POSITIONED FOR THE FUTURE - ONE ODOT: ADOPTED STRATEGIC BUSINESS PLAN | 2018 2022
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ADOPTED STRATEGIC BUSINESS PLAN | 2018 - 2022 ONE ODOT: POSITIONED FOR THE FUTURE
ADOPTED BY OTC & ODOT: APRIL 19, 2018
TABLE OF CONTENTS
Introduction............................................................................................................................................. 1
Scope of the Strategic Business Plan................................................................................................... 3
Relationship Between Transportation System Policy And Organizational Fitness .................3
Our Organization.................................................................................................................................... 5
Agency Overview.............................................................................................................................. 5
Mission, 5-Year Vision, Values...............................................................................................................6
Strategic Priorities..................................................................................................................................7
Unify and Align ODOT Operational Governance..........................................................................8
Build a Qualified and Diverse Workforce for Today and the Future........................................ 13
Optimize & Modernize Technology & Data................................................................................. 17
Strengthen Strategic Investment Decision Making....................................................................22
An Agency in Action..............................................................................................................................27
From Priorities to Strategies to Results.......................................................................................27
Maintain Momentum and Performance......................................................................................27
Guiding Principles & Practices......................................................................................................29
Conclusion & Call to Action.................................................................................................................31
Appendix................................................................................................................................................33
Development of the Strategic Business Plan..............................................................................33
Acknowledgments................................................................................................................................35
Cover Photo Credit: David Campbell, Culvert connecting North Fork Clackamas River to North Fork Reservoir
ii | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022
INTRODUCTION
MESSAGE FROM ODOT DIRECTOR AND OREGON
TRANSPORTATION COMMISSION CHAIR
We are pleased to present to you the milestones and effectively execute a
Strategic Business Plan of the Oregon complex array of initiatives. Additionally,
Department of Transportation (ODOT). This the accountability and stewardship
important document has been developed responsibilities embedded in this historic
in close consultation and support of the piece of legislation ensures that the ethic
Oregon Transportation Commission (OTC), of responsible planning, prioritizing and
and through a collaborative effort involving resource management is adhered to – the
professionals from across our agency. SBP will go even further to strengthen
The Strategic Business Plan (SBP) defines our stewardship of the state’s financial
essential priorities to guide our work over the resources.
next five years, with regular efforts to assess,
• McKinsey Management Review: An
adapt and measure progress. It positions
in-depth assessment of our agency
ODOT and the OTC on a pathway to achieve
that recognized many strengths,
our vision to become a truly best-in-class
while identifying key opportunities for
transportation department.
improvement. These included better
Creation of the SBP has been prompted by strategic focus, alignment, priority setting
opportunities and challenges that make this and crafting performance measures most
a very important, exciting time in the history critical and relevant to ODOT’s near term
of our agency. These include: challenges.
• House Bill 2017: This landmark legislation • Generational Transition: Demands
provides $5.3 billion to improve and on our organization are growing just as
maintain the state transportation we face the dual challenge of retaining
system (including first-ever dedicated “veteran” knowledge and expertise and
support for public transportation). attracting/developing people with fresh
With this investment, ODOT is being ideas and diverse backgrounds.
asked to meet important performance
Introduction | 1
ODOT: Umpqua Lighthouse stairs.
We are confident that the SBP will enable Our heartfelt thanks to all those who have
each member of our team to link his or her contributed to this plan and who will help
contribution to the mission and goals of the bring it to life. We welcome your comments
agency, ensuring clarity of purpose and a and in turn will provide regular updates on
unified organization where everyone’s role our progress toward meeting the challenges
is clear and meaningful in the support of the and opportunities of today, and the future.
overarching agency mission. It should also
Matthew L. Garrett
reinforce a commitment to public service
Director, Oregon Department of Transportation
as a calling at the core of who we are—
motivating everything we do and visible in Tammy Baney
the excellence of our work. Chair, Oregon Transportation Commission
2 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022
SCOPE OF THE
STRATEGIC
BUSINESS PLAN
RELATIONSHIP BETWEEN TRANSPORTATION
SYSTEM POLICY AND ORGANIZATIONAL FITNESS
The OTC, working through ODOT, sets a
comprehensive 20-year vision and policy
for Oregon’s transportation system: the
Oregon Transportation Plan (OTP). The OTP is
Bicycle &
supported by specific transportation mode
Pedestrian
and topic plans that provide policy and goals Plan
to guide the evolution of transportation Transportation
Transportation
Safety
across the state. These plans are developed Options Plan
Action Plan
in partnership with transportation
stakeholders and adopted by the OTC. All of
these documents work together to provide
Rail Oregon Highway
a comprehensive strategy for preserving,
Plan transportation Plan
maintaining and enhancing transportation
throughout Oregon, setting the foundation
plan
for ODOT’s mission.
Public
Contrasted with transportation-system Transportation Freight
Plan Plan
related policy plans, the SBP focuses on
priorities and actions that will make ODOT Aviation
a more capable, efficient organization for Plan
delivering on our mission and strengthen our
unity of purpose as One ODOT.
Scope Of The Strategic Business Plan | 3
We have approached the SBP process much • What structures and practices will ensure
like an athletic training program, identifying we are able to assess changing needs and
the right steps to build our organizational trends and respond proactively to stay
fitness and boost the agency’s ability to ahead?
perform at the highest level. Questions that
This plan is a guide to action that begins
have driven the effort include:
immediately and carries us forward in our
• What are the major opportunities and commitment to being a leader among state
needs we must address to deliver on the agencies and transportation departments.
state’s transportation strategy and goals,
including delivery of the charge under
ROLES
House Bill 2017?
