United States Department of Transportation - Federal Highway Administration FHWA HomeFeedback
New Jersey Division 840 Bear Tavern Road, Suite 310
West Trenton, New Jersey   08628
Phone (609) 637-4200   Fax (609) 538-4913

FY 2009 Strategic Implementation Plan
Final
September 30, 2008

New Jersey Division Office

New Jersey Division Office

Table of Contents

OVERVIEW

CHAPTER 1
Facts, System Trends and Projections

CHAPTER 2
Strategic Implementation Plan Goals

APPENDICES
1-A: DFS Executive Performance
Appraisal Record

Overview

The Federal Highway Administration (FHWA) New Jersey Division Office fiscal year (FY) 2009 Strategic Implementation Plan outlines the Division Office near term strategy to achieve the multi-year goals and objectives in the FHWA and U.S. Department of Transportation (USDOT) strategic plans, as well as the goals and objectives developed in collaboration with our customers/partners at the local level.

The Federal Highway Administration (FHWA) was established in 1967 as one of the operating administrations within the United States Department of Transportation. The agency has been in existence since 1893. Prior to 1967, the agency was known by other names such as the Office of Road Inquiry and the Bureau of Public Roads. Through the years, our name has changed, but our dedication to providing world-class transportation in America has remained the same.

The organizational structure of FHWA consists of the Washington Headquarters, the Resource Center, 52 Division offices and the Federal Lands Highway offices. Approximately one half of FHWA's employees are located in Washington, D.C., where legislation and regulations are developed. The Resource Center provides technical expertise and serves the technical needs of the Division offices. The center acts as an internal consultant to the Divisions on technical issues. The Division offices are located in the 50 States, plus the District of Columbia and Puerto Rico. These offices work closely with their respective State Transportation Agency to implement the Federal-aid program. The Federal Lands Highway offices handle road construction projects on Federal and publicly owned lands such as National Parks. There are three Federal Lands Highway offices and numerous project offices across the nation.

Under the Federal-aid highway program, FHWA does not decide which roads and bridges will be improved or who will do the work. Instead, the Federal-aid highway program is a federally assisted, State-administered partnership. The State Transportation Agencies, working with local officials and acting through metropolitan and statewide planning processes, determine where the Federal funds should be spent. FHWA provides technical assistance and approvals at key phases of the project, including compliance with related laws such as the National Environmental Policy Act.

Strategic Direction:

The FHWA Vision is "Our Agency and Our Transportation System Are the Best in the World."

The FHWA Mission is "Improve Mobility on our Nation's Highways through National Leadership, Innovation, and Program Delivery."

Role of the FHWA:

Leaders for National Mobility

The role of FHWA is to carry out our mission by providing leadership, expertise, resources, and information in cooperation with our multi-modal transportation partners at all governmental levels. Our success depends upon each FHWA employee's ability to provide leadership in his or her daily activities, program responsibilities, and personal contacts.

Stewards for National Highway Programs

The strategic implementation plan provides the necessary strategic focus and direction in the delivery of financial and technical assistance to our partners and stakeholders responsible for planning, constructing, improving, preserving, and operating America's highway system. Every unit in the FHWA contributes to the strategic implementation plan through the delivery of the Federal-aid highway program (FAHP). Accomplishment of the national strategies and objectives can only be achieved through an efficient and effective program delivery system. It is through this system that the FHWA provides national leadership, ensures the resources entrusted to the Agency are used in the public interest, protects the fiscal and technological integrity of the program, and maintains the public trust.

Innovators for a Better Future

To meet the challenges ahead, transportation managers will need the benefits of technology and innovation that only a carefully considered, well-developed, and clearly communicated Research and Technology (R&T) program can provide. The FHWA meets these challenges by realizing its full potential as a leader in the transportation research and technology field.

Strategic Goals:

The new strategic plan framework consists of four goals:

National Leadership - FHWA leads in developing and advocating solutions to national transportation needs.

Program Delivery - Federal Highway Programs are effectively and consistently delivered through successful partnerships, value-added stewardship, and risk-based oversight.

System Performance - The Nation's highway system provides safe, reliable, effective, and sustainable mobility for all users.

Corporate Capacity - Organizational resources are optimally deployed to meet today and tomorrow's missions.

Key Business Processes

The FHWA has identified the following core business processes in the Division offices:

Most of the national strategies and activities identified in the strategic implementation plan require the execution of the key business processes. Our partners and customers rely on the NJ Division Office to provide front-line program delivery and technical assistance, including but not limited to, planning and environmental support, design, construction, asset management, civil rights, engineering services, technology transfer, research, and technical expertise. In addition, we assist our partner agencies in understanding and complying with the laws and requirements that are a prerequisite to using FAHP funds.

Why Does the New Jersey Division Office Exist?

The New Jersey Division office contributes to the national goals by focusing on the following products and services:

Customer Service

Quality

Measurable Results

New Jersey (NJ) Risk Assessment Process

Nationally, Federal Highway Administration implemented a quantitative Risk Assessment Process to identify the top risks within a given state. A Risk Assessment quantifies the affects of a future event that is either detrimental or beneficial to a program. Identifying risks helps to better align our resources with top concerns in New Jersey. The Division office continues to seek input from our partners at the New Jersey Department of Transportation (NJDOT) in the Risk Assessment Process. Any program reviews, process reviews/product evaluations, program evaluation techniques, and continuous process improvement initiatives developed through the Risk Assessment Process are then documented as activities in teams' work plans or individual performance objectives.

