, and special events, can reduce the impacts of these disruptions and return the system to “full capacity.” The Participants FHWA Office of Operations actively collaborates with numerous other DOT offices, including those of Planning, Safety, and RITA as well as with FTA. In addition, the diverse areas within Operations include topics such as Planning for Operations, arterial and freeway management, ITS, real-time traveler information, work zone and incident management, and operations performance measurement. The Audience In providing national leadership for management and opera- tion of the transportation system, the Office of Operations provides policies and programs to support all transportation agencies. Through the creation of a National Transportation Operations Coalition (NTOC), the FHWA is working with the leadership of 13 transportation associations, including the Institute for Transportation Engineers (ITE), the Ameri- can Association of State Highway and Transportation Officials (AASHTO), the Intelligent Transportation Society of America (ITS America), the American Public Transportation Associa- tion (APTA), to increase national attention to the importance of more effectively managing and operating the surface transportation system. Communication Methods The Office of Operations website and the related links pro- vide access to a large amount of useful material readily available to the transportation practitioner. However, the level of information is overwhelming for decision makers who are a primary target audience for this material. Pro- grams included initiate policies and programs, training and technology transfer to advance the operational practices and capabilities of transportation agencies. They also pro- vide relevant products and services, as well as technical support and assistance. Virtual Teams are made up of per- sonnel from various FHWA offices. http://ops.fhwa.dot.gov/ aboutus/aboutus.htm Barriers, Limitations, Challenges to Successful Communication • The FHWA Office of Operations website contains a wealth of material, but the key message is buried as a PDF that is easily overlooked. • Intended audience appears to be decision makers across all areas of the transportation sector. The message is comprehensive—noting that congestion must be addressed in many ways and has both a recurring and nonrecurring component. The Brand: Institute of Transportation Engineers— Management & Operations/ ITS Council http://www.ite.org/councils/ITS/default.asp Tag Line A Community of Transportation Professionals: Your source for expertise, knowledge and ideas. What Is the Product Being Marketed? The name indicates the two-fold focus of the Management & Operations/ITS Council. Congestion in urban areas, safety and unexpected delays in rural areas, and growing challenges of freight movement are difficult issues facing transporta- tion professionals. Increasingly, cutting-edge transportation organi zations focus on the impacts to their customers based

78 on the performance of the transportation system. Trans- portation Systems Management and Operations has been defined as an emphasis area by ITE’s International Board of Direction. http://www.ite.org/councils/ITS/default.asp What Is the Mission? The Council is focused on better operation of the highway network to confront transportation challenges through the use of ITS and transportation system management strategies. http://www.ite.org/councils/ITS/default.asp Key Message The council oversees multiple activities and develops products and services necessary to advance the deployment of ITS and to improve operational efficiency of the roadway network. In addition, the council manages more than 20 activities associated with the development of information to assist those in the Management and Operations and ITS fields. http://www.ite.org/councils/ITS/default.asp Effective Sound Bites Better operation of the highway network is the newest approach to confronting the transportation challenges of the 21st century. Congestion in urban areas, safety and unexpected delays in rural areas, and growing challenges of freight movement are compelling issues facing trans- portation professionals. Increasingly, cutting edge trans- portation agencies are focused on the performance of the transportation system as it impacts customers. That performance-based, customer-focused attitude characterizes the 21st century transportation organization. Technology innovations, such as intelligent transportation systems, give us new and better tools to make the most of the available roads and capacity. The Institute of Transportation Engineers (ITE) is actively involved in developing and promoting the vision for future transportation agencies and future transportation professionals. These agencies and professionals will manage the performance of the transportation network to meet the needs of our customers. To this end, ITE identified “transpor- tation system management and operation” as an Institute mega issue. Achieving a vision for a 21st century transportation system encompasses technical skills, applying real-time, proactive management techniques in a variety of application areas, and changing our institutional arrangements to better serve the customers. Today’s transportation professionals are responsible for building, maintaining and operating a transportation system that is safe, reliable and secure for our customers. http://www .ite.org/aboutite/index.asp The Participants Membership in ITE Councils is open to any ITE member. Membership in one Council from each category (employer- type and technical) is free. If you are an ITE member, you may join as many Councils as you like. Within each Council there are various committees to join, each covering a different topic of interest. http://www.ite.org/councils/index.asp The Audience Engineering and Transportation practitioners with an inter- est in Management and Operations and ITS. Communication Methods Council members receive newsletters and special mailings that cover emerging trends, proposed legislation and regulation, as well as participate in Internet discussion groups and other council-sponsored activities. http://www.ite.org/councils/ index.asp Barriers, Limitations, Challenges to Successful Communication • Information displayed and discussed in the council may be too technical for some of the audience.

79 What Is the Product Being Marketed? The ITS program director leads the JPO, which is composed of program managers and coordinators of the U.S. DOT’s multimodal ITS initiatives. In addition, individual staff mem- bers manage technology transfer functions, such as National ITS Architecture development and maintenance, standards development, professional capacity building, and program assessment. What Is the Mission? As directed by Congress in its founding legislation, RITA leads DOT in • Coordinating, facilitating, and reviewing the Department’s research and development programs and activities; • Advancing innovative technologies, including intelligent transportation systems; • Performing comprehensive transportation statistics research, analysis, and reporting; and • Providing education and training in transportation and transportation-related fields. http://www.rita.dot.gov/ about_rita/ Key Message The Research and Innovative Technology Administration coor- dinates the U.S. Department of Transportation’s research pro- grams and is charged with advancing the deployment of cross-cutting technologies to improve our Nation’s transpor- tation system. http://www.facebook.com/DOTRITA?v=wall& ref=ts&a=4& Safe-Trip 21, a RITA Initiative The SafeTrip-21 program is designed to improve safety and reduce congestion by identifying and harnessing existing tech- nology and adapting it for transportation needs. SafeTrip-21 will solicit information about technological applications that are both oriented toward DOT goals (safety, mobility, environ- mental stewardship, energy independence, and security) and ready for testing and integration into a field-test environment. RITA’s Volpe Center is using its experience in the areas of ITS and system development and deployment to lead the effort. SafeTrip-21 strives to find applicable and viable approaches to mitigate congestion and improve safety through new tech- nology. “SafeTrip-21 will show how technology can enhance the travel experience, and will demonstrate that significant advances in solving transportation problems do not have to require large infrastructure investments.” SafeTrip-21 builds on the DOT’s Vehicle Infrastructure Integration (VII) program by providing an accelerated deployment and testing environment for technologies that are already being considered for their applicability in the transportation arena. The overall VII initiative seeks to deploy advanced vehicle-to-vehicle and vehicle-to- infrastructure communications that can keep vehicles from leaving the road and enhance their safe movement through intersections. The Participants The Administrator of the Research and Innovative Technology Administration oversees the ITS Program. The ITS JPO has Department-wide authority in coordinating the ITS program and initiatives among the following DOT Offices: FHWA, FMCSA, FTA, FRA, NHTSA, and the Maritime Administration (MARAD). The Brand: Research and Innovative Technology Administration (RITA)—ITS Joint Program Office http://www.its.dot.gov/its_jpo.htm

