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A050 - Motion approving the Draft Transportation System Management & Operations (TSMO) Plan and setting July 14, 2026, as date of public hearing
ITEM #:6 DATE:05-26-26 DEPT:AAMPO SUBJECT:DRAFT TRANSPORTATION SYSTEMS MANAGEMENT AND OPERATIONS (TSMO) PLAN TRANSPORTATION POLICY COMMITTEE ACTION FORM BACKGROUND: The Ames Area Metropolitan Planning Organization (AAMPO) has developed a draft Transportation Systems Management and Operations (TSMO) Plan (see attached) to guide how the region coordinates, manages, and operates the existing transportation system. The TSMO Plan focuses on improving safety, reliability, mobility, and efficiency through coordinated operations, data, technology, and shared agency practices rather than relying solely on capacity expansion or major capital improvements. The TSMO Plan was developed to help the region leverage recent and ongoing Intelligent Transportation Systems (ITS) investments, respond to increasing expectations for safe and reliable travel, address operational needs associated with growth and special events, and make more effective use of limited transportation funding. The plan recognizes that the AAMPO does not own or operate transportation infrastructure directly. Instead, AAMPO’s role is to convene regional partners, align priorities, and integrate operations-focused strategies into regional planning, policy, and funding decisions. The vision of the TSMO Plan is to establish a safe regional transportation network that prioritizes mobility for all users through interagency collaboration and the strategic use of technology and data. The plan identifies several recurring regional needs, including: Safety and emergency response Communication among agencies and with the traveling public Multimodal mobility and reliability for drivers, transit users, pedestrians, and cyclists Special event, construction, weather, and incident management Technology, data sharing, performance monitoring, and decision support Workforce development and long-term program maintenance The TSMO Plan is organized around the following major focus areas: Program Management and Regional Coordination: Establishing consistent, operations-focused coordination among regional partners, supporting workforce development, and aligning regional operational priorities. 1 Mobility and Multimodal Operations: Supporting corridor and signal operations, transit reliability, emergency vehicle operations, and pedestrian and bicycle safety. Event Management: Improving coordination for planned and unplanned disruptions, including construction, special events, incidents, and weather-related impacts. Technology and Infrastructure: Supporting ITS and communications coordination, system maintenance, data and performance measures, traveler information, and cybersecurity awareness. Emerging Technologies: Providing a practical framework for evaluating new technologies through paper review, demonstration, pilot testing, and scalability assessment before broad deployment. Program Maintenance: Establishing practices to keep TSMO-related documents, contacts, coordination processes, data-sharing practices, and system inventories current over time. Stakeholder input was gathered through presentations, interviews, and survey outreach with regional partners and groups, including the City of Ames, Iowa DOT, CyRide, Iowa State University, InTrans, emergency services, the Central Iowa Safety Team, and the AAMPO Transportation Technical Committee. Outreach emphasized the importance of practical, staff-realistic strategies that build on existing projects, existing staff roles, and existing coordination forums. Key high-priority implementation activities identified in the TSMO Plan include: Convening a recurring, operations-focused regional working group. Supporting corridor-based traffic signal timing programs, including adaptive signal timing where appropriate. Coordinating special event notification and operational planning among Iowa State University, the City of Ames, law enforcement, emergency services, CyRide, and other partners. Fostering regional coordination for grant applications and TSMO-related funding opportunities. 2 Improving construction, incident, and traveler information coordination. Encouraging data sharing, performance monitoring, and documentation of lessons learned. The TSMO Plan is intended to serve as a living regional framework rather than a checklist. Implementation will occur incrementally through existing projects, staff roles, coordination forums, and future regional planning efforts. While regional in scope, the plan can also serve as a foundation for member agencies developing their own TSMO plans, operations-focused plans, special event playbooks, incident response protocols, ITS maintenance plans, or similar implementation documents. These future efforts can build from the regional needs, coordination practices, technology framework, and implementation strategies identified in the plan while being tailored to each agency’s assets, staffing capacity, budget, and operational responsibilities. ALTERNATIVES: 1. Approve the Draft Transportation System Management and Operations (TSMO) Plan and set July 14, 2026, as date of public hearing. 2. Approve the Draft Transportation System Management and Operations (TSMO) Plan, with modifications by the Transportation Policy Committee, and set July 14, 2026, as date of public hearing. 3. Direct staff to make revisions to the plan and present it to the Transportation Policy Committee again at a future meeting. MPO DIRECTOR'S RECOMMENDED ACTION: The Draft Transportation Systems Management and Operations (TSMO) Plan establishes a practical regional framework for improving safety, reliability, mobility, and coordination across the AAMPO transportation system. The plan reflects input from regional partners, builds on existing ITS and operational investments, aligns with regional goals in Ames Connect 2050 and related plans, and identifies staff-realistic strategies for implementation through existing projects, agency roles, and coordination forums. The Transportation Technical Committee also unanimously recommended approval of the Draft TSMO Plan. Therefore, it is the recommendation of the MPO Director that the Transportation Policy Committee adopt Alternative No. 1. ATTACHMENT(S): Draft TSMO Plan.pdf TSMO Presentation Slides.pdf 3 1 Ames Area Metropolitan Planning Organization Transportation Systems Management and Operations Plan 4 2 Table of Contents 1 Executive Summary ............................................................................................................................... 4 1.1 Plan Purpose .................................................................................................................................... 4 2 Introduction ............................................................................................................................................ 6 2.1 What is TSMO? ................................................................................................................................ 6 2.2 What is the Ames Area Metropolitan Planning Organization? ......................................................... 6 2.3 Why Invest in TSMO? ...................................................................................................................... 8 3 TSMO Vision ....................................................................................................................................... 10 4 Existing Conditions .............................................................................................................................. 11 4.1 Related Plans ................................................................................................................................. 11 4.2 Existing ITS Infrastructure and Systems ........................................................................................ 16 4.3 Traffic Conditions Review .............................................................................................................. 22 5 Regional Collaboration......................................................................................................................... 30 5.1 Existing Institutional Responsibilities ............................................................................................. 30 5.2 Coordination ................................................................................................................................... 32 5.3 Conclusion ..................................................................................................................................... 35 6 Stakeholder Engagement .................................................................................................................... 36 6.1 Resources ...................................................................................................................................... 36 6.2 Engagements ................................................................................................................................. 36 6.3 Feedback Summary ....................................................................................................................... 40 6.4 Conclusion ..................................................................................................................................... 41 7 Existing Needs ..................................................................................................................................... 44 8 Strategic Plan ....................................................................................................................................... 45 8.1 Program Management ................................................................................................................... 46 8.2 Mobility and Multimodal Operations ............................................................................................... 49 8.3 Event Management ........................................................................................................................ 53 8.4 Technology and Infrastructure ....................................................................................................... 57 8.5 Emerging Technologies ................................................................................................................. 62 8.6 TSMO Program Maintenance Plan ................................................................................................ 65 9 Implementation Plan ............................................................................................................................ 70 9.1 Continuing Activities ....................................................................................................................... 70 9.2 High Priority Activities .................................................................................................................... 70 9.3 Medium Priority Activities ............................................................................................................... 72 9.4 Additional Activities ........................................................................................................................ 75 5 3 Table of Figures Figure 1: AAMPO Region Map...................................................................................................................... 7 Figure 2: CyRide System Map .................................................................................................................... 15 Figure 3: Screenshot of GIS Web Map ....................................................................................................... 16 Figure 4: Fiber Communication Map in City of Ames ................................................................................. 18 Figure 5: Traffic Signals - Existing and Planned Elements ......................................................................... 20 Figure 6: Vehicle and Transit Networks ...................................................................................................... 24 Figure 7: Vehicle and Transit Safety and Operations Hot Spots ................................................................ 26 Figure 8: Pedestrian and Bicycle Safety Hot Spots .................................................................................... 28 Figure 9: Word Cloud of themes from the stakeholder meetings ............................................................... 40 Table of Tables Table 1: Related Plans for Regional Policy and Long-range Planning ....................................................... 11 Table 2: Related Multi-Modal Focused Plans and Studies ......................................................................... 12 Table 3: Related Plans for Agency Operations and Coordination .............................................................. 12 Table 4: Inventory of ITS Communication Network .................................................................................... 17 Table 5: Inventory of ITS Field Devices (following completion of Ames Phase 5 ITS Project) .................. 19 Table 6: Inventory of Transportation Facilities ............................................................................................ 21 Table 7: Hot Spot Locations ........................................................................................................................ 29 Table 8: Summary of Needs from Regional Collaboration ......................................................................... 35 Table 9: Summary of Needs from Stakeholder Engagement ..................................................................... 41 Table 10: Activity Prioritization .................................................................................................................... 45 Table 11: Associated Activities for Regional Coordination for Transportation Operations ......................... 46 Table 12: Associated Activities for Planning and Funding for TSMO Implementation ............................... 47 Table 13: Associated Activities for Regional TSMO Workforce Development ........................................... 48 Table 14: Associated Activities for Traffic Signal Operations and Corridor Management .......................... 49 Table 15: Associated Activities for Rail Crossing Detection and Notification ............................................. 50 Table 16: Associated Activities for Transit Operations and Reliability ........................................................ 51 Table 17: Associated Activities for Emergency Vehicle Operations and Coordination ............................... 52 Table 18: Associated Activities for Active Transportation Operations and Safety ...................................... 52 Table 19: Associated Activities for Work Zone Coordination and Traveler Information ............................. 53 Table 20: Associated Activities for Special Event Operations Coordination ............................................... 54 Table 21: Associated Activities for Incident Response Coordination ......................................................... 55 Table 22: Associated Activities for Weather Monitoring and Response Coordination................................ 56 Table 23: Associated Activities for ITS and Communications .................................................................... 57 Table 24: Associated Activities for System Maintenance ........................................................................... 58 Table 25: Associated Activities for Data, Performance, and Decision Support .......................................... 59 Table 26: Associated Activities for Traveler Information ............................................................................. 60 Table 27: Associated Activities for Cybersecurity ....................................................................................... 61 Table 28: Tiered Evaluation Approach for Emerging Technologies ........................................................... 62 6 4 1 Executive Summary 1.1 Plan Purpose The Ames Area Metropolitan Planning Organization (AAMPO) has developed this Transportation Systems Management and Operations (TSMO) Plan to guide how transportation systems in the region are managed and operated day-to-day. The plan was developed now to leverage recently completed Intelligent Transportation Systems (ITS) deployments and to respond to increasing expectations for safe and reliable travel, increasing demands from population growth and special events, and limited funding for capacity expansion projects. This is a regional plan prepared by AAMPO to support coordination among its member agencies. AAMPO does not own or operate transportation infrastructure; those responsibilities remain with individual jurisdictions and agencies. AAMPO’s role is to convene partners, align priorities, and integrate operations-focused strategies into regional planning, policy, and funding decisions. The TSMO Plan provides a shared framework that agencies can use to improve system performance through coordination, data, technology, and consistent operational practices. 1.1.1 What TSMO Means for the AAMPO Region TSMO refers to a set of strategies that improve safety, reliability, and efficiency by focusing on how the transportation system is managed and operated rather than expanding capacity. TSMO supports faster incident response, better coordination during special e vents, improved signal and transit operations, and clearer communication with travelers. In the AAMPO region, TSMO is not limited to technology deployments. It also includes the institutional connections and capabilities that allow agencies to work together effectively, such as coordination practices, data sharing, staffing, and training. Successful operations depends on people, partnerships, and consistency over time, in addition to technology. Vision for Transportation Operations The vision of the AAMPO TSMO Plan is to establish a safe regional transportation system that prioritizes mobility for all users through interagency collaboration and the strategic use of technology and data. The vision emphasizes reliable daily operations, effective response to disruptions, and coordinated decision- making across jurisdictions and modes. Key Regional Needs Based on a review of existing conditions and stakeholder engagement, several recurring themes emerged as priority needs for the AAMPO region: • Communication, both among agencies and with the traveling public • Safety and emergency response, including incident management and responder coordination • Multimodal mobility and reliability for drivers, transit users, pedestrians, and cyclists • Special event and incident management, including planning and real-time coordination • Technology and data use, including performance monitoring and decision support These needs shape the strategic focus areas outlined in this plan. 7 5 Strategic Focus Areas Recommended strategies are organized into four primary focus areas: Program Management and Regional Coordination: Establish consistent, operations-focused coordination among regional partners. Support workforce development, shared learning, and alignment of operational priorities. Mobility and Multimodal Operations: Improve corridor and signal operations, support transit reliability, enhance rail crossing efficiency, and strengthen coordination during daily operations and disruptions. Technology and Data: Support the use of shared data, performance measures, and traveler information to improve decision-making, transparency, and communication. Emerging Technologies: Encourage measured evaluation of emerging tools and strategies before broad deployment, with a focus on meeting needs and long-term sustainability. From Strategy to Action This plan is intended to be actionable. It supports implementation by integrating TSMO into existing planning, funding, and prioritization processes rather than creating parallel programs. AAMPO’s role is to facilitate coordination, identify opportunities for collaboration, and support partner agencies as they advance operational improvements. Sustaining the TSMO Program Long-term success depends on maintaining a focus on operations as an ongoing regional practice rather than a one-time planning effort. This plan emphasizes sustained coordination among partner agencies, periodic updates to plans and contacts, and documentation of lessons learned from events, incidents, and operational changes. Maintaining this focus also requires continued attention to the systems and processes that support daily operations, including the upkeep of technology assets, communications infrastructure, data quality, and agreed-upon coordination practices. As needs evolve, agencies will need to adapt tools and procedures while maintaining consistent communication and shared expectations. TSMO requires continued commitment over time to remain effective and relevant. Expected Outcomes By implementing the strategies outlined in this plan, the AAMPO region can expect: • Improved safety and emergency response • More reliable and predictable travel • Better coordination during special events, construction, and incidents • More effective use of limited transportation funding • A stronger foundation for future operational improvements and technology investments 8 6 2 Introduction Since 2003, the Ames Area Metropolitan Planning Organization (AAMPO) has helped guide and coordinate regional transportation planning efforts in the City of Ames and the surrounding area. Its Metropolitan Transportation Plans (formerly known as Long-Range Transportation Plans) have been the foundation of these efforts, establishing regional transportation goals and priorities and identifying infrastructure investments such as roadway expansions, safety enhancements, multimodal improvements, transit projects, intersection upgrades, and lane reconfigurations. While these projects are essential to maintaining and improving the regional network, they are often costly and constrained by available funding, right-of-way limitations, and constructability challenges. A Transportation System Management and Operations (TSMO) approach focuses on improving the performance and reliability of the existing system for all modes through coordinated operational strategies, technology, and data-driven decision-making. This plan outlines how AAMPO, in coordination with its member agencies, will incorporate TSMO into its planning and programming activities to support a transportation network that is safe, reliable, and prepared for anticipated growth and technological advancement. 