Transportation Management Center Concepts of Operations

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Example OrganizationDOT District EngineerDOT District Operations Mgr.TMC ManagerOperations SupervisorLead OperatorSenior OperatorOperatorTraineeAccessibilityIn any situation where supervisory intervention is required, easy access to thedecision maker is essential. Most TMCs place the shift supervisor’s office in oradjacent to the control room, but typically in a separate office (providing soundisolation and privacy for handling personnel issues). Supervisors in essentially allTMCs surveyed carried pagers and/or cellular telephones whenever offsite orelsewhere in the building complex.Some systems rely on a lead, experienced operator outside of prime shifts, withsupervisory access from home. In these cases, often the supervisor has thecapability to dial into the computer system (normally without video access dueto communication bandwidth requirements) so that he/she can view thesituation comprehensively before providing direction.Other supervisory officials, such as the maintenance supervisor, may be similarlyaccessible. This is particularly important in work situations where requiredservices are performed by personnel working under a collective bargainingagreement, whose efforts must be initiated by a member of TMC management.4-32Inquiries or Interest from AboveParticularly in difficult situations, the TMC is likely to receive inquiries fromhigher levels of agency management, or from other governmental officials. Theconcept of operations should provide direction as to how these inquiries are tobe handled, as the impressions made upon such senior decision-makers canhave a major impact upon their impressions of the effectiveness and importanceof the TMC. In such situations, the balance between responsiveness andauthority is delicate, as is the perspective from which the information ispresented (details critical to the operator may be of little interest to seniormanagement).
In situations where inquiries are received from outside of the agency, it may beappropriate (or agency policy) to involve or work through the agency’s publicaffairs office.For TMCs such as Georgia NaviGAtor, Houston TranStar, and San AntonioTransGuide which have dedicated public affairs staff onsite, this process issimplified, although the public affairs staff must be informed about anyemerging situation before taking action.StaffingNumber of StaffThe number of staff required is one of the most important elements of theconcept of operations. This calculation must reflect all elements of theworkload, including how the team is organized and deployed. There are noabsolutes regarding the number of personnel per number of signalizedintersections, number of transit vehicles dispatched, or centerline miles offreeway under incident management.The primary determining factor is the set of functions which the staff areemployed to deliver. In freeway management, for example, the responsibilitiesmay include only incident management (detection, verification, action,monitoring, closure), or may also include various traveler information functions,interaction with a motorist assistance patrol, control of ramp meters, control ofplanned lane closures, and other functions (such as some forms of enforcement)which are not directly related to freeway management.TMC StaffingBoston Toronto Long Island Detroit Milwaukee Atlanta Phoenix HoustonCenterline Miles 7.5 60 165 180 63 220 254 122Number of OperatorPositionsNumber of PrimeShift OperatorsTotal OperationsStaffNumber of OperationStaff LevelsOperations StaffSource10 9 5 6 3 12 6 183+ 3+ 5 4 2+ 5 2 1210 12 12 9 5 18 8 193 3 2 2 1 1 2 1MassPike asContractorAgency Staff(FT and PT)ContractorPersonnelTemporaryPart-timeStaff,StudentsStaff,StudentsAgency StaffAgency StaffNumber of Shifts 3 3 3 2 2 3 3 3Backup OperationsStaff ResourcesSupervision,Off-shift,OvertimeSupervision,Off-shiftContractorResponsibilitySupervision,Off-shiftSupervision,ProfessionalStaff, Offshift,StudentsSupervision,ProfessionalStaff, Offshift,StudentsSupervision,Off-shiftVaries byAgencySource: Metropolitan Transportation Center Concepts of Operations Cross-Cutting Study, FHWA (9/99)4-33
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Transportation ManagementCenterConc
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Executive SummaryPart 1 Introductio
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Agencies responsible for managing l
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Focus of theDocumentPurposeThe purp
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• The Systems• Operational Faci
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WhatChallengesDo TMC’sFace?The mo
Page 13 and 14: The concept of operation should doc
Page 15 and 16: This section defines the types of t
Page 17 and 18: Following notification, incidents a
Page 19 and 20: Many fine examples of transit manag
Page 21 and 22: System Control and DataAcquisitionS
Page 23 and 24: The Contextof aConcept ofOperations
Page 25: Where Does the Concept of Operation
Page 28 and 29: Other Regional Impacts to Operation
Page 31 and 32: An important element of jurisdictio
Page 33 and 34: IntroductionThe concept of operatio
Page 35 and 36: The concept of operation should als
Page 37 and 38: At some point in the process, the r
Page 39 and 40: Main> MBCommand-Based InterfaceMenu
Page 41: Western MDTraffic OperationsCenterG
Page 44 and 45: Field Device Examples• The TMC in
Page 46 and 47: OperationalFacilityNeedsThere are m
Page 48 and 49: Needs or Desires IdentifiedThe conc
Page 50 and 51: The City of Los Angeles ATSAC Cente
Page 52 and 53: At ATSAC, new hardware, devices, an
Page 54 and 55: Less pleasant, although sometimes i
Page 56 and 57: Deciding Whether/How to Share Contr
Page 58 and 59: Caltrans and the California Highway
Page 60 and 61: een compiled during the shift. Such
Page 62 and 63: High level measures may include the
Page 66 and 67: Although ITE has established a reco
Page 68 and 69: Los Angeles’ ATSAC Traffic Operat
Page 70 and 71: Staff Cross-TrainingCross-training,
Page 72 and 73: are needed will conclude by identif
Page 74 and 75: How Process Improvements Are MadeSi
Page 76 and 77: The concept of operations deals wit
Page 78 and 79: This communication can take place i
Page 80 and 81: The potential cost of configuration
Page 82 and 83: • The beginning of a task- Change
Page 84 and 85: need to address, if possible, the c
Page 86 and 87: Process Improvement Maintenance, as
Page 88 and 89: The training material is typically
Page 90 and 91: identifying the core documents (inc
Page 92 and 93: OperationalProcurementandContractin
Page 94 and 95: communications, heating/ventilation
Page 96 and 97: • Consulting The TMC may find tha
Page 98 and 99: • Standard agency payment process
Page 100 and 101: Human Factors GuidelinesThe Georgia
Page 102 and 103: How Can IFind OutMore AboutConcepts
Page 104 and 105: References1 Booz·Allen & Hamilton
Page 106 and 107: 25 Institute of Transportation Engi
Page 108 and 109: For further information, contact:Fe
Page 110: INTELLIGENT TRANSPORTATION SYSTEMSU
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Transportation Management Center Concepts of Operations

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