The OTC defines policy and direction for
• How can we be more coordinated and
transportation in Oregon, which ODOT
focused in our daily work, improvement
implements. The OTC also serves in an
efforts and the execution of key initiatives?
oversight capacity to ensure ODOT is well
• What steps can leaders take to provide managed and operating as efficiently as
clear direction to people—both staff and possible. As key partners in this plan, the
stakeholders—across our complex array OTC provides guidance and input, approves
of services and programs? the plan, and receives regular progress
updates. ODOT develops and executes the
• How do we encourage and engage each plan, and measures, monitors and reports
other, as dedicated employees, so we can progress towards success.
fulfill our potential and ensure we achieve
our mission and vision?
ODOT: A blower works on clearing one lane of the McKenzie Pass, OR 242, to help expedite the snow melt.
4 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022
OUR ORGANIZATION
AGENCY OVERVIEW
ODOT began in 1913 when the Oregon As of the most recent biennium, ODOT
Legislature created the Oregon Highway manages a $3.9 billion budget that impacts
Commission to “get Oregon out of the the daily lives of every individual, business
mud.”Today, we develop and operate a and community in the state as well as the
diverse portfolio of programs related to millions who visit and do business in Oregon
Oregon’s system of every year. The agency operates under the
direction of the OTC, which sets strategy and
• Highways, roads, and bridges (including
policy for the state transportation system.
bikeways and walkways).
Together, the OTC and ODOT work closely
• Railways. with the governor and state legislature to
ensure efforts to maintain and enhance the
• Public transportation services. system are aligned with the broader needs,
priorities and resources of the state.
• Transportation safety programs.
• Driver licensing and vehicle titling/
registration.
• Motor carrier/trucking regulation.
Our Organization | 5
MISSION
ODOT PROVIDES A SAFE AND RELIABLE
MULTIMODAL TRANSPORTATION SYSTEM THAT
CONNECTS PEOPLE AND HELPS OREGON’S
COMMUNITIES AND ECONOMY THRIVE.
5-YEAR VALUES
VISION
These principles inform decision making
and guide our behavior in working
with each other, our partners and the
ODOT works together to be a recognized communities we serve:
leader in transportation, an employer
INTEGRITY: We are accountable and
of choice in our local communities, and
transparent with public funds and
well positioned to deliver transportation
hold ourselves to the highest ethical
solutions for Oregon’s future.
standards.
Specifically we have:
SAFETY: We share ownership and
• A high-performing and collaborative responsibility for ensuring safety in all
workplace where staff at all levels are that we do.
aligned in our shared mission.
EQUITY: We embrace diversity and foster
• Flexible processes and mechanisms a culture of inclusion.
that adapt to changing needs and
EXCELLENCE: We use our skills and
proactively respond to trends and
expertise to continuously strive to be
opportunities.
more efficient, effective and innovative.
• Modernized systems, technology and
UNITY: We work together as One ODOT
services to maximize resources and
to provide better solutions and ensure
improve productivity and efficiency.
alignment in our work.
• Strong and informed governance for
priority-setting, decision-making and
evaluating progress on initiatives.
6 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022
STRATEGIC PRIORITIES
CRITICAL AREAS OF FOCUS
ODOT’s Strategic Priorities guide where the agency will devote resources, attention and
creativity to more effectively fulfill our mission and vision. These four action areas were
identified through a collaborative process of assessment and discussion involving the OTC and
ODOT professionals across the organization.
SUMMARY OF ODOT STRATEGIC PRIORITIES
Unify & Align ODOT Optimize & Modernize
Operational Governance Technology & Data
Improve structures and processes to define Address gaps in technology/data resources and
agency priorities, communicate across the capability through a cohesive agency strategy
organization, boost accountability and track and disciplined development approach.
progress.
Outcome: Up-to-date and effective systems,
Outcome: Greater focus, clarity and achievement software and data resources. Ability to target
of key goals. and apply innovative solutions.
Build a Qualified & Diverse Strengthen Strategic
Workforce for Today & the Future Investment Decision Making
Attract and retain people and knowledge Better link long-range plans and objectives
essential to our responsibilities. Develop to shorter-term transportation and agency
leadership, skills and diversity at all levels. investments.
Outcome: An engaged, diverse and effective Outcome: More informed and effective
workforce committed to public service and able investments and management of trade-offs.
to meet changing transportation needs.
The following is a detailed overview of each ODOT Strategic Priority:
Strategic Priorities | 7
UNIFY AND ALIGN ODOT
OPERATIONAL GOVERNANCE
BACKGROUND Beyond improving internal structures and
processes for priority setting and alignment,
Strong, connected decision-making, priority-
this will demand changing individual and
setting and alignment are essential to drive
group habits ingrained in our culture.
an organization’s strategy. Refining ODOT’s
Examples of new ways of thinking and
operational governance processes and
behaving that will need to be learned and
structures must therefore be a key first step
cultivated:
in implementing the SBP.
• Fewer initiatives and priorities are often
The need for tighter focus and
better than more.
communication of priorities has become very
clear as we have examined our capabilities. • Reach out to others before taking
As noted in the McKinsey Management independent action.
Assessment:
• A “Just do it” attitude should be balanced
[W]hen asked about the top two to three by “Look before you leap.”
priorities for ODOT, senior leaders had
• Prioritization and sequencing of well-
varying answers ranging from “customer
intentioned ideas is a sign of good
service” to “execute the commission’s
management.
strategy.” This means that leadership may
not be emphasizing the same priorities • Taking on too many discretionary efforts
within their divisions, and that day-to- can get in the way of doing the important
day activities therefore may be more everyday work of the organization.
informed by division level strategic plans
than with ODOT’s overall objectives. Building aligned operational governance
and priority management will demand
strong commitment, resources and shared
accountability from our top leadership as
well as each division and unit.
8 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022GOVERNANCE is the cascading system of policies, practices,
processes, measurements and responsibilities by which an organization is
directed and controlled.