2.1 What is TSMO? TSMO is defined by the Federal Highway Administration (FHWA) as “a set of strategies that focus on operational improvements that can maintain and even restore the performance of the existing transportation system before extra capacity is needed.” TSMO improves how the current system functions by using data, technology, and coordinated strategies. A TSMO plan empowers an agency to use its existing resources and infrastructure more effectively to improve system performance. TSMO works in coordination with capital improvements to maximize the safety and efficiency of transportation systems. This plan will help AAMPO align its priorities with regional goals and guide future decisions toward a more sustainable and resilient transportation network. 2.2 What is the Ames Area Metropolitan Planning Organization? AAMPO coordinates transportation planning and investment decisions across the Ames metropolitan planning area. AAMPO functions as a regional entity that provides structure for jurisdictions and agencies to work together on shared transportation priorities. It also aligns transportation plans and projects with regional goals and federal requirements. The AAMPO planning area includes the City of Ames, the City of Gilbert, and portions of Boone and Story counties (see Figure 1). Member participants include those jurisdictions as well as the Ames Transit Agency (CyRide), Iowa State University (ISU), the Iowa Department of Transportation (Iowa DOT), FHWA, and the Federal Transit Administration (FTA). TSMO includes both institutional capabilities and operational strategies. Institutional capabilities include staffing, funding, and cross-agency coordination. Operational strategies are focused on how the infrastructure is managed, including signal timing programs, transit management, special event management, incident response, and deployment of field devices. 9 7 Figure 1: AAMPO Region Map AAMPO’s responsibilities include developing both long-range and short-range transportation plans, prioritizing projects for federal funding, and supporting a comprehensive planning process. AAMPO does not own or operate transportation infrastructure or manage day-to-day system operations. Those responsibilities remain with individual member agencies. 10 8 Organizational Structure AAMPO operates with a small staff using a shared-services staffing model, being staffed by the City of Ames and CyRide. This approach is common among smaller metropolitan planning organizations and reflects a balance between efficiency and regional capacity. This staffing model allows AAMPO to draw on local expertise and remain closely connected to agencies responsible for operating the transportation system. Because staff balance regional duties with local roles, progress on regional efforts depends on shared priorities and agreement among member agencies. Regional Role Given AAMPO’s role and organizational structure, this plan addresses regional transportation needs through planning and funding actions. The plan also recognizes AAMPO’s opportunity to support region- level functions commonly provided by metropolitan planning organizations, such as convening partner agencies, supporting shared tools and resources, and helping build workforce capacity across jurisdictions. 2.3 Why Invest in TSMO? AAMPO has a responsibility to plan for a regional transportation system that is safe, reliable, and able to support regional growth. Developing and implementing a TSMO plan is an opportunity to focus on improving mobility, safety, and reliability across the region. The Ames Connect 2050 Metropolitan Transportation Plan identifies key goals of Accessibility and Connectivity, Safety, Sustainability, Efficiency and Reliability, and Placemaking/Quality of Life. TSMO strategies can help AAMPO continue to make progress toward these goals. Safety is a priority for the region. From 2019 to 2023, the AAMPO region averaged 1.6 fatalities and 12.8 serious injury crashes per year (Ames 2050 Connect). To address these trends, AAMPO recently completed a Comprehensive Safety Action Plan (CSAP), which identifies priority safety emphasis areas, high-risk locations, and strategies focused on eliminating fatal and serious injury crashes. One key way a TSMO plan can complement the CSAP is by identifying technologies that improve safety for all road users, including pedestrians and cyclists. Vulnerable road users can benefit from strategies which improve their visibility to vehicles. Improved incident management and quick clearance can reduce occurrences of secondary crashes. Institutional capabilities are key to supporting long-term operational improvements. These capabilities involve staffing, training, funding practices, data management, interagency agreements, performance monitoring, and decision-making processes. When internal and inter-agency coordination is strong, agencies can implement operational improvements more effectively and respond to changing conditions with greater flexibility. Improved institutional coordination also helps AAMPO fulfill its regional responsibilities more effectively by aligning local partners around shared objectives and consistent operational practices. Transit, bicycle, and pedestrian travel are essential parts of mobility in the Ames region. These modes support daily travel to jobs, schools, services, and activity centers. CyRide, the region’s primary fixed- route transit provider, plays a critical role in connecting residents, employees, and students to key destinations throughout the community. TSMO strategies can help enhance transit operations through tools such as transit signal priority, real-time passenger information, transit coordination with other services, and improved incident response. Strengthening connections between transit, bicycle, and pedestrian networks (particularly at major activity centers and transfer points) supports more reliable first - and last-mile travel and contributes to a cohesive, multimodal transportation system. 11 9 TSMO also enhances AAMPO’s ability to use data for decision-making. Performance monitoring, data sharing, and clear operational objectives allow agencies to identify needs earlier and select improvements that provide meaningful benefits. This results in better use of limited funding and a more transparent process for prioritizing projects. 12 10 3 TSMO Vision The vision of AAMPO’s TSMO plan is to establish a safe regional transportation network that prioritizes mobility for all users by engaging in interagency collaboration and utilizing technologies and data analytics to make strategic investments in the system. 13 11 4 Existing Conditions This section of the document reviews existing regional transportation and operations plans and discusses existing regional infrastructure and traffic conditions. This assessment will help determine the gap between the TSMO vision and current conditions. 4.1 Related Plans To establish a baseline for future interagency cooperation, the development of this plan is built on and aligns with several existing regional planning efforts. It is important to maintain consistency so that goals for safety and operations are aligned across different organizations in the region. The referenced planning efforts and how they relate to safety and operations within the AAMPO region are summarized below . Table 1 shows how regional and long-range plans relate to TSMO, Table 2 reviews multi-modal plans, and Table 3 describes individual agency operations plans. Table 1: Related Plans for Regional Policy and Long-range Planning Plan Agency, Year Primary Focus Relevance to AAMPO TSMO Plan Ames Connect 2050 AAMPO, 2025 Long-range, metropolitan transportation plan that establishes regional and multimodal transportation vision and investment prioritization Establishes regional priorities related to safety, multimodal connectivity, reliability, sustainability, and quality of life. Guides transportation investment decisions and identifies technology and operational improvements as tools to support system performance. Ames Comprehensive Safety Action Plan AAMPO, 2025 Regional safety plan to reduce fatal and serious injury crashes through a Safe System approach Establishes regional safety priorities, emphasis areas, and high-risk locations that inform where operational and technology based TSMO strategies can support safety outcomes. Ames Plan 2040 City of Ames, 2023 Comprehensive city plan laying out a long-term vision for land use, growth, and mobility within the City of Ames Provides long-term land use and mobility context, emphasizing multimodal networks, context sensitive design, and maintaining acceptable levels of service as the city grows. City of Gilbert Comprehensive Plan City of Gilbert, 2017 Comprehensive plan guiding long-term land use, growth, and transportation within the City of Gilbert Provides local land use and transportation context for the Gilbert portion of the AAMPO planning area, including roadway classification, connectivity, and coordination with surrounding jurisdictions. AAMPO Passenger Transportation Plan Ames Area MPO, 2024 Transit services, demand, and operations Describes recent transit ridership trends, service demand, and investments in transit technology such as automatic vehicle location (AVL) and passenger counters that support performance monitoring. Ames City Council Goals and Vision Ames City Council, 2025 Policy direction and community priorities Establishes community priorities related to sustainability, public engagement, transit use, and innovation that influence transportation decision-making. 14 12 Table 2: Related Multi-Modal Focused Plans and Studies Plan Agency, Year Primary Focus Relevance to AAMPO TSMO Plan Ames Walk, Bike, Roll Plan City of Ames, 2024 Bicycle, pedestrian, and micromobility safety and connectivity Identifies safety and comfort challenges for people walking, biking, and rolling, particularly at major street crossings and along high-volume corridors. Highlights locations where operational conditions affect vulnerable road users. Complete Streets Policy City of Ames, 2018 Multimodal street design and operations Sets expectations for balancing safety and mobility for all users on constrained corridors. Acknowledges operational challenges on arterials that carry high traffic, transit service, and pedestrian activity. CyRide System Redesign Study CyRide, 2016 Transit system structure, coverage, and efficiency Documents transit ridership patterns, service coverage goals, and opportunities to improve routing, frequency, and reliability to better serve both student and non-student riders. Orange Route Corridor Study CyRide, 2016 High-capacity transit on the Orange Route Identifies capacity and reliability constraints on the region’s highest ridership transit corridor and evaluates long-term options for addressing peak period demand and congestion. Table 3: Related Plans for Agency Operations and Coordination Plan Agency, Year Primary Focus Relevance to AAMPO TSMO Plan Fire Department Standard Operating Guidelines City of Ames, 2024 Emergency response operations Describes emergency response practices and mobility needs during incidents, including requirements for emergency vehicle movement through the roadway network. Emergency Operations Center Ames Police Department, 2014 Emergency coordination and incident management Establishes a centralized coordination function for incident management and major events, supporting multiagency communication and situational awareness. Ames Police Department Drone Program Ames Police Department, 2025 Incident response and situational awareness Reflects recent adoption of technology to improve situational awareness, response efficiency, and safety during incidents and special operations. Iowa State University Strategic Plan Iowa State University, 2021 Institutional mission and innovation Emphasizes innovation, community engagement, and partnership, providing institutional context for collaboration and technology focused initiatives affecting regional mobility. 15 13 4.1.1 Ames Connect 2050 The AAMPO long-range metropolitan transportation plan, completed in September 2025, establishes a vision and goals for a transportation system that serves people walking, biking, driving, and using transit and prioritizes the receipt of federal transportation funding for projects. The plan’s overall goals are: • Accessibility & connectivity: Improve walk ing, biking, and transit connections. Design streets to accommodate all users. • Safety: Reduce fatal and serious injury crashes. • Sustainability: Promote low-carbon transportation options. Reduce the number of single-occupant trips. • Efficiency & Reliability: Maintain acceptable travel reliability. Maintain a high -level transit service. Prioritize freight. Increase mode split. • Placemaking/Quality of Life: Design transportation projects that complement and preserve neighborhoods. Provide transportation strategies that support current plans. 4.1.2 Ames Walk, Bike, Roll Plan This plan, completed in June 2024 by the City of Ames, laid out a vision of Ames as a place where walking, biking, and rolling are safe, enjoyable, convenient, and available to everyone. Overall goals focus on creating a transportation system that is safe and comfortable. The city should plan, design, and operate streets, sidewalks, bikeways, crossings, and paths to prioritize safety with the ultimate goal of eliminating fatalities. Connections throughout Ames and surrounding areas should be easy and intuitive to use, encouraging and enabling more people to walk, bike, and roll. Mobility should be enhanced by providing more places to bike and safer places to cross the street. To accomplish this, intersection crossing treatments are needed, along with traffic calming and additional bike facilities. AAMPO’s long-range metropolitan transportation plan is the foundation of all transportation development in the region. It outlines the goals for transportation in and around Ames, and it offers a framework on which to base additional planning and developme nt. The Ames Connect 2050’s emphasis on Accessibility and Connectivity, Safety, and Efficiency and Reliability are especially aligned with the TSMO ideas of creating a safe transportation environment and effectively managing and operating a transportation system before considering traditional capacity improvements Technology could support the goal of safer, more comfortable crossings of major streets, including enhancements at existing signalized intersections to provide refuge for people outside of cars, and treatments to encourage driver yielding and slow turning vehicles. The Ames Walk, Bike, Roll Plan ties directly to the vision of making the regional transportation network safe for all users. 16 14 4.1.3 CyRide: System Redesign and Orange Route Alternatives Analysis Studies The System Redesign plan, completed in August 2017 by CyRide, laid out a vision to increase safety and decrease vehicular congestion within the community by increasing non-student ridership, maintaining peak-hour service at 20 minutes, and having 85% of Ames residents within 1/4 mile of fixed-route service with a maximum travel time of 45 minutes for riders. A system redesign study found that CyRide operates with a high degree of efficiency and is extremely productive. While transit coverage in Ames is extensive (see the existing CyRide system map in Figure 2), there are opportunities to streamline routing and improve service to meet transit needs for a greater proportion of the community. The goals related to mobility are to improve routing where applicable, improve service frequency and weekday evening service span, and improve service on South Duff Avenue. The Orange Route Corridor Study, completed in 2016 by CyRide, looked at different options for high - capacity transit on this route and recommended creating a bus rapid transit system along this corridor. Red and Orange routes have outstanding ridership. Routes that serve ISU and nearby segments typically have much higher ridership than those not serving campus. In fact, the Orange route is the busiest route in the State of Iowa carrying nearly 2.0 million rides each year with ridership growing 2 -3% per year. Additional funding has not been identified to meet increased demand. If additional vehicles are required to provide service to new development, more financial resources will be required to meet transit needs, or the system frequencies and efficiencies will need to improve. One other consideration is to serve East Ames with flexible service (an Innovative Transit Service zone), where passengers could use an app to schedule service to and from DMACC (Des Moines Area Community College) and job centers. Technology solutions such as transit signal priority can improve system efficiencies on routes that have less than optimal reliability. These plans also support the TSMO vision of a safe and reliable network for all users and increasing bus ridership can have the dual benefit of reducing congestion and emissions. 