Prioritized Program Delivery IMPROVEMENT Tool (PDIT) Core Elements

CORE ELEMENTS
1. Locally Administered Project (Finance) 16. Managing Traffic Under Normal Traffic Conditions 31. Project Authorization/Mods 46. EEO Contractor Compliance
2. Highway Safety Improvement Program 17. Emergency Preparedness 32. DBE 47. Geotechnical Engineer
3. Pavement Smoothness 18. Fiscal Constraint 33. STIP/TIP Development 48. Material Quality
4. Programming and Financing 19. Bridge Load Rating & Posting 34. Context Sensitive Solutions 49. Material Quality Assurance
5. Management Systems and Systematic Process 20. Research 35. Program Management 50. Managing Traffic Under Unusual Traffic Conditions
6. Locally Administered Project (Construction) 21. Environmental Stewardship 36. Air Quality Transportation Conformity 51. Crash Data Collection and Analysis
7. PS&E 22. Highway Beautification 37. Traveler Information System 52. Hydraulic Engineering
8. Funds Management 23. Major Projects 38. Required Safety Programs 53. Bridge and Structure Design
9. Strategic Highway Safety Plan 24. Acquisition/Appraisal 39. ITS 54. Planning/NEPA Linkage
10. Data Collection/Inventories 25. Relocation Assistance 40. ADA/504 55. Bridge Management
11. Contract Administration 26. Transportation Demand Management (TDM) 41. Highway Bridge Program 56. Travel Demand Modeling
12. Roadway Design 27. Internal EEO/AA 42. Interagency Coordination 57. Planning/NEPA Linkage (Planning)
13. Bridge Construction 28. Focused Safety Programs 43. Strategic Planning and Performance Measure 58. Congestion Management Process
14. Environmental Process 29. Title VI 44. Foundation for Operations 59. Public Involvement and State DOT Consultation/Coordination w/ MPO and Locals
15. Pavement Design 30. Federal-Aid Billing 45. Consultant Selection and Administration  

** Non-PDAT Core Element.

Program Area Top Risk Statements Risk Response Strategy
System Preservation (1) If the remaining service life (RSL) as a performance objective for pavements and bridges is not utilized in performance processes and if inefficient/sufficient funding continues then rapid deterioration of New Jersey's infrastructure will result in poor investment decisions, inefficient use of Federal-aid funds & lack of investment impact on the performance system. Mitigate - incorporate performance measures and actions into 2009 NJ Strategic Implementation Planning efforts. Participate on NJDOT Asset Management Steering Committee.
Safety (2) If safety needs are identified but are not programmed or if safety needs are programmed but a request for funding authorization is not submitted by NJDOT then NJDOT will continue to maintain substantially high unobligated balances of dedicated safety funding, and this can lead to NJ losing safety funds permanently. Mitigate - incorporate performance measures and actions into 2009 NJ Strategic Implementation Planning efforts.
Finance (3) If NJDOT financial systems and FHWA FMIS do not record and/or disclose the unfunded elements of Multi-year Funded (MYF) Projects then this failure to record and report unfunded elements of MYF projects may result in undisclosed financial risks to NJ's Regional Transportation Plans and STIP. Accept threat and continue to monitor.
Finance (4) If NJDOT does not have a systematic process for financial oversight in locally administered projects, then this may result in non-compliance with federal and state laws, regulation, and procedures. Mitigate - perform FIRE reviews to address key concerns.
Finance (5) If attrition in the NJDOT CFO area continues eroding essential Federal-aid knowledge, skills, and abilities and if NJDOT financial systems become increasingly subject to maintenance issues and potential failure, then NJDOT's inability to rely on financial systems and operational controls may result in interruption in the flow of federal aid to NJ. Transfer and enforce requirements to NJDOT to maintain expertise.
Design (6) If NJDOT staff reductions continue through attrition, early retirement, transfers, etc. then the quality of PS&E submissions may decrease and the time necessary to produce such submissions may increase. Transfer and enforce requirements to NJDOT to maintain expertise.
Finance (7) If NJDOT is unable to audit contract cost pursuant to requirements of 23 CFR 172 and if the audit backlog continues to be approximately $1 billion, then this will result in delays in final determination of actual Federal Aid project cost impacting final voucher and timely project closure and may negatively impact stewardship of Federal-aid funds. Mitigate - work with NJDOT through special Financial taskforces to address concern.
Construction (8) If construction operations that have been deemed nonessential are performed without NJDOT materials field supervision and use of consultants is increased on construction operations deemed non-essential then this can lead to lesser quality materials being accepted. Items such as these can create higher total costs, prolonged contract lengths, and lower project life expectancies. Mitigate - incorporate performance measures and actions into 2009 NJ Strategic Implementation Planning efforts.
Operation (9) If the current travel demands continue then an increase in total miles covered by real time traffic technology is needed to reduce congestion. Mitigate - incorporate performance measures and actions into 2009 NJ Strategic Implementation Planning efforts.
Construction (Locally Administered Projects) (10) If local aid policies and procedures continue to lack a uniform, comprehensive direction for oversight of federally funded projects then inconsistencies amongst district offices will continue and this leads to challenges with FHWA oversight. Mitigate - incorporate performance measures and actions into 2009 NJ Strategic Implementation Planning efforts.

