CRP Tsmo Program Plan

TRANSPORTATION
SYSTEMS MANAGEMENT
AND OPERATIONS (TSMO)
Planning, Specification, and Estimates (PS&E) Letting Construction Project Closeout Maintenance
Design Concept
ROW Clearance Final PS&E Letting
Conference
MPO Approves
Review pavement
scores and allocate
CAT1 funding
based on
pavement scores
TxDOT
No No
Conduct annual Work with Area

Submit final plans to Evaluates bids and
Confirm Railroad Submit final plan to inspection of Engineers and MSS’s to
Hold utility Oversee contractor Oversee contractor Submit 60% PS&E to Requires Submit Exhibit A to Submit final plan to Oversee contractor DES for review 4 Submit final plan to Confirm project on makes
Hold Design Concept Review/Update Risk Review/Update Risk Involves bridge Review/Update Risk Agreement 4 Resolve Design Design Comments DES Over/Under roadways with develop 4 year
coordination development of 30% development of 60% DES for review Railroad Yes Railroad Division for Yes Bridge Division for development of 90% months prior to Yes Bridge Division for monthly letting recommendation for
Conference Register Register component? Register months prior to comments? resolved 2 months prior to Justification Area Engineers maintenance plans
meeting PS&E PS&E (optional) Agreement? review review PS&E Letting review schedule approval or
Letting Letting canelation
(optional)
No
Attend Utility
Attend Design Oversee utility
Coordination
Concept Conference adjustments
Meeting
Conduct processes
Conduct Relocation
Attend Design with Commission for
and Demolitions, if
Concept Conference Eminent Domain, as
necessary
necessary
Van ride & project

selection
(all projects) Condu
inspection
Attend Design
with TP&
Concept Conference
D
Attend Design
Concept Conference
Toll Revenue
managed by
Monthly Estimates MPO?
Developed
Yes Change order not Final Estimates Update finalized
Local Accepted by DOC DOM collect
approved, Use Developed future
Advance planning pavement data and
Category 1 or 11 Maintenance
office identify If Category 4 or If Category calculate scores
No If Category 6 No If Category 8 No No If Category 3 No If Category 10 If Category 1,11 Agreement
change order 12 2,5,7,9
funding
Work with TP&D to

Attend Design Hold Pre- Documentation Record change
Request forms Start time charge Conduct on-going Conduct regular Is a Change Draft Change Change Order Inspects site and develop 4 year
Concept Conference Construction received from Yes order and/or claim
date site inspections material testing Order needed? Order Approved create punch list maintenance plans
Conference contractor in site manager
Yes
Pay final invoice

Request
Monitor contract for (could be after Receive draft
reimbursable
compliance Letting or Project Change Order
account for Utilities
Completion)
Receive draft
Change Order
Yes
Attend Design
Review Final Plan
Concept Conference
No
Review plan and

Railroad approve
execute Railroad
Exhibit A
Agreement
Yes
Recommend Under/
Attend Design Review 60% Plan Review final plan for Over justification to
Concept Conference (optional) Readiness to Let Review Final Plan ADMIN
Build CST Proposal

(loaded to Plans On- - Performance Bond Receive draft
Execution Date Semi-annual source Conduct regular
line?) Advertise for Bids 1 Issue Addenda Open bids publicly Award of Contract -Payment Bond Notice to Proceed Change Order
awarded testing material testing
-Railroad Agreement
Post Candidate list

Receive project of projects for Let Create State Letter Request Reached Obligation Setup Functions
estimate (4 months prior to of Authority Construction FPAA Limitation Allocation Codes in PeopleSoft
Let Date)
Reviews, issues
Request FHWA Request payments
concurrence letter Obligation Review the Project Complete FWHA Confirm close of
approval for Reached Obligation for estimates sent
and compare adjustment Adjust obligation Statement cost form PR-20 project
increase/decrease in Limitation allocation over
obligation to required?
obligation
approved bid
Yes Post on ALTIEN
No
Review Construction FHWA approve
FPAA FPAA? FHWA approve? FHWA Final Audit
No
Yes
Receives Change Approves Yes

Order Change Order
Approves Award of
Press Release
contract
Approve Change Change order not

No
Order? approved
Yes
Request
Additional Funds Approve the Change AFA Amendment
No Local Funds
from MPO Order required
Yes
Yes(Local)
Local Match
Request
No (TxDOT Match) Additional Funds No
from MPO
CORPUS CHRISTI DISTRICT PROGRAM PLAN
December 2022
Table of Contents
Acronyms and Abbreviations .................................................................................................................................. v
Executive Summary .......................................................................................................................................... ES-1
1 Introduction.................................................................................................................................................. 1
1.1 What is TSMO? ................................................................................................................................. 1
1.2 Aren’t We Already Doing TSMO? ...................................................................................................... 1
1.3 Need for TSMO Planning .................................................................................................................. 2
1.3.1 TxDOT Division TSMO Initiative ........................................................................................... 2
1.3.2 TxDOT-CRP TSMO Initiative ................................................................................................. 3
1.3.3 Program Plan Format .......................................................................................................... 4
2 Business Case for TSMO ............................................................................................................................. 5
2.1 Funding ............................................................................................................................................. 5
2.1.1 Challenge ............................................................................................................................. 5
2.1.2 How TSMO Can Help ........................................................................................................... 6
2.2 Congestion ........................................................................................................................................ 6
2.2.1 Challenge ............................................................................................................................. 6
2.2.2 How TSMO Can Help ........................................................................................................... 7
2.3 Safety ................................................................................................................................................ 7
2.3.1 Challenge ............................................................................................................................. 7
2.3.2 How TSMO Can Help ........................................................................................................... 8
2.4 Mainstreaming TSMO ....................................................................................................................... 8
3 TSMO Vision, Mission, Goals, and Objectives ......................................................................................... 10
3.1 Statewide TSMO Vision ................................................................................................................. 10
3.2 Statewide TSMO Mission .............................................................................................................. 10
3.3 District-Specific TSMO Goals and Objectives ............................................................................... 10
4 Capability Maturity Model and Frameworks ........................................................................................... 12
4.1 Capability Maturity Model ............................................................................................................. 12
4.1.1 Business Processes.......................................................................................................... 12
4.1.2 Systems and Technology .................................................................................................. 14
4.1.3 Performance Measurement ............................................................................................. 17
4.1.4 Organization and Workforce ............................................................................................ 20
4.1.5 Culture ............................................................................................................................... 22
4.1.6 Collaboration..................................................................................................................... 23
4.2 Capability Maturity Framework ..................................................................................................... 25
4.2.1 Traffic Signal Management .............................................................................................. 25
4.2.2 Traffic Incident Management ........................................................................................... 26
4.2.3 Road Weather Management ............................................................................................ 28
ii
4.2.4 Work Zone Management .................................................................................................. 29
5 Five-Year TSMO Implementation Plan ..................................................................................................... 31
6 TSMO Tactical Plan Assessment ............................................................................................................. 38
6.1 Tactical Plan Criteria ..................................................................................................................... 38
6.2 Tactical Plan Components ............................................................................................................ 38
6.3 Recommended Tactical Plans ...................................................................................................... 38
7 References ................................................................................................................................................ 40
List of Tables
Table 1: TxDOT-CRP TSMO Goals and Objectives .............................................................................................. 10
Table 2: Capability-Level Descriptions for Business Process ............................................................................ 12
Table 3: Capability-Level Descriptions for Systems and Technology ................................................................ 14
Table 4: Tools and Data Used by TxDOT-CRP ..................................................................................................... 17
Table 5: Capability-Level Descriptions for Performance Measurement ........................................................... 18
Table 6: TxDOT Strategic Goals and Statewide Performance Measures.......................................................... 19
Table 7: Capability-Level Descriptions for Organization and Workforce ........................................................... 20
Table 8: Capability-Level Descriptions for Culture ............................................................................................. 22
Table 9: Capability-Level Descriptions for Collaboration ................................................................................... 23
Table 10: TSMO Applications for Traffic Signal Management .......................................................................... 26
Table 11: TSMO Applications for Traffic Incident Management ....................................................................... 27
Table 12: TSMO Applications for Road Weather Management ........................................................................ 29
Table 13: TSMO Applications for Work Zone Management .............................................................................. 30
Table 14: TxDOT-CRP Program-Level TSMO Action Items ................................................................................. 32
Table 15: TxDOT-CRP Program-Area-Level TSMO Action Items......................................................................... 33
Table 16: TxDOT-CRP TSMO Tactical Plan Recommendations ......................................................................... 39
List of Figures
Figure 1: The Concept of TSMO ............................................................................................................................. 1
Figure 2: The TSMO Difference .............................................................................................................................. 2
Figure 3: TxDOT TSMO Planning Initiative ............................................................................................................. 3
Figure 4: TxDOT-CRP TSMO Planning Process ...................................................................................................... 4
Figure 5: TxDOT-CRP TSMO Business Case Summary ......................................................................................... 5
Figure 6: TxDOT Statewide and District-Level Funding Needs Vs. Budget .......................................................... 6
Figure 7: TxDOT-CRP 2019 Congestion Statistics ................................................................................................ 7
Figure 8: National Causes of Congestion by FHWA .............................................................................................. 7
iii
Figure 9: Corpus Christi Region Crash Summary .................................................................................................. 8
Figure 10: Integrating TSMO within PDP ............................................................................................................... 9
Figure 11: CMM Assessment Process ................................................................................................................ 12
Figure 12: Business Process Assessment Results ............................................................................................ 13
Figure 13: TxDOT-CRP Funding Allocations from 2022 UTP ............................................................................. 14
Figure 14: Systems and Technology Assessment Results ................................................................................ 14
Figure 15: Systems Engineering Process ........................................................................................................... 15
Figure 16: Performance Measurement Assessment Results ........................................................................... 18
Figure 17: Organization and Workforce Assessment Results ........................................................................... 20
Figure 18: Organization Structure with TSMO Integration ................................................................................ 21
Figure 19: Culture Assessment Results ............................................................................................................. 23
Figure 20: Collaboration Assessment Results ................................................................................................... 24
List of Appendices
Appendix A: List of TxDOT and Partner-Agency Members
iv
ACRONYMS AND ABBREVIATIONS
ARC-IT Architecture Reference for Cooperative and Intelligent Transportation

ATMS Advanced Traffic Management System
ATSPM Automated Traffic Signal Performance Measures
BCR Benefit-Cost Ratio
BP Business Processes
CCMPO Corpus Christi Metropolitan Planning Organization
CCRTA Corpus Christi Regional Transportation Authority
CCTV Closed-Circuit Television
CMF Capability Maturity Framework
CMM Capability Maturity Model
CO Collaboration
COCC City of Corpus Christi
Con-Ops Concept of Operations
CRIS Crash Records Information System
CRP Corpus Christi District
CU Culture
DCC Design Concept Conference
DE District Engineer
DMS Dynamic Message Sign
DOT Department/s of Transportation
DSRT District Safety Review Team
FHWA Federal Highway Administration
FTA Federal Transit Administration
ITS Intelligent Transportation Systems
OW Organization & Workforce
PDO Property Damage Only
PDP Project Development Process
PM Performance Measurement
RWM Road Weather Management
SEA Systems Engineering Analysis
SHRP2 Second Strategic Highway Research Program
ST Systems & Technology
SWZ Smart Work Zone
TIM Traffic Incident Management
TMC Traffic Management Center
TMS Traffic Management Systems
TP&D Transportation Planning & Development
TRF Traffic Safety Division
v
TSM Traffic Signal Management
TSMO Transportation Systems Management and Operations
TTI Texas Transportation Institute
TxDOT Texas Department of Transportation
UTP Unified Transportation Program
WZ Work Zone
WZM Work Zone Management
vi
EXECUTIVE SUMMARY
What is TSMO?
Transportation Systems Management and Operations, also known as TSMO, is a set of strategies that focus on
operational improvements that can maintain and even restore the performance of the existing transportation
system before additional capacity is needed. The goal of TSMO is to get the most performance out of the
existing transportation system, allowing departments of transportation to stretch their funding to benefit more
areas and customers.
Successful TSMO programs have adopted TSMO as a core function of the transportation agency and
developed institutional arrangements and processes that promote inclusion of TSMO strategies throughout the
project lifecycle of planning, design, construction, and maintenance.
The TSMO Difference
The Texas Department of Transportation

