Office of Operations
21st Century Operations Using 21st Century Technologies
Table of Contents

Applying Transportation Systems Management and Operations to Rural Areas

Chapter 4. Capabilities to Advance Rural TSMO

TSMO program effectiveness is not only related to the level of funding and technology deployment, but also agency processes, culture, and institutional capabilities. TSMO programs benefit from appropriate planning and development. The capability maturity model (CMM), shown in figure 4, can be used as a self-assessment tool to identify current levels of capability. The CMM, when applied effectively, can help agencies develop consensus on improvements, prioritize those selected improvements, and improve capability maturity in planning and designing TSMO implementation. Many agencies have used this model to assess their overall capabilities. There may be advantages to using CMMs focused on their rural capabilities, where they have different levels of staff resources and technologies available to them. Furthermore, there are additional capability maturity frameworks (CMFs) that focus on improvement actions for specific TSMO programs, such as road weather management, planned special events, TIM, work zone management, and active demand management. More information related to these specific CMFs can be found on the FHWA TSMO Framework Tool website.11

Capability maturity model describes the six elements that result in improved transportation system management and operations effectiveness.

Figure 4. Diagram. Capability maturity model for improved transportation systems management and operations effectiveness.
Source: FHWA.

What is a Capability Maturity Model

The CMM can be used to assist agencies in determining gaps and common barriers to implementing successful TSMO strategies. It includes three process-oriented dimensions:

  • Business process refers to issues related to scope, planning, programming, budget, and project development. Business processes are especially important in rural areas where TSMO strategies or programs are not currently implemented.
  • Systems and technology refer to use of systems architecture standards, equipment interoperability and standardization, software, and data centers. Some TSMO strategies may require more skills and capabilities in technology and field devices than others.
  • Performance measurement refers to the importance of performance measures definition, data acquisition, and data utilization. Performance metrics are important to accurately assess the effectiveness of TSMO strategies in rural areas.

The following three dimensions of the CMM are institutional:

  • Culture refers to technical understanding, leadership, outreach, and legal authority. Developing a culture of innovation is important to advance TSMO strategies, not only to develop safer and more efficient transportation systems, but also to encourage new ideas for transportation solutions.
  • Organization and staffing refers to organizational structure, staff development, recruitment, and retention. Agencies may need new and specific knowledge, skills, and abilities to advance TSMO in rural areas. To increase the likelihood of success, it is important to develop an organization that understands and supports TSMO strategies, especially at the senior management level.
  • Collaboration refers to the importance of relationships with public health and safety agencies, local governments, transit agencies, metropolitan planning organizations, and the public sector. Rural areas can span a wide range of jurisdictional boundaries that should be considered during the planning process. Initiating collaboration at all stages, with all stakeholders, is particularly important for special events in rural areas.

Key Questions for Consideration

The following questions listed below should be considered by agencies:

  • Business process:
    • Has the agency developed and implemented the business case for TSMO in rural areas?
    • Has the agency developed and implemented a standardized funding strategy or concept of operations?
    • Has the agency identified what agency will bear these costs and resources?
  • Systems and technology:
    • Has the agency standardized a deployment approach for equipment?
    • Has the agency identified issues with its TSMO strategy in rural areas?
    • Has the agency determined if there any issues with access to right-of-way, power, or communications infrastructure?
    • Has the agency identified how the field equipment fits into its regional ITS architecture?
  • Performance measurement12:
    • Has the agency reviewed the performance measurement requirements for its TSMO strategy?
    • Has the agency identified performance metrics to be used to assess improvement after deployment?
    • Is the agency routinely reporting the TSMO strategy performance to key stakeholders?
  • Culture:
    • Does the agency embrace innovation and technology?
    • Are the agency’s TSMO training programs periodically improved and revised based on performance data?
  • Organization and staffing:
    • Does the agency have champions for TSMO in its organization at the leadership level?
    • Does the agency have champions at the decision-making level, and does the agency have the necessary budgets to implement TSMO in rural areas?
  • Collaboration:
    • Does the agency have a forum for collaborator agencies to discuss, and share knowledge about implementing TSMO strategies in rural areas?
    • Can training programs be developed and implemented across multiple agencies?

11 "Welcome to Business Process Frameworks for Transportation Operations," Office of Operations, FHWA, last modified February 11, 2022, https://ops.fhwa.dot.gov/tsmoframeworktool/index.htm. [ Return to Return to Note 11 ]

12 The use of the term “Performance Measurement” in this context do not pertain to the FHWA performance management program under 23 CFR part 490. [ Return to Return to Note 12 ]