Agency Strategic Plan
4/24/2014   6:57 am
Department of Transportation (501)
Biennium:
Mission and Vision

Mission Statement
The Virginia Department of Transportation (VDOT) will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.
Vision Statement
Virginians envision a multimodal transportation system that is safe, strategic, and seamless. This means to VDOT a transportation system that is safe and enables efficient movement of people, goods & services, while enhancing the economy and contributing to improvements in the quality of life for the citizens of the Commonwealth of Virginia.
Agency Values

Executive Progress Report

Service Performance and Productivity
  • Summary of current service performance
    Performance results for VDOT for the past biennium have been positive. VDOT has six Governor’s key performance measures, of the six, VDOT met or exceeded four. The measures and results are as follows:

    Safety

    • Number of roadway crash related deaths per year
    Target
    : no more than 846 deaths by the end of 2010
    Result: 821 deaths (2008)

    Analysis: The number of deaths decreased by almost 20% from 2007 to 2008. The number of deaths is a function of the traffic on our roadways, which is measured by vehicle miles traveled (VMT). If VMT increases, then an increase in the number of deaths would be expected. From 2007 to 2008, the estimated number of vehicle miles traveled increased by 0.24%. However, the number of deaths dropped by 20%. This is good news for Virginia, as this drop is not a result of simply driving less. Driver behavior, enforcement, and roadway engineering all contribute to the safety of Virginia’s roadways.

    Congestion

    • Percent of Congestion Free Travel on all Interstate roadways
    Target
    : 85% of the interstate system will be congestion free over a rolling 12 month period
    Result: 87% (July 2009)

    Analysis: Statewide, the vast majority of the system is uncongested most of the time. Reoccurring congestion continues to be a problem in urbanized areas, as outlined in the following areas.

    • Annual Hours of Delay: Northern Virginia
    Target
    : no more than 60 hours/ traveler annually
    Result: 62 hours/ traveler annually

    Analysis: Annual Hours of delay is taken from the Texas Transportation Institute (TTI) using 2007 data. According to the Texas Transportation Institute, hours of delay per traveler is increasing much more quickly than the national average. VDOT has recently completed the Springfield Interchange and Woodrow Wilson Bridge projects. The impact these projects have on traveler delay will be captured in future reports.

    • Annual Hours of Delay: Virginia Beach
    Target
    : no more than 31 hours/ traveler annually
    Result: 29 hours/ traveler annually

    Analysis: According to the Texas Transportation Institute, this area is experiencing much slower congestion growth than the national average. Annual hours of delay per traveler have decreased.

    • Annual Hours of Delay: Richmond
    Target
    : no more than 18 hours/ traveler annually
    Result: 20 hours/ traveler annually

    Analysis: According to the Texas Transportation Institute, the annual hours of delay for the Richmond area have kept pace with the national average. VDOT has recently completed the I-64/I-295 flyover in Richmond’s west end, as well as the I-64 bridge expansion over the ACCA Railroad yard. The impact of these projects on congestion will be captured in future reports.

    Management

    • On-Time and On-Budget roadway project delivery
    Target
    : 80% delivered on-time and on-budget.
    Result: 82%

    Analysis: VDOT continues to strive to finish roadway projects on-time and on-budget. Project status is available on VDOT’s Dashboard, as well as, the name of the contractor and the contact information for the VDOT project manager. This transparency helps keep all parties focused on delivering a quality product to the citizens of Virginia at the agreed upon price, by the agreed upon deadline
  • Summary of current productivity
    Productivity measure results

    • Construction Engineering and Inspection Expense
    Target
    : Maximum of 13% of total construction-related expenditures
    Result: 13%

    Analysis: VDOT's cost of administering construction projects (Construction Engineering and Inspection expense) represents administrative overhead associated with delivering projects to completion, which correlates to the unit cost of administering highway construction projects.It is VDOT’s goal to minimize administrative cost without impacting quality, and the recent ratio of has been in-line with the baseline historical average.

    • VDOT Administrative Expense (percent of total expenditures)
    Target
    : Maximum of 6.5% of total expenditures
    Result: 6.6%

    Analysis: It is VDOT’s goal to minimize administrative overhead without impacting quality, and the ratio of administrative expense to total expenditures is one means of reporting this value. In 2009, VDOT's ratio of 6.6% narrowly missed the 6.5% target, but was significantly lower that the 2006 ratio of 9%. VDOT continues to focus on organization/staffing (staffing will be reduced to 7,500 employees by June 1, 2010), services and program initiatives that will enable us to become a smaller, more efficient agency.
Initiatives, Rankings and Customer Trends
  • Summary of Major Initiatives and Related Progress
    In 2008 VDOT developed a business plan that called for reshaping the transportation system, the business and the workforce. At the time, VDOT was putting initiatives in place that would make it a 21st century transportation mobility agency. Since that time, revenues have plummeted. The worst recession since the 1930’s has caused VDOT to refocus its priorities. In FY09, the department issued the “Blueprint for Our Future,” a business plan designed to reshape VDOT in response to a budget shortfall of $2.6 billion over the next six years. It consists of three primary initiatives;

    • The Six Year Program: The SYIP has been cut by $2.0 billion, in addition to $1.1 billion in cuts made in June 2008.

    • Organization/ Staffing: Staffing will be reduced to 7,500 employees by June 1, 2010. Work units will be combined and processes will have to be streamlined in order to achieve this reduction.

    • Services and Programs: Cuts to services and programs include:
    o Construction: Construction will be cut by 72% over the next six years;
    o Administration and support: Will be cut by 15% over the next six years;
    o Maintenance and Operations: Will be cut by 13% over the next six years.
  • Summary of Virginia's Ranking
    Virginia has three of the top 60 most-congested areas in the country. It also has one of the lowest gas taxes- ranking in the bottom 10 nationally.

    The Government Performance Project (GPP) assesses and ranks all 50 states using a criteria-driven approach covering 102 questions in four key areas: Information/Technology, Infrastructure, Financial Management/Money, and People. In 2008 in the GPP’s most recently published report, Virginia was only one of three states to receive an overall grade of A-.
  • Summary of Customer Trends and Coverage
    Every citizen and any person traveling on the Commonwealth’s transportation system is a customer., Virginia’s population is now 7.7 million citizens and is projected to grow to 8.9 million by 2020. Vehicle Miles Traveled (VMT) is expected to increase by 1.76% annually. It is estimated that after 2025, the fuel tax alone will not be a viable funding alternative due to an increased reliance on more fuel efficient vehicles and or electric/ hybrid-electric vehicles. Fuel tax revenues will not keep pace with the increasing demands placed on an aging highway network.

    Impact of the Aging Population:

    Demographic trends continue to show an increase in the population of Virginians age 60 and over. Between 2007 and 2008 population projections show a 4.6% increase in the number of Virginians age 65-74, from 491,191 to 513,644. There was an increase of 0.7% for Virginians age 75-84, from 299,016 to 301,113. According to U.S. Census Bureau projections, the population of Virginians age 60 and over will approximately double between 2000 and 2025, growing from 1.1 million, representing 15.1% of the total population, to 2.2 million, representing 23.4% of the population. As of calendar year 2008 Virginia licensed drivers age 65-74 comprised 8.8% of drivers. Persons 75-84 made up 4.5% of drivers, and persons 85 and over made up 1.1% of drivers. These demographic trends have implications for VDOT services.

    VDOT provides programs or services for Virginians of all ages. A number of VDOT programs and services are targeted to the needs of the aging population. For example, VDOT’s Older Drivers Initiatives program is directed towards helping motorists by utilizing enhanced visual aids-signs, signals, roadway lighting and markings. VDOT now uses pavement markings that enhance wet and night visibility in construction zones; construction zone barrels that provide a heightened visibility; and glass curb reflective markers to delineate medians at certain locations.

    VDOT also provided funding to the Virginia Tech Transportation Institute for a one-year study to better understand older drivers (75+) who are at a much higher crash and fatality risk per mile driven compared with other drivers.

    Older persons with limited mobility may travel with the assistance of a caregiver or a family member who may be a person of the opposite gender. For the convenience of the traveling public with this situation and others, VDOT has officially designated “Family Access” for restrooms at five Safety Rest Area facilities. Due to budget constraints, the Department made the decision to close several rest areas. However, the five rest areas designated for Family Access are not included among the rest areas that will close.

    A report for VTrans35 by the Virginia Transportation Research Council (a partnership between VDOT and UVA) investigated the impact of this policy response by using the demographic group of Virginia’s population age 65 and older in a case study. Two findings resulted from the case study to provide mobility alternatives for the larger proportion of the population age 65 or older.
Future Direction, Expectations, and Priorities
  • Summary of Future Direction and Expectations
    Virginia is at a crossroads regarding transportation. In the short term, VDOT will continue to become a smaller, more efficient agency. It will consolidate work units and reduce redundancies throughout the department. It will eliminate staff and close offices in response to a shrinking construction program. It will cut construction projects and focus on maintaining assets, responding to emergencies, and mitigating congestion.

    State transportation revenue forecasts have continued to decline since the spring of 2008. The U.S. Economy deteriorated more than was anticipated in Fiscal Year 2009. Similar to the nation, the Virginia economy shed more jobs than was expected. The depression in housing continued to adversely affect Virginia's economic performance. This prompted the Governor to request the Secretary of Finance in mid-June to conduct a reforecast of revenues. The August 2009 interim revenue forecast is based on the updated economic outlook for Virginia as approved by the Governor’s Advisory Board of Economists (GABE) and the Governor’s Advisory Council on Revenue Estimates (GACRE). The updated revenue estimate for the Commonwealth Transportation Fund (CTF) for Fiscal Years 2010 – 2015 was reduced by $900 million, bringing our overall revenue shortfall since the spring of 2008 to approximately $4.6 billion.

    The major transportation revenue sources continue to struggle. The estimate for the FY 2010 Motor Fuels Tax, the largest state transportation revenue source, is only slightly above FY 2003 receipts. The second largest state revenue dedicated to transportation is a portion of the Retail Sales and Use Tax and its FY 2010 forecast is also down, comparable to FY 2006 collections. Motor Vehicle Sales and Use Tax has also declined as car sales slowed, with the revised FY 2010 forecast representing a 39% decline from the peak in FY 2005. Even with a modest economic recovery, CTF revenue collections are not expected to return to FY 2008 levels until FY 2012.

    In addition, the Federal revenue outlook is uncertain. The current federal transportation legislation, known as SAFETEA-LU (Safe, Accountable, Flexible, Efficient Transaction Equity Act - A Legacy for Users), expired on September 30, 2009. The details of the next transportation legislation are unknown and will likely follow a period of continuing resolutions. Until the new federal legislation is passed, it will be difficult to estimate with certainty future federal revenues.

    VDOT continues to review its programs and services to find efficiencies and reductions. The maintenance of existing transportation assets to ensure the safety of the public remains the first priority. Maintenance and operations of existing infrastructure is focused on emergency response, congestion mitigation, pavement rehabilitation and bridge repair. The FY 2010-2015 Six-Year Improvement Program is $4 billion less than the FY 2008-2013 Program. VDOT is committed to the utilizing available transportation resources for the greatest benefit of the Commonwealth and the traveling public.

    VDOT has reduced its workforce since 2002 when it had over 10,000 full-time classified employees. As of September 2009 that number had dwindled to 7,830, mostly through attrition. The department is in the process of eliminating additional positions under the Blueprint that will establish an employment ceiling of no more than 7,500 employees by June 30, 2010. During this time, the department will be reshaping it’s workforce to ensure sufficient staff for effective emergency response. The department will reduce administrative staff and will adjust the engineering staff to match the size of the reduced construction program. As a result, the department will lose a significant amount of its institutional knowledge. If funding returns, the department will rely more heavily on outsourcing to perform the work.

    VDOT has lowered service standards. For example, service standards for mowing have been lowered, and 19 rest areas have been closed throughout the state. Funding for interstate maintenance services has been reduced. Safety Service Patrols are being cut back to 2001 service levels. Ferry Security has been reduced at the Jamestown-Scotland Ferry. Service has been reduced at the Sunnybank and Merry Point Ferries and the Hatton Ferry service is no longer funded by the Department. Given current revenue forecasts and increasing maintenance needs, the Department may have to identify other service reductions. Citizens have expressed mixed concerns about these changes. For example, mowing reductions have widely been seen as a smart business decision, while others, such as rest area closures and ferry service reductions, have been more controversial.

    VDOT has a performance target that 82% of pavements on the interstate and primary systems will be in fair or better condition (no more than 18% in poor condition). VDOT last met this target in 2006, and is now at 77%. Bridge condition is also a growing concern. VDOT has a performance target that at least 92% of its structures and bridges will not be rated structurally deficient. As of July 1, 91.4% of bridges met this criterion. Approximately 40% of the bridges VDOT maintains are over 50 years old. Over 18% of the bridges on the secondary system have been “posted” for load restrictions.
  • Summary of Potential Impediments to Achievement
    As described above, federal and state transportation revenues continue to decline

    • The sustainability of the funds from Ch. 896 of the 2007 Acts of Assembly (HB3202) are in jeopardy. Revenues needed to pay the debt service are not materializing, impacting the department’s ability to issue bonds.

    • The department will lose experienced and knowledgeable staff as it works to reduce staff to 7,500 employees.