17 15 Figure 2: CyRide System Map 18 16 4.2 Existing ITS Infrastructure and Systems Documenting existing transportation and operations assets establishes a baseline of current capabilities across the AAMPO region. This information helps identify where agencies are positioned to support TSMO strategies and where gaps or constraints exist. Focusing on assets that are already owned, operated, and maintained prioritizes the use of current investments before identifying needs for new systems or technologies. This assessment also supports regional coordination by showing where assets could be shared, expanded, or integrated across jurisdictions. Understanding where systems overlap or operate independently helps identify opportunities for collaboration, data sha ring, and coordinated operations. This information guides future investments and supports practical TSMO implementation. Transportation and operations assets are documented in the ArcGIS web map (Figure 3), which is a regional coordination and planning tool that provides a baseline for asset management and Intelligent Transportation Systems (ITS) planning, and helps AAMPO understand issues and identify problem areas. These assets include communications infrastructure, field devices, operational systems, and facilities across the AAMPO region. The web map is hosted on the City of Ames GIS platform, and is accessible via the link below: https://bmi.maps.arcgis.com/apps/instant/sidebar/index.html?appid=431202e9e4894f81aea8e233b8e1d6 4f Figure 3: Screenshot of GIS Web Map 19 17 4.2.1 Communications Communications infrastructure is the backbone for system connectivity, allowing staff to remotely access field devices. Robust communications networks make it easier to deploy ITS field devices in locations where they are necessary, not just locations where it is convenient. The City of Ames, ISU, and Iowa DOT independently own transportation network fiber in the AAMPO reg ion. The City of Ames has an ongoing initiative to create a city -wide high-speed fiber optic communication network to link existing city traffic signals, school crossing signals and flashers, pedestrian crossings, and traffic data collection devices to allow remote monitoring, communication, and control. This expansion will improve system redundancy and extend the network to support transportation operations strategies throughout the city. Additionally, the trunk fiber installed along roadway corridors already includes dedicated conduit and fiber capacity for other public facilities, such as Police, Fire and Maintenance buildings, water treatment plants, golf course buildings, and other city government buildings, including schools and libraries. Table 4 and Figure 4 show how much fiber is owned by the City of Ames and where it is located. The project is a multi-phase and multi-year project program expected to be completed in 2028. It includes updates to the fiber optic communication backbone and traffic signal cabinets to facilitate the integration of a Traffic Management System (TMS) for the city’s arterial roadway corridors. These improvements will allow staff to monitor traffic and adjust traffic signal plans to match increased demands created by special events, incidents, or construction. With Iowa State University located within Ames, sports events and concerts occur often throughout the year and can have a major impact on the City’s traffic system. Live monitoring of traffic operations and improved management practices using tools such as traffic adaptive programs and pan-tilt-zoom closed- circuit television (CCTV) cameras, will help manage congestion and improve safety of the current roadway network. Additionally, as part of a multi-year project, installation of traffic signal battery back-up systems will improve system resiliency by maintaining operations during short power outages. Table 4: Inventory of ITS Communication Network ITS Technology Owner Count Fiber communication – Trunk 144 Count Single Mode City of Ames 24 miles (with 12 additional miles in design or construction) Fiber communication – Branch 24 Count Single Mode City of Ames Drops to every signal cabinet (Approximately 83) Fiber Splice Enclosure Cases City of Ames Approximately 83 Fiber Cross Connect Cabinets City of Ames Approximately 13 20 18 Figure 4: Fiber Communication Map in City of Ames 21 19 4.2.2 Field devices Field devices are used to manage traffic and collect or distribute information on the transportation network. In urban areas, these devices typically operate on a fiber optic network with hardwired power due to the need for reliable, high-bandwidth communications. In more remote locations, solar power may be used where hardwired connections are not practical. The AAMPO region has traffic signals, traffic monitoring cameras, video-based vehicle detection systems, battery-backup systems, portable dynamic message signs, and rectangular rapid-flashing beacons (RRFBs). These devices can operate independently for a singular need, like an RRFB at a high-volume pedestrian crossing, or in tandem with a larger system, like traffic signals timed together to achieve coordination of desired movements. As part of the multi-phase Traffic Signal Updates Program, the City of Ames is migrating over 80 of 83 traffic signal detection systems to a video/radar-based vehicle detection system manufactured by NoTraffic. The vehicle detection system provides continuous turning movement counts and Automated Traffic Signal Performance Measures (ATSPMs) which will be imported into the City’s TMS software. Figure 4 in the previous section shows locations of CCTV cameras. Table 5 shows quantities of field devices by owner in the AAMPO region, and Figure 5 shows traffic signal locations. Table 5: Inventory of ITS Field Devices (following completion of Ames Phase 5 ITS Project) ITS Technology Owner Count Traffic Monitoring Cameras (Pan- Tilt-Zoom CCTV) City of Ames 55 cameras Traffic Monitoring Cameras (Pan- Tilt-Zoom CCTV) Iowa DOT 16 cameras Video/Radar-Based Vehicle Detection Systems (NoTraffic Brand) City of Ames 80 systems Battery-Backup Systems City of Ames 60 systems Traffic Signals City of Ames 83 signals Traffic Signals Iowa State University 5 signals 22 20 Figure 5: Traffic Signals - Existing and Planned Elements 23 21 4.2.3 Systems Systems utilize field devices and software to support a transportation network that can analyze data, inform travelers, or react to real-time needs. Transit CyRide buses are equipped with automated vehicle location (AVL) and automatic passenger counters. These allow the transit agency to analyze ridership, monitor performance by route, and support service planning efforts. Traveler Information The Iowa DOT 511 website provides traveler information for state-maintained roadways. Real-time traffic speeds are available from freeways down to minor arterials. It also provides construction information and access to traffic monitoring cameras, user reported incidents, winter road conditions, and snowplow locations. Weather The City of Ames operates a snowplow tracking system that provides real-time information on winter maintenance activities. The system covers all streets in Ames, including neighborhood roads. It does not include Iowa State University, state highways, or In terstate routes. Traffic Management The TMS being implemented as part of the multi-phase Traffic Signal Updates Program by the City of Ames will allow staff to monitor and adjust traffic signals remotely. It also works in conjunction with emergency vehicle preemption (EVP) on fire or emergency medical services (EMS) vehicles to give the right-of-way to emergency vehicles. The TMS software, MyCity, is a product of SWARCO McCain. Additionally, the City of Ames plans to enable the MyCity Adaptive traffic signal control module which automatically generates optimal signal timing parameters across an arterial network by adjusting cycle lengths, phase splits, and offsets based on prevailing traffic conditions. Through conversations with Iowa State University facilities staff members, the University owns and operates five traffic signals across the northern portion of the campus. The University does not have a management system software for the traffic signals or network connectivity to them. The University staff members noted that the University would be open to future conversations with the City for potential communication ties to the City’s signal system. 4.2.4 Facilities The AAMPO region also has several facilities or physical locations that are relevant to area operations. The emergency operations center (EOC) provides a central location for agencies to collaborate during emergency events. Table 6 summarizes several regional facilities that support the transportation network. Table 6: Inventory of Transportation Facilities Facility Owner Count Transit Stops CyRide 348 Stops, ranging from sign-only to full shelter or transit center Bus fleet CyRide 99 Buses Source: https://www.cyride.com/about-us/fleet-information/active-fleet 24 22 Other facilities: • Maintenance building for signals, transit, etc. • Traffic operations center/EOC/event-specific operations centers • Transit centers/transfer stations • Ames Intermodal Facility – serves CyRide service, regional transit services 4.2.5 Conclusion The inventory of existing ITS infrastructure and systems shows that the AAMPO region has a strong foundation to support transportation operations and TSMO strategies. Communications infrastructure, field devices, operational systems, and facilities are alr eady in place across much of the region and support day‑to‑day traffic, transit, and emergency operations. The region’s fiber network and communications assets provide a solid base for expanding and integrating ITS technologies. Field devices such as traffic signals and pan-tilt-zoom CCTV cameras support real-time monitoring and management for key corridors, while existing systems demonstrate the region’s ability to use data and technology to inform travelers and support operations. Facilities such as operations centers and transit infrastructure further enable coordination during routine operations, special events, and emergencies. This assessment shows that many existing systems are not currently integrated across jurisdictions. Traveler information, camera access, and traffic signal systems are generally operated independently by individual agencies. While this approach supports current needs, it may introduce challenges as travel demand increases and regional coordination becomes more critical. Understanding where systems operate separately provides important context for identifying regional needs, prioritizing investments, and focusing future efforts on improved coordination, integration, and targeted expansion. 4.3 Traffic Conditions Review This traffic conditions review uses geographic information systems (GIS) to evaluate operational performance across the input region. By layering multiple data sources, this approach helps identify where transportation challenges occur. Evaluating conditions at a regional scale makes it possible to observe patterns that may not be obvious when data are reviewed at a local level. The purpose of this evaluation is to identify corridors and locations with existing or emerging operational challenges related to mobility, safety, reliability, and transit performance. Understanding where these issues occur helps AAMPO focus TSMO strategies on areas where they will be most effective now and as the region grows. To support this analysis, available GIS data that reflect the current state of the network was collected from Story County, Iowa DOT, AAMPO, and the City of Ames. 4.3.1 Network Connections The overall street network connectivity in the AAMPO region is limited, which concentrates traffic and operational demands on a small number of corridors. As shown in Figure 6, bodies of water, parks, the Union Pacific Railroad, and the Iowa State University Campus interrupt the street grid in Ames and create barriers for travel. This forces traffic of all modes to a small set of crossings, making the network sensitive to incidents, rail activity, weather, and special events. Several physical constraints limit east-west connectivity within the AAMPO region and concentrate travel onto a small number of corridors. The only east-west route through the ISU campus is Lincoln Way. The South Skunk River creates a barrier to east-west travel for the communities of North Ames and Gilbert. 25 23 Connections from I-35 across the river are limited. US-30 and 13th Street provide the primary east-west access from these cities to the Interstate. The Union Pacific Railroad line also runs east to west through Ames and crosses thirteen roadways. Six of these crossings are at-grade, creating occasional and unpredictable barriers to north-south travel. Of the seven grade-separated crossings, five are vehicle underpasses that are susceptible to potential flooding. Travel between the City of Gilbert and central Ames generally follows either 190th Street, or Hyde Avenue before transitioning to Grand Avenue via Bloomington Road. While functional, the multiple turns and corridor transitions limit either route as a high-capacity connection to central Ames. From this map review, these corridors are the basis for all through connections in the AAMPO region: • Duff Avenue / US 69 • Grand Avenue / US 69 • University Boulevard • S Dakota Avenue • Lincoln Way • 13th Street / Ontario Street • Stange Road • Bloomington Rd / George Washington Carver Avenue • S 16th Streer • Mortensen Road • Hyde Avenue Additionally, traffic in the AAMPO region is affected heavily by whether ISU is in session. The University reports enrollment of over 30,000 students – half of the city’s population. 26 24 Figure 6: Vehicle and Transit Networks 27 25 4.3.2 Vehicles Data from the AAMPO 2050 Metropolitan Transportation Plan and the High Priority Safety Network from the CSAP were analyzed in the GIS portal to determine where areas of serious concern might be for vehicles. Vehicular traffic hotspots were determined based on locations that had the most instances of fatal and serious crashes, worst intersection level of service, and worst transit peak level of service. The hotspots identified are as follows: • Duff Avenue from Airport Road to 13th Street • Grand Avenue from 3rd Street to Bloomington Road • Lincoln Way from North Dakota Avenue to Duff Avenue These are shown in Figure 7. 28 26 Figure 7: Vehicle and Transit Safety and Operations Hot Spots 29 27 4.3.3 Active Transportation Active transportation hotspots were summarized from the City of Ames Walk, Bike, Roll plan perceived bike and pedestrian levels of stress. This metric indicates that people who are walking or biking may experience an intersection or corridor as being less safe or less comfortable to travel through. High stress areas indicate more concern from travelers, and it may be an indicator that people desire to walk or bike in the area but feel like they can’t. The following locations were identified as being high stress for bicycling or walking: • Duff Avenue from Airport Road to 13th Street • Grand Avenue from 3rd Street to Bloomington Road • Lincoln Way from North Dakota Avenue to Duff Avenue These are shown in Figure 8. 30 28 Figure 8: Pedestrian and Bicycle Safety Hot Spots 31 29 4.3.4 Conclusion These data sources were compiled and layered together within an ArcGIS web map to determine if the same locations rose to the top as an area of concern in these different data sets. “Hot Spots” or areas of concern were identified using this information. These are summarized in Table 7. The primary hot spots include corridors with intersections operating at LOS D or worse, having fatal or serious crashes occur within them, and having a higher transit peak service time (minutes waiting). These measures are indicative of corridors experiencing more peak delays and potential safety concerns. All three of the identified hot spot corridors are planned to have various ITS elements installed within them, including fiber optic communications connectivity to the traffic signal controllers, video-based detection of vehicles and bike/pedestrian detection capabilities, and installation of pan -tilt-zoom CCTV traffic observation cameras for general monitoring. Secondary hot spot areas are not yet experiencing the same magnitude of operational issues, but they show elevated bike stress or concerns about transit level of service (LOS) and are in developing areas of town. Identifying these secondary areas provides an opportunity to monitor conditions over time and consider ITS and operational strategies early, before issues become more severe. These corridors are also programmed to receive the ITS elements mentioned above, as part of the Phase 5 ITS implementation project. Table 7: Hot Spot Locations Hot Spot Location Level Issues Duff Avenue, US-30 to 13th St Primary High rates of fatal and serious crashes Poor intersection level of service Poor transit peak level of service High stress for bicycling or walking Grand Avenue, S 4th St to Bloomington Rd Primary High rates of fatal and serious crashes Poor intersection level of service Poor transit peak level of service High stress for bicycling or walking Lincoln Way, Duff Ave to Y Ave Primary High rates of fatal and serious crashes Poor intersection level of service Poor transit peak level of service High stress for bicycling or walking Dayton Avenue, US-30 to Lincoln Way Secondary Several serious injury crashes Elevated bike stress Poor transit level of service (LOS) Bloomington Road, Grand Ave to Valley View Rd Secondary Elevated bike stress Poor transit level of service (LOS) 32 30 5 Regional Collaboration AAMPO regional partners actively participated in the development of the AAMPO TSMO plan in support of a unified and comprehensive approach to mobility, safety, and operations. Due to the interconnected nature of transportation systems within the AAMPO region, including multiple jurisdictions, agencies, and modes of travel, collaboration was essential for identifying shared challenges, aligning strategies, and leveraging resources. 