Strategic plan [2012]

FY 2012
Strategic Plan Update
Division of Organizational Performance Management Georgia Department of Transportation September 2011

FY 2012 Strategic Plan Update
Georgia Department of Transportation FY2012 Strategic Plan Update Table of Contents
I. Introduction............................................................................................................ 3 A. DOT Background ........................................................................................... 4
II. Overview: Strategic Planning and Transportation Asset Management .......... 5 III. GDOT Planning Teams ......................................................................................... 6 IV. State Strategic Direction ....................................................................................... 7 V. Vision....................................................................................................................... 9 VI. Mission .................................................................................................................... 9 VII. Core Values ............................................................................................................ 9 VIII. Core Businesses .................................................................................................... 10 IX. ENVIRONMENTAL SCAN ............................................................................... 11 X. Strategic Goals ..................................................................................................... 19
A. Critical Success Factors............................................................................... 20 B. Success Inhibitors......................................................................................... 23 XI. Strategy Map ........................................................................................................ 24 XII. Strategic Objectives and Business Strategies.................................................... 25
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FY 2012 Strategic Plan Update

I. INTRODUCTION

This document represents the FY2012 Strategic Plan update for the Georgia Department of Transportation (GDOT). This is the Departments seventh annual strategic plan. The FY 2012 strategic plan follows the outline titled, "State Strategic Planning Guidelines," that was distributed by the Office of Planning and Budget in July 2011. The following is an outline of the "Strategic Planning Framework":

State Strategic Plan

Covers 4 to 5-year time span Defines Governor's strategic goals for each of the five policy areas Statewide indicators for each goal

Agency Strategic Plan
Mission Vision Core Values Enterprise Issues, Barriers, Opportunities Goals o Alignment to State Goal o Measurable Objectives and other
measures Strategies o Financial Impact o Staff Impact o IT Impact o Facilities/Space Impact o Benefit to Customers

Covers 3- to 4-year time span Agency goals align to state strategic goals Includes a description of what will be done to achieve the goal Includes a high level assessment of the resources impacted or necessary to implement the strategies Integrates strategic planning requirements to OPB, GTA, SPA, SPC, and OCS

Annual Implementation Plan
Strategy o Goal(s) aligned to strategy o Description o Measurable Objective o Cost by Program o Staff Impact o IT Impact o Facilities/Space Impact o Measures that will be used to demonstrate benefit to customers or employees o Key Partners and their roles o Project Milestones

Covers 1- year time span Includes a description of what will be done to implement a given strategy from the agency's strategic plan Addresses the specific performance improvements the agency aims to achieve over the next fiscal year
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FY 2012 Strategic Plan Update
The focus of this plan update is to: Review progress against the FY 2011 Strategic Plan Review/Revise the Department Strategy, including: o Goals o Objectives o Critical Success Factors and Inhibitors o Business Strategies to achieve Strategic Objectives Revise the Strategy Map which communicates the Departments strategy Update Environmental Scan
All members of the GDOT management and core strategic planning teams have been involved in the development of the strategic plan and have taken ownership of the plan and process.
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 4,500 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 2011, the Department's budget was around $1.8 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 2012, GDOTs appropriation is $2.04 Billion; of that 99.7% is from state motor fuel, federal funds 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 the following centerline miles:
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FY 2012 Strategic Plan Update

State Highway System
County Roads
City Streets Other Public1

17,986 miles (temporary SR mileage not excluded) 79,296 miles 21,492 miles 4,143 miles

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

II. OVERVIEW: STRATEGIC PLANNING AND TRANSPORTATION 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 GDOTs 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, 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 and to evaluate progress using performance management.
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 units role. In 2009, the Strategic Management Group was incorporated into the Division of Organizational Performance Management. The following diagram represents the flow of the strategic management process within GDOT under a Transportation Asset Management (TAM) regime:

1 Other Public includes roads under Federal jurisdiction (such as Military Bases, U.S. Forest, or National Park Service Roads) or roads under authority and jurisdiction of another local or state agency such as State Parks or Universities. Also, includes roads where authority or ownership is un-resolved. (Source: Office of Transportation Data)
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FY 2012 Strategic Plan Update