80 stakeholders. Current subcommittees and action team focus areas include • Performance Measurement and Reporting • Traffic Signal Systems and VMS Benchmarking • Linking Planning and Operations • Operations Funding • Freight Operations • Communications and Outreach http://ops.fhwa.dot.gov/aboutus/one_pagers/ntoc.htm What Is the Mission? To improve management and operation of the nation’s existing transportation system so that its performance will exceed customer expectations. http://ops.fhwa.dot.gov/nat_ dialogue.htm Key Message Today, following the success of the National Dialogue on Transportation Operations, transportation professionals are embracing the need to improve the performance of the Nation’s transportation system through a stronger com- mitment to management and operations. Now more than ever, the operations community is accepting the call to move from a dialogue on the issues of system mobility, reliability, and security to promoting and supporting actions necessary to meet the challenges these issues present. http://ops.fhwa .dot.gov/aboutus/one_pagers/ntoc.htm Effective Sound Bites We will know we are successful when • Customer surveys indicate consistently increasing satisfac- tion with the performance of the transportation system. • The focus of decision makers and transportation agen- cies includes continuous performance-based delivery of services in addition to implementation of individual projects. • Performance measures are in place that are understand- able, measurable, and are used effectively in making deci- sions improving transportation systems performance. • Managing and operating the transportation system are integral parts of a funding and staffing continuum that also includes planning, design, construction, and maintenance. NTOC will also seek to establish an inventory of available educational and professional capacity building resources available to the Operations practitioner, define an Operations The Audience RITA’s research efforts focus largely on practitioners and those with research ties. Communication Methods On a regular basis, RITA updates its Facebook page and Twit- ter account. RITA coordinates its efforts through research programs and publications. One new effort, the Transpor- tation Research Collaboration Pilot website (http://www .transportationresearch.gov/Pages/index.aspx) was built in an effort to improve the collaborative capabilities offered to transportation researchers and other related stakeholders both inside and outside DOT. The initial phase of this effort will focus on improving collaboration among the four regional networks comprising the National Transportation Knowledge Network, approximately 60 University Transportation Centers (UTCs), and the collaborative work of Position Navigation and Timing. Other transportation research topics/entities will be added as the site develops into a full-fledged venue for trans- portation research collaboration. RITA also presents its latest research at the annual TRB conference. Barriers, Limitations, Challenges to Successful Communication • The RITA website does not appear to be intended for use by the general public. The publications are large research docu- ments rather than brochures or easily digestible material. • Intended audience appears to be government officials/ administration rather than public or system users. The Brand: national Transportation Operations Coalition (nTOC) http://ops.fhwa.dot.gov/nat_dialogue.htm Tag Line An important foundation for institutionalizing manage- ment and operations into the transportation industry. What Is the Product Being Marketed? NTOC currently consists of a number of subcommittees and action teams who are actively working on activities to pro- mote management and operations strategies and benefits to

81 discipline, and develop a roadmap for fully developing the professional capacity of the Operations community. The Participants NTOC is an alliance of national associations, practitioners, and private sector groups. http://www.ntoctalks.com/ntoc_ members.php The Audience The site is targeted toward practitioners and sponsored by FHWA to promote information sharing. Communication Methods NTOC developed four steps for communicating their message: 1. Developing a comprehensive/coordinated outreach program. 2. Summarizing operations benefits data. 3. Developing products aimed at decision makers. 4. Creating a shared management and operations website. With the new NTOC focus areas of sustainability, economic growth and competitiveness, safety, livability, and capacity building as priorities, NTOC will focus on compiling and dis- seminating this knowledge to membership through existing channels, such as the NTOC newsletter, website, stakeholder e-mails, and webcasts. Barriers, Limitations, Challenges to Successful Communication • The forum, webcasts, and calendar of upcoming events seem to be inactive and bare, and this could deter members from visiting the site often. The Brand: iTS America http://www.itsa.org/ What Is the Product Being Marketed? An effective, national, intelligent transportation system (ITS). ITS America assists in information sharing among professionals to foster the use of advanced technologies in surface transportation systems. http://www.itsa.org/aboutus/ c3/About_Us.html What Is the Mission? To be proactive leaders for all ITS stakeholders by promoting collaboration and networking in research, development, and design of ITS technologies to accelerate their deployment and sustain the environment. The vision is to help save lives, time, and money and sustain the environment through broad deployment of interoperable ITS technologies. http:// www.itsa.org/aboutus/c3/About_Us.html Key Message ITS America is the leading advocate for technologies that improve the safety, security, and efficiency of the nation’s surface transportation system. The formation of ITS America was motivated by the recognition that while numerous exist- ing organizations were actively involved in transportation issues, no single organization existed to focus exclusive atten- tion on emerging technologies. http://www.itsa.org/aboutus/ c3/About_Us.html Effective Sound Bites ITS America knows that connections are key to achieving your business goals. We will connect you to the industry lead- ers and help you build relationships that will build your busi- ness. We represent a diverse group of ITS professional and organizations—a diversity you will not find in other associa- tions. http://www.itsa.org/careerbusinessdevelopment/c27/ Career_and_Business_Development.html Technologies and solutions are available today to trans- form the future of our nation’s transportation system, and we have a tremendous opportunity to work with the new Con- gress and Administration to incorporate ITS solutions into the next transportation bill. http://www.itsa.org/advocacy/ c63/Advocacy.html The Participants ITS America is a non-profit organization governed by three councils: the Coordinating Council, the Policy and Business Council, and the State Chapters Council (a volun- teer body). Its members include a variety of ITS stakehold- ers, including private corporations, public agencies, and academic institutions. The complete member list is quite extensive, as described under the “Membership” tab, which can be accessed at http://www.itsa.org/membership/c20/ Membership.html.

82 Funding for ITS comes from a variety of sources: • Federal funds 44 ITS earmarked funds 44 Competitive grants (CICAS, ICM, etc.) 44 Road construction funds 44 NHTSA 164 Sanction funds (TOCCs) • State funds • Local partnership contributions • Private partner contributions The Audience ITS America is focused on its members, who are involved in all facets of ITS research, planning, development, and deployment. State DOTs, regional and local transportation and planning agencies, private companies that provide ITS products and ser- vices, auto manufacturers and suppliers, research organizations, academic institutions, and transportation associations all derive benefit from their interaction as ITS America members. Communication Methods Their Strategic Plan outlines their mission, vision, and out- lines their organization’s goals. http://www.itsa.org/itsa/files/ pdf/ITSAStrategicPlanBrochure.pdf Various members have developed resources and marketing materials for other state chapters to draw from. For example, the Engaging State Departments of Transportation presenta- tion from ITS Minnesota. http://www.itsa.org/state-chapters/ chapter-resources ITS America hosts forums on five different topic areas: Safety, Personal Mobility, Commercial Vehicle & Freight Mobility, the Sustainable Transportation Working Group, as well as Cross- Cutting Issues not easily embodied in one Forum. http://www .itsa.org/forumsandworkinggroups/c38/Forums_-_Task_ Forces_-_Working_Groups.html The knowledge center maintains a database of recent, rel- evant research on ITS. http://www.itsa.org/knowledgecenter/ c60/Knowledge_Center.html Source: http://www.itsa.org/itsa/files/pdf/ITSGA_factsheet.pdf