    • The department will have to manage public expectations as it reduces services.
Service Area List

Service Number Title
501 514 08 Environmental Monitoring and Compliance for Highway Projects
501 514 09 Environmental Monitoring Program Management and Direction
501 602 01 Ground Transportation System Planning
501 602 02 Ground Transportation System Research
501 602 04 Ground Transportation Program Management and Direction
501 603 02 Dedicated and Statewide Construction
501 603 03 Interstate Construction
501 603 04 Primary Construction
501 603 06 Secondary Construction
501 603 07 Urban Construction
501 603 15 Highway Construction Program Management
501 604 05 Highway Maintenance Operations Program Management and Direction
501 604 11 Interstate Highway System Infrastructure Maintenance
501 604 12 Primary Highway System Infrastructure Maintenance
501 604 13 Secondary Roadway System Infrastructure Maintenance
501 604 14 Highway System Services, Operations and Programs
501 606 01 Toll Facility Acquisition and Construction
501 606 02 Toll Facility Debt Service
501 606 03 Toll Facility Maintenance And Operation
501 606 04 Toll Facilities Revolving Fund
501 607 01 Financial Assistance for City Road Maintenance
501 607 02 Financial Assistance for County Road Maintenance
501 607 04 Financial Assistance for Planning, Access Roads, and Special Projects
501 607 05 Financial Assistance for Local Transportation Project Management
501 612 01 Highway Transportation Improvement District Debt Service
501 612 02 Designated Highway Corridor Debt Service
501 612 03 Federal Highway Revenue Anticipation Notes Debt Service
501 612 04 Commonwealth Transportation Capital Projects Bond Act Debt Service
501 699 01 General Management and Direction
501 699 02 Information Technology Services
501 699 15 Facilities and Grounds Management Services
501 699 24 Employee Training and Development
Agency Background Information

Statutory Authority
Code of Virginia, Title 33.1 “Highways, Bridges and Ferries,” Chapter 1, “Commonwealth Transportation Board and Highways Generally” specifically provides authority to plan, designate, acquire, construct, reconstruct, operate and improve highways within the Commonwealth of Virginia.

The chapter specifically addresses:

• General powers and duties of the Commonwealth Transportation Board
• General powers of the Commonwealth Transportation Commissioner
• The allocation of transportation revenue for various purposes
• The parameters of the Revenue Bond Act and transportation debt financing
• Specific programs and policies

Titles 58 and 26 of the Code of Virginia outline the user fees and state revenue sources for transportation as well as establishing the various transportation funds, including the Transportation Trust Fund and the Highway Maintenance and Operating Fund.

Other titles include other state statutory authority, including:

• Eminent Domain in Chapters 2 and 4 of Title 25.1 (Sections 25.1-200 through 25.1-251 and Sections 25.1-400 through 25.1-421)

• PPTA in Chapter 22 of Title 56 (Sections 56-556 through 56-575)

• Regulation of Traffic in Chapter 8 of Title 46.2--particularly the signing of highways (Article 3; 46.2-830 to 836) and speed limits (Article 8; 46.2-870 to 881)

Customers
Customer Group Customers served annually Potential customers annually
Bondholders (number served and potentially served varies) 0 0
Educational facilities and Research centers, (number served and potentially served varies) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) 0 0
Virginians – whether they travel by personal vehicle (e.g. auto; motorcycle; truck; recreational vehicle), business vehicle (e.g. company car; company truck), or public transportation (e.g. bus) 7,700,000 8,900,000

Anticipated Changes To Agency Customer Base
The population of Virginia is currently estimated to be at 7.7 million people. It is anticipated that this population will increase 15.6% over the next 10 years. This change will impact the number of licensed drivers, registered vehicles, and vehicles miles traveled.

Partners
Partner Description
Entities that identify and prioritize highway maintenance, operations and construction needs Often acting upon requests for road improvements from local governments, VDOT planners work with federal and other state agencies, local governments, regional planning organizations, and residents to develop short-and long-range plans for improving the highway system.
Localities and other public agencies Localities and other public agencies partner with VDOT to deliver the transportation network.
Private partners Private partners, such as construction and maintenance contractors, help deliver the transportation network.
The Federal Highway Administration The Federal Highway Administration distributes funding and provides oversight on federally funded highway construction projects.
Products and Services
  • Description of the Agency's Products and/or Services:
    VDOT plans, delivers, maintains and operates the transportation network based on the direction of law and the Commonwealth Transportation Board. The network is comprised of a variety of assets including vehicle, pedestrian, and bicycle lanes; sidewalks, ditches, and pipes; signals and signs; ferries; and any number of other structures and activities that help move people and goods over the highway system.
  • Factors Impacting Agency Products and/or Services:
    Factors:

    • Declining federal and state revenues

    • Increasing maintenance needs as the infrastructure ages. Maintenance needs will continue to absorb a larger share of the dollars available for construction and maintenance.
  • Anticipated Changes in Products or Services:
    As a result, of the above, the department will focus more of its resources on core maintenance services, such as maintaining pavements and bridges, and fewer resources on services such as mowing, Safety Service Patrols, and rest areas, and fewer resources on construction projects that can mitigate congestion.
Finance
  • Financial Overview:
    The Virginia Department of Transportation’s funding comes from several sources of revenue. Federal revenues are now the largest single source of funding to the highway construction program. Approximately 95% of all transportation revenues are generated from taxes and user fees, primarily the motor fuels tax. The 1986 Special Session of the Virginia General Assembly created the Transportation Trust Fund (TTF). Until the TTF, there was only one fund, the Highway Maintenance and Operating Fund (HMOF), into which all transportation revenues were deposited. The TTF is distributed among the modes of transportation and within those modes according to the Code of Virginia (The modes include roads, mass transit, ports, and airports).

    Of the 17.5 cents per gallon that makes up the State Motor Fuels Taxes, the HMOF receives 14.85 cents and the TTF receives 2.50 cents. Motor Vehicle Sales and Use Taxes, totaling 3%, are divided between the HMOF (2%) and TTF (1%). The Motor Vehicle License Fee ($38.75) also has components that are deposited into the HMOF ($26.00) and TTF ($3.00). The TTF also receives 0.5% of the 5.0% State General Sales and Use Tax. Other state revenue sources that make up the transportation budget include: general fund appropriations for specific purposes, toll revenues from specific toll roads, local contributions for specific purposes, and bonds or debt.

    By law, these resources must be used to finance the following activities (in order): debt service, support to other state agencies, highway maintenance and operations (including payments to localities), administrative and support services, planning and research, environmental monitoring and compliance, and finally, construction. As the costs, in particular, of debt service and maintenance and operations increase, funding for construction decreases
  • Financial Breakdown:
    FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $40,000,000  $3,443,376,602     $40,000,000  $3,443,376,602 
    Change To Base    $0  -$253,000,696     $0  -$238,114,189 
               
    Agency Total $40,000,000  $3,190,375,906     $40,000,000  $3,205,262,413 
    This financial summary is computed from information entered in the service area plans.
Human Resources
  • Overview
    As of July 1, 2009, the Virginia Department of Transportation had an authorized level of 8,350 full-time classified positions, with 8,177 of those positions filled. The workforce also included 113 hourly positions. VDOT has a Central Office in downtown Richmond, with nine district offices in Bristol, Culpeper, Fredericksburg, Hampton Roads, Lynchburg, Northern Virginia, Richmond, Salem, and Staunton. There are more than 300 work locations throughout the state.

    More than 84% of the workforce is found in six career groups (of the more than 50 defined by the Department of Human Resource Management). The relative criticality of all career groups is reassessed annually based on the following criteria: (a) total number of employees in the career group as a percentage of the entire VDOT population; (b) rate of turnover for the past 12 months; and (c) potential for retirements in the next 12 months. The three most critical career groups in VDOT are:

    • Architects and Engineers
    • Engineering Technology
    • Transportation Operations

    Within the VA Performs "Human Resource Levels" section, a table exists that does not fully incorporate all Authorization and Employment components. While VDOT completed that table as instructed, the following components best represents VDOT's Human Resource Level and use of contractors as of 07/01/2009:

    8,350: Authorized Classified Position Level
    ...173: Vacant Classified Positions
    8,177: Current Classified Employment Level (informational Classified breakdown follows)
    ............... 8,170: Full-time Classified
    ....................... 7: Part-time Classified
    ....................... 0: Faculty

    878: Authorized Wage Position Level
    765: Vacant Wage Positions
    113: Current Wage Employment

    9,228: Total Authorized Classified and Wage Position Level
    ...938: Total Vacant Classified and Wage Positions
    8,290: Total Classified and Wage Employment

    ...896: Contractors
    9,186: Total Classified and Wage Employment plus Contractors
  • Human Resource Levels
    Effective Date 7/1/2009    
    Total Authorized Position level 8350    
    Vacant Positions -173    
    Current Employment Level 8,177.0    
    Non-Classified (Filled) 0    
    Full-Time Classified (Filled) 8170    breakout of Current Employment Level
    Part-Time Classified (Filled) 7    
    Faculty (Filled) 0    
    Wage 113    
    Contract Employees 896    
    Total Human Resource Level 9,186.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    Implementation of VDOT’s Blueprint for the Future involves restructuring and organizational changes to many business units within VDOT. In many areas of the business this includes a reduction in the existing workforce and the redeployment of personnel. Retirements and other employee separations will lead to the agency continuing to lose institutional knowledge and expertise. The agency will also need to continue its efforts to attract, retain and develop a diverse workforce to keep pace with demographic trends in Virginia and anticipated skilled labor shortages over time, especially in critical agency specialty areas.

    The following are other factors anticipated to impact Human Resources at VDOT over the next several years:

    o Declining state and federal revenues
    o Current economic environment and Commonwealth’s financial situation
    o Hiring, travel and pay restrictions
    o State & federal mandates
    o Morale and productivity as the result of organization reduction in force and restructuring activities
    o Aging population
    o Disaster preparedness
    o Technology changes
  • Anticipated HR Changes
    Due to short-term budget and long-term revenue issues, VDOT’s Blueprint for the Future will reorganize and reshape the agency. The agency has a current mandate to reduce the overall agency FTE count to 7500 employees by July 1, 2010. Over the next nine (9) to twelve (12) months, staffing or resource reductions will occur in many parts of the agency as the result of:

    o Downsizing of the current workforce to align with current workload and financial limitations
    o Centralization of functions
    o Consolidation of business functions
    o Outsourcing / privatization of work

    Human Resources Goals
    VDOT will attract, retain, and develop a skilled and diverse workforce that performs at the highest individual and organizational levels; maintain a work environment that promotes results, leadership, learning, diversity, and positive employee-management relations; and ensure compliance with federal and state laws and requirements associated with state and federal-aided programs and services.

    To enable these goals, the agency will:

    • Promote high performance, fairness, equity, and diversity within all VDOT programs.

    • Provide training, career development, and educational opportunities to ensure a highly competent and motivated workforce that is focused on program management and financial accountability.

    • Implement workforce and succession programs that facilitate the development of a productive and diverse workforce and talent pool of leaders.

    • Implement consistent performance management measurements to ensure a highly accountable workforce.

    • Provide all VDOT staff with the opportunity and support to enhance career development through improved access to training and human resources information.

    • Implement programs to ensure compliance with all appropriate state, federal, and regulatory employment/access laws and requirements.

    • Provide VDOT workforce with a safe and healthy work environment and effective programs that will provide leadership, focus, uniformity and metrics to measure, inspire, and engage safe employee work processes and practices.
Information Technology
  • Current Operational IT Investments:
    Information Technology Narrative overview of the current state of IT in the agency:

    The mission of the Department’s Information Technology Program is to optimize VDOT’s operational efficiency through information engineering and innovative deployment of technology. While the business divisions identify their strategic directives and define business requirements, Information Technology Division (ITD) is charged with defining and implementing innovative technology solutions.

    ITD is staffed by state employees, private sector consultants, and service providers who support over 150 applications. All are charged with delivering high quality, cost effective, and timely IT solutions and services.

    Given the current economic situation and the Blueprint Implementation which reduced agency staff in key functional areas, IT becomes even more important in delivery of the agency’s mission. The Blueprint was developed and implemented in stages, identifying areas within the agency that could be streamlined and functions that could be eliminated. These changes in the agency brought the need for new applications and enhancements to existing applications in support of the Blueprint.
    As the demand on IT services continues to grow, so does the need for a robust and disciplined approach in project, resource, and budget management. To provide the necessary tools for managing these demands, ITD implemented an Application Portfolio system. This system is used to track project requests submitted by the agency’s divisions to request new applications and enhancements to existing systems. The portfolio assists with the planning and controlling of the IT budget and expenditures. Each application’s total cost of ownership can be viewed, providing a valuable tool for decision makers.

    As stated in the VDOT Service Area Strategic Plan, the overall objective of Information Technology Services (69902) is to meet the Agency’s mission by planning, developing, delivering, operating and maintaining a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life through a commitment to appropriate management and direction. To this end, ITD has determined the following tactical focus for the upcoming biennium (several have been mentioned above but they are key to an overall plan and, as such, will be reiterated):

    • Exploiting current data and improving data quality
    • Spatially enabling data
    • Enhancing data integration and reporting through agency-wide toolsets
    • Leveraging service-oriented architecture to accelerate project implementation
    • Maintaining a highly-skilled workforce through implementation of a career path management plan.
    • Meet COV and VDOT Security Policy requirements.
    • Maturing the agency Information Technology Investment Management processes through utilization of an application portfolio management tool and strict adherence to the Project Based Budgeting process.