Transportation Asset Management Strategic Process Flow

Monitoring and Feedback

Goals
Objectives
Performance Measures

Analysis of Options and
Tradeoffs

Implementation

Decision-Making & Resource Allocation

As the graph above indicates, the strategic process begins with clearly defined strategic goals and objectives. Performance measures are then defined which will evaluate the Departments success at meeting its goals and objectives. From here, the analysis of different investment options and tradeoffs follow, in order to aid in the decision-making and resource allocation processes. The implementation stage is closely monitored and measured against these performance measures. Finally, the leadership team reviews the progress made and makes any adjustments needed before defining new goals and objectives. A continuous improvement cycle is also in place.

III. GDOT PLANNING TEAMS

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

Core Team: Executive Team

Responsible for the coordination and facilitation of the strategic process and the development of all strategic planning work products and deliverables. This Team consists of the Director of Organizational Performance Management and staff.
Under guidance from the Board, responsible for setting Departments overall direction and targets. This team consists
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FY 2012 Strategic Plan Update

of the Commissioner, Deputy Commissioner, Chief Engineer, Treasurer and all Division Directors.

Workforce Plan Team

Responsible for the Departments Workforce Plan. This team consists of the Director of Human Resources and key staff.

IV. STATE STRATEGIC DIRECTION
GDOTs strategic plan takes into account Governor Perdues 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 the Governor'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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FY 2012 Strategic Plan Update

Priority Area
4 A Growing Georgia
5 Best Managed Georgia

Description of the Governor'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, 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 Georgias 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 2012 Strategic Plan Update

V. VISION Keep Georgia Moving With Quality Transportation

VI. 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.

VII. CORE VALUES
Core Values are enduring beliefs which GDOTs 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?"
GDOTs Leadership team identified the Departments 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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FY 2012 Strategic Plan Update
VIII. CORE BUSINESSES
GDOT is moving towards a core business process utilizing the principles of Transportation Asset Management. Transportation Asset Management (TAM) is a strategic approach or philosophy that guides how business is conducted at GDOT. AASHTO defines TAM as:
"...a strategic and systematic process of operating, maintaining, upgrading and expanding physical assets effectively throughout their lifecycle."
TAM ultimately can provide GDOT with an integrated and comprehensive strategic management approach to providing for the states transportation needs, at a time of declining or insufficient resources.
The key strength of using TAM to guide GDOTs transportation decisions is that it is data-based decisions can be supported by the data on which it was based, in addition to engineering judgment. At a time when funding for transportation will be constrained and various programs 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. An understanding of the connection between proposed investments and expected
results. An understanding of program-level impacts and funding allocations. A long-term view of asset performance. Decisions that are supported by good information. A feedback loop from observed performance to planning and programming
decisions. Clear accountability.
Based on the Departments Mission Statement, and the Leadership Teams knowledge of the Departments statutory purpose and business operations, the following core business processes were identified:
a. Plan, construct, maintain and improve the public roads and bridges within the State of Georgia
b. Provide funding and technical assistance for Multi-Modal Transportation
c. Provide transportation information and services
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FY 2012 Strategic Plan Update

IX. ENVIRONMENTAL SCAN
The following indicators were identified by GDOTs 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 FY2012.

Indicator ECONOMIC
FY12 Appropriated Budget includes Motor Fuel backed bonds of $193 million for road projects

Potential Effect on Agency
Diversion of dedicated Motor Fuel Tax funds and federal fund revenue to GSFIC to retire bond indebtedness
Bond sales increase ability to deliver projects faster and leverage future dollars at todays rates
Additional funding is needed to invest in Georgias transportation infrastructure improvements

Lower gas tax revenue, coupled with less federal funding 2Georgias unemployment rate of 10.2% exceeds national unemployment rate of 9.1% (September 2011)
Georgias per capita income increased by 28.2% from $26,359 in 1999 to $33,786 in 2009 Per capita GDP declined in Georgia between 2007 and 2009, from $39,761 to $36,667
2 Georgia Department of Labor