NJ Process Reviews

The following are three areas which the NJ Division plans on conducting process reviews:

 

Tentative Milestone Dates
Process Reviews Create Work Plan Complete Review
F.I.R.E- Review of Utility relocations Fall 2008/Winter 2008 Spring 2009
Prestressed Concrete - On-site field visits or plant visits Completed Fall 2009
Design Exception- Review of Design Exceptions on the Interstate Winter 2008 Spring/Summer 2009

As the process reviews advance during fiscal year 2009, a more definitive time schedule will be created.

NJ Stewardship and Oversight Program

FHWA is charged to be stewards of the public funds entrusted to us. The Division Office must ensure that the Federal-aid highway program in NJ is delivered in a method consistent with all applicable federal laws, regulations, and policies in an efficient and effective manner. To accomplish this task the Division Office performs a number of stewardship and oversight activities. At the project level, Division personnel perform financial reviews at time of authorization, PS&E reviews, construction inspections, technical reviews, and etc. At the program level, Division personnel are involved in process reviews, certifications, listening sessions, risk assessments, and etc. In addition, the Division is heavily involved with state and local developmental meetings such as the Capital Program Committee meeting where fiscal year transportation projects are discussed and approved at key stages of development.

NJ Strategic Implementation Plan

The role of the Division Office is to assure that the New Jersey portion of the Nation's transportation system meets the needs of all citizens. This is accomplished through our assistance to the State of New Jersey in delivering a quality transportation program through the Federal-aid highway program. To help accomplish these goals and to determine our performance, the Division office develops a Strategic Implementation Plan each year through a collaborative process utilizing teams comprised of Division and NJDOT staff. Input is gathered from the FHWA National Strategic Implementation Plan, our partners at the NJDOT, MPOs, and Division Office Staff. This collaboration helps ensure the goals and measures included in the plan are consistent with the State and MPO Capital Investment Strategies, Regional Transportation Plans and Transportation Improvement Plans. The National Plan identifies the National Goals and Objectives and activities that will be required of the Division Office.

The Division Office has identified 16 performance measures that will form the basis of our collective success. 7 of the 16 performance measures represent "Key Performance Measures" Senior Staff have formed as a realistic approach for achievement during FY 2009. The "Key Performance Measures" represent a controllable measurement in determining the collective success of the Division Office for team awards, performance awards, and office recognition. All 16 performance measures will be utilized for trends and included within the mid-year and annual reports. However the 7 Key Performance Measures will be exclusively tracked during the FY 2009 year on a monthly basis and discussed in the senior staff meetings for progress results.

FY 2009 Key Performance Measures:

1. Develop a decision support tool for prioritizing of projects by September 30, 2008.

2. Increase the obligation of safety projects and safety funds (Q21 and Q24 funds) obligated by 10% in 2009. Safety projects are defined as pedestrian, intersection, and roadway departure locations. (FY 2008 Baseline: $22 million)

3. Authorize the installation of scour countermeasures on 20 scour critical bridges.

4. Implement recommendations from the Division's local project oversight reviews to ensure proper oversight of locally administered projects.

5. Implement Crucial Conversation training for New Jersey Division employees by 2009.

6. Reduce the running balance of inactive projects reported by FMIS using FIRE criteria by 10% in 2009. (FY 2008 Baseline: 105 projects with unexpended balances approximately $ 37 million)

7. Complete all process reviews on schedule. (FY 2009 target is 3 projected process reviews).

Although the remaining 9 performance measures are vital to the Division office, the factors determining success will occur over several years. In addition, several of the performance measures arose for reporting purposes and managing of the Federal-aid program. The Division office will utilize these performance measures for internal evaluation of performance in a long-term capacity. As stated previously, all performance measures will be utilized for trends and included within the mid-year and annual reports. The remaining performance measures are provided below.

8. Establish travel times on Dynamic Message Signs on at least one interstate. (FY 2009 Target: 1; FY 2008 Baseline: NA)

9. Establish timeframes for EISs (FY 2009 target is 100% of EISs in the EDTS with established schedules).

10. Track and report deficient deck area of NJ bridges.

11. Integrate FHWA's Highways-for-Life concept with NJDOT innovative methods.

12. Increase percent of travel on NHS with IRI of <95 inches per mile. (FY 2009 Target: 43; FY 2008 Baseline: 41)

13. Develop an entry-level Federal Aid Process CD for the state of New Jersey. Training will focus on New Jersey employees within the Division, State, and Local governments.

14. Increase the number of projects involving accelerated construction. (Establish baseline in FY 09)

15. Establish benchmark for number of construction inspections performed during and up to project completion by Division staff in 2009.

16. Improve disaster preparedness, response, and recovery plans at the federal, state, and local level.

Chapter 1

Facts, System Trends and Projections

Figures 1 thru 11 contain charts tracking some of our key performance indicators.