The OTC is responsible for setting Effective operational governance
policy and providing governance leads to greater alignment, focus and
for the transportation system and accountability across the agency, and
the agency. ODOT leadership is higher quality, sustainable outcomes.
responsible for the operational
governance needed to implement
policy and manage the agency
effectively and efficiently.
Policy and Operational Governance: Distinct roles, shared objectives
Policy Operational
Represent the public Translate policy direction
and stakeholders to and for Fulfill into action and results
the organization
Mission Establish, monitor & refine
Set direction & operational & management
define key policies Adhere to standards processes
(service, ethics,
Provide oversight, objective fiduciary) Coordinate daily work, special
input and guidance initiatives, continuous
Respond to needs improvement
Address major issues (e.g. & challenges
transportation funding) Build a strong, committed and
Regular effective culture and engaged
assessments workforce
Oregon Transportation ODOT Director and
Commission Senior Leadership
Strategic Priorities | 9John Lingerfelt: Springtime in Salem.
ACTIONS AND OUTCOMES
1. Pause and Prioritize Initiatives “An infinite number of good ideas
to Focus on HB 2017 and the
come forward each day. We need
Strategic Business Plan
a process to ferret out priorities
While we prepare for stronger operational
and allow for alignment of those
governance across the agency and plan
for delivery of HB 2017, each division and good ideas—either in or out.”
business unit will apply tighter scrutiny and
patience on launching of discretionary new
- ODOT Staff Member
initiatives. We will also review current efforts
to find opportunities to reduce the burden
on our resources during implementation of
the Strategic Business Plan and delivery of
HB 2017.
This does not mean stopping important
critical agency improvements that are well
underway or nearing completion. But it does
mean asking critical questions now to set
the stage for a more comprehensive priority
assessment and allow greater focus.
10 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 20222. Establish a Cross-Division 3. Streamline/Refine Operational
Operational Governance Team Governance Practices
This internal group will be responsible Evaluate the broader array of management
for guiding the achievement of the ODOT and leadership teams that have a role in
mission, vision and strategic priorities, and defining priorities and managing resources
setting management direction throughout for a division, function or geography.
the organization. Determine opportunities to build stronger
connections and enhance coordination.
OUTCOMES
OUTCOMES
⊲⊲ Clear responsibilities and process for
setting agency direction, managing ⊲⊲ Clear lines of communication and
priorities and establishing effective deployment of responsibility up, down and
internal policies. across the organization.
⊲⊲ Defined relationships with OTC and ⊲⊲ Greater discipline around launch of new
other governance groups (e.g. Divisional initiatives; matching commitments to
Management Teams and Leadership/ impact and resource availability.
Management Teams). ⊲⊲ Ability to adjust pace and focus in
⊲⊲ Refined and well-chosen set of strategies response to changing needs, events, etc.
linked to priorities and other critical ⊲⊲ Effective, ongoing assessment of progress,
initiatives that are regularly reviewed, with defined responsibility and proactive
tracked and updated. accountability.
⊲⊲ Leadership deliberation and teamwork on ⊲⊲ Timely, fact-based performance reviews
key decisions—serving as a model for the that inform decisions, raise issues and
rest of the agency. identify opportunities for improvement.
STRATEGIES STRATEGIES
⊲⊲ Determine a framework (structure, ⊲⊲ Clarify individual and team roles and
charter, criteria, review cycles) and responsibilities in suggesting and
participation in cross-division governance deploying function, division and agency-
team. Conduct initial meeting(s) and refine wide priorities.
over time.
⊲⊲ Define criteria and methods for assessing
⊲⊲ Conduct review of current division and potential new efforts. Provide guidance
functional initiatives and adjust portfolio to management teams on principles of
to better focus efforts and resources on effective portfolio management.
strategic agency priorities.
⊲⊲ Develop a method to ensure visibility—
⊲⊲ Develop process and timing for agency- including mandatory and discretionary
wide or major initiative reporting and efforts.
updates.
Strategic Priorities | 11⊲⊲ Apply the ODOT Change Framework »» Clearly defined relationship to OTC and
as a guide to each initiative team and other governance groups.
sponsor—both to support execution and ⊲⊲ Established strategic-level agency priority
effectively track progress. deployment and portfolio management
⊲⊲ Establish a cycle or schedule to help process.
refine and coordinate timing and level of ⊲⊲ Refinement of subordinate operational
decisions, progress reviews, etc. governance groups, clarification of roles,
responsibility and authority.
SUCCESS MEASURES &
INDICATORS IMPACT OR RESULT
⊲⊲ Improved operational governance through
ACTION OR PROGRESS
alignment of planning, priorities, policies
⊲⊲ Completed formation and launch of and performance across the agency.
agency-wide operational governance ⊲⊲ Higher rate of change initiative completion
group. Features: with documented results against baseline
»» Represents the entire agency. and target (budget, schedule, return on
investment, etc.).
»» Authority to set agency-wide priorities,
review and establish internal policies, ⊲⊲ Perception/satisfaction of participants
guide performance reviews. and stakeholders tied to outcomes (unity,
transparency, resource usage, consistency,
etc.).
ODOT: Networking and Collaborating
12 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022BUILD A QUALIFIED AND
DIVERSE WORKFORCE FOR
TODAY AND THE FUTURE
BACKGROUND Several trends impact our ability to secure
the right people for the right roles, with the
ODOT’s staff of roughly 4,500 includes
support needed to do their best work. These
individuals with diverse responsibilities
include:
such as roadway maintenance, vehicle
registration, transit system coordination, • Competition to fill key roles is increasing
local community and government support, as ODOT, other DOTs and businesses seek
short- and long-range planning, safety talent to handle new transportation and
campaigns and programs, project delivery, infrastructure funding packages. Private
public fund management—and many more. sector compensation is difficult to match,
Our team is supported by external firms and especially in urban areas.
individuals: contracted partners who provide
• A wave of retirements means a loss of
a wide array of specialized services and
people with extensive knowledge and
supplemental capacity.
experience. The rate of departures from
ODOT has grown and is projected to
continue for several years.