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 is needed
Achieving most effective use of lowered funding level for FY12 and lower expected funding level for FY13 could result in DOT program adjustments
Increased congestion results in a need to explore commuting alternatives
Pressure to fund mass transit for outlying metro Atlanta counties could increase
Need for GDOT to make adjustments in transportation investments based on population growth
Need to identify additional revenue to fund transportation programs
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FY 2012 Strategic Plan Update

Indicator ECONOMIC
3Tourism is the second-leading industry in the state 4CNBC ranks Georgia 4th best state nationwide for business in 2011
Congressional balancing
Transportation Asset Management implemented to optimize infrastructure investment
Asset Management has proven to be an effective tool for managing and preserving transportation assets in other states
Indicator POLITICAL/LEGISLATIVE
Substantial cuts expected in overall federal funding by Congress could likely mean major reduction or elimination of general funds. These dollars fund programs such as intercity passenger/high-speed rail, special multimodal "TIGER" grants and any special earmarks.
Likely reduced funding for transit New Starts.

Potential Effect on Agency
The tourism industry is directly dependent on a good transportation system Business ventures and job creation are directly dependent on a good transportation system Economic growth needs to be supported by a safe and efficient transportation system Congressional balancing affects 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 be required
Potential Effect on Agency
Greater difficulty securing special multimodal "TIGER" grants will likely bring no new funds to Georgia for intercity passenger/highspeed rail projects.
There could be major difficulty securing transit New Starts funding for metro Atlanta projects for the next 5+ years. (also due to many projects in other areas already being in the "funding pipeline")

3 www.georgia.org 4 www.cnbc.com
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FY 2012 Strategic Plan Update

Indicator
POLITICAL/LEGISLATIVE
The Highway Trust Fund (HTF) is on track to become insolvent in FY 13. Congress and the Administration have demonstrated an unwillingness to boost revenue to the HTF. Currently, FY 11 funding could be maintained through FY 12 but would then have to drop from roughly $43 Billion to $13 Billion, approximately $30 Billion, in FY 13. At current tax levels, to maintain funding for FY 12 - 17, highway funding and transit formula programs would have to fall about 25% below current levels (or by roughly $250M per year in highway funds to Georgia).
The congressional transportation committees have begun their efforts to enact a new surface transportation authorization law. The House in particular has stated the law will have to be based on existing HTF revenue levels (see above). The new law is expected to reduce the number of highway program categories, streamline project development to some extent, incorporate performancebased planning and programming and facilitate more P3 and other innovative financing.

Potential Effect on Agency
There is substantial uncertainty in the level of federal highway funding in FY 2012 and beyond. At existing HTF tax levels, Georgias FY 13-16 highway STIP would likely have to be cut by roughly $1.25 Billion from the current level. Transit agencies would have even greater difficulty maintaining vehicle fleets and facilities in "state of good repair."
GDOT could gain increased programming flexibility through reduced federal program categories and special purpose programs. There could be reductions to federal project development regulations that affect project development. Additional program performance management and reporting would likely be required.

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FY 2012 Strategic Plan Update

Indicator POLITICAL/LEGISLATIVE
The Transportation Investment Act of 2010 passed enabling legislation for a region-wide, voter approved 1% sales taxes for transportation. Using the existing Regional Commission boundaries, a list of regionally significant projects will be developed and a referendum held in the summer of 2012. If approved, the tax is implemented for 10 years and the revenue generated must be utilized on the project list.
Due to the population increase, Georgia is projected to gain one additional Congressional District and hence, an additional House seat in the next congressional reapportionment.

Potential Effect on Agency
The Director of Planning continues to work with local governments and regional councils to develop project lists for the 2012 referenda. If approved an additional 1% general sales tax would be imposed in the approving regions to fund projects on the list.
There will be one additional GDOT Sate Transportation Board Member and thus more challenges for "congressional balancing." This may be exacerbated by substantially reduced federal highway and transit funding for the next 5-6 years.

SB 58/HB 156, Indemnification for GDOT employees killed or injured in the line of duty, was passed.

