FY 2011 strategic plan update [June 2011]

Georgia Department of Transportation FY2011 Strategic Plan Update
June 2010
Georgia Department of Transportation One Georgia Center 600 West Peachtree Street NW Atlanta, GA 30308

FY 2011 Strategic Plan Update
Georgia Department of Transportation FY2011 Strategic Plan Update Table of Contents
I. Introduction ................................................................................................................... 2
A. GDOT Background...................................................................................................................3
II. Planning Overview ...................................................................................................... 4 III. GDOT Planning Teams ............................................................................................... 5 IV. State Strategic Direction.............................................................................................. 7 V. Vision.......................................................................................................................... 9 VI. Mission ....................................................................................................................... 9 VII. Core Values................................................................................................................. 9 VIII. Core Businesses ..................................................................................................... 10 IX. ENVIRONMENTAL SCAN ...................................................................................... 12 X. Strategic Goals .......................................................................................................... 20
A. Critical Success Factors ..........................................................................................................21 B. Success Inhibitors ...................................................................................................................24
XI. Workforce Plan ....................................................................................................... 26 XII. Strategy Map ............................................................................................................ 31 XIII. Strategic Objectives ............................................................................................... 32 XIV. Business Strategies ................................................................................................. 33

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FY 2011 Strategic Plan Update

I. INTRODUCTION
This document represents the FY2011 Strategic Plan update for the Georgia Department of Transportation (GDOT). This is the Department's sixth annual update to its current strategic plan. The FY 2011 strategic plan follows the outline titled, "State Strategic Planning Guidelines," that was distributed by the Office of Planning and Budget in March, 2010. The following is an outline of the "Planning for Results Model:"

State Strategic Plan

Covers 4- to 8-year span Defines Governor's strategic priorities Focus is Georgia citizen's quality of life Contains broad strategies

Agency Strategic Plan
Vision Mission Core Businesses Environmental Scan Strategic Goals
o Strategic Outcomes o Critical Success Factors o Success Inhibitors o Workforce Plan / Goals Update Strategic Objectives

Covers 4-year span; Links to Governor's strategic priorities
Includes a workforce plan that reflects workforce goal(s) and strategies
Includes core businesses that specify broad policy areas
Includes strategic goals that focus on outcomes for customers and the organization

Agency Business Plan
Core Businesses Agency Organizational Chart Update: Workforce Plan and Goals Programs & Subprograms
Program Purpose / Description Program Goals Workforce Goals Results Measures and Data Performance Measures Explanatory Data Budget Requests and Expenditures

Covers one-year span Organized by agencies' core businesses,
programs, and subprograms Focuses on program' impact on customers Includes agency's budget request Programs operationalize core businesses
and are focused on customers and outcomes Long-term results measures updated annually performance measures identified by agency and OPB Workforce goals and update Explanatory data for all results measures and for performance measures as needed Expenditure and budget requests for each program

The focus of this update is: Review of progress against the FY 2010 Strategic Plan Revision of the Department Strategy, including: o Goals o Objectives o Critical Success Factors and Inhibitors o Business Strategies to achieve Strategic Objectives Revision of our Strategy Map which communicates the Department's strategy
All members of the GDOT's management and core strategic planning teams have been involved in the development and have taken ownership of the plan and process.

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FY 2011 Strategic Plan Update
A. GDOT Background The Georgia DOT is authorized by Title 32 of the Georgia Code to organize, administer and operate an efficient, modern system of public roads, highways and other modes of transportation including public transit, rail, aviation, ports and bicycle and pedestrian facilities. In 2010, the Department was reorganized under Senate Bill 200 (SB 200), which consolidated the planning function under the Director of Planning, who reports to the Governor. The Department is overseen by a thirteen member Board representing each of Georgia's Congressional Districts.
The Georgia DOT is one of over 80 state agencies that comprise the State Government of Georgia. Its operations are statewide, with Central offices located in Atlanta, 7 District Offices, 42 Area Offices, 148 Maintenance Facilities, 17 Rest Areas and 9 Welcome Centers. The Department has approximately 5,000 employees. In order to carry out its mission and operations, the Department relies on a diverse workforce of men and women who serve in a variety of career fields including engineering, environmental, administration, planning, technical and manual labor skills. They are supported by an integrated network of information systems, administrative, support personnel, and over 8,500 pieces of equipment. In addition, the Department supplements its workforce with consultants and contractors to provide project development support including design and construction.
In Fiscal Year 2010, the Department's budget was over 1.9 Billion; of that amount, over 99% was from motor fuel, federal funds and other sources and less than 1% was State General Funds. For Fiscal Year 2011, GDOT's appropriation is 1.8 Billion; over 99% from motor fuel, federal and other funds and less than 1% from State General Funds. Georgia's highway system is considered one of the best maintained in the nation. This system is designed to network Georgia's county roads, city streets, Interstates and State Highway System together to form a system of public roads that efficiently carry travelers and goods to their destinations. Georgia's highway system is made up of:
18,094.78 miles of State Routes (including Interstate highways) 84,559.20 miles of county roads 14,583.91 miles of city streets
In addition, Georgia DOT provides funding and operating assistance to:
Approximately 540 miles of freight rail lines 14 urban transit providers 112 rural transit providers 103 publicly owned airports 2 deep-water ports The Georgia portion of the Atlantic Intracoastal Waterway 14 bicycle routes across the state

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FY 2011 Strategic Plan Update
OVERVIEW: PLANNING PROCESS UNDER ASSET MANAGEMENT
The Georgia Department of Transportation's first cycle of formal strategic planning began in 1994 and resulted in the development of a mission statement, vision statement, and identification of seven strategic directions and eleven projects. Since that date, strategic planning has been institutionalized within the Department. As a management tool, it is used in setting GDOT's direction, identifying specific initiatives, and facilitating employee teamwork to implement the projects necessary to achieve continuous organizational improvements.
The Department's strategic planning process is led by its senior leaders: the Commissioner of Transportation, the Deputy Commissioner, Chief Engineer, Treasurer and Division Directors. Senior leaders are responsible for setting the Department's direction, through the development of a mission, a vision, core values, strategic goals and objectives.
In January 2003, the Department began the implementation of a strategic management process. A new unit, the Strategic Planning Unit, was formed within GDOT to facilitate and manage this process. Subsequently, the name of the unit was changed to the Strategic Management Group to better describe the unit's role. In 2009, the Strategic Management Group was incorporated into the Office of Strategic Development that reports to the Director of Organizational Performance Management. The following diagram represents the flow of the strategic management process within GDOT under a Transportation Asset Management (TAM) regime:

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FY 2011 Strategic Plan Update

This update is part of the Strategic Direction step of this process. The Strategic Plan is implemented throughout the Department. Strategic plans will be developed across each of the Divisions and will be aligned with the overall Department Plan. Scorecards, based on the Strategic Goals and Objectives, are used to measure and report performance at the Department and Division plan levels. As performance is tracked and improvements are achieved, feedback will be incorporated into subsequent iterations of planning. A continuous improvement cycle is also in place.

II. GDOT PLANNING TEAMS

The GDOT planning process was conducted with multiple teams representing multiple levels and spanning all Divisions of the Department.

