Strategic DOT Business Plans

1. Strategic DOT Business Plans Panel Discussion Karin van Dyck, Director of HR, Minnesota Jennifer Schoorl, Human Resources Director, Oregon Kimberly Nowacki, Director of Human Resources, Delaware Jeff Pelton, Director of Human Resources & Safety, Washington

2. What is going on in? • Delaware • Minnesota • Oregon • Washington State Collaborative Discussion

4. 5-Year Strategic Operating Plan

5. How it started ResponseDevelop internal strategic plan that translates mission, vision and long-range plans into operational strategies over the next five years Developed in response to Commissioner Zelle’s two questions “How do we know we are achieving Minnesota’s collaborative vision to maximize the health of the people, the environment, and our economy?” “What evidence do we have to support it?”

6. What the SOP is 50 Yrs Transportation Vision 20 Yrs Long-RangePlans 5 Yrs SOP What it is Similar in concept to capitalprogram strategic plans, the SOP is designed to provide strategic direction for MnDOT’s operating(internal) side of the business Cohesive way to describe, communicate and focus on work we are already doing What it isn’t A list of new initiatives or work activities What it does Translates long term policy objectives into goals and actionable strategies over the next five years

7. Why it is important • Articulates agency priorities • Better aligns use of operating resources with agency mission, vision and long-range plans • Establishes proactive basis for risk-based performance measurement, resource allocation and trade-off decisions • Provides framework to guide district & office business plans

8. SOP key messages • Operational focus; supports long-term policy plans found in capital program • Declares agency priorities • Describes how success will be measured • Emphasizes what we will do, not how we will do it

9. Workforce Excellence Goals

10. Workforce Excellence Goals

11. Workforce Excellence

12. Next Steps Strategic Goal Committees Business Planning Key Performance Indicators/Dashboard Workforce Planning Council

13. Delaware Department of Transportation (DelDOT) • Every Trip • Every Mode • Every Dollar • Everyone Kimberly Nowacki Director of Human Resources

16. Thinking outside of the recruitment box Internship Programs Co-Op High School Students Mentoring High School Students FAME and STEM Project Search Retention Initiatives

17. ENGAGE, ENGAGE, ENGAGE!(it’s all about the employees) Leadership Academy Innovation Station/Fair DMV Manager in Training Personnel Development Program Strategic Mentoring Town Halls and Surveys

18. Presented by: Jennifer Schoorl • May 2019 Strategic Business Plan Oregon Department of Transportation (ODOT)

19. Strategic Business Plan: Initial Steps

20. Strategic Business Plan Priority Setting for Agency

21. Strategic Business Plan Workforce Implementation Two key areas: • Leadership Excellence • Employee Capability and Retention

22. Workforce: What We’ve Done Leadership Excellence • Identify and evaluate leadership development programs through the lens of manager competencies. Statement of Leadership Principles Our leaders put our values into action as we serve, inspire, develop and empower our most valuable resource; our people. We are one ODOT!

23. Workforce: Employee Capability and Retention • Identifying factors impacting employee movement to and within ODOT. • 50 interviews with employees and managers throughout Agency. • Reviewing existing development tools and opportunities. • Analyze interview data for trends. • Consider use of broader survey. • Improve access to existing development tools. • Make recommendations for additional development tools.

24. One ODOT Thank you.

26. Workforce Development • Strategies • Talent Pipelines – find the best possible talent for WSDOT • Workforce Analysis and Growth – evaluate systems to achieve and maintain competitive compensation and career path development • Employee Engagement – listen and act on employee feedback • Modern Work Environment – implement initiatives to attract and retain our workforce • Talent Development – invest in our staff through training and other opportunities

27. Workforce Development Investing in our future & helping them see a path at WSDOT

28. Workforce Development • Workforce Analysis & Growth • Evaluate systems to achieve and maintain competitive compensation and career path development • Measures • Successful submission of Classification & Compensation proposals • The number of submissions to OFM for review and any responses required to successfully consider the proposals • Successful bargaining of changes approved by OFM • The final classifications selected by OFM for bargaining and their final implementation. • Number of FTEs, appointments; % employees brand new to agency, % employees with promotional appointments, and retirement forecasts. • Revising the exit interview process and tool to better track information from departing employees. • Objectives • Evaluate WSDOT’s classification system by 9/19. For those classifications with 10% or greater turnover rate, submit for State HR review. • Submit for State HR review all job classes that would meet criteria for potential compensation changes.

29. Workforce Development Employer of Choice

30. Workforce Development

31. Workforce Development