FY 2009 STIP Investment by Major Funding Categories ($Millions)

Sources: New Jersey Statewide Transportation Improvement Program, FY 2009-2012
Figure 1

New Jersey Road Jurisdiction Bar Graph

Sources: NJDOT, Factbook 2005; 2004 National Highway System Route List
Figure 2

New Jersey Bridge Ownership Bar Graph

Figure 3

# of Fatalities by Type per Year line graph

Source: National Highway Traffic Safety Administration (NHTSA), Fatal Accident Reporting System
Figure 4

Fatalities and Injury Rates lien graph

Source: National Highway Traffic Safety Administration (NHTSA), Fatal Accident Reporting System
Figure 5

Unexpected Balance on Inactive Projects > $500,000 (No activiity for 1 year)

Source: FMIS as of 8/2008
Figure 6

NHS Birdges - Comparison of Deficiency Percentages by Numbers and Area with National Trends line graph

Figure 7

Non-NHS Bridges Comparison of Deficiency Percentages by Numbers and Area with National Trends line graph

Figure 8

New Jersey Population from the year 2000 to 2005

Source: U.S. Census Bureau, American Community Survey
Figure 9

Mean Travel Time to Work (Minutes) bar graph

Source: U.S. Census Bureau, American Community Survey
Figure 10

NHS Ride Quality Trends (per 100 million vehicles miles traveled) line graph

Figure 11

Chapter 2

Strategic Implementation Plan Goals

Four broad policy goals have framed this plan:

The New Jersey Strategic Implementation Plan is New Jersey's efforts to demonstrate our accountability to Congress and the American public. In this chapter, we explore these goals and the descriptions of performance targets and staff actions. Within these goals, the Administration has identified the vital few goals: National Leadership, Program Delivery, System Performance, and Corporate Capacity.

The Division works as a team to promote, educate, monitor, and share in the successes and failures of performance measuring. We break each goal into discrete objectives, and provide metrics and performance measurements over time to track our progress in achieving these goals. We include input from each of the Division's teams, in addition to discussions with the NJDOT, NJTPA, DVRPC, SJTPO, and other relevant stakeholders.

In addition to charting the Division's own progress in meeting the Strategic Implementation Plan goals, the plan defines a complimentary set of measures to gauge the performance of the entire statewide transportation system as improved by the projects implemented through the New Jersey Statewide Transportation Improvement Program for Fiscal Years 2009-2013. These system performance measures include safety ratings, pavement and structures conditions, and technology deployment.

National Leadership

Goal: FHWA leads in developing and advocating solutions to national transportation needs.

United States is looked upon as a global leader in many technical advances. Maintaining the leadership edge globally within the transportation arena is vital to promoting United States interests throughout the world. FHWA has an important role to lead efforts and be an agency of change to identify and address transportation needs and issues.

Two means outlined within the FHWA Strategic Plan is through the advancement of innovation and policy leadership. The New Jersey Division has long been a proponent of leadership. Working as technical experts we continuously provide training to our transportation partners in implementing of the Federal aid Highway Program. As leaders, New Jersey Division office aims to collaboratively work with our transportation partners to assure that the needs of the motoring public are satisfied. New Jersey has long held an open door policy with state constituents and public officials to hear and address their transportation concerns.

National Performance Objectives

NL1: Advance Innovation (includes SP6 from the original FY'09 Plan). (NL1)
NL2: Policy Leadership (includes PD2 from the original FY'09 Plan). (NL2)
Division Performance Objectives
  • Develop an entry-level Federal Aid Process CD for the state of New Jersey. Training will focus on New Jersey employees within the Division, State, and Local governments. (NL2)
 Division Performance Measures
  • Outline methods to assist transportation stakeholders with the Federal aid Highway Program. (NL2)
  • Implement Crucial Conversation training for New Jersey Division employees by 2009. (NL2)

Program Delivery

Goal: Federal Highway Programs are effectively and consistently delivered through successful partnerships, value-added stewardship, and risk-based oversight.

A nighttime photo of a busy interstate

Summary

Countless people regularly practice preventive maintenance to preserve the value of assets such as their homes, furnaces, and automobiles. But when it comes to public infrastructures such as roads and bridges, both road agencies and users tend to be blind to the concept. Road agencies are increasingly coming to view their highway systems as assets worthy of preservation in the same sense as equipment or buildings. These road agencies correctly perceive the negative consequences, such as higher costs, that result from poor maintenance policies and practices. While road construction skills are often plentiful, preservation skills are in short supply, and some managers find it easier to build new roads than keep existing roads in good operating condition. Emergency repairs-short term fixes-are typically superficial and do not address structural damages. Ultimately, failed roads will need to be reconstructed many years earlier than anticipated. Using funds originally budgeted for maintenance on emergency repairs depletes resources available for preserving good roads.

New Jersey commits a significant portion of its resources to maintaining the State's existing infrastructure (fix it first). Highways and bridges need constant repaving and repair; signal timing plans need to be adjusted over time; cracks in sidewalks and bike paths must be remedied. All of this work requires ongoing funding, which must be part of the State's overall transportation program.

In conjunction with our transportation partners, New Jersey Division office aims to oversee transportation projects and programs and efficiently manage FAHP funds; improve the state of the art in transportation planning; ensure customer and employee satisfaction, and enhance effectiveness in determining research priorities and deploying technologies and innovation. New Jersey Division takes asset management very seriously and aims to assist our transportation partners in moving towards key asset management principles.

In September 2008, FHWA and NJDOT signed a comprehensive Stewardship Agreement that defines our roles in assuring a quality transportation system in the state of New Jersey. Delivery of the Federal aid Highway Program is a key role within that Stewardship Agreement. Among our many responsibilities for program oversight and stewardship, we will place a special emphasis on more cost efficient funds administration and project management and more effective use of FAHP funds.

