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1Â Â Transportation Systems Management and Operations (TSMO) programs include elements of operations, planning, design, construction, maintenance, and safety. They are frequently complex and cross jurisdictional boundaries, involving traditional state departments of transportation (DOTs), local DOTs, and metropolitan planning orga- nizations (MPOs) along with disruptive technology markets. TSMO programs involve interagency agreements and response plans to address identified mobility challenges in the region, drawing on multiple wells of expertise. In the initial stages of development, these programs pose organizational challenges and require consistent upkeep to effectively administer comprehensive solutions. This report documents current practices used by state DOTs related to the develop- ment and implementation of TSMO plans from state DOTs and MPOs. This study seeks to develop an overview of the current state of TSMO plan development and methodology. It presents and describes the synthesis study tasks that include a comprehensive literature review, a survey of state DOT practices, and case examples developed to gather insight into agency perspectives on TSMO plan development. The survey looked to understand the practices of state DOTs used in developing, implementing, and monitoring statewide as well as regional-level TSMO plans. Additionally, the survey looked to identify gaps in TSMO plan practices, gaps in knowledge, and research needs. Forty states and the District of Columbia responded to the survey, for a response rate of 80.4%. Representatives from these states provided responses to questions focused on several critical topics related to TSMO planning, including organizational attributes, their current TSMO plan, components of TSMO planning, funding, data, project selection, performance measures, implementation, and challenges. The selected case examples are Ohio DOT, Texas DOT (TxDOT), Oregon DOT, South Dakota DOT (SDDOT), and Pennsylvania DOT (PennDOT). The literature review, survey results, and case examples indicate that various key elements can contribute to the successful implementation of TSMO plans by state DOTs, including agency organizational structure and specific attributes which support TSMO planning and related operational strategies. Key elements might include a defined TSMO organizational structure, identifying champions, implementing training activities and empowering key staff members, conducting outreach with the public and stakeholders, and working with them to support TSMO activities. TSMO planning is effective when agencies approach it from a strategic, programmatic, and tactical perspective, and collaboration is key to success. Planning for operations can be undertaken at various geographic levels, and the use of project selection assessment tools and identifying performance measures can help agencies determine the best approach for their jurisdiction to optimize performance. S U M M A R Y Summary State DOT Practices for Developing and Implementing TSMO Plans
2 Summary State DOT Practices for Developing and Implementing TSMO Plans Attributes that can point toward success in effectively planning for and prioritizing TSMO projects include both an organizationâs culture and their available funding for TSMO. Additionally, a fundamental component of TSMO is the use of relevant data for planning, implementation and evaluation of a TSMO program and/or TSMO projects. Furthermore, agencies are likely to need to work with external stakeholders to obtain essential data. In general, state DOTs typically take the lead on statewide plans, and the majority of statewide TSMO plans in use are less than 3 years old. Common motivations, goals, and factors influencing their current TSMO plan include elevating transportation operations and/or TSMO within the state DOT, improving system reliability, and improving safety. State DOT traffic operations divisions typically take the lead role in developing a statewide TSMO plan. When not leading the statewide TSMO plan, all other state-level divisions play a contributing role. For regional TSMO plans, traffic operations divisions also most often play a lead role, though a significantly smaller one than at the statewide level. Stake- holders that most often play a lead role in statewide TSMO plans include consultants and regional transportation management centers (TMCs). Funding is essential to the successful development and implementation of TSMO plans. The most common sources for funds that respondents utilize for TSMO plans include general state funds, federal-aid funds with local/state matching, Congestion Mitigation/ Air Quality (CMAQ) funds, Strategic Highway Safety Plan (SHSP) funds, and state plan- ning and research (SPR) funds. Additionally, state DOTs frequently have some level of designated annual funds for TSMO projects. Common criteria used for TSMO project selection include the ability to leverage a major capacity project as an enabler for deploying a TSMO strategy, establishing system-engineering-based procurement requirements, and performance measures. These measures also serve as a backdrop to determining success for a TSMO project or plan. Common statewide goals and objectives include improving safety, improving asset conditions, expanding Intelligent Transportation System (ITS)/ TSMO coverage, leveraging new technologies, and improving the TSMO funding outlook for a state. An essential component of a TSMO plan is the implementation. Without a compre- hensive approach to implementing the various phases of the plan, the plan cannot reach its full potential to the benefit of the traveling public. Results from the survey show that at the statewide level, the most common method for implementation is the development of a periodic TSMO progress report, while the most common mechanism for a regional TSMO plan is the establishment of a regional TSMO committee. The issue identified as the most challenging is related to the transportation agency workforce. The acquiring and development of adequate staffing to maintain and service existing ITS and TSMO invest- ments was rated the greatest challenge by respondents, followed by securing necessary funding for TSMO. There are knowledge gaps identified over the course of the synthesis that further research could address. The following are suggested topics that would benefit state DOTs and stakeholders in the development and implementation of TSMO program plans: ⢠Determine best practices with respect to the use of performance measures and data, both internally and externally to an organization. In addition, determine how performance measures and data are integrated, particularly with respect to the involvement of stake- holders in the TSMO process. ⢠Investigate what strategies state DOTs implement that are specific to TSMO. Details are needed on how those strategies are funded and what metric is utilized to determine a return on investment or benefit. Research is also needed on establishing connections with information technology and other resources to support TSMO decision-making needs.
Summary 3  ⢠Identify resources for the implementation and related enforcement of TSMO strategies to maximize the likelihood of successfully meeting project goals and objectives. ⢠Conduct research on how to prioritize TSMO within an agency before working with stakeholders to address the broader multimodal needs. ⢠Investigate the impact of emerging trends in technologies, particularly those that emerge outside of the DOTs. In addition, investigate how they affect operations and TSMO, such as mobility as a service, mobility on demand, and micromobility. ⢠Conduct research to identify the best approach to improve organization and staffing, including the development of a TSMO organization and staffing gap analysis tool.