(TxDOT) Corpus Christi District (CRP; District)
implements many of the above-listed TSMO
solutions. However, TSMO is more than
implementation of isolated, champion-driven
Intelligent Transportation Systems (ITS)
solutions. TSMO involves a mindset change to
determine the best way to optimize the
safety, mobility, and reliability of the existing
transportation system with limited resources.
This graphic highlights the paradigm shift that
will sustain and grow TSMO within the district.
ES-1
Transportation System Management and Operations – Corpus Christi District Program Plan
Development
TxDOT TSMO Planning Initiative
Executive Director Marc Williams issued a memo highlighting the importance of traffic management systems
(TMS) as cost-effective and efficient means to address safety, mobility, connectivity, maintenance, and
emergency response across the state.
“…it is imperative that Traffic Management “Each district will be expected to ensure (1) TMS is
Systems (TMS) and operational improvements included in each project’s planning, development,
complement construction and maintenance design, construction, maintenance and operation,
program efforts. This includes ensuring that TMS and (2) provide specific TMS projects where gaps
is considered throughout the project lifecycle exist between typical road and bridge projects.”
from inception through construction....”
Marc Williams, June 29, 2022
TxDOT’s Traffic Safety Division (TRF) developed a

three-stage approach to TSMO adoption across the state.
As part of the first stage, TRF rolled out the Statewide
TSMO Strategic Plan in 2017. As part of the second stage,
all TxDOT districts, including TxDOT-CRP, are developing
TSMO Program Plans. Subsequently, the districts will
develop TSMO Tactical Plans as necessary to address
specific operational issues within each district.
Business Case For TSMO
Studies around the country have shown that TSMO deployments provide benefit-cost ratio (BCR) between 10:1
to 22:1. The business case summary presented here illustrates the impacts and costs associated with
congestion, safety, and the environment within the Corpus Christi region and highlights the potential benefits
from TSMO deployments. The graphic on the following page highlights how hypothetical TSMO investments of
$1 to $5 million would result in benefits to congestion and safety of $10 to $110 million.
ES-2
Development
TSMO Implementation
The process illustrated below was utilized to develop the TSMO program-level and operational-area-level
(program-area-level) actions. The four program areas selected by the District for development of TSMO actions
included traffic signal management (TSM), traffic incident management (TIM), road weather management
(RWM), and work zone (WZ) management (WZM). The process, beginning with the District Engineer’s (DE’s)
endorsement, included extensive engagement with District leadership, partner agencies, and a project steering
committee to obtain input on existing TSMO practices, complete Capability Maturity Model (CMM) and
Capability Maturity Framework (CMF) assessments, develop District-specific TSMO goals and objectives, and
cocreate the TSMO actions included in this Program Plan.
The key program-level and program-area-level actions are summarized below.
ES-3
Development
Lead Support
Action
Program-Level Actions
Transportation Planning
Consider incorporating TSMO/ITS strategies during planning. Traffic Operations
& Development (TP&D)
Enhance maintenance planning and tracking activities by utilizing systematic processes. Maintenance Maintenance
Develop a formal process that institutionalizes how project development and funding needs for TSMO projects are
TP&D All
coordinated between TP&D, Construction, and Operations and Maintenance.
Incorporate TSMO discussions as part of existing meetings such as District Directors’ meetings. Traffic Operations All
Identify ways to incorporate TSMO priorities into existing and planned projects within the District's annual budget. TP&D Traffic Operations
Monitor ongoing system developments and update the Regional ITS Architecture to reflect changing needs. Traffic Operations TP&D
Continuously analyze mobility (speeds and travel times) and safety data (crashes) to develop mobility- and safety-based TP&D/Traffic
Area Engineers
performance measures. Operations
TP&D/Traffic
Share use cases of various TSMO strategies to help better understand their benefits and justify future deployments. Area Engineers
Operations
Evaluate training and development of existing staff to perform specialized functions related to data and technology to
Deputy DE All
enhance TxDOT business processes.
Perform outreach efforts to inform staff on how TSMO will better help them do their jobs. Deputy DE All
Formalize the process of collaboration with partner agencies including the CCMPO. TP&D Traffic Operations
ES-4
Development
Lead Support
Action
Traffic Signal Management Actions

Develop a TSM plan that identifies needs and strategies to operate, maintain, and upgrade
the traffic signal system.
Traffic
- Establish goals that are aligned to TxDOT and the region. Traffic Operations and City of Corpus Christi (COCC)
Operations
- Formalize/develop traffic signal timing and maintenance programs.
- Determine funding streams, the level of collaboration, and training requirements.
Include a discussion about construction signal retiming and maintenance during the project
design meeting, pre-construction meeting, and District Safety Review Team meeting for Traffic
Construction, Area Engineers
significant projects. Operations
- Verify appropriate signal timing is implemented during construction.
Provide communications to 100 percent of District signals and acquire traffic signal central Traffic
TRF
management system licenses to monitor and control all District signals. Operations
Pilot-test technologies to improve traffic signal operations (automated traffic signal

Traffic
performance measures [ATSPM], traffic responsive signals, adaptive systems, connected TRF
Operations
vehicles).
Standardize detection layouts for ATSPM implementation. Traffic

TRF
- Detector placement determines which kinds of performance measures could be collected. Operations
Deploy an asset management system for traffic signals (e.g., ATMS.now).

Traffic
- Have information on existing assets. TRF
Operations
- Ensure traffic signal assets are maintained in good condition.
Utilize INRIX/probe data to obtain traffic signal performance measures. Traffic

TP&D
- Conduct before/after performance measure comparison. Operations
Utilize an ATSPM pilot to develop ATSPM-based reporting for regionally significant corridors, Traffic
Traffic Operations
and track performance measures for continuous improvement of signal operations. Operations
ES-5
Development
Lead Support
Action
Develop a recurring staff training program.

- Create staff redundancy by cross-training on skills and job functions.
Traffic
- Training should include existing and emerging technology related to the traffic signal Traffic Operations
Operations
system (detection, diamond intersections, troubleshooting signals, fiber-optics management,
and ITS assets).
Identify ways to communicate benefits, outcomes, and needs to various internal and
external stakeholders, including policy makers, the media, and others. Traffic
TRF
- Share benefits from signal timing at Directors’ and supervisors’ meetings. Operations
- Leverage social media to share information (e.g., Twitter, Facebook).
COCC, Nueces County, Corpus Christi Metropolitan

Establish regular meetings (e.g., quarterly meetings) with partner agencies to collaborate on Traffic
Planning Organization (CCMPO), Corpus Christi Regional
TSM. Operations
Transportation Authority (CCRTA)
Develop a formal process of sharing traffic-signal-related data (e.g., timing data, traffic Traffic
COCC
counts, video feeds) with partner agencies. Operations
Traffic Incident Management Actions

Establish a working group to manage the District’s wrong-way driving system.
- Identify stakeholders. Traffic
Traffic Operations
- Establish the role of each stakeholder. Operations
- Regularly discuss District needs.
Develop a District TIM handbook.

Traffic
- Document how the TIM program should function. TRF
Operations
- Identify agencies and stakeholders and the roles and responsibilities of each party.
Consider addressing TIM impacts prior to the final design of significant roadway projects.
Traffic
- The Project Development Process Manual (July 2019) requires consideration of TIM as a Traffic Operations, Construction, COCC
Operations
TSMO strategy.
ES-6
Development
Lead Support
Action
Review any existing interagency agreements and determine the need for updates or
additional agreements.
Traffic
- Address interagency TIM issues. TP&D
Operations
- Additional agreements may include data-sharing agreements, roles/responsibilities of
agencies, notification procedures, and joint operating procedures.
Evaluate Emergency Operation Center enhancements to support:

- TIM. Traffic
Traffic Operations
- Active traffic monitoring. Operations
- TSM.
Utilize probe data sources (such as RITIS/INRIX) for incident detection, tracking, and
TRF Traffic Operations
reporting.
Traffic
Establish continuous tracking of performance measures for the wrong-way driving system. TRF
Operations
Establish reoccurring, consistent, and evolving TIM training for all stakeholders:
- to train new staff and develop redundancy in existing staff.
- for multidisciplinary TIM program participants to understand the incident command Traffic
Traffic Operations
structure, roles of involved agencies, and applicable standards (e.g., Texas Manual on Operations
Uniform Traffic Control Devices).
- to improve TIM practices based on lessons learned.
Establish the roles and responsibilities within TxDOT and TIM stakeholders to carry out TIM
functions. Traffic
COCC, Nueces County
- Helps define current TIM activities and where each partner fits into the lifecycle of a typical Operations
traffic incident.
Share lessons learned, benefits, and outcomes from traffic incident responses with Traffic
Traffic Operations
stakeholders and TxDOT leadership. Operations
Collaborate with all TIM partners to develop data-sharing policies, including access to Traffic
COCC, Nueces County, CCMPO, CCRTA
closed-circuit television cameras. Operations
ES-7
Development
Lead Support
Action
Road Weather Management Actions

Evaluate RWM needs, and establish multi-year RWM funding to address those needs.
Traffic
Collaborate with CCMPO to identify funding streams available to support RWM-related CCMPO
Operations
operational and maintenance activities.
For significant weather events, utilize information from “after action” reviews to discuss and
Traffic
document challenges, lessons learned, and opportunities. Document/update RWM Traffic Operations
Operations
procedures as needed.
Formalize the process of obtaining weather data from the National Weather Service and how
it will be utilized in resource planning/forecasting.
Maintenance TRF
- Evaluate the applicability of the Federal Highway Administration (FHWA) Pathfinder
initiative to the RWM activities within the District.
Develop a process to be utilized by TxDOT (Operations, Maintenance), partner agencies, and

Maintenance COCC, Nueces County, CCMPO, CCRTA
first responders for coordinated response during a significant weather event.
Identify alternate corridors that complement current designated evacuation routes to

facilitate efficient and safer evacuation.
Traffic
- Helps identify corridor needs (capacity or operational improvements) for road weather COCC, Nueces County, CCMPO, CCRTA
Operations
master planning.
- Improve communication to the public on all alternate corridors for evacuation.
Evaluate technology solutions to facilitate the advisory (e.g., traveler information) and Traffic
TRF
control (e.g., road closure) functions during RWM. Operations
Develop a dashboard that provides historical and real-time performance measures related
to weather events. Traffic
TRF
- Historical performance measures to plan for future events. Operations
- Real-time performance measures for event response.
ES-8
Development
Lead Support
Action
Provide reoccurring RWM training to TxDOT staff, and conduct biannual RWM exercises with
partner agencies and first responders. Traffic
Traffic Operations, COCC, Nueces County
- Enhance capabilities in areas of operations and maintenance Operations
- Cross-train staff to ensure availability for critical functions
Discuss RWM lessons learned, process improvements, needs, and plans during leadership Traffic
Traffic Operations, COCC, Nueces County
meetings to maintain support for RWM activities. Operations
Enhance collaboration with partner agencies, first responders, and the private sector to plan
for and respond to significant weather events.
- Meet periodically with partner agencies and first responders to discuss RWM policies, Traffic
COCC, Nueces County, CCMPO, CCRTA
plans, strategies, and data needs. Operations
- Collaborate with the private sector (e.g., news organizations, Waze) on sharing
RWM-related data.
Work Zone Management Actions

For significant projects, evaluate the use of planning-level traffic analysis (e.g., FREEVAL,
QuickZone, VISSIM, DynusT) and predictive safety analysis tools to configure WZs (duration, TP&D Construction
extent, and number of lanes taken with WZ).
Develop Transportation Management Plans for significant projects, and document mobility
and safety performance measures:
- Utilize WZM strategies in FHWA’s “Developing and Implementing Transportation
Management Plans for Work Zones.” Traffic
Construction
- Document how ITS/smart work zone (SWZ) elements are evaluated to improve WZ mobility, Operations
safety, and monitoring capabilities.
- Document how social media, crowdsourcing, and connected vehicle technology are
evaluated to improve traveler information.
For significant projects, evaluate the need for and type of WZ ITS based on TxDOT SWZ Traffic
Construction
guidelines and the Go/No-Go Decision Tool. Operations
ES-9
Development
Lead Support
Action
Develop a process to coordinate lane closures among multiple projects and agencies to
achieve WZM objectives.
Traffic
- Avoid conflicting project road closures. Construction
Operations
- Compile all lane-closure data in one central database.
- Share WZ data with the public, media, and transportation-focused businesses.
Assess whether the application of existing and/or new technologies to manage traffic and
measure system performance would enhance WZ operations and safety. TP&D Traffic Operations
- Potential addition to the Design Concept Conference.
Traffic
Pilot-test SWZ technologies to identify use cases and mainstream SWZ deployments. Construction
Operations
Define safety- and mobility-based goals and performance measures to inform continuous
improvements within WZs.
TP&D Traffic Operations
- Utilize planning-level analysis.
- Utilize historical WZ data.
On significant projects, collect real-time and historical performance measures on travel

speed, travel time, traffic volumes, queue lengths, and crashes.
- Utilize performance measures to monitor WZ performance and develop safety and mobility
countermeasures. Traffic
TP&D
- Utilize performance measures from multiple projects to continually evaluate and improve Operations
WZ policies and procedures.
- Utilize historical WZ performance measures and planning-level analyses to develop WZM
funding needs for upcoming projects.
Establish periodic WZM training to:

- train District staff on the Division’s SWZ guidelines.
- regularly update WZM knowledge and skills to incorporate the latest industry advances
Construction Traffic Operations
within the TxDOT practice.
- cross-train staff to improve understanding of all aspects of WZM.
- capture, share, and refine institutional WZ knowledge within TxDOT.
ES-10
Development
Lead Support
Action
Discuss WZ safety and lessons learned in supervisors’ and construction meetings.