Core Team:
Executive Team Workforce Plan Team Core Team
Name Greg Mayo Anthony Giasi Alma Mujkanovic

Responsible for the coordination and facilitation of the process, and the development of all strategic planning work products and deliverables Responsible for setting overall Department direction and targets Responsible for the Department's Workforce Plan
Organization Director, Division of Organizational Performance Management (OPM) OPM, Strategic Planner OPM, Strategic Planner

Executive Team
Name Vance C. Smith, Jr. Todd Long Gerald Ross Sandra Burgess Matthew Cline Kate Pfirman Richard Sawyer Karlene Barron Ben Buchan Michael Cooper
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Organization Commissioner Director of Planning Deputy Commissioner/Chief Engineer Director of P3 General Counsel/Director of Administration Treasurer Chief Acquisition Officer Director of Communications Director of Engineering Director of Equal Employment Opportunity
5

Name Keith Golden Jeffrey Hill Thomas Howell Greg Mayo Robin Stevens Mike Thomas Angela Whitworth
Workforce Planning Team
Name Robin Stevens Monica Ivey Cheryl Legall-Moore

FY 2011 Strategic Plan Update
Organization Director of Permits and Operations Director of Information Technology Director of Construction Director of Organizational Performance Management Director of Human Resources Director of Local Grants and Field Services Director of Finance

Human Resources Human Resources Human Resources

Organization

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III. STATE STRATEGIC DIRECTION
GDOT's strategic plan takes into account Governor Perdue's five key priorities for the State: "A Healthy, Safe, Educated, Growing, and best-Managed Georgia"

Priority Area
1 A Healthy Georgia
2 A Safe Georgia
3 An Educated Georgia

Description of Governor Perdue's Key Priorities
A healthy Georgia is a strong Georgia. We will encourage Georgians to adopt healthy lifestyles and make access to sound and affordable medical care available to every Georgian. We will pay particular attention to the quality of health and human services for our most vulnerable citizens, including provision of child protective services and care for developmentally disabled citizens and those with mental health challenges.
Georgia will lead the way in quality of life for senior citizens. We will open doors to more long-term care options and shift the state emphasis in long-term care from nursing homes to home and community-based settings. We will continue to battle substance abuse in our state. Through a combined awareness, treatment and law enforcement approach, we will fight for a drug free Georgia.
A fundamental duty of any government is providing for the safety of its citizens. All Georgians should feel safe on their streets, in their communities and in their homes. We will protect our society from violent, dangerous felons. We will provide our law enforcement community with the tools and the resources to detect and prevent crimes and to respond swiftly and effectively when crimes do occur. We will maintain a criminal justice system that can dispense justice swiftly and surely. And we will increase our coordination and readiness to protect our citizens from the threat of terrorism and to respond to natural disasters.
Education is the means by which we develop Georgia's most important resource, her people. As we work to improve the quality of jobs for Georgians, education will be the foundation of success, both for individual Georgians and for our state as a whole. We are committed to providing every child in this state with an opportunity to learn and to ensuring that no child is left behind. We will set standards for learning and demand accountability for student progress. We will show respect for teachers by listening to their recommendations and concerns and by giving them greater control of their classrooms. We will enhance local control of education by cutting burdensome bureaucracy and regulations, and giving local superintendents, school boards and parents more control over their community's education decisions.
We are committed to excellence in our post-secondary education system and to fostering a culture of life-long learning. We will protect the HOPE scholarship, support adult learning and help our institutions of higher learning continue to produce quality graduates and world-class research.

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Priority Area
4 A Growing Georgia
5 Best Managed Georgia

Description of Governor Perdue's Key Priorities
Our state is blessed with great economic resources and competitive advantages that can create opportunity and prosperity for all Georgians. We are committed to being good stewards of Georgia's economy by practicing fiscal responsibility in state government and by maintaining a business climate that sustains our existing companies, attracts new business and jobs to our state, and empowers small businesses to grow and to create jobs throughout Georgia.
We will train and educate Georgia's workforce to be well prepared for the job opportunities of the 21st century. We will extend our leadership in developing new technology resources and infrastructure and be aggressive in bringing economic vitality to rural Georgia as well as our cities. We must balance the demands of growing Georgia's economy with ensuring a good quality of life for our citizens. We will improve our transportation systems to reduce congestion and improve mobility, encourage development of livable communities, and protect our air, water, green space and other natural resources for current and future generations.
Often times, citizens express their concern that government is not run more like a private business. Indeed, it is frustrating when the hard-earned dollars we pay in taxes do not always seem to be used as efficiently as we would like. And while an organization that does not exist to make a profit may never be able to run exactly like a profit seeking corporation, Governor Perdue believes it is possible to employ many of the best practices already being utilized by the private sector to make state government as effective and as efficient as possible.
The Commission for a New Georgia is responsible for organizing task forces to look at certain operational initiatives where we are convinced that state government can get "more bang for its buck." There is no doubt that Georgia's state government is made up of intelligent, innovative, and character-driven people. But we must promote a culture of responsible stewardship and provide our people with the best practices available in order for government to function as productively as we believe it can.
Corporate America has undergone dramatic re-engineering in the last few years to cope with increased competitive pressures and challenges. We intend to take advantage of this emerging body of knowledge and reap the benefits of adopting the best practices from the private sector wherever appropriate.

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FY 2011 Strategic Plan Update

IV. VISION Keep Georgia Moving With Quality Transportation

V. MISSION
The Georgia Department of Transportation provides a safe, seamless and sustainable transportation system that supports Georgia's economy and is sensitive to its citizens and environment.

VI. CORE VALUES
Core Values are enduring beliefs which GDOT Leadership and employees hold in common and put into action. Core values answer the question, "How do we act as we move toward achieving our mission and vision?"
GDOT's Leadership team identified the Department's core values to be: Committed, Accountable, Responsible and Ethical (C.A.R.E.).

Core Values Committed
Accountable
Responsible Ethical

Meaning
Available whenever the need arises Dedicated to the success of the department
through excellence Doing what we say we are going to do Meeting program targets Meeting professional standards Taking ownership and pride in our work Being responsive and timely in all our actions All actions are based on principles Being above board in all our actions

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VII. CORE BUSINESSES
The core business process of GDOT is Transportation Asset Management. Transportation Asset Management (TAM) is a strategic approach or philosophy that guides how we conduct business in GDOT. FHWA states that at its core, TAM is "...a set of guiding principles and best practice methods for making informed transportation resource allocation decisions, and for improving the accountability for these decisions." AASHTO defines TAM as:
"...a strategic and systematic process of operating, maintaining, upgrading and expanding physical assets effectively throughout their lifecycle."
TAM provides GDOT with an integrated and comprehensive strategic management approach to providing for the state's transportation needs, at a time of declining or insufficient resources. The founding principle of TAM is: "...that physical assets have physical properties that can be measured, and these properties are subject to physical change processes that can be measured and reliably predicted." These measures are direct reports of asset condition, and predictions define a rate of asset degradation. These conditions link directly to operational performance. A performance goal is a defined level of operational performance and is set by policy. Put another way, TAM can be defined as a
"...systematic process of operating, maintaining, and upgrading transportation assets cost-effectively. It combines engineering and mathematical analyses with sound business practice and economic theory."
The key strength of using TAM to guide our transportation decisions is that it is science-based decisions can be defended by the data it generates, in addition to engineering judgment. At a time when funding for transportation will be constrained and projects will be forced to compete with each other, TAM provides an effective tool to determine how best to spend every transportation dollar.
TAM business practices are characterized by:
Clear links between policy goals and objectives and decisions at all levels. Connections are made between proposed investments and expected results. Project selections are linked to an understanding of program-level impacts. Project selection and program resource allocation options and tradeoffs are
analyzed based on their technical merits. A long-term view of asset performance is held. Decisions are supported by good information. A feedback loop from observed performance into planning and programming
decisions. Decisions at different levels of the organization are made based on consistent
criteria and data.

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Clear accountability is provided.
Based on the Department's Mission Statement, and the Leadership Team's knowledge of the Department's statutory purpose and business operations, the following core business processes were identified:
1. Plan, construct, maintain and improve the public roads and bridges within the State of Georgia
2. Provide funding and technical assistance for Multi-Modal Transportation 3. Provide transportation information and services

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VIII. ENVIRONMENTAL SCAN
The following indicators were identified by GDOT's Strategic Planners and were reviewed by the respective areas' Division Directors. The potential impacts to the Department were factored into the analysis concerning goals and objectives for FY2011.

