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VISION & MISSION STATEMENT: The Vermont Agency of Transportation’s vision is a safe, efficient and fully integrated transportation system that promotes Vermont’s quality of life and economic wellbeing. VTrans’ mission is to provide for the movement of people and commerce in a safe, reliable, cost-effective and environmentally responsible manner. GOALS: SAFETY: Make safety a critical component in the development, implementation and maintenance of the transportation system. • Objectives: 1. Reduce employee first reports of accidents and injury from 208 to 175 by 2010. Strategy – Develop a training program on safety and proper working conditions by Jan. 1, 2009, and train VTrans staff and other parties working on Agency projects Strategy – Implement a policy and practice in 2009 that improves unsafe conditions and works to remedy any situations that could result in staff injury. Adopt VPP principles similar to District 7 statewide. Strategy – Establish physical fitness standards for sworn commercial vehicle inspectors by July 2008 to reduce by 10 percent the filing of first report of injury forms by this group of employees. 2. Reduce the number of annual major highway crashes to 350 or fewer by 2010, and achieve a rate of fatalities occurring in vehicle crashes to a five-year average below 1.0 per 100 million vehicle miles traveled. Strategy – Develop comprehensive databases that can be used to assess areas of safety concern. Data will include road width, curve, grade, sight distance, intersecting roads, speed limits, limited access, and other inventory information. Strategy – Engage regional planning commissions and the Chittenden County Metropolitan Planning Organization to develop a data collection procedure by September 30, 2008 to be used for identifying high-risk sites or locations for implementing the High Risk Rural Roads program. Strategy – Conduct a minimum of one Roadway Safety Audit Review annually in each Regional Planning Commission region. Strategy – Implement applicable elements from the 35 strategies outlined in the Strategic Highway Safety Plan. Strategy – Increase by 7 percent the number of students participating in the Vermont Rider Education Program. Strategy – Increase the quality control of licensed inspection stations by increasing to 10 the minimum monthly number of inspections conducted by each field inspector. 3. Enhance the safety and security of the state’s airports, highways, rail system and public transit services. Strategy – Make maps and orthophotography accessible to staff with specific content to assist in the mitigation of any safety or security concerns by December 2009. Strategy – Work with regional planning commissions, local municipalities, and system owners/operators to develop an inventory of all transportation assets and then prioritize the safety and security needs associated with each facility or piece of transportation infrastructure. Strategy – The Commercial Vehicle Border Enforcement Team will conduct cross-border safety inspections at international border crossings (or within a 100-mile nexus of the international border) resulting in the following number of annual Motor Carrier Safety Assistance Program inspections: 2,000 – Level 1 inspections, 3,000 - Level 2 inspections and 3,000 – Level 3 inspections. EXCELLENCE: Cultivate and continually pursue excellence in financial stewardship, performance accountability, and customer service. • Objectives: 1. Deliver projects and services on time and on budget by: a) Increase the five-year average number of construction projects that are completed within the original contract completion date to more than 85 percent by 2010. Strategy – Generate a schedule for all projects that reach construction that address both the project’s contracting and construction phases and use the schedule when developing contract documents and establishing a completion date. All schedules must recognize not only the time involved to build the project, but also the time needed to acquire materials and sequence the project for timely completion. b) Increase the five-year average number of construction projects completed within 105 percent of the original contract amount for construction to 75 percent by 2010. Strategy – Develop performance measures and reports, utilizing data from SiteManager and STARS, on contract completion data and contract cost. Strategy – Document the scope of design changes that take place at the time of Construction so designers are better equipped to address trends developing in the field and incorporate them into future designs. Strategy – Implement a new progress schedule specification for construction contracts that requires contractors to create a logic-based critical path construction schedule that recognizes labor and material resources. If a contractor falls behind schedule, the specification would require the development of a recovery schedule with revised resource allocation to bring the project to completion on time. Strategy – Include price adjustment for fuel and asphalt, as well as incentives for QC/QA work or early completions, in initially budgets to ensure they are accurate reflections of anticipated projects cost. 2. Improve the Agency’s cash flow and utilization of funds through timely authorizations, billings and payments. Strategy – Match all federal funds, assure that no funds lapse, meet or exceed FHWA criteria for the amount of unexpended balances, and increase the percentage of accounts receivable collected over the prior year. Strategy – Migrate the Agency from the Stars to the Vision accounting system by 2012, and work with the Office of State Finance to assure that reasonable schedules are established and met. Strategy – In cooperation with Federal grantor agencies, evaluate alternate billing processes and determine cash flow impacts. 3. Design a comprehensive workforce development plan for implementation during 2009. Strategy – Coordinate with the University of Vermont, Vermont Technical College, New Hampshire Department of Transportation, Maine Department of Transportation and the Federal Highway Administration to acquire funding and develop a work force development curriculum that can be used by Vermont, Maine and New Hampshire. 