5.1 Existing Institutional Responsibilities Each agency in the AAMPO region has different areas of responsibility and works together to maintain a cohesive transportation system in the region. This section describes the roles, responsibilities, geographic area, and operational priorities of each agency and how they currently coordinate transportation operations. All organizations are striving to provide the highest effective level of service possible within each of their given budget constraints. AAMPO As described in earlier sections of this plan, AAMPO serves as the regional transportation planning and coordination body for the Ames metropolitan area. While AAMPO does not manage day ‑to‑day transportation operations or infrastructure, it plays a key role in convening partner agencies, aligning regional priorities, and supporting coordination related to transportation system management and operations. Its priorities include1 2: • Support a safe, reliable, and multimodal regional transportation system by coordinating planning, funding, and performance‑based decision‑making across jurisdictions. • Convene regional partners to align transportation investments, data, and operational strategies with shared regional goals and federal requirements. Ames City Traffic Division The City of Ames Traffic Division manages traffic signal systems, signs, and pavement markings that regulate traffic in the City of Ames. This division also maintains the parking system, including parking meters, parking lots, and regulation signs and markings. The City of Ames also manages online resources such as a snowplow tracking system and a mobile complaint reporting platform. The Traffic Division’s purview is essential for day-to-day traffic operations within the Ames city limits, excluding the ISU campus. Its primary operational priorities include3 4: • Operating and maintaining traffic control systems, signs, markings, and parking assets to support safe and efficient travel for all roadway users within the city. 1 AAMPO. (2020, October 27). Forward 2045 Metropolitan Transportation Plan. City of Ames. https://webgen1files1.revize.com/amesareametroplanningorgia/Planning%20Docs/MTP/AAMPO%202045 %20MTP.pdf 2 City of Ames. (2025, April 15). AAMPO seeks community reaction to plans for Ames’ roads, transit - city of Ames, Iowa. https://www.cityofames.org/News-articles/AAMPO-seeks-community-reaction-to-plans-for- Ames%E2%80%99-roads-transit 3 City of Ames. (n.d.). Traffic Engineering - City of Ames, Iowa. https://www.cityofames.org/My- Government/Departments/Public-Works/Traffic-Engineering 4 GBAsi. (n.d.). Ames, Iowa Traffic Signal Master Plan. https://assets.ctfassets.net/v3trupsiv30b/5ILB8o9yM6YQQUMFLl3VyV/e07dc8ac4c6fb7ed300267644541 ef69/1.1_Ames_Traf_Sig_MP.pdf 33 31 • Using technology, data, and real‑time operational tools to manage daily traffic conditions, respond to incidents and weather, and improve system reliability. Ames Transit Agency (CyRide) CyRide is the public transit provider for the City of Ames and the Iowa State University campus, operating fixed‑route and paratransit services to support daily mobility. CyRide plans and manages transit operations in coordination with roadway conditions, traffic signals, and special events, working with the City, ISU, and regional partners to support reliable servic e delivery. Its operational priorities are to5 6 7: • Provide safe, reliable, and convenient public transit service that supports daily mobility for residents, students, employees, and visitors throughout Ames. • Operate and manage transit services in a way that improves efficiency, service reliability, and environmental sustainability while responding to changing travel demand. Iowa DOT In the AAMPO region, Iowa DOT manages I-35 and U.S. Highway 30, including all ITS infrastructure on those corridors. The Iowa DOT has a well-developed TSMO program and many resources that can be used to aid the AAMPO region in implementing their own TSMO plan. Iowa DOT also owns and maintains fiber within the AAMPO region that connects Iowa DOT headquarters campus to the rest of the state, to ISU, and to devices along I-35 and US-30. Its operational priorities that impact the AAMPO region are to8 9 10: • Manage and operate the state highway system to support safe, efficient, and reliable travel through proactive traffic operations, incident management, and traveler information. • Advance TSMO practices statewide through technology deployment, data‑driven decision‑making, and coordination with local and regional partners. Iowa State University & InTrans Iowa State University is a land-grant university in Ames with an enrollment of approximately 31,000 students. With respect to transportation, ISU manages infrastructure on campus, including signals, 5 CyRide. (n.d.). Cyride | Home. https://www.cyride.com/ 6 City of Ames. (2025, November 21). CyRide awarded $14.6 million federal grant to expand facility, advance - city of Ames, Iowa. https://www.cityofames.org/News-articles/CyRide-Awarded-14.6-Million- Federal-Grant-to-Expand-Facility-Advance-Clean-Fuel-Technology 7 Squiers, K. (2024, April 30). Breaking down CyRide’s role in lowering city emissions. Iowa State Daily. https://iowastatedaily.com/296035/news/breaking-down-cyrides-role-in-lowering-city-emissions/ 8 Kimley Horn. (2019, December). Traffic Management Center, Service Layer Plan. Iowa Publications Online. https://publications.iowa.gov/52083/ 9 Iowa DOT. (n.d.). Transportation Systems Management and Operations (TSMO). Iowa Department of Transportation. https://iowadot.gov/consultants-contractors/traffic-operations/transportation-systems- management-and-operations-tsmo 10 Iowa DOT. (n.d.-a). Strategic & Program plans. Iowa Department of Transportation. https://iowadot.gov/traffic-operations/transportation-systems-management-and-operations-tsmo/strategic- program-plans 34 32 signing, pavement marking, and any communications infrastructure. The operations arm of ISU focuses on11: • Managing campus transportation infrastructure and operations to support a pedestrian‑oriented, safe, and accessible campus environment. ISU also houses the Institute for Transportation (InTrans), which is a department of the University dedicated to transportation research, education, workforce development, and technology transfer. InTrans does not manage any public infrastructure but is a valuable research partner in the region. Its priorities include12 13: • Conducting applied transportation research and technology transfer that improves safety, mobility, and system performance at local, regional, and national levels. • Supporting agencies through data analytics, pilot projects, training, and research ‑to‑practice initiatives that inform transportation operations and policy decisions. Emergency Services There are four main providers of law enforcement and emergency response services in the AAMPO Area: Ames Police Department, Story County Sheriff, Iowa State Patrol, and Iowa State University Police Department. There are three independent 911 Emergency Dispatch centers in the AAMPO Region: Ames Police Department, Iowa State University Police Department, and Story County. Their transportation- focused operational priorities are to14 15 16: • Protect public safety through rapid emergency response, effective incident management, and coordination across law enforcement, fire, and medical services. • Maintain situational awareness and efficient roadway access during incidents, special events, and severe weather to reduce secondary crashes and response delays. 5.2 Coordination Transportation operations in the AAMPO region depend on coordination among agencies with different roles and priorities that share a common transportation network. Many operational challenges, including congestion, incidents, special events, and weather impacts, extend beyond individual jurisdictions or modes. Coordination helps agencies manage these overlaps, align responses, and maintain consistent system performance. This section describes the primary coordination practices used across the region and identifies areas where communication and collaboration are most critical. 11 Iowa State University. (n.d.-b). Facilities Planning and Management. FPM - Division of Operations and Finance. https://operationsfinance.iastate.edu/fpm 12 Iowa State University. (n.d.). InTrans - Institute for Transportation. https://www.intrans.iastate.edu/ 13 Iowa State University. (n.d.-a). About InTrans. InTrans - Institute for Transportation. https://www.intrans.iastate.edu/about/ 14 City of Ames. (n.d.). Police department - City of Ames, Iowa. https://www.cityofames.org/My- Government/Departments/Police-Department 15 City of Ames. (n.d.-b). Public safety - City of Ames, Iowa. https://www.cityofames.org/My- Government/Public-Safety 16 City of Ames. (2020, August 17). Ames Police Department Law Enforcement Services Manual. https://www.cityofames.org/files/assets/city/v/1/police/documents/ames -police-department-policy-manual- 82020.pdf 35 33 Regular Regional Coordination There are several regularly scheduled meetings that contribute to regional coordination. These include the following: • Central Iowa Safety Team – meets monthly to discuss safety topics, problems, projects, and improvements along local roadways within regional areas of Iowa. The Safety Team includes representatives from the City of Ames, Story County Sheriff’s Office, Story County Engineering, Story County EMS, InTrans, Iowa DOT, Iowa State Patrol, Ames Fire Department, and Ames Police Department. Attendance at these meetings can vary from month to month. • AAMPO Transportation Technical Committee (TTC) – provides technical review and recommendations on regional transportation planning and programming. Its members represent local jurisdictions, transit, schools, ISU, and state and federal partners, offering coordinated technical analysis and operational insight that supports AAMPO’s planning and project development. Their main objective is to advise the Transportation Policy Committee. • AAMPO Transportation Policy Committee (TPC) – is the governing body responsible for approving AAMPO plans, funding programs, and establishing regional transportation priorities. Comprised of elected officials, the committee meets to set the strategic direction for mobility, safety, multimodal investments, and compliance with federal planning requirements. • Story County Transportation Collaboration – is a countywide group that brings together human-service agencies, transportation providers, and community organizations to address transportation barriers, strengthen partnerships, and share information about available mobility services. The collaboration meets quarterly to identify emerging needs and coordinate solutions. Regular Interagency Coordination There are several regularly scheduled meetings between pairs of individual agencies to coordinate on specific topics. A few of the most notable ones include the following: • City of Ames engineering staff and Iowa DOT District 1 staff meet twice a year to discuss upcoming roadway and operations projects. • City of Ames engineering staff and the Iowa State University Facilities and Planning staff meet twice a year to coordinate and discuss upcoming construction projects impacting both entities. • City of Ames engineering staff and CyRide meet annually to coordinate construction and transit route topics. • City of Ames engineering staff and InTrans meet twice a year to coordinate research opportunities using city infrastructure. • ISU and CyRide have reoccurring coordination meetings throughout the year. Additional coordination occurs for special projects, and ongoing coordination happens as needed. Special Event Coordination Special events are a significant operational consideration in the AAMPO region, particularly due to the concentration of large events on the Iowa State University campus. For events such as Iowa State football games and performances at Stephens Auditorium, the Iowa State University Police Department typically leads traffic operations on campus and in surrounding areas. These efforts are coordinated with the Ames Police Department and the Iowa State Patrol to manage traffic flow, pedestrian movements, and access to parking facilities before and after events. Traffic management for special events relies primarily on staffing resources, with law enforcement personnel positioned at key intersections to direct vehicles and pedestrians. Transit operations are also affected during major campus events, with CyRide adjusting routes or service patterns to avoid 36 34 congested areas. Pre-event coordination among agencies is used to identify anticipated impacts, establish roles and responsibilities, and plan for traffic control and access management related to these events. Other Coordination The City of Ames engineering staff hosts construction project kick-off meetings for utility companies at the beginning of each construction season. Detailed road closure updates are shared with the Ames Police Department and Ames Fire Department a few days before each closure. 37 35 5.3 Conclusion The AAMPO region includes multiple agencies with distinct responsibilities that operate on a shared transportation network. Coordination occurs through a mix of formal committees, recurring meetings, and direct communication, which together support day-to-day transportation operations across jurisdictions and modes. Existing coordination is most established for planned activities such as construction and major special events, where roles and responsibilities are generally understood in advance. In contrast, unplanned events, incidents, and rapidly changing conditions rely more heavily on informal communication, which can limit consistency during real-time operations and post-event coordination across agencies. Special events and incidents highlight the operational interdependencies among roadway operations, transit service, campus activity, and emergency response. These conditions underscore the importance of coordination practices that support shared situational awareness and timely decision making. Building on existing coordination structures, the region has an opportunity to refine how agencies interact during unplanned events, with an increased focus on real-time operations. There is also an opportunity to expand discussions around joint funding opportunities and the use of multi-agency operational systems and initiatives to support more integrated and efficient transportation management across the region. The needs that emerged from reviewing existing systems for regional collaboration are summariz ed in Table 8. Table 8: Summary of Needs from Regional Collaboration ID Category Description R01 Regional Governance, Communication & Funding Coordination A regional governance structure with consistent communication and coordinated funding to support planning and operations across Ames, Story County, Iowa DOT, ISU Operations, CyRide, InTrans, and emergency services. R02 Integrated Operations & Event/Incident Management Regional processes for construction, closures, weather, special events, and incident response using shared procedures, notifications, contacts, communication pathways, and after-action reviews. R03 Data, ITS Integration, Cybersecurity & Performance Shared regional data, ITS, traveler information, and cybersecurity practices supported by aligned performance measures and common evaluation methods. R04 Multimodal & Campus/Community Coordination Multimodal coordination across transit, bike/ped, micromobility, and campus operations, including ISU Operations and ISU Housing, to support safe and consistent corridor and campus activity management. R05 Regional Workforce & Capability Development Regional workforce development through shared training, operational exercises, university partnerships, and coordinated tool adoption to strengthen long-term TSMO capability. 38 36 6 Stakeholder Engagement Each of the defined groups from Section 5.1 has a strong interest in the future of transportation mobility, safety, and operations within the AAMPO region. An engagement plan was developed for this project that included an overall strategy for stakeholder engagement, including developing project-specific resources and engaging directly with stakeholders. A full stakeholder report is available in Appendix A. 6.1 Resources Throughout development of the AAMPO TSMO Plan, the project team used multiple resources to inform and engage regional stakeholders. Informational presentations were prepared and delivered at existing coordination meetings, including the Central Iowa Safety Team and the AAMPO TTC, to introduce TSMO concepts, share project updates, and support discussion within established forums. These efforts were complemented by periodic project newsletters distributed by email to keep stakeholders informed of progress and upcoming engagement opportunities. Additional engagement resources included informational fact sheets that summarize the purpose, scope, and expected outcomes of the TSMO Plan in a concise, shareable format. A short online stakeholder survey was developed and distributed to gather broader input across agencies and validate emerging themes related to operations, coordination, and special events. The project team also conducted one-on-one interviews with interested agencies and organizations to obtain more detailed feedback on operational needs and coordination opportunities. Collectively, these resources supported both broad awareness and targeted input throughout the planning process. 6.2 Engagements Balancing the need to inform and receive feedback from various stakeholders, three kinds of engagement were developed. First, the informational workshops were designed to give a broad group of stakeholders a basis for understanding the project and an opportunity to provide feedback on the process without diving into specific ITS strategies. Second, one-on-one interviews were scheduled with key regional stakeholders to have deeper conversations about specific needs and transportation concerns in the AAMPO area. Finally, an online survey was conducted to allow individuals from the key stakeholder agencies to share detailed locations of concern and other issues. These engagement strategies worked together from the broadest to the most detailed to help AAMPO decide where it is most beneficial to focus efforts to have a positive impact on the plan. 6.2.1 Workshops Each presentation and workshop provided an overview, goals, and stakeholder engagement approach for development of the AAMPO’s TSMO Plan. A project fact sheet describing TSMO, its goals and benefits, and how they could be applied to the Ames region was provided. Those in attendance provided feedback. Appendix A includes meeting minutes for each presentation. AAMPO TTC Presentation An in-person presentation was made at the September 11, 2025, meeting of the AAMPO TTC at Ames City Hall. The TTC serves as the primary advisory committee to the AAMPO’s Transportation Policy Committee (TPC). Representatives include the City of Ames, City of Gilbert, CyRide, Story County, Boone County, ISU, Ames Community School District, Gilbert Community School District, Iowa DOT, FHWA, and FTA. The meeting included discussion on how the TSMO plan will inform other AAMPO regional plans, future investments, and policies, and how the TSMO plan will identify regional needs and educate partners on 39 37 how to maintain and operate ITS infrastructure after it is built. The need for enhanced traveler information systems and regional collaboration was also emphasized by stakeholders at this presentation. Central Iowa Safety Team Presentation The project team made an in-person presentation at the October 7, 2025, meeting of the Central Iowa Safety Team at the Iowa Local Technical Assistance Program (LTAP) offices in Ames. Iowa’s Statewide Safety Team Program is a coordinated effort between Iowa LTAP, Iowa DOT, and the Iowa Governor’s Traffic Safety Bureau. These safety teams meet on a regular basis to discuss safety topics, problems, projects, and improvements along local roadways within regional areas of Iowa. The Central Iowa Safety Team includes representatives from the City of Ames, Story County Sheriff’s Office, Story County Engineering, Story County EMS, InTrans, Iowa DOT, Iowa State Patrol, Ames Fire Department, and Ames Police Department. Central Iowa Safety Team Meeting, October 7, 2025 This meeting included discussion of current TSMO opportunities in the AAMPO region, including the fiber optic network, the city’s traffic management center (TMC) at public works, and various traffic signal sensor improvements like upgraded traffic cameras, refreshed signal timings, and emergency vehicle preemption. Attendees also identified several transportation challenges including distracted drivers, pre- construction coordination, game day traffic, and trains stopped across at-grade intersections. 