    Information Technology will employ state-of-the-art technologies to develop and support IT applications and special projects, using innovative development methodologies, industry-standard best practices, and agency-wide project management tools and measures. Management oversight will ensure compliance with all accountability mandates.
    ? Narrative description of the factors impacting agency IT:
    Factors Impacting IT

    • Ability to attract highly skilled applicants: In order to deliver as promised according to the Division’s mission. It is crucial that a highly-skilled workforce be procured and maintained. Faced with a classified employee staffing shortage and hiring restrictions, ITD supplements full-time staff with consultants. The agency’s strategy has been to maintain a smaller staff, with technical contractors augmenting the staff as well as working on specific projects. The ability to locate contractors with the skill set needed within ITD is challenging.
    • Agency’s demands for IT services exceed capacity: To fulfill all of the Agency directives and prioritized business needs continues to require additional IT resources. This is a constant challenge. ITD must work closely with the agency’s Directorate’s to prioritize project requests and other technology needs.
    • Business process change and the potential for continued Blueprint Reorganization: As business organizations and processes change, IT must respond accordingly. Both anticipated and unanticipated changes affect an already constrained Information Technology Program.
    • Conflicting business priorities: High priorities from each business partner present a difficult situation for IT and its limited resources.
    • Impact of Commonwealth budget adjustments on VDOT’s ability to develop IT solutions or fund IT services and investments
    • Impact of VITA/NG Infrastructure services.
    ? Describe any anticipated or desired changes to agency IT:
    Anticipated IT Changes
    • Uncertainty surrounding the Enterprise Applications Program, a part of VITA, makes it difficult for us to be certain about our project budgets and deadlines.
    • More external customers accessing VDOT applications: VDOT will continue to become more transparent in business decisions, activities, and reporting. ITD will be heavily involved in this process.
    • Continued collaborative projects with other agencies: VEAP and VITA oversight of projects includes a review for possible enterprise impact. This process will continue into the new biennium and results in project delays that cannot be generally anticipated.
    • Lines of Business and Business Functions are identified in the agency’s Enterprise Business Architecture (EBA):
    Cardinal (aka FMS) Project: 224 Regulatory Compliance and Enforcement, 335 Revenue Collection, 437 Administrative Management, 438 Financial Management, 439 Human Resource Management, 440 Information and Technology Management, 441 Supply Chain Management.
    RIMS: 108 Emergency and Disaster Management, 112 Homeland Security – 20 Transportation Security, 118 Transportation – 20 Ground Transportation, 221 Direct Services for Citizens – 10 Agency Operations, 333 Public Affairs, 440 Information and Technology Management.
    VGIN Merge: 108 Emergency and Disaster Management, 112 Homeland Security – 20 Transportation Security, 118 Transportation – 20 Ground Transportation, 221 Direct Services for Citizens – 10 Agency Operations, 333 Public Affairs, 440 Information and Technology Management.
    HPMS: 108 Emergency and Disaster Management, 112 Homeland Security – 20 Transportation Security, 118 Transportation – 20 Ground Transportation, 221 Direct Services for Citizens – 10 Agency Operations, 333 Public Affairs, 440 Information and Technology Management.
    AMS Replacement: 108 Emergency and Disaster Management, 112 Homeland Security – 20 Transportation Security, 118 Transportation – 20 Ground Transportation, 221 Direct Services for Citizens – 10 Agency Operations, 440 Information and Technology Management, 441 Supply Chain Management.
    Integrated Six Year Program Replacement: 108 Emergency and Disaster Management, 112 Homeland Security – 20 Transportation Security, 118 Transportation – 20 Ground Transportation, 221 Direct Services for Citizens – 10 Agency Operations, 333 Public Affairs, 440 Information and Technology Management, 438 Financial Management.
    Web Inventory Management Module: 224 Regulatory Compliance and Enforcement, 437 Administrative Management, 438 Financial Management, 440 Information and Technology Management, 441 Supply Chain Management.
    iPM Primavera Integration: 224 Regulatory Compliance and Enforcement, 437 Administrative Management, 438 Financial Management, 440 Information and Technology Management, 441 Supply Chain Management.

    Upcoming Major Agency IT Investments
    The Agency’s highest service area objective is to improve highway safety for the traveling public. An integral part of improving highway safety is more efficient and effective turnaround of IT projects to both serve VDOT and the traveling public.
    The Agency has identified one measure for the service area objective ‘to manage growth on state highways…’ In order to better manage this growth, it is important that IT react to requests for service in a timely manner and as promised to the business.
    IT investments recorded in Appendix A provide business value for the Agency as follows:
    Cardinal Project (aka FMS Project: The FMS Project, now called the Cardinal Project, supports the ‘Operational Efficiency’ of the agency as a whole. The financial management system is the backbone to transportation administrative operations and will be the agency's financial management system of record. The system will include core business processes such as federal billing, vendor payments, and time and labor to support payroll processing. The functional scope of the project includes General Ledger, Accounts Payable, Accounts Receivable, Project Accounting, Purchasing, and Time and Attendance. A second phase of the project will be the deployment of a “base” enterprise financial management system for the Department of Accounts (DOA). The DOA implementation will serve as the pilot implementation for a statewide rollout to be achieved in future application releases.
    Roadway Inventory Management System (RIMS): RIMS, as a spinoff of the RNS Project, will provide road inventory and attribute data on SLD and map. It will utilize multiple linear referencing methods (Intersection/Offset, Route/Mile point, Latitude/Longitude, Stet Addressing). It will provide workflow design based on streamlined business processes; eliminate duplicate data entry for road inventory with DACHS; provide timely updates to inventory; provide advanced inventory query and reporting; enhanced by mapping functions and performance improved. With the capabilities of streamlined business processes and a reduction in data entry requirements, RIMS supports the Governor’s IT Improvement Initiatives of improving core business systems and lowering operations costs. By supplying more accurate road and geographical data, the impact of the RIMS project is extensive: VDOT can better serve those stakeholders (e.g. emergency services, road repair and clearing services, etc.) that are key to our business in serving the traveling public.
    Virginia Geographic Information Network (VGIN) Merge: VGIN Merge, also a spin off of RNS, supports the whole business of VDOT by providing our business customers, the primary and supporting services of VDOT, with better road and geographical data. This translates to more quality service to our traveling public. This project will replace the VDOT road centerline GIS data layer with the VGIN Enterprise road centerline data as the source for VDOT's centerline file for RNS, HPMS, PMS, SPSS and other GIS enabled applications. By integrating the VGIN Enterprise road centerline into the RNS project, VDOT fulfills the Memorandum of Understanding with VGIN and fulfills VDOT's share of the maintenance responsibilities for road centerlines. The integrated data will be useful for many purposes in the Commonwealth including emergency planning, emergency response, transportation planning and analysis. The integrated data will allow ease of business data sharing between agencies and local governments. The integrated data will also provide a single data source for Enterprise RCL, eliminating duplicate cost of maintaining separate centerlines by multiple agencies. It is estimated that the cost of maintaining a state-wide road centerline is approximately $500,000 per year.
    Highway Performance Monitoring System (HPMS): HPMS is a project under the RNS umbrella which supports VDOT’s entire business model by providing better road and geographical data. The project will involve the following: create a new RNS-HPMS module and add the new fields mandated by FHWA; evaluate the current universe and sample set and the adequacy of the existing data; add missing functionally-classified public roads to Highway Traffic Records Information System (HTRIS) and a user interface to add/edit data in RNS (both from HTRIS and new for RNS) to complete the dataset; identify sources for data not in RNS; develop a means of managing and creating the file to send all required data to Federal Highway Administration (FHWA). Currently the Annual HPMS Submittal of Data for the FHWA is produced by HTRIS which is a legacy system that can not accommodate the new FHWA requirements for additional fields and geospatial data. As is always the case where road and GIS data is involved, currency and accuracy are critical; the RNS HPMS module will provide the FHWA, as well as other stakeholders, more precise road data where it is geospatially referenced. Along with equipping our customers with better information with which they, in turn, can do their business, the HPMS project expects to provide cost savings due to a reduction in annual maintenance costs and additional revenue benefits due to the addition of federal funds resulting from more accurate reporting of roadway inventory.
    AMS Replacement: The existing Asset Management System is no longer adequate for the increased need and demand for information sharing that has come into being over the last few years. The current system does not support many needed functions for use, which makes it more labor intensive and error prone than the Agency can tolerate in this environment. It was designed to be a stand alone system, and now there are additional requests for the data contained within. The 'Blueprint' activities (massive changes within VDOT and the environment) over the last year with the resulting reduction in labor force have left VDOT with more to do with less people. The need for more efficient and reliable system is required to support the agencies data needs and to manage and maintain the many VDOT assets. The plan is to acquire a web-based, COTS Asset Management System for VDOT Roadway assets (pipes, culverts, signs, lighting, etc.). This will reduce the burden of support for an internally developed system and increase the likelihood of routine upgrades.
    Integrated Six Year Program Replacement: The current iSYP provides a comprehensive listing of all roadway system projects approved by the Commonwealth Transportation Board (CTB). It allows financial programming capability for managing the Agency's Six Year Program. Management Division uses this application to allocate funds for projects approved by the CTB.
    The Six Year Improvement Program (SYIP) is a statutorily required process and document of the Commonwealth Transportation Board (CTB). VDOT, as staff to the CTB, is responsible for its management and development under the guidance of the CTB. The SYIP includes the construction projects, cost estimates, schedules and funding for those projects over the next six years. The process had all been completed manually with no direct linkages between information and data. The manual process for transferring information from the SYIP to other systems was eliminated and replaced with the integrated Six Year Program (iSYP). iSYP substantially reduced or eliminate data errors, manual processes, and resulted in more reliable and accurate information for decision making. iSYP (Automation) enhancement will support analysis required to make complex program decisions and to provide reports to VDOT staff for executing and delivering the program. Business logic the VDOT Programming Division uses to make critical funding decisions and recommendations for projects must be built into the current iSYP to shorten the time to create funding scenarios.
    The project will upgrade technology of the iSYP to the newest available web technology available to the Commonwealth with improvements to system performance as a goal. The project encompasses several components: Integrated Six Year Plan Automation (Automated Programming); Programming and Funding Modules; STIP (Statewide Transportation Improvement Program); SSYP (Secondary Six Year Program); iSYP: Reporting Module; Automated Programming and Project Cost Estimating System (PCES).
    Web Inventory Management Module: The Inventory Management System is an automated inventory management program that links all of VDOT’s inventory locations statewide. It interfaces with the Financial Management System (FMSII) to update inventory accounting entries. This project will upgrade the software technology of the Web IMS application. The program, written in Active Server Pages, will be upgraded to the most current web application technology. In addition, the business processes of the applications of Web IMS will be re-engineered to increase performance. A primary update to the IMS system will prevent primary and backup data entry users from entering and updating transactions outside of their district. The Application will integrate with Cardinal FMS, current business processes and have improved performance with upgraded software
    iPM Primavera Integration: The VDOT Construction Program has initiated a project to acquire, install, train, and host Primavera Project Management Software. The project would aid in planning and controlling the budgets and costs associated with Construction Program projects. This new functionality would be integrated into the existing "integrated Project Management (iPM)" application. The benefit to the business would be a comprehensive collection of data about projects to construct the Commonwealth's roads, bridges, tunnels, etc. Near real time data about the program, as well as an historical record of what was done, when, by whom, and at what cost - not to mention documents associated with all of this - will be available via Web access on VDOT's internal network.


    Annual cost forecasts for the Cardinal Project ($22,922,905.00 FY11; $7,456,361.00 FY12) are included in the ‘Proposed IT Investments’ table as part of the “Major IT Projects’ cost for the Agency.
    Agency Projected Total IT Budget for FY10 includes both ITD and business funds supporting major IT projects.


    Appendix A - Agency's information technology investment detail maintained in VITA's ProSight system.

    Back to the Strategic Planning Page
    http://www.vaperforms.virgina.gov
  • Factors Impacting the Current IT:
    Factors Impacting IT

    • Ability to attract highly skilled applicants: In order to deliver as promised according to the Division’s mission. It is crucial that a highly-skilled workforce be procured and maintained. Faced with a classified employee staffing shortage and hiring restrictions, ITD supplements full-time staff with consultants. The agency’s strategy has been to maintain a smaller staff, with technical contractors augmenting the staff as well as working on specific projects. The ability to locate contractors with the skill set needed within ITD is challenging.

    • Agency’s demands for IT services exceed capacity: To fulfill all of the Agency directives and prioritized business needs continues to require additional IT resources. This is a constant challenge. ITD must work closely with the agency’s Directorate’s to prioritize project requests and other technology needs.

    • Business process change and the potential for continued Blueprint Reorganization: As business organizations and processes change, IT must respond accordingly. Both anticipated and unanticipated changes affect an already constrained Information Technology Program.

    • Conflicting business priorities: High priorities from each business partner present a difficult situation for IT and its limited resources.

    • Impact of Commonwealth budget adjustments on VDOT’s ability to develop IT solutions or fund IT services and investments

    • Impact of VITA/NG Infrastructure services.
  • Proposed IT Solutions:
    Anticipated IT Changes

    • Uncertainty surrounding the Enterprise Applications Program, a part of VITA, makes it difficult for us to be certain about our project budgets and deadlines.

    • More external customers accessing VDOT applications: VDOT will continue to become more transparent in business decisions, activities, and reporting. ITD will be heavily involved in this process.

    • Continued collaborative projects with other agencies: VEAP and VITA oversight of projects includes a review for possible enterprise impact. This process will continue into the new biennium and results in project delays that cannot be generally anticipated.

    Upcoming Major Agency IT Investments

    The Agency’s highest service area objective is to improve highway safety for the traveling public. An integral part of improving highway safety is more efficient and effective turnaround of IT projects to both serve VDOT and the traveling public.

    The Agency has identified one measure for the service area objective ‘to manage growth on state highways…’ In order to better manage this growth, it is important that IT react to requests for service in a timely manner and as promised to the business.

    Annual cost forecasts for the FMS Project ($22,922,905.00 FY11; $7,456,361.00 FY12) are not included in the ‘Proposed IT Investments’ table as part of the “Major IT Projects’ cost.