4. Continue to improve the service level the Agency provides its customers. Strategy – Increase the number and types of maps and other products available through the Internet. Strategy – Implement and annually report on needs assessment surveys and other feedback mechanisms. Strategy – No less than once per year, evaluate regional planning commissions and the Chittenden County Metropolitan Planning Organization with respect to their efficiency and effectiveness in transportation planning as well as their adherence to the terms and conditions of planning agreements with VTrans. Strategy – Implement the VTDrives project which modernizes all of DMV’s computer systems/databases by January 2009. Strategy – Implement the Enhanced Drivers License (EDL) program in response to the Western Hemisphere Travel Initiative by January 2009. Strategy – Reduce wait times at DMV locations to ensure that 90 percent of all customers have wait times less than 30 minutes. Strategy – Increase by 15 percent the number of transactions processed via electronic means (Internet, kiosk, and IVR) PLANNING: Optimize the future movement of people and goods through corridor management, environmental stewardship, balanced modal alternatives, and sustainable financing. • Objectives: 1. Inventory and assess by 2010 the condition of all transportation assets. Strategy – By 2009, use GPS and GIS to identify VTrans’ asset locations on the highway. Incorporate asset condition into an asset database so they can be compared and displayed with other assets. Strategy – By 2010, improve asset deterioration models that relate future condition to expenditures by analyzing past history. Strategy – By 2009, develop timelines, frequency of updates, extraction methods, and the effort required to inventory and assess all transportation assets. 2. For assets that are inventoried, align asset management target performance levels with the necessary financial resources described in the four-year Statewide Transportation Improvement Plan and develop by 2008 a five-year capital program. Strategy –Develop performance measures that reflect the changing condition of the state transportation system components, and use the measures to influence budget allocations. Strategy – Annually review and report on the Agency’s attainment of strategic performance measures and compare to the targets. Implement operational measures as defined in the modal policy plans. 3. Plan, design, construct and maintain all projects in compliance with federal and state environmental laws, adhere to the Agency’s environmental stewardship policy, and collaborate with other Vermont agencies and entities to develop effective and efficient ways to protect or enhance the environment. Strategy – Continue the ongoing implementation of the environmental stewardship policy including assessing the success of work underway, and identifying and implementing new initiatives. Strategy – Anticipate future environmental regulatory challenges related to air quality, water quality and climate change to avoid project delays related to regulatory and compliance issues. Strategy – Preserve Vermont’s air quality and Clean Air Act Attainment Status to remain one of the few states that has achieved compliance with the national Clean Air Attainment Act. PRESERVATION: Protect the state’s investment in its transportation system. • Objectives: 1. Maintain the state transportation system to the highest practicable physical condition. Strategy – Develop performance measures for both the preservation and maintenance of all elements of the state transportation system by July 1, 2009 Strategy – Annually increase funding for preservation and maintenance activities by 10 percent annually over the next five years. Strategy – Reduce the number of overweight vehicles on the highway infrastructure. Strategy – Annually develop and implement a minimum of two Agency policies that standardize, guide and maximize efficiency of maintenance activities. 2. Annually develop a strategy that preserves the safety of and the mobility within all transportation modes. Strategy – Identify guidelines for time critical maintenance activities by July 1, 2009. Strategy – Annually develop one comprehensive corridor management plan for a high risk segment of primary system corridor. Strategy – Integrate the Strategic Highway Safety Plan into Agency policies and standard operating procedures. 3. Increase utilization of alternative transportation modes such as aviation, rail, public transit and bike/ped. Strategy – By the end of FY2009, initiate enhanced outreach and education efforts to raise awareness of various modes of transportation available to residents and visitors. Strategy – Implement initiatives to resolve gaps in mode connectivity by providing passengers with seamless transportation opportunities by July 1, 2010. Strategy – Achieve the goals outlined in the Agency’s modal plans for aviation, rail and public transit. |
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The Vermont Agency of Transportation’s vision is a safe, efficient and fully integrated transportation system that promotes Vermont’s quality of life and economic wellbeing. VTrans’ mission is to provide for the movement of people and commerce in a safe, reliable, cost-effective and environmentally responsible manner. GOALS: SAFETY: Make safety a critical component in the development, implementation and maintenance of the transportation system.
EXCELLENCE: Cultivate and continually pursue excellence in financial stewardship, performance accountability, and customer service.
PLANNING: Optimize the future movement of people and goods through corridor management, environmental stewardship, balanced modal alternatives, and sustainable financing.
PRESERVATION: Protect the state’s investment in its transportation system.
The Agency is currently developing Strategies that will help achieve these Objectives. |