83 Barriers, Limitations, Challenges to Successful Communication • ITS America is involved with IntelliDrive. The connec- tion is mentioned, but not clear. It may be through the public communication marketing component of ITS America. • The website is only geared toward transportation professionals—easy to navigate, but jargon-heavy, so would not be used easily by the public. The Brand: I-95 Corridor Coalition http://www.i95coalition.org/i95/Home/tabid/36/Default .aspx Tag Line Working Together to Accelerate Improvements in Long- Distance Passenger Travel and Freight Movement What Is the Product Being Marketed? The I-95 Corridor Coalition is a voluntary alliance of trans- portation agencies, toll authorities, and related organiza- tions from Maine to Florida. The Coalition provides a forum for key decision and policy makers to address transportation management and operations issues of common interest, and is an opportunity for state and local agencies to work together to improve transportation system performance far more than they could working individually. Activities include training, projects, traveler information access, and a resource library. During the 1990s, the focus of the Coalition’s program evolved from studying and testing intelligent transporta- tion systems (ITS) technologies to a broader perspective that embraced integrated deployments and coordinated operations. The Coalition’s perspective evolved from a con- centration on highways to one that encompasses all modes of travel and focuses on the efficient transfer of people and goods between modes. Facilitation of regional incident management in areas such as pre-planning, coordination and communication among transportation and public safety agencies in the corridor remains a key part of the Coalition’s focus. Today, the Coalition emphasizes infor- mation management as the underpinning of seamless operations across jurisdictions and modes. http://www .i95coalition.org/i95/Home/WhatistheCoalition/tabid/112/ Default.aspx What Is the Mission? Our vision is that the transportation network in the region will be safe, efficient, seamless, and intermodal, and will sup- port economic growth in an environmentally responsive manner. Our goals are to improve mobility for people and goods, enhance safety for all travelers, and improve the eco- nomic vitality of the region. http://www.i95coalition.org/i95/ Home/WhatistheCoalition/MissionStrategies/tabid/114/ Default.aspx Key Message A partnership of transportation agencies and related organizations, from Maine to Florida and in Canada, working together to accelerate improvements in transpor- tation across multiple jurisdictions and throughout all modes. Effective Sound Bites The Corridor’s extreme congestion and limited capacity to expand make Intelligent Transportation Systems (ITS) an essential element in regional growth and economic vitality. The Coalition and its member agencies are using innovative technology, improved coordination and cooperation, system integration, incident management and new approaches to shared communication to provide a seamless and responsive transportation network. Both the traveling public and economy have benefited, and the results are saved time, saved money, and saved lives. The Participants The I-95 Corridor Coalition is an alliance of transporta - tion agencies, toll authorities, and related organizations, including public safety, from the State of Maine to the State of Florida, with affiliate members in Canada. The Coali- tion works closely with state DOTs, SafeTrip-21, FHWA, AASHTO, ITS America, and the 511 program. http://www .i95coalition.org/i95/Home/WhatistheCoalition/tabid/ 112/Default.aspx

84 The Audience The “Traveler Information” portion of the website is geared toward the traveling public: http://www.i95travelinfo.net/. The rest of the website is targeted toward industry professionals. Communication Methods 2007 Communication plan: http://www.i95coalition.org/i95/ Portals/0/Public_Files/I95%20CC%20Communications%20 Plan_Final.doc. Strategy 1: Learning and Information Sharing • Facilitate communication and learning among members and partners. • Conduct forums and provide training on topics of critical importance. • Foster networking in support of sharing experiences and mutual education. Strategy 2: Information Management • Provide easier access to information for system manage- ment and operation. • Provide a source of long-distance travel information that will be disseminated to the traveling public. • Provide a source of information to support future invest- ment decisions of the Coalition and its member agencies. Strategy 3: Facilitate Deployments Across Jurisdictions and Modes • Promote multimodal and intermodal coordination. • Encourage interoperability among jurisdictions. • Foster adoption of standards and procedures that promote deployment. • Coordinate information exchange to enhance the speed of deployment and seamless operations. The U.S. DOT/Research and Innovative Technology Administration (RITA) and the I-95 Corridor Coalition have partnered, through the SafeTrip-21 Initiative, to create a vari- ety of travel time information resources—as well as other innovative programs. http://www.i95coalition.org/i95/Home/ tabid/36/Default.aspx In addition to the development of a regional vehicle probe travel data collection and dissemination program, the Coali- tion’s activities include promotion of integrated 511 Corri- dorwide information, travel information coordination efforts, and operation of the I-95 website to facilitate rapid distribu- tion of current information. http://www.i95coalition.org/i95/ Home/WhatistheCoalition/MissionStrategies/tabid/114/ Default.aspx Current projects include the Integrated Corridor Analysis Tool (ICAT), an analysis and planning tool that is currently under development, to provide a GIS-based, multi-state transportation network (containing roadway and traffic data) that will cover the full 16-state Coalition region. http:// www.i95coalition.org/i95/Home/I95CorridorFacts/tabid/ 173/Default.aspx Barriers, Limitations, Challenges to Successful Communication Jargon is technical: Not everyone may understand the termi- nology used to describe the information contained on the website. The Brand: National 511 Program http://www.fhwa.dot.gov/trafficinfo/511.htm

85 Tag Line America’s Traveler Information Telephone Number What Is the Product Being Marketed? Providing access to traffic and traveler information via one nationwide, three-digit telephone number (511), as designated by the Federal Communications Commission (FCC). That is, to get that information to the driver and shipper by this country’s most common means of communication—the telephone. The product is reliant on data collection through ITS. In 1999, the U.S. Department of Transportation (U.S. DOT) petitioned the Federal Communications Commission for a three-digit dial- ing code for travel information, and was assigned 511 in 2000. In 2001, the Cincinnati, Ohio, area became the first in the country to use 511 for travel information. http://www.fhwa.dot.gov/crt/ lifecycle/511.cfm Information provided by 511 services varies widely both by provider (ranging from state DOTs to local transportation and transit agencies) and by information provided (from traf- fic delays and weather to transit and tourism information). http://www.deploy511.org/whatis511.html What Is the Mission? The goal of the 511 Deployment Coalition is “the timely establishment of a national 511 traveler information service that is sustainable and provides value to users.” The intent is to implement 511 nationally using a bottom-up approach facilitated by information sharing and a cooperative dialogue through the national associations represented on the Policy Committee, the governing body of the program. Key Message Telephone services for travelers provide real-time information about work zones, traffic incidents, and other causes of con- gestion. They allow travelers to make more informed decisions about their travel routes or modes, and increase safety by helping motorists avoid areas with congestion or incidents. Effective Sound Bites • 511 will be a customer-driven multi-modal traveler infor- mation service, available across the United States, accessed via telephones and other personal communications devices, realized through locally deployed interoperable systems, enabling a safer, more reliable and efficient transportation system. http://www.deploy511.org/docs/guidelinesv2.0 .htm#_Toc50757171 • The national interoperability goal of seamless functional- ity may be achieved by focusing on developing a consistent user interface across 511 systems and a reliance on industry standards for data sharing. http://www.deploy511.org/ program-documents.html (Implementation Guidelines Version 3.0) • One easy-to-remember number, regardless of the traveler’s location, gives travelers choices—choice of time, choice of mode of transportation, choice of route—which saves lives, time, and money. http://www.fhwa.dot.gov/trafficinfo/ 511what.htm The Participants The 511 Policy Committee includes people from OnStar, Transportation Cabinet Department of Highways, I-95 Cor- ridor Coalition, Industry Operations Cellular Telecommuni- cations Internet Association, ITE, AAA, AASHTO, Tellme Networks, Inc. (technology group), Navigation Technologies, APTA, and local transportation authorities. The deployment coalition works closely with I-95 Corridor Coalition and participating state Departments of Transportation.