Construction Traffic Operations
- Helps create awareness and garner support for WZM from within TxDOT.
Identify ways to enhance collaboration with the private sector and stakeholders during WZ
activities.
- Document input and resulting countermeasures because of concerns from the affected
Traffic
public, businesses, schools, and emergency medical services. Construction
Operations
- Provide regular construction updates via social media platforms/project websites.
- Utilize enhanced ways to obtain input from stakeholders (encourage input from social
media platforms such as MetroQuest).
Collaborate with partner agencies on coordination of construction projects and sharing data Traffic
Construction, COCC, Nueces County, CCMPO, CCRTA
that may help address construction impacts. Operations
Identify ways to enhance collaboration with law enforcement during WZ activities (e.g., use Traffic
Construction
of CAD data, WZ enforcement, incident response). Operations
ES-11
Development
1 INTRODUCTION
Historically, state and local departments of transportation (DOTs) were created to deliver infrastructure
capacity for the movement of people and goods. As a result, DOTs have traditionally focused their efforts and
resources on the planning, design, construction, and maintenance of capital projects. This focus on delivery of
capital projects has generally resulted in limited resources for the management and operations of
transportation systems. Further, with capacity building lagging traffic growth in most urban areas and available
funding lagging DOT funding needs, DOTs are often required to do more with less. To overcome these
challenges, many DOTs are starting to embrace Transportation Systems Management and Operations (TSMO),
a strategic approach that provides near-term and cost-effective solutions to improve mobility and safety while
addressing customer needs.
1.1 What is TSMO?
In simple terms, TSMO is a set of strategies that focus on operational improvements that can maintain and
even restore the performance of the existing transportation system before additional capacity is needed. The
goal of TSMO is to get the most performance out of an existing transportation system, allowing DOTs to stretch
their funding to benefit more areas and customers.
Successful TSMO programs have adopted TSMO as a core function of the transportation agency and developed
institutional arrangements and processes that promote inclusion of TSMO strategies throughout the project
lifecycle of planning, design, construction, and maintenance. Figure 1 summarizes the concept of TSMO.
Figure 1: The Concept of TSMO
1.2 Aren’t We Already Doing TSMO?
The Texas Department of Transportation (TxDOT) Corpus Christi District (CRP; District) implements many of the
TSMO solutions listed on Figure 1. However, TSMO is more than the implementations of isolated,
champion-driven Intelligent Transportation Systems (ITS) solutions. TSMO involves a mindset change to
Development
determine the best way to optimize the safety, mobility, and reliability of the existing transportation system with
limited resources.
Figure 2 highlights the paradigm shift

that will sustain and grow TSMO within
TxDOT-CRP.
1.3 Need for TSMO

Planning
Research conducted as part of the

Federal Highway Administration’s
(FHWA’s) Second Strategic Highway
Research Program (SHRP2) revealed that
in most agencies, TSMO planning and
budgeting have been largely limited to
specific projects or initiatives and
initiatives have been limited based on
the availability of funding and a
champion to drive those initiatives. The Figure 2: The TSMO Difference
research indicated that agencies with the

most effective TSMO activities were differentiated not by budgets or technical skills alone but by the existence
of critical processes and institutional arrangements focused on TSMO applications. The research identified the
development of a TSMO Program Plan as a key action to guide organizations in advancing the institutional
focus on TSMO.
1.3.1 TxDOT Division TSMO Initiative
Executive Director Marc Williams issued a memo highlighting the importance of traffic management systems
(TMS) as cost-effective and efficient means to address safety, mobility, connectivity, maintenance, and
emergency response across the state. Excerpts from the memo are provided below.
“…it is imperative that Traffic Management “Each district will be expected to ensure (1) TMS is
Systems (TMS) and operational improvements included in each project’s planning, development,
complement construction and maintenance design, construction, maintenance and operation,
program efforts. This includes ensuring that TMS and (2) provide specific TMS projects where gaps
is considered throughout the project lifecycle exist between typical road and bridge projects.”
from inception through construction....”
Development
The TxDOT TSMO initiative (Figure 3) developed a statewide
TSMO framework and guidance. The TxDOT TSMO initiative
consists of three stages. As part of the first stage, TxDOT’s
Traffic Safety Division (TRF) rolled out the Statewide TSMO
Strategic Plan in 2017. The strategic plan provided the
framework and guidelines to mainstream TSMO throughout
the state and recommended that each district develop a TSMO
program focused on their unique needs. As part of the second
stage, the Austin District in 2018 formalized its TSMO program
by developing a TSMO Program Plan. In 2019 and 2020, the
remaining TxDOT districts began developing their own TSMO Figure 3: TxDOT TSMO Planning Initiative
Program Plans. As part of the third stage, the districts may
develop tactical plans with specific operational focus, such as plans for traffic signal management (TSM),
traffic incident management (TIM), road weather management (RWM), and work zone (WZ) management
(WZM) or ITS implementation.
1.3.2 TxDOT-CRP TSMO Initiative
In alignment with the statewide TSMO initiative, TxDOT-CRP began developing the District TSMO Program Plan
in April 2020. The Program Plan development began with an endorsement from the District Engineer (DE),
paving the way to formalizing the District’s TSMO program. Subsequently, the leadership and key leads within
TxDOT and partner agencies were engaged to seek input on regional operational challenges, capabilities, and
ideas for improvements. Leadership engagement within TxDOT focused on gathering input from the DE and
Deputy DE, the Directors and leads representing Traffic Operations and Maintenance, Transportation Planning
& Development (TP&D), and Construction functional groups, and the area engineers. Partner-agency
engagement focused on gathering input from leadership within the City of Corpus Christi (COCC), Nueces
County, Corpus Christi Metropolitan Planning Organization (CCMPO), and Corpus Christi Regional
Transportation Authority (CCRTA). A TxDOT steering committee was also established to seek technical input
and buy-in at various stages of the project. Appendix A provides a list of TxDOT and partner-agency members
that participated during the various engagement efforts. The same TxDOT and partner-agency members were
also engaged to conduct the Capability Maturity Model (CMM) and Capability Maturity Framework (CMF)
self-assessments for the District. The input received during the leadership engagement and self-assessment
stages was combined to develop draft TSMO actions to be included in the District TSMO Program Plan. This
District TSMO Program Plan summarizes the District-specific TSMO goals and objectives, institutional
arrangements, responsibilities, processes, and implementable action items that were developed
collaboratively with the District and partner-agency groups. Figure 4 summarizes the process that was utilized
to develop the TxDOT-CRP TSMO Program Plan.
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Figure 4: TxDOT-CRP TSMO Planning Process
1.3.3 Program Plan Format
The Program Plan document format follows a process similar to the one utilized to develop TSMO actions for
the District and is as follows:
• Introduction: Introduces the concept of TSMO and discusses the need for TSMO planning.
• Business Case for TSMO: Establishes a data-driven business case to support sustained investment in
TSMO strategies.
• TSMO Vision, Mission, Goals, and Objectives: Shares the TSMO vision and mission developed as part of
the Statewide TSMO Strategic Plan and the District-specific TSMO goals and objectives developed in
collaboration with District leadership and the District TSMO steering committee.
• Capability Maturity Model and Frameworks: Discusses the six dimensions of CMM, how TxDOT and partner
agencies assessed their capability across each dimension, and opportunities to improve within each
dimension. Discussion also includes a summary of CMF assessment across four program areas: TIM,
WZM, TSM, and RWM.
• Five-Year TSMO Implementation Plan: Summarizes TSMO actions developed based on input from District
leadership, an understanding of the District’s TSMO state of practice, and a review of CMM and CMF
self-assessments, and provides an implementation time frame.
• TSMO Tactical Plan Assessment: Evaluates the need for tactical plans, with specific operational focus such
as plans for WZM, TIM, TSM, regional RWM, and ITS implementation.
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2 BUSINESS CASE FOR TSMO
Figure 5 summarizes the business case for TSMO within TxDOT-CRP. The figure provides impacts and costs
associated with congestion, safety, and the environment within the Corpus Christi region and highlights
potential benefits from TSMO deployments. Studies around the country have shown that TSMO deployments
provide benefit-cost ratio (BCR) between 10:1 to 22:1. The figure highlights how hypothetical TSMO
investments of $1 to $5 million would result in benefits to congestion and safety of $10 to $110 million. A
more detailed discussion on the TSMO business case is provided in the paragraphs that follow.
Figure 5: TxDOT-CRP TSMO Business Case Summary
2.1 Funding
2.1.1 Challenge
Texas population grew by 16 percent between 2010 and 2020 and is projected to grow by 60 percent between
2020 and 2050. While the state’s population continues to grow rapidly, the available transportation system
capacity continues to decrease. Additionally, many of the state’s congested corridors are fully built out, and the
funding necessary to expand the system capacity continues to be constrained. Figure 6 shows the funding
deficit at the statewide level and district level based on TxDOT’s 2022 Unified Transportation Program (UTP). It
is important to note that the actual needs are much greater than what is documented in the fiscally
constrained UTP. As a result, the budget shortfall in reality is greater than what is shown.
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Figure 6: TxDOT Statewide and District-Level Funding Needs Vs. Budget
2.1.2 How TSMO Can Help
To address the growing capacity and funding constraints, TxDOT recommends transitioning a portion of funding
and resources from the more expensive, long-range capacity expansion projects to cheaper, near-term TSMO
deployments that focus on the management and operation of the existing transportation system. This new
TSMO approach also leverages resources among regional partner agencies and the private sector to improve
regional mobility at a higher BCR compared to capacity improvement projects.
Placing importance on TSMO strategies in long-range planning, project development, and system operations
and maintenance creates a strong basis for devoting funding to these strategies. Applying a TSMO approach in
the early stages of project development can help establish procedures that lead to efficient and cost-effective
implementation of TSMO strategies. TSMO program planning helps develop institutional arrangements to
reserve funds for system management during construction, asset management techniques, upgrades to
existing ITS and signal infrastructure, workforce development, and other operational strategies.
2.2 Congestion
2.2.1 Challenge
According to TxDOT’s performance dashboard, an average driver experienced more than 31 hours of delay
while traveling on Texas roadways in 2019. In the same year, an average urban driver in Texas had to account
for 51 percent more travel time to be 95 percent confident in reaching their destination on time.
Figure 7 summarizes the congestion statistics for the Corpus Christi region based on the Texas Transportation
Institute’s (TTI’s) Urban Mobility Report. Per the report, an average driver traveling in the region experienced
more than 39 hours of delay in 2019. The region also recorded a planning time index of 1.15, indicating that
an average driver had to account for 15 percent more travel time during peak periods to reach their
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destination on time. The monetary cost of congestion was over $800 per commuter per year and $215 Million
overall. Of the overall delay, 78 percent occurred on freeways and 22 percent on arterials.
Figure 7: TxDOT-CRP 2019 Congestion Statistics
As seen in the delay split pie chart above

(Figure 7), 45.7 percent of the regional
delay occurred during off-peak conditions
on freeways and 12.8 percent of the
regional delay occurred during off-peak
conditions on arterials. This indicates
that the capacity improvement projects,
which mainly address peak-period
congestion, do not specifically target
approximately 58.5 percent of the delay
occurring in the Corpus Christi region. As
seen on Figure 8, FHWA estimates that Figure 8: National Causes of Congestion by FHWA
approximately 40 percent of the national congestion is attributable to recurring congestion (bottlenecks), while
60 percent is attributable to non-recurring congestion (e.g., traffic incidents, WZs, special events). TSMO
provides robust and near-term strategies such as TIM, WZM, TSM, and active RWM to address the recurring
and non-recurring congestion at a fraction of the cost of the capacity expansion projects.
2.3 Safety
2.3.1 Challenge
According to TxDOT’s performance dashboard, there were 3,622 fatalities and 15,851 serious injuries on
Texas roadways in 2019. According to TxDOT’s Crash Records Information System (CRIS), the Corpus Christi
region experienced 37 traffic-related fatalities, 2,215 injury crashes, and 6,225 property-damage-only (PDO)
crashes in 2019 (Figure 9). Of the fatal and injury crashes, almost 666 crashes occurred at intersections and
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almost 203 occurred within WZs. Of the overall crashes, 12 percent occurred on freeways and 88 percent on
arterials. The total cost of crashes was more than $2 billion.
Figure 9: Corpus Christi Region Crash Summary
Integrating TSMO principles throughout the project development process (PDP) ensures a collaborative and
data-driven approach, consideration of cost-effective alternatives (e.g., conflict reduction, ITS), evaluation of
network-wide opportunities, and inclusion of operational elements during and after construction. This holistic
approach to project development ensures that solutions to improve safety are evaluated and implemented
throughout the project lifecycle and across the transportation network. TSMO strategies aimed at reducing
non-recurring congestion and improving traveler information can improve driver expectancy and improve driver
awareness of hazardous conditions. Finally, TSMO strategies can help protect those who spend time working
on roadways, including TxDOT employees and contractors, public safety officers, and emergency responders.
2.4 Mainstreaming TSMO
FHWA research has shown that agencies with the most effective TSMO activities are differentiated not by
budgets or technical skills alone but by the existence of critical processes and institutional arrangements
focused on TSMO applications. Therefore, mainstreaming TSMO through the modification of existing business
and technical processes is an important step toward building a sustainable TSMO program. The
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TxDOT-CRP District currently implements numerous processes, projects, and programs with TSMO elements,
including ITS, traveler information, WZM, wrong-way driving, 4-year safety planning, and 4-year-maintenance
planning. The TxDOT-CRP District aims to incorporate additional TSMO strategies into its operations by
improving the understanding of TSMO and its benefits.
Mainstreaming TSMO through integration within the PDP (Figure 10), creation of
institutional arrangements, and documentation of critical processes will ensure
that TSMO is fully adopted within the District. Taking full advantage of TSMO will
require the following:
1. A commitment from the DE and Deputy DE to integrate the TSMO mission and
vision within the District’s project development and business processes.
2. A commitment from District leadership (DE, Deputy DE, and Directors) to

embrace a TSMO mindset in which processes are formalized and programs
and projects are developed in a data-driven, collaborative, and cost-effective
Figure 10: Integrating TSMO
manner. within PDP
3. A performance-based approach to budgeting, selecting projects, assessing project/program performance,
and tracking and enhancing system performance.
4. Consistent funding, staffing, and training to sustain the TSMO program.
5. Utilization of a systems engineering process during TMS project planning and deployment.
6. Leveraging existing touchpoints with partner agencies to collaborate on regionally significant TSMO
implementation opportunities.
The institutional commitments to TSMO— including reorganization, staffing, and changes in processes to
accommodate TSMO— are outside the control of the staff who manage the TSMO functions. Implementing
these changes will require the DE and Deputy DE’s support and authorization. There will need to be high-level
direction to all staff that the changes needed to deploy and implement TSMO strategies are necessary and that
those strategies should apply across all functional areas of the District.
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3 TSMO VISION, MISSION, GOALS, AND OBJECTIVES
The Corpus Christi District has adopted the statewide TSMO vision, mission, and goals and has developed
specific objectives to address District-specific mobility and safety challenges.
3.1 Statewide TSMO Vision
The statewide TSMO Vision is as follows: Improve safety and mobility for all modes of transportation by
integrating planning, design, operations, construction, and maintenance activities and acknowledging all
opportunities for innovation.
3.2 Statewide TSMO Mission
The statewide TSMO Mission is as follows: Through innovation, collaboration, and performance-based
decision-making, transportation facilities are developed, constructed, maintained, and operated cost-
effectively with the end user in mind.
3.3 District-Specific TSMO Goals and Objectives
TxDOT-CRP has adopted each of the six statewide TSMO goals of safety, reliability, efficiency, customer service,
collaboration, and integration. For each of these goals, the District has developed objectives in order to
monitor the District’s progress toward implementing the TSMO Program Plan. Measurable objectives have
been set where baseline data are available to track performance. Non-measurable objectives for which
baseline data are not available should be revisited with future Program Plan updates once the District has
established more performance metrics. TxDOT goals and objectives are listed in Table 1.
Table 1: TxDOT-CRP TSMO Goals and Objectives
TxDOT Statewide TxDOT-CRP

