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From page 232... ... 232 APPENDIX F: STRATEGIES AND ACTIONS TO RESPOND TO CRITICAL ISSUES AND ENHANCE AGENCY CAPABILITIES This appendix presents sets of specific strategies designed to help agencies improve their ability to address the critical issues and their associated threats and opportunities, as presented for consideration in Step 5A of the self-assessment process. The strategies consist of: 1. Read the entire page →
From page 233... ... 233 • Conduct a study of the technology applications currently in use on the transportation system and the equity implications of each. • Conduct a study of how technology applications can be used to overcome equity barriers to access. Read the entire page →
From page 234... ... 234 • Focus on tailored messaging to promote technology adoption that considers local issues of concern, incentives and benefits (e.g., local environmental benefits) , and that addresses equity concerns (e.g., for EV adoption) Read the entire page →
From page 235... ... 235 • Identify the most promising highway corridors around which to partner with private entities on methods to monetize use of the DOT's right-of-way (e.g., for the provision of EV charging infrastructure) Read the entire page →
From page 236... ... 236 Critical Issue: Making tradeoffs to manage performance effectively and equitably in a constrained funding environment • Conduct an historical analysis of the agency's investments over the past 20 years from the perspective of their contribution to enhanced system performance and equitable distribution of benefits and costs. • Retain a third-party assessment of the criteria used for trade-off analysis to determine their appropriateness and effectiveness with respect to system performance and equity. Read the entire page →
From page 237... ... 237 • Review design standards and criteria with respect to their appropriateness for future environmental conditions with greater stresses being placed on transportation infrastructure. • Conduct a peer exchange with other states facing similar threats and stresses to identify strategies for improving system resilience. Read the entire page →
From page 238... ... 238 • Collaborate with airports, housing, and land-use planners to enhance the service outcomes of a multimodal transportation system. • Communicate effectively with the public to foster no regret, low regret, and incremental solutions to multijurisdictional, multimodal system development. Read the entire page →
From page 239... ... 239 Critical Issue: Meeting the accessibility needs of rural regions • Reframe goals and educate the public in favor of safe, healthy, resource-efficient, and affordable transportation choices. • Dedicate staff resources to performing accessibility analyses, particularly for rural regions. Read the entire page →
From page 240... ... 240 • Pursue reforms to funding allocation formulas and programs as policy levers, especially to deemphasize the disproportionate focus on the automobile/highway mode. • Adjust planning processes to favor less resource-intensive modes compared to affordable and nonmotorized transportation (not just for state DOTs, but also for local agencies, including parking options) Read the entire page →
From page 241... ... 241 Critical Issue: Managing the growing demand (volume and speed) for freight movement and delivery • Consider various forms of new mobility, including advanced air mobility strategies, alongside traditional strategies to address issues of urban mobility and congestion relief. Read the entire page →
From page 242... ... 242 • Focus on the end customer (people) , not agencies or municipalities, when considering the adoption of transformational technology and the enabling regulatory environment. Read the entire page →
From page 243... ... 243 • Examine such processes as health impact assessments (HIAs) to determine the extent to which some of these methods can be included in transportation planning. Read the entire page →
From page 244... ... 244 • Ensure the state DOT participates (if not leads) in the study and review of policy and program development for EV or other low/zero emission technology deployment and support. Read the entire page →
From page 245... ... 245 partnerships, traveler information on charging infrastructure location and availability [digital and signage] Read the entire page →
From page 246... ... 246 • Work with professional and community groups that focus on minority employment to implement a recruitment strategy. • Develop a mentor program focused on minority employees to encourage retention in the agency and to develop a staff that reflects the community. Read the entire page →
From page 247... ... 247 Critical Issue: Challenges with data management and sharing between public agencies and the private sector • Seek meetings with private companies/firms at a high executive level to discuss needs and constraints. • Develop an agency policy on the use of private-sourced data, in particular the proprietary nature of said data. Read the entire page →
From page 248... ... 248 • Ensure that representatives of different users of the transportation system are part of advisory groups and planning task forces. • Conduct research on current and projected socio-demographic characteristics of system users and examine possible future needs with respect to transportation services. Read the entire page →
From page 249... ... 249 General Capability Improvement Strategies by Assessment Factor. Note that [ ] Read the entire page →
From page 250... ... 250 Assessment Factor Target Capability Improvement Strategies • Identify agency policies that hinder or conflict with addressing [ ] and document options to overcome them • Identify potential agency policies that would support addressing [ ] Read the entire page →
From page 251... ... 251 Assessment Factor Target Capability Improvement Strategies • Determine the adequacy that funding mechanisms can support investment in the critical issue and response determined by this assessment; consider special, one-time funding vs. formal, sustainable budget • Develop strategy to ensure cooperation from support functions (IT, HR, procurement, etc.) Read the entire page →

From page 232...

... 232 APPENDIX F: STRATEGIES AND ACTIONS TO RESPOND TO CRITICAL ISSUES AND ENHANCE AGENCY CAPABILITIES This appendix presents sets of specific strategies designed to help agencies improve their ability to address the critical issues and their associated threats and opportunities, as presented for consideration in Step 5A of the self-assessment process. The strategies consist of: 1.