86 The Audience The 511 deployment coalition targets policy makers and practitioners. Communication Methods 511 uses signs, bumper stickers, bus wraps, public announce- ments, newsletters, variable message signs, transit ride-sharing messages, billboards, and general advertising to deploy its mes- sage. A variety of marketing materials are also available. http:// www.deploy511.org/market-materials.html Barriers, Limitations, Challenges to Successful Communication Access to, and therefore recognition of, 511 traveler informa- tion systems remains limited. By 2010, the majority of the country is expected to have 511 access. Until then, brand rec- ognition can only be expected in areas where it is active and provides a valuable resource. The Brand: NASEMSO—Highway Incident and Transportation Systems (HITS) http://www.nasemsd.org/Projects/HITS/index.asp What Is the Product Being Marketed? The purpose of the Highway Incident and Transportation Sys- tems (HITS) Committee is to engage NASEMSO on highway safety issues relevant to EMS, collaborate with highway safety partners to promote their understanding of EMS and to iden- tify opportunities for cooperative efforts to reduce injuries and save lives, and provide input to NASEMSO Executive Com- mittee on highway safety concerns. What Is the Mission? To support its members in developing EMS policy and over- sight, as well as in providing vision, leadership and resources in the development and improvement of state, regional and local EMS and emergency care systems. http://www.nasemsd.org/ About/ Key Message We achieve our mission by the participation of all the states and territories, by being a strong national voice for EMS, an acknowledged key resource for EMS information and pol- icy, and a leader in developing and disseminating evidence- based decisions and policy. http://www.nasemsd.org/ About/ Effective Sound Bites A seamless nationwide network of coordinated and account- able state, regional and local EMS and emergency care systems. The systems use public health principles, data and evidence as a basis for safe and effective care in day-to-day operations as well as during catastrophic events. Organization goals: • To promote the orderly development of coordinated EMS systems across the nation. • To promote uniformly high-quality care of acutely ill and injured patients. • To provide a forum for the exchange of information and the discussion of common concerns among state EMS officials. • To facilitate interstate cooperation in such areas as patient transfer, communications, and reciprocity of EMS personnel. • To disseminate pertinent information to our membership and others. • To maintain ongoing and effective liaison with state and national governments, professional organizations, and other appropriate public and private entities. • To improve the quality and efficiency of state EMS pro- gram administration. • To enhance the professional knowledge, skill and abilities of state EMS officials and staff. • To encourage research and evaluation in all areas of EMS. • To serve as a permanent national advocacy group for EMS. http://www.nasemsd.org/About/ The Participants HITS committee members include state and territorial EMS directors, medical directors, training coordinators, data man- agers, trauma managers, EMS for Children managers plus corporate and associate members.

87 The Audience EMS professionals (state and local) and corporate sponsors/ associates. Communication Methods The Strategic Plan details the goals and objectives of NASEMSO, as decided by the executive committee. The annual reports (2005–2010) detail the organization’s purpose and efforts: http://www.nasemsd.org/About/DocumentDownloads/. In addition to these documents, NASEMSO supports a mentor program (peer counseling between new and veteran EMS directors), an EMS Leadership Skills Workshop, a regu- larly updated newsletter called “Washington Update,” an offi- cial, professional journal specific to NASEMSO, a website, and sponsors an annual meeting where new equipment, tech- nology, and services are displayed. http://www.nasemso.org/ About/DocumentDownloads/documents/NASEMSOAnnual Report2010.pdf Barriers, Limitations, Challenges to Successful Communication Very specific to EMS professionals and/or those in fields that are directly related The Brand: National Traffic Incident Management Coalition (NTIMC) http://timcoalition.org/?siteid=41&pageid=590 What Is the Product Being Marketed? The National Traffic Incident Management Coalition (NTIMC) is a multi-disciplinary partnership forum spanning the public safety and transportation communities to coordinate experi- ences, knowledge, practices, and ideas. NTIMC is committed to safer and more efficient management of all incidents that occur on, or substantially affect, the nation’s roadways in order to • Enhance the safety of on-scene responders and of motor- ists passing or approaching a roadway incident. • Strengthen services to incident victims and to stranded motorists. • Reduce incident delay and costs to the traveling public and commercial carriers. What Is the Mission? To link public safety and transportation communities to define, standardize, and advance the state of traffic incident manage- ment practice. http://timcoalition.org/?siteid=41&pageid=2782 Key Message NTIMC promotes multidisciplinary, multi-jurisdictional Traffic Incident Management (TIM) programs. http://tim coalition.org/?siteid=41&pageid=2782 Effective Sound Bites One-quarter of the traffic congestion in the United States is caused by nonrecurring traffic incidents. While we have learned to function around high levels of recurring congestion during regular peak travel periods, unexpected travel delay is especially destructive to the economy. For every minute that an Interstate lane is blocked during peak congestion, four minutes of travel delay result. Clearing the road quickly requires responders to work together efficiently to accomplish the many tasks involved in traffic incident management: EMS, emergency communications, fire, law enforcement, transpor- tation, towing and recovery, hazmat, public information. Through NTIMC, public safety and transportation organi- zations join together to promote responder safety policies (such as move-over laws); to encourage the use of new tech- nologies and gear protecting responders during roadside operations; and to promote improved safety procedures and traffic incident responder training. Good traffic incident management is built on strong operational partnerships between transportation and public safety. When we work together side-by-side every day to manage the routine incidents, we build the strong relation- ships and cooperative policies we need to manage the trans- portation impacts of major incidents. The Participants The National Traffic Incident Management Coalition (NTIMC) is a unique forum where national organizations representing major stakeholders involved in traffic incident response work together. Our members represent the Emergency Medical Ser- vices, Fire, Law Enforcement, Public Safety Communications, Towing and Recovery, and Transportation communities. The Audience Practitioner audience across many functional areas. Communication Methods The website has various publications and products and a list of resources available to all who visit. The full Coalition holds a meeting three times a year and the executive summaries/

88 summary newsletters provide quick recaps of the news from each meeting, although detailed meeting minutes are also available. Barriers, Limitations, Challenges to Successful Communication It is very difficult to find any mention or link to NTIMC from the AASHTO website. The Brand: OmniAir Consortium http://www.omniair.org/ Tag Line Advancing Standards and Interoperability for a Better Trans- portation System What Is the Product Being Marketed? OmniAir is a nonprofit technology-focused trade association created to help achieve the deployment of advanced transporta- tion technologies and applications through the member-defined OmniAir Certification program. OmniAir serves as a catalyst for intelligent transport systems (ITS) in general, but specifically the deployment of cooperative technologies such as Dedicated Short Range Communications (DSRC), the communications protocol underpinning the safety and mobility goals of U.S. DOT and IntelliDrive. http://www.omniair.org/who-we-are/ What Is the Mission? OmniAir members share a unified objective: to improve mobil- ity, efficiency, and safety for the traveling public and create cost savings and market opportunities for the operators and sup- pliers of current and next-generation DSRC systems. http:// www.omniair.org/who-we-are/about-omniair/ Key Message By testing for standard hardware and application protocols that, together, permit “True Interoperability,” the Consortium works to ensure that all members and users of DSRC realize the maxi- mum benefit from their OmniAir-certified products in a safe, reliable, innovative, cost-competitive, and dynamic environ- ment. http://www.omniair.org/who-we-are/about-omniair/ Effective Sound Bites OmniAir has a variety of initiatives that staff and members work on in response to requests from the Board of Directors or clients such as U.S. DOT. Initiatives fall into four categories (Hardware, Applications, Deployment, and Education and Outreach), all sharing the common theme of DSRC and sup- portive of OmniAir goals. Any OmniAir member may par- ticipate in any of the initiatives. DSRC is a communications service that supports both Public Safety and Private operations in vehicle-to-roadside and vehicle- to-vehicle communication environments. DSRC complements satellite, WiMax, 3G, and other communications protocols by providing the highest data transfer rates in circumstances where minimizing latency in the communication link and isolating relatively small communication zones are important. The Participants OmniAir members are organizations and individuals from both the public and private sector who are intricately involved in the transportation telematics field and who understand the potential of next generation DSRC systems. Members represent hardware and software vendors, public sector transportation professionals, transportation consultants, engineers, and others who support open, interoperable, reliable, and cost-effective DSRC systems. Members participate directly in the strategic development of the Consortium, its advisory committees and certification services. The Audience Organizations and people from the public and private sector intricately involved in ITS and telematics and who appreciate the great potential of open-standards–based systems. Communication Methods OmniAir committees are active forums that work explicitly to advance the goals of the Consortium. As the democratizing element of OmniAir, all members may participate and influ- ence a committee and many members join OmniAir just to participate in a particular activity or project. The success of OmniAir’s committees comes down to (1) relevant projects; (2) committed, knowledgeable, and available chairs; and (3) devoted experts. In-person meetings on various projects are held throughout the year in varying locations. Barriers, Limitations, Challenges to Successful Communication • It seems that you must sign up to be a member before you can see what detailed role you will play in the process. • Unclear from the website as to how members converse, contact, and work with each other.