Indicator
ECONOMIC
FY11 Appropriated Budget includes Motor Fuel backed bonds for $200 million for road projects
Revenue collections for the month of April 2009 (FY09) totaled $1,399,047,000.00 compared to $1,761,180,000.00 for April 2008 (FY08), a decrease of $362,133,000 or 20.6 percent
GA DOT is expected to receive $932 million dollars in stimulus funds from the American Recovery and Reinvestment Act of 2009
GDOT must maintain (Maintenance and Effort) current levels of state fund spending on transportation projects during the 18 month period following the ARRA passage.

Potential Effect on Agency
Diversion of dedicated Motor Fuel Tax funds and federal fund revenue to GSFIC to retire bond indebtedness
Bond sales increases ability to deliver projects faster and leverage future dollars at today's rates
As of February 2010, GA DOT has awarded more than $632 million in stimulus funds that have been used for 243 separate stimulus projects. All $932 million is obligated.
Additional funding is needed to invest in Georgia's transportation infrastructure improvements
The penalty of not keeping Maintenance of Effort is loss of the FY11 redistribution of regular formula funds.

Lower gas tax revenue, coupled with less federal funding
Possible additional funding available later from the "Stimulus bill," recently passed in Congress
Georgia's unemployment rate of 10.2% exceeds national unemployment rate of 9.7% (May 2010)

Funding gap of $243 billion by 2035 in future year dollars identified in the 2007 update of the Statewide Transportation Plan
Motor Fuel Tax collections, at current rates, will not close the federal funding gap
Higher gas prices may have an effect on employment patterns and commuting methods
Difficult funding choices ahead, new funding needed
Achieving most effective use of lowered funding level for FY11 and lower expected funding level for FY12 involve DOT program adjustments and staff downsizing

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Indicator
ECONOMIC
Projected annual growth rate of 1.6% in employment from 2002 to 2012 in GA
Per capita income forecasted to grow from $21,360 in 1997 to $32,180 in 2025
ARRA (stimulus) Projects may be a source of funding

Potential Effect on Agency
Increasing congestion and need to fund commuting alternatives
Pressure to fund mass transit for outlying metro Atlanta counties
Need for GDOT to make adjustments in transportation investments based on population growth
Need to identify additional revenue to fund transportation programs
Development of cost estimating software

Georgia in top 10 travel destinations
Georgia is the 10th best state nationwide for business
Georgia ranks 17th nationwide in job creation
Georgia ranks 11th in country by economic growth with the fastest growing economy in the Southeast
Congressional balancing Transportation Infrastructure Asset
Management started in Fall 2009 in order to optimize infrastructure investment by utilizing project prioritization and asset preservation management techniques Asset Management has proven to be an effective tool utilized for managing and preserving transportation assets in other states

The tourism industry is directly dependent on a good transportation system
Congressional balancing affecting statewide prioritization of transportation projects
The Asset Management initiative requires several years to be fully implemented; additional resources, time, top leadership support, and overall culture change will take place

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Indicator POLITICAL/LEGISLATIVE

Potential Effect on Agency

With the infusion of substantial general funds into the Highway Trust Fund in FFY 10, the Fund is expected to remain solvent through FFY 2011. In order to provide the same level of funding in years beyond FFY 2011, another federal fund source would be necessary or additional infusions to the Trust Fund must take place.
A reauthorization of SAFETEALU surface transportation programs may be enacted

There will likely be substantial uncertainty the level of Federal Highway funding in FFY 2012 and beyond.
The timing of a reauthorization of SAFETEALU surface transportation programs is rather uncertain, not likely until at least 2011. It may substantially increase total highway and transit funding to GA, requiring increased state matches for highways and for urbanized area transit systems. Will likely require more explicit GDOT consideration of freight transportation, assessment of ways to improve transportation/land use integration in metro areas, require states and MPOs to develop STIP/TIP programs based on, performance measurement and require development of methods to assess and reduce greenhouse gas emissions (or perhaps in separate climate change legislation). Expected additional short-term extensions of "SAFETEA-LU" will create uncertainty about the level of federal highway and transit funding for state FY 2011and beyond.

HB 277, the Georgia 2020 Transportation Investment Act the enabling legislation for a region wide, voter approved 1% sales taxes for transportation. The State is divided into regional planning commission boundaries for the purpose of developing a list of projects, and holding referenda on

If enacted this 1% sales tax would be the most significant investment in transportation in Georgia in years. Intermodal type projects and operating assistance for transit would also be an eligible project expense. In the coming months the Director of Planning will be tasked with working regional roundtables across the state to come up with a project list. Balancing the needs of each region will be challenging but there are incentives in the bill for working together.

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Indicator POLITICAL/LEGISLATIVE
the proposed tax. If approved the tax is implemented for 10 years and the revenue generated must be utilized on the projects on the list. The earliest a referendum can take place is July 2012.

Potential Effect on Agency

SR 821 Multiyear Construction Agreements - Proposes to the voters for ratification or rejection a constitutional amendment authorizing GDOT to enter into multi-year construction contracts.

Passage of this legislation and voter approval will provide some much needed relief to the Department's funding allowing the Department to enter into multi-year contracts to fund large projects on a pay-as-you-go basis. This should enable a significant amount of work to be let once approved.

SB 520 Transportation Dept.; elevated Intermodal to division status within the Department

Elevated Intermodal to Division status in the Department's Organization structure and provides that DOT Board members can be recalled by a majority vote of their District Caucus. It is not clear how this may impact board members however this will require a higher degree of accountability.

HB 1186 Ad valorem tax exemption; certain public-private transportation projects; provisions

Enables P3 projects by providing that real property used for Public /private transportation projects is exempt from local property taxes in the same manner as a public transportation facility would be.

SB 305 Transportation Department; design-build method; increase the percentage of projects contracted

Increases the maximum allowable design/build contracts for GDOT from 15% to 30% of the previous year's work program

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Indicator POLITICAL/LEGISLATIVE

Potential Effect on Agency amount.

There are predictions that Georgia will gain two additional Congressional Districts in the next round of Census and reapportionment of Congressional representation.

This would mean a larger Board and more challenges for balancing as new districts will likely be in denser urban areas that lack the road mileage that a geographically larger district would.

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Indicator
DEMOGRAPHIC
Diverse Population Growth (immigrants, migrants women, older citizens)
GA ranks 9th among the states in the number of legal permanent residents
A significant number of drivers nationwide will be over age 65 in the next 20 years
GA is 5th largest in nation in the vehicle miles traveled
Increased urbanization of metro Atlanta and other urbanized areas
By 2030, the senior population will have grown from 35 million to 70 million. One in eight of those over 65 will also be over 85
10% of Georgia's population is over 65 years old. By 2030 it is expected to be 16%

Potential Effect on Agency
Need to incorporate/consider travel behavior of diverse populations in transportation/safety planning
Innovations in roadway design and safety will be needed to accommodate the needs of changing demographic groups
Increases the need/desire for public transit options
Expansion of public transportation services will be required in both urban and rural areas
Need for advanced, multi-modal planning efforts and for financial and operational commitment by local jurisdictions and other entities. Without commitment from others, potential for state to lose or not be eligible for certain types of funding.