    Agency Projected Total IT Budget for FY10 includes both ITD and business funds supporting major IT projects.
  • Current IT Services:

    Estimated Ongoing Operations and Maintenance Costs for Existing IT Investments

    Cost - Year 1 Cost - Year 2
    General Fund Non-general Fund General Fund Non-general Fund
    Projected Service Fees $0 $44,231,322 $0 $44,894,792
    Changes (+/-) to VITA
    Infrastructure
    $0 $780,290 $0 $3,665,082
    Estimated VITA Infrastructure $0 $45,011,612 $0 $48,559,874
    Specialized Infrastructure $0 $6,771,432 $0 $8,497,730
    Agency IT Staff $0 $5,497,420 $0 $8,953,420
    Non-agency IT Staff $0 $14,099,223 $0 $16,118,213
    Other Application Costs $0 $2,964,254 $0 $2,964,254
    Agency IT Current Services $0 $74,343,941 $0 $85,093,491
    Comments:
    "Projected FY2010 VITA Service Fees" are VITA's forecast and agencies are not authorized to make updates to this value. Instead, the variance between VITA's forecast and the forecast generated by VDOT IT Governance department has been placed in the "Changes (+/-) to VITA Infrastructure" as directed by VITA.
  • Proposed IT Investments

    Estimated Costs for Projects and New IT Investments

    Cost - Year 1 Cost - Year 2
    General Fund Non-general Fund General Fund Non-general Fund
    Major IT Projects $0 $28,502,905 $0 $12,540,361
    Non-major IT Projects $0 $8,806,820 $0 $2,820,000
    Agency-level IT Projects $0 $4,487,764 $0 $5,196,660
    Major Stand Alone IT Procurements $0 $5,846,372 $0 $5,846,372
    Non-major Stand Alone IT Procurements $0 $860,463 $0 $346,672
    Total Proposed IT Investments $0 $48,504,324 $0 $26,750,065
  • Projected Total IT Budget
    Cost - Year 1 Cost - Year 2
    General Fund Non-general Fund General Fund Non-general Fund
    Current IT Services $0 $74,343,941 $0 $85,093,491
    Proposed IT Investments $0 $48,504,324 $0 $26,750,065
    Total $0 $122,848,265 $0 $111,843,556
Appendix A - Agency's information technology investment detail maintained in VITA's ProSight system.
Capital
  • Current State of Capital Investments:
    In addition to the capital investments that the Department manages for the highway network, the agency must also ensure that the more than 400 work locations are safe and adequate. However, as part of its business planning, the Department is not pursuing new capital outlay projects that have not already been planned. Instead, the Department is focusing on whether the work locations of the past are the appropriate work locations for the future. More than 30 locations have been licensed to TAMS contractors for their use in carrying out road maintenance activities.

    For the 2010-2012 biennium, the Department plans to spend approximately $11 million each year on on-going projects.
  • Factors Impacting Capital Investments:
    The need for preventive maintenance and replacement of facilities will continue as buildings exceed their useful life and/or problems arise. Renovations may be required to meet changing program requirements.
  • Capital Investments Alignment:
    As the agency downsizes, the Department is focusing on whether the work locations of the past are the appropriate work locations for the future. Renovations may be required to meet changing program requirements.
Agency Goals

Goal 1

Provide a safe, secure and integrated transportation system that reflects the needs throughout the Commonwealth.

Goal Summary and Alignment

Provide a safe, secure and integrated transportation system that reflects the needs throughout the Commonwealth.

Goal Alignment to Statewide Goals
  • Be recognized as the best-managed state in the nation.
  • Protect the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.
  • Ensure that Virginia has a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.
Goal 2

Preserve and manage the existing transportation system through technology and more efficient operations.

Goal Summary and Alignment

Preserve and manage the existing transportation system through technology and more efficient operations.

Goal Alignment to Statewide Goals
  • Be recognized as the best-managed state in the nation.
  • Ensure that Virginia has a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.
Goal 3

Facilitate the efficient movement of people and goods, expand travel choices, and improve interconnectivity of all transportation modes.

Goal Summary and Alignment

Facilitate the efficient movement of people and goods, expand travel choices, and improve interconnectivity of all transportation modes to reshape the system while maintaining focus on our customers.

Goal Alignment to Statewide Goals
  • Be a national leader in the preservation and enhancement of our economy.
  • Be recognized as the best-managed state in the nation.
  • Ensure that Virginia has a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.
Goal 4

Improve Virginia's economic vitality, environmental quality, quality of life, and facilitate the coordination of transportation, land use and economic development planning activities.

Goal Summary and Alignment

Reshape the system to improve Virginia's economic vitality, environmental quality, quality of life, and facilitate the coordination of transportation, land use and economic development planning activities.

Goal Alignment to Statewide Goals
  • Be a national leader in the preservation and enhancement of our economy.
  • Be recognized as the best-managed state in the nation.
  • Ensure that Virginia has a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.
Goal 5

Ensure that VDOT is continuously improving its financial accountability, business practices and workforce.

Goal Summary and Alignment

Ensure that VDOT is continuously improving its financial accountability, business practices and workforce support the efforts to maintain the right business approach, by the right people, using the right practices.

Goal Alignment to Statewide Goals
  • Be recognized as the best-managed state in the nation.
  • Protect, conserve and wisely develop our natural, historical and cultural resources.
  • Ensure that Virginia has a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.
Goal 6

We will strengthen the culture of preparedness across state agencies, their employees and customers.

Goal Summary and Alignment

This goal ensures compliance with federal and state regulations, policies and procedures for Commonwealth preparedness, as well as guidelines and best practices promulgated by the Assistant to the Governor for Commonwealth Preparedness, in collaboration with the Governor’s Cabinet, the Commonwealth Preparedness Working Group, the Department of Planning and Budget and the Council on Virginia’s Future. The goal supports achievement of the Commonwealth’s statewide goal of protecting the public's safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

Goal Alignment to Statewide Goals
  • Protect the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.
Goal Objectives
  • We will be prepared to act in the interest of the citizens of the Commonwealth and its infrastructure during emergency situations by actively planning and training both as an agency and as individuals.
    Objective Strategies
    • The agency Emergency Coordination Officer will stay in continuous communication with the Office of Commonwealth Preparedness and the Virginia Department of Emergency Management.
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Agency Preparedness Continuity of Operations Plan (COOP) Assessment Score
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Measure Baseline Value:
      76.15
      Date:
      6/30/2008

      Measure Baseline Description: 2008 Agency Preparedness Assessment Results (% out of 100)

      Measure Target Value:
      75
      Date:
      6/30/2012

      Measure Target Description: Target prescribed by Department of Planning & Budget

      Long-range Measure Target Value:
      75
      Date:
      6/30/2014

      Long-range Measure Target Description: Target prescribed by Department of Planning & Budget

      Data Source and Calculation: The Agency Preparedness Assessment is an all-hazards assessment tool that measures agencies’ compliance with requirements and best practices. The assessment has components including Physical Security, Continuity of Operations, Information Security, Vital Records, Fire Safety, Human Resources, Risk Management and Internal Controls, and the National Incident Management System (for Virginia Emergency Response Team – VERT - agencies only).


Service Area Strategic Plan
4/24/2014   6:57 am
Department of Transportation (501)
Biennium:
Service Area 1 of 32
Environmental Monitoring and Compliance for Highway Projects (501 514 08)
Description

VDOT’s Environmental Division provides management and administrative support and obtains environmental clearances on projects undertaken by the agency in order to provide stewardship of the state’s natural resources as part of a balanced consideration of environmental and transportation needs.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to complete environmental reviews in an efficient and effective manner.
  • Describe the Statutory Authority of this Service
    Statutory Authority: • 23 CFR 450 establishes the requirements for MPOs. • 23 CFR 771 establishes the policies and procedures of the Federal Highway Administration (FHWA) for implementing the National Environmental Policy Act of 1969 as amended (NEPA), and the regulation of the Council on Environmental Quality (CEQ), 40 CFR 1500-1508. The regulations require that FHWA consider environmental factors through systematic interdisciplinary approach before committing to a course of action and apply to actions requiring FHWA approval. • 23 CFR 771.135 establishes the requirement that FHWA preserve publicly owned public parklands, waterfowl and wildlife refuges, and significant historic sites, unless a determination is made that a selected alternative cannot avoid protected areas because it is neither feasible or prudent; and the selected alternative includes all possible planning to minimize harm. • 23 CFR 772 establishes the requirement that all Federally funded projects for the construction of a highway on new location, or the physical alteration of an existing highway which significantly changes either the vertical or horizontal alignment or increases the number of through-traffic lanes must have a noise impact analysis and analysis of mitigation measures; and incorporate reasonable and feasible noise abatement measures to reduce or eliminate noise impacts. • 36 CFR 800 establishes the requirements of Section 106 of the National Historic Preservation Act designed to protect, rehabilitate, restore, and reuse districts, sites, buildings, structures, and objects significant in American architecture, archeology, and culture. • 40 CFR 61 establishes the standard for asbestos emissions related to roadways, demolitions and renovations. • 40 CFR 260-281, which implements the Resource Conservation and Recovery Act of 1976 (RCRA), as amended (42 USC 6901 et seq.), establishes that any project that takes right-of-way containing hazardous waste must be coordinated with EPA or State Hazardous Waste Agency on remedial action. • 40 CFR 300-399, pursuant to the Comprehensive Environmental Response, Compensation, and Liability Act of 1980 (CERCLA), as amended, and Superfund Amendments and Reauthorization Act of 1986 (SARA), as amended, establishes the requirements for clean up of areas containing a hazardous substance. These requirements apply to any project that may take a right-of-way containing such substance. • 40 CFR 761 concerns manufacturing, processing, distribution in commerce, and use of Polychlorinated Biphenyls (PCBs). Compliance with this regulation is mandated by the Toxic Control Substances Act which establishes the requirements related to the handling of these materials. • Land and Water Conservation Fund Act (16 USC 460l-4 to 460l-11), requires approval from the Secretary of the Interior for any conversion of property acquired or developed with assistance under this act to other than public, outdoor recreation use. The State must, therefore, seek approval of all projects which impact recreational lands purchased or improved with land and water conservation funds. • 16 USC 1531-1544, the Endangered Species Act of 1973 (as amended), establishes that any action that is likely to jeopardize continued existence of endangered/threatened species or result in destruction or modification of critical habitat must consult with the Secretary of the Interior or Commerce, as appropriate. • 23 USC 109(j) directs the EPA to promulgate guidelines to ensure that highways constructed pursuant to Title 23 of the U.S. Code are consistent with approved plans for implementing and maintaining national ambient air quality standards in nonattainment areas. 42 USC 7410, as set forth by the Clean Air Act (as amended), establishes that each state develop an implementation plan that provides for attainment of the national ambient air quality standards and prohibits activities, which would include transportation programs and projects, that contribute to nonattainment of such standards. • 33 USC 1341 and 1344 of the Clean Water Act establishes that any discharge of a pollutant into waters of the U.S., must obtain a permit from EPA or the U.S. Army Corps of Engineers and a Section 401 Water Quality Certification from the State Water Resource Agency (or, if appropriate, a permit from the interstate water pollution control agency having jurisdiction at the point of origin of any such discharge). • 33 USC 401 et seq., as amended, the Rivers & Harbors Act of 1899, establishes that any construction affecting navigable waters and any obstruction, excavation, or filling must obtain approval of plans for construction, dumping, and dredging and all related permits and bridge permits from appropriate federal and state agencies. • 42 USC 300F-300J-6, the Safe Drinking Water Act of 1974 (as amended) establishes that actions which may have a significant impact on an aquifer or wellhead protection area which is the sole or principal drinking water Service Area Statutory Authority must not result in such water not complying with national primary drinking water regulations. • §10.1-1188 of the Code of Virginia establishes that state agencies must submit an environmental impact report (EIR) for projects costing more than $100,000. VDOT prepares EIRs for Capital Outlay facilities built by VDOT. 23 CFR 450 establishes the requirements for MPOs.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) City Government(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) County Government(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) Federal Government units 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) State Government(s) 0 0
Virginians – whether they travel by personal vehicle (e.g. auto; motorcycle; truck; recreational vehicle), business vehicle (e.g. company car; company truck), or public transportation (e.g. bus) Virginia Population 7,700,000 8,900,000

Anticipated Changes To Agency Customer Base

Federal government departments: • VDOT works cooperatively with a variety of federal governmental agencies to ensure that environmental issues are addressed in the planning, location, development, construction, and maintenance of the transportation system. The responsible agencies can change depending on a given project, the environmental issues and transference of responsibilities. • As federal law and regulations change, such as federal reauthorizations, changes will occur which necessitate additional partnerships with federal agencies.

State Government: • VDOT works cooperatively with a variety of state agencies to ensure that environmental issues are addressed in the planning, location, development, construction, and maintenance of the transportation system. As extensive use is made of interagency agreements and staff relationships to foster cooperation and efficiencies, significant effort can be anticipated each time an environmental law is added or modified. • Every four years, the executive administration has personnel changes that can affect the responsibilities of the working relationships between agencies. These changes in state government could always have the potential to increase the number of other State Agencies with which VDOT partners.

County Government/City Government: • The number of counties receiving allocations from VDOT is contingent on funding availability. Funding levels dictate increases or decreases to the highway improvement program. • VDOT routinely monitors the environmental deliverables of localities to verify regulatory compliance at the state and federal level. As county and city governments opt to assume more responsibility for the construction and maintenance of their infrastructure, the localities must minimally provide the same level of regulatory compliance as VDOT. Efforts devoted to monitoring can fluctuate as demand increases or decreases.

General Public: Use of Virginia’s highways is projected to increase every year for the foreseeable future.
Partners
Partner Description
[None entered]
Products and Services
  • Factors Impacting the Products and/or Services:
    Factors:

    • Environmental procedures are the targets used by project opponents to adjudicate unpopular decisions or to halt highway projects. Public interest, which is increasingly concerned with preservation and enhancement of the Commonwealth’s resources, will provide external influences on project delivery.

    • The continued expansion of electronic government will increase the efficiency of environmental processes and procedures in VDOT. The implementation of CEDAR and further enhancements and improvements to the GIS will provide greater efficiencies in the conduct of environmental reviews and transparency to the public regarding reporting compliance.