40 38 6.2.2 Interviews Virtual meetings were conducted one-on-one with key stakeholders to build awareness of and engage in the plan development. These meetings provided the opportunity to address questions and concerns of key stakeholders, explain the purpose of TSMO, and to gather feedback on existing transportation mobility, safety, or operational challenges. These discussions provided critical information and understanding of their routine transportation operations and concerns. Stakeholders shared specific information with the project team and discussed potential changes or ideas that could be implemented or considered with this TSMO plan. The project team met individually with: • Iowa DOT • CyRide • InTrans • Iowa State University • Ames area emergency responders (law enforcement and fire) Highlights of these conversations are in the following sections. A full summary of comments received through these one-on-one discussions is provided in Appendix A. Iowa DOT The Iowa DOT and AAMPO representatives discussed a concern for underutilization of existing ITS infrastructure and the need to integrate technology in both daily operations and during special events. Though the stakeholders from Iowa DOT appreciate the current level of collaboration with the City of Ames, they emphasized how they can support the AAMPO region by sharing local traveler information to the 511 system and stationary dynamic message signs (DMS), providing view access to cameras that the DOT already owns and operates, and sharing transportation data for analytics. Internally, Iowa DOT is focused on safety. Work zones and crash reduction were discussed as priorities. CyRide CyRide partners indicated their willingness to work with other regional agencies, including providing their AVL data to other partners for analytics. They currently provide rider information such as bus arrival times via app and add this information to bus stops with dynamic signs where available. They are interested in sharing ITS infrastructure and connecting to the City of Ames’s fiber network. Enhanced communication between the City and CyRide in advance of construction and closures would allow bus routes to be adjusted to maintain continued service for riders and ensure geometry of the roadway continues to be compatible with all vehicles. InTrans Themes of the conversation with InTrans included collaboration and coordination. InTrans and the AAMPO staff discussed the potential of sharing the ITS and fiber network to allow InTrans to use actual data from the City of Ames for research purposes. InTrans suggested several of their developed tools and applications to drive data-based improvements in the region including speed compliance maps, winter maintenance and recovery analysis, work zone crash analysis, shared dashboards, and machine learning for adaptive traffic signals. Meetings to coordinate data sharing and analytics occur twice a year. 41 39 Iowa State The Iowa State operations team is focused primarily on building operations rather than transportation, but they did emphasize a desire for a pedestrian-centric campus. They would like more coordination with the City of Ames about the university-owned traffic signals and special events like move-in days. Better gameday coordination policies and regularly scheduled opportunities for ongoing collaboration would help overcome the challenges of working across several jurisdictions. Ames Area Emergency Responders Police and fire representatives from ISU Police, Ames Police, and Ames Fire were present at this meeting. Themes of the discussion were safety, coordination, and data analytics. Distracted driving and public understanding of what to do in the presence of an emergency vehicle were the primary safety concerns. Coordination around construction and gameday operations could be more consistent and collaborative. Policies should be clear regarding when and how to store footage from traffic cameras. Dashboards could be used to share data on corridor performance and transportation investment outcomes. 6.2.3 Survey A short online survey was conducted after these meetings to gather additional data and validate themes drawn from the interviews. The survey was sent to key stakeholders via email, along with a request that they forward it to additional respondents within their organizations. Respondents were associated with CyRide, Iowa State University, the City of Ames, and EMS. The most prominent issues in responses included: • Transit operations • Special events management • Signal timing and detection, especially along Lincoln Way and key intersections that affect bus reliability and pedestrian safety. Full results are available in Appendix A. 42 40 6.3 Feedback Summary Specific priorities and themes appeared that are shared among many of the organizations and stakeholders. These included collaboration, safety for all users, and using technology as shown in Figure 9. Figure 9: Word Cloud of themes from the stakeholder meetings 6.3.1 Collaboration and Coordination All five one-on-one interviews mentioned collaboration and coordination to different degrees. Special event coordination and pre-construction meetings were noted as critical to CyRide operations and efficient EMS response, and gameday operations affect all stakeholders. 6.3.2 Safety Safety is a consideration for all organizations involved in the regional transportation system. For Iowa DOT, safety is part of their explicit missions, while others, such as ISU and CyRide, focus on mobility policies that address safety. The EMS responders at the police and fire departments take a more active role in safety, with enforcement and response, and InTrans has research focused on work zone crash analysis and speed compliance. 6.3.3 Fiber, ITS, and Data and Analytics ISU Operations, CyRide, and InTrans have all shown interest in connecting to the City of Ames fiber system to facilitate sharing information and data with the City. Iowa DOT expressed their willingness to share their resources and data with the City. Addit ionally, InTrans suggested providing their analysis 43 41 tools, which would simplify the process of building dashboards and developing useful metrics for analyzing data from the City of Ames and other partners. Sharing the City’s fiber backbone can allow all the stakeholders to engage in a more connected transportation system by enabling the implementation of AVL, EVP, transit signal priority (TSP) and other technologies that interact with signals and the broader transportation network. 6.3.4 Traveler Information Iowa DOT, CyRide, and the law enforcement organizations each discussed an existing ability or desire to share information with the traveling public. Currently, Iowa DOT operates a 511 traveler information website and mobile application, and CyRide has a mobile application to inform riders of real-time bus locations. The City of Ames has a real-time snowplow location dashboard. 6.4 Conclusion Table 9 contains a summary of needs derived from the stakeholder engagement process . Table 9: Summary of Needs from Stakeholder Engagement ID Category Description Source Agencies S01 Construction & Detour Coordination Need early, consistent, and well communicated coordination on construction projects and lane/road closures so transit routes, emergency access, and daily operations can be maintained effectively, with shared expectations for how detours and impacts are communicated across agencies. • City of Ames (interview + survey) • CyRide (interview + survey) • First Responders • ISU (interview + survey) • Story County S02 Special Event Traffic Management Need a formal, multiagency special event traffic management framework that includes clear roles, recurring coordination, and full integration of transit operations and detour planning to reduce delays and maintain reliable service during large ISU events. • City of Ames • CyRide (interview + survey) • First Responders • ISU • Story County • Iowa DOT S03 Data & System Access / Analytics Need a shared regional data and analytics environment that supports broader, routine sharing of traffic, incident, and operational data (including cameras and 511), provides access to advanced analysis tools, and defines expectations for how long video and data are stored and how they are used for operations and enforcement. • City of Ames • First Responders • Iowa DOT • InTrans 44 42 ID Category Description Source Agencies S04 Transit Operations & Reliability Need enhanced City-CyRide coordination to support transit reliability, including early notification in construction and signal projects, technology solutions such as Transit Signal Priority, integration of CyRide AVL and safety data into regional planning, and displaying real time arrival information at major bus stops and shelters. • City of Ames • CyRide (interview + survey) • ISU • InTrans S05 Campus–City Coordination & Long- Range Planning (ISU Operations) Need enhanced City–ISU operational coordination on multimodal safety (especially along Lincoln Way), signal operations, campus development and parking changes, construction staging and detours, transit/bus stop interfaces, and high impact campus activities (including ISU Housing move in/moveout). • ISU (campus planners, utilities, Housing) (interview + survey) • City of Ames • CyRide S06 Emergency Response & Public Safety Need improved regional emergency operations coordination, including public understanding of how to respond to emergency vehicles, reliable and clearly identified emergency vehicle preemption, systematic coordination on closures and detours to preserve emergency routes, shared access to cameras and operational data, and a coordinated incident management framework with agreed-upon protocols, diversion routes, and after-action review practices. • Ames Police • Ames Fire • ISU Police • Iowa DOT • Iowa DPS • City of Ames • Story County • Central Iowa Safety Team participants; Survey – MGMC/EMS S07 Multimodal / Pedestrian– Bike– Micromobility Safety Need to enhance multimodal safety and accommodation, particularly in campus areas and high conflict corridors, by improving pedestrian and bicycle crossings and better integrating micromobility devices (E-scooters, etc.) to reduce conflicts with pedestrians. • ISU (interview + survey) • City of Ames • CyRide (survey) S08 Fiber / ITS Infrastructure & Technology Integration Need to maximize use of the City’s expanding fiber and ITS network through joint projects, shared data access across agencies, and clearer agreements and processes for operational and research partners to access City ITS infrastructure in a secure, sustainable way. • City of Ames • InTrans • ISU • Iowa DOT • CyRide S09 Performance Measurement & Metrics Need to establish shared TSMO performance measures and reporting practices so agencies can consistently define “success,” evaluate operational outcomes, and communicate results (e.g., corridor performance, response times, handsfree law impacts) through dashboards and other tools. • Iowa DOT • City of Ames • InTrans • Ames Police 45 43 ID Category Description Source Agencies S10 Public Communication & Traveler Information Need to improve regional communication and traveler information through stronger outreach and multichannel messaging (apps, social media, DMS, 511, etc.) that addresses distracted driving, event traffic expectations, and changing travel conditions for closures and weather disruptions. • Iowa DOT (interview + survey) • Ames Police (interview + survey) • Ames Fire (interview + survey) • CyRide (interview + survey) • City of Ames(interview + survey) • Central Iowa Safety Team participants (interview + survey) S11 Regional Coordination & Forums Need recurring, operations-focused regional coordination forums that bring together Ames, Story County, ISU Operations, CyRide, Iowa DOT, InTrans, and emergency services to align with planning, construction, special events, incident management, and day-to-day operations. • InTrans • Iowa DOT • City of Ames • Story County • Ames Police • Ames Fire • ISU Police • Central Iowa Safety Team participants • ISU Operations • CyRide 46 44 7 Existing Needs From the Existing Conditions review and the Regional Collaboration discussion, several areas of concern rise to the top. These are the primary needs of the AAMPO region right now and will be the focus of the strategic plan sections below. Safety This includes the safety of all users of the AAMPO regional transportation network and improved emergency response. Mobility/Multimodal This refers to the efficiency of movement of all users, including buses, pedestrians, and cyclists during regular roadway conditions and peak hours. Communication This includes both communication with the public and interagency partners. Event Management This encompasses planned special events like sports or concerts, as well as other events like incidents and construction. Technology This area refers to the desire to implement technologies to improve asset management and innovation strategies throughout the region. 47 45 8 Strategic Plan The strategic plan is intended to serve as an outline of the specific program areas and actions that AAMPO has chosen to pursue to promote TSMO throughout the region. The focus areas are split into sub-sections of program management, mobility and multimodal operations, event management, and supporting technology and infrastructure. Emphasizing each of these areas helps AAMPO develop a solid and lasting foundation for TSMO integration in the region. Each activity has been associated to the needs described in Sections 5.3 and 6.4. The level of regional impact and difficulty of implementation (including necessary time, institutional complexity, and resources/cost) have also been identified for each action. These impact and difficulty rankings have been combined to create a priority level for each action item. Table 10 offers a brief description of what rankings each priority level represents and how priorities should affect implementation. Table 10: Activity Prioritization Regional Impact Score Level of Difficulty Priority Level Explanation High Easy 1 Do these activities first to build a foundation for the TSMO program and momentum to accomplish more difficult tasks. High Medium 2 Get started with planning now, as these activities will require sustained effort but will provide a high level of regional impact. Medium Easy 3 These activities will help AAMPO grow the foundation of the TSMO program and enable harder work. Medium Medium 4 These items will help continue the growth of the TSMO program but require a foundation of good coordination and strong interagency relationships that will be established via higher priority tasks. High Hard 5 These are long-term strategies that are critical but require dedicated champions and established relationships to complete. Medium Hard 6 The needs associated with these tasks should be re- evaluated after progress has been made on higher priority items. Low Any 7 Support these activities and look for opportunities to accomplish them within other initiatives. The strategic section of the plan also outlines relevant emerging technologies that AAMPO should continue researching before considering implementation, and a section on maintaining the TSMO program and this plan. 48 46 8.1 Program Management Program management focus areas emphasize the internal structures of agencies and coordination across regional partners required for the implementation of TSMO measures throughout the region. Staffing and funding plans, regional coordination plans, and structures for data management and sharing are building blocks of a sustainable and adaptable TSMO program. 8.1.1 Regional Coordination for Transportation Operations Establish consistent, operations-focused regional coordination to support day-to-day transportation system management across the AAMPO region. Stakeholder engagement consistently identified coordination across agencies as a primary need. While the Central Iowa Safety Team provides an important forum for safety-related discussions, there is currently no recurring forum dedicated specifically to transportation system operations. Many operational challenges in the AAMPO region, including traffic signal performance, transit reliability, special events, incidents, and technology deployment, span multiple jurisdictions and agencies. Dedicated, operations-focused coordination among AAMPO partners such as the City of Ames, CyRide, Iowa DOT, Iowa State University, InTrans, and regional emergency services would improve information sharing, reduce duplication of effort, and support more efficient use of existing systems and resources. Strong coordination can also lower the effort required to deploy and maintain technology by aligning priorities, sharing lessons learned, and identifying opportunities for collaboration. Table 11 shows recommended activities related to improving regional coordination. Table 11: Associated Activities for Regional Coordination for Transportation Operations Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 1 Convene a recurring, operations-focused regional working group focused on topics such as corridor performance, construction coordination, special events, incidents, and use of shared data or technology High Easy R01, R02, S11 3 Host a workshop to inform regional stakeholders about the outcomes of this TSMO Plan and begin ongoing coordination Medium Easy S11 3 Facilitate a review of existing forums to determine whether operational needs related to traffic operations, transit operations, data sharing, and technology deployment are being addressed Medium Easy R01, R02, R03, S08, S11 7 Document coordination discussions, action items, and follow-up needs to support continuity across agencies and staffing changes Low Easy R01, R02, S11 49 47 8.1.2 Planning and Funding for TSMO Implementation Integrate TSMO into regional policy, planning, and funding processes to support the implementation of cost‑effective and targeted operational improvements. The advancement of TSMO strategies in the AAMPO region is dependent on funding and workforce availability. Today, most ITS and operational investments are planned and delivered independently by individual agencies. This approach can make it harder to pursue projects that span jurisdictions or provide broader regional benefits. AAMPO can help address this challenge by supporting individual member agencies in acquiring TSMO funding, by identifying when regional funding coordination makes sense, and by aligning planning and prioritization processes with TSMO objectives. Through collaboration, the region may be better positioned to pursue grants and funding opportunities that are difficult for agencies to access on their own. Integrating TSMO into regional planning and project prioritization also helps direct limited resources toward strategies that improve daily operations and deliver clear regional value. Activities related to planning and funding TSMO projects can be found in Table 12. Table 12: Associated Activities for Planning and Funding for TSMO Implementation Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 1 Support and coordinate development of individual and joint grant applications for regionally significant TSMO initiatives High Easy R01 2 Incorporate TSMO considerations into regional project selection and prioritization criteria High Medium R01 3 Identify grant programs and other funding opportunities that are applicable to TSMO projects Medium Easy R01 50 48 8.1.3 Regional TSMO Workforce Development Build regional ITS and TSMO expertise through partnerships, training, and knowledge sharing. Since AAMPO does not operate transportation systems directly and does not employ operations staff, progress depends on the skills and capacity of partner agencies. Staff turnover, new technology, and changing operational needs also create ongoing training demands. AAMPO can add value by connecting agencies to existing resources. This includes local and statewide partners such as Iowa State University, InTrans, Iowa DOT, as well as national transportation training and research programs. AAMPO can also help partners learn from pilots and deployments, so lessons are shared across agencies. AAMPO can also support workforce development by connecting regional agencies with training, research, and peer resources related to ITS and TSMO. This includes signal timing, transit operations, event and incident management strategies, data and performance tools, and em ergency response coordination. To minimize the burden on AAMPO and partner agencies, some workforce development activities can be integrated into the proposed operations coordination meetings. Table 13 shows actions that AAMPO can take to encourage workforce development in TSMO. Table 13: Associated Activities for Regional TSMO Workforce Development Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 3 Document pilot projects and demonstrations and share lessons learned with partner agencies Medium Easy R05 3 Coordinate regional training opportunities, peer exchanges, and product demonstrations on traffic operations, data management, and emerging technologies Medium Easy R05, S03, S11 4 Facilitate partnerships between regional agencies and Iowa State University to promote applied research, student projects, and internships aligned with regional TSMO initiatives Medium Medium R05, S05 51 49 8.2 Mobility and Multimodal Operations Multimodal operations are day-to-day activities that impact travel in the AAMPO region, including the traffic signal system, the railroad, transit and active transportation, and emergency vehicle operations. Each of these things happens to varying degrees every day. This is where AAMPO and its member agencies are most likely to get a more significant return on investment, since the recommended activities in these sections will affect daily transportation for almost all residents and travelers. 