2007 BIENNIUM GOALS AND OBJECTIVES

GENERAL OPERATIONS

Director's Office
  • Promote long-term fiscal stability within the department
    • Provide for a positive Working Capitol Balance
      • $1 million in the Highway State Special Revenue fund through FY 2007.
  • Maximize utilization of Federal Highway Funds
    • Ensure that all available Federal Funds are obligated
      • Zero lapse
  • Incorporate natural resources issues into the planning process
    • Deliver an environmentally responsible highway construction program.
      • Zero environmental permit violations
  • Maximize external customer satisfaction
    • Maintain a ride index on the Interstate, NHS, and STPP at current levels or better.
  • Provide total commitment to continuous process improvement
    • Implement the department's business plan
    • Promote department operations in a streamlined, efficient manner.

Internal Audit Unit
  • Conduct 180 audits, reviews and special projects annually in the areas of Construction, Internal Operations, Motor Fuel Tax, Consultant Contracts and Utility Operations.
    • Promote legal compliance and efficient use of resources in MDT.
    • Provide accurate and reliable management information.
    • Protect the assets of MDT.
    • Investigate internal issues as required.
    • Deter and eliminate illegal activity.
    • Recommend solutions and provide guidance on effective and efficient operations.
    • Coordinate audit activity for MDT
  • Ensure that MDT is collecting the proper amount of revenue,
    • Review and audit contracts and projects for fair and equitable cost and payment.
    • Recover a minimum of one million annually through the audit of contracts, fees, internal accounts and refunds.
    • Provide customer service and instruction when errors in receipts, payments or refunds are discovered.

Human Resources Division
  • Provide quality, nondiscriminatory human resource and compliance management services and provide products and services that promote a safe working environment and a competent, diverse, and productive workforce, and that comply with state and federal rules and regulations.
    • Improve cycle time for human resource processes.
      • Establish behavioral competencies and levels for 50% of MDTpositions and incorporate into HR recruitmentand selection, performance management, and career planning processes using the SABHRS Human Resources System.
      • 95% of pay recommendations made by HR are in compliance with MDT 020 pay plan rules.
      • Develop and maintain at least two electronic applications that will improve HR process cycle time and customer service.
    • Address department turnover issues.
      • Implement Career and Succession Planning for critical department positions
    • Ensure training effectiveness.
      • Deliver planned training curricula.
      • Identify behavioral competencies for 100% of the mandatory and critical training courses.
  • Contribute to cost-effectiveness through improvements of human resource processes.
    • Reduce the number of grievances and complaints.
      • Provide dispute resolution training for first line supervisors and assess impact on number of grievances carried to step two.
      • Reduce Civil Rights and related complaints by designing Civil Rights training to meet specific needs and purposes in a minimum of two districts/divisions.
    • Manage the risk of accidents/injuries involving MDT employees.
      • Encourage the development of a true safety culture within the MDT organization through the implementation of a hazard identification/abatement and behavioral modification approach to accident prevention.
    • Control costs associated with MDT employee accidents and injuries.
      • Maintain participation in safety programs resulting in discounts in, or rebates from, Workers' Compensation premiums.
      • Conduct an early return to work pilot program to encourage injured workers to get back in the workforce as soon as possible.

Information Services Division
  • Manage information technology as an investment
    • Analyze existing systems and processes to establish a baseline for maturity
    • Identify declining and obsolete systems and processes for scheduled replacement
    • Continually maintain and improve MDT's IT infrastructure
    • Implement Service Level Agreements (SLA's) for all critical MDT systems
    • Establish and implement an annual IT planning effort to identify agency IT requirements
    • Identify opportunities for improving network connectivity for MDT's remote facilities located throughout the state
    • Implement a workforce development strategy to develop and maintain the necessary knowledge, skills, and abilities of MDT's IT workforce
  • Approach information technology as a strategic partnership with all internal and external customers
    • Develop and implement a project management office to oversee all significant IT projects throughout the agency
    • Continually communicate information concerning IT plans, projects, and achievements to all internal and external customers
    • For each IT project, fully document all business processes and requirements
  • Evaluate and consolidate IT resources to maximize the use of computing resources, reduce cost, and utilize IT staff efficiently
    • Establish processes and procedures to capture data only once in order to reduce cost, avoid duplication, and to minimize errors
    • Establish and use common data and databases to the fullest extent possible
    • Establish a data administrator function responsible for establishing and enforcing data policy, data sharing, data standardization, and data quality
  • Achieve better integration of financial planning, transactional recording, reporting, and monitoring with resource planning and utilization.
    • Define the business processes that integrate project resource planning with financial planning
    • Establish a common coding structure
    • Develop and execute a subsystem migration plan
    • Develop functional and system requirements to perform Federal Aid Accounting
    • Scope and define requirements for SAHBRS Projects Module to meet MDT business needs in all areas of Integrated Financials.