Georgia has the 9th largest US population and ranks 4th among the
fastest growing states numerically
Georgia attracts about 100,000 new
residents annually
The rural population is shrinking.
Population expected to add 2M in
the next 25 years Georgia ranks 49th nationally in per
capita spending in transportation

Creates additional congestion during "workday" hours
Development of Managed Lane Policies Current investment in transportation is not
sufficient to accommodate Georgia's growing population needs Transportation investment inequality issues

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Indicator
WORKFORCE TRENDS
Baby boomers will begin to reach the retirement age by 2010
GDOT workforce is aging. Nearly half of all state workers are between 45 and 64 years old.
50% of GDOT's senior leadership and 56% of office heads are eligible to retire within the next five years
21% of GDOT's senior leadership (Division Director and above) will be eligible to retire by 2010
22.6% of top management (office heads, District Engineers, Division Directors of above) will be eligible to retire by 2010
Need to implement a succession plan to capture the vital leadership skills and organizational knowledge necessary to effective program delivery.
A Succession Planning process is now in place in order to better prepare a pool of candidates to succeed those retiring GDOT senior leaders and top managers.
As of February 2010, the first cohort of Succession planning participants and mentors has been identified
State budget constraints relative to external hiring and backfilling of vacancies

Potential Effect on Agency
The retirement bulge with `baby boomers' will impact beyond GDOT and will increase our need to compete for new talent and retain existing staff
Unanticipated staffing issues result from the senior employees retiring earlier than anticipated by applying their forfeited sick and annual leave toward their months/years of service.
Application of forfeited and accrued leave pushes up projected retirement dates of senior staff and compounds the staffing problem.
Loss of `institutional knowledge' probable before new hires can be staffed and trained
The Succession Planning Program and a renewed focus on the management training program will be key factors in the retention and development of high potential employees
Succession planning should increase employee engagement and preservation of institutional knowledge
At 18 month Succession Planning program with only 19 cohorts is a good start but not a quick fix to leadership gaps
State budget cutbacks and severe decline in motor fuel taxes continue to impact staffing and service levels.

Younger workforce is less inclined to stay with the job, and is far more mobile, seeking instant, short-term gratification of salary dollars (the national median for time spent at a job is around 4 years).
The national median tenure is 7.2 years for governmental employees,

Employees are less connected to and less loyal to their employer
Constant turnover of newer/younger workforce increases the demand for training
Gap between experienced and inexperienced workforce is becoming wider and more difficult to bridge. Threat of institutionalized knowledge and skills is being lost or

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Indicator
WORKFORCE TRENDS
due to a greater number of public employees being age 35 and over The average tenure for State of Georgia employees is 9 years while the overall turnover rate is 18%
Job security and defined benefit plans are of paramount importance to the workforce.
Current compensation and benefit packages are ineffective in attracting key talent
Employees' satisfaction with both monetary compensation and recognition and rewards areas scores the lowest out of the items surveyed during the 2007 annual employee surveys
Decline in defined benefit pension programs.
New benefits package implemented as of January 2009 in order to better serve the needs of new workforce entering state agencies
With declining returns from 401K investments, older workers are remaining in the workforce longer.
As of 02-20009, GDOT implemented an internal customer service recognition program. This program recognizes GDOT's employees for providing outstanding customer service to their customers. The program also extends to nominate selected candidates for the Governor's Commendations ceremony held every quarter.

Potential Effect on Agency
diminished Ability to backfill vacancies impacted
severely by budget constraints. Increased dependency on consultants and part time employees Recession reinforces notion that work is temporary and contingent. Difficulty in both attracting and retaining employees in critical job categories (engineers, IT professionals, urban and transportation planners) Potential turnover of technical employees to the private sector or higher paying public sector once the economy improves. Budget cuts, furloughs, hiring freezes, and annual increase suspension of annual merit increase contribute to low morale and loss of productivity New retirement plan with matching 401K program is not as attractive as anticipated considering the low performing stock market. Retention of an aging workforce inhibits promotional opportunities of the younger workforce. GDOT's customer service award program might prove to be a good employee morale booster.

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IX. STRATEGIC GOALS
Strategic Goals are broad areas of ongoing endeavors which describe the direction the Department will take toward achieving its vision.
Each of the Department's strategic goals relates to and supports at least one of the state's strategic priorities. This ensures that the GDOT strategic plan is consistent with the Governor's vision as articulated in the state strategic plan.

Goal #

Strategic Goal Taking care of what we have, in the most efficient way possible

Long-term Outcome Maintaining Georgia's transportation infrastructure at an acceptable level of service

State Strategic Priority Best Managed State Healthy State

1

Make the most effective and economic use of all

available and eligible funds

Satisfied customers who have confidence in GDOT

Planning and Constructing Deliver a prioritized set of Safe Georgia

the best set of mobility-

transportation projects (i.e., Growing Georgia

focused projects we can, on the STIP) that makes

schedule

commuting times lower and

2

more predictable

Ensure efficient movement

of freight; bolster Georgia's

prosperity and economic

competitiveness

Making safety investments Make safety improvements Safe Georgia

3

and improvements where the on our roads where needed Best Managed State traveling public is most at

risk

Making GDOT a better

Communicate with

Best Managed State

place to work will make

employees on how their

4

GDOT a place that works better

success and engagement contributes to the

Educated Georgia

achievement of the first

three goals

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A. Critical Success Factors
The following identifies critical success factors which are those things that the Department must do in order to succeed in meeting its goals:

# Goal 1

Critical Success Factors Efficient and effective management of transportation assets and investments
Necessary service level adjustments

Description
Maintain targeted levels of service for each asset management class. GDOT management is focusing on building the most cost effective projects; moving away from "worst first" to a scientific, data-driven approach.

Establish and maintain a robust transportation asset management (TAM) database(s). Ensure that TAM-related data is reliable and underpins decisionmaking
Knowledgeable Staff
Customer Feedback
Develop and implement effective Surveys

Diminished funding level will require a greater effort to maximize, manage, and extend the usable life of the assets within the highway infrastructure. Routine maintenance is of critical importance in prolonging the life of these assets.
TAM depends on having good, reliable data upon which the decisions are made. In collaboration with GDOT IT, maintenance, and operations staff, Office of Performance Management (OPM) personnel will assist Champions in the collection, validation, and storage of their data. As a first step, a thorough inventory of all the Department's assets is essential, so that their current condition and performance levels can be established. This is already in existence for bridges and pavements, but not the other asset classes.
Implement TAM best practices
In conjunction with the affected GDOT offices, OPM staff will orchestrate the creation and maintenance of performance metrics with which to monitor the key aspects of the TAM process, concentrating first on pavements and bridges, and the others later.
GDOT is customer-focused, serving both

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#

Critical Success Factors

Description

Communication of efforts and their importance to our employees is critical to accomplishing all goals

external customers such as the motoring public and internal customers such its employees. Through well-constructed and effective surveys, our customers inform us on their impressions of our progress.

Adherence to Department's Mission and Core Values

Finally, all DOT employees will be encouraged to work by the DOT Core Values: C.A.R.E; and to learn how every office and employee throughout the Department will be actively engaged in implementing TAM

Goal 2 Coordinate and collaborate with the Director of Planning
Plan and construct the best set of mobility-focused projects, utilizing GDOT's project prioritization process (PPP) methodology as the guiding principle
Reduction in traffic congestion costs
Reduction in and predictability of commute times

The transportation program is a key part of other state initiatives, such as economic and community development. It includes Freight and Operational improvements, STIP delivery, and customer service initiatives. Coordination is important to the success of these statewide efforts. GDOT will work closely with the Director of Planning to ensure that that maximum gain is realized from the available transportation funds
Cooperation from industry on methods to improve the percentage of on-time construction projects will be critical.

Obtain adequate funding; exploit opportunities for funding from nontraditional sources

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# Goal 3

Critical Success Factors
Make safety improvements on roads and bridges when and where they are most needed

Description
Plans will contain a renewed focus on intersections and roadway segments with higher than average accident rates.

Reduce fatalities

Service level adjustments in response to lower funding levels will not affect the safety of the travelling public.