The General Assembly passed a bill that puts GDOT workers on equal footing with other public safety employees who are injured or killed in the line of duty. This is a potential morale booster for GDOT employees who engage in the hazardous occupation of working on our highways.

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FY 2012 Strategic Plan Update

Indicator POLITICAL/LEGISLATIVE

Potential Effect on Agency

SR 30 urging GDOT to develop a list of contractors to utilize in a weather emergency was passed.
HB 87 impacting Immigration Reform was passed.
SB 54 affecting Truck Weights was passed.
HB 179 changed provisions controlling permits for legally erected signs along the State highway system
HB 137, GDOT Housekeeping bill was passed.

A major winter snowstorm at the beginning of the 2011 Legislative session focused attention on the preparedness of the Department for major snow/ice events. The Department has reviewed winter storm preparedness plans and revised them to include contractors.
State agencies and local governments are required to use E-verify for contractors. Failure to comply could result in a loss of State funding.
SB 54 grants an additional 5% axle weight variance to hot mix asphalt haulers and to chicken waste haulers. This could impact the life of existing pavements causing costly maintenance repairs to be needed more frequently.
HB 179 increases the "view zone" for outdoor advertising signs and raises the annual permitting fee for billboards along state highways. While this could generate more funds for the gateway projects program, it may require more trees cutting along the ROW.
Several GDOT operations related code sections were clarified, redefined and updated as a result of this bill. These updates will provide for electronic submission of map updates, procedures for filling the Director of Planning position during a Gubernatorial transition, updated procedures for abandoning asbestos pipes, streamlined truck towing procedures following major accidents and updates accident reporting procedures.

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FY 2012 Strategic Plan Update

Indicator DEMOGRAPHIC
Diverse Population Growth (immigrants, migrants, women, older citizens)
5GA ranks 9th among the states in the number of legal permanent residents
Increased urbanization of metro Atlanta and other urbanized areas
6Georgias elderly population continues to increase; residents who are over the age of 65 years account for 10.3% of the population, an increase of 29.2% since 2000.
7The number of drivers 70 and over is expected to triple in the next 20 years in the United States

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
Expansion of public transportation services will be required in both urban and rural areas
Increases the need/desire for public transit options
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. 8An increase in older population implies that the number of total non-work trips (grocery store, doctor, etc.) will grow faster than the number of total work-trips.

5 Georgia in Perspective 2011; Growing Georgia (Statistics, Trends, Facts & Figures) published by the Governors Office of Planning and Budget 6 Georgia in Perspective 2011; Statistics, Trends, Facts & Figures of Key Policy Issues (http://opb.georgia.gov/vgn/images/portal/cit_1210/41/48/169076579Georgia%20in%20Perspective%202011.pdf) 7 "2025: A Lot of People on the Roads (http://www.nytimes.com/roomfordebate/2010/10/19/2020-a-lot-of-oldpeople-on-the-roads-32) 8 Statewide Strategic Transportation Plan 2010-2030 (April 2010)
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FY 2012 Strategic Plan Update

Indicator
DEMOGRAPHIC
9Georgia has the 9th largest US population and ranks 107th among the fastest growing states numerically 11Between 2000 and 2010, Georgias population grew by 18.3%, nearly twice the national growth rate of 9.7%. 12Georgias population is expected to grow by 46% between 2010 and 2030, adding an additional 4.6M people Georgia ranks 49th nationally in per capita spending in transportation

Potential Effect on Agency
Creates additional congestion during "workday" hours
Development of Managed Lane Policies becomes increasingly important
Current investment in transportation is not sufficient to accommodate Georgias growing population needs
Transportation investment inequality issues may ensue

Indicator
WORKFORCE TRENDS Baby boomers will begin to reach retirement age by 2010.
GDOT workforce is aging. Nearly half of all state workers are between 45 and 64 years old.
50% of GDOTs senior leadership and 56% of office heads are eligible to retire within the next five years.
A Succession Planning process is now in place to better prepare a pool of candidates to succeed retiring GDOT senior leaders and top

Potential Effect on Agency
The retirement bulge of ,,baby boomers will increase the Departments need to compete for new talent and retain existing staff.
Loss of ,,institutional knowledge is probable as leaders leave 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.

