Guide to Improving Capability for Systems Operations and Management (2011) / Chapter Skim
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1The purpose of this guide is to support transportation agencies in developing institutional arrangements suitable to the special demands of congestion management, now emerging as a new transportation agency priority. In particular, the strategy conventions appropriate to effective management of nonrecurring congestion (NRC)
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2GUIDE TO IMPROVING CAPABILITY FOR SYSTEMS OPERATIONS AND MANAGEMENT FOCUS ON INSTITUTIONAL SUPPORT FOR NONRECURRING CONGESTION STRATEGY APPLICATIONS To minimize the impacts of NRC, the key congestion management strategy applications involve active systems operations and management (SO&M)
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3GUIDE TO IMPROVING CAPABILITY FOR SYSTEMS OPERATIONS AND MANAGEMENT The guide focuses on these substantial (nontechnical) institutional elements that describe whether, how, and with whom an agency pursues SO&M.
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Between the transitioning situation and the ideal is Level 2, already evident in state DOTs committed to formalizing SO&M as a core program and who are undertaking changes to rationalize organization, staffing, resource allocation, and partner relationships toward that end.
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5GUIDE TO IMPROVING CAPABILITY FOR SYSTEMS OPERATIONS AND MANAGEMENT Criteria for the Levels For purposes of guidance to change to a more process-supportive institutional architecture, additional specification is necessary. Table 1.2 presents the criteria that define the institutional capability maturity levels for each of the four elements in greater detail.
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• Clear legal authority for operations roles; actions among transportation agency, public safety agencies (PSAs) , local government clarified.
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Project level Criteria-based program Sustainable budget line item Partnerships • Agree on operational roles and procedures with PSAs. • Identify opportunities for joint operations activities with local government/metropolitan planning organizations (MPOs)
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In a few instances, SO&M has been encouraged by new CEO leadership mandating or authorizing a department-wide process to improve SO&M. This can involve consolidating and strengthening the systems operations functions at a statewide program level, in central offices as well as key regions.
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There are a number of substate entities (e.g., local governments, MPOs) that have taken the initiative to develop cooperative regional efforts for interagency collaboration in improving SO&M, with state DOTs as one of several cooperative entities.
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. Transportation change managers -- middle or top management -- can capitalize on the opportunity to institute such important changes that otherwise might not be possible.
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This work was done under the Transportation Research Board's NCHRP Project 03-94, Transportation Systems Operations and Management Guide. The web tool, Systems Operations and Management Guidance, is available on the AASHTO website at www.
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