IDAHO ON THE MOVE:

1. IDAHO ON THE MOVE: A Long-Range Plan to Improve Safety, Mobility and Economic Vitality Presentation to the Idaho Rural Partnership January 6, 2011 Sonna Lynn Fernandez, ITD Intermodal Planning Manager

2. What is it? “ITD has the opportunity to create a truly new future, not just a more efficient past.” Glen Hiemstra, Futurist.com • The Plan is: • A long-range policy plan providing guidance and a roadmap to move forward • The Plan is not: • A detailed systems plan • A list of projects or investments that the department will choose from

3. What is in the Plan? • Long-Range Goals • Safety • Mobility • Economic Vitality • Performance Management • Set goals • Measure Performance • Publish Results • Continuously Improve • Invest for Performance • Choose Investments that Advance Safety, Mobility, Economic Vitality • Collaborate on a Complete System • Provide Increasingly Better Service to Idahoans

4. The Linkage “Expanding the transportation system in the current revenue climate is a challenge because of limited resources. ITD has to be smarter about the components in the existing system in order to get more out of them. Modern asset management systems give ITD that intelligence” Ed Bala, District 5 Engineer GOALS Performance Measures and Management Systems TANGIBLE RESULTS - The system is safe - The system is in good condition an unrestricted - The users are satisfied - Services are timely and cost effective S T I P INVESTMENT BUDGET Pavement Condition

5. 3 Long-Range Goals and Objectives “Mobility is what makes the system; as mobility goes, so goes Idaho’s public safety, economy and quality of life.” Tom Cole, Chief Engineer •  Improve safety • Data driven decisions • Cultural change • Commitment • Partnerships • Evaluation • Enhance mobility • Transportation choices for people and goods • ITD’s facilities in good repair • Use limited resources wisely • Support Idaho’s economy vitality • Economic sectors depend on transportation • Move people and goods efficiently • Seek partnerships and cooperation on freight • Provide intermodal access to jobs and commerce

6. 3 Investment Strategies “There has been a tremendous investment by the state of Idaho to create a safe and accessible transportation system. From plowing snow in the winter to summertime construction, ITD and its employees work hard to preserve and maintain Idaho’s transportation system..” Devin Rigby District 4 Engineer • What is Operations? • Snowplowing • Striping • Patching potholes • Signal and sign repair • Crack sealing • Guard Rail Repair • Grading gravel • What is Preservation? • Seal coating • Pavement overlays • Bridge deck sealing • Bridge deck replacement • Grading gravel surfaces • What is Restoration? • Completely rebuilding old roads and bridges • Not adding lanes or widening roads • What is Expansion? • New systems • Adding lanes and widening roads • Make sound investments tied to goals • OPRE (operation, preservation, restoration, and expansion)

7. Investment Strategies “Livability is About tying transportation facilities to broader opportunities such as access to good jobs, affordable housing, quality schools and safe streets.” Scott Frey, Transportation Engineer Federal Highways Administration • Build complete transportation systems • Encourage the design and implementation of complete transportation systems • Share responsibility • Align local values, goals and objectives • Encourage forums for input into decision-making • Collaborate on system investments • Create and maintain partnerships • Strengthen outreach and encourage public participation

8. 6 Key Management Principles “Aviation relies closely in other modes of transportation to optimize the efficiency of the total transportation system.” John DeThomas, Division of Aeronautics Administrator • Customer Service • Customers are central to what we do. • Providing courteous, respectful and high quality service is a clear expectation of all ITD employees. • When it is in the best interests of the public and the department, we look for ways to get to “yes”. • Transparency and Accountability • ITD’s credibility depends on it. • Performance management process provides clear information on the department’s performance, and measures improvement.

9. 6 Key Management Principles “The keystone of transportation is mobility; relevant mobility in Idaho requires access to a full spectrum of transportation choices and solutions.” Randy Kyrias, Public Transportation Administrator • Efficiency and Effectiveness • ITD is committed to operating with optimum internal efficiency and effectiveness. • We embrace modern management tools and leading edge project management practices. • Partnerships, Teamwork and Collaboration • ITD uses the power of partnerships to meet difficult challenges. • Teamwork allows ITD to capitalize on the strengths of ITD employees and partners. • ITD provides a continuing, cooperative and comprehensive planning process to ensure stakeholder perspectives are considered.

10. 6 Key Management Principles “Employees are ITD’s greatest asset. The retention of dedicated and skilled employees is critical to ITD’s ability to successfully complete its complex mission.” Gordon Wilmoth, ITD Controller • Employee Development • Employee performance determines ITD’s success. • ITD develops and retains subject matter experts. • ITD encourages initiative. • Balanced Approach • Intermodal planning means highways, transit, bike and pedestrian facilities and freight systems all work to support long range goals. • ITD’s actions protect the environment, enhance community livability, promote transportation security and encourage energy efficiency.

11. Implements what is important to ITD “ITD has to be smarter about the components in the existing system in order to get more out of them. Modern asset management systems give ITD that intelligence.” Ed Bala, P.E. District 5 Engineer • Performance Management Tools: • System management tools • Performance planning • Near-term investment planning • Performance monitoring and reporting processes • Continuous improvement model

12. Continuous Performance Model Establish goals, objectives and strategies that guide decision-making. Make the most of limited funding through strategic investments. “ITD works hard to keep families whole by encouraging everyone to make smart driving choices including buckling up every time.” Brent Jennings, Highway Operations and Safety Engineer Track and compare actual performance to established targets. Assess performance and analyze for potential improvements.

13. Performance Management Example

14. ITD’s Management Tool Deployment “Measurement is not the goal. Improvement is the goal. Measurement is just a tool so that everyone in the department knows and works towards that goal.” Lee Gagner, ITD Board Member • ITD is implementing modern tools to better plan and manage infrastructure investments • Financial Planning System (anticipated 2011) • Transportation Management Systems • Pavement Management • Bridge Management • Maintenance Management • Fleet and Equipment • Management Systems • Network Management • WebCars (vehicle crash database)

15. ITD’s Management Tool Deployment “The department has access to massive amounts of data to make sound investment decisions, ITD will take advantage of modern management systems to turn this data into useful information.” Dave Tolman, Division of Administration Administrator • ITD is implementing modern tools to better plan and manage infrastructure investments • Public Transportation Systems (anticipated 2011) • Mobility Management and Administration System (MMAS) • Advanced Public Transportation Systems/Intelligent Transportation Systems • User Satisfaction Surveys • Partnership Survey • Customer Service Survey • Project Management and Scheduling System (PSS)

16. Implementation

17. Public Involvement and Collaboration • Collaboration was key in developing the plan: • More than 590 people participated in 34 meeting around the state • More than 300 people were involved in a conference in which the plan was presented • More than 90 people participated in six open public meetings • Open Public Comment period was October 25th - November 23rd, 2010 • 31 public comments received

18. What Did We Learn? Overall, the Plan was positively received Citizen groups were well represented Many were interested in what “Collaboration” will look like 21 material changes were made to the Plan