9 CNN Money.com
11 Georgia in Perspective 2011; Statistics, Trends, Facts & Figures of Key Policy Issues (http://opb.georgia.gov/vgn/images/portal/cit_1210/41/48/169076579Georgia%20in%20Perspective%202011.pdf) 12 Georgia.gov
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FY 2012 Strategic Plan Update

Indicator
WORKFORCE TRENDS managers.
The second cohort of Succession planning participants and mentors has been identified.
13The national median tenure is 6.5 years for government employees, due to a greater number of public employees being age 35 and over
14The average tenure for State of Georgia employees is 9.8 years while the overall external turnover rate is 13.8%
Job security and defined benefit plans are of paramount importance to the workforce.
Current compensation and benefit packages are ineffective in attracting key talent
As of 02-2009, GDOT implemented an internal customer service recognition program. This program recognizes GDOTs employees for providing outstanding customer service to their customers.

Potential Effect on Agency
State budget cutbacks and severe decline in motor fuel taxes continue to impact staffing and service levels.
Turnover of newer/younger workforce increases the demand for training
Gap between experienced and inexperienced workforce is becoming wider and will require innovative tools like coaching and informal mentoring programs to bridge.
Consultants, contractors and part time employees may play a more pivotal role
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.
GDOTs customer service award program might prove to be a good employee morale booster.

13 Enterprise Workforce Report for Fiscal Year 2011 14 Enterprise Workforce Report for Fiscal Year 2011 (http://www.gms.state.ga.us/agencyservices/pdf/EnterpriseReportExeSum2011.pdf)
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FY 2012 Strategic Plan Update

X. 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 Departments strategic goals relates to and supports at least one of the states strategic priorities. This ensures that GDOTs strategic plan is consistent with the Governors vision as articulated in the States strategic plan.

Goal # 1 2

Strategic Goal Making GDOT a better place to work will make GDOT a place that works better
Making safety investments and improvements where the traveling public is most at risk
Taking care of what we have, in the most efficient way possible

Long-term Outcome Establish and maintain a cohesive and comprehensive agencywide recognition program inclusive of all employees
Continue the succession planning process in order to better develop a pool of employees and managers capable of stepping into higher level positions Make safety improvements on our roads where needed, especially where the risk is greatest to the travelling public Maintain Georgias transportation infrastructure at an acceptable level of service

State Strategic Priority Best Managed State Educated Georgia
Safe Georgia Best Managed State Best Managed State

Use all available funds in

3

the most effective and

economic way

Maintain satisfied customers who have confidence in Georgia DOT

Planning and Constructing Develop a State

Safe Georgia

the best set of mobility-

Transportation

Growing Georgia

focused projects we can, on Improvement Plan that

4 schedule

prioritizes the needs of the

diverse communities around

the state

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FY 2012 Strategic Plan Update

Address congestion in metropolitan areas
Ensure efficient movement of freight; bolster Georgias prosperity and economic competitiveness

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

#

Critical Success Factors

Goal 1 Manage the Succession Planning Program

Description
Ensure that the Succession Planning Program staff complete the nomination and selection process for the second cohort by summer of 2011

Delivery of HR programs that foster Implement training and development programs

employee satisfaction and support that improve individual and organizational

agency goals

performance

Establish a cohesive and comprehensive agency-wide recognition program

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

Goal 2

Optimize staffing
Make safety improvements on roads and bridges when and where they are most needed Reduce fatalities

Ensure that staffing is allocated to achieve maximum efficiency and effectiveness throughout the Agency Initiate a renewed focus on intersections and roadway segments with higher than average accident rates.
Avoid allowing service level adjustments in response to lower funding levels to affect the safety of the traveling public.

Making improvements to accident/incident clearance times is key to congestion relief, and is an important customer service objective

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FY 2012 Strategic Plan Update

# Goal 3

Critical Success Factors
Efficient and effective management of transportation assets and investments. Service level adjustments may be necessary

Description
Maintain targeted levels of service for each asset management area class. 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.