Goal
TSMO Objectives TSMO Objectives
Safety • Reduce crashes and fatalities • Continually develop and track safety performance measures for
through continuous the transportation system.
improvement of TMS and • Utilize safety performance measures to document benefits of
procedures. TSMO deployments and to prioritize projects.
• Periodically review safety data to develop systemwide safety
improvements, and package the improvements for
implementation.
• Reduce WZ-related crashes.
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TxDOT Statewide TxDOT-CRP
Goal
TSMO Objectives TSMO Objectives
Reliability • Optimize travel times on • Continually measure travel times for on-system roadways, and
transportation systems in develop performance measures related to travel-time reliability
critical corridors to ensure (travel-time index, planning-time index).
travelers are reaching their • Reduce delay caused by WZs.
destinations in the amount of • Maintain above 90 percent TMS asset operational uptime.
time they expected for the
journey.
Efficiency Implement projects that optimize • Periodically review operational data to develop systemwide
existing transportation system operational improvements, and package the improvements for
capacity and vehicular throughput. implementation.
• Continually review traffic signal performance for operations and
maintenance deficiencies, and proactively address deficiencies for
improved customer service.
• Prioritize the use of systems and technology-based solutions over
capacity building to improve system performance.
• Consider all modes of transportation in the PDP.
Customer Provide timely and accurate travel • Deliver traveler information related to incident detection and
Service information to customers so they recovery to the public more efficiently and through multiple media.
can make informed mobility • Deliver traveler information related to closures/alternate routes to
decisions. the public through multiple media.
• Identify opportunities for third-party partnerships to enhance
traveler information services.
• Accommodate the needs of all road users, including pedestrians,
bicyclists, transit, and commercial vehicles.
Collaboration Proactively manage and operate an • Discuss TxDOT TSMO initiatives and collaboration opportunities
integrated transportation system during District Director’s meetings.
through multi-jurisdictional • Promote data sharing across TxDOT functional groups and TSMO
coordination, internal collaboration, stakeholders.
and cooperation between various • Participate in periodic meetings with TSMO stakeholders to
transportation disciplines and collaborate on TSMO initiatives.
partner agencies.
Integration Prioritize TSMO as a core objective • Integrate TSMO within the existing District policies, plans, and
in the agency's planning, design, procedures.
construction, operations, and • Discuss TSMO opportunities during Design Concept Conference,
maintenance activities. Design Review, and District Safety Review Team meetings.
• Leverage regional stakeholder partnerships, including with the
CCMPO, to identify funding opportunities for TSMO.
• Deploy TMS assets as part of new construction projects.
• Achieve 100 percent monitoring capabilities for all existing and
proposed TMS deployments.
• Conduct joint TSMO training exercises in the region.
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4 CAPABILITY MATURITY MODEL AND FRAMEWORKS
4.1 Capability Maturity Model
CMM is a concept adopted from the information technology industry during the FHWA’s SHRP2 research. The
goal of CMM assessment is to allow agencies to identify, build consensus around, and prioritize institutional
and process improvements that further TSMO objectives within the agency and region. The CMM framework,
laid out as a matrix, consists of six improvement areas (often referred to as the CMM dimensions) that are
evaluated across four levels of capability (Level 1 being the lowest and Level 4 being the highest). Illustrated
below (Figure 11) are the six CMM dimensions, the four levels of capability, and the FHWA-recommended
process of CMM assessment. The CMM assessment is not meant to be a scorecard. Its purpose is to identify
opportunities for improvement and support setting goals that are achievable.
Figure 11: CMM Assessment Process
TxDOT, along with partner agencies, conducted a CMM assessment workshop to identify TSMO-related gaps
and needs for TxDOT-CRP and the region. CMM assessment results from the workshop are discussed below.
4.1.1 Business Processes
The Business Process dimension relates to the planning, programming, budgeting, and implementation of
TSMO programs. Table 2 summarizes the FHWA-provided criteria for each Business Process capability level.
Table 2: Capability-Level Descriptions for Business Process

Dimension Level 1 Level 2 Level 3 Level 4
Business Processes Multiyear TSMO plan Processes
Processes related to Programming,
(Planning, and program exists with streamlined and
TSMO activities budgeting, and PDPs
programming, deficiencies, subject to
ad hoc and for TSMO standardized
budgeting, evaluation, and continuous
unintegrated and documented
implementation) strategies improvement
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Figure 12 summarizes the results of the capability assessment for the Business Process dimension. As seen
on the figure, the majority of participants ranked themselves at Level 1 or 2. The results indicate TxDOT’s
desire for a shift from ad-hoc implementation of TSMO projects/programs toward institutionalizing TSMO as a
core function of regional agencies.
The following needs related to Business Process were

Business Processes
discussed during the CMM workshop:
LEVEL 1 50%
Revised Project Delivery Process:
LEVEL 2 33%
The PDP at TxDOT-CRP comprises six steps: Planning, LEVEL 3 0%
Programming, Design, Construction, Operations, and LEVEL 4 17%
Maintenance. While this process has successfully been 0% 20% 40% 60%
used to develop capital projects over the years, the
Figure 12: Business Process Assessment Results
process also supports development of new or retrofit
TSMO projects. During the workshop, TxDOT identified
the opportunity to integrate operations- or
technology-oriented strategies throughout the existing PDP. This can be accomplished by enhancing Design
Concept Conference (DCC), Design Review, and District Safety Review Team (DSRT) meeting agendas to
include broader TSMO topics.
TSMO Planning:
TxDOT-CRP currently develops several multi-year plans that address aspects of TSMO. These plans include the
ITS Master Plan, Maintenance Plan (e.g., striping, seal coat, pavement rehabilitation) and Safety Plan. The
TxDOT team discussed that these plans can be further enhanced through interdepartmental data sharing to
include data-driven analysis and project prioritization and map-based dashboards for performance
measurement and tracking. Additionally, improving the understanding of TSMO across functional groups and
developing a TSMO strategy toolbox will allow for incorporation of TSMO strategies at the project schematic
stage and through long-range planning.
Programming, Budgeting, and Funding:
Figure 13 shows TxDOT-CRP funding allocations based on the 2022 UTP. Although there is no dedicated
funding for TSMO, the projects in Categories 1, 2, 4, 7, and 10 can be good candidates in which to incorporate
TSMO strategies. Adding cost-effective and near-term TSMO strategies to projects in these categories presents
an opportunity to address the TxDOT-CRP funding deficit shown on Figure 6.
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Figure 13: TxDOT-CRP Funding Allocations from 2022 UTP
Continuous Improvement:
TxDOT’s top statewide TSMO objective is to “reduce crashes and fatalities through continuous improvement of
Traffic Management (TM) systems and procedures.” During the TSMO workshop, the TxDOT-CRP District
discussed the needs for a more integrated multi-year plan for budgeting. This plan should include standardized
processes to ensure all District needs are addressed and align with statewide initiatives and budgets.
TxDOT-CRP District’s ITS Master Plan is a good example of an integrated multi-year plan that provides a
pipeline of ITS needs to support mobility and safety.
4.1.2 Systems and Technology
The Systems and Technology dimension relates to the use of systems engineering, systems architecture
standards, interoperability, and standardization in TSMO activities. Table 3 summarizes the FHWA-provided
criteria for each Systems and Technology capability level.
Table 3: Capability-Level Descriptions for Systems and Technology

Systems and Technology Ad-hoc Systems engineering Systems and technology Systems and
(Systems engineering, approaches employed and standardized, technology routinely
ITS standards, outside systematic consistently used for documented, and upgraded and utilized
technology systems Concept of Operations, trained, and new to improve efficiency
interoperability) engineering architecture, and technology incorporated performance
systems development
Figure 14 summarizes the results of the capability

assessment for the Systems and Technology dimension. As
Systems and Technology
seen on the figure, the majority of participants ranked LEVEL 1 20%
themselves at Level 3. To reach Level 4, TxDOT is aiming LEVEL 2 0%
for more consistent use of systems engineering and LEVEL 3 80%
Regional ITS Architecture in developing TSMO projects to LEVEL 4 0%
ensure that systems and technology tools are routinely 0% 50% 100%
being upgraded and utilized to address project and
Figure 14: Systems and Technology
Assessment Results
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stakeholder needs. The following needs related to Systems and Technology were discussed during the CMM
workshop.
Systems Engineering Analysis Process
Systems engineering analysis (SEA) provides a systematic method for ITS and Operations project developers to
design their systems to achieve the desired operations objectives while also providing an assessment of
alternative physical solutions. SEA allows developers to establish the concept of operations (Con-Ops) and
perform alternatives analysis, cost analysis, technical risks analysis, and effectiveness analysis. SEA is
required for all ITS projects using federal funds per Title 23 Code of Federal Regulations 940.11. All projects,
not necessarily limited to federally funded projects, borrow components from the systems engineering process
shown on Figure 15. This figure also highlights the key stages of TxDOT PDP and how they relate to the
systems engineering process.
TxDOT projects apply a few components from the systems engineering process but generally begin with
high-level system requirements and go straight to the Plans, Specifications, & Estimates stage. TxDOT
engineers have an idea of the system requirements, but the requirements are generally not documented in
Con-Ops and ITS architecture is seldom referenced during project development. Factors such as critical
timelines to spend available funding cause engineers to expedite project design and advertise the project for
construction. As a result, the SEA is often omitted during the PDP.
TSMO, which incorporates the “Plan to Operate” concept, encourages integration of the “Feasibility
Study/Concept Exploration” phase (SEA) shown on Figure 15 within the PDP. This ensures consideration of a
range of alternatives, incorporation of stakeholder needs, incorporation of operations and maintenance costs
within planning-level costs, and
selection of an alternative that
addresses most system needs.
Innovative Technology Vetting

Process
The transportation industry is

currently going through a phase
of rapid innovation. New types
of detection, communication,
software, and connected
vehicle technology, as well as
probe-based data, are
Figure 15: Systems Engineering Process
becoming available each day,
putting the onus of vetting and accepting the technologies on DOT staff. Vendors market the products based
on case studies that are limited in scope, and many of these technologies employ “black box” algorithms that
are challenging to validate. It also becomes challenging to compare multiple technology products with similar
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features due to the absence of technical specifications for those applications. To mitigate these challenges,
the District, in collaboration with the TRF, should develop a technology vetting process and apply it in
conjunction with an SEA to evaluate a range of options and select the technology application that most closely
and cost effectively meets the system requirements.
Regional ITS Architecture
Corpus Christi Regional ITS Architecture was developed in 2003. As the update to the document is currently in
progress, it will systematically identify transportation needs for the region through stakeholder interviews.
Regional ITS Architecture provides a framework to support project planning and the systems engineering
process reflecting the regional transportation priorities and needs. It provides a systematic approach to
integrate TMS and ITS in project planning. The architecture fosters stakeholder coordination and reflects the
current state of ITS for the region. It ensures that the region is in conformation with the Architecture Reference
for Cooperative and Intelligent Transportation (ARC-IT) and meets FHWA Final Rule 940 and Federal Transit
Administration (FTA) Final Policy on ITS Architecture and Standards. ITS architecture also supports initial
identification and scoping of an ITS project—the initial steps of the systems engineering process represented by
the “V” model. Regional ITS Architecture identifies many agency interfaces, information exchanges, and formal
agreements among the associated stakeholders in addition to their roles and responsibilities in providing ITS
services for the region.
ITS projects to support TxDOT-CRP TSMO strategy action item implementation will be referenced in the
TxDOT-CRP Regional ITS Architecture and meet FHWA Final Rule 940 and/or FTA Final Policy on ITS
Architecture and Standards if the Highway Trust Fund is used for their deployment. Upon completion of the
current update, it is recommended that the TxDOT-CRP architecture be updated every 5 years to accommodate
changes in technology, to reflect the region’s ITS status as new projects are being deployed, and to ensure that
TxDOT-CRP’s operational needs are met.
Existing and Planned Tools
All sections within TxDOT-CRP utilize some level of technology to assist staff with their daily work activities.
TxDOT’s Lonestar Advanced Traffic Management System (ATMS) is the foundational platform from which
applications are launched, including accessing closed-circuit television (CCTV) camera video and providing
dynamic message sign (DMS) messages. TxDOT utilizes Centracs and ATMS.now central systems to remotely
monitor and control traffic signal operations and is planning to adopt Automated Traffic Signal Performance
Measures (ATSPM) to improve the maintenance and operations of traffic signals. Additionally, TxDOT recently
launched their asset and network management tool, TxDOTNow, to track assets (e.g., CCTV, DMS), monitor
traffic along the communication network, and identify locations where the network is bogged down. TxDOT has
also instituted cybersecurity measures to combat unauthorized access to the network.
During leadership engagement, various TxDOT sections expressed interest in sharing tools and data across
groups and utilizing them to improve technical and business processes. To streamline work, sections
expressed interest in reducing the number of programs used. Table 4 summarizes the tools and data utilized
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by TxDOT sections that could be of interest to other groups. Partner agencies and TxDOT expressed the desire
to share data such as camera feeds, signal operations data, traffic counts, public concerns, lane closures, and
performance measures.
Table 4: Tools and Data Used by TxDOT-CRP