ODOT: Transportation Excellence Award Winners of 2017
Strategic Priorities | 13ODOT Current Workforce ODOT Employee
Generational View as of January 2018 Retirement Eligibility Projected - Next 5 Years
1,400 35%
Born: 1946-1964
Baby Boomer Generation 1,200 30%
1,000 25%
Born: 1965-1979 800 20%
Generation X
600 15%
400 10%
Born: 1980-2000
Generation Y/Millennials 200 5%
0 0%
Born: 2001-Present, 2018 2019 2020 2021 2022
iGen/Generation Z is anticipated Number of Percent of
to enter the workforce in 4-5 years. Employees Eligible Total Workforce
• Today’s potential new employees have
ACTIONS AND OUTCOMES
high expectations for advancement and
tend to be less interested in long-term To build the culture and environment
commitments. However, many jobs at described in ODOT’s values, we must
ODOT require several months and even establish a coherent workforce vision,
a few years for a new hire to reach full and identify specific goals, priorities and
capability. creative, yet practical, solutions. We’ll begin
our efforts in two key areas: leadership and
• Our willingness to take on new tasks,
employee development.
as well as the cyclical nature of
transportation funding, put pressure 1. Build & Support
on staff to meet service levels and
Leadership Excellence
commitments. Managers and supervisors
have less time to lead and support staff. Achieving our mission and vision will rely on
a strong corps of leaders that is prepared
• There is a clear need to build greater
to effectively guide ODOT—today and in the
diversity in our staff to broaden
future.
opportunities and reflect the changing
nature of the state’s population.
OUTCOMES
• A growing percentage of our work is being
⊲⊲ Leadership practices and behaviors meet
handled through external contracting—
the needs of a more diverse and changing
offering valuable opportunity to the state’s
workforce, as well as more complex and
business community. We must ensure
interconnected issues.
that ODOT retains the appropriate level of
internal expertise to effectively manage ⊲⊲ Identification and development of high
contractors. potential individuals, expanded “bench
strength” and a future generation of ODOT
leaders.
14 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022⊲⊲ Successful, timely promotions with STRATEGIES
positive impact on both manager and
⊲⊲ Develop a consistent and compelling set of
staff. Correct balance of technical and
leadership principles to serve as a guide to
interpersonal skills.
establish expectations and evaluate leader
⊲⊲ Highly engaged staff, positive climate of performance.
strong performance, including reduced
»» Refine Leadership role descriptions and
absenteeism, greater retention, better use
expectations (overall and job specific)
of mediation to resolve issues, employees
to guide recruitment and ensure
feel more valued as part of the ODOT
competencies and criteria are clear.
team.
⊲⊲ Strengthen leadership capability-building:
consistent and complete professional
development, with time and opportunities
to practice, lead strategically and assess
progress.
⊲⊲ Update criteria and process for finding
leader candidates. Develop and use career
path methods to broaden experience and
evaluate potential.
2. Strengthen Talent Attraction,
Employee Capability & Retention
We must prepare our people with the skills
and knowledge to effectively deliver on a
broad and changing array of responsibilities,
supported by passion for public service and
commitment to working as One ODOT.
OUTCOMES
⊲⊲ Higher retention of staff and sustained
resources to fulfill the agency’s mission
and vision.
⊲⊲ Accurate, meaningful and effective
management of performance and
a climate of accountability and high
expectations.
⊲⊲ More effective development of staff
skills/experience. Visible commitment
ODOT: Oregon DOT Construction/Utilities Career Day, to growing our people and providing
Baker City, Oregon. opportunities.
Strategic Priorities | 15⊲⊲ Preservation of and access to key ⊲⊲ Take advantage of the momentum behind
knowledge so it is accessible and used by HB2017, the SBP and other change efforts
staff and management. to convey positive messaging and position
⊲⊲ Employees are prepared and encouraged ODOT as an “employer of choice.”
to contribute their skills and knowledge to A key success factor in building a stronger
improve agency performance. workforce and creating our next generation
⊲⊲ Vibrant climate for all staff that attracts of staff and leaders will be a closer and more
talent and enhances recruitment success. effective partnership between the agency’s
Refreshed ODOT spirit and energy, Human Resources professionals and
grounded in commitment to public business lines.
service.
SUCCESS MEASURES &
STRATEGIES INDICATORS
⊲⊲ Identify & address factors that impact
manager & staff departures, promotions, ACTION OR PROGRESS
movement within ODOT.
⊲⊲ Adoption of unified ODOT leadership
⊲⊲ Review and enhance capability building excellence principles & capabilities.
and career development strategies,
⊲⊲ Alignment of leadership programs and
including coaching/mentoring rotational
assessments with agency leadership
assignments, flexible roles, training, etc.
excellence principles and capabilities.
⊲⊲ Enhance performance management
⊲⊲ Assessment of changing agency needs
and feedback practices to ensure more
and workforce trends, identifying
thorough and honest assessments, with
organizational and individual gaps.
appropriate follow-up.
⊲⊲ Diversity of participation in leadership and
⊲⊲ Assess and improve processes and
staff development.
practices that build connections to internal
and external best practices. Apply an array
of approaches, from cross-training to IMPACT OR RESULT
process documentation, to retain essential ⊲⊲ Higher success rate in attracting and
knowledge. retaining talent needed to fulfill the
⊲⊲ Improve channels of communication to agency’s mission.
all agency employees and staff, tailoring ⊲⊲ Improved results in leadership
messages to build understanding of the competency assessments and in reduction
contribution of each division, branch and of workforce gaps.
individual.
