To achieve these goals, the FHWA Ohio Division has defined a number of initiatives for Fiscal Year (FY) 09 and beyond. The following is a list of key strategic initiatives for FY 09. While this is not an exhaustive list, it is representative of where the Division Office is focusing its efforts.
To achieve these goals, the FHWA Ohio Division has defined a number of initiatives for Fiscal Year (FY) 09 and beyond. The following is a list of key strategic initiatives for FY 09. While this is not an exhaustive list, it is representative of where the Division Office is focusing its efforts.
National Leadership:
- Work with the Ohio Department of Transportation (ODOT) to implement recommendations from the 21st Century Task Force.
- Provide technical assistance to ODOT to use non-traditional revenue sources including Transportation Infrastructure Finance and Innovation (TIFIA) credit assistance, Grant Anticipation Revenue Vehicle (GARVEE) bonds, State Infrastructure Bank (SIB), Private Activity Bonds, and Public Private Partnership formation.
- Discuss emerging transportation issues with ODOT leadership through monthly meetings.
Ohio Division's FHWA Recruiting Effort
Program Delivery:
- Improve on time and on budget project delivery through effective FHWA program and technical assistance.
- Conduct Quality Improvement Reviews (QIRs) for Bridge Construction and Access Management.
- Ensure sound financial management by implementing the Financial Integrity Review and Evaluation (FIRE) Program Order.
- Provide technical assistance and support to ODOT's leadership to continue to advance asset management principles.
- Work with ODOT to update ODOT's policy and procedures to include Context Sensitive Solutions (CSS) principles.
- Identify technologies, innovations, and management techniques which can enhance program and project delivery.
- Complete the ODOT Planning and Environmental Process Manual.
- Implement projects using accelerated bridge techniques.
- Implement Local Public Agency (LPA) Right of Way Quality Improvement Review (QIR) recommendations, including updating the real estate manual and incorporating successful practices.
- Benchmark Ohio Division's construction inspection program with other divisions.
- Implement the corrective actions identified in the 2008 Civil Rights Baseline Assessment and 2007 Title VI QIR.
- Implement the recommendations from the LPA Design, LPA Construction, and LPA Consultant Selection and Utilization QIRs
- Conduct QIR for ODOT's Relocation Program.
System Performance:
- Complete Road Safety Audits and work with ODOT to develop a policy.
- Advance projects identified in the 2008 5% Report (Top 5% of the most hazardous locations in Ohio).
- Provide safety outreach to cities located outside Metropolitan Planning Offices (MPOs).
- Implement the County Engineers Association of Ohio (CEAO) process to select safety projects using data driven criteria.
- Conduct the Comprehensive Highway Safety Plan (CHSP) safety summit.
- Formalize the CHSP pedestrian bike committee.
- Provide pedestrian safety training to MPOs.
- Implement prioritized strategies for fixed objects and head-on crashes on rural two-lane roads.
- Implement prioritized strategies for intersection crashes.
- Proactively advance Ohio's top 10 Bottleneck Removal projects.
- Increase the amount of real-time travel information made available to the public.
- Conduct Quality Improvement Review (QIR) for the Traffic Incident Programs to improve managing non-recurring congestion.
- Work with ODOT and the Transportation Management Areas (TMAs) to increase the use of reliability-based congestion performance measures.
- Identify strategies to improve Traffic Signal Management on two corridors within one MPO.
- Advance the 511 Service implementation in Ohio.
- Proactively build freight partnerships (statewide).
- Improve efficiency of intermodal connectors.
- Approve and implement a plan of action to address the National Bridge Inspection Standards (NBIS) compliance.
- Increase the use of high performance materials in construction projects.
- Improve the surface characteristics of pavements and pavement to bridge transitions.
Corporate Capacity:
- Update the Ohio Division's Workforce Plan.
- Encourage development of Individual Development Plans for employees.
- Revise the Division's Telework Policy to incorporate lessons learned from pilot program.
- Increase the awareness of Training/Career Development Opportunities.
- Increase Employee Recognition.
- Identify areas of the General Operating Expenses (GOE) where Ohio Division is higher than other Divisions and develop strategies to reduce cost.
- Update the Division's Information Technology (IT) Plan.
- Maintain, exercise, and update Division's emergency plans.
Sara Lowry, Transportation Engineer, receiving the Ohio Division's 2007 Peer Award