Goal 4 Consistent and timely communication of HR policies, procedures, and programs

Making improvements to accident/incident clearance times is key to congestion relief, and is an important customer service objective Continually evaluate and enhance HR programs and policies to improve quality of program delivery and business results

Manage the Succession Planning Program
Delivery of HR programs that foster employee satisfaction and support agency goals

Ensure that participants and mentors for Round 1 complete the nomination and selection process for the second cohort by 7/31/2011
Implement training and development programs that improve individual and organizational performance

Establish a cohesive and comprehensive agency-wide recognition program
Optimize staffing

Increase Work Away Program participation and utilize non-monetary recognition programs to enhance employee engagement
Enhance PERW within GDOT

Ensure that staffing is allocated to achieve maximum efficiency and effectiveness throughout the Agency

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FY 2011 Strategic Plan Update

B. Success Inhibitors
The following identifies success inhibitors which are those things that prevent the Department from achieving its goals:

# Goal 1

Success Inhibitors
Competition for funding between preservation and new construction

Media Relationship

Description
The competition between preservation and new construction projects, along with the usual rivalry for funding between the Atlanta region and the rest of Georgia, will challenge the achievement of both Goals #1 and 2. This is particularly true as the Department makes transportation decisions on the basis of a datadriven, scientific methodology, as opposed to "worst first" or for political reasons

Goal 2 Limited funds available for new construction projects High Speed Drivers Scheduling Air Quality Balancing Requirement
Too many people with decision making authority

The Transportation Funding bill has passed. However, revenues will not be realized until years from now. The Department must resist pressure to set unrealistic project production schedules. In GA's non-attainment areas, air quality requirements impact project selection and schedules. The legislative requirement that transportation funding in Georgia must be balanced among the 13 congressional districts hampers GDOT's ability to fully target projects at critical needs to address safety and maintenance of the system.
Maintenance projects, critical to achieving Goal #1, compete for funding with new construction projects. Concerns for how resources will be managed to both expand and maintain the current statewide transportation system have been posed.
Multiple agencies with their own priorities and strategies (e.g., GRTA, ARC, EPD, etc.) must be coordinated with and the strategic transportation plan appropriately "deconflicted."

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FY 2011 Strategic Plan Update

#

Success Inhibitors

Goal 3 High Speed Drivers

Scheduling

Air Quality

Balancing Requirement

Goal 4 No cost of living allowances, or merit increases, and few promotional opportunities
Hiring freeze
Reduced income as the result of Furloughs (10 days of furloughs in FY2010)

Description
Increased fatalities for off-system roadways are believed to be a result of drivers transitioning from state routes to rural roadways while maintaining high speeds. Presenting accident data for both the State highway system and off-system roadway fatalities separately, investing in safer pedestrian, and bikeway facilities for state routes within high pedestrian traffic have been proposed to address this issue.
The need to enhance and maintain employee engagement is critical to mission success. With no state funds for salary increases, GDOT leadership must employ a variety of recognition, reward, and non-cash incentive programs

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FY 2011 Strategic Plan Update

X. WORKFORCE PLAN
OVERALL AGENCY'S WORKFORCE GOAL: To retool, retain and develop a highly competent, motivated workforce and establish GDOT as an `employer of choice'
GOAL #1: To retool the workforce to meet evolving business needs
Needs: o Agency needs to provide the essential level of services with reduced Agency workforce. o Current budgetary constraints and the economic situation have forced the agency to put a hiring freeze on all but critical positions. o GDOT will try to place the existing workforce in the vacant positions, whenever the existing workers' skill sets meet the positions' requirements. o Even though GDOT will try to utilize its existing workforce whenever possible, it will also continue to pursue opportunities for outsourcing, privatizing, consolidating, realigning, and eliminating certain functions and services as dictated by budgetary constraints.
Strategies: 1. Resize divisions to optimal staff levels, relative to staffing and program delivery plans, and to achieve budgetary and department objectives. 2. Review all vacancies for their criticality and prioritize replacement need, determining internal postings versus external recruitments. 3. Reassess which functions the department will continue to perform and which ones will no longer be performed by GDOT. 4. Whenever feasible, reassign existing employees to fill critical roles and implement redistribution of workload among existing staff.
Outcomes: 1. Preservation of the institutional knowledge that is crucial in delivering GDOT's services in an efficient and effective manner 2. Cost savings and meeting budgetary constraints by retaining and retooling GDOT's current workforce, and by outsourcing certain functions
GOAL #2: Improve internal communication and performance feedback throughout the organization
Needs: The agency will rely on the support of its existing, internal leadership as well as its communications and training staff to improve internal communication and performance feedback throughout the organization
Strategies: 1. Develop a timeline and plan for communication, training, and implementation of the new Statewide e-Performance Evaluation System:

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FY 2011 Strategic Plan Update
a. Ensure that sufficient and effective training is delivered to all involved in the execution of the plan
b. Communicate design intent, anticipated results, training schedules, key dates, and deadlines for completion to all stakeholders
2. Monitor and evaluate program implementation, and employee performance levels against turnover and retention rates
3. Enhance the channels of communication tools throughout the Agency a. Constantly improve existing internal and external Agency websites i. Maintain and frequently update information to convey important messages to employees and public ii. Redirect and encourage staff to visit the sites for important operational and employee benefits information b. Conduct frequent on-site visits and regular webcast "Town Hall" meetings with senior management, GO and field staff on a range of subjects to include: safety, leave and personnel policies, employee relations, timekeeping, etc.
Outcomes: 1. Effective communication across all organizational levels 2. Alignment of all business processes 3. Individual performance that is responsive to agency goals
GOAL #3: Administer and conduct developmental programs that will ensure adequate grooming of the next generation of leaders throughout the Agency
Needs: As GDOT's upper managers are retiring and leaving the agency, GDOT will need to hire qualified people to replace them. 50% of GDOT senior leadership and 56% of office heads are eligible to retire within the next five years. 21% of senior leadership (Division Directors and above) will be eligible to retire between now and 2011. 22.6% of GDOT's top management (Office Heads, District Engineers, Division Directors and above) will be eligible to retire between now and 2011. The agency has a succession plan prepared and will review its implementation. Existing employees will be considered to staff the function.
Strategies: 1. Revise the leadership development curriculum a. Enlist full support of executive management b. Revise management and leadership course content for delivery by GDOT staff c. Target managers for participation in select development courses offered by SPA and GDOT 2. Preserve institutional knowledge a. Offer coaching/mentoring programs to middle managers b. Conduct "lunch and learn" programs 3. Continue to institute an active succession plan to identify and train high potential employees a. Implement Individual Development Plans and 12 month curriculum for first Round Participants

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FY 2011 Strategic Plan Update

b. Publicize stories featuring the activities of the First Round of Succession Planning participants
c. Develop a behavioral interview for use in selection process for the final round of candidates with the 2nd group of Program applicants
d. Solicit applications from eligible employees agency-wide from April 1st through May 15th, 2011
e. Complete the Round 2 interviewing and selection process by July 31st, 2011
Outcomes: 1. Institutional knowledge and leadership skills developed and in place to take over the upper level positions once they become available 2. Increased employee engagement 3. Transition from old to new management without major effects on the agency's performance
GOAL #4: Establish and maintain training and development programs that improve individual and organizational performance

Needs: Constantly changing work environment and workforce structure require training programs to enhance employees' abilities and skills to perform their jobs, to prepare employees for advancement as well as to provide educational opportunities in areas outside of their current job duties but within their interests and abilities.
Strategies: 1. Constantly evaluate course offerings and methods of delivery to participants a. Conduct an Agency-wide training needs assessment b. Add computer skills training to existing program modules c. Emphasize accessibility of training classes via webcast and deployment to the field d. Communicate the value of continuous development and self-improvement 2. Utilize no cost training techniques to enhance employees' skills and competencies a. Re-shift the training focus of the existing workforce to on-the-job training in order to help employees develop in the needed areas b. Include job reassignment and job shadowing as part of training c. Emphasize hands-on approach over classroom training 3. Encourage low-cost/no-cost management behaviors that inspire and motivate the workforce 4. Promote and market informal and formal training classes on the HR Website. 5. Design and implement tools to evaluate training delivery and outcomes, and provide management with adequate data for routine assessment. 6. Utilize ELMS with the new e-Performance Evaluation Program in creating individual employee development plans. 7. Initiate quarterly "guest lecture series" to address hot topics of interest and educational value for employees and managers
Outcomes:

