1. Module 10: Creating a TSMO Culture, Organization and Workforce
Courtesy:

2. Session Purpose
Introduce Culture, Organization and Workforce as dimensions of TSMO capability
Provide understanding of
What are Culture, Organization and Workforce?
Why are they important?
What are the benefits?
Examples of leadership actions

3. What is TSMO Culture? Acceptance of TSMO in agency’s mission
Institutionalization of TSMO into agency activities
Values, assumptions, knowledge and expectations for TSMO within an agency
Key aspects of culture
Leadership/championing TSMO
TSMO program status
Staff recruitment, retention and training
TSMO Culture is ‘achieved’ when TSMO is ingrained into the agency as a common knowledge/common practice, and efficiently executed on a daily basis.
Key aspects of culture are also very much related to Org/Workforce

4. What is Organization and Workforce?
Programmatic Status
Elevating TSMO as a recognized program
Organizational Structure
Internal – Defining functions, roles, responsibilities, accountability, reporting
External – Having formalized relationships for effective collaboration
Workforce
Staff development, recruitment/retention, and training to sustain a TSMO culture and functions
Outsourcing to supplement and as skills develop
A critical aspect of this is: Where does TSMO or Operations fall within the organization? Does it have formal program status?
When looking at Org/Workforce, we often think “internal only.” However:
With TSMO, we have internal organizational issues (agency wide and sub-units like regions/districts).
There are also very important external organizational issues with the agency’s partners/collaborators in delivering TSMO strategies.
Workforce must go beyond broadening training. Recruitment/retention especially must recognize the need for traditional civil engineering staff to other types of skills/abilities, such as Information systems/systems engineering, electrical engineering, electronics technicians, managers, facilitators, etc.

5. Why is it Important? Key Dimensions Level 1 Performed Level 2 Managed
Integrated
Level 4
Optimized
Business Processes
Systems & Technology
Performance Management
Culture
Organization & Workforce
Collaboration
Culture and Organization/Staffing are two Core Competency areas within the TSMO Capability Maturity Model. They are together in this module because they are related – improvement in one area can drive improvement in the other, and vice versa.

6. Why is it Important?
A culture that doesn’t support operations will inhibit an agency from implementing operational strategies
An organizational structure or workforce that isn’t designed to support operations will:
Inhibit implementation
Contribute to less than successful implementation of operational strategies
This slide shows the ‘negative impacts’ of not having an accepted level of TSMO/operations culture.
Culture that supports operations will help ENABLE implementation of strategies. If you have a DOT culture that places importance only building roads (e.g. construction culture)
TSMO involves a different way of thinking about transportation as a system of moving people and goods
How we can most effectively use our existing infrastructure to do this, by deploy low-cost, quickly implemented TSMO strategies
It's actively managing the system – both proactively and reactively
An org/workforce that facilitates TSMO as a core function is essential to delivering effective strategies. Includes trained staff, and acknowledgement of Operations as a core role in the agency.

7. What are the Benefits? Culture Organization and Workforce
Creates a common understanding of values, assumptions, knowledge and expectations
Fosters an environment where TSMO is ingrained in institutional and operating activities
Organization and Workforce
Provides coordinated organizational functions to support TSMO
Ensures a technically qualified workforce with clear management authority and accountability
Culture:
Agency understands that what it is delivering to its customers (traveling public) extends beyond “building roads”
Org/Workforce:
Includes highly coordinated functions – that are recognized, organized, and intentional

8. Examples of Leadership Actions
Establish TSMO with formal core program status – equivalent to other major agency programs
Identify organizational changes to accommodate TSMO
Integrate TSMO into overall agency structure and clarify reporting relationships
Create organization and staffing structure for TSMO – equivalent to other major agency programs

9. Establish TSMO with formal core program status
Promote understanding of TSMO on agency mission, strategies and program
Establish visible top management commitment to TSMO
Establish formal TSMO program status for full effectiveness
Leadership Action 1: Establish TSMO with formal core program status
Understanding TSMO is very important. Are you all, as individuals, prepared with an ‘elevator speech” on how to convey “what is TSMO and what are the benefits”? Is TSMO understood in your agency’s mission?
Establish visible top management commitment to TSMO
Could mention the Iowa DOT director message here
Core TSMO program status -- as a stand alone, recognized function – important for visibility in the agency and overall understanding

10. Identify organizational changes to accommodate TSMO
Structure – Alternative #1 TSMO Equivalent to Other Activities
CAO
Admin
Planning
Design
Districts
Maintenance
TSMO
TMC(s)
In the next few slides, we’ll introduce a few alternatives of ways in which TSMO might be placed within a DOT organization. These not actual org charts, just skeleton alternatives.
In this first chart, each of the primary DOT activities report to the head of the organization; designated here as the Chief Administration Officer (CAO).
With this organization, the TSMO activity has equal priority and an “equal seat at the table” with the other activities within a DOT.
This shows multiple districts within the DOT and they perform a wide range of functions (including TSMO) which are similar to those of the headquarters functions. Although it is not always true, the traffic management center(s) (TMC(s)) are the responsibility of the headquarters TSMO unit.
The primary reason that this organization is rarely (if ever) found in practice is that in practice, the number of units reporting directly to the CAO is quite large. (There are many other activities missing from this chart including environmental, land acquisition, information technology, human resources, etc. ) Too many to be directly managed by a single organization.
Indicates lead role for TSMO
Other units retain some TSMO responsibilities