Tool or Data Purpose
Probe Data (e.g., INRIX, Streetlight) Traffic analysis (travel time, speed, origin-destination)
Traffic Counts Traffic analysis (capacity analysis, prioritization)
Performance Measures (delay, travel time) System performance tracking
Travel Demand Models Traffic projections
Lonestar ATMS Active traffic management
TxDOTNow Ticketing, network monitoring, and asset management
Signing and Pavement Marking Retroreflectivity Identify and prioritize maintenance locations
Pavement Analyst (PMIS ratings, visual condition, Identify pavement segments in need of maintenance/rehabilitation
ride data, maps) and prioritize them
Evaluate traffic control devices and determine needs and

TxTAP and TxMAP
maintenance priorities
Portfolio management, project development, letting management,

TxDOTCONNECT
project execution
Project data in spreadsheets Countermeasure development, cost estimation
Identify hotspots, develop countermeasures, prioritize projects,

GIS apps and dashboards
budgeting
Compass Maintenance Management System Maintenance costs, maintenance plan
Tablet/phone Field documentation
SiteManager Information on project (work diary, payment, measurements)
Primavera P6 Scheduling
ProjectWise File storage
Veoci Cloud-based emergency management system
4.1.3 Performance Measurement
The Performance Measurement dimension relates to the identification of performance measures, consistent
use of data and analytics, and use of performance measures throughout a project lifecycle for
decision-making. Table 5 summarizes the FHWA-provided criteria for each Performance Measurement
capability level.
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Table 5: Capability-Level Descriptions for Performance Measurement
Performance No regular TSMO strategies Outcome measures Mission-related outputs
Measurement performance measurement largely identified and data routinely utilized for
(Measures data, measurement via outputs, with consistently used for management, reported
analytics, and related to TSMO limited after-action TSMO strategies internally and externally,
utilization) analyses improvement and archived

assessment for the Performance Measurement Performance Measures
dimension. As seen on the figure, all of the
LEVEL 1 80%
participants ranked themselves between Level 1 and
Level 2. The results indicate TxDOT’s desire for greater LEVEL 2 20%
use of data and data-driven insights throughout the LEVEL 3 0%

project lifecycle and enhanced data sharing both LEVEL 4 0%
within and across partner agencies.
0% 50% 100%
Agency Performance-Based Initiatives

Figure 16: Performance Measurement
Assessment Results
TxDOT’s Performance Dashboard (Link) provides
insights to the public on how TxDOT is doing in relation to its seven strategic goals. Table 6 summarizes the
TxDOT strategic goals and performance measures available on the statewide dashboard. TxDOT has also
adopted a statewide “Road to Zero” initiative to reduce fatalities on all Texas roadways by half by 2035 and to
zero by 2050. The TxDOT strategic goals and Performance Dashboard serve as a guide for districts to develop
their own performance measures to track projects and assets starting from planning through operations and
maintenance.
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Table 6: TxDOT Strategic Goals and Statewide Performance Measures
TxDOT Strategic Goal Performance Measures Include
Promote Safety Annual fatalities and fatality rate, annual serious injuries
and serious injury rate, fatality emphasis areas (e.g., run
off road, DUI, intersections, pedestrians, bicyclists).
Optimize System Performance Congestion and reliability indices (urban, rural, and truck),
vehicle miles traveled, delay per person.
Preserve Our Assets Bridge condition scores (statewide, national highways,

non-national highways), percentage of lane miles in good
or better condition.
Deliver the Right Projects Percentage of construction contracts completed on time

and on budget, savings due to innovative contracting
usage (e.g., A+B bidding).
Focus on the Customer Customer complaints closed on time, complaint type,

customer service through social media.
Transportation expenditures, Disadvantaged Business

Foster Stewardship
Enterprise/Underutilized Business goal attainment.
Value Our Employees Employee engagement score.
District-Wide Performance Measures
Executive Director Marc Williams’s memo from June 2022 placed an emphasis on utilizing TMS performance
measures to track and improve transportation system performance. The memo also required districts to
submit their TMS status with an implementation plan for the next 12 months to TRF semiannually. As a result,
TxDOT-CRP has been developing biannual TMS Status Reports with documentation of performance measures
such as asset operation uptime, incident clearance times, and TMS system coverage.
Additionally, TP&D develops project-specific planning-level performance measures related to traffic operations
and safety (e.g., delay, volume-to-capacity ratio, level of service, travel time, queue length, crash rate) that are
used to develop transportation system improvements. The data used to develop these performance measures
are usually collected on a single day during the school year. Usually, no follow-up studies (before vs. after) are
conducted after the improvements are constructed to validate the planning-level performance measures.
During the CMM workshop, TxDOT participants recognized that a lot of data are being collected across
functional groups in an ad-hoc manner. Streamlining data collection and sharing data and performance
measures across functional groups will improve system efficiency and save data collection costs. Also, many
types of operational, safety, and maintenance data (e.g., probe data, CRIS data, Lonestar data, Centracs data,
Pavement Analyst, and lane closures) are available at all times. These data can be brought into a single
GIS-based platform and overlayed to provide insights that could improve various TxDOT processes, including
project analyses, selection, prioritization, and TM. Workshop participants, including partner agencies,
recognized the need to report TSMO performance measures and quantify benefits and costs associated with
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TSMO projects. Doing so will allow TSMO projects to compete well with capacity improvement projects. All
agencies recognized that sharing of data and performance measures across agencies will contribute to overall
system performance.
4.1.4 Organization and Workforce
The Organization and Workforce dimension relates to the programmatic status, organizational structure, staff
development, and recruitment and retention related to TSMO. Table 7 summarizes the FHWA-provided criteria
for each Organization and Workforce capability level.
Table 7: Capability-Level Descriptions for Organization and Workforce

Organization and
Workforce Relationship among Top-level management Professionalization and
Fragmented roles
(Organizational roles and units position and core staff certification of Operations
based on legacy
structure and rationalized and for TSMO established core capacity positions
organization and
core staff capacities in central office and including performance
workforce capability available skills
identified districts incentives
development)

assessment for the Organization and Workforce
Organization and Workforce
dimension. As seen on the figure, all participants LEVEL 1 0%
ranked themselves at Level 2. The results indicate
LEVEL 2 100%
TxDOT’s desire to evaluate staff capabilities and
LEVEL 3 0%
roles and responsibilities to better integrate TSMO
within the District. To reach Level 3, TxDOT is LEVEL 4 0%
aiming to establish a top-level management 0% 50% 100% 150%
position and core staff to support the facilitation
Figure 17: Organization and Workforce
of TSMO activities in the District.
Assessment Results
Organization Structure to Accommodate TSMO
During TxDOT leadership engagement meetings and the CMM workshop, TxDOT leadership was supportive of
integrating TSMO within their organizational structure.
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Figure 18 shows how TSMO staff integration within the District may be organized. Although District leadership
recognizes the benefits of having TSMO as part of their organizational structure, current resource constraints
make it challenging to have staff solely focused on TSMO. As a mitigation, the District has decided to update
certain job descriptions to reflect TSMO skills and capabilities and to discuss TSMO-related goals and
responsibilities during staff onboarding.
Figure 18: Organization Structure with TSMO Integration
Key TSMO Roles
As TSMO matures within the organization, key TSMO roles will need to be formalized to ensure continuous
implementation of TSMO. This section describes how key roles in the region could support TSMO:
TSMO Champion:
This designation is currently held by the Director of Transportation Operations. Key responsibilities will include:
• Representing TSMO activities during leadership meetings.

• Advocating for funding and resources.
• Promoting the value of TSMO activities and the high-benefit cost.
TSMO Coordinator:
This designation is currently held by the District Traffic Engineer. Key responsibilities will include:
• Acting as the point of contact for TSMO questions and activities internally and among partner agencies.
• Managing the development and continuous improvement of the TSMO Program Plan.
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TSMO Liaisons:
This designation will be held by a key lead from each functional group and a lead representing all area offices.
Key responsibilities will include:
• Embracing a TSMO mindset and identifying TSMO-related opportunities while performing functions critical
to their department.
• Collaborating with the TSMO Coordinator and liaisons from other functional groups to advance TSMO ideas
to actionable strategies.
Staffing Plan for Recruitment and Retention
The transportation industry is evolving rapidly. As a result, many agencies are having difficulties recruiting and
retaining qualified personnel. Having trained staff to carry out critical TMS, traffic engineering, and planning
functions is critical to the success of TSMO within the District. Therefore, a staffing plan detailing strategies to
fill immediate needs in the workforce such as positions carrying out critical TSMO functions becomes
necessary. The plan should consider how TSMO can help prepare the District for the advancement of
technology. Additionally, the staffing plan should consider the following strategies:
• Cross-train employees to ensure staff can transition into TSMO roles quicker.
• Provide professional development opportunities related to TSMO.
• Establish a TSMO career path, with established training requirements and goals.
4.1.5 Culture
The Culture dimension relates to the technical understanding, leadership, outreach, and program legal
authority related to TSMO. Table 8 summarizes the FHWA-provided criteria for each Culture capability level.
Table 8: Capability-Level Descriptions for Culture

Culture
Agency-wide TSMO Explicit agency commitment to
(Technical Value of TSMO not
appreciation of accepted as TSMO as key strategy to
understanding, widely understood
value and role of formal core achieve full range of mobility,
leadership, outreach, beyond champions
TSMO program safety, and livability
program authority)
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Figure 19 summarizes the results of the capability assessment for the Culture dimension. As seen on the
figure, all participants ranked themselves between
Level 1 and Level 2. The results indicate TxDOT and
Culture
partner agencies’ desire to improve the technical
understanding of TSMO and agency-wide appreciation LEVEL 1 83%
of the role TSMO can play in improving regional traffic
LEVEL 2 17%
mobility and safety.
LEVEL 3 0%
TSMO culture within the District can be enhanced in a LEVEL 4 0%

similar way to how the District has enhanced the 0% 50% 100%
safety culture. The TSMO program within the District is
Figure 19: Culture Assessment Results
endorsed by the DE and is currently being led by the
Director of Transportation Operations (TSMO
Champion) and the District Traffic Engineer (TSMO Coordinator). These leaders can encourage every District
staff member to review the TSMO Program Plan and attend TSMO outreach events within the District and at
TxDOT-sponsored conferences to improve their understanding of TSMO.
The District leadership and staff can consider the following strategies to enhance TSMO culture within the
District:
• Share TSMO opportunities, accomplishments, and lessons learned within meetings.