Administration Division
  • Achieve better integration of financial planning, transactional recording, reporting, and monitoring with resource planning and utilization
    • Continue implementation of the department's Integrated Financial plan by accomplishing the following by FYE 07:
      • Implement common coding
      • Define a business process for planning the use of federal obligation and monitor that plan
  • Increase external customer satisfaction
    • Increase electronic filing of licensed distributors to 75% by FYE 2007
  • Maintain a stable and well-trained workforce
    • Develop and implement a career training structure within budgetary constraints by FYE 2007
  • Maximize utilization of Federal Highway Funds
    • Ensure that all available Federal Funds are obligated
      • Zero lapse

CONSTRUCTION PROGRAM

 Engineering Division
  • To survey, design, acquire the right-of-way, and construct safe, cost effective highway improvement projects in order to develop and maintain a cost effective, efficient, and safe transportation system.
    • Develop plans for and let 85% of planned fiscal year projects
    • Maintain statewide average construction engineering costs under 8.5% of total contract costs
    • Maintain statewide final costs under 10% above award amount.
    • Maintain or increase the percentage of projects finalized within 120 days of certificate of completion.

MAINTENANCE PROGRAM
  • Maintain safe winter driving conditions through snow removal and application of abrasive materials and anti-icing chemicals to reduce roadway hazards and slippery surface conditions.
  • Continue to research new equipment, materials, and processes to improve winter driving conditions of roadways.
  • A biennial customer survey will be taken to determine the Maintenance Program's effectiveness.
  • Maintain or improve existing customer satisfaction index.
  • Perform pavement preservation activities to improve the system index.
  • Improve customer satisfaction levels for Rest Area maintenance.
  • Increase public and internal utilization of the Maintenance Program's electronic information systems.
  • Provide visible, legible and understandable signs and pavement markings.
  • Maintain minimum retro-reflectivity on state roads.

STATE MOTOR POOL
  • Provide cost efficient and reliable vehicles on a daily and extended use basis to state employees conducting official business.
    • Maintain or reduce variance between actual and projected needs as identified in the annual fleet analysis.
    • Ensure 90% of the fleet is meeting the Level II preventive maintenance schedule.
    • Ensure safety inspections are performed on 50% of the fleet each year.
  • Enhance customer satisfaction.
    • Maintain or enhance the customer satisfaction index through a biennial survey and comparison to established baseline.

EQUIPMENT PROGRAM
  • Provide safe and reliable vehicles and equipment to meet the needs of the department's users in a cost-effective manner.
    • Maintain or reduce variance between actual and projected needs as identified in the annual fleet analysis.
    • Ensure 90% of the fleet is meeting the Level II preventive maintenance schedule.
    • Ensure safety inspections are performed on 95% of the fleet each year.

MOTOR CARRIER SERVICES
  • Protect Montana's and the federal government's investment in Montana's highway system and assure the safety of the traveling public through customer service oriented regulation of the commercial motor carrier industry and enforcement of state and federal commercial motor carrier laws and regulations.
  • Establish 24 hour per day/seven day per week availability of services to the commercial motor carrier industry through the Internet
  • Maintain or enhance commercial motor carrier size and weight compliance through the annual development of the Federal Size and Weight Enforcement Plan. Annually submit the Federal Certification of Accomplishment Report.
  • Reduce the number of Montana-based commercial vehicles that have not received an annual Level 1 Safety Inspection.

AERONAUTICS PROGRAM
  • Increase airline and general aviation activity and advance further growth of Montana aviation organizations.
    • Increase the number of pilot registrations.
  • Provide for the protection of the flying public and the promotion of flight safety and accident prevention programs and other state aviation interests.
    • Coordinate safety programs for pilots and other aviation industry interests.
  • Continue to expand and improve the statewide air search and rescue program.
    • Build relationships with statewide and federal partners that have the charge of search and rescue, emergency services and homeland security.
  • Continue to provide aviation education and a resource aviation education center for Montana teachers and students.
    • Conduct aviation educator program, career awareness programs and make available a library of resources.
  • Provide airport development programs to assist airport sponsors to plan, construct, and maintain Montana's public use airports.
    • Results of the bi-annual customer satisfaction survey.
  • Provide safe, modern, well-maintained state-owned and operated airports including the Yellowstone commercial service airport.
    • Results of the bi-annual customer satisfaction survey.

TRANSPORTATION PLANNING PROGRAM
  • Develop and implement a long-range multi-modal construction program that addresses Montana's most important statewide transportation needs, is consistent with statewide long-range transportation plan and management system output, and maximizes the use of federal funds.
    • Ensure 90% of the projects programmed are consistent with the funding plan developed through the Performance Programming Process.
  • Initiate implementation of a federally mandated, statewide multi-modal transportation plan and annually review and report on the performance of Montana's transportation system.
    • Ensure progress or completion will be made on 90% of the high priority goals and objectives identified in the department's long range multi-modal transportation plan.
    • Report progress on the plan to the public and stakeholder groups on an annual basis.
  • Utilize the Performance Programming Process to improve planning and programming decisions.
    • Ensure more than 70% of available federal and state resources will be prioritized into a funding plan based on system goals defined by the Performance Programming Process.