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  • 1. Tennessee Department of Transportation STRATEGIC MANAGEMENT PLAN Fiscal Years 2008 - 2011 July 1, 2007 - June 30, 2011 Mission Values Strategic Direction Goals GERALD F. NICELY PHIL BREDESEN Strategies COMMISSIONER GOVERNOR Initiatives Performance Measurement Mission ▲ TDOT’s strategic planning process starts with its mission – a statement describing the department’s core purpose and reason for being. TDOT’s mission statement was adopted in 1994. Values ▲ TDOT’s values are a list of guiding principles that define the common set of expectations on how business should be conducted by TDOT’s employees. All activities performed by the department are expected to subscribe to these values. Strategic Direction ▲ TDOT’s strategic direction identifies the Emphasis Areas the organization will focus on for a four year planning horizon to assure its ability to successfully accomplish its mission. Desired Outcomes for each area of emphasis are defined. Goals ▲ TDOT’s agency goals are submitted to the Governor as part of the department’s Strategic Plan. In fiscal year 2005-2006, TDOT was formally designated a performance-based budgeting agency. Strategies ▲ TDOT’s strategies identify the key approaches that the organization will take to help achieve desired outcomes. Initiatives ▲ TDOT’s strategic initiatives are the projects that have been identified by the organization to help achieve TDOT’s strategic direction and goals. Performance Measurement ▲ TDOT’s performance measurement framework provides a structured approach to the systematic assessment of the organization’s progress in fulfilling its mission and achieving its strategic direction.
  • 2. TDOT STRATEGIC MANAGEMENT PLAN July 1, 2007 - June 30, 2011 Emphasis Areas Increase Transportation System Safety Annual fatalities on Tennesseeʼs transportation system are reduced Crashes and injuries in work zones are decreased Outcomes Desired By FY 2011, the fatality rate on Tennessee roadways will have an overall decrease of 10%. Goals • Strengthen partnerships with state and federal agencies and other interest groups to address aspects of transportation safety • Systematically review, implement and update the State of Tennessee Highway Safety Strategic Plan • Continue education and outreach efforts to increase use of seat belts and child safety seats and reduce Strategies impaired driving • Participate in the development of traffic safety information systems and analysis tools to improve data timeliness, accuracy and linkages • Emphasize work zone safety to TDOT contractors and employees 1 Complete Work Zone Safety and Mobility Manual and conduct training Maintenance & Regions 2 Identify and implement highway drainage improvements Design July 1, 2007 - June 30, 2009 3 Conduct transportation safety education and awareness programs Gov. Highway Safety Office 24- Month Initiatives 4 Advance implementation of roadway safety audit recommendations Envir. & Planning Bureau and Engineering Bureau 5 Produce corridor level crash reports Envir. & Planning Bureau 6 Implement countermeasures to help reduce unintentional lane departures Incident Mngt. & Regions 7 Develop consolidated Safety Office Engineering Bureau 8 Implement safety improvements at highway rail grade crossings Project Planning 9 Reduce highway incident clearance times Incident Management • Percent reduction in the fatality rate on Tennessee roadways • Percent of seat belt usage in Tennessee Performance Measures • Percent of public use airports in Tennessee licensed by TDOT • Percent reduction in fatal crashes at public highway rail grade crossings • Number of crashes in TDOT work zones • Percent of bridges inspected on two-year cycle • Percent of highway incidences cleared within 90 minutes
  • 3. TDOT STRATEGIC MANAGEMENT PLAN July 1, 2007 - June 30, 2011 Emphasis Areas Address Customer Needs and Priorities TDOT meets increasing maintenance needs on the current transportation system Congestion is reduced Outcomes Desired The availability and frequency of public transportation in rural and urban areas is increased The public is satisfied with TDOTʼs communication efforts to keep them informed By FY 2011, increase customer satisfaction levels with the stateʼs transportation system and TDOT service Goals delivery to meet improvement targets in selected results areas. By FY 2011, implement a comprehensive set of strategies to help reduce air pollutant emissions. • Implement actions to address the opportunities for improvement identified in the 2006 TDOT Customer Satisfaction Survey • Consistently review and use performance data to help maintain or improve the overall condition of Tennesseeʼs highways and bridges Strategies • Increase technical assistance to transportation planning organizations, local governments and transit providers • Work to increase the availability of options and use of transportation alternatives • Expand current TDOT communication methods as new technology or innovations become available • Develop new and enhance existing tools and techniques for the management and preservation of the infrastructure 1 Expand direct route intercity transit services Multimodal Resources 2 Expand operation hours of Traffic Management Centers to 24/7 Engineering Bureau July 1, 2007 - June 30, 2009 3 Revise interchange lighting specifications Design 24- Month Initiatives 4 Incorporate Community Impact Assessment into environmental process Environmental 5 Expand “ 511” services and enhance TDOT web site Community Relations 6 Implement pavement management techniques and pavement marking policy Engineering Bureau 7 Develop TDOT policies and procedures for addressing latest air quality regulations Env. & Planning Bureau 8 Complete Phase 2 of Waterways Study Multimodal Resources 9 Administer TDOT Customer Satisfaction Survey in fiscal year 2009 Strategic Planning 10 Develop an approach and scope for a State Freight Plan Env. & Planning Bureau 11 Continue Intelligent Transportation Systems (ITS) plan implementation Engineering Bureau • Percent of bridge deck area on Interstate roads that is not structurally deficient • Percent increase in public transit vehicle statewide mileage Performance Measures • Percent of Tennessee residents and elected officials “satisfied” or “very satisfied” with the overall job that TDOT has done maintaining highways • Condition level of interstates • Percent of short line track miles with a capacity over 286,000 pounds
