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Georgia Department of Transportation
2000 Strategic Plan
Office of Planning November 2000

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The GDOT Strategic Planning Team
J. Tom Coleman Jr., Commissioner Harold Linnenkohl, Deputy Commissioner Billy Sharp, Treasurer Frank Danchetz, Chief Engineer Jim Hullett, Executive Assistant to the Commissioner Earl Mahfuz, Director of Administration Paul Mullins, Director, Planning and Programming David Graham, State Construction Engineer David Studstill, Director, Operations Tom Turner, Director, Preconstruction Charles Law, Director, Field Districts Vicki Gavalas, Director of Communications Michael Cooper, Director of Equal Opportunity Larry Dent, District Engineer, District l/Gainesville Glenn Durrence, District Engineer, District 3/Thomaston Mike Malcom, Assistant District Engineer, District 7/Chamblee Marta Rosen, State Transportation Planning Administrator Wayne Hutto, Assistant Director of Preconstruction . Facilitator: Jon Long, Internal Business Consultant, Synovus Financial Corp. GDOT Strategic Planning Coordinator: Janide Sidifall (404) 657-6694
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Description of the Strategic Planning Process at the Georgia Department of Transportation
The Georgia Department of Transportation is committed to performance excellence and to providing the citizens of Georgia with the most efficient transportation system in the nation. Introduced in 1994, strategic planning has been an important tool used by GDOT to identify improvements necessary to achieve its vision for Georgia's transportation program and move forward in an era of rapid change. The Department's strategic planning process sets direction, develops objectives and action plans to move the Department towards the accomplishment of its mission and vision, and facilitates employee teamwork to implement initiatives necessary to achieve continuous organizational improvements. With this process, the Department's leadership has articulated and communicated the organization's direction and beliefs through its mission, vision and values statements, as well as its strategic initiatives. Together these components have served to align and guide employees in the achievement of GDOT's commitment to quality transportation services and products.
Mission Statement We, the members of the Transportation Board, the Commissioner and the employees of the Georgia Department of Transportation, are committed to a safe, efficient and sustainable transportation system for all users. Through dedicated teamwork and responsible transportation leadership, we will support economic development, environmental sensitivity and an improved quality of life for all.
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Vision Statement
Georgia's transportation system will always be a vital component of the State's future success and ability to compete in a global economy.
Our team of motivated professionals and quality driven management will maintain and improve mobility by providing a safe, seamless, intermodal, environmentally sensitive transportation system.
Through transportation leadership and wise use of human and financial resources, innovative technology, public/private partnerships and citizen input, we will ensure a balance of transportation options so that people and goods arrive at their destination in a timely and efficient manner.

Values Statement

The Georgia Department of Transportation

values:

.:. Professionalism

.:. Quality Work

.:. Responsiveness

.:. Pride

.:. Dependability

.:. IntegritylPrinciples/Honesty

.:. Motivation

.:. Productivity

.:. Dedication/Commitment

.:. Good Stewardship/Conservation

.:. Cooperation

.:. Vision

I

I

.:. Sound Judgement/Common Sense

.:. "Can Do" Attitude

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.....;
The most recent cycle of strategic planning was initiated in September 2000. The strategic planning process was led by its senior leaders: the Commissioner of Transportation, the Deputy Commissioner, Chief Engineer, Treasurer and Division Directors. There was also representation from the Department's Field Districts and Office Heads from key functional areas. Senior leaders have responsibility for direction setting: the development of beliefs, values, mission, vision, strategic directions and initiatives.
To develop the current strategic plan, the Department's Quality Team undertook an organizational self-assessment using the Georgia Oglethorpe Criteria for Performance Excellence. The Quality Team, composed of members from across the Department, provides guidance and leadership in efforts to improve the quality of our products and services. The criteria are based on the Malcolm Baldrige National Quality Award Criteria for Performance Excellence. The Department examined business approaches in six areas: leadership, strategic planning, customer and market focus, information and analysis, human resource focus and process management. A seventh area, business results, links to the other six areas and requires that the organization show direct linkages between the deployed approaches and the results. This self-examination assisted in identifying areas of strength and opportunities for improvement to serve as input for direction setting discussions. The Department's Strategic Planning Team (listed on page 2) also reviewed strategic directions and initiatives from previous cycles to assess accomplishments, determine what was still relevant and make adjustments. In addition, they considered information concerning the following key factors that may impact the Department's operating environment: Customer and market needs/expectations Competitive environment and capabilities including use of new technology Financial, societal and other potential risks Human resource capabilities and needs Operational capabilities and needs, including resource availability Supplier and partner capabilities and needs.
Information sources for this "environmental scan" included: public opinion surveys, review of economic and demographic trends, state and national legislative trends, comparisons of similar activities in other states, and transportation system performance data analysis.
Using all of this information as input to their analysis, the Strategic Planning Team reviewed the Department's mission statement and vision statement, confirmed five strategic directions, and initiated two new projects to achieve high priority improvements identified through the selfassessment process.
Once the Department's leadership sets organizational direction strategic objectives and plans are deployed through several mechanisms. The Department's strategic plan is rolled out to the various levels of the organization through workshops and information sessions that provide participants an opportunity to give input. The goal is to increase staff buy-in and ensure a clear understanding of GDOT's direction over the coming years.
The Quality Council, made up of the Department's senior leadership guides ongoing strategic initiatives and assesses initiatives that have been implemented.
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,-----------------------_.~_._--------------------_.
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Staff support for monitoring, tracking and analysis of results IS provided by the Strategic Planning Branch. Project work teams are established to develop action plans to undertake strategic initiatives identified by senior management. A team leader and a team coach, selected from senior managers to act as champions and problem solvers for the teams, guide the work of these teams. The work team members represent all areas and levels of the Department, allowing for broad staff participation and deployment. Teams are given the autonomy to develop action plans and determine the most appropriate method to achieve the desired outcomes of their projects. Many . teams use surveys, gather and analyze information from other internal offices, other state agencies and the private sector, and some use consultant services with approval of Quality Council. Upon approval of a work team's findings and recommendations, the Quality Council assigns implementation of team recommendations to a functional work unit. These work units implement the policies or procedures necessary to achieve overall organizational alignment with the recommendations. The strategic planning process has been introduced at the division level. Division strategic planning, 'led by Division Directors, is designed to. allow input from every employee in the division. The issues identified by employees are examined to set specific goals and identify ways to measure the division's success in meeting those goals. This "rollout" of the process enables each division to define its specific role in supporting the Department's mission and vision. Finally, employees department-wide are kept informed and updated on the progress of strategic planning initiatives through the monthly Strategic Planning Update. This newsletter includes information about strategic planning initiatives and accomplishments. The newsletter is distributed to Department staffstatewide, The diagram outlines the specific steps in the Department's strategic planning process.
GDOT's Strategic Planning Model
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Our Strategic Directi6'6s"alld Projects

. For the Department's fourth and current cycle of strategic planning, we continue to work towards the accomplishment of the following five strategic directions:
1. Funding: Planning and Budget To efficiently manage and utilize funding resources.
2. Human Resources To review and improve how we recruit, train, develop and retain staff to ensure that we have the appropriate tools, skills and opportunity to carry out our mission.
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3. CommunicationlTechnology To continue working toward improving the flow of and access to information with the Department to allow for broader participation of staff, provide information about the Department's work to the general public and decision makers in the public and private sectors, and to the technological exchange of information.
4. Quality In efforts towards continuous improvement, identify what is being measured across the Department, determine measures that are significant for monitoring its overall health and performance and develop a mechanism for senior management to monitor on a regular basis.
5. Core Products and Services To identify the processes for the delivery of our core products and services; prioritize and define the steps in the processes in order to examine how we are delivering products, and services, and manage our processes better.
These strategic directions were confirmed through review and analysis of the internal/external environmental factors, the findings of the organizational self-assessment and of accomplishments of previous strategic planning efforts. Several initiatives from previous cycles are being implemented and work will continue. Progress on these initiatives will be reported to Quality Council until they are complete. The Strategic Planning Team identified two new projects that they consider will have a significant impact on organizational performance over the coming years. The two initiatives are:
Leadership Information - To identify critical information for leaders to use in assessing overall organizational performance.
Process Management - To identify DOT's key processes and related performance measures.
The completion of these initiatives will lay the foundation for a more comprehensive approach to addressing critical areas of the Department's operations in favor of initiatives to improve specific business activities. By identifying and defining our core processes, we will be able to monitor them better to ensure that we have the ability to adapt quickly and effectively to changing requirements. It will also help us ensure that we are delivering quality products and services cost
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effectively and efficiently. Similarly, having an operations measurement system in place is

critical to providing a picture of overall organizational performance. This includes such

important areas as human resources, funding, customer service and transportation system

performance.