Establish and maintain a robust and reliable Transportation Asset Management (TAM) database(s) which underpins program decision and funding allocation.

TAM depends on having good, reliable data upon which the decisions are made. In collaboration with GDOT Offices and Divisions, Organizational Performance Management (OPM) staff will work to bring consistency to the data collection, storage and modification of existing applications through implementation of a Data Governance.
Through a research effort, OPM will identify assets that are most critical to the Department. For those assets, we will establish targeted levels of service as well as performance measures to monitor our progress at achieving those levels of service.

Customer Feedback Develop and implement effective Surveys

GDOT is customer-focused, serving both external customers such as the motoring public and internal customers such as its employees. Through well-constructed and effective surveys, GDOTs customers inform the Department on their impressions of the Agencys progress.

Communicating to our employees their importance is critical to accomplishing all goals. Adherence to Departments Mission, Vision and Core Values is encouraged

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.

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FY 2012 Strategic Plan Update

# Goal 4

Critical Success Factors Coordinate and collaborate with the Director of Planning
Plan and construct the best set of mobility-focused projects in all areas
Reduce the cost to the public resulting from traffic congestion
Improve the predictability of commute times
Obtain adequate funding; exploit opportunities for funding from nontraditional sources

Description
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 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.

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FY 2012 Strategic Plan Update

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

#

Success Inhibitors

Goal 1 Limited opportunities for employee salary increase

Description
The need to enhance and maintain employee engagement is critical to the success of GDOTs mission. With no state funds for salary increases, GDOT leadership must employ a variety of recognition, reward, and non-cash incentive programs.

Goal 2 High Speed Drivers

Increased fatalities for off-system roadways are believed to be a result of drivers who maintain high speeds when transitioning from state routes to rural roadways. Analyzing accident data for both the State highway system and off-system roadway fatalities separately, and investing in safer pedestrian and bikeway facilities for state routes within high pedestrian traffic have been proposed to address this issue.

Goal 3

Identifying and allocating sufficient preservation funds to maintain the targeted level of service

A careful balance is required to maintain existing assets at the targeted level of service. If, for example, noninterstates are being maintained at a COPACES rating of 90, while the target level of service is 70, it may have been more efficient to allocate some of the funds spent to other areas.

Goal 4 Competition for funding between preservation and new construction

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 3 and 4. This is particularly true as the Department makes transportation decisions on the basis of "most at risk" as opposed to "worst first."

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FY 2012 Strategic Plan Update
XI. STRATEGY MAP
A Strategy Map is a diagram that describes an organizations cause-and-effect relationships. Specifically, it shows how the Department connects strategic goal and objectives with each other. GDOTs four strategic goal areas and strategic objective types are identified on the Strategy Map. The strategy map helps to communicate this concept to the Departments Leadership and employees.
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FY 2012 Strategic Plan Update
XII. STRATEGIC OBJECTIVES AND BUSINESS STRATEGIES
The following strategic objectives are the measurable outcomes identified to move the Department towards 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, but is a comprehensive overview of the Departments activities and performance results.
For example, strategic objectives #6 and #7 are focused on the preservation of important transportation assets. Asset preservation is a key business process. A review of this process highlights the critical need for 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 Chief Information Officer will create and implement a data management plan or data governance, 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 approach is that it is data supported.
While asset preservation and maintenance are essential to GDOTs bedrock business processes, meeting future transportation needs by identifying and selecting the best set of projects, and delivering them on time and on budget, is also essential. The Director of Planning uses various tools such as Project Prioritization Process (PrPP) in addition to institutional knowledge and coordination with local officials to help guide key decisions. PrPP is a quantitative approach to scoring certain capacity adding, operational and economic development projects by considering their benefits/costs and performance against an identified set of measures. The advantage of PrPP is that it provides leadership with additional information that can be incorporated into the decision making process.
A Champion has been identified for each of the strategic objectives. These Champions are responsible for leading owners/teams in the development and monitoring of appropriate performance measures that will lead to the achievement of the objectives. They are also responsible for assuring that the measurement and mid-year and annual reporting of their performance measures occurs.
Business Strategies are activities required to achieve an objective, control a critical success factor, or overcome an inhibitor. Strategies were identified by each responsible Champion to define "how" it will contribute to achieving the Departments objectives.
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.
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FY 2012 Strategic Plan Update

