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Regional Operations Forum Planning and Programming for Operations

Accelerating solutions for highway safety, renewal, reliability, and capacity. Regional Operations Forum Planning and Programming for Operations. Today’s Agenda. Indentify the kind of program planning needed to guide TSM&O improvements

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Regional Operations Forum Planning and Programming for Operations

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  1. Accelerating solutions for highway safety, renewal, reliability, and capacity Regional Operations Forum Planning and Programming for Operations

  2. Today’s Agenda • Indentify the kind of program planning needed to guide TSM&O improvements • Not just capital projects: all the components needed for a TSM&O program (infrastructure, procedures, roles and relationships, staff capabilities, funding, etc.) • Identify need for TSM&O staff to interact with planners in DOT and MPOs to integrate TSM&O program resource requirements into the formal statewide and/or metropolitan planning process • Note: This discussion is focused at the entire TSM&O program (combination of strategies) at a regional or statewide level. It is also more/less relevant to any specific combination of strategies, such as at the corridor level

  3. What do you think is needed? 1. Tsm&o program planning: what it is about

  4. Point of Departure:What Participants Challenge Forms Indicated as Issues to Address by TSM&O Program Planning • A business case—how TSM&O relates to agency mission/goals to get buy in • Performance measures to gauge progress and use in real time • A road map for sustainable strategy application improvements related to problems • Clear concepts-of-operations (architecture) to identify systems needed and roles of partners • An organizational structure and staff capable of coordinated operational management • Budget for sustainable funding (put forward to “planners”) • New forms of collaboration: within DOT, among partners—recognizing differential capacities

  5. Why Do a Program Plan for TSM&O? • Identifies key needs/deficiencies re: operational effectiveness of roadway network (focus on nonrecurring congestion) • Identifies strategies relevant and effective re: problems experienced • Insures all strategy components are coordinated—concept, architecture, technology, procedures, roles • Identifies logical increments in effectiveness, next steps, expansions, improved procedures, data, etc. • Specifies business and technical processes unique to TSM&O • Measures/evaluates impact and improvements (performance) to know if what we are doing is making a difference (and proving it to others!) • Identifies needed resources to support improvements (cap, op., maint., staff, etc.) • Makes sure the agency supports TSM&O as policy

  6. TSM&O Program Plan Compared to Conventional Plan • Identifies the mobility objectives, deficiencies with special attention to nonrecurring congestion and related strategies • Recognizes synergism among various TSM&O strategies • Addresses all the procedures and related roles of participants to conduct TSM&O strategies • Identifies complete range of resources required for effective operations—not just technology/capital, not just capital and maintenance, but also approach to staffing/training, ConOps, role definitions, real-time/field procedures and protocols, development/utilization of performance information • Incorporates incremental approach

  7. Who Is Going to Do Program Planning – and Why? Planners—in DOT HQ and MPOs? Their focus is typically on major capital improvements for recurring congestion in future—federal $$ and federal requirements. Most statewide and metro plans ignore TSM&O (Too Small to Matter). TSM&O managers/staff? They know what is needed but are not experienced planners. They operate today’s system/manage disruptions. Anyway, TSM&O planning needs are not like conventional planning.

  8. Operators/Planners Collaboration Operations in Long–Range Capital Plan Resource Req: cap, op, maint. Performance Measures & Trade-offs Strategies for Needs: RC, NRC Needs Planners Level of Activity Operators Real-Time Near-Term Short-Range Mid-Range Long-Range

  9. What do you think is needed? 2. TSM&O Program Planning: key ingredients

  10. Ex: Priorities of (new) Customer Service Culture

  11. Another Version (Priorities)

  12. Ex: Making the Business Case –Aligning TSM&O with Agency Goals

  13. Ex: Performance Measures to Gauge Progress 13

  14. Ex: Reporting Performance—Internal

  15. Ex: Reporting Performance—External

  16. Ex: Road Map for Matching Strategies to Needs, Deficiencies

  17. Ex: Strategy-Specific Plan

  18. Ex: Concept of Operations

  19. EX: Program Plan for Improving Organization and Staffing

  20. Ex: Complete Line Item Budget Coverage

  21. Ex: Stakeholder Collaboration

  22. Ex: TSM&O Program Planning Process

  23. Ex: Integrating TSM&O Program Planning into State/MPO Planning & Programming Activities

  24. Who Prepares a TSM&O Program Plan? • Any serious DOT mission with strategies requires some kind of program plan for effective use of resources, improved TSM&O, and sustainability. • Probably not DOT or MPO planners who may not know much about TSM&O—and may not be encouraged by the policy environment they work in. • Therefore, it is the TSM&O staff who need to be involved—working with planning staff, drawing on best practice examples. • It’s up to you.