• Include TSMO discussions within existing Director’s meetings, DCC, Design Review, and DSRT meetings.
• Continue distribution of the monthly TSMO Voice newsletter with TSMO case studies.
• Develop an annual report, sharing advancement of TSMO within the District and highlighting key staff
members for their TSMO-related successes.
4.1.6 Collaboration
The Collaboration dimension relates to the working relationships and partnerships between TxDOT and partner
agencies, public safety agencies, and the private sector in relation to TSMO. Table 9 summarizes the
FHWA-provided criteria for each Collaboration capability level.
Table 9: Capability-Level Descriptions for Collaboration

Collaboration
High level of operations
(Partnerships among Relationships on Collaborative interagency
Regular coordination
levels of government informal, adjustment of roles/
collaboration at institutionalized among
and with public safety infrequent, and responsibilities by formal
regional level key players—public and
agencies and private personal basis interagency agreements
private
sector)
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Figure 20 summarizes the results of the capability assessment for the Collaboration dimension. As seen on the
figure, all participants ranked between Level 1 and
Level 2. The results reflect TxDOT’s belief in having Collaboration
strong longstanding working relationships that
streamline collaboration across agencies. LEVEL 1 20%
LEVEL 2 80%
Internal Partnerships LEVEL 3 0%
LEVEL 4 0%
Many of the senior leadership within TxDOT-CRP have 0% 50% 100%
been with the District for a long time and have
Figure 20: Collaboration Assessment Results
established strong working relationships with each
other. These relationships, along with some
institutionalized activities such as monthly Director’s meetings and DCC, Design Review, and DSRT meetings,
form the basis for strong collaboration throughout traditional project development. However, the District is staff
constrained with existing workload, and it can sometimes be a challenge for staff to attend every meeting. For
this reason, the opportunity to provide input on TSMO opportunities can be missed. Additionally, most of the
collaboration beyond the project development, including collaboration within the functional groups, occurs on
an ad-hoc basis.
Some opportunities to formalize the internal collaboration in the TSMO context include:
• Adding a discussion of TSMO opportunities to the existing Director’s meeting, DCC, Design Reviews, and
DSRT meetings.
• Obtaining input from Traffic Operations staff during planning, design, construction, and maintenance
phases to ensure TSMO opportunities are considered.
• Collaborating with Operations and TP&D to develop performance measures for comprehensive TSMO
projects to allow them to integrate TSMO with traditional project types during project selection.
• Collaborating with Operations and Maintenance, exploring the use of technology to make the maintenance
process more effective and efficient.
• Collaborating with Operations and Construction, ensuring the consideration of appropriate smart work
zone (SWZ) technology and detour signal timing within regionally significant projects.
• Collaborating with Operations, establishing funding needs for proactive management of traffic signals
through a data-driven process.
External Partnerships
Partner agencies have been working in considerable capacity within the Corpus Christi region for a long time
and have established strong working relationships with each other. Collaboration across agencies typically
occurs in an ad-hoc manner. Some examples of interagency collaboration include collaboration between
TxDOT, COCC, and Nueces County on Highway Safety Improvement Program projects to improve roadways and
signals. Some opportunities to formalize the internal collaboration in the TSMO context include:
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• Formalizing the process of interagency collaboration through the CCMPO Technical Advisory Committee
meeting.
• Formalizing the process of collaboration during incident responses and special events.
• Formalizing the process of collaboration during day-to-day TM activities.
4.2 Capability Maturity Framework
Based on the success of CMM across the country, the FHWA adapted the CMM approach to develop specific
CMFs for individual TSMO applications (also called program areas), including TSM, TIM, RWM, and WZM.
Tailored capability frameworks allow agencies and stakeholders to focus on specific capability improvement
needs within each program area.
TxDOT-CRP determined the four program areas discussed in paragraphs below to be the most critical for
regional mobility and safety. Discussed below is the existing state of practice for TxDOT-CRP in these program
areas and case studies that were discussed in conjunction with CMF self-assessments to develop actions for
the program areas. The actions are detailed in the Five-Year TSMO Implementation Plan section (Section 5).
4.2.1 Traffic Signal Management
TSM involves the planning, design, integration, maintenance, and proactive operation of a traffic signal system.
It is one of the most cost-effective TSMO strategies to improve movement of people and goods while making
the streets safer and trips more reliable.
TxDOT-CRP currently operates approximately 196 traffic signals. Out of these 196 signals, 18 use fiber-optic
cable for communications, 115 use cellular networks for communications, and 63 have no communications
link available. All 196 traffic signals will soon be connected to the Centracs central system. TxDOT uses
Econolite Cobalt controllers to control the signalized intersections and a mix of radar and video to detect
vehicles. There are 9 signals currently operating with coordination. TxDOT does not currently operate traffic
responsive or adaptive signal operation and does not collect performance measures such as ATSPM. The
signal timing adjustments and equipment repairs are conducted once an issue is observed in the field or a
request is received from the public. The request is tracked through completion by using the ticketing system
TxDOTNow. TxDOT-managed corridors currently do not operate Transit Signal Priority.
TxDOT is in the process of modernizing the signal system by implementing cabinet upgrades and
communication at signals. The Corpus Christi District will be using Econolite’s central software, Centracs, to
communicate with traffic signal controllers. Once completed, all 196 and any future traffic signals will have
Econolite’s Cobalt controllers and networked cabinet devices (detection system, video, controller, and battery
back-up system) connected to Centracs. Centracs will allow signal technicians to remotely monitor (view traffic
behavior) and access traffic signals to optimize timings. The District also plans to increase the usage of
Centracs and adopt ATSPM to proactively maintain and operate signals. Additionally, the TxDOTNow program
will incorporate features to track assets and inventory performance and perform asset management. Table 10
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provides examples of how agencies across the country have utilized TSMO principles to enhance traffic
signal/arterial management. These examples, along with CMF assessment results and discussions with TxDOT
leadership, were utilized to develop the TSM program-area recommendations presented in Table 15.
Table 10: TSMO Applications for Traffic Signal Management

Case Study 1: GDOT ATSPM Implementation and Dashboard Development (LINK)
Extent: Statewide
Program Components:
GDOT in partnership with local and consultant partners:
1. Used open-sourced technologies to implement ATSPM.
2. Developed an automated, near-real-time public-facing web application for performance reporting—
quarterly/monthly reports and detailed corridor-level and signal–level reports.
Benefits: Approximately $250,000 in annual savings.
Case Study 2: GDOT RITIS Data-Driven Screening and Project Selection (LINK)
Extent: Statewide
Need: Intersection project identification and prioritization
Project Components:
GDOT in collocation with consultants:
1. Reviewed the RITIS platform to identify which tools will be the most effective for intersection prioritization.
2. Used the bottleneck prioritization tool and delay to prioritize intersection approaches.
3. Developed a spatial dashboard for easy review of intersection ranking.
Benefits: Proactive identification of bottleneck intersections and better communication with the public concerning
funding priorities.
Case Study 3: Traffic Signal Retiming Program, North Central Texas Council of Governments (LINK)
Extent: 400+ signals retimed as part of Phase 1
Project Components:
1. Collect and analyze traffic data, develop and optimize traffic models, create signal timing plans, and field deploy the
signal timing plans.
2. Collect and report before-after performance measures.
Funding: CMAQ
Benefits: 7.3 percent reduction in travel time, 31.1 percent reduction in number of stops, 14.3 percent reduction in fuel
consumption, and 4.9 percent reduction in emissions; approximately $25.7 million in annual savings.
4.2.2 Traffic Incident Management
TIM is a planned and coordinated program to detect, respond to, and remove traffic incidents and restore
traffic capacity as safely and quickly as possible. TIM reduces travel delay and non-recurring congestion and
improves responder and traveler safety. Effective incident management helps address approximately
25 percent of all traffic congestion and reduces secondary incidents, which account for approximately
20 percent of all incidents.
TxDOT-CRP generally conducts TIM activities on an ad-hoc basis as no formal TIM program exists. The District,
partner agencies, and regional stakeholders had attempted to initiate a TIM program that was initially well
received by all stakeholders, but the initial enthusiasm waned due to a lack of consistent participation from
stakeholders and a lack of CCTV video-feed sharing capabilities by TxDOT.
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TIM is currently considered in planning for construction and WZs on major projects but not for special events or
weather-related events. Contractors are typically required to report incidents to TxDOT and adjust traffic control
to facilitate clearing of the incident. District staff use the incident report from the contractor to publish traveler
information on DMSs and ensure that the contractor implements appropriate actions at the scene of the
incident.
The Claris system, which will provide a valuable online video sharing system, has been deployed by Skyline in
the District. This system will help District staff, Traffic Operations staff, and incident responders to respond to
events quicker.
TxDOT and stakeholders recognize the importance of a coordinated response to traffic incidents and therefore
plan to develop a TIM program to identify ways to enhance the District’s capability for incident management. As
part of the program, the District will coordinate with key stakeholders, including representatives from partner
agencies, to discuss TIM collaboration needs and ways to improve safety and mobility during TIM events.
Table 11 provides examples of how agencies across the country have utilized TSMO principles to enhance TIM.
These examples, along with CMF assessment results and discussions with TxDOT leadership, were utilized to
develop the TIM program-area recommendations presented in Table 15.
Table 11: TSMO Applications for Traffic Incident Management

Case Study 1: Waycare Incident Management Platform Deployment at Southern Nevada Traffic
Management Center (TMC) (LINK)
Extent: Southern Nevada region
Project Components:
1. Real-time sharing of incident information across four agencies housed at the TMC and with the public. The
information used to be siloed across various software platforms used by the agencies.
2. Live map showing active incidents, congestion, queues, construction zones, road closures, location of highway
patrol, service patrol, and maintenance drivers.
3. Incident alerts on all devices, including incident location, a 20-second looped GIF, geofenced CCTV footage, insights
on current road conditions, as well as relevant notes.
Benefits: 12-minute reduction in incident response time; greater context of incident details prior to arriving on the
scene; reduction in secondary crashes.
Case Study 2: TMC-based Active Incident Monitoring and Management, Denver, CO
Extent: Metro Denver area including Colorado Department of Transportation (CDOT) roadways
Project Components:
1. The City uses “live” travel time and vehicular volume data and CCTV cameras to detect and verify incidents as well
as bottlenecks, queuing, and diversion routes.
2. The City and CDOT work together to activate incident-related messaging on DMS signs and deploy signal timing
changes to address congestion and travel time increase due to congestion.
3. The City and CDOT actively monitor and manage the incident through the TMC, which includes use of cameras and
travel time/volume data to iteratively adjust signal timing on diversion routes.
Benefits: 67 percent reduction in travel time on diversion routes.
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Case Study 3: Real-Time Incident Management Dashboard, Bellevue, Washington (LINK)
Extent: City of Bellevue
Project Components:
1. The City developed a map-based dashboard integrating real-time 911 dispatch data (incident location, type, time)
and CCTV cameras at traffic signals.
2. The dashboard map displays incident alerts near traffic signals, allows filtering of calls and viewing and archiving of
CCTV footage.
3. The engineers utilize the dashboard to verify, monitor, and respond to incidents. Incident response includes signal
timing adjustments, public notifications, incident analysis, and countermeasures development.
Benefits: Up to 50 percent reduction in incident clearance time; reduced travel delays and improved safety of the
traveling public and responders.
4.2.3 Road Weather Management
RWM entails the advisory, control, and treatment capabilities of an institution to respond to adverse weather
conditions. First, the institution needs advisory capability to provide information on prevailing and predicted
conditions. Followed by advisory, the institution needs control capability to restrict and regulate traffic flow by
operating roadway devices. In the end, the institution also needs treatment capability to supply resources to
roadways to minimize/eliminate weather impacts.
Per TTI, Texas leads the nation in flood-related deaths, with the majority of deaths caused by motorists driving
through moving water. In addition, flash flooding is the leading cause of weather-related deaths in Texas. It is
important to note that 18 to 24 inches of moving water can sweep away a truck, while 6 inches can sweep a
small car. Because it is impractical to raise/remove all low water crossings in the District, there is a need for
low-cost and effective traveler information systems to warn drivers of these risks.
TxDOT-CRP has been funding RWM on a year-by-year basis. Budget amounts are typically based on previous
budget allocations. Funds are used only for traditional road weather maintenance activities. Currently, there
are several commercially available flood warning systems. Although they vary in terms of optional features,
they are all designed to achieve two primary goals: to warn motorists they are approaching hazardous road
flooding conditions by activating warning beacons and to notify TMC staff of the flooded roadway condition so
action can be taken. The roadside equipment of a typical system is composed of a water level and velocity
sensor connected to an ITS cabinet (also called a flood gauge) and warning equipment upstream of the
crossing. The ITS cabinet houses electronic components such as communications equipment, a measurement
processing unit, flashing beacon actuators, and a solar controller and batteries. The warning equipment is
typically a solar-powered flashing beacon activated by the water sensor through wireless communications.
In addition to the roadside equipment, flood warning systems also include software to remotely monitor and
control the roadside equipment. Currently, the Corpus Christi District has a data feed directly into Lonestar
from which they can monitor and control roadside equipment.
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Table 12 provides examples of how agencies across the country have utilized TSMO principles to enhance
RWM. These examples, along with CMF assessment results and discussions with TxDOT leadership, were
utilized to develop the RWM program-area recommendations presented in Table 15.
Table 12: TSMO Applications for Road Weather Management

Case Study 1: Comprehensive Hurricane Response Action Plan (HRAP) for South Florida (LINK)
Extent: South Florida
Project Components:
1. The HRAP covers RWM staffing, equipment, procedures, checklists, and guidelines.
2. Detailed actions and checklists for before, during, and after the event.
3. Plan for network redundancy as well as back-up locations and operations to safeguard connection during a
hurricane.
Benefits: During Hurricane Irma, the plan helped ensure proper operations and network connections despite the
threatening conditions of the storm. More importantly, the HRAP ensured the Florida DOT was the primary source of
coordination and information related to traffic management.
Case Study 2: Roadway Flood Warning System
Extent: Houston Metro
Project Components:
1. Capture rainfall rates from an existing network of 170+ flood gauges to identify areas highly likely to flood during
heavy rain.
2. Integration of the flood gauge data onto the TranStar website and mobile app involved rigorous testing, data
sharing, and cross-communication between TranStar, Harris County Flood Control District staff, and information
technology personnel at various government agencies.
Benefits: The project enhances traveler safety by giving motorists the information to avoid potential roadway flooding
conditions. Emergency responders now have a reliable tool to use in determining the best routes to serve the community
during heavy rain events.
4.2.4 Work Zone Management
WZM entails the management of traffic during construction to minimize traffic delays, maintain motorist and
worker safety, complete construction in a timely manner, and maintain access for businesses and residents.
WZM is necessary to ensure construction projects progress without adversely affecting the safety and mobility
of construction workers and the traveling public.
The Construction group oversees and manages construction activities (freeway/arterial construction, signal
construction, landscaping, rehabilitation) throughout the District for on-system roadways. The TxDOT Design
Guidebook includes construction-related design requirements, including requirements for ITS and WZs. TxDOT
also has Special Specifications (6000 series) that apply to ITS items. Currently, the WZ details developed
during the project do not include consideration of SWZ elements due to the limited knowledge on appropriate
SWZ technologies. The District is, however, interested in implementing SWZ technology on projects. There are
currently no performance measures pertaining to traffic operations being collected for WZs. On large projects
for which mobility and safety concerns are raised, TRF plans to engage TTI to monitor performance measures
and develop countermeasures.
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The budget for traffic control during construction is generally included in the project budget during design.
Many projects do have a safety contingency for traffic control that may be used for SWZ or to improve traffic
control during construction without requiring a change order. If additional funding is necessary for traffic
control improvements during construction, a change order funded by Category 1 funds may be utilized. The
addition of SWZ elements during the design phase will ensure their inclusion during construction.
The District requires agencies and contractors to submit Lane Closure Forms to provide information on where
the planned lane closures will be. The forms are not always received by the District, affecting TM through the
construction areas.
Table 13 provides examples of how agencies across the country have utilized TSMO principles to enhance
WZM. These examples, along with CMF assessment results and discussions with TxDOT leadership, were
utilized to develop the WZM program-area recommendations presented in Table 15.
Table 13: TSMO Applications for Work Zone Management