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FY 2011 Strategic Plan Update

1. Professional and personal development programs that improve work performance, retention, and overall employee satisfaction
GOAL #5: Increase employee participation in programs that further work/life balance Needs: Whenever possible, GDOT wants to promote employee programs that will help them
better balance their personal and professional lives. Teleworking and alternative work schedules are examples of such programs currently in use. Strategies: 1. Review existing policies and procedures outlined in the State's Work Away Program for
GDOT incorporation 2. Instill a management mindset that replaces the traditional need for employee visibility to
the more innovative approach of work product accountability for off-site employee productivity 3. Market the viability of appropriate telecommuting and alternative work schedule options to senior and middle management 4. Increase the publicity and promotion of the advantages to all aspects of the Work Away Program through written materials, web-site information, and on-site informational meetings for both employees and supervisors 5. Ensure that all participant activity is better captured and reported to GO Program management team to avoid underreporting of actual participation
Outcomes:
1. A more satisfied and engaged workforce that is more results oriented and that produces better outcomes for the agency
2. Higher work flexibility and improved retention 3. Better professional and family life balances and increased productivity
GOAL #6: Improve the efficiency and effectiveness of the HR Function Needs: Due to organizational restructuring, HR needs to develop and implement policies and procedures for multi-level organizational work re-assignments. This should lead the agency to achieve maximum value within available resources Strategies: 1. Analyze current strengths and weaknesses of each HR office at the GO and District levels a. Identify needs b. Address staffing redeployments 2. Analyze existing personnel policies and procedures and revise as appropriate a. Revise the Agency's Employee Handbook b. Review the content and delivery of the New Employee Orientation Program 3. Partner with the EEO and Investigative Units to improve the timeline and conduct of the investigative process for employee complaints, grievances, and EEO matters 4. Enhance the HR Division Web site to include timely and relative information regarding training, benefits and Department activities a. Create a self-service approach to address frequently asked employee benefits questions

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FY 2011 Strategic Plan Update
b. Publish questions and responses specific to HR issues from the Commissioner's e- mail box
5. Redesign our classification and compensation structure to facilitate staffing flexibility during organizational restructuring a. Employ preliminary job banding strategies to provide strengthened internal movement and reduce artificial barriers within the current structure b. Partner with management to design the new job and compensation structure, emphasizing job worth c. Propose and communicate the intent and value of the new classification and compensation program
Outcomes: Human Resources department with consistent policies, procedures, and information channels that support GDOT's workforce
GOAL #7: Establish and maintain a cohesive and comprehensive, agency-wide recognition program inclusive of all employees
Needs: Agency's budgetary constraints, limited staffing and increased work-loads require more innovative and less costly ways to award GDOT employees
Strategies: 1. Design non-monetary rewards that acknowledge employee service, recognize exceptional employee performance and exude positive workplace harmony a. Train managers on the delivery of positive coaching techniques b. Design and implement employee recognition programs that acknowledge outstanding performance, safety records, and customer service c. Encourage employees to celebrate service and Agency dedication through Agency sponsored events like Public Employees Awareness Week 2. Reenergize/promote annual meetings a. Coordinate PERW activities through teams of committees at the GO and district levels b. Identify all awards being given throughout the Agency; redefine and promote the criteria for each existing award
Outcomes: A more productive and engaged workforce

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FY 2011 Strategic Plan Update
XI. STRATEGY MAP
A Strategy Map is a diagram that describes how an organization creates value by connecting strategic objectives in explicit cause-and-effect relationships with each other.
GDOT's four strategic goal areas and sixteen strategic objectives are identified on the Strategy Map. (Goals are on the left side and Objectives are listed in shaded ovals). The cause and effect relationships are identified via arrows. By connecting such things as Customer Satisfaction, Project Estimating, Employee Development, and Leadership Skills with one another in graphical representation, strategy mapping helps to describe the strategy and to communicate the Department's strategy among GDOT Leadership and employees.

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FY 2011 Strategic Plan Update
XII. STRATEGIC OBJECTIVES
The following strategic objectives are the measurable outcomes identified to move the Department toward attainment of each of the strategic goals. GDOT Leadership has identified the below listed strategic objectives as focus areas for the next 3-5 years. The objectives serve as specific focus areas for improvement that will enable the Department to achieve its vision and mission. It is important to note that the strategic objectives are not intended to cover everything the Department does. The Agency's Business Plan (Prioritized Program Budget) is the more comprehensive review of all the Department's activities and performance results.
For example, strategic objectives # 1 through 12 are focused on the preservation of important transportation assets. Asset preservation is a key business process. A review of this process highlights the criticality of having good data on the condition and location of the transportation assets that the Department has responsibility for. To capture and manage this data, the GDOT CIO will create and implement a data management plan that details the specific data elements to be obtained, how they are to be stored (i.e., a data warehouse) and how they are to be used to feed a robust performance management system. The strength of this data driven approach is that is science-based, and takes emotion and opinion out of the decision-making process.
While asset preservation and maintenance are GDOT's bedrock business processes, meeting future transportation needs by identifying and selecting the best set of mobility-focused projects, and delivering them on time and on budget, is essential. The Project Prioritization Process (PPP) represents another key business process that the Department uses to accomplish its mission. It is a systematic and rational approach to choosing STIP projects that enables leadership to prioritize projects by their benefits/costs and risks. It is a methodology that emphasizes data and sound judgment over subjectivity. Projects are prioritized and compared with the funding available. Those above the decrement line are in the STIP, those below are not. The advantage of the PPP is that it provides leadership with facts and data that it can use to defend what is in the STIP, or to argue for more funds for projects that didn't make the cut.
A member of the Executive Team has been identified as the "Champion" of each of the strategic objectives. Champions are responsible for sponsoring teams which define and implement strategies and initiatives to achieve the objective, and maintain accountability to their peers on the Executive Team and to the Department for ongoing measurement and status reporting on their objective.
The objective Owners are responsible for day to day monitoring of progress, implementing strategies, determining resource needs, and communicating issues and status to Champions.

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FY 2011 Strategic Objectives

FY 2011 Strategic Plan Update

Goal #

Strategic Goal

1 Taking care of what we have, in the most efficient way possible

Strategic Objective

Champion: Keith Golden Owner: Eric Pitts
Champion: Ben Buchan Owner: Paul Liles
Champion: Keith Golden Owner: Eric Pitts Champion: Erik Steavens Owner: Harvey Keepler

1 Maintain interstates with 50,000 or greater ADT at a PACES Rating of 80 or more
2 Maintain all other interstates at a PACES Rating of 75 or more
3 Maintain multi-lane 02 routes with an ADT of 25,000 or greater at a PACES Rating of 75 or more
4 Maintain other routes at a PACES Rating of 70 or more
5 Maintain interstate bridges such that they can carry all legal loads
6 Maintain interstate bridges such that they, at a minimum, have decks that are in good condition
7 Maintain U.S. Route bridges such that they can carry all legal loads
8 Maintain U.S. Route bridges such that they, at a minimum, have decks that are in satisfactory condition
9 Maintain State Route bridges such that they can carry all legal loads
10 Maintain State Route bridges such that they, at a minimum, have decks that are in fair condition
11 Maintain Off-System State-Owned bridges such that they can carry all legal loads
12 Maintain Off-System State-Owned bridges such that they, at a minimum, have decks that are in fair condition
13 Maintain Drainage structures and pipes free of blockages and functioning as intended.
14 Maintain the number of urban and rural transit systems assisted