11. Identify organizational changes to accommodate TSMO
Structure – Alternative #2 TSMO at Lower Level and Split
CAO
Chief Engineer Plan and Design
Planning
Design
Chief Engineer Maint and Ops
Freeway Ops
TMC(s)
Traffic Eng and Safety
Maintenance
Districts
Administration
This second chart shows a hybrid organization in which TSMO is now three levels below the CAO – reporting to the Chief Engineer of Maintenance and Operations.
* TSMO has been split into the two functions of Freeway Operations and Traffic and Safety, with TMCs reporting to Freeway Operations
This chart also maintains TSMO as an identifiable activity even though it has been split into two separate units.
It solves the problem of the previous chart, in that it reduces the number of separate activities reporting to the CAO.
With this organization, TSMO is one additional step removed from the top of the organization, although it is on an equal level with other important department functions of planning, design and maintenance.
Note that planning and design are somewhat more removed from TSMO in that they report to a different Chief Engineer.
Indicates lead role for TSMO
Other units retain some TSMO responsibilities

12. Identify organizational changes to accommodate TSMO
Structure – Alternative #3 TSMO at Lower Level and Split
CAO
Chief Engineer Plan and Design
Planning
Design
Chief Engineer Maint and Ops
ITS
Traffic Eng and Safety
Maintenance
Districts
TMC(s)
Administration
This third chart shows a different type of hybrid organization in which freeway operations has been somewhat weakened and is now known as ITS -- a group responsible for devices rather than the management of the roadway infrastructure.
The traffic engineering function has been retained in this organization.
The primary difference between this organization and that of Alternative #2 is the fact that most of the TSMO functions are relegated to the districts. It is up to the districts to manage freeway traffic, operate the TMCs and coordinate freeways with signalized arterials. This alternative requires a high degree of coordination among the participating units.
Although organizational alternative #3 may be one of the more common organizations, it suffers from the absence of an TSMO focal point that can ensure standardized operation and provide an interface with the other activities of the department.
In this alternative, responsibilities for coordinated and effective management and operations becomes the responsibilities of the districts, which requires the application of expertise in traffic signal operation, freeway incident management, traffic management centers and coordinated operation of freeways and arterial roadways. In practice this leads to a loss of standardization, in which some districts provide effective TSMO while in others it is ignored.
Indicates lead role for TSMO
Other units retain some TSMO responsibilities

13. Integrate TSMO into overall agency structure and clarify reporting relationships
Develop TSMO-focused staff training program
Bring in content experts
Organize peer exchanges
Include junior staff
Encourage mentorship at all levels
Informal mentoring relationships
Formal mentoring programs
Integrate TSMO into overall agency structure – a big part of this is training and development
Peer exchange, like we are doing today, is highly effective
Informal mentoring, formal mentorship programs can help build culture of TSMO

14. Integrate TSMO into overall agency structure and clarify reporting relationships
TSMO has unique staffing needs
Core capabilities are both managerial and technical
Be purposeful about acquiring and retaining appropriate knowledge and skills
TSMO is somewhat new as a recognized program.
There is limited technical training, no special degrees, and the needed capabilities may not be widely understood.
E.g. managerial and technical
With CV in the near future, even more specialized core technical knowledge and skills are needed

15. Create organization and staffing structure for TSMO
Define key staff capabilities needed
TSMO-related KSAs in job descriptions
Define
Acquire needed capabilities
Recruitment, on-the-job training, outsourcing
Acquire
Establish attractive career path
Opportunities for training and advancement
Establish
KSAs (Knowledge, skills, abilities) – great opportunity for peer exchange – no need for agencies to re-invent the wheel
Consider when outsourcing is more effective, for very specialized skills
Career Path for TSMO professionals – attractive, with opportunities for career development and advancement.

16. Current State of Your Agency Group Discussion
Discuss the state of TSMO in your agency
Who are the current TSMO champions, if any?
How segregated is TSMO within your organization?
What are the barriers to further implementing TSMO culture?
How might agency career paths align with TSMO?
Break into a group with the other participants from your agency/state for this exercise minutes discussion. Sharing in larger group.
Under barriers:
Are there individuals truly in opposition to TSMO, or are they simply unaware of the benefits?
What other barriers exist?
How can you take steps to advance TSMO culture?
How can we, as a group, advance TSMO?

17. Culture, Organization and Workforce Resources
TSMO Guidance
NOCoE Workforce Development
Developing and Sustaining a TSMO Mission for Your Organization: A Primer for Program Planning
Creating an Effective Program to Advance Transportation System Management and Operations Primer