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Actions and Current Status of GDOT's Strategic Plan
The Georgia Department of Transportation began strategic planning in1994 with its first cycle of formal strategic planning process. At that time, strategic planning teams, the GDOT Board, senior leadership and staff endorsed an agency mission statement, seven strategic directions and eleven projects. Strategic Planning is an ongoing activity of the Department and has completed three cycles. In 1996, with its second cycle of strategic planning, the Department reviewed and continued with the eleven initiatives already underway. .The Department's third cycle was initiated in 1997. It produced 5 strategic directions, 13 new projects, and continued 3 projects from previous cycles. The thirteen projects initiated have been completed and are now being implemented by the appropriate business unit.
Key long-term action plans were developed for the following projects:
Program Delivery This project streamlined the Department's plan development process to accelerate and increase project delivery. The restructured process reduced overall cycle time for major construction projects from 7 years to 5.5-6 years, and still allows the Department to meet its system preservation/maintenance requirements. The team reviewed sub-processes- project design, plan development, environmental approval, right-of-way acquisition- cycle times, and the root causes of change orders to achieve this reduction.
Identification and Prioritization of Core Products and Services This project developed a list of products and services for all modes of transportation by developing criteria to determine what GDOT must do according to federal and state laws, Board policy, historical . responsibility, and normal business practices. A list of 70 external products and services were identified as core products and services produced by the Department. Further work will be done to prioritize these products and services, as well as an evaluation of the Department's delivery of these products and services.
External Communications This project resulted in the establishment of a new Communications Office. The new office is developing a communications plan to assist the Department in attracting more positive and accurate press coverage and beginning more proactive public outreach through the newly created positions of District Communications Officers. The District Communication Officers are an extension of the Office of Communications at the local level. They are responsible for media relations, promotion and marketing of the Department's activities, and public outreach in the districts.
Information Technology The goal of information technology investments is to create greater opportunities for better analysis and strategic decision making. This can best be obtained from development of integrated databases that communicate easily with users. The Department is currently developing a Transportation Information System (TIS), an integrated system of databases that will permit the use of a broader array of cross-functional data than is currently available. Work on development of the core module, the foundation for future layers of the system, is 50-60% complete. Completion of the core module is expected by the spring of 2001. Meanwhile, the Department has established an Information Technology Division to better organize our IT efforts and leverage IT resources. The Department is currently developing an IT Strategic Plan, a comprehensive approach for information technology planning recommended by the Georgia Technology Authority. The Plan will identify our business '
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objectives and priorities, and align information technology projects with these business objectives, as well as with overall State objectives.
Reengineering ofthe Truck Permit Process The team focused on reengineering the process to make it more efficient and proactive in meeting customer needs, particularly in light of the increased demand for truck permits and projections for continued growth. The team carried out two surveys of major industry groups and regular customers to determine an acceptable level of service and turnaround time for the issuance of permits. The team undertook a business process review and recommended a total of 39 possible improvements. The three top recommendations were: 1) Electronic fax of permits to customers; 2) Authorization of bulk permits via Interactive Voice Response System (IVRS); 3) Implement automated permit tracking and routing software. These improvements have: .reduced the cycle time for issuing single trip permits by over 70%; have improved customer service by reducing the volume of calls; and have made it easier to research where a permit is in the issuing process. Other improvements will be implemented as part of the development of the Transportation Information System.
Reengineering Road Characteristics Data Collection Process The Department's strategic planning process identified the need to re-engineer road inventory data collection. Customer interviews identified a clear need for a system that provides more data, on a more timely schedule and with easier access. We have' completed an analysis of the current data collection process to reduce cycle time and improve the quality and timeliness of data collected. The current manual process is being restructured to take advantage of technology as the means to increase efficiency of collections. Benefits anticipated from reengineering include better use of manpower resources, better data and a more accurate inventory of road facilities.
Key short-term action plans were.developed for the following projects:
Facilities Management A database of all buildings, facilities and structures has been developed based on information collected from the Department's field offices and districts. An assessment instrument was developed and 40 inspectors were trained in using the assessment instrument. To date over 1,320 buildings and structures have been assessed. A Facilities Manager position was created with responsibility for developing facilities recommendations.
Public Private Initiatives The team surveyed internal offices to determine existmg public/private partnerships within the Department. They also carried out a survey of other state DOT's to examine other potential public/private partnerships that have been successful in other states. In addition, the team undertook substantial research on the development of public/private partnerships. Using this information, they developed a "how to" manual for attracting and analyzing public/private proposals and guidelines for implementation. The manual and guidelines are available on-line from the Department's internal website.
Internal Communications The team' surveyed all GDOT employees and identified gaps in the Department's information dissemination as well as the communication tools currently being used. Using this information, they recommended several strategies to improve the internal flow of information. These recommendations are being implemented through the Department's Office of Communications and the Office of Personnel.
Communications Assessment The team has developed an inventory of exisnng and possible communication technology requirements based on results of a survey of field and district offices, as well as the results of a survey
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carried out by the Internal Communications team..The team also recommended the purchase of Southern Line's 800MHZ radios for certain GeneralOffice and field personnel. DOT has begun implementation of a plan to equip designated staff with new radios by the Fall of 2001. The team implemented an in-house policy for the use of cellular telephone and 800MHZ radios for GOaT employees. The Department' Administration Division is currently developing policies and procedures for the use of fax machines, e-mail, telephone credit cards, conference call equipment, voice mail, pagers, and videoconferencing systems.
Training Strategic Plan This project initiated the identification of training needs across the Department. The Office of Personnel, as part of its employee development function, will continue cataloguing current training provided and the development of a training plan to fulfill identified needs, including a strategy for training delivery. Professional Development
This initiative identified 63 positions within GOaT for required or preferred certification as of January 2000, with other positions to be phased in over a five-year period. It is hoped that requiring professional licensing or certification for these positions will increase their value to the organization based on the acquired, knowledge as well as the increased professional status that licensing or certification entails. This in tum will increase the overall professionalism of the Department. Responsibility for the implementation of the team's recommendations rests with the Office of Personnel. Recruitment and Retention This initiative reviewed turnover rates for each career field over the last 5 years, determined approximate benchmarks (similar private sector experience for regions in the State) and compared them to GOaT's rates in order to determine factors causing high turnover rates. The team recommended several solutions to counter high turnover, one of which resulted in a 10% entry-level raise for 5 position classifications.
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Table 2.1 PROJECT I