National Performance Objectives

PD1: Program Integrity (includes SP3, PD1/2 from the original FY'09 Plan).
PD2: Program & Project Decision Making (includes SP1, EN2, and SE1 from the original FY'09 Plan). (PD2)
PD3: Program Management (includes SP2/5, EN1/3, PD1/2, and OE1 from the original FY'09 Plan). (PD3)

 

Division Performance Objectives
  • Develop and continually improve the partnership's ability to deliver our programs on time and budget while demonstrating high quality and integrity. (PD1)
  • Improve the stewardship and oversight of Federal Aid Highway Program Funds through the F.I.R.E. program. (PD1)
  • Reduce the vulnerability of critical transportation infrastructure and enhance the security of the transportation network. (PD2)
  • Meet military transportation needs. (PD2)
  • Advance Context Sensitive Solutions (CSS) Implementation by NJDOT. (PD2)
  • Provide longer lasting highway structures (bridges and pavements). (PD3)
  • Improve planning and environmental processes to achieve better results and timeliness. (PD3)
  • Improve materials and construction quality assurance. (PD3)

 

Division Performance Measures
  • Implement recommendations from the Division’s local project oversight reviews to ensure proper oversight of these projects. (PD1)
  • Reduce the running balance of inactive projects reported by FMIS using FIRE criteria by 10% in 2009. (FY 2008 Baseline: 105 projects with unexpended balances approximately $37 million) (PD1)
  • Develop a decision support tool for prioritizing of projects by September 30, 2009. (PD1)
  • Track and report deficient deck area of NJ bridges. (PD3)
  • Authorize the installation of scour countermeasures on 20 scour critical bridges. (PD3)
  • Increase the number of projects involving accelerated construction. (Establish baseline in fiscal year 2009) (PD3)
  • Integrate FHWA’s Highways-for-Life concept with NJDOT innovative methods. (PD3)
  • Establish timeframes for EISs (FY2009 target is 100% of EISs in the EDTS with established schedules. (PD3)
  • Establish benchmark for number of construction inspections performed during and up to project completion by Division staff in 2009. (PD3)

Proactive environmental stewardship is essential if we are to preserve and sustain our natural resources. Maintenance of the transportation system requires significant resources and investment in management strategies that minimize environmental effects. FHWA promotes actions that show we are responsible stewards of the environment. We take advantage of opportunities to enhance environmental protection and encourage partnerships that promote eco-system conservation or encourage broader mitigation strategies that seek corridor or watershed based approaches.

Proactive stewardship and oversight of the State's security measures will be essential for the security and well being of the State and the nation as a whole. In the post-9-11 era, National Security has become a focus area for the entire nation, including the FHWA. The highway system is not only critical to the Nation's economic vitality and quality of life, but it also plays a key role in virtually every emergency event. New Jersey's transportation system must function efficiently in order to evacuate threatened populations, allow first responders to get to the scene, facilitate the movement of supplies into and out of an area, and restore mobility in the days and months after an event. Major social and economic impacts result when the transportation system is affected by an extreme event such as earthquakes, fire, collision, or scour. Since 9-11, we have been more aware that the transportation infrastructure may be the target of terrorist attacks.

Division Actions Team
  • Increase the use of prefabricated bridge elements and systems and accelerated construction techniques for bridges.
  • Provide technical assistance and training to NJDOT on the Highways-for-Life program.
  • Review and approve security plans for all major, full-oversight bridge projects.
  • Encourage the Department to perform risk-assessments for every project early in project development.
  • Hold a follow-up meeting with appropriate State and military transportation specialists.
  • Work with NJDOT to address recommendations within the PS&E Local aid report.
  • Develop inspection guidance and procedures specifically for the NJ Division.
  • Area Engineers IPO to total the benchmark number of projects for construction inspections during FY09.
  • Participate in the implementation of Financial Management Improvement Program.
  • Increase the number of DBE firms awarded prime and or subcontracts for the first time.
  • Monitor DBE support service activities and provide technical assistance when requested.
  • Provide active oversight and technical assistance in establishing timeframes for EAs and EISs in FY2009.
  • Provide technical assistance/training to NJDOT in implementing measures in the CSS Action Plan.
  • Identify methods to streamline the Section 106 process.

Infrastructure
Infrastructure
Infrastructure
Infrastructure
Infrastructure
Program Support
Engineering
Engineering
Financial Management
Civil Rights Specialist
Civil Rights Specialist
Planning & Environment
Planning & Environment
Planning & Environment

 

NJDOT/MPO Actions

  • Actively participate in reviews with Division office staff.
  • Implement the Plan of Action for Scour Critical Bridges, and work with the other owners to complete their plans.
  • Encourage the development of a Pavement Management System for Local Government.
  • Implement the recommendations contained in the National Center for Pavement Preservation (NCPP) Report.
  • Process Emergency Relief program requests in accordance with established time frames.
  • Attend and participate in military coordination meeting.
  • Ensure that reports for all major projects include state-of the-art security considerations.
  • Monitor NJDOT pre-apprentice training program on Federal-aid projects.
  • Conduct DBE support service activities and technical assistance through providing workshops, training programs and the implementation of best practices.
  • Establish and implement procedures that link the NEPA process to project planning efforts.
  • Reduce delays in providing environmental support for projects originating in the Division of Local Aid.
  • Enhance environmental stewardship awareness throughout the Department.
  • Pursue and implement streamlining opportunities in the Section 106 process.

System Performance

Goal: The Nation's highway system provides safe, reliable, effective, and sustainable mobility for all users.