⊲⊲ Increased employee engagement/
⊲⊲ Work with state government and external satisfaction re: support for career
partners to ensure ODOT is positioned development and leadership effectiveness.
to offer compelling opportunities to its
⊲⊲ Expanding diversity in leadership,
people.
developmental opportunities and overall
agency staff makeup.
16 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022OPTIMIZE & MODERNIZE
TECHNOLOGY & DATA
BACKGROUND
Today’s ODOT is something of a living history
museum of information systems. Parts of our Invest
organization rely on software and databases Tolerate (31%)
that were launched in the 1960s and for (6%)
which skilled support is hard to find. Other
Technical condition
IT systems and infrastructure are more
modern, but aging. A smaller list features Eliminate/
new or emerging technology. ODOT’s data Replace
(27%) Migrate/
and information management is likewise Modernize
mature in some parts of the organization and (36%)
far from best practice in other areas.
Business Value
Technology and data are more than just
“nice to have” features of the agency: We Excerpt from a Gartner, Inc. assessment of 185
are heavily reliant on the information and current ODOT software applications. Indicates
capability they provide to fulfill our mission more than 60% require some significant change to
and provide essential services. Here are just ensure agency needs can be met in the future.
a few examples:
• Calculating and collecting vehicle and truck
registration fees.
• Gathering safety information to determine
risk levels.
• Tracking and reporting project progress
and performance against goals (schedule, TECHNOLOGY – Systems and
budget, objectives). hardware that allow us to get
• Administering grant funds. work done faster and more
• Evaluating conditions of our efficiently.
transportation assets (bridges, roads, etc.)
The challenge we face today has been DATA – Information, facts and
described as a growing “technology debt”—a numbers that we use in our work
point where maintaining systems takes and/or provide to stakeholders.
more effort and cost than replacing them—
coupled with fragmented data management.
Strategic Priorities | 17A ONE ODOT EXAMPLE: SECURITY CAMERAS
To enhance safety for staff and customers, several groups within ODOT have been exploring
installation of on-site security cameras. What began as multiple, disconnected efforts,
however, has merged into a collaborative approach and a path to reduced costs and
complexity.
Today’s security systems rely on computer networks, so ODOT’s Information Systems (IS)
branch received several requests for advice on how to set up camera systems. IS proposed
that the different business groups (e.g. Highway and DMV Divisions) work together to develop
common requirements and a unified approach to camera purchase and installation. The
ODOT Facilities organization, which manages camera installation and maintenance, joined the
effort and provided project management support.
This unified effort promises less variation in technology, advantages in price negotiation, and
fewer maintenance challenges: The kind of smarter approach to keep watching for!
Failure to invest in our systems and data obsolete systems for vehicle registration,
mean we are in catch-up mode, and find driver licensing and other modules, is
ourselves struggling to meet needs for timely a good example of success in gaining
and accurate information. funding and commitment to address
significant gaps.
Some noteworthy positives:
These promising indicators, however, do not
• Recent completion and approval of a
outweigh the many challenges that make
comprehensive Strategic Data Business
Technology and Data an important strategic
Plan. The Plan maps out a vision, goals
priority. Specific problem areas identified:
and priorities for systematic improvement
of data resources and usage, and a new Technology & Data Vision and Goals: The
approach for governing data. diversity of agency services contributes to
a disconnected environment and approach.
• A detailed Application Portfolio
Technology and data investment is driven
Assessment, recently conducted by
by narrow business needs/requests, lacking
Gartner, Inc., provides insights into
coordination and an overall vision.
hundreds of software and applications
currently used/supported across ODOT. Priorities and Coordination: Multiple
The report recommends action on a large requests for IT solutions lead to long queues
proportion of technology resources. and difficulty determining which should
take precedence. Simultaneous efforts
• DMV’s Service Transformation Program,
are launched to address similar needs,
an anticipated $90 million replacement of
sometimes leading to duplicate systems.
18 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022ODOT: The TransInfo Asset Management project won a 2017 Bentley Award. Shown in photo,
TransInfo leads Heather King and Lorena Lambert.
Business/User Need Clarification and
ACTIONS AND OUTCOMES
Response: Expertise to evaluate business
needs and develop more effective solutions 1. Enhance Enterprise Technology
is scarce—and often diverted to firefighting
& Data Governance
and urgent demands. Divisions and functions
independently buy tools or develop data Meeting data and technology challenges will
that may not meet their needs, leading to require more effective, coordinated decisions
“orphan” databases or applications. on resources, investments and overall
portfolio of efforts.
Infrastructure & Compatibility: ODOT has
a large, but fragmented IT infrastructure
OUTCOMES
(hardware, software, security, networking,
etc.) with high maintenance costs. ⊲⊲ ODOT is able to embrace current
Likewise, the agency supports thousands information technology systems and
of independent and often incompatible best practices to ensure efficiency,
databases, with limited knowledge and transparency and engagement.
access across business lines.
⊲⊲ Cross-agency coordination, decision-
making, execution and accountability;
limited negative effects of silos.
⊲⊲ Greater visibility of the technology and
data needs across the agency with more
informed actions within divisions and
functions.
Strategic Priorities | 19ODOT: State Radio Project; view from Lime Hill near the Snake River.
⊲⊲ Comprehensive understanding of ongoing 2. Promote Strategic Modernization
costs and data/tech investments. Ability to & Focused Development
shift resources to more productive uses.
We must apply a more consistent approach
STRATEGIES to defining and executing on targeted
technology and data opportunities and
⊲⊲ Create agency-wide business innovations.
improvement and investment decision
and prioritization processes, inclusive OUTCOMES
of technology and data initiatives – with
strong information Systems Branch (IS) ⊲⊲ Thoroughly defined business cases for
partnership. technology/data investments, deployed
to meet short- and long-term needs and
⊲⊲ Establish a unified way to view and assess
reduce “technology debt.”
existing or proposed improvements.