DIRECTIONS AND PROJECTS SUMMARIZED

DIRECTION ASSIGNMENT

STATUS

I-Funding

DOT Facilities

Complete

Planning and

Management Project

Budget

2

PubliclPrivate

Complete

Partnerships

3

2-Human

Training Strategic Complete

Resources

Plan

4

Professional

Complete

Development

5

2

Recruitment and Retention

Complete

6

3-

Internal

Complete

Communication Communications

ffechnology

7

3

External Communications

Complete

8

3

Communications

Complete

System Assessment

9

4-Quality

Reengineer Truck Complete

Permitting process

10

4

Reengineer Road

Complete

Characteristic Data

Collection Process

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4

Internal customer Discontinued

feedback process

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5-Core

ID and Prioritize

Complete

Products and

Core Products and

Services

Services

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5

Program Delivery- Complete

improve project

delivery process

OUTCOME Surveyed DOT facilities statewide, developed a database to prioritize repair and upgrade needs; hired a Facilities Manager Developed guidelines to attract and analyze privatization proposals Completed a Department-wide training needs assessment Recommended 54 classifications that will require certification and 9 classifications preferred certification Analyzed turnover rate and recommended solutions, one which resulted in a 10% entry level raise for 5 positions Surveyed Department personnel, identified gaps in internal information flow, and made 6 recommendations to improve internal information flow Formed a new office to facilitate external communications and improve GDOTimage. Updated radios and cell phones
Changed procedures, reduced response time to public Analyzed data collection process to reduce cycle time and improve the quality and timeliness of data collected Installation of a computerized evaluation system that measures teamwork, cooperation and services between offices Catalogued external core products and services.
Developed a streamlined process to deliver DOT's transportation program

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Linkages Between the 2000 State Strategic Plan and the GDOT Strategic Plan

A strong well-planned and operated transportation system is a basic support element to achieving the Governor's vision for Georgia. The 2000 State Strategic Plan focuses on eight areas upon which state government and the people of Georgia must focus to make Georgia even better tomorrow than it is today. The GDOT strategic directions and projects support the State strategic directions of:

Education'

By:



ensuring that Georgia's transportation system continues to allow citizens to access high

quality education and academic opportunities in all regions of the State;



increasing educational opportunities for GDOT employees;



providing reliable data and state-of-the-art research to policy makers to use as a basis for

decision making and to educators for use in their curricula.

Protection of People and Property

By:



ensuring that our local road and State highway network are constructed to and maintained

at the highest safety standards;



ensuring that oversized vehicles and the movement of oversized loads have the proper

licensing for safe movement on Georgia's transportation network;



raising public awareness of safety hazards in construction work zones.