8.2.1 Traffic Signal Operations and Corridor Management Support corridor-based signal operations strategies that improve reliability, safety, and multimodal performance across jurisdictional boundaries. Traffic signals influence how all people move through the region, including drivers, buses, pedestrians, and cyclists. Signal timing and coordination, paired with active management strategies like adaptive signal timing where appropriate, are often among the most cost-effective TSMO strategies. When corridors are timed well and updated regularly, agencies can reduce delay, improve travel time reliability, and support safer crossings. A corridor approach also helps agencies align work across boundaries and focus resources where they have the most impact. Table 14 shows activities related to traffic signal operations and corridor management. Table 14: Associated Activities for Traffic Signal Operations and Corridor Management Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 1 Support development of a corridor-based signal timing program, including corridor prioritization, a schedule for periodic timing updates, and active management strategies where appropriate High Easy 1 Support development and documentation of special timing plans for major events, detours, or recurring congestion periods High Easy R02, S02, S05, S11 1 Encourage the use of seasonal timing plans where traffic patterns change significantly during the year High Easy S05 1 Coordinate evaluation of advanced signal operations at high-crash or high-delay locations High Easy 2 Advocate for adoption and use of ATSPM for performance monitoring High Medium R03, S09 52 50 8.2.2 Rail Crossing Detection and Notification Improve awareness of rail crossing blockages by supporting train detection and sharing crossing status information with emergency responders and travelers. At-grade rail crossings can disrupt travel and delay emergency response. This affects safety and travel time reliability across the region. Direct coordination with railroad operators may be limited, but local agencies can use detection technologies to monitor train presence and identify prolonged blockages at priority crossings. Sharing this information in real-time can support emergency routing decisions and reduce avoidable delays. Public messaging can also help travelers choose safer and more reliable r outes when crossings are blocked. Actions to improve rail crossing detection and notification are in Table 15. Table 15: Associated Activities for Rail Crossing Detection and Notification Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 3 Document technology use cases, operating procedures, and lessons learned to inform future deployments Medium Easy 4 Support deployment of technologies that detect train presence at priority locations Medium Medium 5 Coordinate integration of crossing status into event and detour planning where blocked crossings are likely to affect routing High Hard S01, S02 5 Coordinate sharing of rail crossing status information with emergency response agencies to support routing and response decisions High Hard R02, S01, S06, S11 6 Encourage public communication of rail crossing blockages through dynamic signs, traveler information websites, or other regional information channels Medium Hard R03, S10 53 51 8.2.3 Transit Operations and Reliability Support transit operations strategies that improve reliability, safety, and the transit user experience across the AAMPO region. Transit plays an important role in regional mobility, particularly for students, employees, and residents. Delays caused by traffic congestion, construction, and special events can reduce reliability and increase travel time. Operational strategies such as transit signal priority, real‑time arrival information, and safer access to stops can help buses move more efficiently and make transit easier to use. These improvements also strengthen connections between transit, walking, biking, and driving. Table 16 describes activities to improve transit operations and reliability in the AAMPO region. Table 16: Associated Activities for Transit Operations and Reliability Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 2 Advocate for coordination between transit operators and local agencies to maintain reliable service during construction and major events High Medium R02, R04, S01, S02, S04, S11 4 Support deployment of transit signal priority (TSP) on key routes Medium Medium R04, S04 4 Promote design and operational improvements that enhance perceived safety and comfort at bus stops and along pedestrian routes Medium Medium R04, S04, S05, S07 7 Coordinate installation of real-time transit arrival information Low Medium R03, R04, S04, S10 54 52 8.2.4 Emergency Vehicle Operations and Coordination Support consistent and effective emergency vehicle operations across the AAMPO region through coordinated use of signal priority and operational standards. Emergency vehicle operations directly affect response times during crashes, medical emergencies, fires, and other incidents. Delays at signalized intersections can slow emergency response and increase risk for both responders and the traveling public. Coordinated use of EVP systems can reduce these delays and improve reliability. Because emergency response routes often cross jurisdictional boundaries, alignment across agencies is important for effective regional operations. Activities for improving emergency vehicle operations and coordination are in Table 17. Table 17: Associated Activities for Emergency Vehicle Operations and Coordination Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 2 Coordinate development of regional standards for EVP deployment and operation High Medium R02, R03, S06, S11 4 Support updates or expansion of EVP systems on priority corridors and response routes Medium Medium R02, S06 8.2.5 Active Transportation Operations and Safety Support operational strategies that improve safety, comfort, and crossing efficiency for people walking and biking across the AAMPO region. Walking and biking are important travel modes in the region, especially near campus and along key corridors. Operational decisions, such as signal timing, detection, and crossing treatments, can reduce conflicts and make crossings easier to use. These changes improve multimodal reliability by reducing unexpected delay and supporting safer interactions at signalized and uncontrolled crossings. Including bike and pedestrian staff in operations discussions helps agencies coordinate improvements and apply consistent practices across projects, construction, and daily operations. Table 18 shows activities that can help AAMPO improve active transportation operations and safety. Table 18: Associated Activities for Active Transportation Operations and Safety Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 3 Include bike and pedestrian staff in operations-focused coordination meetings where signal timing, construction impacts, and corridor performance are discussed Medium Easy R04, S01, S07, S11 3 Support operational treatments that prioritize pedestrian and bicycle movements at signalized intersections, including Leading Pedestrian Intervals (LPIs), logic-based phase omissions or delays, detection, and timing adjustments Medium Easy R04, S07 7 Identify and prioritize high-volume pedestrian crossings for crossing enhancements such as RRFBs or other treatments Low Medium R04, S07 55 53 8.3 Event Management Event management includes both planned activities, like construction and sporting events, and unplanned disruptions, such as weather impacts and traffic incidents. TSMO strategies support coordinated and timely decision‑making when these events impact travel conditions. 8.3.1 Work Zone Coordination and Traveler Information Improve work zone safety and travel reliability through better coordination, consistent traffic control practices, and timely traveler information. Work zones are a frequent source of delay and safety risk. They can also disrupt transit service and create barriers for people walking and biking. Emergency response routes may be affected as well. Many of these impacts can be reduced with stronger coordi nation across agencies and clearer communication with the public. Portable technology and consistent temporary traffic control practices can also help agencies monitor conditions and adjust plans when needed. Table 19 shows recommended work zone coordination activities. Table 19: Associated Activities for Work Zone Coordination and Traveler Information Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 1 Encourage use of portable devices and other technology to support work zone safety and traveler information (e.g. portable message signs, speed feedback, or queue warning) High Easy R02, R03, S10 3 Coordinate advance construction notifications and detour information among agencies and across public-facing channels. Medium Easy R02, R03, S01, S10 3 Promote consistent development of temporary traffic control plans, including considerations for transit routing, pedestrian and bicycle access, and emergency response needs. Medium Easy R02, S06, S07 56 54 8.3.2 Special Event Operations Coordination Improve travel safety and reliability during major planned events through coordinated operations planning, transit adjustments, and consistent public communication. Major events, especially those associated with Iowa State University, can create sharp spikes in travel demand. They affect traffic flow, pedestrian activity, transit operations, and emergency access. Impacts often extend beyond the event footprint and cross jurisdictional boundaries. Coordination before the event can reduce confusion, improve safety, and support faster response when conditions change. Clear, consistent messages to travelers also help reduce avoidable delay. Activities for special event operations coordination are in Table 20. Table 20: Associated Activities for Special Event Operations Coordination Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 1 Coordinate an event notification and coordination process between ISU and the City of Ames, including key contacts, timelines, and defined pre‑event coordination steps High Easy R02, S02, S05, S11 2 Conduct after-action reviews for major events and document lessons learned for future playbook updates High Medium R02, R05, S02, S11 4 Promote regional playbooks or templates for major events, including traffic control, transit service adjustments, and public messaging Medium Medium R02, S02, S04, S10 4 Support development of event routing concepts and special signal timing plans for recurring major events, led by the owning agencies Medium Medium R02, S02, S11 57 55 8.3.3 Incident Response Coordination Support coordinated, cross‑jurisdictional incident response to reduce delays and improve safety during crashes and other unplanned events. Traffic incidents can quickly disrupt travel and create safety risks for responders and travelers. Many incidents affect multiple agencies and cross jurisdictional boundaries. Clear roles, shared procedures, and regular practice help agencies respond more consistently. Coordination also supports quicker clearance, reduces secondary crashes, and improves communication during rapidly changing conditions. Table 21 shows associated activities for incident response coordination. Table 21: Associated Activities for Incident Response Coordination Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 1 Support development and documentation of cross-jurisdictional incident response protocols (short-term, such as crashes and stalled vehicles) High Easy R02, S11 2 Conduct after‑action reviews for significant incidents and share key lessons with regional partners High Medium R02, R05, S11 6 Support deployment of CCTV and detection for incident monitoring. Medium Hard R02 7 Leverage participation in statewide planning efforts, trainings, and tabletop exercises to strengthen regional coordination and incident response practices Low Medium R02, R05, S11 58 56 8.3.4 Weather Monitoring and Response Coordination Support coordinated weather monitoring, response planning, and traveler information to reduce safety risks and improve network reliability during severe weather. Weather can quickly change travel conditions and disrupt routine operations. Flooding, snow, ice, and low visibility can reduce roadway capacity and increase crash risk. Impacts often extend across jurisdictions and affect emergency response, transit, and active transportation. Better monitoring and clear communication help agencies respond faster and help travelers make safer choices. Shared tools and common practices also reduce confusion during fast-moving events. Weather monitoring and response coordination activities can be found in Table 22. Table 22: Associated Activities for Weather Monitoring and Response Coordination Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 3 Support adoption of connected fleet tools for winter maintenance, such as AVL, telematics, and related signal interaction strategies where applicable. Medium Easy R02 4 Support deployment of flood detection and alert capabilities at priority locations, paired with public messaging through traveler information channels. Medium Medium R02, S10 7 Support deployment of weather monitoring technologies, including fixed and vehicle-based mobile units. Low Medium R02 7 Coordinate consistent public messaging for weather impacts across regional channels (for example, agency sites, 511, social media, and portable signs). Low Medium R02, R03, S10 7 Coordinate evaluation of methods to improve winter weather monitoring and response, including data sources, communication practices, and operational procedures. Low Easy R02, S11 59 57 8.4 Technology and Infrastructure Technology and infrastructure provide the foundation for implementing TSMO in the AAMPO region. This section describes the systems and practices that support monitoring, communication, data use, and coordinated operations across agencies. 8.4.1 ITS and Communications Support development and coordination of ITS and communications infrastructure that enables connected, reliable transportation operations across the AAMPO region. Communications and ITS infrastructure provide the foundation for many TSMO strategies, including traffic signal operations, transit management, incident response, and traveler information. The City of Ames has built out a network of fiber and field devices through phased investments, creating opportunities for expanded coordination and system integration across agencies. Iowa DOT and Iowa State University also own and operate fiber systems. Other parts of the region, including the City of Gilbert and surrounding rural areas, have more limited infrastructure. A coordinated regional approach can help align future investments, support interoperability, and extend operational benefits where they are most needed. Table 23 shows associated activities for ITS and communications. Table 23: Associated Activities for ITS and Communications Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 2 – Continued Effort Support planning and coordination around deployment of ITS field devices such as traffic signals, detection, CCTV, road weather information systems (RWIS), and DMS High Medium R03, S11 2 – Continued Effort Support expansion and coordination of fiber and wireless communications to improve signal interconnection and system connectivity across jurisdictions High Medium R03, S08, S11 2 Coordinate discussion of system interfaces between agencies, including data exchange, communications handoffs, and shared access to field devices High Medium R03, S03, S11 4 Identify priority corridors or locations for ITS investments based on safety, mobility, and operational needs Medium Medium R03, S11 4 Maintain and update the regional ITS architecture to reflect existing conditions, planned projects, and evolving operational needs Medium Medium R03 60 58 8.4.2 System Maintenance Support consistent maintenance, monitoring, and lifecycle planning for ITS and communications systems across the AAMPO region. ITS and communications systems only provide value when they are reliable and well maintained. As the region continues to invest in technology, maintenance needs will grow and become more complex. Agencies vary in staffing, tools, and practices, which can lead to uneven system performance. Coordinated approaches to maintenance and replacement planning can help agencies manage assets more efficiently, reduce downtime, and extend the useful life of existing investments. System maintenance can be supported with the activities in Table 24. Table 24: Associated Activities for System Maintenance Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 2 Educate member agencies about shared ITS assets and assist in coordinating inventories and lifecycle needs across agencies High Medium R03, S11 3 Assist with development of regional practices for ITS system maintenance and replacement planning Medium Easy R03, S11 3 Support use of remote diagnostics and system health monitoring tools to improve awareness of system performance and maintenance needs Medium Easy S09 61 59 8.4.3 Data, Performance, and Decision Support Support use of shared data and performance measures to inform planning, operations, and investment decisions across the AAMPO region. Transportation agencies in the region collect a growing amount of data, but it is not always used consistently to guide decisions. Clear performance measures and accessible analytics help agencies understand where problems exist, track how strategies perform over time, and communicate outcomes to decision-makers and the public. A regional approach to data and performance supports more transparent prioritization, improves coordination across agencies, and focuses limited resources on strategies that deliver measurable benefit. Taking advantage of data that other regional agencies, particularly Iowa DOT, have already licensed can reduce the cost of initiating a performance measurement program. The activities in Table 25 can help AAMPO align data sources and facilitate performance measurement. Table 25: Associated Activities for Data, Performance, and Decision Support Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 3 Support identification and alignment of key performance measures related to safety, mobility, reliability, and multimodal operations Medium Easy R03, S03, S09, S11 3 Facilitate documentation of available data sources, ownership, and appropriate data sharing practices among regional partners Medium Easy R03, S03, S11 4 Support development and use of data analytics platforms and performance dashboards to track safety, mobility, reliability, and operational outcomes across the region Medium Medium R03, S03, S09, S11 62 60 8.4.4 Traveler Information Support consistent, timely traveler information across the AAMPO region so travelers can make informed decisions during changing conditions. Travel conditions can change quickly due to construction, special events, crashes, and weather. When information is shared early and consistently, travelers can choose safer routes, reduce delay, and avoid unnecessary congestion. Information is currently available through platforms such as Iowa DOT’s 511IA platform, roadside signs, agency channels, and third‑party mapping applications. Coordinated messaging across these channels helps reduce confusion and improve public trust during significant events. Table 26 shows activities that will help create a cohesive traveler information ecosystem. Table 26: Associated Activities for Traveler Information Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 4 Coordinate regional traveler information across partner agencies and public-facing channels, including construction, event, incident, and weather impacts Medium Medium R01, R02, S10 4 Support development of a shared traveler information protocol, including what information is shared, who shares it, timing expectations, and key contacts Medium Medium R01, R02, S10 7 Promote consistent message formats and terminology for closures, detours, incidents, and weather impacts across agency websites, social media, 511, and portable or permanent signs where applicable Low Easy R01, R02, S10 63 61 8.4.5 Cybersecurity Support cybersecurity awareness and consistent practices for transportation and operations systems across the AAMPO region. Transportation operations in the AAMPO region increasingly rely on connected systems, including traffic signals, communications networks, traveler information, transit technology, and monitoring tools. As agencies expand these systems and coordinate more c losely by sharing data, communications pathways, and operational information, cybersecurity risks increase. Disruptions to connected systems can affect day‑to‑day operations, limit the ability to manage incidents or signals, and reduce confidence in shared information. A common baseline of cybersecurity awareness and practices helps support reliable regional operations while remaining realistic given the size and capacity of partner agencies. Activities to improve regional cybersecurity can be found in Table 27. Table 27: Associated Activities for Cybersecurity Priority Level Strategy Regional Impact Difficulty of Implementation Associated Need 3 Encourage consideration of cybersecurity risks in ITS planning and system upgrades, particularly for connected and remote‑access systems Medium Easy R03 4 Coordinate sharing of cybersecurity resources and training opportunities, including state and federal guidance, with partner agencies Medium Medium R03, R05 7 Support adoption of minimum cybersecurity guidelines or best practices for regional transportation and operations systems Low Hard R03, S11 64 62 8.5 Emerging Technologies Emerging technologies can support TSMO efforts by improving monitoring, coordination, and decision- making. Knowing when a specific technology is a good fit can be difficult for many agencies. As technologies mature rapidly, agencies are often overwhelmed by options, and not all solutions are ready for broad deployment. Vendor claims also do not always reflect real world performance or long-term operational impacts. This section identifies technologies that may be relevant to AAMPO’s TSMO priorities and describes how AAMPO can support partners through coordination and sharing information and lessons learned. 