FY 2012 Strategic Objectives and Business Strategies

#

Strategic Objective

Business Strategies

Division (Office) responsible

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

Goal 1

Complete the nomination and selection process for the second cohort of the
Succession Planning Program by 7/31/2011
Ensure that staff is allocated to achieve maximum
efficiency and effectiveness throughout the Agency while meeting authorized staffing
levels

Conduct and track training activities for the Second Cohort of the Succession Planning Program Administration
(18 month training cycle) (Human Resources)
Work with senior management to prepare and implement a workforce efficiency plan that meets GDOTs goals in consideration of reduced Administration
resources over the coming year (Human Resources)

Improve employee recognition and engagement (Customer Service Objective)

Develop and implement employee recognition programs using teams and committees across all offices and field districts to acknowledge
outstanding performance

Administration (Human Resources)
/ Communications

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

Goal 2

Reduce the number of fatalities by 40 per year

Develop a Statewide Safety project, including appropriate countermeasures, with the aim of preventing vehicles from running
off the road
Develop a Statewide Cable Barrier project with the aim of minimizing
the consequences of vehicles leaving the road

Permits and Operations
(Traffic Operations)
Permits and Operations
(Traffic Operations)

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FY 2012 Strategic Plan Update

#

Strategic Objective

Business Strategies

Division (Office) responsible

Improve pedestrian safety measures

thru refined Road Safety Audit

Permits and

Procedures (RSA), identification

Operations

and design of Pedestrian safety (Traffic Operations) projects and implementation of the

GDOT signal upgrade program

Reduce the time that the traveling public would be
impeded by incidents

Permits and

Reduce Hero response time to Operations

10 minutes or less

(Traffic Operations)

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

Maintain interstates at a COPACES Rating of 75 or
more
Goal 3

Plan and execute pavement projects
such that state-owned interstates are Engineering maintained to GDOT standards (Bridge Design)

Maintain State owned multilane non-interstate routes at a COPACES Rating of 70 or
more

Plan and execute pavement projects such that state-owned non-
interstates are maintained to GDOT standards

Engineering (Bridge Design)

Maintain State-owned bridges such that they meet a
determined standard as defined by their Strength and
Condition

Conduct polling of citizens (to include motorists, commercial drivers, local government officials, etc.) to gage how well GDOT is performing its mission; strategic
goals, and objectives

Organizational Performance Management

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#

Strategic Objective

FY 2012 Strategic Plan Update

Business Strategies
Plan and execute bridge preservation projects such that
state-owned bridges are maintained to GDOT standards
Update the Bridge Maintenance Manual

Division (Office) responsible
Permits and Operations (Maintenance)
Engineering (Bridge Office)

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

Reduction in traffic congestion costs

Ensure that STIP projects focus on the most congested corridors, such that peak hour speeds are greater than 40 mph and congestion costs
are reduced

Planning

Goal 4

Optimize throughput of people and goods through network assets throughout the
day

Complete Freight and Logistics Plan and implement improvements
strategically along identified freight corridors

Planning / Intermodal

Complete Plan Development and Construction of projects per the programmed year in the currently approved STIP
Note: FY 2012 is the baseline year for this objective

Monitor and oversee construction projects such that they are
delivered on-schedule and within budget

Construction (Construction)

Authorize right of way (ROW) and constructions (CST) phases on schedule per the approved STIP

Engineering

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FY 2012 Strategic Plan Update

#

Strategic Objective

Business Strategies

Division (Office) responsible

Maintain or improve the

GDOT participation in state government-wide Customer Service improvement initiative

percentage of survey respondents that give GDOT a grade of A or B at 66.8% for meeting transportation needs in Georgia (Customer Service

Incorporate results of the new Georgia Motorist survey to determine citizens satisfaction rating of Georgia roads

Communications

Measure)

Working with District Communications officers to increase their access and visibility to the local media in their districts

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