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33

Goal #

Strategic Goal

Champion: Erik Steavens Owner: Harvey Keepler

FY 2011 Strategic Plan Update
Strategic Objective
15 By the end of FY 2011, Assist the Corps of Engineers (COE) in providing capacity for material dredged from federal navigation channels

Champion: Keith Golden Owner: Greg Mayo

16 Repairing and maintaining existing state highways and bridges in good condition in Georgia (CS measure)

2 Planning and Constructing the best set of mobility-focused projects we can, on schedule

Champion: Todd Long Owner: Angela Alexander

17 Reduction in traffic congestion costs
18 Optimized throughput of people and goods through network assets throughout the day

19 Reduce emissions, improve air quality statewide, limit footprint
20 Improved efficiency, reliability of commutes in major metropolitan areas
21 Improve efficiency and reliability of freight, cargo, and goods movement

Champion: Erik Steavens Owner: Harvey Keepler

22 Construct 100% of airport runway extensions based on recommendations of the statewide aviation system plan
23 Develop comprehensive State Rail Plan that addresses the High speed Rail and Freight needs throughout the State and Southeast Region

Champion: Keith Golden Owner: TBD

24 "By the end of FY 2011, improve traffic flow from current levels in the Atlanta Metro area."

Champion: Ben Buchan Owner: TBD

25 Complete "X"% of construction projects within the scheduled time. Time frame is from PE Authorization to Open to Traffic Note: FY 2011 is the baseline year for this objective

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FY 2011 Strategic Plan Update

Goal #

Strategic Goal

Champion: Mike Thomas Owner: TBD

Strategic Objective
26 Support for local connectivity to statewide transportation network

Champion: Todd Long Owner: Greg Mayo

27 Maintain the percentage of survey respondents that give GDOT a grade of A or B at 66.8% for meeting transportation needs in Georgia (CS Measure)

3 Making safety investments and improvements where the traveling public is most at risk

Champion Keith Golden Owner: TBD
Champion: Erik Steavens Owner: Harvey Keepler
Champion Keith Golden Owner: Greg Mayo

28 Reduce the number of fatalities by 40 per year
29 Reduce the time that the traveling public would be impeded by incidents
30 Establish instrument approach procedures at all publically owned public use airports
31 Maintain 100% compliance with state airport licensing standards
32 Maintain the percentage of survey respondents that grade safety on the State's highways that they normally drive on with a grade of A or B (CS measure)

4 Making GDOT a better place to work will make GDOT a place that works better

33 Complete the nomination and selection process for the

Champion: Robin Stevens

second cohort of the Succession Planning Program by

Owner: Jeff Conrad/Dana Kilpatrick

7/31/2011

Champion: Robin Stevens Owner: Rick Smith

34 By the end of FY 2011, establish and maintain training and development programs that improve individual and organizational performance

Champion: Robin Stevens Owner: Mike Johnson

35 By the end of FY2011, establish a cohesive and comprehensive agency-wide recognition inclusive of all employees

Champion: Robin Stevens

36

Owner: Kim Cameron/Cheryl Legall-

Moore

By the end of FY 2011, fully utilize the ePerformance tool to assist in analyzing the relationship between performance scores and the retention rate of our higher achievers

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FY 2011 Strategic Plan Update

Goal #

Strategic Goal

Champion: Robin Stevens Owner: Kelly Johnson

Strategic Objective
37 Increase participation in the Work Away Program by 5% by the end of FY 2011

Champion: Robin Stevens Owner: Monica Ivey

38 Ensure that existing staff is allocated to achieve maximum efficiency and effectiveness throughout the Agency

Champion: Greg Mayo

39 Increase the number of GDOT employees nominated for

Owner: Alma Mujkanovic/Tony Giasi

the Commissioner's Customer Service award, measured

quarterly (cumulative) (CS Objective)

Champion: Greg Mayo

40 Maintain employee Recognition and engagement (CS

Owner: Alma Mujkanovic/Tony Giasi

Objective)

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FY 2011 Strategic Plan Update
XIII. BUSINESS STRATEGIES
Business Strategies are activities required to achieve an objective, control a critical success factor, or overcome an inhibitor. Initial strategies were identified by each strategic objective's owner to define "how" the Department will achieve the objective.

It is anticipated that these strategies will be refined, and action plans developed by teams as the Executive Team begins implementation of this Strategic Plan. The strategies will lead to structuring initiatives, organizational, process and/or technology initiatives, which will be chartered to achieve the strategic objectives.

The initial list of business strategies identified by the Executive Team is:

#

Objective

Strategies

1 Maintain interstates with 50,000 or Utilize GPAMS projections for resurfacing

greater ADT at a PACES Rating of needs and identify routes to optimize preventive

80 or more

maintenance

2 Maintain all other interstates at a GSU Citizen Poll to determine satisfaction rating

PACES Rating of 75 or more

of Georgia's roads

3 Maintain multi-lane 02 routes with Improve Asset Management capabilities

an ADT of 25,000 or greater at a

PACES Rating of 75 or more

4 Maintain other routes at a PACES

Rating of 70 or more

5 Maintain interstate bridges such Actively program preservation projects on

that they can carry all legal loads

existing bridges to reduce deterioration rate

6 Maintain interstate bridges such Improve Need and Purpose Statements to reflect

that they, at a minimum, have

the actual reason(s) the bridge needs to be

decks that are in good condition

rehabilitated or replaced.

7 Maintain U.S. Route bridges such Update the Bridge Maintenance Manual

that they can carry all legal loads Utilize asset management in program decision-

8 Maintain U.S. Route bridges such making.

that they, at a minimum, have decks that are in satisfactory

Update priority calculations and risk determinations as necessary

condition

9 Maintain State Route bridges such

that they can carry all legal loads

10 Maintain State Route bridges such

that they, at a minimum, have

decks that are in fair condition

11 Maintain Off-System State-Owned

bridges such that they can carry all

legal loads

12 Maintain Off-System State-Owned

bridges such that they, at a

minimum, have decks that are in

fair condition

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FY 2011 Strategic Plan Update

#

Objective

13 Maintain Drainage structures and

pipes free of blockages and

functioning as intended.

Strategies Enhance Asset Management capabilities using
inspections and subsurface utility inputs

14 Maintain the number of urban and Provide oversight responsibility of federal FTA

rural transit systems assisted

requirements, including financial support, to all

sub-recipients

15 By the end of FY 2011,assist the By the end of FY 2011, provide funds to the

Corps of Engineers in providing

COE as requested.

capacity for material dredged from

federal navigation channels

16 Repairing and maintaining existing Contract with Georgia State University to

state highways and bridges in good conduct surveys of motorists, etc.

condition in Georgia (CS

Objective)

17 Reduction in traffic congestion costs

For recurring congestion, ensure STIP projects focus on most congested corridors as well as follows the federal planning process

Strategically plan Managed Lanes as appropriate for each corridor

18 Optimized throughput of people Strategically implement roadway improvements

and goods through network assets that address the most congested corridors.

throughout the day

Focus efforts on corridors that improve access to

employment centers

19 Reduce emissions, improve air

Continue coordination of Clean Air Campaign

quality statewide, limit footprint

Program through use of CMAQ

Update Statewide Bike Plan and continue

coordination of pedestrian and bike facilities

with roadway improvements

Continue to implement "livability" type projects

thru TE and LCI programs

20 Improved efficiency, reliability of TBD

commutes in major metropolitan

areas

21 Improve efficiency and reliability Complete Freight and Logistics Plan and

of freight, cargo, and goods

implement improvements strategically along

movement

identified freight corridors.

