2. Establish an Office of Capital Program and Performance Measurement. 3. Retain planners and capital program planning in modal offices

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1 Excerpts from Strengthening Investment Management and Strategic, Multimodal and Intermodal Planning at Mn/DOT: Modal Planning and Program Management Division Restructuring Recommendations (February 2010) BACKGROUND Within MPPM, modal offices exist to provide oversight in the areas of Transit (which also oversees intercity bus, bicycle travel, pedestrian accommodations and telework), Aeronautics, Freight and Commercial Vehicle Operations (including rail, ports and motor carriers), Passenger Rail, and Personal Rapid Transit. The modal offices have traditionally been responsible for the development of their plans and programs (e.g., the Greater Minnesota Transit Plan). Under the current MPPM organizational structure, the investment management responsibilities held by OIM have included the development, communication, implementation and oversight of Mn/DOT s statewide multimodal transportation plan. The current Mn/DOT performance based planning and programming decision making process also gives OIM the coordination role for the statewide transportation planning process. OIM has been responsible for integrating and coordinating multimodal needs through the development of the state transportation plan. However, the organizational placement of the statewide transportation planning responsibilities contributes to an internal and external perception that planning at Mn/DOT is highway centric and investment program focused rather than multimodal and strategic. Division restructuring discussions raised many questions regarding the proper placement, interaction, and alignment of Mn/DOT s numerous transportation planning and investment management functions. Transportation trends and the direction of national transportation program reform emphasize the importance of transportation planning, and require Mn/DOT to continue to plan and implement multimodal solutions. Performance based planning and decision making have a vital impact on program delivery; therefore, there is a need to continue the strong linkage of planning to investment management and modal program implementation. RECOMMENDATIONS As a result of the restructuring study, the team is recommending that a series of steps be taken to expand, strengthen and elevate the status of multi modal planning in Mn/DOT and ensure that longer term, strategic opportunities and issues are considered in department decisions, processes, programs and investments. Recommendations for immediate actions are to: 1. Establish a new Office of Statewide Multimodal Planning 2. Establish an Office of Capital Program and Performance Measurement 3. Retain planners and capital program planning in modal offices 4. Identify opportunities to strengthen modal office transportation planning expertise 5. Support strong and expanded multi modal district transportation planning roles, functions and responsibilities Over the next one to six months, the restructuring team recommends that Mn/DOT senior managers: 1. Clarify the roles and responsibilities of district planners, modal planners, and statewide planners, and define how each group supports the overall development of the statewide, visionary long range plan 2. Identify and implement processes and structural changes that will ensure collaboration, coordination and integration of planning across modal and district functions and offices

2 3. Determine how products and services of the Office of Transportation Data and Analysis can evolve to more fully support strategic multimodal planning 4. Determine financial and staff resources needed to support the new office structures VISION Transportation Planning in MN/DOT will be multimodal, customer based, future focused and performance oriented. Planning will be accomplished by establishing a clear vision for the future transportation systems and by creating an integrated structure of plans, processes, and people that results in balanced decisions that provide the highest quality, dependable multimodal transportation system. To accomplish this planning vision, Mn/DOT will: Be structured to ensure multimodal planning Use planning to influence investment decisions Coordinate and integrate modal office plans Expand district modal planning roles and responsibilities To accomplish the investment management vision, Mn/DOT will: Collaborate with partners and customers Provide analytic tools, processes and performance information to support transportation investment decision process Provide clear, understandable information on program financing and system performance Lead Mn/DOT past modal boundaries Maximize resources to address priority investments and maintain fiscal integrity

3 Flagship Initiatives and Status Reports Initiatives are programs, projects, plans and other activities that enhance our business and help achieve our vision for a safe, efficient and sustainable transportation system. There are many important initiatives underway throughout Mn/DOT. This plan identifies which of those are at this point in time highest priorities for the department. These flagship initiatives are closely tied to the vision and five strategic directions. They are transformational and cut across the department. It is also important to note that they will change over time as they are completed and as we face new challenges and opportunities. The flagship initiatives will be reviewed by the Stewardship Council on a regular basis to ensure progress toward the safety, mobility, innovation, leadership and transparency outcomes that we hope to achieve. Using the Plan and Initiatives Following is a list of the current flagship initiatives and corresponding links to status reports for each of them. Safety Toward Zero Deaths Mobility ADA Implementation Innovation Context Sensitive Solutions (CSS) Innovative Finance Sustainability Initiative Leadership Major Projects Management Modal Integration Business Information Plan Workplace of Choice Transparency Transportation Strategic Management & Operations Advisory Task Force Workforce and DBE Collaborative Technical Communication Initiative The initiatives identified in this plan will change over time as they are completed and as new priorities are identified. In addition to these flagship initiatives, there are a number of other initiatives underway within the divisions. Other Initiatives