  • 4. TDOT STRATEGIC MANAGEMENT PLAN July 1, 2007 - June 30, 2011 Emphasis Areas Maximize and Manage Resources TDOT implements innovative and appropriate technologies TDOT delivers transportation projects within budget and on schedule Outcomes Desired TDOT optimizes traditional and alternative revenue sources to implement Tennesseeʼs 25-Year Transportation Plan TDOT prioritizes organizational improvement initiatives and systematically reviews progress and results By FY 2009, total urban interstate mileage, where integrated Intelligent Transportation System (ITS) Goals infrastructure is deployed for traffic management will be 90% for the four largest Tennessee counties (Davidson, Shelby, Knox, and Hamilton). • Regularly research other state DOTs and government organizations to identify new and more efficient ways to deliver or improve services • Seek and implement innovations and improvements in transportation project management tools and techniques Strategies • Continue using the Management Advisory Committee (MAC) to prioritize TDOT technology projects • Continue to update and implement the ITS Strategic Plan • Improve and standardize tools and processes for tracking and reporting progress on key initiatives 1 Develop Statewide Environmental Management System Environmental 2 Oversee Tennessee Base Mapping Program Info. Tech & Design July 1, 2007 - June 30, 2009 3 Initiate resources to support local project management at regional locations Program Development 24- Month Initiatives 4 Identify candidate pilot projects to implement tolling legislation Envir. & Planning Bureau 5 Complete implementation of Construction Management Site Manager Engineering Bureau 6 Expand Project Management Office Project Management 7 Implement Project Accountability Team recommendations Project Management 8 Implement Grant Contract Management Study recommendations Admin. Bur. & Legal 9 Develop TDOT key initiative documentation and tracking system Strategic Planning 10 Develop procedures for innovative contracting methods Engineering Bureau 11 Initiate TDOT Risk Management Program Strategic Planning • Number of state highway lane miles per year receiving a preservation treatment • Percent of urban interstate miles that has ITS infrastructure installed Performance Measures • Percent of highway construction contracts completed by original contract completion date • Percent of grants in the Subrecipient Monitoring Plan that are monitored annually • Percent of variation in the construction phase from original cost estimate in the State Transportation Improvement Program (STIP) to actual letting cost
  • 5. TDOT STRATEGIC MANAGEMENT PLAN July 1, 2007 - June 30, 2011 Emphasis Areas Develop Workforce Capabilities and Capacity TDOTʼs workforce has the skills and competencies to efficiently transition to new technologies, develop new services and processes, and work effectively with the public and partners Outcomes Workforce staffing levels are sufficient to accomplish work processes and successfully deliver products and Desired services to customers The composition of TDOTʼs workforce is more diverse to better reflect the citizens it serves Employees are satisfied with the extent that training is received to keep pace with changes in technology and work processes By FY 2009, a comprehensive TDOT workforce analysis will be completed. Goals • Increase the collection, analysis and use of workforce data for decision making • Research and learn from other organizationsʼ strategic workforce planning practices • Maximize benefits of Edison implementation to provide key human resource information and training opportunities to employees Strategies • Use TDOT employee survey and other feedback mechanisms to determine employee satisfaction on key organizational factors • Work with the State Department of Human Resources to explore innovative workforce recruiting, development and retention options 1 Conduct the TDOT Workforce Analysis Study Strategic Planning 2 Provide annual customer service training to all employees Community Relations & Human Resources July 1, 2007 - June 30, 2009 3 Train all TDOT employees in Project Edison usage Human Resources 24- Month Initiatives 4 Restructure and administer TDOT employee survey Human Resources 5 Develop training plans for Bureau of Engineering employees Engineering Bureau 6 Conduct 2008 and 2009 TDOT Executive Leadership Academy Human Resources 7 Conduct value engineering training Design 8 Offer training on public meeting requirements and facilitation Community Relations 9 Conduct diversity training Civil Rights • Percent of minority representation in TDOTʼs workforce • Percent of TDOT employees who complete annual customer service training Performance Measures • Percent of TDOT locations equipped with computer access for Project Edison • Percent of TDOT workforce analysis study completed • Percent of employees satisfied with training to keep pace with technology December 2007