Develop common criteria that favor ⊲⊲ Effective clarification of needs and related
consolidated and focused efforts that requirements and validation of solution
reduce duplication, redundancy and intended to meet them.
“orphan” systems. ⊲⊲ Overall sharper execution of development
⊲⊲ Refine and consolidate budget information initiatives.
on technology and data. Assess types of
costs and associated benefits to maximize STRATEGIES
the impact of our investments.
⊲⊲ Follow lead of agency-wide governance,
⊲⊲ Develop a solid, multi-year plan to
deploying consistent approaches,
close Tech & Data “technology” gap
guidelines and tools to drive more
while meeting immediate business and
disciplined business-line technology/data
performance improvement needs. [Strong
priority-setting. Emphasize clear links to
link to Strategic Investment effort.].
20 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022agency-wide tech & data direction and
SUCCESS MEASURES &
business objectives (e.g. productivity,
INDICATORS
service levels, innovation etc.)
⊲⊲ Use specialized resources/guidance— ACTION OR PROGRESS
including State CIO, ELT, Strategic Data
Business Plan, IS Branch Strategy, Gartner ⊲⊲ An enterprise-wide governance
report—to inform and guide Tech & Data structure(s) for technology and data
policies and priorities. has been launched with the consensus
support of senior leaders and the OTC.
⊲⊲ Increase capability and resources for
businesses to assess opportunities ⊲⊲ Investment, management and
and better apply non-IT solutions (e.g. maintenance plans and budgets for
streamlining processes) before or along technology and data are in place that
with seeking Tech/Data solutions. include divestitures as well as proposed
investments for future rebalancing in
⊲⊲ Assess IT project delivery capabilities
support of agency needs.
and identify/implement improvements
to better ensure on-time, on-budget ⊲⊲ Consistent format/tool is in use for
completion with expected or exceeded describing business case, goals, scope,
results. coordination process, and maintenance
plan for tech/data initiatives.
⊲⊲ Conduct consistent, accurate follow-up
evaluations of Tech and Data projects
to support learning and continuously IMPACT OR RESULT
improve governance, project management
⊲⊲ Clarity of the business driven information
and implementation.
systems initiative portfolio addressing a
Overall, the results of these efforts will balance of needs across the agency and
address ODOT’s current and pending inclusive of multi-division and agency-wide
technology and data gaps and lead to more efforts.
effective processes and capabilities to keep ⊲⊲ Increasing agency management and staff
the agency closer to the leading edge of satisfaction with technology and data
technology. tools and resources.
⊲⊲ Reduction in outdated, costly-to-support
and/or redundant agency technology and
data assets.
Strategic Priorities | 21STRENGTHEN STRATEGIC
INVESTMENT DECISION MAKING
BACKGROUND Decisions on how funds are invested are
made through two shorter-term and more
ODOT seeks to support and make
detailed processes:
investment decisions that maximize
positive outcomes for Oregonians. These • The biennial budget is approved each
should be closely tied to long-range state odd-numbered year by the Legislature and
transportation plans, opportunities and Governor. It determines spending levels
challenges, while maximizing the efficiency for agency operations and many other
and effectiveness of the organization. The dimensions of the transportation system.
Oregon Transportation Plan (OTP) and
• The Statewide Transportation
supporting mode and topic plans—most of
Improvement Program (STIP) is
which cover a 20-year time horizon—provide
developed every three years through an
the vision, direction and objectives for the
intensive review process and is approved
future, but these must be translated into
by the Transportation Commission.
specific spending allocations.
OTP 20-25 Years:
Vision, Goals, Policy &
+ Mode/Topic Plans Investment Scenarios
STRATEGIC 5-10 Years:
INVESTMENT Integrate decisions and assess
changes & emerging needs
GAP
STIP Budget Work Priorities Service Level
(3 year) (2 year) (annual, monthly, etc.) Commitments
(annual, monthly, etc.)
1-3 years:
Clarifies what we will and will not do or
fund this cycle.
22 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022These two processes are not synchronized: needs across the transportation system
for example, the STIP adopted in September and present a menu of options for strategic
2017 covers 2019-2021. The biennial budget investment in anticipation of the legislature’s
adopted in mid-2017 runs through mid-2019. work that eventually led to HB 2017 (2017).
That effort, however, did not address agency-
The gap between the 20-year plans and
related investments.
the two- and three-year budget and STIP
cycles has become a growing challenge.
Transportation Commission members, for ACTIONS AND OUTCOMES
example, have expressed concern about not
having the opportunity to weigh options at a Design & Implement Integrated
more strategic level and to connect spending Investment Process/Plan
decisions more clearly to goals expressed in
We will work with the OTC, governor,
the OTP and other guiding documents. Other
legislature and stakeholders to develop and
effects include:
implement a new, mid-term process that
• Updated, comprehensive information ensures more connected and transparent
is not available so that impacts and investment strategy that balances agency
trade-offs may be fully understood and and system needs.
considered.
OUTCOMES
• Input from some stakeholder groups is
not always available or up-to date when ⊲⊲ Greater flexibility to plan investments
it would be most useful in evaluating in order to anticipate and respond
options. to changing economic, technological,
environmental and social needs.
• Decisions on investments to ensure ODOT
can fulfill its responsibilities—for example, ⊲⊲ Clear alignment and connection points
staffing and systems required to meet between different investment decision
service levels—tend to be disconnected cycles.
and not always proactive. ⊲⊲ Appropriate consideration and balance
between system and agency investments.
• As noted in the McKinsey Management
Assessment, important choices may ⊲⊲ Investment decisions clearly linked to
happen without full knowledge or plans, goals and policies. Ability to explain
deliberation, meaning they are not as the rationale for choices and trade-offs.
transparent as they should be. ⊲⊲ Increased understanding of progress and
impacts of investments on both agency
Some work has already been done to
and system.
better connect long-range planning and
final investment decisions. In January 2017 ⊲⊲ Comprehensive and timely engagement
the OTC adopted a Strategic Investment of a full range of internal and external
in Transportation document to highlight stakeholders to guide and provide
feedback on investment options.