    • Routinely changing regulatory procedures and law will change the dynamics of daily environmental activities in the Department.
  • Anticipated Changes to the Products and/or Services
    As more localities assume responsibility for their highway construction and maintenance, the demand for training and oversight from VDOT will increase.
  • Listing of Products and/or Services
    • Air and Noise Analysis and Investigations: • In accordance with federal, state, and regional requirements, air quality and noise studies are conducted on transportation projects in accordance with applicable air & noise regulations. • To support program delivery, Environmental Division functions as a liaison with federal, state, regional, and local agencies on all air quality and noise issues. Transportation policies and procedures related to air and noise programs are published as well as specifications and special provisions for consistent implementation of air and noise requirements. • Provide technical support to district personnel during public hearings, citizen, agency, and legislative inquiries. Conduct training needs assessments and provide yearly air quality and noise program training to VDOT personnel and VDOT stakeholders. • Identify noise abatement requirements in compliance with Noise Abatement Program procedures to meet the Contract Documents and Processing Cut-off Dates for Advertisement schedules. Monitor noise abatement construction and chair the noise abatement committee review. • Perform air quality conformity analysis for the long-range plans and transportation improvement programs developed for Virginia’s ozone non-attainment and maintenance areas. Conformity determination approvals are obtained from FHWA in coordination with EPA.
    • Environmental Data Management: • Administers the statewide environmental data management program, including the Comprehensive Environmental Data and Reporting (CEDAR) system and the environmental component of the Departments Geographic Information System.
    • Cultural Resource Management: • Advise and assist cultural resource staff in the resolution of cultural resources issues with federal and state agencies to meet the requirements of the six-year program and the maintenance program. Develop, disseminate, and update VDOT procedures regarding cultural resources in accordance with federal and state statutory and regulatory requirements. Negotiate programmatic agreements with federal and state agencies. • Provide guidance on procurement and assignment of contracted cultural resource services. Provide training for district, division, and consultants related to cultural resource policy and procedures.
    • Hazardous Materials Management and Remediation: • Hazardous materials studies and remediation activities (where necessary) are provided on projects in the six-year program for construction and maintenance. Construction and maintenance project schedules are monitored to ensure hazardous materials issues are being cleared or presented to management for consideration a minimum of 90 days before VDOT’s advertisement or activity implementation date. • Ensure that hazardous material and solid waste program guidelines, specifications, and MOA’s are kept current to govern Department programs. Develop and provide targeted training for hazardous materials issues. • Monitor proposed federal and state legislation and recommend amendments where appropriate.
    • Natural Resources: • Provide oversight and guidance to District natural resources staff, including standard operating procedures, manuals, and workshops. Provide quality assurance reviews of permit applications and other natural resource program deliverables. • Develop natural resources standards and specifications. Provide natural resource surveys, reviews, and guidance. Manage natural resources consultants under contact with the Department. • Develop wetland, stream compensation strategies.,l. Secure and allocate funding for the wetland and stream compensation monitoring requirements and wetland and stream banks. Purchase wetland and stream credits and construct wetland and stream compensation sites.
    • District Environmental Programs: • Provide technical guidance and procedural support to the District environmental sections for the State Environmental Review Process, federal and state environmental documents, right of way re-evaluations, and plans, specifications, and estimates re-evaluations. • Manage and coordinate the Environmental Division’s General Assembly program. • Manage the Residency Environmental Specialist program through oversight and technical guidance by providing SOPs, manuals and training. • Develop and implement the Division semi-annual quality-assurance reviews of environmental deliverables provided by the Districts and local governments. • Develop, monitor, and produce advertisement reports for the central office and Districts. • Manage contracted environmental documents that involve non-location studies.
    • Project Studies Management: • Manage new location studies program. • Manage process resulting in highway location decisions by the Commonwealth Transportation Board • Provide legal support regarding NEPA related decisions. • Develop scopes of work and budgets for new location projects. • Manage consultants hired to produce NEPA documents relating to location studies, and other documents as requested. •Manage the Department’s partnering program for NEPA documents.
    • Alternative Project Delivery Support: • Manage environmental program component for procurement and implementation of PPTA and design/build projects. • Develop environmental technical requirements for PPTA and design/build contract documents. • Develop environmental program component of locally administered projects. • Provide assistance to local government in obtaining environmental approvals.
    • Consultant Services: • Manage all aspects of the procurement of consultant services, both professional and non-professional. • Establish independent cost estimates of consultant contracts prior to negotiation and document consultants’ performance in semi-annual and end of contract evaluations. • Manage specialized university/private consultant services dealing with cultural resources, hazardous materials, endangered and threatened species, wetlands, streams and other environmental resource topics.
Finance
  • Financial Overview
    This service area is funded exclusively through the Highway Maintenance and Operating Fund.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
    Base Budget $0 $10,231,748    $0 $10,231,748
    Change To Base $0 $2,243,173    $0 $2,383,156
               
    Service Area Total   $0  $12,474,921     $0  $12,614,904 
Human Resources
  • Human Resources Overview
    optional
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    optional
  • Anticipated HR Changes
    optional
Service Area Objectives
 
  • Steward VDOT impact on environmental resources by monitoring VDOT compliance with state and federal requirements.
    Objective Description
    To support the quality of the state’s natural resources as part of a balanced consideration of environmental and transportation needs through comprehensive and timely environmental clearances.
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percentage of environmental compliance (cumulative statewide average compliance score)
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up

      Frequency Comment: YTD number updated quarterly

      Measure Baseline Value:
      95.83
      Date:
      6/30/2006

      Measure Baseline Description: 95.83% (FY06 result)

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% compliance

      Long-range Measure Target Value:
      100
      Date:
      6/30/2014

      Long-range Measure Target Description: 100% compliance

      Data Source and Calculation: This measure is calculated using VDOT’s Comprehensive Environmental Data and Reporting (CEDAR) system. The measure is presented on the VDOT Dashboard, which is the Department’s environmental performance reporting system for projects and programs. This system contains a reporting mechanism for rating compliance of construction and maintenance projects. Extracted from the number of environmental reports generated for VDOT projects involving environmental commitments in construction and maintenance. Reported as a 12 month rolling average of Dashboard, reported at year-end. Explanatory Note: Results are extracted from the number of environmental reports generated for VDOT projects involving environmental commitments in construction and maintenance. Reported as a 12 month rolling average of Dashboard results, compared to target at the end of each fiscal year (FY06 = 95.83%). Value reported is YTD number updated quarterly, and will change as the year progresses.



Service Area Strategic Plan
4/24/2014   6:57 am
Department of Transportation (501)
Biennium:
Service Area 2 of 32
Environmental Monitoring Program Management and Direction (501 514 09)
Description

To provide activities related to the management and direction of the program. Adequate and effective management and direction is critical to the success of the program.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to appropriate management and direction.
  • Describe the Statutory Authority of this Service
    See Service Area 51408
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) City Government(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) County Government(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) Federal Government units 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) State Government(s) 0 0
Virginians – whether they travel by personal vehicle (e.g. auto; motorcycle; truck; recreational vehicle), business vehicle (e.g. company car; company truck), or public transportation (e.g. bus) Virginia Population 7,700,000 8,900,000

Anticipated Changes To Agency Customer Base
See Service Area 51408
Partners
Partner Description
[None entered]
Products and Services
  • Factors Impacting the Products and/or Services:
    See Service Area 51408
  • Anticipated Changes to the Products and/or Services
    As more localities assume responsibility for their highway construction and maintenance, the demand for training and oversight from VDOT will increase.
  • Listing of Products and/or Services
    • See Service Area 51408
Finance
  • Financial Overview
    This service area is funded exclusively through the Highway Maintenance and Operating Fund.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
    Base Budget $0 $2,261,347    $0 $2,261,347
    Change To Base $0 -$294,909    $0 -$292,323
               
    Service Area Total   $0  $1,966,438     $0  $1,969,024 
Human Resources
  • Human Resources Overview
    optional
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    optional
  • Anticipated HR Changes
    optional
Service Area Objectives
 
  • Provide leadership and support to enable effective program execution
    Objective Description
    Provide management, direction and administration to support the program’s activities.
    Alignment to Agency Goals
    • Agency Goal: Improve Virginia's economic vitality, environmental quality, quality of life, and facilitate the coordination of transportation, land use and economic development planning activities.
    • Agency Goal: Ensure that VDOT is continuously improving its financial accountability, business practices and workforce.
    Objective Strategies
    • Monitoring of budget vs. actual expenditures
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percentage of Planned Expenditures used (Planned vs. Actual expenditure comparison)
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Maintain

      Frequency Comment: YTD number updated quarterly

      Measure Baseline Value:
      75
      Date:
      6/30/2007

      Measure Baseline Description: FY2007 results

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% on budget

      Long-range Measure Target Value:
      100
      Date:
      6/30/2014

      Long-range Measure Target Description: 100% on budget

      Data Source and Calculation: Budgeted expenditures compared to actual expenditures for the given fiscal year, as reported in CARS, with the target of operating within budget as presented in the year-end review. Results stated in terms of YTD expenditure progression towards 100% of budget by year-end. Updates available from the department mid-month after period end. Value reported is YTD number updated quarterly, and will change as the year progresses.



Service Area Strategic Plan
4/24/2014   6:57 am
Department of Transportation (501)
Biennium:
Service Area 3 of 32
Ground Transportation System Planning (501 602 01)
Description

To provide efforts to lead and plan a comprehensive system of ground transportation, including the planning of particular ground transportation projects through surveying, mapping and studies. These studies are the basis for decisions on proposed highway plans, programs and projects, as well as other travel modes and routes throughout Virginia.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to identify cost-effective and efficient highway alternatives.

    Roads are a critical public resource and constitute a major investment of the public’s money. Traffic impacts caused by new development – a reduction in the traffic carrying capacity of the highways, more crashes and traffic congestion – can be very costly for state government and local governments, as well as the broader community.

    The LandTrack system is used to track the Virginia Department of Transportation’s (VDOT) review of Traffic Impact Analysis submissions.
  • Describe the Statutory Authority of this Service
    Virginia enacted a program of traffic impact review into law statewide through Chapter 527 of the 2006 (regular session, Acts of General Assembly, SB 699). This revised Virginia’s laws for Counties, Cities and Towns in sections 15.2-2222.1 and 15.2-2223 and directed the development of regulations to provide procedures for VDOT review and comment on those pending local government land use actions that would substantially affect transportation on state controlled highways.

    VDOT adopted and currently applies the Traffic Impact Analysis Regulations, codified at 24 VAC 30-155.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) City Government(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) County Government(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) Federal Government unit(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) State Government(s) 0 0
Educational facilities and Research centers, (number served and potentially served varies) Universities/Research Entity(ies) 0 0
Virginians – whether they travel by personal vehicle (e.g. auto; motorcycle; truck; recreational vehicle), business vehicle (e.g. company car; company truck), or public transportation (e.g. bus) Virginia Population 7,700,000 8,900,000

Anticipated Changes To Agency Customer Base
Use of Virginia’s highways is projected to increase every year for the foreseeable future. Factors that support this increase in highway usage include:

• The population of Virginia is currently estimated to be at 7.7 million people. It is anticipated that this population will increase 15.6% over the next 10 years. This change will impact the number of licensed drivers, registered vehicles, and vehicles miles traveled.

• VDOT Transportation Mobility & Planning Division (TMPD) works cooperatively with a variety of state and federal entities. As additions or modifications are made to state law, changes often occur which alter planning demands, agreements, efficiencies, responsibilities, or staff.
Partners
Partner Description
[None entered]
Products and Services
  • Factors Impacting the Products and/or Services:
    The traffic impact reviews provide identification, open discussion and consideration of how land use changes impact transportation. If the information available regarding the developments is adequate, the state must respond to requests for review within required timelines. After consideration of a land development’s features and its traffic impacts, the approval, modification or disapproval of pending land use actions remain at the discretion of local government.
  • Anticipated Changes to the Products and/or Services
    The traffic impact reviews are expected to provide a useful basis where many local governments now may opt to establish traffic impact development fees (Code of VA sections including 15.2-2317 through 15.2-2329 under Chapter 896 of the 2007 General Assembly (HB 3202)). Such fees would help fund the mitigation of the land use impacts assessed and discussed in traffic impact reviews. Traffic impact review procedure also interrelates with other VDOT programs including the 24 VAC 30-91 secondary street acceptance requirements, 24 VAC 30-150 land use permits (entrance-exit access), and access management standards being implemented under Chapter 863 (HB 2228). Also, the 2009 General Assembly developed a program to provide incentive financing to assist Major Employment and Investment (MEI) projects (Chapter 246, 2009 General Assembly). An MEI project is a high impact regional economic development project in which a private entity is expected to make a capital investment in real and tangible personal property exceeding $250 million and create more than 400 new full-time jobs, and is expected to have a substantial direct economic impact on surrounding communities. An MEI project is likely to involve considerable traffic impact review. As stated earlier, after consideration of a land development’s features and its traffic impacts, then the approval, modification or disapproval of pending land use actions remain at the discretion of local government.
  • Listing of Products and/or Services
    • Local comprehensive plans
    • Zoning actions
    • Site plans
    • Road access permits.
Finance
  • Financial Overview
    This service area is funded through the federally funded State Planning and Research Program (SPR) and the Transportation Trust Fund.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
    Base Budget $0 $38,722,268    $0 $38,722,268
    Change To Base $0 -$2,984,896    $0 -$2,595,759
               
    Service Area Total   $0  $35,737,372     $0  $36,126,509 
Human Resources
  • Human Resources Overview
    optional
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    optional
  • Anticipated HR Changes
    optional
Service Area Objectives
 
  • Facilitate coordination between land use and transportation
    Objective Description
    Facilitate coordination between land use and transportation through traffic impact analysis efforts
    Alignment to Agency Goals
    • Agency Goal: Facilitate the efficient movement of people and goods, expand travel choices, and improve interconnectivity of all transportation modes.
    • Agency Goal: Improve Virginia's economic vitality, environmental quality, quality of life, and facilitate the coordination of transportation, land use and economic development planning activities.
    Objective Strategies
    • Reduce congestion through effective land use and transportation planning (Chapter 527 legislation).
    • Revise secondary street acceptance standards to ensure local accountability to link land use and demand for transportation.
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percentage of Traffic Impact Analysis completed by their required due date
      Measure Class:
      Other
      Measure Type:
      Output
      Measure Frequency:
      Annual
      Preferred Trend:
      Maintain
      Measure Baseline Value:
      80
      Date:
      6/30/2005

      Measure Baseline Description: New measure. Comparison is three-year rolling period on internal process, FY 2003 through FY 2005

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% conducted by required date

      Long-range Measure Target Value:
      100
      Date:
      6/30/2014

      Long-range Measure Target Description: 100% conducted by required date

      Data Source and Calculation: The LandTrack system is used to track the Virginia Department of Transportation’s (VDOT) review of Traffic Impact Analysis submissions. VDOT Transportation Mobility and Planning Division coordinates reporting.