Statewide Economic Prosperity By:



improving and maintaining the State transportation network to support continued

economic growth, attract new businesses and industries to Georgia and strengthen existing

industry;



providing the necessary infrastructure to foster economic growth in support of tourism,

export and import of goods and services;



providing transportation access to all regions of the State;

,



supporting new economic development highways to encourage economic growth and help

move Georgia products better;



providing timely and accurate data to make informed transportation decisions/investments

to foster economic growth;

.



working towards building public/private partnerships to increase cooperation between

government and business to continue Georgia's economic growth;



serving as the underpinning for the expansion of international trade



promoting tourism through the Transportation Enhancement Program.

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Transportation and Land Use By:
ensuring the necessary coordination and partnerships between other state agencies and local governments to encourage transportation and land use decisions that promote the creation of "livable communities";
developing and supporting initiatives and policies that reduce traffic congestion and increase mobility on Georgia's transportation system.

Clean Water and Environmental Stewardship

By:



supporting the development and implementation of policies and standards to protect the

natural environment and improve water and air quality to reach the goal of an

environmentally sound State;



pursuing opportunities and partnerships to preserve Georgia's natural resources for

recreational and educational purposes.

Community Health

By:



providing access to health, education, employment and social assistance services provided

throughout the State;



supporting the community-based approach to service delivery by ensuring that

communities have increased responsibility and authority for decisions regarding local

transportation, as well as the flexibility to implement them and achieve measurable results.

Accountable Government

By:



ensuring that the delivery of services to citizens, the customers of State government,

continues to be the primary concern of this agency and every GDOT employee;



ensuring that GDOT has clearly defined goals and desired results, and by establishing

performance and results measures to allow policy makers, as well as the general public, to

make informed decisions on the merits of existing policies and programs;



adapting and implementing the principles of Quality Service Georgia: a customer focus,

continuous improvement of agency processes, and involvement of all employees in a

meaningful manner;



incorporating the principles and efforts of Georgia Gain to help the State attract, motivate

and retain high quality employees;



increasing efforts to improve and expand the use of technology for the efficient delivery of

services to the public;



incorporating the policy of budget redirection so that resources are allocated to areas of

highest priority and that programs and activities are constantly examined for continuous

improvement and effectiveness.



continuing and improving our program evaluation and strategic planning processes which

are a fundamental part of GDOT's budget process;



actively supporting the consideration of partnerships with other public agencies and the

private sector to improve the efficiency of service delivery to the public.

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Technology

By:

,;

supplying the linkage for coordinating data about transportation resources with the data

resources of other public and private interests working to accomplish the goals of the State Strategic Plan;

advancing statewide use of information technology resources through the development of

digital maps and Geographic Information Systems (GIS) by providing base maps for GIS

development;

coordinating with the state's program to establish a data infrastructure for integrating information for public and private access in the development of a Transportation Information

System (TIS).

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Programs, Program Strategies and Programmatic Goals
Program Name: NON-HIGHWAY TRANSPORTATION SYSTEMS
Program Purpose: Offer citizens and businesses opportunities for improved quality of life and economic development prospects through a balanced transportation system investing in public transit, aviation, rail, harbor, waterway projects, bicycle and pedestrian access facilities.
Goal 1: Support public transportation services at the local and regional levels of the state to meet the needs of transit users.
Goal 2: Improve the safety, reliability, capability and utility of the statewide air transportation system to meet existing and future aviation needs by providing financial and technical support to publicly owned airports.
Goal 3: Provide adequate dredge material containment areas in support of waterborne shipping access to Georgia's ports.
Goal 4: Provide and maintain safe and adequate railroad segments that Iink to the regional and national rail systems.
Goal 5: Minimize the adverse economic impacts of changes in rail service by acquiring and preserving rail corridors of strategic importance.
Goal 6: Promote economic development of the state by supporting the air transportation needs of the Department of Industry, Trade and Tourism.
Goal 7: Meet the air transportation needs of public officials and state employees.
Goal 8: Provide a statewide network of bicycle route and facilities and improved pedestrian access supporting a broader range of travel opportunities and a balanced transportation system.

Program Name: PUBLIC ROAD NETWORK Program Purpose: To provide roadway users a public road infrastructure that provides increased mobility that improves the quality of life and enhances opportunities for economic growth. Goal I: The public road network throughout the state will be operationally efficient in
moving people, goods and services in and out of communities. Goal 2: The public road network will be planned, designed, constructed and maintained
for safe travel by all users. Goal 3: Improve the efficiency of the highway system through innovative traffic
management technologies. Goal 4: Support and promote sustainable economic development throughout Georgia. Goal 5: Support and promote environmental sensitivity in road construction projects.
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