Route 4 & 17 Interchange Project

An aerial photo of an interstate interchange

Summary

New Jersey is the most densely populated state in the nation, and the only state that has every county deemed urban as define by the Bureau of Census.  Traditional approaches such as building new roads and adding highway lanes are too costly to be considered as reasonable solutions.  In order to mitigate traffic congestion in New Jersey, there must be a balance between new transit facilities and improving the operation of the highway system with the use of advanced technology such as intelligent transportation systems (ITS). 

The FHWA has consistently stressed the importance of the systems approach to operating transportation facilities and services. Programs that support this system operations concept continue to grow and evolve. The NJDOT's integrated ITS network include the traffic operations center, emergency service patrol, and 511 traveler information system. Overtime, ITS in New Jersey has evolved, becoming more sophisticated in utilizing advanced technologies: computers, communications, and control systems that are integrated with other transportation systems.

New Jersey Division has placed special interest in improving the safety of the motoring public. SAFETEA-LU requires States to develop and implement Strategic Highway Safety Plans (SHSPs), in consultation with other key State and local highway safety stakeholders. NJ's Comprehensive Strategic Highway Safety Plan was approved by Corzine in September 2007. Therefore, implementation of the plan will continue during fiscal year 2009.

The goal of NJ's CSHSP is to:

Continually reduce the number and severity of crashes on New Jersey 's roadways

Overall Performance Indicators
Year Total Crashes Fatal Crashes Injury Crashes

2003

283,627

649

76,627

2004

282,252

666

75,851

2005

274,029

678

72,028

2006

255,425

662

67,100

2007

263,525

645

65,857

Source: NJDOT Crash Records (excludes private and US government property and State/County Park and Institutions)

NJ's CSHSP identifies eight areas where we should focus our efforts to best achieve these goals. These emphasis areas include:

Reduce Impaired Driving

Increase Driver Safety Awareness

Reduce Crashes Involving Young Drivers

Improve the Design & Operation of Intersections

Prevent and Minimize Roadway Departure Crashes

Sustain Safe Senior Mobility

Reduce Pedestrian, Bicycle, Rail and Vehicular Conflicts

Curb Aggressive Driving

 

National Performance Objectives
SP1: Performance Indicators. (SP1)
SP2: Performance Improvements (includes SF1/2, RC1/2, SP2/3/4, GC1/2, EN4, and SE1 from the original FY'09 Plan). (SP2)

 

Division Performance ObjectivesDivision Performance Measures
  • Develop improved processes to provide smoother, longer lasting pavements through new technology and pavement preservation. (SP2)
  • Minimize the number of areas not meeting State Implementation Plan (SIP) mobile source emissions budgets. (SP2)
  • Increase percent of travel on NHS with IRI of <95 inches per mile (FY 2009 Target: 43; FY 2008 Baseline: 41). (SP2)
  • Increase the obligation of safety funds (Q21 and Q24 funds) obligated by 10% in 2009. Safety projects are defined as pedestrian, intersection, and roadway departure locations. (FY 2008 Baseline: $22 million) (SP2)
  • Establish travel times on Dynamic Message Signs on at least one interstate. (FY 2009 Target: 1; FY 2008 Baseline: NA) (SP2)

 

Division Actions Team
  • Establish remaining service life as the new metric for evaluating pavement condition.
  • Conduct safety presentations at conferences, meetings and schools.
  • Provide technical assistance to safety partners and citizens.
  • Promote Road Safety Audit (RSA's) at the PE and Design stages.
  • Host/sponsor the following courses: 4th Annual Traffic Safety Forum, HSM/Safety Effects training, Human Factors for Transportation Engineers, & Training Techniques.
  • Coordinate with LTAP in the development of NJ's RSA Peer to Peer Network.
  • Support review process for SRTS, HRR, and Local Safety Grant reviews.
  • Provide Safety literature from national safety initiatives.
  • Participate in the development of an Implementation Model for the CSHSP.
  • Provide guidance, training and assistance to ensure NJDOT and each MPO is equipped to meet transportation conformity requirements, especially for new National Ambient Air Quality Standard.

Infrastructure
Technology
Technology
Technology
Technology
Technology
Technology
Technology
Technology
Planning & Environment

 

NJDOT/MPO Actions
  • Preserve the condition of the existing highway system by adopting sound pavement preservation techniques.
  • Implement perpetual pavement design.
  • Continue to implement the Pavement Smoothness Action Plan.
  • Continue to implement CSHSP strategies identified in each emphasis area.
  • Implement programs/projects identified in the Governor’s Pedestrian Safety Initiative (i.e. SRTS, Safe Routes to Transit, Pedestrian Safety Improvements).
  • Conduct Pedestrian Safety Impact Teams on 3 identified Pedestrian Safety Corridors.
  • Conduct 3 modified corridor studies of designated safe corridors and implement recommendations.
  • Continue implementation of HSIP, HRRR, SRTS, and median crash crossover prevention program.

Corporate Capacity

Goal: Organizational resources are optimally deployed to meet today and tomorrow's missions.

Summary

In FY 2009, the FHWA defined corporate capacity in terms of our ability to effectively and efficiently use available resources to meet current and future missions. Since 2001, the President's Management Agenda addressed five key areas to improvement the management of federal government agencies. The President's Management Agenda involves proactively addressing strategies to make government operate successfully New Jersey Division contributes to these initiatives through ensuring employee job satisfaction, enhancing Division effectiveness, and identifying resource gaps. As strong supporters of the Baldridge Award Criteria, we continue to perform self evaluations every two years to identify opportunities for improvement and to highlight our significant accomplishments.