Strategic Priorities | 23ODOT: Biggs Junction
STRATEGIES ⊲⊲ Build clear process steps, criteria and
communication strategies to ensure open,
⊲⊲ Continuously assess emerging needs and
traceable and transparent decisions.
challenges in the transportation system
and all areas of agency operation, to ⊲⊲ Maintain an overall 5-10-year investment
identify when shifts are required in goals, strategy that informs the shorter-term
investments, and decision criteria. STIP, biennial budget and other investment
decisions. Establish consistent and
⊲⊲ Improve how ODOT evaluates needs
properly-timed reviews.
and risks, and makes enterprise-level
investment decisions to effectively carry ⊲⊲ Link investment goals to agency
out its mission. performance measures, dashboards and
system health indicators.
⊲⊲ Assess role, level and timing of input
provided by various stakeholders to Of our four Strategic Priorities, the effort
ensure their voices are heard and to build a more robust and informed
integrated into more stages of our investment decision process will have the
decision process. most direct impact on priorities and direction
for the state transportation system.
24 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022ODOT: Excited students crowd around
the new Lewis & Clark Bridge Display.
IMPACT OR RESULT
SUCCESS MEASURES &
INDICATORS ⊲⊲ Strategic investment process supports
OTC direction and aligns biennial budget
ACTION OR PROGRESS and STIP processes with regard to
transportation system, agency capabilities,
⊲⊲ Definition and method(s) to assess “agency
and levels of service.
capability” have been established.
⊲⊲ Improving participant/stakeholder
⊲⊲ Process for defining stakeholders and
perceptions of the strategic investment
decision authority has been established
process: effective, efficient, equitable,
for strategic investment decisions
transparent, and understandable trade-
involving money and resources.
offs.
⊲⊲ Strategic investment decision process
⊲⊲ Effectiveness of the ODOT investment
adopted by OTC and in place for start of
portfolio (transportation system, agency
2021-23 Budget process (Fall ’19).
capabilities, and levels of service)
measured against needs and return on
investment expectations.
Strategic Priorities | 25Dan Kaplan: Historic Columbia River Highway stream. 26 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022
AN AGENCY IN ACTION
FROM PRIORITIES MAINTAIN MOMENTUM
TO STRATEGIES AND PERFORMANCE
TO RESULTS
It will be essential that ODOT not break stride
as we carry out the strategic business plan.
ODOT is committed to ensuring that the SBP
Critical activities will continue even as we
is a driver of sustained, meaningful change.
reflect on priorities and build better focus
The path envisioned to build a more fit and
and alignment.
focused agency, deliver on our strategic
priorities, and achieve the desired results is
outlined below.
March – July 2018 July 2018 – Continuing
SBP Implementation Planning SBP IMPLEMENTATION,
• Transition operational governance PROGRESS TRACKING &
structure/processes
• Align and focus agency work efforts to ONGOING REFINEMENT
strategic priorities
• Prioritize initiatives for first two years
• Adapt agency business practices to the
new mission, vision & values
An Agency In Action | 27DELIVER ON HIGH-PROFILE EFFORTS
We will continue a number of important, ongoing initiatives in our current portfolio.
Examples include:
HB 2017 Keep Oregon Innovative Road Usage Management Review
Moving Implementation Charge Program Implementation
The Oregon Legislature’s Oregon has pioneered the OTC and ODOT’s actions on
historically significant pay-by-the-mile concept, eight key recommendations
investment in and our OReGO program from the Department of
transportation to help is currently demonstrating Administrative Services in
further the things that an effective option for response to the Governor-
Oregonians value—a replacing the gas tax funding requested management
vibrant economy with good mechanism. review completed in early
jobs, strong communities 2017 by McKinsey and Co.
with a good quality of life,
a clean environment, and
safe, healthy people.
Service Transformation Oregon Public
Program Transportation Plan
Work in progress to update
DMV’s multi-year initiative
the 1997 modal plan, which
to transform business
sets the vision for public
processes and replace
transportation in Oregon
computer systems to
and provides a policy
achieve customer service
framework for providers
improvements.
and government agencies,
statewide.
28 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022• Organizational change leadership:
SUSTAIN SERVICE AND
Success in addressing our Strategic
DELIVERY
Priorities will require adopting new policies
We remain committed to our core and practices—never an easy transition
responsibilities of meeting customer needs, even when everyone is committed to
maintaining and enhancing the state the change. Our organizational culture
transportation system, and responding to needs to evolve in order to unify and
mandates and policy changes. Initiatives align our internal operational governance
emerging from the SBP will be carefully and accountability, and adapt and
reviewed in respect to our current capacity respond more nimbly to shifts in policy,
for change and to ensure we can continue to transportation trends, technology, and
fulfill our core responsibilities. workforce dynamics. Understanding the
impact of change, and helping our people
adjust their habits and behaviors, will
receive significant attention at each phase
GUIDING PRINCIPLES of the SBP implementation.
& PRACTICES • Responsiveness and consistency:
Looking ahead at the five year time
Working closely with the OTC, we will apply horizon for the SBP, we know that ODOT’s
the following principles to ensure progress work load will already be significant—even
on the Strategic Priorities and One ODOT as we apply greater discipline and unity
vision: to our goals and priorities. (See “ODOT
Five-Year Activity Horizon” timeline.) We
• Communication and engagement: also know that new opportunities and
A plan to share, explain and update challenges will arise in the months and
people across ODOT and throughout years ahead. Success of the SBP will
our stakeholder network is already in require that we say “no” or “not yet” more
place, and will be updated as the SBP is frequently in order to maintain focus on
deployed. This plan is balanced between the priorities outlined in the plan. This
providing information and listening to balance is one of the most important
the concerns and ideas of our staff, characteristics of the more fit and
management and partners so their input effective ODOT we intend to be.
can be considered in our implementation
efforts.