Case Study 1: My35 Waco Construction Work Zone (LINK)
Extent: Texas Department of Transportation I-35 Waco
Project Components:
1. ITS such as CCTVs, end-of-queue warning systems, and comparative travel-time signs.
2. Project website with a map displaying real-time traffic conditions, incidents, delays, pedestrian-crossing locations,
and CCTV streams
Benefits: Surrounding Waco community and traveling public benefit from comprehensive approach to traveler
information.
Case Study 2: Comprehensive Work Zone Management Program (LINK)
Extent: All of Iowa DOT
Project Components:
1. To determine which highway projects require additional WZM attention, developed Traffic Critical Projects process
and added it within the Design Manual.
2. Added countermeasures such as traffic operations treatments, SWZ equipment, and WZ TIM plans to the Design
Manual.
3. Partnered with Iowa State University on real-time performance monitoring, developed a database to store WZ data,
disseminated situational data to engineers and law enforcement, and developed a specification for requiring smart
arrow boards (GPS + modem) on construction projects.
Benefits: Advanced Iowa DOT’s TSMO capability maturity through the development of policy and procedures.
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5 FIVE-YEAR TSMO IMPLEMENTATION PLAN
This section includes a prioritized implementation plan for advancing TSMO in the Corpus Christi District over
the next 5 years. The action items included in Tables 14 and 15 are the outcome of the comprehensive TxDOT
and partner-agency engagement process discussed earlier through which the leadership and key leads from
TxDOT and partner agencies were engaged multiple times over the course of the project to cocreate the TSMO
actions. This approach ensures that the action items listed below are properly vetted and that there is TxDOT
support for them, making the actions implementable. Table 14 provides program-level CMM-based TSMO
actions, and Table 15 provides program-area-level CMF-based TSMO actions. These tables provide the
following information for each action item.
• ID: An identifier for each recommended action item, organized by CMM capability dimension: Business
Processes (BP), Systems and Technology (ST), Performance Measurement (PM), Culture (CU), Organization
and Workforce (OW), and Collaboration (CO).
• Action: Brief description of the action and associated steps.
• Lead: Identification of the department or agency that will take ownership of the action and lead its
implementation.
• Support: Identification of the department or agency that will support the implementation of the action.
• Cost: An estimate of the level of fiscal resources TxDOT would need to commit to implement the action.
• Impact: An estimate of the magnitude of improvement as a result of implementing the action.
• Time Frame: The time frame in which an action is likely to be implemented.
• Measure of Success: Identification of how the progress and completion of an action will be tracked.
While all action items listed below could potentially be implemented within the next 5 years, no funding is
currently allocated for any of these action items unless otherwise specifically stated in this plan. Action items
will be implemented as District resources permit.
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Table 14: TxDOT-CRP Program-Level TSMO Action Items
Lead Support Cost Impact Time Frame Measure of Success
ID Action
Year 1 - 2 Actions
BP-01 Consider incorporating TSMO/ITS strategies during planning. TP&D Traffic Operations 1-2 years Yes/No
Develop a formal process that institutionalizes how project development and funding needs for TSMO projects are coordinated
BP-03 TP&D All 1-2 years Yes/No
between TP&D, Construction, and Operations and Maintenance.
BP-04 Incorporate TSMO discussions as part of existing meetings, such as District Directors’ meetings. Traffic Operations All 1-2 years Yes/No
Continuously analyze mobility (speeds and travel times) and safety data (crashes) to develop mobility- and safety-based performance
PM-01 TP&D/Traffic Operations Area Engineers 1-2 years % Complete
measures.
CO-01 Formalize the process of collaboration with partner agencies including the CCMPO. TP&D Traffic Operations 1-2 years Yes/No
ST-01 Monitor ongoing system developments and update the ITS Regional Architecture to reflect changing needs. Traffic Operations TP&D 1-2 years % Complete
CU-01 Perform outreach efforts to inform staff on how TSMO will better help them do their jobs. Deputy DE All 1-2 years Yes/No
Evaluate training and development of existing staff to perform specialized functions related to data and technology to enhance TxDOT
OW-01 Deputy DE All 1-2 years % Complete
business processes.
Year 3 - 5 Actions
BP-02 Enhance maintenance planning and tracking activities by utilizing systematic processes. Maintenance Maintenance 3-5 years % Complete
BP-05 Identify ways to incorporate TSMO priorities into existing and planned projects within the District's annual budget. TP&D Traffic Operations 3-5 years Yes/No
PM-02 Share use cases of various TSMO strategies to help better understand their benefits and justify future deployments. TP&D/Traffic Operations Area Engineers 3-5 years Yes/No
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Table 15: TxDOT-CRP Program-Area-Level TSMO Action Items
ID Action
Traffic Signal Management

Year 1 - 2 Actions
Include discussions about construction signal retiming and maintenance during project design meetings, pre-construction meetings,
BP-2 and DSRT meetings for significant projects. Traffic Operations Construction, Area Engineers 1-2 years % Complete
- Verify appropriate signal timing is implemented during construction.
Provide communications for 100 percent of District signals, and acquire traffic signal central management system licenses to monitor
ST-01 Traffic Operations TRF 1-2 years % Complete
and control all District signals.
ST-02 Pilot-test technologies to improve traffic signal operations (ATSPM, traffic responsive signals, adaptive systems, connected vehicles). Traffic Operations TRF 1-2 years Yes/No
Identify ways to communicate benefits, outcomes, and needs to various internal and external stakeholders, including policy makers,
the media, and others.
CU-01 Traffic Operations TRF 1-2 years Yes/No
- Share benefits from signal timing at Directors’ and supervisors’ meetings.
- Leverage social media to share information (e.g., Twitter, Facebook).
COCC, Nueces County, CCMPO,

CO-01 Establish regular meetings (e.g., quarterly meetings) with partner agencies to collaborate on TSM. Traffic Operations 1-2 years Yes/No
CCRTA
Utilize INRIX/probe data to obtain traffic signal performance measures.

PM-01 Traffic Operations TP&D 1-2 years Yes/No
- Conduct before/after performance measure comparison
Year 3 - 5 Actions
Develop a TSM plan that identifies needs and strategies to operate, maintain, and upgrade the traffic signal system.
- Establish goals that are aligned to TxDOT and the region.
BP-1 Traffic Operations Traffic COCC 3-5 years % Complete
- Formalize/develop traffic signal timing and maintenance programs.
- Determine funding streams, the level of collaboration, and training requirements.
Standardize detection layouts for ATSPM implementation.

ST-03 Traffic Operations TRF 3-5 years Yes/No
- Detector placement determines which kinds of performance measures could be collected.
Deploy an asset management system for traffic signals (e.g., ATMS.now).

ST-04 - Have information on existing assets. Traffic Operations TRF 3-5 years Yes/No
- Ensure traffic signal assets are maintained in good condition.
Utilize an ATSPM pilot to develop ATSPM-based reporting for regionally significant corridors, and track performance measures for
PM-02 Traffic Operations Traffic Operations 3-5 years % Complete
continuous improvement of signal operations.
Develop a recurring staff training program.

- Create staff redundancy by cross-training on skills and job functions.
OW-01 Traffic Operations Traffic Operations 3-5 years Yes/No
-Trainings should include existing and emerging technology relating to traffic signal system (detection, diamond intersections,
troubleshooting signals, fiber-optics management, and ITS assets).
CO-02 Develop a formal process of sharing traffic-signal-related data (e.g., timing data, traffic counts, video feeds) with partner agencies. Traffic Operations COCC 3-5 years % Complete
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ID Action
Traffic Incident Management

Year 1 - 2 Actions
Establish a working group to manage the District’s wrong-way driving system.

- Identify stakeholders.
BP-1 Traffic Operations Traffic Operations 1-2 years Yes/No
- Establish the role of each stakeholder.
- Regularly discuss District needs.
Consider addressing TIM impacts prior to the final design of significant roadway projects. Traffic Operations, Construction,
BP-3 Traffic Operations 1-2 years Yes/No
- The Project Development Process Manual (July 2019) requires consideration for TIM as a TSMO strategy. COCC
Review any existing interagency agreements and determine the need for updates or additional agreements.
- Address interagency TIM issues.
BP-4 Traffic Operations TP&D 1-2 years Yes/No
- Additional agreements may include data-sharing agreements, roles/responsibilities of agencies, notification procedures, and joint
operating procedures.
PM-01 Utilize probe data sources (such as RITIS/INRIX) for incident detection, tracking, and reporting. TRF Traffic Operations 1-2 years Yes/No
PM-02 Establish continuous tracking performance measures for the wrong-way driving system. Traffic Operations TRF 1-2 years Yes/No
Evaluate emergency operation center enhancements to support:

- incident management.
ST-02 Traffic Operations Traffic Operations 1-2 years Yes/No
- active traffic monitoring.
- TSM.
CU-01 Share lessons learned, benefits, and outcomes from traffic incident responses with stakeholders and TxDOT leadership. Traffic Operations Traffic Operations 1-2 years Yes/No

CO-01 Collaborate with all TIM partners to develop data-sharing policies, including access to CCTV cameras. Traffic Operations 1-2 years Yes/No
CCRTA
Year 3 - 5 Actions
Develop a District TIM handbook.

BP-2 - Document how the TIM program should function. Traffic Operations TRF 3-5 years Yes/No
- Identify agencies and stakeholders and the roles and responsibilities of each party.
Establish reoccurring, consistent and evolving TIM training for all stakeholders:
- to train new staff and develop redundancy in existing staff,
OW-01 - for multidisciplinary TIM program participants to understand the incident command structure, roles of involved agencies, and Traffic Operations Traffic Operations 3-5 years Yes/No
applicable standards (e.g., Texas Manual on Uniform Traffic Control Devices).
- to improve TIM practices based on lessons learned.
Establish the roles and responsibilities within TxDOT and TIM stakeholders to carry out TIM functions.
OW-02 Traffic Operations COCC, Nueces County 3-5 years Yes/No
- Helps define current TIM activities and where each partner fits into the lifecycle of a typical traffic incident.
34
Development
ID Action
Road Weather Management

Year 1 - 2 Actions
Formalize the process of obtaining weather data from the National Weather Service and how it will be utilized in resource planning/
BP-3 forecasting. Maintenance TRF 1-2 years Yes/No
- Evaluate the applicability of the FHWA Pathfinder initiative to the RWM activities within the District.
Develop a process to be utilized by TxDOT (Operations, Maintenance), partner agencies, and first responders for coordinated response COCC, Nueces County, CCMPO,
BP-4 Maintenance 1-2 years Yes/No
during a significant weather event. CCRTA
Identify alternate corridors that complement current designated evacuation routes to facilitate efficient and safer evacuation.
BP-5 - Helps identify corridor needs (capacity or operational improvements) for road weather master planning. Traffic Operations 1-2 years Yes/No
CCRTA
- Improve communication to the public on all alternate corridors for evacuation.
Discuss RWM lessons learned, process improvements, needs, and plans during leadership meetings to maintain support for RWM Traffic Operations, COCC,
CU-01 Traffic Operations 1-2 years Yes/No
activities. Nueces County
Year 3 - 5 Actions
Evaluate RWM needs, and establish multi-year RWM funding to address those needs. Collaborate with CCMPO to identify funding
BP-1 Traffic Operations CCMPO 3-5 years Yes/No
streams available to support RWM-related operational and maintenance activities.
For significant weather events, utilize information from “after action” reviews to discuss and document challenges, lessons learned,
BP-2 Traffic Operations Traffic Operations 3-5 years Yes/No
and opportunities. Document/update RWM procedures as needed.
ST-01 Evaluate technology solutions to facilitate the advisory (e.g., traveler information) and control (e.g., road closure) functions during RWM. Traffic Operations TRF 3-5 years Yes/No
Develop a dashboard that provides historical and real-time performance measures related to weather events.
PM-01 - Historical performance measures to plan for future events. Traffic Operations TRF 3-5 years Yes/No
- Real-time performance measures for event response.
Provide reoccurring RWM training to TxDOT staff, and conduct biannual RWM exercises with partner agencies and first responders.
Traffic Operations, COCC,
OW-01 - Enhance capabilities in areas of operations and maintenance. Traffic Operations 3-5 years Yes/No
Nueces County
- Cross-train staff to ensure availability for critical functions.
Enhance collaboration with partner agencies, first responders, and the private sector to plan for and respond to significant weather
events. COCC, Nueces County, CCMPO,
CO-01 Traffic Operations 3-5 years Yes/No
- Meet periodically with partner agencies and first responders to discuss RWM policies, plans, strategies, and data needs. CCRTA
- Collaborate with the private sector (e.g., news organizations, Waze) on sharing RWM-related data.
35
Development
ID Action
Work Zone Management