Service Area Strategic Plan
4/24/2014   6:57 am
Department of Transportation (501)
Biennium:
Service Area 4 of 32
Ground Transportation System Research (501 602 02)
Description

Plan and deliver a comprehensive ground transportation research, development, technical consulting, knowledge management, and technology transfer program covering all areas of transportation system construction, maintenance, operations, and administration including, but not limited to innovative technology development, design, materials, structures, traffic engineering, safety, planning, environmental stewardship, policy, and improved business practices.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to develop and implement innovations and cost-saving technologies that provide strong support for the delivery of the best possible transportation system for Virginia’s citizens on-time and on-budget.

    VDOT has eight major corporate tenets that are the foundation of its business delivery. Research is one of those Corporate Tenets. The language of that tenet states that VDOT will “support a substantive, nationally recognized transportation research, development, consulting and technology transfer program for VDOT at the Virginia Transportation Research Council (VTRC)."
  • Describe the Statutory Authority of this Service
    23 CFR 1, revised as of January 1, 2007, specifically 23 CFR 420.101 et seq., establishes the Federal Highway Administration (FHWA) policies and procedures for the administration of activities undertaken by State departments of transportation (State DOTs) and their subrecipients, including metropolitan planning organizations (MPOs), with FHWA planning and research funds. Subpart A identifies the administrative requirements that apply to use of FHWA planning and research funds both for planning and for research, development, and technology transfer (RD&T) activities.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) City Government(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) County Government(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) Federal Government unit(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) State Government(s) 0 0
Educational facilities and Research centers, (number served and potentially served varies) Universities/Research Entity(ies) 0 0
Virginians – whether they travel by personal vehicle (e.g. auto; motorcycle; truck; recreational vehicle), business vehicle (e.g. company car; company truck), or public transportation (e.g. bus) Virginia Population 7,700,000 8,900,000

Anticipated Changes To Agency Customer Base
Use of Virginia’s highways is projected to increase every year for the foreseeable future. Factors that support this increase in highway usage include:

• The population of Virginia is currently estimated to be at 7.7 million people. It is anticipated that this population will increase 15.6% over the next 10 years. This change will impact the number of licensed drivers, registered vehicles, and vehicles miles traveled.

• The Virginia Transportation Research Council works cooperatively with a variety of state, university and federal entities, both inside and outside Virginia. The transportation environment is highly dynamic and, because of Virginia’s location as a major state in the Eastern seaboard freight and transportation corridor, the research program must remain flexible and dynamic as well.
Partners
Partner Description
[None entered]
Products and Services
  • Factors Impacting the Products and/or Services:
    Numerous factors are increasing the demands to plan, build, maintain, and operate transportation facilities better, faster, and more cost-effectively and to use technology and innovation to improve transportation service delivery to citizens and businesses. These increase demands for VTRC’s programs of research, consulting and technical assistance, and increase the central role that research must play. These factors include:

    • Growth in vehicle miles of travel.
    • Extensive service life-related deterioration of roads and bridges in Virginia and nationally.
    • Traffic congestion in large urban areas and quality of life impact on Virginia’s citizens.
    • Significant shortages of state funding for transportation needs.
    • State and Federal funding levels for transportation research.
    • State and Federal regulations applicable to transportation.
  • Anticipated Changes to the Products and/or Services
    While there are no anticipated changes, VTRC works cooperatively with a variety of state and federal entities. As additions or modifications are made to state law, changes often occur which alter research demands, agreements, efficiencies, responsibilities, or staff.

    Every four years, state executive administration changes can affect the objectives, goals, strategies and responsibilities of this service area and its working relationships between agencies.
  • Listing of Products and/or Services
    • Formal research projects
    • Technical consulting and technical assistance
    • New technologies deployment
    • Development and dissemination of best practices
    • Effective knowledge management
    • Library services
    • Legislative studies
    • Scientific papers
    • Presentations
    • Identification of skills or knowledge gaps
    • Development of competitive intelligence for the agency
    • Advanced consulting for VDOT projects in construction, maintenance, operations, and administration
Finance
  • Financial Overview
    This service area is funded through federal grants, demonstration funds from the Federal Highway Administration, and state transportation funds.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
    Base Budget $0 $2,839,614    $0 $2,839,614
    Change To Base $0 -$1,283,137    $0 -$1,283,137
               
    Service Area Total   $0  $1,556,477     $0  $1,556,477 
Human Resources
  • Human Resources Overview
    optional
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    optional
  • Anticipated HR Changes
    optional
Service Area Objectives
 
  • Identify effective strategies to reduce or avoid costs
    Objective Description
    Cost reduction/avoidance created by research, resource expertise and availability and knowledge management strategies
    Alignment to Agency Goals
    • Agency Goal: Preserve and manage the existing transportation system through technology and more efficient operations.
    • Agency Goal: Ensure that VDOT is continuously improving its financial accountability, business practices and workforce.
    Objective Strategies
    • Identify and research effective strategies to reduce or avoid costs
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Dollar value of cost reduction/avoidance generated by research, resource expertise and availability, and implementation of knowledge management strategies.
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Maintain

      Frequency Comment: Annual updates available from the department mid-month after year-end.

      Measure Baseline Value:
      59.4
      Date:
      6/30/2006

      Measure Baseline Description: FY2006 reported results

      Measure Target Value:
      30
      Date:
      6/30/2012

      Measure Target Description: $30M Biennial target starting FY2011

      Data Source and Calculation: Cost-Benefit analysis published by Virginia Transportation Research Council (VTRC) based on program impact review.



Service Area Strategic Plan
4/24/2014   6:57 am
Department of Transportation (501)
Biennium:
Service Area 5 of 32
Ground Transportation Program Management and Direction (501 602 04)
Description

To provide activities related to the management and direction of the program. Adequate and effective management and direction is critical to the success of the program.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to appropriate management and direction.
  • Describe the Statutory Authority of this Service
    Statutory Authority: • Federal law (23 USC 134 and 135) and regulations (23 CFR 450) require each state to carry out statewide and metropolitan transportation planning processes. • The Commissioner of VDOT and the Commonwealth Transportation Board are authorized with plenary and specific transportation planning related powers under Virginia law (Code of Virginia, Title 33.1) and agency regulations (24 VAC 30). • 23 CFR 1, revised as of January 1, 2007, specifically 23 CFR 420.101 et seq., establishes the Federal Highway Administration (FHWA) policies and procedures for the administration of activities undertaken by State departments of transportation (State DOTs) and their subrecipients, including metropolitan planning organizations (MPOs), with FHWA planning and research funds. Subpart A identifies the administrative requirements that apply to use of FHWA planning and research funds both for planning and for research, development, and technology transfer (RD&T) activities.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) City Government(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) County Government(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) Federal Government unit(s) 0 0
Government entities – local, state, federal agencies, the Virginia General Assembly. (number served and potentially served varies) State Government(s) 0 0
Educational facilities and Research centers, (number served and potentially served varies) Universities/Research Entity(ies) 0 0
Virginians – whether they travel by personal vehicle (e.g. auto; motorcycle; truck; recreational vehicle), business vehicle (e.g. company car; company truck), or public transportation (e.g. bus) Virginia Population 7,700,000 8,900,000

Anticipated Changes To Agency Customer Base
Use of Virginia’s highways is projected to increase every year for the foreseeable future. Factors that support this increase in highway usage include:

• The population of Virginia is currently estimated to be at 7.7 million people. It is anticipated that this population will increase 15.6% over the next 10 years. This change will impact the number of licensed drivers, registered vehicles, and vehicles miles traveled

• The Virginia Transportation Research Council works cooperatively with a variety of state, university and federal entities, both inside and outside Virginia. The transportation environment is highly dynamic and, because of Virginia’s location as a major state in the Eastern seaboard freight and transportation corridor, the research program must remain flexible and dynamic as well.

• TMPD works cooperatively with a variety of state and federal entities. As additions or modifications are made to state law, changes often occur which alter planning demands, agreements, efficiencies, responsibilities, or staff.
Partners
Partner Description
[None entered]
Products and Services
  • Factors Impacting the Products and/or Services:
    Numerous factors impact the demands to plan, build, maintain, and operate transportation facilities. These include: • Growth in vehicle miles of travel over time. • Extensive service life-related deterioration of roads and bridges in Virginia and nationally. • Traffic congestion in large urban areas and quality of life impact on Virginia’s citizens. • State and federal regulation. • Funding
  • Anticipated Changes to the Products and/or Services
    Anticipated changes: • In reaction to extensive growth in vehicle miles traveled the Department will expand its focus on short-range planning for operations in order to make better use of existing capacity. • The involvement of citizens and other stakeholders in the planning process is critical. The Department will continue to find innovative ways to use of the Internet to develop and display products and provide services. • While there are no anticipated changes, VTRC works cooperatively with a variety of state and federal entities. As additions or modifications are made to state law, changes often occur which alter research demands, agreements, efficiencies, responsibilities, or staff. Every four years, state executive administration changes can affect the objectives, goals, strategies and responsibilities of this service area and its working relationships between agencies.
  • Listing of Products and/or Services
    • Formal research projects
    • Technical consulting and technical assistance
    • New technologies
    • Technology transfer
    • Legislative studies
    • Studies for other state agencies
    • Research reports
    • Briefings
    • Scientific papers
    • Presentations including: State Highway Plan, Highway Needs Assessment, Small Urban Area, Transportation Studies, VTrans Statewide Multimodal Plan (cooperative effort with other state agencies), Metropolitan Financially Constrained Long-Range Plans (partnership with Metropolitan Planning Organization) Prioritization Report
    • Traffic requests for environmental analysis and project design
    • Bicycle and Pedestrian Program
    • Coordination activities related to the State Transportation Improvement Program (STIP)
    • Administration of federal and state planning funds
    • Provide technical assistance in developing local comprehensive plans
Finance
  • Financial Overview
    This service area is funded exclusively through the Transportation Trust Fund and Highway Maintenance and Operating Fund.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
    Base Budget $0 $3,204,138    $0 $3,204,138
    Change To Base $0 $379,768    $0 $416,613
               
    Service Area Total   $0  $3,583,906     $0  $3,620,751 
Human Resources
  • Human Resources Overview
    optional
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    optional
  • Anticipated HR Changes
    optional
Service Area Objectives
 
  • Provide leadership and support to enable effective program execution.
    Objective Description
    Provide management, direction and administration to support the program’s activities.
    Alignment to Agency Goals
    • Agency Goal: Facilitate the efficient movement of people and goods, expand travel choices, and improve interconnectivity of all transportation modes.
    • Agency Goal: Improve Virginia's economic vitality, environmental quality, quality of life, and facilitate the coordination of transportation, land use and economic development planning activities.
    Objective Strategies
    • Monitor budget vs. actual expenditures on a quarterly basis
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percentage of Planned Expenditures used (Planned vs. Actual expenditure comparison)
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Maintain

      Frequency Comment: Value reported is YTD number updated quarterly, and will change as the year progresses.

      Measure Baseline Value:
      81
      Date:
      6/30/2007

      Measure Baseline Description: 81% (FYE 2007)

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% on budget

      Long-range Measure Target Value:
      100
      Date:
      6/30/2014

      Long-range Measure Target Description: 100% on budget

      Data Source and Calculation: Budgeted expenditures compared to actual expenditures for the given fiscal year, as reported in CARS, with the target of operating within budget as presented in the year-end review. Results stated in terms of YTD expenditure progression towards 100% of budget by year-end. Updates available from the department mid-month after period end. Value reported is YTD number updated quarterly, and will change as the year progresses.



Service Area Strategic Plan
4/24/2014   6:57 am
Department of Transportation (501)
Biennium:
Service Area 6 of 32
Dedicated and Statewide Construction (501 603 02)
Description

To design and prepare plans, acquire needed land and construct roads and bridges or support transit or operational activities across the state that are not dedicated to a specific highway system. This includes statewide programs such as the Revenue Sharing and the Safety programs. Funding for the federal Congestion Mitigation and Air Quality Improvement (CMAQ) and Regional Surface Transportation programs which have yet to be distributed by the respective Metropolitan Planning Organizations are included in this service area and will be transferred when identified. It also includes non-toll-related bond-funded construction.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to complete projects on-time and on-budget.
  • Describe the Statutory Authority of this Service
    Statutory Authority: • §§33.1-1 through 33.1-223.9 of the Code of Virginia specifically provides authority to plan, designate, acquire, construct, reconstruct and improve highways within the Commonwealth of Virginia. • The Public-Private Transportation Act of 1995, as amended (§§56-556 et seq. of the Code of Virginia), enables VDOT to partner with private entities to acquire, build, improve, maintain, and/or operate transportation facilities. VDOT had signed PPTA comprehensive agreements on contracts valued at $1.2 billion from 2002 through June 2005, most of which is for highway construction projects. • Title 49 of the Code of Federal Regulations, revised as of October 1, 2006, specifically Part 1,establishes that the Federal Highway Administration is responsible for planning and improving, in cooperation with the States, the national highway system (Federal-aid primary, secondary, interstate highway systems and urban extensions thereof). • Title 23 of the Code of Federal Regulations, revised as of January 1, 2007, specifically 23 CFR 1.3, establishes that the Federal Highway Administration shall cooperate with the States, through their respective State highway departments, in the construction of Federal-aid highways.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Virginians – whether they travel by personal vehicle (e.g. auto; motorcycle; truck; recreational vehicle), business vehicle (e.g. company car; company truck), or public transportation (e.g. bus) Virginia Population 7,700,000 8,900,000

Anticipated Changes To Agency Customer Base
The population of Virginia is currently estimated to be at 7.7 million people. It is anticipated that this population will increase 15.6% over the next 10 years. This change will impact the number of licensed drivers, registered vehicles, and vehicles miles traveled.
Partners
Partner Description
[None entered]
Products and Services
  • Factors Impacting the Products and/or Services:
    Factors: • Growth in customers, traffic, and congestion. • Costs/Inflation growth • Funding: As infrastructure ages, additional funds are needed for maintenance. Rising maintenance costs will result in less funding for construction. • Reorganization: Impact of any organizational changes on staffing including inspection staff.
  • Anticipated Changes to the Products and/or Services
    Virginia is at a crossroads regarding transportation. In the short term, VDOT will continue to become a smaller, more efficient agency. It will consolidate work units and reduce redundancies throughout the department. It will eliminate staff and close offices in response to a shrinking construction program. It will cut construction projects and focus on maintaining assets, responding to emergencies, and mitigating congestion.