An Agency In Action | 29ODOT FIVE-YEAR ACTIVITY HORIZON
Over the period covered by the Strategic Business Plan, we will integrate our priorities and
progress with the state legislative and budget processes, key planning efforts, the Statewide
Transportation Improvement Program (STIP) cycle and other anticipated efforts as reflected
on the timeline below.
2018 2019 2020 2021 2022
Service Transformation Program Statewide Transportation
Improvement Program (STIP)
Oregon Transportation Plan Update
2018 - 2021 in effect
ODOT Strategic Business Plan 2021 - 2024 in development
Development & Planning 2021 - 2024 in effect
Review & Update 2024 - 2027 in development
Implementation
Legislative Sessions
House Bill 2017
Biennial Budget Preparation
Implementation
30 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022CONCLUSION &
CALL TO ACTION
As a new endeavor for ODOT and the while being more connected with and tuned
OTC, this Strategic Business Plan has been to broader team and organizational needs.
and will continue to be a collaborative,
Build on strengths as we create the
challenging and inspiring effort. The process
future: Recognize that preserving the best
has drawn contributions from all parts of
parts of our organization will be equally
the agency. The work needed to bring the
important as we address our needed areas
plan to reality, however, will further expand
of improvement. At the same time, we must
the level of engagement and support
avoid defending “the way we’ve always done
required. In conclusion, we encourage our
things” when new ways are required.
team and stakeholder partners to support
the following success factors as we build Move aggressively, manage risks: The
a stronger, best-in-class, Department of SBP is a five-year plan, but we expect to
Transportation for Oregon: see results much sooner and will update
priorities to match our achievements. With
Look to our mission, vision and values:
clearer direction and focused resources,
These guide our actions and ensure we meet
we should be able to accelerate our pace
our most fundamental commitment to the
of improvement, learn from setbacks, and
people of Oregon and to our practices as an
kindle a new spirit of energy and progress.
agency of state government.
The work ahead will be challenging, but as
Take individual responsibility, work and
ODOT has proven many times in the past
think collaboratively: Our concept of using
100-plus years, together we will rise to the
the SBP to build the fitness of ODOT relies on
challenge.
each contributor playing a value-adding role,
Conclusion & Call To Action | 31ODOT: Salem Train Station and Greyhound Bus Depot. 32 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022
APPENDIX
DEVELOPMENT OF THE STRATEGIC
BUSINESS PLAN
The SBP is the result of a nine month-long These were synthesized into four Focus
effort involving a diverse cross section of Areas targeted for more in-depth exploration
contributors across ODOT and the OTC. Input and recommendations.
from all levels of the organization is included
Working Group Deep-Dive and
and the plan direction and priorities are fully
Recommendations – With representatives
owned by agency senior leadership. Key
from each division and various levels within
steps in the planning process included:
the organization, the Working Groups met
Objectives and High-Level Plan – This is the over a period of weeks to conduct a thorough
overall conception of how the SBP would best inventory of problems, opportunities and
meet the needs of the agency and included directions to address under each Focus
critical guidance from SBP Sponsors. Area. Each group developed and presented
recommendations to strengthen ODOT and
Baseline Assessment – A follow-up to
position the agency to meet short- and long-
the McKinsey Management Assessment
term needs.
and the Department of Administrative
Services recommendations, the baseline Mission, Vision and Values Review – In
review explored specific needs, challenges parallel, a sub-group was formed to assess
and opportunities to be addressed in the ODOT’s existing mission and values, and
SBP. It featured dozens of interviews and to establish a 5-year Vision for the agency.
discussions with management, staff and OTC Both the updated mission and values were
members. presented to staff through focus groups and
their feedback was critical in finalizing this
Future State Evaluation and Focus Area
work.
Selection – The specially-formed SBP
Leadership Task Force reviewed assessment Final Plan Direction and Strategic
findings and conducted a special review of Priorities – The SBP Leadership Task
trends and issues under themes including Force conducted a thorough review
political, economic, social, technological, and deliberation on Working Group
legal, social and environmental impacts. recommendations and arrived at the
Appendix | 33approved the list of actions that are the core measures/indicators for each priority. These
of the SBP. Both the Task Force and Sponsors led to some refinements of the actions,
have provided feedback at several stages in outcomes and strategies. The success
the writing of this SBP document. measures/indicators and refinements
were reviewed and approved by the SBP
OTC Draft Plan Review and Comment –
Leadership Taskforce and the OTC, and
Prior to final edits and refinements to the
added into the final, complete version of this
initial phase SBP, the OTC publicly reviewed
SBP document.
and discussed the emerging priorities and
the draft plan with ODOT which helped shape Implementation – The Priority Action
and refine the plan and coming activities. Teams will close out their work by developing
implementation recommendations for
Priority Refinement and Success
initiatives, resourcing and prioritization in
Measures/Indicators – Priority Action
order to ensure effective progress.
Teams, which included some members
of the original working groups and fresh The following diagram outlines the two key
participants from various areas and levels phases of effort leading to the complete
of the organization, developed success ODOT Strategic Business Plan:
July 2017 – January 2018 January – March 2018
ODOT
Strategic Priorities SBP Action Planning
Strategic
Initial Phase Planning Work Second Phase Planning Work
• Future State Analysis, Focus • “Strategic Pause” Assessment Business
Areas Selection • Refine Strategies and Develop Plan
• Mission and Values Review Success Measures
and Refresh • Determine Operational
• Set 5-year Vision Governance Structure/
• Strategic Priority Definition & Processes
Outcomes
34 | Oregon Department of Transportation • ADOPTED STRATEGIC BUSINESS PLAN • 2018 - 2022You can also read