Resource sharing is a mechanism to broaden staff experience or to highlight staff expertise. A number of employees have participated in some form of resource sharing outside of New Jersey. FHWA has been instrumental in the development and continuous improvement of the New Jersey Quality Initiative (NJQI). NJQI is currently being revitalized for a more defined quality role within New Jersey.

National Performance Objectives

CC1: Workforce (includes OE1 from the original FY'09 Plan).
CC2: Resource Management (includes OE1 from the original FY'09 Plan).
CC3: Integrated Systems.
CC4: Organizational Preparedness (includes SE2 from the original FY'09 Plan).

 

Division Performance Objectives
  • Promote the completion of process reviews for fiscal year 2009. (CC1)
  • Improve disaster preparedness, response and recovery plans at the federal, state, and local level. (CC4)
 Division Performance Measures
  • Complete all process reviews on schedule (FY 2009 target is 3 projected process reviews). (CC1)
  • Improve disaster preparedness, response and recovery plans at the federal, state, and local level. (CC4)

 

Division Actions Team
  • Train staff and exercise COOP.
  • Execute MOU with the NJDOT establishing it as the alternate location for COOP.

Infrastructure
Infrastructure

 

NJDOT/MPO Actions

  • Work with the Division office during COOP exercise.
  • Work with the Division office to execute MOU establishing NJDOT as the alternate location for COOP.

 

Appendices

1-A

Director of Field Services- North (DFS-North)

2009 Executive Performance Appraisal

Weight OBJECTIVES WITH PERFORMANCE TARGETS Rating

Strategic Plan Goals (75%): Develop and administer policies and programs that contribute to providing fast, safe, efficient, and convenient transportation at the lowest cost consistent with the national objectives of general welfare, economic growth and stability, the national security, and the efficient use and conservation of the resources of the United States. Unless otherwise stated, targets are written at the Achieved Results level.
 

Safety Goals: Enhance public health and safety by working toward the elimination of transportation-related deaths and injuries.

  • Each division will have a stretch safety initiative to enhance highway safety
  • Increase the obligation rate of safety funds

Performance Targets with Measures:

  • 75% will report accomplishment of such stretch initiatives as defined in their EOY summaries by 8/30/09
  • 75% of the North Divisions will increase obligation of HSIP $ by 10% over FY08 by 9/30/09
  • 75% of the North Divisions will advance the implementation of at least one new countermeasure of the "9 safety countermeasures" and report on this application by 8/30/09
  
 

Reduced Congestion Goals: Reduce congestion and other impediments to using the Nation's transportation System.

Secretarial Office/Operating Administration Goal(s):

  • Support the Departmental Telework Program by increasing Supervisor and Employee participation rate applicable to reported OA eligible positions.
  • Each division with a Top 75 metropolitan area will have a stretch initiative(s) to advance Urban Partnership Program, advance capacity expanding projects, or improve management and operation of congested corridors

Performance Targets with Measures:

  • Continue to review positions for telework eligibility and notify employees if position eligibility changes. Require training for all new employees within 30 days of their entry on duty. Ensure annual update of telework agreements by March 31, 2009 (annual requirement).
  • Continue to implement a plan to meet or exceed a minimum of 50% participation by all eligible positions. For those Secretarial Offices/Operating Administrations who have met the 50% goal, increase participation by 5%. Report progress on attaining the target by established dates.
  • Each Urban Partnership and Congestion Reduction District will be meeting scheduled implementation goals; reported 8/30/09
  • 6 states will have significantly advanced capacity expansion projects reported 8/30/09
  • Congestion stretch initiative will have been achieved as defined in EOY summaries reported 8/30/09
  • In states that have not implemented "511", the Division Administrator will personally lead an effort to advance implementation and report on progress by 8/30/09
  
 

Environmental Stewardship Goals: Promote transportation solutions that enhance communities and protect the natural and built environment.

Secretarial Office/Operating Administration Goal(s):

  • Northern Division Administrators will provide personal leadership to ensure timely EIS documents

Performance Targets with Measures:

  • 5 of the Northern States will demonstrate a significant effort to advance environmental innovation and/or aggressively manage the environmental document timeline to reduce completion time and report 8/30/09
  • Provide environmental leadership through participation on the Midwest Natural Resource Group by 9/30/09
  
 

Security, Preparedness, and Response Goals: Balance homeland and national security transportation requirements with the mobility needs of the Nation for personal travel and commerce.

Secretarial Office/Operating Administration Goal(s):

  • Continue to build solid relationships with all our partners to enhance our response to natural and man-made disasters.

Performance Targets with Measures:

  • Serve as the RETCO for Regions 5 and 7
  • Meet with Region 5 and 7 DOT and FEMA Regional Directors and Administrators to develop good working relationships by 9/30/09
  • Personally support the USDOT COOP and ESF-1 activities as required
  
 

FHWA Program Delivery Goal: Programs are effectively and consistently delivered through successful partnerships, value-added stewardship, and risk-based oversight.

Secretarial Office/Operating Administration Goal(s):

  • Develop and begin implementing an action plan to improve consistency of program policy and guidance interpretations among divisions
  • Significantly improve the number of structures evaluated for unknown foundations and scour.