8.5.1 Technology Adoption Framework A structured technology adoption framework helps agencies evaluate emerging tools in a consistent and practical way. It helps reduce risk by promoting evaluation before deployment. Framework Objectives The objectives of an emerging technology adoption framework for the AAMPO region are to: • Prioritize technologies that address documented operational needs • Base deployment decisions on observed performance, documented experience, and anticipated benefits • Support realistic planning by identifying costs, integration needs, and maintenance impacts early • Build staff understanding and confidence through exposure and shared learning • Reduce risk by advancing technologies in measured steps rather than full deployment Tiered Evaluation Approach Not every technology requires the same level of assessment. This tiered approach , as seen in Table 28, considers technology maturity, complexity, and potential impact. Agencies may advance technologies through the tiers or pause or end evaluation if performance, risk, or value does not justify further effort. Table 28: Tiered Evaluation Approach for Emerging Technologies Tier Name Description Tier 1 Paper Evaluation A desk review of vendor materials, peer agency experience, and available documentation. No field work. Tier 2 Limited Demonstration A live demonstration where the vendor shows the product in operation without connecting to the agency’s network. Tier 3 Field Pilot A small-scale deployment at a controlled location or corridor to evaluate real world performance, integration needs, and operational impacts. Tier 4 Scalability Evaluation An assessment of whether a successful pilot could scale beyond a single location. This tier focuses on staff workload, maintenance burden, communications needs, cybersecurity considerations, and long-term costs. 65 63 8.5.2 Current Emerging Technologies to Monitor and Evaluate Advanced Sensor Technologies Newer sensors such as LiDAR, thermal cameras, and “sensor fusion” devices can detect and track vehicles, pedestrians, and bicycles more reliably than older detection in many settings. These tools are improving quickly and may work better in challenging conditions such as low light, glare, or complex crossings. Action: Coordinate periodic peer exchanges to share lessons learned from sensor deployments elsewhere and discuss where advanced detection could address multimodal safety or data quality needs in the AAMPO region. Data Sharing Platforms and Predictive Analytics Data sharing platforms bring information from different sources into a shared environment so partners can view, analyze, and report on performance. This can include agency data (signals, transit, incidents) and crowd-sourced or third‑party sources (for example, probe speed and travel time data). Predictive analytics tools can also help spot patterns and flag conditions that tend to lead to congestion or delays. Action: Facilitate a regional discussion to document priority data needs, available sources (including third‑party data), and practical data‑sharing approaches that support coordination, performance reporting, and traveler information. Electrification Electrification includes electric vehicle (EV) charging infrastructure and the information systems that show charger locations and availability. It can also include managed charging, which coordinates charging to reduce peak demand, and newer concepts such as in‑pavement charging for transit vehicles in specific locations. Action: Support coordination for EV charging availability information and clarify how it is shared through existing traveler information channels and widely used platforms. AI Analytics Artificial intelligence (AI) and machine learning tools are increasingly built into software that agencies already use. In practice, these features often help summarize large datasets, flag unusual conditions, or identify trends that would take staff a long time to review manually. AI can also support predictive approaches, such as spotting device performance patterns that suggest a likely failure. Action: Encourage partner agencies to share experiences with AI features in existing tools, including what has been useful, where limitations exist, and how outputs can support regional performance reporting and asset management discussions. AV Readiness Automated vehicle (AV) readiness focuses on preparing for increased vehicle automation rather than deploying automation broadly. AV services may arrive later in Ames than in larger cities, but smaller pilots can still be possible, especially in controlled environments such as a campus route. Action: Coordinate periodic reviews of AV-related developments and identify low-effort practices that support safe operations today, such as consistent work zone information, pavement marking and signing clarity, and curbside activity coordination. 66 64 CV Readiness Connected vehicle (CV) readiness involves vehicle‑to‑everything (V2X) communications and signal phase and timing (SPaT) information that could be shared between signals and vehicles. This area is still evolving, and the direction of deployment is tied closely to vehicle manufacturers and larger -scale programs. Action: Monitor and share updates on connected vehicle deployment trends and statewide initiatives. Coordinate with partners if opportunities emerge that affect regional signals, communications, or data practices. Smart and Connected Work Zones Smart work zone tools use sensors and communications to detect backups, influence speeds, and share consistent messages with drivers. These tools are especially useful for work zones that move, change frequently, or create unexpected congestion. Action: Support documentation and sharing of work zone technology lessons learned, with a focus on how information is coordinated across agencies and communicated to travelers. Digital Twins and Scenario Modeling Digital twins and scenario models are tools that represent parts of the transportation system in a virtual environment so agencies can test different strategies before implementing them. Some approaches can use live or near‑real‑time data to improve realism for certain use cases. Action: Facilitate collaboration with partners and research organizations to understand how tools could impact event planning, detour planning, and signal operations. Associated activities • Promote use of a tiered technology evaluation framework when agencies consider emerging technologies • Monitor emerging technologies that align with regional TSMO needs and partner capacity • Facilitate discussion of pilots and demonstrations through regional coordination meetings • Document and share lessons learned from pilots with partner agencies • Encourage consideration of lifecycle, staffing, and cybersecurity impacts before expanding any new technology 67 65 8.6 TSMO Program Maintenance Plan This section highlights the activities that support the long-term function and sustainability of the TSMO program. Earlier chapters describe the strategies and investments that guide operations across the region. This section focuses on how those strategies are sustained over time. It outlines the ongoing actions that keep program documents current, support communication across agencies, and maintain the systems and assets that contribute to daily operations. These activities reflect the institutional capab ilities discussed earlier and reinforce that TSMO depends on sustained processes and coordination, not just technology deployments. Maintaining this plan over time requires ongoing effort to keep materials, contacts, and practices current. The content buil ds on the guidance and priorities established throughout the TSMO Plan and provides a practical framework for continued implementation as technology, staffing, and regional needs evolve. While some of the activities described here are carried out in part by individual agencies, this section is not intended to direct the work of any specific organization. The guidance is presented as regionally relevant, high-level practices that agencies may adapt to their own internal structures, resources, and operating environments. It is intended to help each agency understand its role in sustaining the regional TSMO program and supporting coordination with partner agencies. The intent is to offer a shared reference for partners across the region, rather than prescribe uniform procedures or requirements. 8.6.1 TSMO Program Maintenance Program-level maintenance supports the activities that allow the TSMO program to function as a cohesive, long-term regional effort. It focuses on documentation, coordination practices, data management, and partnerships that help agencies carry out operational strategies. These elements form the foundation that supports the technical and system related activities described later in this chapter. Documentation & Plan Updates Program‑level documentation includes items such as emergency operations contact information, the TSMO Plan and action items, and the regional ITS plan and map. This documentation supports long-term continuity of the TSMO program. Periodic updates help keep materials aligned with current practices, technology, and staffing. This work includes maintaining core documents, reviewing and refreshing contacts and responsibilities, and updating reference information used by partner agencies. Member agencies may also choose to initiate their own TSMO or operations -focused programs. AAMPO should support and encourage this and may choose to make recommendations and assist in the development of such programs as appropriate. Action: Conduct periodic reviews and updates of core TSMO program documents to reflect current practices, staffing, and technologies. Action: Maintain shared reference materials such as emergency operations contacts, the regional ITS plan, and TSMO action tracking. Action: Support member agencies in developing their own TSMO plans or operations-focused programs or documents. Interagency Coordination Regional coordination supports cohesive operations across jurisdictions and allows agencies to share information related to system needs, planned activities, and operational concerns. Existing groups such as the MDST and other recurring partner meetings create opportunities for dialogue on maintenance, construction, special events, and day-to-day traffic considerations. 68 66 Action: Coordinate use of existing and proposed regional forums to address ongoing TSMO topics such as construction impacts, special events, incidents, and day‑to‑day operational issues. Action: Facilitate continued dialogue among agencies to maintain shared understanding of roles, priorities, and operational constraints. Data Management Data management supports analysis, planning, and operations by maintaining consistent processes for sharing information with regional partner agencies. This includes documenting shared datasets, access procedures, and data pathways used between Ames, ISU, CyRide, Iowa DOT, InTrans, and law enforcement. Examples of shared datasets may include roadway GIS data, traffic operations data, special event information, crash data, and probe data accessed through Iowa DOT. Action: Support documentation of available data sources, ownership, and access practices among regional partners. Action: Coordinate discussion of data sharing expectations to improve consistency and transparency while remaining realistic given agency capacity. Workforce & Partnerships Workforce development and partnerships contribute to the region’s ability to sustain and advance TSMO practices. Collaboration with ISU and InTrans supports applied research, pilot activities, and opportunities for staff development. These partnerships help agencies explore new technologies and operational approaches, while giving the region access to emerging expertise. Action: Facilitate ongoing partnerships with ISU and InTrans to support training, applied problem-solving, and continuity of regional TSMO capability. Action: Support regional training and knowledge‑sharing activities that help sustain operational capability over time. 8.6.2 System Maintenance System maintenance supports the continued performance of the regional systems and technologies that contribute to day-to-day operations. This section presents broad practices that help agencies monitor system conditions, organize maintenance activities, and maintain the assets that support TSMO functions. Each partner may apply these concepts in ways that align with its internal procedures, resources, and operational priorities. System Monitoring System monitoring supports day-to-day operations by helping agencies track the performance of field devices, communications systems, and related technologies. Monitoring tools allow staff to observe real‑time conditions, identify issues such as device or communication failures, and respond to operational needs as they arise. These tools may be used to monitor the operational status of central equipment (servers, data storage), networking equipment (routers, switches, firewalls), mobile devices (fleet vehicles and attached technology), and fixed field equipment (signals, detection equipment, cameras, dynamic signs, road‑weather stations, transit kiosks). System monitoring can also include the use of probe data to monitor real-time traffic congestion, work zones, and other information. Monitoring systems can also be configured to provide threshold- or AI-based alerts for failures or conditions that require staff attention. Action: Encourage agencies to use monitoring tools for the systems they operate. Action: Support sharing of system status information when it affects coordinated operations 69 67 System Asset Management System asset management supports the performance and reliability of the technologies, equipment, and infrastructure that contribute to daily operations. This section describes the major categories of assets maintained across the region and highlights practices that support their upkeep, documentation, and long‑term lifecycle planning. Asset Categories Communications assets: Communications assets include the fiber network, switches, routers, firewalls, wireless systems, and interface points used to support device connectivity and data exchange across agencies. These assets form the technical foundation for many monitoring and operational functions. Mobile and fleet technology: Mobile and fleet technologies include systems such as CAD-AVL, snowplow sensors, and other onboard equipment used on transit, maintenance, and emergency response vehicles. These systems support service monitoring, fleet operations, and situational awareness. Permanent field technology: Permanent field assets include signals, detection systems, CCTV, DMS, RWIS, and other ITS devices that support traffic operations and weather-related response. These technologies provide information that enables real-time operational decisions. Asset Inventory & Documentation Accurate and current asset documentation is critical for agencies to maintain their systems effectively. Inventories typically include asset type, location, configuration, equipment age, and maintenance history. This information supports maintenance planning and troubleshooting. Using an appropriate tool for the specific system or application is also key to supporting maintenance effectively. For example, it is not effective to track fiber systems in a spreadsheet or field electronics in a roadway asset man agement system. Action: Encourage agencies to maintain current ITS asset inventories. Action: Support shared awareness of asset coverage, ownership, and key access points to improve coordination and long‑range planning. Action: Facilitate periodic check‑ins among partners to identify major inventory gaps that affect regional coordination or project development. Maintenance and Lifecycle Practices Lifecycle planning for any system means accounting not only for the initial purchase and installation, but also long‑term operations, maintenance, and eventual replacement. Agencies often estimate maintenance costs at the time of purchase, which may not reflect long‑term needs. Tracking actual costs over time helps refine estimates and supports more accurate lifecycle planning. Lifecycle planning also includes anticipating the level of staff time needed to support system administration and maintenance activities. This provides an opportunity for agencies to assess staffing capacity relative to system size, such as the number of devices per technician, and avoid expanding systems beyond what can be reasonably operated and maintained. These considerations help agencies determine when assets should be repaired, upgraded, or replaced based on performance, condition, and funding opportunities. Action: Encourage lifecycle planning during project development, including consideration of staffing capacity, ongoing maintenance needs, and replacement timelines. 