89 The Brand: Operations Academy http://www.operationsacademy.org What Is the Product Being Marketed? The Operations Academy is designed to address the problem of lack of professional transportation management and oper- ations personnel. It is based on the concept of total immer- sion in the subject of transportation management and operations, using a mix of classroom instruction, workshops, and analysis of existing systems to ensure the retention of the principles being presented. The academy will provide oppor- tunities to practice and internalize the principles learned, which is not possible in traditional classes and short courses. What Is the Mission? For participants to be able to demonstrate knowledge of the technical tools of management and operations and the condi- tions under which they can be effectively applied. Key Message The Operations Academy has been modeled after successful leadership training programs offered in other fields. It includes two parts: an initial pre-study program followed by a 2-week (10-day) total immersion program. The academy will provide a significant development opportunity to career professionals in transportation management and operations. Program Description Formal Classroom Training. Formal classroom training orga- nized around the six fundamental principles of management and operations: (1) Operations as a system, (2) Leveraging Improved Mobility and Safety through Operations, (3) Perfor- mance Measurement, (4) Customer Service, (5) Organization, (6) Management. Workshops. Workshops will include small group exercises, with specific roles assigned to each participant. Participants will address difficult transportation management and opera- tions challenges and propose solutions based on the princi- ples provided during the classroom training. Solutions will be presented at a final session attended by leaders from the transportation agencies that have sponsored the participants. Participants will also be required to complete an evaluation of their agency’s operations program. Field Studies. Field studies will be conducted by workshop participants. Visits will be made to at least three transportation operations facilities. Participants will be required to analyze these facilities and recommend improvements. The Participants The development of the Operations Academy has been funded by the I-95 Corridor Coalition. Other supporting organiza- tions include the National Transportation Operations Coali- tion (NTOC), the Federal Highway Administration (FHWA), and the Institute of Transportation Engineers (ITE). The Audience Mid- to high-level managers whose existing or future respon- sibilities include management and operations of the trans- portation system. Communication Methods The website is an informative portal that effectively explains the function of the Operations Academy (http://www .operationsacademy.org/index.html). There is also a down- loadable PowerPoint presentation that further explains the pro- gram offerings and there are brochures available for download and distribution. http://www.operationsacademy.org/PDF/ Press%20Release-Presentations-Brochures/Operations%20 Academy%20Presentation-%20Oct%202010.ppt Barriers, Limitations, Challenges to Successful Communication • The Academy relies completely on its parent organization, the I-95 Coalition, to help spread the word of its existence. The link for Operations Academy is hidden under the training tab of the I-95 Coalition website. • It seems to only be sought by those who know it exists and their knowledge only stems from limited word of mouth. The Brand: Galvin project to end Congestion http://reason.org/news/show/galvin-project-to-end-congesti-1 What Is the Product Being Marketed? The Galvin Project and the Reason Foundation have joined forces to develop practical, cost-effective solutions to traffic congestion, a policy initiative that will save our cities and significantly increase our urban mobility through innovative engineering, value pricing, public-private partnerships, and innovations in performance and management. Founded in 1968, the Reason Foundation is a nonprofit organization advancing “free minds and free markets.” The Reason Foundation advances a free society by developing, applying, and promoting libertarian principles, including

90 individual liberty, free markets, and the rule of law. The Rea- son Foundation produces respected public policy research on a variety of issues. The Galvin Project Inc. is a private initiative begun in 2005 by former Motorola CEO Robert Galvin to support sustainable electrical power. What Is the Mission? To eliminate road congestion and restore the primacy of an efficient, dynamic, and progressive transportation network as a core component of urban life. Key Message In addition to adding road capacity, changing the way highways are managed can help to maximize the use of the capacity we have. The introduction of Intelligent Transportation System technologies can speed resolution to traffic delays, and elec- tronic toll collection technologies can make extensive tolling practical. More importantly, variable pricing of lanes can keep traffic flowing all day by responding to changing demand. Effective Sound Bites Gridlock will lead to the death of major cities in the United States and elsewhere in the developed world by mid-century if dramatic change is not implemented. But just as cardiac surgery can sustain our circulatory systems, we can prevent these clogged arteries that will stop the economic heart of cities from pumping. The old canard “we can’t build our way out of congestion” is not true. Adding innovative new capacity and improving the management of roads can eliminate chronic congestion. Any city that ignores the threat and refuses to take up the challenge of eliminating congestion will find itself at an eco- nomic stand-still by mid-century. We can solve our conges- tion woes. We can upgrade to an innovative, market-driven, world-class transportation infrastructure. We can change the institutions that guide our transportation decisions to create greater responsiveness, robustness, and efficiency. The Participants Currently this movement is being run and aided by the Galvin Project and the Reason Foundation. Ideally, in the future, localities, regions, and states around the country will also be participating. The Audience The targeted audience for this information is decision makers. Communication Methods The website is the main tool for communication currently. It includes the • project description, http://reason.org/news/show/1007355 .html; • vision statement, http://reason.org/news/show/1007354 .html; and • video renderings of potential transportation infrastructure solutions, http://reason.org/news/show/1007358.html. “The Reason Foundation in Los Angeles is the nation’s fore- most expert in free-market transportation alternatives such as toll roads and express highway lanes for commuter buses.” —Wall Street Journal “For 17 years, Mr. Poole has been the chief theorist for private solutions to gridlock. His ideas are now embraced by officials from Sacramento to Washington.” —New York Times “Truck-only toll lanes are the brainchild of Robert Poole, an engineer who oversees transportation studies at the Reason Foundation, a libertarian think tank in Los Angeles.” —USA Today Barriers, Limitations, Challenges to Successful Communication • There is no actual program suggested or implementation strategy proposed yet. The Reason Foundation basically informs the visitors of the site that roadway capacity must be increased and better managed. • No real outreach has been done to get the Galvin Project name and message out to decision makers on a wide- spread basis. The Brand: Florida Road Rangers http://www.flroadrangers.com/index.asp