Year 1 - 2 Actions
For significant projects, evaluate the use of planning-level traffic analysis (e.g., FREEVAL, QuickZone, VISSIM, DynusT) and predictive
BP-1 TP&D Construction 1-2 years Yes/No
safety analysis tools to configure WZs (duration, extent, and number of lanes taken with WZ).
Develop Transportation Management Plans for significant projects, and document mobility and safety performance measures.
- Utilize WZM strategies listed under Table 4.1 of FHWA’s “Developing and Implementing Transportation Management Plans for Work
BP-2 Zones.” Traffic Operations Construction 1-2 years Yes/No
- Document how ITS/SWZ elements are evaluated to improve WZ mobility, safety, and monitoring capabilities.
- Document how social media, crowdsourcing, and connected vehicle technology are evaluated to improve traveler information.
BP-3 For significant projects, evaluate the need for and type of WZ ITS based on TxDOT’s SWZ guidelines and the Go/No-Go Decision Tool. Traffic Operations Construction 1-2 years Yes/No
Develop a process to coordinate lane closures among multiple projects and agencies to achieve WZM objectives.
- Avoid conflicting project road closures.
BP-4 Traffic Operations Construction 1-2 years Yes/No
- Compile all lane-closure data in one central database.
- Share WZ data with the public, media, and transportation-focused businesses.
Assess whether the application of existing and/or new technologies to manage traffic and measure system performance would
ST-01 enhance WZ operations and safety. TP&D Traffic Operations 1-2 years Yes/No
- Potential addition to DCC.
On significant projects, collect real-time and historical performance measures on travel speed, travel time, traffic volumes, queue
lengths, and crashes.
PM-02 - Utilize performance measures to monitor WZ performance and to develop safety and mobility countermeasures. Traffic Operations TP&D 1-2 years Yes/No
- Utilize performance measures from multiple projects to continually evaluate and improve WZ policies and procedures.
- Utilize historical WZ performance measures and planning-level analyses to develop WZM funding needs for upcoming projects.
Identify ways to enhance collaboration with law enforcement during WZ activities (e.g., use of CAD data, WZ enforcement, incident
CO-03 Traffic Operations Construction 1-2 years Yes/No
response).
Year 3 - 5 Actions
ST-02 Pilot-test SWZ technologies to identify use cases and mainstream SWZ deployments. Traffic Operations Construction 3-5 years Yes/No
Define safety- and mobility-based goals and performance measures to inform continuous improvements within WZs.
PM-01 - Utilize planning-level analysis. TP&D Traffic Operations 3-5 years Yes/No
- Utilize historical WZ data.
Discuss WZ safety and lessons learned in supervisors’ and construction meetings.

CU-01 Construction Traffic Operations 3-5 years Yes/No
- Helps create awareness and garner support for WZM from within TxDOT.
36
Development
ID Action
Establish periodic WZM training to:

- train District staff on the Division’s SWZ guidelines.
OW-01 - regularly update WZM knowledge and skills to incorporate the latest industry advances within the TxDOT practice. Construction Traffic Operations 3-5 years % Complete
- cross-train staff to improve their understanding of all aspects of WZM.
- capture, share, and refine institutional WZ knowledge within TxDOT.
Identify ways to enhance collaboration with the private sector and stakeholders during WZ activities.
- Document input and resulting countermeasures because of concerns from the affected public, businesses, schools, and emergency
CO-01 medical services. Traffic Operations Construction 3-5 years % Complete
- Provide regular construction updates via social media platforms/project websites.
- Utilize enhanced ways to obtain input from stakeholders (encourage input from social media platforms such as MetroQuest).
Collaborate with partner agencies on coordination of construction projects and sharing data that may help address construction Construction, COCC, Nueces
CO-02 Traffic Operations 3-5 years Yes/No
impacts. County, CCMPO, CCRTA
37
Development
6 TSMO TACTICAL PLAN ASSESSMENT
Tactical plans build upon the higher-level recommendations provided in a TSMO Program Plan related to
specific services, projects, and programs, and provide more detailed recommendations and actions to
operationalize them. Tactical plans include discussion and analysis of existing conditions, needs and gaps,
opportunities and challenges, recommendations including responsibilities and staffing, and a more detailed
cost estimate for implementation. The purpose of this chapter is to provide a framework for future
development of tactical planning activities as part of TSMO implementation.
6.1 Tactical Plan Criteria
Tactical criteria were developed by the TRF using qualitative descriptors, with the intent that, as tactical plans
advance to implementation, quantitative analyses will be performed (e.g., cost estimates, BCR, funding
sources, detailed schedules). Criteria for tactical plans applied at the strategic plan level are as follows:
• Alignment with TxDOT-CRP TSMO goals.

• Stakeholder partnerships necessary for implementation.
• Anticipated initial and ongoing costs.
• Level of District staff effort.
• Expected return on investment.
6.2 Tactical Plan Components
The following components will be included in each tactical plan:
• Documentation, discussion, and analysis of existing conditions, including existing processes, systems,
roles, and responsibilities.
• Identification of gaps and development of needs based on tactical plan objectives.
• Discussion of institutional and technical challenges in addition to opportunities to support TSMO
advancement developed in conjunction with stakeholders.
• Recommendations related to enhancement of activities or addition of new activities to advance TSMO
elements.
• Budgetary requirements and schedule for implementation.
• Performance measures to track progress of the proposed activities.
6.3 Recommended Tactical Plans
Based on current projected needs, TSMO tactical plans recommended for TxDOT-CRP are summarized in
Table 16. Additional tactical plans as identified during the TSMO implementation process will be included in
future TSMO Program Plan updates.
Table 16: TxDOT-CRP TSMO Tactical Plan Recommendations
Supported District
TSMO Goals
Lead Support Cost Impact
Customer Service
Collaboration
Tactical Plan
Integration
Reliability
Efficiency
Safety
Regional ITS COCC, Nueces County, CCRTA,

X X Operations $$
Architecture Update CCMPO
COCC, Nueces County, CCRTA,

TSM Plan X X X X X X Operations $$
CCMPO
TIM Handbook X X X X X X Operations COCC, Nueces County, CCMPO $$

7 REFERENCES
• Texas Transportation Plan 2050

• TxDOT Transportation Systems Management & Operations
• TxDOT (2018) Transportation Systems Management and Operations (TSMO) Statewide Strategic Plan
• TTI Urban Mobility Report Corpus Christi 2019
• TxDOT Performance Dashboard
• TxDOT (2022) Unified Transportation Program
• Corpus Christi (2003) Regional ITS Architecture
• Federal Highway Administration (2017) Developing and Sustaining a Transportation Systems Management
& Operations Mission for Your Organization: A Primer for Program Planning (FHWA-HOP-17-017)
• FHWA (2020) Capability Maturity Frameworks Overview
• US DOT (2021) Architecture Reference for Cooperative and Intelligent Transportation (ARC-IT)
• FHWA (2015) Transportation Systems Management and Operations Benefit-Cost Analysis Compendium
APPENDIX A
List of TxDOT and Partner-Agency Members
TxDOT Corpus Christi District TSMO Leadership Engagement and Outreach Plan - Contact List
TxDOT Corpus Christi District
Executive Leadership
Valente Olivarez Jr. P.E. District Engineer (361) 808-2275 Valente.Olivarez@txdot.gov
Mike Walsh, P.E. Deputy District Engineer (361) 808-2223 Mike.Walsh@txdot.gov
Functional Directors
Paula Sales-Evans, P.E. Director of Transportation Planning and Development (361) 808-2222 Paula.SalesEvans@txdot.gov
Joseph Briones, P.E. Director of Construction (361) 808-2327 Joseph.Briones@txdot.gov
James Harris, P.E. Director of Maintenance (361)‐808‐2224 James.Harris1@txdot.gov
Juan Marfil, P.E. Director of Transportation Operations (361) 808-2501 Juan.Marfil@txdot.gov
Area Engineers
Lucio Ramos, P.E. Alice Area Engineer (361) 661-7050 Lucio.Ramos@txdot.gov
Nick Novosad, P.E. Karnes Area Engineer (830) 780-3993 Nick.Novosad@txdot.gov
Ernest Longoria, P.E. Corpus Christi Area Engineer (361)-808-2322 Ernest.Longoria@txdot.gov
Robert Isassi, P.E. Sinton Area Engineer (361) 364-6402 Robert.Isassi@txdot.gov
TSMO Steering Committee
America Garza, P.E. TSMO Coordinator/Project Manager (361)‐808‐ 2490 America.Garza@txdot.gov
Juan Marfil , P.E. TSMO Champion (361) 808-2501 Juan.Marfil@txdot.gov
Paula Sales-Evans, P.E. Director TP&D (361) 808-2222 Paula.SalesEvans@txdot.gov
Ernest Longoria, P.E. Corpus Christi Area Engineer (361)-808-2322 Ernest.Longoria@txdot.gov
Mike Walsh, P.E. Deputy District Engineer (361) 808-2223 Mike.Walsh@txdot.gov
James Harris, P.E. Director of Maintenance (361)-808-2224 James.Harris1@txdot.gov
Partner Agencies
Corpus Christi Metropolitan Planning Organization
Robert MacDonald, MPA, PE Transportation Planning Director (361) 884-0687 rmacdonald@cctxmpo.us
Extension: 105
Craig Casper, AICP; Senior Transportation Planner (361) 884-0687 ccasper@cctxmpo.us
Extension: 103
Nueces County
Juan Pimentel, P.E. Director of Public Works/County Engineer (361) 888-0490 juan.pimentel@nuecesco.com
Melissa B. Munguia Emergency Management Coordinator (361) 533-2355 melissa.munguia@nuecesco.com
City of Corpus Christi - Transportation
Richard Martinez Director of Public Works (361) 826-3419 richardm5@cctexas.com
Sarah Munoz, P.E. Assistant Director of Street Operations (361) 826-3433 SarahM3@cctexas.com
Renee Couture, P.E. City Traffic Engineer (361) 826-3539 ReneeC@cctexas.com
Billy Delgado Emergency Management Coordinator (361) 826-1130 BillyD@cctexas.com
Corpus Christi Regional Transportation Authority
Jorge Cruz-Aedo Chief Executive Officer (361) 425-4144 jcruz-aedo@ccrta.org
Gordon Robinson Director of Planning (361) 289-2712 grobinson@ccrta.org
Derrick Majchszak Managing Director of Operations (361) 903-3784 dmajchszak@ccrta.org
Other Possible Agencies for Outreach
Coastal Bend Council of Governments
Emily Martinez Director of Planning (361) 883-5749 emily@coastalbendcog.org
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TRANSPORTATION

Conduct annual Work with Area

Van ride & project

Work with TP&D to

Pay final invoice

Review plan and

Build CST Proposal

Post Candidate list

Yes Post on ALTIEN

Receives Change Approves Yes

Approve Change Change order not

CORPUS CHRISTI DISTRICT PROGRAM PLAN

ARC-IT Architecture Reference for Cooperative and Intelligent Transportation

The TSMO Difference

The Texas Department of Transportation

TxDOT’s Traffic Safety Division (TRF) developed a

Business Case For TSMO

The key program-level and program-area-level actions are summarized below.

Traffic Signal Management Actions

Pilot-test technologies to improve traffic signal operations (automated traffic signal

Standardize detection layouts for ATSPM implementation. Traffic

Deploy an asset management system for traffic signals (e.g., ATMS.now).

Utilize INRIX/probe data to obtain traffic signal performance measures. Traffic

Develop a recurring staff training program.

COCC, Nueces County, Corpus Christi Metropolitan

Traffic Incident Management Actions

Develop a District TIM handbook.

Evaluate Emergency Operation Center enhancements to support:

Road Weather Management Actions

Develop a process to be utilized by TxDOT (Operations, Maintenance), partner agencies, and

Identify alternate corridors that complement current designated evacuation routes to

Work Zone Management Actions

On significant projects, collect real-time and historical performance measures on travel

Establish periodic WZM training to:

Discuss WZ safety and lessons learned in supervisors’ and construction meetings.

1.1 What is TSMO?

Figure 1: The Concept of TSMO

1.2 Aren’t We Already Doing TSMO?

Figure 2 highlights the paradigm shift

1.3 Need for TSMO

Research conducted as part of the

research indicated that agencies with the

1.3.1 TxDOT Division TSMO Initiative

1.3.2 TxDOT-CRP TSMO Initiative

1.3.3 Program Plan Format

Figure 5: TxDOT-CRP TSMO Business Case Summary

2.1.2 How TSMO Can Help

Figure 7: TxDOT-CRP 2019 Congestion Statistics

2.2.2 How TSMO Can Help

As seen in the delay split pie chart above

Figure 9: Corpus Christi Region Crash Summary

2.3.2 How TSMO Can Help

2.4 Mainstreaming TSMO

2. A commitment from District leadership (DE, Deputy DE, and Directors) to

4. Consistent funding, staffing, and training to sustain the TSMO program.

3.1 Statewide TSMO Vision

3.2 Statewide TSMO Mission

3.3 District-Specific TSMO Goals and Objectives

Table 1: TxDOT-CRP TSMO Goals and Objectives