  25. 3. Agency capabilities for TSM&O program planning

  26. CMM for TSM&O Program Planning • Capabilities Needed • Ability and resources to develop objectives, business case, program plan • Needs/deficiency analysis/evaluation to justify investment • Agency commitment, goals with related performance measurement • Organization and staff for needed technical capabilities • Alignment/cooperation among partners • Defined TSM&O program plan development process Capability Levels

  27. Using CMM to Assess Lincoln DOT’s Capability for TSM&O Strategic Planning (in the Lincoln-Jefferson corridor context) • What level of capability is Lincoln at today in each dimension? • What do they need to do to get to the next dimension: specific actions?

  28. 4. The context for Conventional statewide & regional COMPREHENSIVE planning[FOR NON-PLANNERS]

  29. What You Need to Know Regarding the Context of Conventional Statewide and Metropolitan Planning • Allocation of federal aid and state funds—especially for federal and state-funded capital improvements and maintenance (state funds) takes place in these processes • Getting TSM&O’s “fair share” requires involvement in these processes (or eat budget dust!) • Some basics follow • Bottom line: Get to know state and MPO planning staff

  30. The Scope of Linking TSM&O Strategic Planning into the Formal Regional/Statewide Planning Process

  31. Question: Who Has a Comprehensive Statewide Plan That Includes TSM&O? • Does the plan include discussion of TSM&O as related to policy? • Are projects identified—or a program? • Is there a line item with investment level? • What level of detail? • Who prepared it?

  32. Context: TSM&O in Federal Transportation Planning Requirements Planning Factor “Promote efficient system management and operations.” M&O Strategies “[The plans and STIPs and TIPs] … shall provide for the development and integrated management and operation of transportation systems.” Is this happening in your state/region? 32

  33. Context: Required Metro and State Planning Processes (for Federal $$) • Metropolitan Transportation Plan (MPOs, COGs) • 20-year horizon, 4–5 year update • Fiscally constrained and include strategies/actions • Mostly local government capital projects • Transportation Improvement Program (TIP) • 4-year allocation of funds • Statewide Long-Range Plan • 20-year horizon • Minimum requirements • DOT capital projects • Statewide Transportation Improvement Program (STIP) • 4-year allocation to specific projects/programs

  34. Context: The CongestionManagement Process (CMP) • Required in areas with more than 200,000 (called Transportation Management Area) • A systematic approach to • identify congestion and its causes • propose mitigation strategies • evaluate the effectiveness of implemented strategies NOTE: Not a “plan” but can (usually doesn’t) feed projects and strategies directly to metro/statewide plans 34

  35. The CMS Process Can Be Useful

  36. Context: Conventional Corridor Planning at States and MPOs • Agencies used to focus on needs of specific area/corridor • For multipurpose corridor strategies: mobility, access, development • Includes freeways, arterial, multimodal • Some statewide long-range plans may be based on corridors • Some MPOs lead corridor studies and/or organize CMP on corridor basis • TSM&O version called “integrated corridor management” (ICM)

  37. Context: Integrated Corridor Planning • TSM&O focused (may also have capacity components) • Includes multiple jurisdiction agencies and their networks • Targets operations for both RC and NRC, combining freeway, arterial (and transit) resources—on a cross-network basis • May require extensive decision-support systems for real time/reactive operational management • Implies extensive technology interoperability, compatible communications—for distributed information and controls • Ultimately requires formal interjurisdictional agreements re: priorities, procedures, commitment of resources

  38. New Context: MAP-21—Performance-Based Planning for States and MPOs • Statewide/metropolitan planning processes will use a performance-based approach to decision making. • Statewide plan should & metro plan will include performance measures, targets, performance report. • STIP will link investment priorities to performance targets in plan to extent possible.