91 Tag Line Move It, Yes You Can! What Is the Product Being Marketed? Today’s role of the now recognized “Road Rangers” has been expanded to include highway incident management on more than a thousand miles of highways, freeways, interstates and other primary roads in Florida. Road Rangers respond to all type of incidents and have become one of the most effec- tive elements of the Department’s incident management program. What Is the Mission? To do whatever it takes to restore the flow of traffic back to normal as quickly and as safely as possible by utilizing all of our many available resources. Key Message Florida DOT’s Road Rangers provide a direct service to motorists by quickly clearing travel lanes of debris and dam- aged vehicles involved in minor noninjury crashes. Road Rangers also respond and assist motorists who have mechani- cal problems on the state’s vast highway system. Free Services include • Providing auto fuel. • Assisting with tire changes and other types of minor emer- gency repairs, including adding water to radiators of over- heated vehicles. • Providing engine oil. • Aiding exhausted and stranded motorists. • Providing free cellular telephone service for motorists to call friends or family to request help from a motor club or tow company. • Providing a ride to the nearest exit or public facility. • Ensuring no motorist is ever left behind. The Participants Initially implemented by Courtesy Cruiser, Inc., this free road- side service has grown into a Florida Department of Trans- portation entity (which costs a little more than $19 million a year) and is assisted by the Florida Highway Patrol and Coastland Auto Center. It is one of the most successful public– private “service patrol” partnerships in the country. http:// www.flroadrangers.com/aboutroadrangers.asp The Audience Drivers on Florida’s busiest highways and interstates. Communication Methods In the early days of Road Rangers, when the trucks were called “Courtesy Cruisers,” a local radio station would provide live updates about traffic conditions during rush hour Monday through Friday. Now Road Rangers have a website with live traffic maps and markings indicating places of possible congestion, due to accidents, construction, and so on. Barriers, Limitations, Challenges to Successful Communication • The website is not very informative: Other than the map with Google real-time traffic overlays, information is limited. • There is no dedicated phone number for the Road Rangers service. The website suggests calling 911 and then asking for a nonemergency transfer to the Florida Highway Patrol. You can also dial *347 (FHP). The Brand: Georgia nAViGATOR program http://www.georgia-NaviGAtor.com/ Tag Line Real-Time Georgia Traffic Information What Is the Product Being Marketed? NaviGAtor was conceived and is being built as a statewide system. The Georgia Department of Transportation (GDOT) expects to complete NaviGAtor coverage in the Atlanta region by 2010. Completed coverage includes traffic cam- eras, congestion sensors, changeable message signs (CMS), ramp meters, and Highway Emergency Response Operators (HERO) patrols. Outside of Atlanta, the NaviGAtor sys- tem now includes a hurricane evacuation system in the coastal areas. http://mynav.georgiaNaviGAtor.com/www/ contactus.jsp#3 What Is the Mission? GDOT’s NaviGAtor program aims to maximize the effi- ciency of current and future transportation systems.

92 Key Message GDOT is widely recognized for its comprehensive approach to transportation management and is proud to operate and maintain one of the most innovative ITS deployments in the United States. NaviGAtor and its partners will continue to evolve and meet the important challenges of urban mobility, air quality, and quality of life. http://mynav.georgiaNaviGAtor .com/www/about.jsp#part9 Effective Sound Bites We’re making it easier for you to get the information you need whenever, wherever. Choose the method that best works for you. http://mynav.georgiaNaviGAtor.com/www/services.jsp The Participants Georgia DOT runs the NaviGAtor program, which works together with Georgia’s 511 program and is linked with the national 511 program. Note that this program appears to be funded solely by Georgia DOT without federal assistance. The Transportation Management Center is an important partner with this effort, as it uses the information from Navi- GAtor to collect real-time information about traffic as well as incidents. Once incidents are confirmed, the proper authori- ties (such as police, fire, or Highway Emergency Response Operators) are notified so that they can respond to the inci- dent. This information is then communicated to the traveling public through the NaviGAtor website and changeable message signs along the state roadway system. http://www .georgia-navigator.com/about The Audience The main audience is the traveling public. The website includes real-time traffic information on incidents and construction by showing traffic cameras, message signs, and trip times. There is an option to create a “My NaviGAtor” page with a personal traffic page. This page allows you to use NaviGAtor’s

93 maps, traffic cameras, trip times, and more, or to set up an e-mail Traffic Alert to receive e-mail notifications of incidents in your specified area. https://mynav.georgiaNaviGAtor.com/ www/login Communication Methods Website with real-time traffic map http://mynav.georgia NaviGAtor.com/www/map, traffic cameras, mobile alerts, and changeable message signs all work together to provide the traveling public with real-time information. The website also includes a trip time calculator. http://mynav.georgia NaviGAtor.com/www/about.jsp#part9 Barriers, Limitations, Challenges to Successful Communication • Despite the program name, the website is difficult to navi- gate. As a result, there are many barriers to information transfer. • The website does not contain direct links to either the national or state 511 or HERO websites, which appear to be integral partners of the program. There is a way to link to GDOT’s website, but not any others. This could be a barrier to public and practitioner understanding of how these integrated and related efforts relate. The Brand: Minnesota Guidestar http://www.dot.state.mn.us/guidestar/index.html What Is the Product Being Marketed? The advancement of ITS technology and programs at the state and local level. Minnesota Guidestar performs a broad range of ITS activities including needs assessments, research and development, full-scale operational testing, and deploy- ment of ITS strategies and technologies. Minnesota Guide- star has a strong partnership with the public sector, the private sector, and academia that has successfully produced innovative and unique programs and projects. What Is the Mission? The Minnesota Guidestar Board provides strategic direction and advice for statewide application of advanced technology and information systems in transportation. The Board serves as a catalyst for innovative partnerships and resource invest- ment so desired outcomes can be achieved. http://www.dot .state.mn.us/guidestar/about_guidestar.html Key Message Minnesota Guidestar is the state’s ITS program. ITS is the application of advanced technology to solve transportation problems, and supporting the movement of people, goods, and services. Effective Sound Bites Arterial Travel Time Using Bluetooth—The Arterial Travel Time project is focused on demonstrating how the use of Bluetooth technology can provide cost-effective, real-time, and accurate travel time information along Minnesota’s arte- rials and will also demonstrate how travel time information might be used to measure performance of arterial traffic management and operations. Collision Prevention Strategies—The intent of the Colli- sion Prevention Strategies (CPS) program is to address the

94 problem of right-angle collisions at signalized intersections by focusing on red light violations as a surrogate measure. Redundant Communications—The Redundant Com- munications Project addresses concerns over communica- tions with ITS devices susceptible to failure because of “single lines” of communication. Redundant communica- tions are used to connect to field devices, including porta- ble changeable message signs and traffic detectors, via wireless connections. http://www.dot.state.mn.us/guidestar/ projects.html The Participants Minnesota Guidestar is managed by the Minnesota DOT Office of Traffic, Safety, and Operations in conjunction with numerous public, private, and academic partners to conduct Intelligent Transportation Systems ITS research, operational tests, and deployment projects. The Audience The primary audience for this program is policy makers and research academics. There is an added interest in attracting practitioners, which is not yet well developed. Communication Methods The Guidestar website is not clearly advertised on the Min- nesota DOT home page; visitors must go to the search page to find it. The website itself is not very interesting or user- friendly; it essentially is a platform to other projects that Guidestar has implemented. Barriers, Limitations, Challenges to Successful Communication • Possible ineffective communication. The projects imple- mented by Guidestar seem to be invisible to the policy makers and the general public who are unaware of the pro- grams behind the operation and management changes. • The website information is highly technical and appears to be aimed at the practitioner, which it has not yet attracted. The Brand: iMpACT public information program http://www.ncdot.org/doh/impact/ Tag Line Connecting people and places in North Carolina—safely and efficiently, with accountability and environmental sensitivity. What Is the Product Being Marketed? IMPACT is the North Carolina Department of Transporta- tion’s (NCDOT) public information program for road con- struction. IMPACT offers communication solutions for all types of construction projects. http://www.ncdot.gov/doh/ impact/default.html#0 What Is the Mission? The IMPACT program has three main goals: (1) promote safety in the work zone; (2) proactively inform the public of impacts from construction; (3) provide exceptional cus- tomer service. http://www.ncdot.gov/doh/impact/default .html#0 Key Message IMPACT stands for Information Management Public Affairs, Construction and Traffic Control.

