Good opportunity exists for DOT organizations to develop processes and databases for use across functional and geographical boundaries. After all, an integrated transportation system demands more than carrying out distinct processes of designing the system, procuring the parcels, and constructing the highway. It is an integrated process that demands an integrated approach, which includes communicating across divisions and sharing data. A major mindset shift is occurring within state DOTs. Managers and employees of ROW organizations are gaining a new appreciation of the value of an integrated quality improvement process to their organizations. They see that while the benefits of quality may be difficult to measure, the lack of quality is always clearly evident and shows itself through nonconformance with job requirements, internal employee dissatisfaction, and external customer complaints. Consequently, ROW divisions have come to view quality as "not just another program" or an added cost to the organization, but as an investment in their own and their customers' future. As this study has demonstrated, investment in quality provides significant, measurable improvements in states' processes and services. Implementing a quality improvement process is a never-ending journey that, although replete with challenges, also promises many rewarding discoveries and outcomes along the way.