  39. 5. Integrating tsm&o into the Conventional planning process

  40. Long-term planning focus Capital investment focused Project orientation Capacity-deficiency based Concern over environment Focus on limited links Recurring congestion only Add short-term payoff perspective Include nonrecurring congestion Substitutions of TSM&O for capacity Network-wide applications Optimize operations/capacity investments Include maintenance, staffing Uses performance measures What TSM&O Managers Need to Get Planners to Do Traditional Planning Process Adjustments Needed for TSM&O TSM&O Managers Help Shift Planning Mindset

  41. Integrating TSM&O into Metro and Statewide Planning 41

  42. Integration TSM&O into the Metro Planning Process

  43. 6. Integrating TSM&O into AGENCY Programming

  44. Understanding Formal Programming(Agency-level) • Process of selecting specific transportation projects • Required by federal and (usually) state law • STIP (state) and TIP (metro) allocate resources. • Typically ongoing process with regular updates • Needs identified, projects scoped/designed, funds matched

  45. Most Funding for TSM&O Is from State • Usually project-oriented (not continuing program) • Some piggy-backing on capital or maintenance projects • TSM&O is eligible for federal funds • Congestion Mitigation and Air Quality Improvement Program (CMAQ) • Highway Safety Improvement Program (HSIP) • National Highway Performance Program (NHPP) • Surface Transportation Program (STP) • Metropolitan Planning Funds • But must compete with traditional highway projects from DOT backlog or local government priorities • Innovative funding sources (e.g., public-private partnerships, tolls, congestion pricing)

  46. Independent vs. Trade-Off Approach to Programming Source: Figure 5.1 in SHRP 2 LO5 Guide

  47. Ex: Prioritization Using Cost-Effectiveness

  48. Bottom Line • If TSM&O is part of agency mission and TSM&O strategies are being deployed/operated, they need their own program plan (just like other agency programs). • This is new—to both TSM&O managers and to planners. • There is new ground to be broken in defining what should be in a TSM&O program plan, who does it, how it is done, etc. • You can be part of the solution.

  49. Useful Publications:USDOT (www.plan4operations.dot.gov) • A Primer—Statewide Opportunities for Linking Planning and Operations • Advancing Metropolitan Planning for Operations: An Objectives-Driven, Performance-Based Approach—A Guidebook • Advancing Metropolitan Planning for Operations: Set Objectives, Measure Progress, See Results • Advancing Metropolitan Planning for Operations: The Building Blocks of a Model Transportation Plan Incorporating Operations—A Desk Reference • An Interim Guidebook on the Congestion Management Process in Metropolitan Transportation Planning • Applying a Regional ITS Architecture to Support Planning for Operations: A Primer • Creating an Effective Program to Advance Transportation Systems Management and Operations: Primer • Delaware Valley Regional Planning Commission Philadelphia Metropolitan Region Case Study • Developing Decision Maker Support for Management and Operations at MetroPlanOrlando

  50. Useful Publications:USDOT (www.plan4operations.dot.gov) • Getting More by Working Together – Opportunities for Linking Planning and Operations: A Reference Manual • Management & Operations in the Metropolitan Transportation Plan: A Guidebook for Creating an Objectives-Driven, Performance-Based Approach • Operations Benefit/Cost Analysis Desk Reference • Regional Concept for Transportation Operations: A Tool for Strengthening and Guiding Regional Transportation Operations Collaboration and Coordination • Regional Concept for Transportation Operations: The Blueprint for Action – A Primer • Regional Transportation Operations Collaboration and Coordination: A Primer for Working Together to Improve Transportation Safety, Reliability, and Security • The Collaborative Advantage: Realizing the Tangible Benefits of Regional Transportation Operations Collaboration • The Regional Concept for Transportation Operations: A Practitioner’s Guide • Wilmington Area Planning Council New Castle County, Delaware, and Cecil County, Maryland Case Study

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