95 Effective Sound Bites The need for public information will only continue to increase. The IMPACT team is ready to meet this challenge by providing motorists with timely information that will make traveling as safe and convenient as possible. Achieving customer satisfaction is a priority of the IMPACT team. One hundred percent customer-driven, IMPACT is committed to proactively informing the public of construc- tion projects and their impacts on the community. Safety is the Department’s number one priority. The safety of the motoring public and workers is paramount. An informed driver is a safe driver. Our goal is to notify drivers about construction activities in advance so they can adjust their plans accordingly. http://www.ncdot.gov/doh/impact/default.html#0 The Participants IMPACT is a collaborative effort between a variety of NCDOT units: construction unit, traffic control section, highway divi- sions, and the communications office. Given that NCDOT is the only organization involved, the project team assumes the effort is state funded. The Audience The traveling public in North Carolina. Communication Methods IMPACT develops materials to notify the traveling public of construction projects they may encounter. While these mate- rials are noted on their website, they are not available at this or any other known location. The website lists the following effective strategies as being available to reach the public with timely and accurate information: • News releases to local television and radio stations, news- papers, traffic reporters, N.C. Highway Patrol, AAA of the Carolinas, the N.C. Trucking Association, etc. • Brochures, fliers, and posters distributed to neighborhoods, local businesses, Chambers of Commerce, Visitor Centers, etc. • Construction information meetings held in local communities. • News stories or interviews that highlight work zone safety and specific project impacts. http://www.ncdot.org/doh/impact/ Barriers, Limitations, Challenges to Successful Communication • There is a link under “Projects” on NCDOT’s home page, http://www.ncdot.gov/; however, there is only one page of information, which provides limited information. This web page for IMPACT is easy to navigate, as all of the infor- mation is in one place. • It is difficult to determine exactly what product is being marketed and how a user is benefiting. • There were no links to any brochures or public informa- tion material directly on the site and searching on NCDOT did not bring up anything further. • Overall, it is difficult to gauge exactly how effective this project is given that the product is not readily apparent. The Brand: Kansas City Scout http://www.kcscout.net/FAQ.aspx#q11 Tag Line Getting You There What Is the Product Being Marketed? Kansas City Scout is Kansas City’s bi-state traffic management system. The Kansas and Missouri departments of transporta- tion (KDOT, MoDOT) use cameras to monitor the highways from their traffic management center in Lee’s Summit. Kansas City Scout has sensors that gauge traffic flow, large electronic message boards that send urgent traffic notices to drivers along the freeways, and a Highway Advisory Radio system that motor- ists in Missouri can tune to in the event of a freeway incident. What Is the Mission? Scout is designed to lessen traffic jams by improving rush- hour speeds, to increase safety by decreasing the number of rush-hour accidents, and to improve emergency response times to traffic situations. Key Message If you travel on Kansas City’s metropolitan freeways, Scout has a direct impact on you. Scout cannot control what hap- pens on the roadways, but it can detect and manage various traffic situations on its system. If a freeway lane is blocked for

96 any reason and traffic slows down, Scout will know and respond appropriately. In the event of an accident, a stalled car, or debris in the road, the sooner the response, the sooner the situation is resolved, and the sooner you are on your way. Effective Sound Bites Scout doesn’t promise to relieve congestion and prevent accidents completely, but it is a system designed to keep free- way traffic flowing as smoothly and safely as possible. As Kansas City’s urban region continues to expand, conges- tion on the interstates keeps growing along with driver frus- tration. Motorists are tied up in traffic with little information about the length or extent of the delay they will experience. Rising to the challenge to empower motorists with real-time travel information and improve the quality of the commuting experience, Kansas City Scout launched Travel Times, a key weapon in congestion management, on January 8, 2007. At $43 million for an initial 75-mile project, Scout’s deploy- ment costs an average of $573,000 per mile. That compares to a conservative $3–6 million cost per mile for a single, new lane of roadway. The Participants The Kansas Department of Transportation (KDOT) and Missouri Department of Transportation (MoDOT). Costs and Funding The project’s cost was $43 million. Of that amount, the Federal Highway Administration (FHWA) contributed 80%–90% of the project cost. KDOT and MoDOT shared the remaining cost. The Audience Kansas City’s driving population, both passenger and freight. Communication Methods Kansas City Scout has its own very attractive website with lots of interactive features. The home page displays a large map of Kansas City with live traffic conditions. There are also Traffic Cam images available for viewing: http://www.kcscout.net/ Default.aspx. One of Kansas City Scouts’ biggest communica- tion methods is using electronic messaging boards above major highways that alert drivers to varying traffic conditions. The Scout web page also has links to promotional videos, http://www.kcscout.net/Promo.aspx, and even a place to schedule a tour of the entire working system, http://www .kcscout.net/ScheduleTour.aspx. Barriers, Limitations, Challenges to Successful Communication • While attractive, the website has so many features it is cumbersome to navigate and might overwhelm first time users looking for simple answers. • The general public may not realize that highway notices and the website are designed to change driving habits (like slowing down, moving over, or choosing another route).

97 The Brand: niagara international Transportation Technology Coalition (niTTeC) http://www.nittec.org/index.aspx Tag Line Niagara International Transportation Technology Coalition . . . making the regional bi-national transportation system more safe and efficient . . . What Is the Product Being Marketed? The Niagara International Transportation Technology Coali- tion (NITTEC) is an organization of 14 agencies in Western New York and Southern Ontario whose goal is to improve regional and international transportation mobility, promote economic competitiveness, and minimize adverse environmen- tal effects related to the regional transportation system. The system includes four inter national border crossings between Canada and the United States. NITTEC was developed to help get you where you are going safely and efficiently. Less time spent in congested traffic means less energy consumption, less air pollution, and reliable travel times for personal and business decisions. What Is the Mission? The mission of the Niagara International Transportation Tech- nology Coalition (NITTEC) is to improve mobility, reliability, and safety on the regional bi-national multimodal transporta- tion network through information sharing and coordinated management of operations. Key Message NITTEC provides real time traffic and roadway informa- tion to improve traffic flows and enhance emergency assistance for motorists using the transportation system. http://www.nittec.org/about.aspx Effective Sound Bites Real-time information reduces secondary incidents and improves response time by police and emergency vehicles. NITTEC provides real-time driving conditions to help motor- ists make informed decisions so they reach their destinations safely and efficiently. Some NITTEC System Components Traffic Operations Center (TOC)—The NITTEC 24-hour centralized operation center that collects and analyzes real- time traffic information for the purpose of distribution to NITTEC members, stakeholders, and the public. Dynamic Message Signs (DMS)—A series of signs stationed along the highway network that are capable of displaying vari- ous messages that inform motorists of traffic conditions. TRANSMIT—A system that gathers vehicle travel time information that can be used for detection of vehicular inci- dents, traffic congestion, and for notification of existing travel times. Advanced Traffic Controllers (ATC)—A series of traffic counting stations that transmit real-time traffic information to the TOC to assist in incident detection and response and identify traffic congestion. The Participants NITTEC is a Coalition of 14 agencies in Western New York and Southern Ontario. The NITTEC member agencies are represented on the Coalition’s executive council, management council, and subcommittees. The executive and management council work collectively to arrive at the consensus on the development and operation of NITTEC, our Traffic Opera- tions Center (TOC), and Regional Incident Management Collaboration. The Audience Western New York and Southern Ontario’s transportation practitioners, stakeholders and their driving public. Communication Methods NITTEC operates a Traffic Operations Center (TOC) 24 hours a day 7 days a week that monitors traffic and informs the public, as well as the member agencies of the Coalition, about traf- fic situations. The information gathered in the TOC is dis- seminated to the regional Coalition agencies, local police