4 Safety Develop a safe, reliable and modern transportation system Transportation-related fatalities and injuries are reduced The transportation system is reliable and efficient Use new and improved technology and safety measures Continually monitor the condition of existing infrastructure The flagship initiative we are currently undertaking in this area is: Toward Zero Deaths (TZD): Regional Strategic Highway Safety Plans are being developed. Safety enhancements are being made on 2-to-4 lane highways throughout state. Cable median barrier continues to be installed at priority locations. Local safety project solicitation will continue. HEAT effort will continue through Apr Mobility Improve access and enhance the movement of people and freight Congestion and commute times are reduced The quality of life and economic well-being of all Minnesotans and our nation is improved Mobility and accessibility improve throughout the state Promote mass transit and utilize all modes to improve mobility and accessibility Maximize operational efficiency of Interregional Corridors The flagship initiative we are currently undertaking in this area is: Implementation of Americans with Disabilities Act (ADA): Complete the ADA Transition Plan. Update Road Design Manual, chapter 11-3 for pedestrian facility designs. Develop new tech memo to formally adopt PROWAG and revise other related existing tech memos. Complete 2009

5 ADA site improvements using $4.5M in ARRA and SRC funding. Additional implementation will continue on in future. Innovation Promote a culture of innovation in the organization Mn/DOT delivers 21st century transportation solutions The diverse needs of all individuals and communities are accommodated There is a balance between addressing preservation needs and congestion issues Foster innovation and collaborative partnerships within the transportation community Develop ground-breaking, multi-modal transportation practices Encourage research Build capacity to develop, implement, and sustain solutions that balance preservation needs and address congestion issues The flagship initiatives we are currently undertaking in this area are: Context Sensitive Solutions (CSS): Integrate CSS within Mn/DOT as a business model to improve processes and to balance competing objectives while enabling Mn/DOT to achieve more than 20 measurable benefits that can be correlated with CSS. Innovative Finance: The IF Program will further the department's desire to continuously improve transportation funding and financing options and fully utilize a wide array of alternative financing approaches in its annual investment program in an accountable, transparent and fiscally responsible manner. Sustainability Initiative: Generated by the E-Magination Jam, this initiative will explore "green" action steps that MnDOT can take to enable resource efficiencies and steward workplace shifts. The scope of this initiative will be further developed in follow up to the E-Magination Jam.

6 Leadership Become the transportation leader and employer of choice for Minnesota s diverse population Mn/DOT is viewed as a leader for transportation in Minnesota Mn/DOT is employer of choice Mn/DOT delivers value to the public Mobilize in-house talent, public input, and external partnerships Value service, excellence, and diversity Provide development and advancement opportunities for all Empower all employees to be leaders and ambassadors for Mn/DOT The flagship initiatives we are currently undertaking in this area are: Major Projects Management: Monitor progress on major construction projects with the greatest risk of exposure - positive or negative. Initial projects include 169/494, I-94 Managed Lanes, St. Croix Bridge and Duluth I-35 Modal Integration: Revise organizational structure and planning, funding, and/or programming processes to transition department to fully multimodal organization. Business Information Plan: The Business Information Council (BIC) will develop and implement a data business plan for Mn/DOT. This plan will outline processes for identifying and prioritizing data and information gaps and needs, identify data management principles, and implement data governance at Mn/DOT. Implementing a data business plan will lead to prioritized decisions relating to data. The Data Governance and GIS work teams take their charges from the BIC. Workplace of Choice: Generated by the E-Magination Jam, this initiative will promote employee well-being, development and success by taking constructive input to responsive action. The scope of this initiative will be further developed in follow up to the E-Magination Jam.

7 Transparency Build public trust in Mn/DOT Decisions at all levels are consistent with Mn/DOT s strategic vision, long range transportation plan, strategic plan, and investment objectives The public trusts Mn/DOT Develop a simple yet comprehensive tool for measuring performance across functions that is efficient, accurate, cost-effective and will be made available to the public Build relationships within local communities Encourage public involvement in developing transportation solutions Effectively tie the strategic vision to Mn/DOT s long range transportation plan, strategic plan and investment objectives The flagship initiatives we are currently undertaking in this area are: Transportation Strategic Management and Operations Advisory Task Force Recommendations: Three recommendations were made by the Task Force in their January 2009 report: Validate Statewide Interests in Mn/DOT's Regional Structure and Allocation Process, Develop a Continuous Improvement Process, and Establish and Use Best Practices for Business Operations. In response, a peer review of Mn/DOT's regional structure and allocation process will be conducted and a summary of other activities undertaken in relation to the given recommendations will be prepared. Workforce and DBE Collaborative: Collaborative group with the will to create, develop and retain diverse representation of the workforce and business demographics in Minnesota's transportation industry. Their mission is to have the workforce within the Minnesota transportation industry reflect the demographics of the State of Minnesota. The group is committed to delivering transformational and sustainable change to Minnesota's external Civil Rights program that will benefit all stakeholders, including the public. Tech Connections: Generated by the E-Magination Jam, this initiative will progress transparency by reaching agency customers through computer-based, collaborative technologies, tools and strategies. The scope of this initiative will be further developed in follow up to the E-Magination Jam. Updated: 12/14/2009