22 Construct 100% of airport runway Due to funding reductions in the Airport Aid

extensions based on

Program, work with airport sponsors to apply to

recommendations of the statewide the OneGeorgia's AIRGeorgia program for

aviation system plan

funding for runway extensions

23 Develop comprehensive State Rail Consultant contract to assess needs and

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FY 2011 Strategic Plan Update

#

Objective

Strategies

Plan that addresses the High speed deficiencies involved with Passenger, including

Rail and Freight needs throughout high speed, and Freight Rail in Georgia and

the State and Southeast Region

Southeast Region

24 "By the end of FY 2011, improve For freeways and arterials, reduce the Travel

traffic flow from current levels in Time Indices from current levels

the Atlanta Metro area."

25 Complete "X"% of projects within Implement strategic management for critical

the scheduled time. Time frame is roadway design, bridge design, right-of-way, and

from PE Authorization to Open to environmental deliverables from baseline

Traffic

schedule

Begin to implement monitoring of in-house

Projects > $10M

engineering resources.

Provide comprehensive training in the

Actual Start Date for

fundamental disciplines required to deliver

Environmental Approval

projects.

Fully implement two-phase PE.

Ensure purpose and need statements are defined

prior to programming, tied to the strategic plan,

and supported by appropriate analyses.

Implement new design/CADD software and

continue to develop additional automation

features.

Create an electronic document routing/tracking

system for environmental documents

Work with local governments to become

certified.

Project Management Academy

Additional task order contracting capacity for

environmental, design, and surveying

Utility Coordination Task Force

Online development of documentation for ROW

consultants, local governments and design

guides

Use lessons learned from previous VE studies to

decrease the number of yearly recommendations.

Implement best practices for QC/QA techniques

across the engineering offices.

Review schedules for appropriateness

Determine reasons for extensions and identify

types of projects routinely late

Continue to review alternative contract methods

Monitor elapsed time on construction projects

Hold periodic schedule meetings with

contractors on critical projects.

Monitor payments to contractors

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FY 2011 Strategic Plan Update

#

Objective

Strategies

Monitor contract modifications

26 Support for local connectivity to Actively track dollars spent on local roads

statewide transportation network

through the Local Maintenance and

Improvement Grant (LMIG) program and the

Federal and State Programs

27 Maintain the percentage of survey

respondents that give GDOT a

GDOT participation in state government-wide

grade of A or B at 66.8% for

Customer Service improvement initiative

meeting transportation needs in

Incorporate results of the new Georgia Motorist

Georgia (CS Objective)

survey to determine citizen satisfaction rating of

Georgia roads

Improve customer call handling

Improve customer service training for GDOT

staff

Resume effort by the Office of Communications

to reach out to the public through the press and

through face-to-face meetings in areas where

GDOT is undertaking a major construction

project.

Decrease and manage the number of negative

press articles

Working with District Communications officers

to increase their access and visibility to the local

media in their districts.

Work on 5-year safety campaign to address the

overall safety action plan, the rules of the road

and to look at the different driving styles of

drivers

Respond to online "Contact Us" form within 5

business days

Reach out to community newspapers to improve

our message across the state in an effort to

increase the amount of positive press articles

Reduce Access Management, Outdoor

Advertising, and oversize and overweight permit

processing time



28 Reduce the number of fatalities by Implementation of Governor's Strategic

40 per year

Highway Safety Plan

Prevent vehicles from running off the road

Minimize the consequences of leaving the road

Improve the design and operation of

intersections

Improve pedestrian safety

Reduce vehicle / train crashes

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FY 2011 Strategic Plan Update

#

Objective

Strategies

Off-System Safety Program

29 Reduce the time that the traveling HERO program expansion and addition of new

public would be impeded by

HERO routes

incidents

Expand Towing and Recovery Incentive

Programs

Provide enhanced training for local Traffic

Incident Management Teams

30 Establish instrument approach

Provide aerial obstruction surveys for submittal

procedures at all publically owned to FAA Flight Procedures Office to facilitate

public use airports

creating new instrument approach procedures

31 Maintain 100% compliance with Improve communication with airport sponsors

state airport licensing standards

prior to inspection to allow them to correct

deficiencies prior to inspection

32 Maintain the percentage of survey

respondents that grade safety on Determine citizen satisfaction ratings of Georgia

the State's highways that they normally drive on with a grade of A or B (CS Objective)

roads by incorporating the results of the Georgia Motorist survey and Public Opinion Poll

33 Complete the nomination and

Publicize stories featuring the activities of First

selection process for the second

Round SP Participants during FY 2011

cohort of the Succession Planning Prior to April 2011, develop a behavioral

Program by 7/31/2011

interview for use in screening the final round

of candidates

Solicit applications from eligible employees

agency-wide from April 1 through May 15,

2011

Conduct the selection and interviewing process

from May 15th -July 31, 2011.

34 By the end of FY 2011, establish Design a needs assessment process to identify

and maintain training and

training and development needs throughout the

development programs that

Agency by July 1, 2011

improve individual and

Conduct the needs analysis throughout the first

organizational performance

quarter of FY 2011

Identify gap analysis from data relative to

course revisions/additions and training staff

compliment/assignments by close of 2nd

quarter 2011

Prioritize course design, revisions and

undertake necessary work with completion

slated by close of FY 2011

Publicize course catalog and class schedule

first quarter 2012

Design and deliver classes through a variety of

modes to reach a wider audience at lower cost

Conduct automated surveys of managers to

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FY 2011 Strategic Plan Update

#

Objective

Strategies

assess employees' performance following

training program participation

35 By the end of FY2011, establish a Build on momentum of 2010 annual meetings

cohesive and comprehensive

Reenergize and promote the Agency wide

agency-wide recognition program

annual meetings during 2011

inclusive of all employees

Identify all awards being given throughout the

Agency; redefine and promote the criteria for

each existing award with Web site

announcement and publication during FY 2011

Sponsor PERW activities, utilizing Agency

wide committee assistance in 2011

36 By the end of FY 2011, fully

Identify the "4" and "5" level performers

utilize the ePerformance tool to

throughout the Agency once the manager

assist in analyzing the relationship

evaluations with ePerformance are completed

between performance scores and Assign Training and Development staff to

the retention rate of our higher

monitor and ensure that IDPs are completed

achievers

for each employee in that category

Ensure through coaching activities that this

employee segment receives personalized

attention

Track the turnover rate of this high

performance employee category, as well as the

SP participants, against the turnover rate of the

general population

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FY 2011 Strategic Plan Update

#

Objective

Strategies

37 Increase participation in the Work Through discussions at executive management

Away Program by 5% by the end

meetings, instill a management mindset that

of FY 2011

replaces the traditional need for employee

visibility to the more innovative approach of

work product accountability for off-site

employee productivity

Market the viability of appropriate

telecommuting and alternative work schedule

options to senior and middle management

Increase the publicity and promotion of the

advantages to all aspects of the Work Away

Program through written materials, web-site

information, and on-site informational

meetings for both employees and supervisors

Ensure that all participant activity is better

captured and reported to the GO Program

management team to avoid underreporting of

actual participation

Work with GDOT IT to incorporate

mechanisms for reporting Work Away

participation in WFTK

38 Ensure that existing staff is

Review all internal and external hiring and

allocated to achieve maximum

reassignment requests to determine alternative

efficiency and effectiveness

options, skill set availability, budget impact, and

throughout the Agency.

requisite need

Conduct staffing analysis of various

administrative and other programmatic functions

throughout the Agency to better align workforce

with productivity needs

Work with senior management to prepare and

implement a workforce efficiency plan in

consideration of declining motor fuel dollars

39 Increase the number of GDOT

Continue to educate and inform GDOT's upper

employees nominated for the

managers and employees about the internal and

Commissioner's Customer Service external customer service initiatives and

award, measured quarterly

nomination programs

(cumulative) (CS Objective)

40 Maintain employee Recognition Work with Division Directors and Office Heads

and engagement (CS Objective)

to encourage their participation in maintaining

and expanding the Employee Recognition

Program

June 2010

43

FY 2011 Strategic Plan Update

June 2010

44