98 agencies, media outlets, emergency services, and directly to the public via 1610 AM radio and this website. Whether a slow- down may be caused by severe weather, construction, a public event, or a traffic accident, information regarding transporta- tion issues on the local highways is disseminated through this website. http://www.nittec.org/advisories.aspx Barriers, Limitations, Challenges to Successful Communication • None apparent The Brand: Operation Green Light http://www.marc.org/transportation/ogl/about.htm Tag Line Turning Stop Lights into Go Lights What Is the Product Being Marketed? Improve coordination of traffic signals (through synchroni- zation) and incident response on major routes at the regional level across state boundaries in order to reduce delay, improve traffic flow, and reduce emissions. What Is the Mission? Operation Green Light exists to significantly reduce air pol- lution, stops, delays, driver frustration, and fuel consumption in the Kansas City area by optimizing the travel times, safety

99 and traffic flow along arterial corridors. http://www.marc .org/transportation/ogl/documents.htm Key Message Operation Green Light provides local agencies an effective tool to manage traffic signal operations into the future and respond to changes in the way the public chooses to use these roadways; whether that means changes in vehicle traffic pat- terns or more use by pedestrians, bicyclists and transit riders. Effective Sound Bites Keeping a car well-tuned and maintained with proper tire pressure is a way to extend its useful life and reduce its envi- ronmental footprint. Likewise, retiming traffic signals for changing travel patterns is a cost-effective way to ensure the public continues to benefit from past investments in our regional streets and highways. Operation Green Light will • Create an environment that fosters multi-agency coop eration and region-centered thinking among member agencies. • Respect the operating policies, procedures, and philoso- phies of various member agencies. • Promote proactive understanding between member agencies. • Provide exceptional quality signal-timing plans in the Kansas City region. The Participants Mid-America Regional Council, Kansas Department of Trans- portation, Missouri Department of Transportation, Federal Highway Administration, and 21 area cities in a multi-agency, regional collaborative effort. The Audience The targeted audience appears to be other agencies/ municipalities that may be encouraged to participate. Communication Methods Website linked to MARC and Kansas City Scout, but not readily visible as a stand-alone website. There is a YouTube video on the

100 website, http://www.marc.org/transportation/ogl/video.htm, as well as a 2-page brochure with technical information. http:// www.marc.org/transportation/ogl/pdfs/oglbrochure.pdf Barriers, Limitations, Challenges to Successful Communication • The brochure communicates technical information rather than easily understood language. This does not appear to be targeted to policy makers, but rather to technical staff. • Missed opportunity? This system seems to be invisible to the driving public. The Brand: Georgia Towing & Recovery Incentive Program (TRIP) http://www.timetaskforce.com/trip.html Tag Line Reducing the impact of commercial vehicle incidents in Atlanta! What Is the Product Being Marketed? The Georgia Towing and Recovery Incentive Program (TRIP) provides improved management of large-scale commercial vehicle incidents. TRIP encourages the quick, safe clearance of these incidents by paying performance incentives to highly skilled, TRIP-certified towing and recovery companies for clearing wrecks within established clearance goals. What Is the Mission? To facilitate quick and safe clearance of commercial vehicle crashes by improving towing procedures. TRIP also aims to improve traffic incident management (TIM) in the region while building a mutually beneficial relationship within the towing community by making it more financially profitable to meet quick clearance goals. Key Message A TRIP is activated when incidents meet a predetermined set of criteria, which includes mostly complicated or extended incidents where large vehicles or spilled loads cannot be easily towed from the scene or have created a potential hazard to traffic. http://www.timetaskforce.com/documents/TRIP/ Summary_v_07.pdf Effective Sound Bites In January 2008 the Georgia Towing and Recovery Incentive Program (TRIP) was implemented to pay heavy-duty recov- ery companies a monetary bonus for clearing commercial vehicle wrecks within 90 minutes. http://www.timetaskforce .com/documents/TRIP/TRIP%20Brochure_V15.pdf TRIP will • Improve traffic incident management in the region. • Facilitate quick and safe clearance of commercial vehicle crashes. • Improve towing procedures. • Improve scene safety. • Make it more profitable for the towing community to meet quick-clearance goals.

101 • Reduce the impact of major traffic incidents while meeting clearance goals. • Reduce secondary incidents. http://www.timetaskforce.com/ppt/09ppt/TRIP_April_09_ ITS_Georgia_Presentation.ppt The figure illustrates the improvements that followed the implementation of TRIP. The Participants The Atlanta region has a number of public and private orga- nizations that work together as the Traffic Incident Man- agement Enhancement (TIME) Task Force to improve the management of traffic incidents. In 2006, the TIME Task Force developed a Strategic Vision of initiatives to improve traffic incident management services and one of the high pri- orities was to safely remove large vehicle incidents from the roadways in a timely manner. The TRIP program was devel- oped as part of this Strategic Vision. The TRIP program operates with joint participation of GDOT, Georgia Regional Transportation Authority, and FHWA. Any interested wrecker company can participate in this program by responding to an open Invitation to Negoti- ate. When a company meets the inspection and performance qualifications, the geographic response zones are negotiated. The Audience The targeted audience appears to be the towing community as they develop a mutually beneficial relationship with the region by earning profit to quickly clear accidents. Another beneficiary of the service is the driving public, as these large- scale incidents that significantly affect traffic in the region, cause long motorist delays, pollute the air, and create safety hazards are effectively mitigated. Communication Methods Website linked from Metro Atlanta’s Traffic Incident Manage- ment Enhancement (TIME) Task Force: http://www.time taskforce.com/trip.html. There is a 2-page brochure that explains TRIP to potential towing companies: http://www .timetaskforce.com/documents/TRIP/TRIP%20Brochure_ V15.pdf. There are also two PowerPoint Presentations that can be downloaded from the website: http://www.timetaskforce .com/ppt/08ppt/Presentation_Aug_08%20(TRIP).ppt, and http://www.timetaskforce.com/ppt/09ppt/TRIP_April_09_ ITS_Georgia_Presentation.ppt Barriers, Limitations, Challenges to Successful Communication • The link to the website is not prominent on the TIME Task Force web page. Once the actual page is located, the visitor interfaces with a website that is not easy to navigate. • Concern that truck drivers unfamiliar with this service will not know to call the proper authorities and receive quick service and clean-up. The same concern exists for the average driver who sees an accident occur.