70 68 Maintenance practices support stable system performance and may include inspections, calibration, software or configuration updates, seasonal readiness activities, verification of communications performance, and preventive maintenance steps. Action: Support documentation of basic maintenance procedures and preventive maintenance practices. Maintenance‑management tools such as trouble‑ticket or work‑order systems can help agencies document issues, track repairs, and maintain records of completed work. These tools support consistent workflows and allow staff to identify recurring needs or trends. Such tools are often, but not always, built into the asset inventory systems for the same systems. Action: Encourage use of work‑order or ticketing tools where appropriate to track maintenance needs and recurring issues. Coordinated Asset Management Some asset‑related practices can benefit from regional coordination. Agencies may choose to align their documentation standards, discuss shared technology needs, or explore opportunities for joint procurement. These activities can help create consistency across the r egion and reduce duplication of effort. Action: Coordinate exploration of opportunities for shared asset management practices. Regional Communications Systems Regional communications systems support the exchange of data between ITS devices, central systems, and partner agencies. These systems include the fiber network, network hardware, wireless components, and the interface points that allow devices and applica tions to function consistently across jurisdictions. Communications infrastructure plays a central role in system reliability and supports operational activities such as device monitoring, data collection, and coordination during special events or incident response. Maintaining communications systems may include periodic checks of fiber routes, cabinet equipment, and networking hardware, along with activities such as verifying connectivity, monitoring system performance, and documenting interface points between agencies. Some work, such as fiber repair or splicing, may require specialized contractors or equipment. These systems also support multimodal and transit technologies, making routine communication between partner agencies an important component of long‑term system upkeep. Action: Support the exploration of opportunities to leverage regional communications system assets to improve operations throughout the region. Action: Encourage agencies to formalize communications sharing agreements where appropriate to support predictable access and long‑term stability. 8.6.3 Continuous Adaptation and Improvement Adapting to changing conditions helps the region maintain a responsive and sustainable TSMO program. Technology, staffing needs, customer expectations, and regional priorities will continue to evolve. By building flexibility into operations, agencies can respond effectively to new challenges and opportunities as they arise. Monitor Emerging Needs and Opportunities Ames‑area agencies can stay aware of shifting technology, strategies, and customer expectations by reviewing industry developments, participating in regional discussions, and maintaining open 71 69 communication with one another. This awareness supports informed decision‑making as new needs and trends change. Action: Encourage periodic review of emerging TSMO practices, technologies, and user expectations to identify potential regional applications. Adapt Tools, Staffing, and Processes as Systems Evolve New technologies and operational strategies may require changes in how Ames‑area agencies staff, organize, and carry out their work. This could include refining job responsibilities, adding training, modifying procedures, or updating workflows to align with system requirements. Partners can also take a measured approach to adopting emerging technologies, balancing innovation with long‑term stability. Action: Encourage agencies to revisit roles, procedures, and training needs as systems expand or operating conditions change. Integrate Lessons Learned into Future Decisions Insights gained through system monitoring, maintenance activities, event management, and regional coordination can help shape improvements over time. Taking time to reflect on what works well and where challenges arise supports a more resilient and continually improving regional program. Action: Encourage documentation of lessons learned from major events, incidents, work zones, pilots, and system upgrades. Action: Support sharing of lessons learned across partners so initiatives continue even when staff change. 72 70 9 Implementation Plan 9.1 Continuing Activities These items are already in progress but have been identified as high priority and should be continued or maintained at their current level. Sub Area Strategy Regional Impact Difficulty of Implementation Associated Need ITS and Communications Support planning and coordination around deployment of ITS field devices such as traffic signals, detection, CCTV, RWIS, and DMS High Medium R03, S11 ITS and Communications Support expansion and coordination of fiber and wireless communications to improve signal interconnection and system connectivity across jurisdictions High Medium R03, S08, S11 9.2 High Priority Activities These actions have been rated as priority level 1 for the AAMPO region and should be implemented before medium priority or additional activities. Sub Area Strategy Regional Impact Difficulty of Implementation Associated Need Regional Coordination for Transportation Operations Convene a recurring, operations-focused regional working group focused on topics such as corridor performance, construction coordination, special events, incidents, and use of shared data or technology High Easy R01, R02, S11 Traffic Signal Operations and Corridor Management Support development of a corridor-based signal timing program, including corridor prioritization and a schedule for periodic timing updates. High Easy Special Event Operations Coordination Coordinate an event notification and coordination process between ISU and the City of Ames, including key contacts, timelines, and defined pre‑event coordination steps. High Easy R02, S02, S05, S11 73 71 Sub Area Strategy Regional Impact Difficulty of Implementation Associated Need Planning and Funding for TSMO Implementation Support and coordinate development of individual and joint grant applications for regionally significant TSMO initiatives High Easy R01 Incident Response Coordination Support development and documentation of cross- jurisdictional incident response protocols (short- term, such as crashes and stalled vehicles) High Easy R02, S11 Traffic Signal Operations and Corridor Management Support development and documentation of special timing plans for major events, detours, or recurring congestion periods. High Easy R02, S02, S05, S11 Work Zone Coordination and Traveler Information Encourage use of portable devices and other technology to support work zone safety and traveler information (e.g. portable message signs, speed feedback, or queue warning) High Easy R02, R03, S10 Traffic Signal Operations and Corridor Management Encourage the use of seasonal timing plans where traffic patterns change significantly during the year. High Easy S05 Traffic Signal Operations and Corridor Management Coordinate evaluation of advanced signal operations at high-crash or high-delay locations. High Easy 74 72 9.3 Medium Priority Activities These actions have been assigned a priority level of 2 or 3 and should be implemented before additional actions. Sub Area Strategy Regional Impact Difficulty of Implementation Associated Need Planning and Funding for TSMO Implementation Incorporate TSMO considerations into regional project selection and prioritization criteria High Medium R01 Emergency Vehicle Operations and Coordination Coordinate development of regional standards for EVP deployment and operation High Medium R02, R03, S06, S11 Incident Response Coordination Conduct after‑action reviews for significant incidents and share key lessons with regional partners High Medium R02, R05, S11 ITS and Communications Coordinate discussion of system interfaces between agencies, including data exchange, communications handoffs, and shared access to field devices High Medium R03, S03, S11 Special Event Operations Coordination Conduct after-action reviews for major events and document lessons learned for future playbook updates. High Medium R02, R05, S02, S11 System Maintenance Educate member agencies about shared ITS assets and assist in coordinating inventories and lifecycle needs across agencies High Medium R03, S11 Traffic Signal Operations and Corridor Management Advocate for adoption and use of Automated Traffic Signal Performance Measures (ATSPM) for performance monitoring. High Medium R03, S09 Transit Operations and Reliability Advocate for coordination between transit operators and local agencies to maintain reliable service during construction and major events High Medium R02, R04, S01, S02, S04, S11 Active Transportation Operations and Safety Include bike and pedestrian staff in operations-focused coordination meetings where signal timing, construction impacts, and corridor performance are discussed Medium Easy R04, S01, S07, S11 75 73 Sub Area Strategy Regional Impact Difficulty of Implementation Associated Need Rail Crossing Detection and Notification Document technology use cases, operating procedures, and lessons learned to inform future deployments Medium Easy Regional Coordination for Transportation Operations Host a workshop to inform regional stakeholders about the outcomes of this TSMO Plan and begin ongoing coordination Medium Easy S11 Cybersecurity Encourage consideration of cybersecurity risks in ITS planning and system upgrades, particularly for connected and remote‑access systems Medium Easy R03 Data, Performance, and Decision Support Support identification and alignment of key performance measures related to safety, mobility, reliability, and multimodal operations Medium Easy R03, S03, S09, S11 Data, Performance, and Decision Support Facilitate documentation of available data sources, ownership, and appropriate data sharing practices among regional partners Medium Easy R03, S03, S11 Planning and Funding for TSMO Implementation Identify grant programs and other funding opportunities that are applicable to TSMO projects Medium Easy R01 Regional Coordination for Transportation Operations Facilitate a review of existing forums to determine whether operational needs related to traffic operations, transit operations, data sharing, and technology deployment are being addressed Medium Easy R01, R02, R03, S08, S11 Regional TSMO Workforce Development Document pilot projects and demonstrations and share lessons learned with partner agencies. Medium Easy R05 Regional TSMO Workforce Development Coordinate regional training opportunities, peer exchanges, and product demonstrations on traffic operations, data management, and emerging technologies Medium Easy R05, S03, S11 76 74 Sub Area Strategy Regional Impact Difficulty of Implementation Associated Need System Maintenance Assist with development of regional practices for ITS system maintenance and replacement planning Medium Easy R03, S11 System Maintenance Support use of remote diagnostics and system health monitoring tools to improve awareness of system performance and maintenance needs Medium Easy S09 Weather Monitoring and Response Coordination Support adoption of connected fleet tools for winter maintenance, such as AVL, telematics, and related signal interaction strategies where applicable. Medium Easy R02 Work Zone Coordination and Traveler Information Coordinate advance construction notifications and detour information among agencies and across public- facing channels. Medium Easy R02, R03, S01, S10 Work Zone Coordination and Traveler Information Promote consistent development of temporary traffic control plans, including considerations for transit routing, pedestrian and bicycle access, and emergency response needs. Medium Easy R02, S06, S07 Active Transportation Operations and Safety Support operational treatments that prioritize pedestrian and bicycle movements at signalized intersections, including Leading Pedestrian Intervals (LPIs), logic-based phase omissions or delays, detection, and timing adjustments Medium Easy R04, S07 77 75 9.4 Additional Activities These are the actions rated level 4 or lower and should be implemented as time and workforce availability permits. Sub Area Strategy Regional Impact Difficulty of Implementation Associated Need Cybersecurity Coordinate sharing of cybersecurity resources and training opportunities, including state and federal guidance, with partner agencies Medium Medium R03, R05 Traveler Information Coordinate regional traveler information across partner agencies and public-facing channels, including construction, event, incident, and weather impacts. Medium Medium R01, R02, S10 Traveler Information Support development of a shared traveler information protocol, including what information is shared, who shares it, timing expectations, and key contacts. Medium Medium R01, R02, S10 Weather Monitoring and Response Coordination Support deployment of flood detection and alert capabilities at priority locations, paired with public messaging through traveler information channels. Medium Medium R02, S10 Special Event Operations Coordination Promote regional playbooks or templates for major events, including traffic control, transit service adjustments, and public messaging. Medium Medium R02, S02, S04, S10 Transit Operations and Reliability Support deployment of transit signal priority (TSP) on key routes Medium Medium R04, S04 Data, Performance, and Decision Support Support development and use of data analytics platforms and performance dashboards to track safety, mobility, reliability, and operational outcomes across the region Medium Medium R03, S03, S09, S11 Emergency Vehicle Operations and Coordination Support updates or expansion of emergency vehicle preemption (EVP) systems on Medium Medium R02, S06 78 76 Sub Area Strategy Regional Impact Difficulty of Implementation Associated Need priority corridors and response routes ITS and Communications Identify priority corridors or locations for ITS investments based on safety, mobility, and operational needs Medium Medium R03, S11 ITS and Communications Maintain and update the regional ITS architecture to reflect existing conditions, planned projects, and evolving operational needs Medium Medium R03 Rail Crossing Detection and Notification Support deployment of technologies that detect train presence at priority locations Medium Medium Regional TSMO Workforce Development Facilitate partnerships between regional agencies and Iowa State University to promote applied research, student projects, and internships aligned with regional TSMO initiatives. Medium Medium R05, S05 Special Event Operations Coordination Support development of event routing concepts and special signal timing plans for recurring major events, led by the owning agencies. Medium Medium R02, S02, S11 Transit Operations and Reliability Promote design and operational improvements that enhance perceived safety and comfort at bus stops and along pedestrian routes Medium Medium R04, S04, S05, S07 Rail Crossing Detection and Notification Coordinate integration of crossing status into event and detour planning where blocked crossings are likely to affect routing High Hard S01, S02 Rail Crossing Detection and Notification Coordinate sharing of rail crossing status information with emergency response agencies to support routing and response decisions High Hard R02, S01, S06, S11 Rail Crossing Detection and Notification Encourage public communication of rail crossing blockages through dynamic signs, traveler information websites, or other regional information channels Medium Hard R03, S10 79 77 Sub Area Strategy Regional Impact Difficulty of Implementation Associated Need Incident Response Coordination Support deployment of CCTV and detection for incident monitoring. Medium Hard R02 Active Transportation Operations and Safety Identify and prioritize high- volume pedestrian crossings for crossing enhancements such as RRFBs or other treatments Low Medium R04, S07 Cybersecurity Support adoption of minimum cybersecurity guidelines or best practices for regional transportation and operations systems Low Hard R03, S11 Incident Response Coordination Leverage participation in statewide planning efforts, trainings, and tabletop exercises to strengthen regional coordination and incident response practices Low Medium R02, R05, S11 Regional Coordination for Transportation Operations Document coordination discussions, action items, and follow-up needs to support continuity across agencies and staffing changes Low Easy R01, R02, S11 Transit Operations and Reliability Coordinate installation of real- time transit arrival information Low Medium R03, R04, S04, S10 Traveler Information Promote consistent message formats and terminology for closures, detours, incidents, and weather impacts across agency websites, social media, 511, and portable or permanent signs where applicable. Low Easy R01, R02, S10 Weather Monitoring and Response Coordination Support deployment of weather monitoring technologies, including fixed and vehicle- based mobile units. Low Medium R02 Weather Monitoring and Response Coordination Coordinate consistent public messaging for weather impacts across regional channels (for example, agency sites, 511, social media, and portable signs). Low Medium R02, R03, S10 80 78 Sub Area Strategy Regional Impact Difficulty of Implementation Associated Need Weather Monitoring and Response Coordination Coordinate evaluation of methods to improve winter weather monitoring and response, including data sources, communication practices, and operational procedures. Low Easy R02, S11 81 © 2026 Ames Area MPO Transportation Systems Management and Operations Plan AAMPO Transportation Policy Committee (TPC) May 26, 2026 © 2026 Ames Area MPO 82 © 2026 Ames Area MPO Why TSMO Matters for the AAMPO Region •TSMO = Transportation Systems Management and Operations •Simply: A Focus on Coordinated Operations •Why? ▪Saves lives, time, and money ▪Customers expect it 83 © 2026 Ames Area MPO •City of Ames •Iowa DOT •CyRide •ISU •InTrans •Emergency services •Regional partners Key Stakeholders and Plan Input Pedestrian and bicycle mobility Traffic signal timing Encouraging transit use Other Emergency vehicle routes Incorporating innovations 84 © 2026 Ames Area MPO Mobility & Multimodal Operations Program Management Event Management TSMO PLAN STRUCTURE AND CONTENTS Emerging Technologies Technology & Infrastructure Program Maintenance 85 © 2026 Ames Area MPO Program Management & Regional Coordination •Regional Coordination •Planning & Funding •Workforce Development 86 © 2026 Ames Area MPO Multimodal and Mobility •Traffic Signals •Rail Crossing •Transit •Emergency Vehicles •Active Transportation 87 © 2026 Ames Area MPO Event Management •Work Zones •Special Events •Incidents •Weather 88 © 2026 Ames Area MPO Technology and Infrastructure •Intelligent Transportation Systems •Communications •Data, performance, decision support •Traveler information •System Maintenance 89 © 2026 Ames Area MPO Incorporating Emerging Technologies •Plan emphasis is on compatibility, long-term support needs, and device maintenance •Framework: ▪Tier 1: Paper Evaluation ▪Tier 2: Limited Demonstration ▪Tier 3: Field Pilot ▪Tier 4: Scalability Evaluation 90 © 2026 Ames Area MPO Implementation & Policy Direction •Living document •Does not create new mandates or costs •Rating of strategies 91 © 2026 Ames Area MPO The ASK •Policy Committee approval of draft plan -May 26, 2026 = Draft Plan Approval -May 27-June 30, 2026 = Public Comment Period -July 14, 2026 = Plan Adoption 92 © 2026 Ames Area MPO Discussion & Questions 93 © 2026 Ames Area MPO© 2026 Ames Area MPO 94 © 2026 Ames Area MPO Existing Conditions 95 What Is TSMO? © 2026 Ames Area MPO Institutional Integration Technical Integration Operational Integration Business Processes Performance Measurement Culture Organization & Staffing Systems & Technology Collaboration Road Weather Management Special Event Management Traffic Incident Management Freight Management Work Zone Management Ramp Management Transportation Demand Management Traffic Signal Coordination Traveler Information Connected & Automated Vehicles ITS Devices Integrated Corridor Management Traffic Management Centers Active Transportation Multimodal Operations Data Collection & Analysis Transit Management Communications Infrastructure Traffic Detection ITS Architecture TSMO Program Plan Transportation Management Plan Congestion Management Central Systems 96 © 2026 Ames Area MPO 97