  • 6. TDOT STRATEGIC MANAGEMENT PLAN “Setting our strategic direction and defining our priorities keep TDOT focused on achieving results.” Commissioner Gerald Nicely What is the TDOT Strategic Management Plan? TDOT’s Strategic Management Plan outlines the direction and priorities for TDOT over the next four fiscal years. Consolidated into one document, the Strategic Management Plan outlines: • the strategic emphasis areas that make up TDOT’s strategic direction • the desired outcomes for each strategic area of emphasis • the strategies and initiatives to achieve the desired outcomes • the measures to track our performance How was the TDOT Strategic Management Plan developed? The strategic planning effort has been a thoughtful and inclusive one. An overview of the three phase planning process that was used to develop TDOT’s Strategic Direction and the Strategic Management Plan is shown below. STRATEGIC PLANNING PROCESS Collecting and analyzing the data - Researched transportation industry and government trends - Reviewed TDOT current initiatives and internal reports PHASE I - Conducted group meetings with directors and managers - Reviewed feedback from regional and district employee meetings (held by executive leaders from 2004 – 2007) - Conducted management interviews Setting direction and desired outcomes - Compiled 2007 TDOT State of the Department Report PHASE II - Reexamined 25-Year Transportation Plan and 2006 TDOT Customer Satisfaction Survey Results - Solicited feedback from directors - Conducted strategic discussion sessions with executive leaders Determining strategies and actions PHASE III - Held four executive leadership work sessions - Developed bureau business plans - Developed division and region business plans
  • 7. TDOT STRATEGIC MANAGEMENT PLAN Why does TDOT need a Strategic Management Plan? TDOT sets its strategic direction every four years. The Fiscal Year 2008-2011 Strategic Management Plan builds on the progress made from the 2004-2006 strategic direction, helps us address the key trends, issues and challenges facing us, and identifies ways we can improve on the products and services we provide to our citizens. Turning our strategic direction into visible results requires the right actions be taken. The Strategic Management Plan is a tool to help us: • clearly outline our key goals, strategies and initiatives • maintain focus and allocate resources • reinforce accountability • make it clear what we want to achieve The Strategic Management Plan does not address every TDOT activity, project, program or function. The plan is intended to focus on those strategies and initiatives that have been determined to require special attention over the next four years due to their potential impact on the future effectiveness of the department and our continued ability to successfully achieve our mission. How will we monitor, update and track progress on the implementation of the TDOT Strategic Management Plan? As we implement the Strategic Management Plan, it is important to monitor our progress on an on-going basis. Monitoring implementation of the Plan not only lets us know that we are doing the things that we said we would but also helps us know if we are getting the results we want. The 24-Month Initiatives in the Strategic Management Plan will be updated in 2009 as part of the department’s biennial business planning process. To measure progress toward achievement of our goals and desired outcomes, a set of performance measures has been established for each strategic emphasis area. These measures of performance will help us answer the question “How well are we doing?” Some of the ways that we will monitor and track progress on the Plan are: • quarterly progress reports on achieving the 24-Month Initiatives • quarterly reviews of performance measures • TDOT Performance Measurement Dashboard (Available to all TDOT employees on the Intranet) • annual progress review of the Strategic Management Plan by senior leaders For more information about the Tennessee Department of Transportation go to For more information about TDOT’s strategic planning process and strategic management initiatives go to
  • 8. Mission T he mission of the Tennessee Department of Transportation is to plan, implement, maintain, and manage an integrated transportation system for the movement of people and products, with emphasis on quality, safety, efficiency, and the environment. Values A chieving the public’s trust is of utmost importance. TDOT will accomplish this by practicing four basic values. Accountability Consistency ▲ Providing reliable and safe products and ▲ Providing reliable, well-defined processes services and procedures ▲ Using resources responsibly and effectively ▲ Setting program and service standards ▲ Regular reporting to the public about how ▲ Applying policies and guidelines fairly we are doing ▲ Expecting all TDOT employees to accept ▲ Having well-defined roles and and practice our core customer values responsibilities Integrity Communication ▲ Demonstrating professionalism, fairness ▲ Providing timely information and a willingness to do the right thing ▲ Engaging our citizens ▲ Ensuring all our actions can stand not only ▲ Building partnerships public scrutiny, but self-scrutiny ▲ Following through on commitments Tennessee Department of Transportation 505 Deaderick Street/James K. Polk Building Nashville, Tennessee 37243 Telephone: 615.741.2848 Web site: Tennessee Department of Transportation. Authorization No. 401469, 1,500 copies, December 2007. This public document was promulgated at a cost of $.95 per copy.