    Over the past year, state revenues for transportation have sharply declined. These sources include gas, auto sales, recordation and insurance premium taxes. Federal revenues have become unpredictable. As a result, total anticipated federal and state revenues have declined by $2.6 billion over six years. In response, Virginia has implemented $2 billion in net highway construction project reductions in the FY09-14 Six-Year Improvement Program (SYIP), in addition to cuts of $1.1 billion in the FY08-13 SYIP. In the FY10-15 SYIP, for the first time since the state construction allocation formula was instituted by the 1986 Special Session, no funds are available through this formula for distribution to the construction districts and localities. Another $600 million in cuts will be addressed from administrative and service level cuts from all transportation agencies. Given current funding projections, it is difficult to set a long term direction that does not involve a major departure from the past. The Department is implementing the Blueprint for the Future, which reshapes VDOT along three lines:

    • Six-Year Program: Cuts of $2 billion in net highway construction project reductions

    • Organization/Staffing: Reducing staff to a strength of 7,500

    • Services and Programs: Reducing levels of service in some areas in order to focus on activities that impact pavement and bridge condition
  • Listing of Products and/or Services
    • Design, right-of-way acquisition, and construction for dedicated and other statewide highways, interstates, primary, secondary and urban roadways, including access roads.
Finance
  • Financial Overview
    This service area is funded through federal demonstration grants for specific initiatives, the Transportation Trust Fund and other Federal funds.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
    Base Budget $0 $463,324,943    $0 $463,324,943
    Change To Base $0 -$85,651,298    $0 -$136,772,268
               
    Service Area Total   $0  $377,673,645     $0  $326,552,675 
Human Resources
  • Human Resources Overview
    optional
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    optional
  • Anticipated HR Changes
    optional
Service Area Objectives
 
  • Initiate, build and complete projects according to the Commonwealth Transportation Board’s six- year improvement plan.
    Objective Description
    Construct projects in accordance with the Commonwealth Transportation Board’s six- year improvement plan. Initiate, build and complete projects according to the 6 year plan.
    Alignment to Agency Goals
    • Agency Goal: Provide a safe, secure and integrated transportation system that reflects the needs throughout the Commonwealth.
    • Agency Goal: Preserve and manage the existing transportation system through technology and more efficient operations.
    • Agency Goal: Facilitate the efficient movement of people and goods, expand travel choices, and improve interconnectivity of all transportation modes.
    • Agency Goal: Improve Virginia's economic vitality, environmental quality, quality of life, and facilitate the coordination of transportation, land use and economic development planning activities.
    Objective Strategies
    • Identify, quantify, and mitigate project risks
    • React quickly to changing project needs.
    • Attract and retain a highly qualified workforce. This includes professional engineers for the highway construction program
    • Consultancy / CEO Forums: Hold consultancy/ CEO forums twice each year to address and resolve issues in the planning of highway construction projects and to enhance the working relationships between VDOT and our private sector partners
    • At least 70% of projects will be advertised on-time
    • Implement Context Sensitive Solutions
    • Increase by 10% left and right side rumble strips on all interstate and limited-access primary roads
    • Implement median guardrail initiative to reduce head on collisions
    • Engage local governments at all levels in project development
    • Incorporate performance measures into transportation project selection process
    • Solicit and evaluate minimum 5 PPTA proposals to address congestion needs
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percentage of Pavement Lane Miles constructed (Plan to Actual comparison)
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up

      Frequency Comment: Value reported is YTD number, updated quarterly.

      Measure Baseline Value:
      99.7
      Date:
      6/30/2008

      Measure Baseline Description: FY2008

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% of planned lane miles added

      Long-range Measure Target Value:
      100
      Date:
      6/30/2014

      Long-range Measure Target Description: 100% of planned lane miles added

      Data Source and Calculation: Pavement lane miles constructed compared to construction plan, as reported by VDOT's Scheduling and Contract Division. The measure will be calculated and reported as one value for the statewide level for all service areas. VDOT's target, tracking and results are based on statewide activity for all roadway systems. Value reported is YTD number, updated quarterly. Updates available approximately 30 days after the end of the analysis period. Due to reporting timelines, initial VA Performs values may be preliminary and may be updated once final values have been generated. Actual results may exceed the 100% target when (1) projects planned for completion in future quarters (or future years) are completed in an earlier period, or (2) the total miles of roadway added to the system by completed projects is greater than the total miles planned to be added to the system by those projects.

    • Percentage of Bridge structures constructed (Plan to Actual comparison)
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up

      Frequency Comment: Value reported is YTD number, updated quarterly.

      Measure Baseline Value:
      97.8
      Date:
      6/30/2008

      Measure Baseline Description: FY2008

      Measure Target Value:
      90
      Date:
      6/30/2012

      Measure Target Description: 90% of planned structures completed

      Long-range Measure Target Value:
      90
      Date:
      6/30/2014

      Long-range Measure Target Description: 90% of planned structures completed

      Data Source and Calculation: Bridge structures constructed compared to construction plan, as reported by VDOT's Scheduling and Contract Division. The measure will be calculated and reported as one value for the statewide level for all service areas. VDOT's target, tracking and results are based on statewide activity for all roadway systems. Value reported is YTD number, updated quarterly. Updates available approximately 30 days after the end of the analysis period Due to reporting timelines, initial VA Performs values may be preliminary and may be updated once final values have been generated. Actual results may exceed the 100% target when projects planned for completion in future quarters (or future years) are completed in an earlier period.



Service Area Strategic Plan
4/24/2014   6:57 am
Department of Transportation (501)
Biennium:
Service Area 7 of 32
Interstate Construction (501 603 03)
Description

To design and prepare plans, acquire needed land and construct roads and bridges or support transit or operational activities across the state that are not dedicated to a specific highway system. This includes statewide programs such as the Revenue Sharing and the Safety programs. Funding for the federal Congestion Mitigation and Air Quality Improvement (CMAQ) and Regional Surface Transportation programs which have yet to be distributed by the respective Metropolitan Planning Organizations are included in this service area and will be transferred when identified. It also includes non-toll-related bond-funded construction.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through the operation of toll facilities to improve the efficiency and safety of Virginia roadways.
  • Describe the Statutory Authority of this Service
    Statutory Authority: • §§33.1-1 through 33.1-223.9 of the Code of Virginia specifically provides authority to plan, designate, acquire, construct, reconstruct and improve highways within the Commonwealth of Virginia. • The Public-Private Transportation Act of 1995, as amended (§§56-556 et seq. of the Code of Virginia), enables VDOT to partner with private entities to acquire, build, improve, maintain, and/or operate transportation facilities. VDOT had signed PPTA comprehensive agreements on contracts valued at $1.2 billion from 2002 through June 2005, most of which is for highway construction projects. • Title 49 of the Code of Federal Regulations, revised as of October 1, 2006, specifically Part 1,establishes that the Federal Highway Administration is responsible for planning and improving, in cooperation with the States, the national highway system (Federal-aid primary, secondary, interstate highway systems and urban extensions thereof). • Title 23 of the Code of Federal Regulations, revised as of January 1, 2007, specifically 23 CFR 1.3, establishes that the Federal Highway Administration shall cooperate with the States, through their respective State highway departments, in the construction of Federal-aid highways.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Virginians – whether they travel by personal vehicle (e.g. auto; motorcycle; truck; recreational vehicle), business vehicle (e.g. company car; company truck), or public transportation (e.g. bus) Virginia Population 7,700,000 8,900,000

Anticipated Changes To Agency Customer Base
The population of Virginia is currently estimated to be at 7.7 million people. It is anticipated that this population will increase 15.6% over the next 10 years. This change will impact the number of licensed drivers, registered vehicles, and vehicles miles traveled.
Partners
Partner Description
[None entered]
Products and Services
  • Factors Impacting the Products and/or Services:
    Factors: • Growth in customers, traffic, and congestion. • Costs/Inflation growth • Funding: As infrastructure ages, additional funds are needed for maintenance. Rising maintenance costs will result in less funding for construction. • Reorganization: Impact of any organizational changes on staffing including inspection staff.
  • Anticipated Changes to the Products and/or Services
    Virginia is at a crossroads regarding transportation. In the short term, VDOT will continue to become a smaller, more efficient agency. It will consolidate work units and reduce redundancies throughout the department. It will eliminate staff and close offices in response to a shrinking construction program. It will cut construction projects and focus on maintaining assets, responding to emergencies, and mitigating congestion.

    Over the past year, state revenues for transportation have sharply declined. These sources include gas, auto sales, recordation and insurance premium taxes. Federal revenues have become unpredictable. As a result, total anticipated federal and state revenues have declined by $2.6 billion over six years. In response, Virginia has implemented $2 billion in net highway construction project reductions in the FY09-14 Six-Year Improvement Program (SYIP), in addition to cuts of $1.1 billion in the FY08-13 SYIP. In the FY10-15 SYIP, for the first time since the state construction allocation formula was instituted by the 1986 Special Session, no funds are available through this formula for distribution to the construction districts and localities. Another $600 million in cuts will be addressed from administrative and service level cuts from all transportation agencies. Given current funding projections, it is difficult to set a long term direction that does not involve a major departure from the past. The Department is implementing the Blueprint for the Future, which reshapes VDOT along three lines:

    • Six-Year Program: Cuts of $2 billion in net highway construction project reductions

    • Organization/Staffing: Reducing staff to a strength of 7,500

    • Services and Programs: Reducing levels of service in some areas in order to focus on activities that impact pavement and bridge condition
  • Listing of Products and/or Services
    • Design, right-of-way acquisition, and construction for dedicated and other statewide highways, interstates, primary, secondary and urban roadways, including access roads.
Finance
  • Financial Overview
    This service area is funded with federal funds through the major federal spending categories, and the Transportation Trust Fund as specified in the Code of Virginia. A limited number of federal demonstration projects are also funded here.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
    Base Budget $0 $294,492,486    $0 $294,492,486
    Change To Base $0 $8,177,337    $0 -$16,318,300
               
    Service Area Total   $0  $302,669,823     $0  $278,174,186 
Human Resources
  • Human Resources Overview
    optional
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    optional
  • Anticipated HR Changes
    optional
Service Area Objectives
 
  • Initiate, build and complete projects according to the Commonwealth Transportation Board’s six- year improvement plan.
    Objective Description
    Construct projects in accordance with the Commonwealth Transportation Board’s six- year improvement plan. Initiate, build and complete projects according to the 6 year plan.
    Alignment to Agency Goals
    • Agency Goal: Provide a safe, secure and integrated transportation system that reflects the needs throughout the Commonwealth.
    • Agency Goal: Preserve and manage the existing transportation system through technology and more efficient operations.
    • Agency Goal: Facilitate the efficient movement of people and goods, expand travel choices, and improve interconnectivity of all transportation modes.
    • Agency Goal: Improve Virginia's economic vitality, environmental quality, quality of life, and facilitate the coordination of transportation, land use and economic development planning activities.
    Objective Strategies
    • Identify, quantify, and mitigate project risks
    • React quickly to changing project needs
    • Attract and retain a highly qualified workforce. This includes professional engineers for the highway construction program
    • Consultancy / CEO Forums: Hold consultancy/ CEO forums twice each year to address and resolve issues in the planning of highway construction projects and to enhance the working relationships between VDOT and our private sector partners
    • At least 70% of projects will be advertised on-time
    • Implement Context Sensitive Solutions
    • Increase by 10% left and right side rumble strips on all interstate and limited-access primary roads
    • Implement median guardrail initiative to reduce head on collisions
    • Engage local governments at all levels in project development
    • Incorporate performance measures into transportation project selection process
    • Solicit and evaluate minimum 5 PPTA proposals to address congestion needs
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percentage of Pavement Lane Miles constructed (Plan to Actual comparison)
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up

      Frequency Comment: Value reported is YTD number, updated quarterly.

      Measure Baseline Value:
      99.7
      Date:
      6/30/2008

      Measure Baseline Description: FY2008

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% of planned lane miles added

      Long-range Measure Target Value:
      100
      Date:
      6/30/2014

      Long-range Measure Target Description: 100% of planned lane miles added

      Data Source and Calculation: Pavement lane miles constructed compared to construction plan, as reported by VDOT's Scheduling and Contract Division. The measure will be calculated and reported as one value for the statewide level for all service areas. VDOT's target, tracking and results are based on statewide activity for all roadway systems. Value reported is YTD number, updated quarterly. Updates available approximately 30 days after the end of the analysis period. Due to reporting timelines, initial VA Performs values may be preliminary and may be updated once final values have been generated. Actual results may exceed the 100% target when (1) projects planned for completion in future quarters (or future years) are completed in an earlier period, or (2) the total miles of roadway added to the system by completed projects is greater than the total miles planned to be added to the system by those projects.

    • Percentage of Bridge structures constructed (Plan to Actual comparison)
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up

      Frequency Comment: Value reported is YTD number, updated quarterly.

      Measure Baseline Value:
      97.8
      Date:
      6/30/2008

      Measure Baseline Description: FY2008

      Measure Target Value:
      90
      Date:
      6/30/2012

      Measure Target Description: 90% of planned structures completed

      Long-range Measure Target Value:
      90
      Date:
      6/30/2014

      Long-range Measure Target Description: 90% of planned structures completed

      Data Source and Calculation: Bridge structures constructed compared to construction plan, as reported by VDOT's Scheduling and Contract Division. The measure will be calculated and reported as one value for the statewide level for all service areas. VDOT's target, tracking and results are based on statewide activity for all roadway systems. Value reported is YTD number, updated quarterly. Updates available approximately 30 days after the end of the analysis period Due to reporting timelines, initial VA Performs values may be preliminary and may be updated once final values have been generated. Actual results may exceed the 100% target when projects planned for completion in future quarters (or future years) are completed in an earlier period.



