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74 Conclusions TSMO is a collection of strategies that are integrated to optimize the performance of existing transportation infrastructure. When applied at various levels within a transportation network, TSMO strategies can be integrated into a broad range of multimodal, intermodal, and cross- jurisdictional systems and projects that advance safety, preserve capacity, improve security, improve reliability, and help preserve the transportation network. Whether led by state DOTs or MPOs, TSMO programs involve interagency agreements and response plans to address identified mobility challenges in the region, drawing on multiple wells of expertise which in the initial stages of development pose organizational challenges and require consistent upkeep to effectively administer comprehensive solutions. In recent years, TSMO strategic and planning documents have rapidly emerged as a tool for state DOTs and their partners to optimize their networks. The increased demand for transportation system reliability on the part of both system users and infrastructure owners and operators has played a key role in the mainstreaming of TSMO in transportation agency operations. TSMO represents a cohesive, collaborative, and integrated approach to management strategies that in some cases have been part of the opera- tional toolbox of agencies for decades. A review of the literature and state DOT documents for this synthesis provided a broad assessment of the emergence of TSMO and the key elements that can contribute to its success- ful implementation in state DOTs. Agency organizational structure and specific attributes can support TSMO planning and related operational strategies, including defining TSMO organiza- tional structure, identifying champions, implementing training activities, empowering key staff members, conducting outreach with the public and stakeholders, and working with partners to support TSMO activities. Furthermore, 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. The responses from the survey indicate that most state DOTs agree that a set of processes is needed to effectively plan and prioritize TSMO projects and to ensure that funding for TSMO is available. The review of the state plans confirms this insight and documents the use of specific strategic planning elements and processes, including ⢠Vision/goal/objective development, ⢠Project development and programming processes, ⢠Use of performance measures, ⢠Organizational and business processes, ⢠Implementation/iteration approaches, and ⢠Benefits and lessons learned. C H A P T E R 5
Conclusions 75  State DOTs that have a TSMO program plan frequently integrate that plan with other state- wide plans, and some have plans that could be characterized as both a statewide TSMO plan and a regional TSMO plan. In general, state DOTs typically take the lead on statewide plans, with traffic operations divisions typically leading development of the TSMO plan. When not leading the statewide TSMO plan, all other state-level divisions play a contributor role. For regional TSMO plans, traffic operations divisions also most often play a lead role, though significantly less than at the statewide level. With respect to stakeholders, consultants and regional TMCs most often play a lead role in statewide TSMO plans. Common motivations, goals, and factors influencing current TSMO plans include elevating transportation operations and/or TSMO within the state DOT, improving system reliability, and improving safety. These factors dovetail frequently with TSMO plan goals and objectives, which are tied to performance measures, including improving safety, improving asset condi- tions, expanding ITS/TSMO coverage, leveraging new technologies, and improving the TSMO funding outlook for a state or region. These performance measures are also commonly used in conjunction with selection criteria for projects and serve as a backdrop to determining the success of a TSMO project or plan. Nearly half of the respondent states confirm that data for planning, implementation, and evaluation of a TSMO program and/or TSMO projects is important and that they are likely to work with external stakeholders to obtain essential data if they do not have it within their organization. As with all transportation planning efforts, 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, CMAQ funds, SHSP funds, SPR funds, and designated state annual funds for TSMO projects. Agencies utilize a broad range of mechanisms to facilitate the implementation of their respective TSMO plan. At the statewide level, the most common method 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 process of developing and implementing a statewide or regional TSMO plan is not without its challenges. The issue identified as the most challenging for state DOTs is related to the transportation agency workforce, specifically the acquiring and development of adequate staffing to maintain and service existing ITS and TSMO investments. The primary reasons some agencies do not having near-term plans to develop a TSMO program plan are related to agency priorities being elsewhere and to organizational issues. Further Research There is an opportunity for future research to advance the knowledge and understanding of TSMO that can benefit DOTs and stakeholders in the development and implementation of TSMO program plans. This synthesis identified knowledge gaps and the following are suggested topics for further research: ⢠Best practices with respect to the use of data and performance measures. Data continues to be a challenge for state agencies for a variety of reasons, including the cost of acquiring it on an ongoing basis. Best practice information is needed on cost-effective approaches to acquiring and utilizing data for planning, operations, and performance, including in-house or external sources, how data is integrated into ongoing planning and operational processes, and the involvement of stakeholders in the TSMO process. Clear understanding of the impacts of data-sharing agreements and possible limitations is also needed for effective data utilization.
76 Summary State DOT Practices for Developing and Implementing TSMO Plans ⢠Investigate what strategies state DOTs implement that are specific to TSMO. The list of TSMO strategies and solutions includes a broad range of categories with numerous specific strategies in each group. It can be a daunting task for an agency to select specific strategies to achieve TSMO goals. Detail is needed on how agencies select specific strategies for imple- mentation, how they are funded, and what metrics are 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. ⢠Resources for implementation and related enforcement of TSMO strategies. Some TSMO strategies have the most potential for effectiveness when travelers comply with them and any related operational restrictions, such as variable speed limits, congestion pricing, and work zone and incident management. Information is needed on the most effective approach to implementing and enforcing such strategies to maximize the likelihood of successfully meeting project goals and objectives, including public education and outreach. ⢠How to prioritize TSMO within an agency. Before a state DOT can work with external stakeholder groups to plan and implement TSMO projects, they first need to prioritize TSMO within their organizational structure and processes. Research is needed to identify effective approaches to achieving that prioritization, including organizational structure, business processes, and other supportive elements internal to the organization prior to working with stakeholders to address the broader multimodal needs in a region or statewide. ⢠Impacts of emerging trends in technologies on TSMO. The rapidly evolving landscape of technology and its intersection with transportation is having a disruptive impact on how state DOTs plan, operate, and maintain their network. Information is needed on the impacts of emerging technology-drive trends in transportation, particularly those that emerge outside of the DOTs, and how they affect operations and TSMO, such as mobility as a service, mobility on demand, and micromobility. ⢠How to best improve organization and staffing. Agencies cite workforce issues as one of the biggest challenges to implementing TSMO program plans. Research is needed to identify the most effective approach to improving organizational staffing with the appropriate knowledge, skills, and abilities to adequately support a TSMO program plan at all levels of development and implementation. The development of a TSMO organization and staffing gap analysis tool could be a possible outcome of this research.
