Policies and Processes that Support Mainstreaming Transportation Systems Management and Operations
5. KEY TAKEAWAYS
DOTs can move toward greater mainstreaming of TSMO through the use of policies and processes. Numerous examples of effective practices have been discussed in this document and provide ideas and approaches for integrating TSMO throughout the agency. Several key takeaways and strategies for enhancing mainstreaming are summarized below.
Through review of current practices and documents, one of the key lessons learned from successful, as well as ineffective, mainstreaming efforts relates to integrating TSMO into existing processes and requirements rather than creating new processes. State DOTs, like Iowa and Pennsylvania, that have worked to integrate TSMO in the planning process and in updated guides and manuals have been able to better align TSMO with other functional areas. Washington State DOT successfully integrated TSMO into its new Corridor Sketch Initiative. This new set of planning activities was designed to engage Washington State DOT’s partners in a process based on context and performance to identify high-level strategies to address gaps. The initiative was designed with TSMO principles and strategies imbedded in the activities and has resulted in plans that prioritize TSMO strategies and alternatives.
TSMO committees advance TSMO throughout organizations in a number of States. TSMO committees comprised of executive-level managers from different functional areas provide an opportunity to explore mutually beneficial TSMO strategies, policies, and procedures. These committees provide a forum for sharing information and developing processes that can mainstream TSMO throughout the agency. Formalizing processes that integrate TSMO evolve from sharing information and creating a common understanding of TSMO and how its principles and strategies can be applied across functional areas.
TSMO champions play a critical role in advancing TSMO throughout an organization and maintaining progress. As TSMO becomes more formalized in an agency’s organizational structure, policies, and processes, TSMO within the agency becomes less dependent on individuals and can withstand personnel changes.
TSMO is more easily integrated if it has a high level of visibility in the organization. There is no single common approach to how TSMO is incorporated in an organization; however, there are a few common factors within State DOTs that are associated with mainstreaming TSMO. Having a high level of visibility does not mean that TSMO needs to be structured as a separate division, but it should also not be hidden in a lower-level office where lead staff are not at the table with functional area leads across the agency. For TSMO to be mainstreamed, it helps to integrate it into job responsibilities at an executive and management level across functional areas. Alternatively, the structure can reflect the importance of TSMO by creating a division or other high-level position that can educate and advocate for TSMO at the executive level.
Performance management is an increasing focus in DOTs nationally, driven in part by Federal legislation and by the growth in data available for monitoring and evaluating system performance, often supported by TSMO. TSMO deployments provide real-time and historic data that can identify trends, measure the effectiveness of strategies and applications, and evaluate how well an agency is meeting its strategic and operational objectives. Dashboards, integrated databases, and TSMO strategies improve system performance and integrate TSMO across functional areas.
Policies and processes within an agency provide a framework for how work is carried out and can help mainstream TSMO. Adding TSMO strategies to planning processes, including TSMO considerations in manuals and guidelines, adapting contracting procedures to accommodate nontraditional services, sharing information and perspectives across functional areas in a TSMO committee, and providing performance data relevant to agency goals and objectives can change the way agency personnel see TSMO and the opportunities to include TSMO strategies in all aspects of agency business. Executive-level policies that support TSMO in daily business processes can enhance an understanding of TSMO and mainstream it throughout the organization. TSMO policies and processes build on the work of TSMO champions by formalizing and informing TSMO strategies and applications across the agency. Integrating TSMO at all levels of decisionmaking, strategic to tactical, advances the understanding and acceptance of TSMO so that it becomes an accepted approach to how agencies do their work. Without policies and process, the success of TSMO is dependent on individuals rather than being mainstreamed into everyday business practices.