Performance Targets with Measures:

  • All FIRE Plans completed; with 75% of each plan completed by 6/29/09
  • Northern States will significantly decrease the number of inactive projects in Tier 1, 2 and 3 to bring down their inactive obligation rate
  • Risks identified in the '08 risk assessment are acted on with actions reported by 8/30/09. Risks are updated in '09 and together with Program Assessments, performance and compliance metrics, and agency Strategic Implementation plan used to shape the 2010 division unit plans which will be reported out by 9/30/09
  • 75% of reviews or Review milestones achieved. Review training will be offered to upgrade the quality of process reviews.
  • Review Stewardship agreements against agency guidance, identify variance and gaps, develop an action plan based on results
  • All North Division opportunity states will evaluate the results of the QA assessment and develop an action plan for addressing issues identified in the assessment by 8/30/09
  • Each North Division not meeting the timeline established in the Scour Memorandum will develop a plan of action by 3/15/09 that demonstrates the State's plan to obtain compliance.
  • 75% of the North Divisions will demonstrate significant progress in decreasing the number of bridges with unknown foundations in their state by 8/30/09.
  
 

Organizational Excellence Goals: Advance the Department's ability to manage for results and achieve the goals of the President's Management Agenda.

  • Improve the Agency's relevancy, efficiency, and effectiveness.

Performance Targets with Measures:

  • Advance Agency consistency by developing the following:
    • Develop a needs-based methodology for '09 human and monetary resource distribution (12/31/08) and improved for distribution of '10 resources (8/30/09)
    • A "level of effort " consistency methodology will be developed and ready for implementation by 08/30/09
    • An action plan for improving consistency of programmatic interpretation will be completed by 8/30/09
  • Evaluate the Resource Sharing pilots in the North by 9/30/09 and be an advocate for continued efficiency in use of the Agency's staff and funding
  

Leadership Goals (25%): Provide executive leadership to the Department and to staff including accountability for employee performance plans and appraisals, development plans for employees, customer and employee feedback, diversity and EEO. Unless otherwise stated, targets are written at the Achieved Results level.
 

Goals:

  • Accountable for conducting the performance appraisal process for employees. Ensures that performance plans for subordinate employees are aligned with the agency's organizational goals and objectives and employees are appraised realistically against, clear, measurable standards of performance.
  • Customer needs and expectations are identified and considered when making decisions, identifying solutions, and resolving conflicts. Commitments to both internal and external customers meet requirements and expectations for high quality products/results.
  • To the extent possible, ensures employees have the tools and training to do their jobs. Seeks employee feedback to identify needs and expectations. Considers employee perspective when making decisions affecting employees. Provides continuous, constructive feedback to employees concerning individual and group performance including timely evaluations of performance. Coaches, mentors and develops employees to realize their full potential as members of the organization.
  • Supports EEO and diversity efforts through effective leadership and actions. Ensures a workplace free from all forms of discrimination, harassment, and retaliation by maintaining vigilance, and addresses the cause. Respects cultural diversity and other differences, creating an environment where people work together to achieve organizational goals. Promotes change and new information, adapting work behavior and methods accordingly. Takes all possible proactive steps to ensure recruitment outreach in conformance with DOT's Management Directive 715 Annual Plan and Report, DOT's hiring goals and timelines. Ensures employees and applicants with disabilities are provided reasonable accommodation in accordance with DOT Order 1011.1. Ensures that employees cooperate with EEO Office officials such as EEO Counselors, Investigators. Participates in alternative dispute resolution when appropriate and encourages staff participation.

Performance Targets with Measures:

  • All North Divisions will report by 08/30/09 how '08 employee survey and customer survey results were considered and actions implemented for continued improvement
  • All North Divisions will report by 08/30/09 how career counseling, leadership training and technical training has been provided for staff
  • All staff in North Divisions will have signed performance agreements by 11/30/08, receive mid-year reviews by 05/15/09 and year-end reviews by 11/15/09
  • Report by 08/30/09 on efforts to ensure a diverse candidate pool in filling positions (Indicator will be the diversity in division offices or in filling vacant positions)
  • At least one North DA and ADA meeting held in FY09
  • As DFS I will visit at least 9 Divisions in FYO9
  • To provide open and candid communication conduct at least 9 Conference calls with DAs and ADAs
  • To improve consistency conduct, monthly coordination meetings with DFSs
  • Actively participate on the RD&T Leadership Team, the Investment Review Board, the MNRG, the Strategic Plan and the Annual Meeting Planning Committee
  • Fill key leadership vacancies in the North Divisions with a highly qualified and diverse leaders
  

NOTE: THERE ARE FIVE RATING LEVELS: ACHIEVED EXCELLENCE, EXCEEDED EXPECTATIONS, ACHIEVED RESULTS, MINIMALLY SATISFACTORY, AND UNSATISFACTORY. A WRITTEN RATIONALE MUST BE ATTACHED FOR EACH ASSESSMENT OF MINIMALLY SATISFACTORY OR UNSATISFACTORY FOR AN INDIVIDUAL PERFORMANCE OBJECTIVE. ALTHOUGH NOT REQUIRED, NARRATIVE FEEDBACK IS RECOMMENDED FOR ALL RATINGS. AN EXECUTIVE MAY BE ASKED TO PROVIDE A SELF-ASSESSMENT FOR EACH OBJECTIVE.

FHWA Home | New Jersey Division Home | Feedback

FHWA

United States Department of Transportation - Federal Highway Administration