Service Area Strategic Plan
4/24/2014   6:57 am
Department of Transportation (501)
Biennium:
Service Area 8 of 32
Primary Construction (501 603 04)
Description

To design and prepare plans, acquire needed land and construct roads and bridges or support transit or operational activities across the state that are not dedicated to a specific highway system. This includes statewide programs such as the Revenue Sharing and the Safety programs. Funding for the federal Congestion Mitigation and Air Quality Improvement (CMAQ) and Regional Surface Transportation programs which have yet to be distributed by the respective Metropolitan Planning Organizations are included in this service area and will be transferred when identified. It also includes non-toll-related bond-funded construction..
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to complete projects on-time and on-budget.
  • Describe the Statutory Authority of this Service
    Statutory Authority: • §§33.1-1 through 33.1-223.9 of the Code of Virginia specifically provides authority to plan, designate, acquire, construct, reconstruct and improve highways within the Commonwealth of Virginia. • The Public-Private Transportation Act of 1995, as amended (§§56-556 et seq. of the Code of Virginia), enables VDOT to partner with private entities to acquire, build, improve, maintain, and/or operate transportation facilities. VDOT had signed PPTA comprehensive agreements on contracts valued at $1.2 billion from 2002 through June 2005, most of which is for highway construction projects. • Title 49 of the Code of Federal Regulations, revised as of October 1, 2006, specifically Part 1,establishes that the Federal Highway Administration is responsible for planning and improving, in cooperation with the States, the national highway system (Federal-aid primary, secondary, interstate highway systems and urban extensions thereof). • Title 23 of the Code of Federal Regulations, revised as of January 1, 2007, specifically 23 CFR 1.3, establishes that the Federal Highway Administration shall cooperate with the States, through their respective State highway departments, in the construction of Federal-aid highways.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Virginians – whether they travel by personal vehicle (e.g. auto; motorcycle; truck; recreational vehicle), business vehicle (e.g. company car; company truck), or public transportation (e.g. bus) Virginia Population 7,700,000 8,900,000

Anticipated Changes To Agency Customer Base
The population of Virginia is currently estimated to be at 7.7 million people. It is anticipated that this population will increase 15.6% over the next 10 years. This change will impact the number of licensed drivers, registered vehicles, and vehicles miles traveled.
Partners
Partner Description
[None entered]
Products and Services
  • Factors Impacting the Products and/or Services:
    Factors: • Growth in customers, traffic, and congestion. • Costs/Inflation growth • Funding: As infrastructure ages, additional funds are needed for maintenance. Rising maintenance costs will result in less funding for construction. • Reorganization: Impact of any organizational changes on staffing including inspection staff.
  • Anticipated Changes to the Products and/or Services
    Virginia is at a crossroads regarding transportation. In the short term, VDOT will continue to become a smaller, more efficient agency. It will consolidate work units and reduce redundancies throughout the department. It will eliminate staff and close offices in response to a shrinking construction program. It will cut construction projects and focus on maintaining assets, responding to emergencies, and mitigating congestion.

    Over the past year, state revenues for transportation have sharply declined. These sources include gas, auto sales, recordation and insurance premium taxes. Federal revenues have become unpredictable. As a result, total anticipated federal and state revenues have declined by $2.6 billion over six years. In response, Virginia has implemented $2 billion in net highway construction project reductions in the FY09-14 Six-Year Improvement Program (SYIP), in addition to cuts of $1.1 billion in the FY08-13 SYIP. In the FY10-15 SYIP, for the first time since the state construction allocation formula was instituted by the 1986 Special Session, no funds are available through this formula for distribution to the construction districts and localities. Another $600 million in cuts will be addressed from administrative and service level cuts from all transportation agencies. Given current funding projections, it is difficult to set a long term direction that does not involve a major departure from the past. The Department is implementing the Blueprint for the Future, which reshapes VDOT along three lines:

    • Six-Year Program: Cuts of $2 billion in net highway construction project reductions

    • Organization/Staffing: Reducing staff to a strength of 7,500

    • Services and Programs: Reducing levels of service in some areas in order to focus on activities that impact pavement and bridge condition
  • Listing of Products and/or Services
    • Design, right-of-way acquisition, and construction for dedicated and other statewide highways, interstates, primary, secondary and urban roadways, including access roads.
Finance
  • Financial Overview
    This service area is funded with federal funds through the major federal spending categories, and the Transportation Trust Fund as specified in the Code of Virginia. A limited number of federal demonstration projects are also funded here.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
    Base Budget $0 $131,879,844    $0 $131,879,844
    Change To Base $0 $9,586,954    $0 $35,569,674
               
    Service Area Total   $0  $141,466,798     $0  $167,449,518 
Human Resources
  • Human Resources Overview
    optional
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    optional
  • Anticipated HR Changes
    optional
Service Area Objectives
 
  • Initiate, build and complete projects according to the Commonwealth Transportation Board’s six- year improvement plan.
    Objective Description
    Construct projects in accordance with the Commonwealth Transportation Board’s six- year improvement plan.
    Alignment to Agency Goals
    • Agency Goal: Provide a safe, secure and integrated transportation system that reflects the needs throughout the Commonwealth.
    • Agency Goal: Preserve and manage the existing transportation system through technology and more efficient operations.
    • Agency Goal: Facilitate the efficient movement of people and goods, expand travel choices, and improve interconnectivity of all transportation modes.
    • Agency Goal: Improve Virginia's economic vitality, environmental quality, quality of life, and facilitate the coordination of transportation, land use and economic development planning activities.
    Objective Strategies
    • Identify, quantify, and mitigate project risks
    • React quickly to changing project needs
    • Attract and retain a highly qualified workforce. This includes professional engineers for the highway construction program
    • Consultancy / CEO Forums: Hold consultancy/ CEO forums twice each year to address and resolve issues in the planning of highway construction projects and to enhance the working relationships between VDOT and our private sector partners
    • At least 70% of projects will be advertised on-time
    • Implement Context Sensitive Solutions
    • Increase by 10% left and right side rumble strips on all interstate and limited-access primary roads
    • Implement median guardrail initiative to reduce head on collisions
    • Engage local governments at all levels in project development
    • Incorporate performance measures into transportation project selection process
    • Solicit and evaluate minimum 5 PPTA proposals to address congestion needs
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percentage of Pavement Lane Miles constructed (Plan to Actual comparison)
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up

      Frequency Comment: Value reported is YTD number, updated quarterly.

      Measure Baseline Value:
      99.7
      Date:
      6/30/2008

      Measure Baseline Description: FY2008

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% of planned lane miles added.

      Long-range Measure Target Value:
      100
      Date:
      6/30/2014

      Long-range Measure Target Description: 100% of planned lane miles added.

      Data Source and Calculation: Pavement lane miles constructed compared to construction plan, as reported by VDOT's Scheduling and Contract Division. The measure will be calculated and reported as one value for the statewide level for all service areas. VDOT's target, tracking and results are based on statewide activity for all roadway systems. Value reported is YTD number, updated quarterly. Updates available approximately 30 days after the end of the analysis period. Due to reporting timelines, initial VA Performs values may be preliminary and may be updated once final values have been generated. Actual results may exceed the 100% target when (1) projects planned for completion in future quarters (or future years) are completed in an earlier period, or (2) the total miles of roadway added to the system by completed projects is greater than the total miles planned to be added to the system by those projects.

    • Percentage of Bridge structures constructed (Plan to Actual comparison)
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up

      Frequency Comment: Value reported is YTD number, updated quarterly.

      Measure Baseline Value:
      97.8
      Date:
      6/30/2008

      Measure Baseline Description: FY2008

      Measure Target Value:
      90
      Date:
      6/30/2012

      Measure Target Description: 90% of planned structures completed

      Long-range Measure Target Value:
      90
      Date:
      6/30/2014

      Long-range Measure Target Description: 90% of planned structures completed

      Data Source and Calculation: Bridge structures constructed compared to construction plan, as reported by VDOT's Scheduling and Contract Division. The measure will be calculated and reported as one value for the statewide level for all service areas. VDOT's target, tracking and results are based on statewide activity for all roadway systems. Value reported is YTD number, updated quarterly. Updates available approximately 30 days after the end of the analysis period Due to reporting timelines, initial VA Performs values may be preliminary and may be updated once final values have been generated. Actual results may exceed the 100% target when projects planned for completion in future quarters (or future years) are completed in an earlier period.



Service Area Strategic Plan
4/24/2014   6:57 am
Department of Transportation (501)
Biennium:
Service Area 9 of 32
Secondary Construction (501 603 06)
Description

To design and prepare plans, acquire needed land and construct roads and bridges or support transit or operational activities across the state that are not dedicated to a specific highway system. This includes statewide programs such as the Revenue Sharing and the Safety programs. Funding for the federal Congestion Mitigation and Air Quality Improvement (CMAQ) and Regional Surface Transportation programs which have yet to be distributed by the respective Metropolitan Planning Organizations are included in this service area and will be transferred when identified. It also includes non-toll-related bond-funded construction.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to complete projects on-time and on-budget.
  • Describe the Statutory Authority of this Service
    Statutory Authority: • §§33.1-1 through 33.1-223.9 of the Code of Virginia specifically provides authority to plan, designate, acquire, construct, reconstruct and improve highways within the Commonwealth of Virginia. • The Public-Private Transportation Act of 1995, as amended (§§56-556 et seq. of the Code of Virginia), enables VDOT to partner with private entities to acquire, build, improve, maintain, and/or operate transportation facilities. VDOT had signed PPTA comprehensive agreements on contracts valued at $1.2 billion from 2002 through June 2005, most of which is for highway construction projects. • Title 49 of the Code of Federal Regulations, revised as of October 1, 2006, specifically Part 1,establishes that the Federal Highway Administration is responsible for planning and improving, in cooperation with the States, the national highway system (Federal-aid primary, secondary, interstate highway systems and urban extensions thereof). • Title 23 of the Code of Federal Regulations, revised as of January 1, 2007, specifically 23 CFR 1.3, establishes that the Federal Highway Administration shall cooperate with the States, through their respective State highway departments, in the construction of Federal-aid highways.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Virginians – whether they travel by personal vehicle (e.g. auto; motorcycle; truck; recreational vehicle), business vehicle (e.g. company car; company truck), or public transportation (e.g. bus) Virginia Population 7,700,000 8,900,000

Anticipated Changes To Agency Customer Base
The population of Virginia is currently estimated to be at 7.7 million people. It is anticipated that this population will increase 15.6% over the next 10 years. This change will impact the number of licensed drivers, registered vehicles, and vehicles miles traveled.
Partners
Partner Description
[None entered]
Products and Services
  • Factors Impacting the Products and/or Services:
    Factors: • Growth in customers, traffic, and congestion. • Costs/Inflation growth • Funding: As infrastructure ages, additional funds are needed for maintenance. Rising maintenance costs will result in less funding for construction. • Reorganization: Impact of any organizational changes on staffing including inspection staff.
  • Anticipated Changes to the Products and/or Services
    Virginia is at a crossroads regarding transportation. In the short term, VDOT will continue to become a smaller, more efficient agency. It will consolidate work units and reduce redundancies throughout the department. It will eliminate staff and close offices in response to a shrinking construction program. It will cut construction projects and focus on maintaining assets, responding to emergencies, and mitigating congestion.

    Over the past year, state revenues for transportation have sharply declined. These sources include gas, auto sales, recordation and insurance premium taxes. Federal revenues have become unpredictable. As a result, total anticipated federal and state revenues have declined by $2.6 billion over six years. In response, Virginia has implemented $2 billion in net highway construction project reductions in the FY09-14 Six-Year Improvement Program (SYIP), in addition to cuts of $1.1 billion in the FY08-13 SYIP. In the FY10-15 SYIP, for the first time since the state construction allocation formula was instituted by the 1986 Special Session, no funds are available through this formula for distribution to the construction districts and localities. Another $600 million in cuts will be addressed from administrative and service level cuts from all transportation agencies. Given current funding projections, it is difficult to set a long term direction that does not involve a major departure from the past. The Department is implementing the Blueprint for the Future, which reshapes VDOT along three lines:

    • Six-Year Program: Cuts of $2 billion in net highway construction project reductions

    • Organization/Staffing: Reducing staff to a strength of 7,500

    • Services and Programs: Reducing levels of service in some areas in order to focus on activities that impact pavement and bridge condition
  • Listing of Products and/or Services
    • Design, right-of-way acquisition, and construction for dedicated and other statewide highways, interstates, primary, secondary and urban roadways, including access roads.
Finance
  • Financial Overview
    This service area is funded with federal funds through the six major program areas, a limited number of federal demonstration projects and the Transportation Trust Fund as specified in the Code of Virginia.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
    Base Budget $0 $91,067,478    $0 $91,067,478
    Change To Base $0 -$33,246,124    $0 -$48,981,724
               
    Service Area Total   $0  $57,821,354     $0  $42,085,754 
Human Resources
  • Human Resources Overview
    optional
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    optional
  • Anticipated HR Changes
    optional
Service Area Objectives
 
  • Initiate, build and complete projects according to the Commonwealth Transportation Board’s six- year improvement plan.
    Objective Description
    Construct projects in accordance with the Commonwealth Transportation Board’s six- year improvement plan.
    Alignment to Agency Goals
    • Agency Goal: Provide a safe, secure and integrated transportation system that reflects the needs throughout the Commonwealth.
    • Agency Goal: Preserve and manage the existing transportation system through technology and more efficient operations.
    • Agency Goal: Facilitate the efficient movement of people and goods, expand travel choices, and improve interconnectivity of all transportation modes.
    • Agency Goal: Improve Virginia's economic vitality, environmental quality, quality of life, and facilitate the coordination of transportation, land use and economic development planning activities.
    Objective Strategies
    • Identify, quantify, and mitigate project risks
    • React quickly to changing project needs
    • Attract and retain a highly qualified workforce. This includes professional engineers for the highway construction program
    • Consultancy / CEO Forums: Hold consultancy/ CEO forums twice each year