http://www.dot.gov/stratplan2011/dotstrategicplan.pdfDepartment of TransportationDOTSafe, efficient transportation systemsThe national objectives of general welfare, economic growth and stability, and the security of the United States require the development of transportation policies and programs that contribute to providing fast, safe, efficient, and convenient transportation at the lowest cost consistent with those and other national objectives, including the efficient use and conservation of the resources of the United States.PROFESSIONALISMAs accountable public servants, we exemplify the highest standards of excellence, integrity, and respect in the work environment.TEAMWORKWe support each other, respect differences in people and ideas and work together in ONE DOT fashion.CUSTOMER FOCUSWe strive to understand and meet the needs of our customers through service, innovation and creativity. We are dedicated to delivering results that matter to the American people.1SAFETYEnhance public health and safety by working toward the elimination of transportation-related deaths and injuries.1.1ResearchSponsor and conduct research to address the causal factors and risks in accidents, to anticipate future safety risks, and to determine the most effective ways of mitigating the consequences of transportation accidents in all modes.1.2Information SharingPromote voluntary information sharing on accident causes, precursors, and mitigation strategies among the people in government and industry best able to act on that information.1.3RulemakingSupport safety rulemaking by assessing the potential safety impacts of new transportation technologies, vehicles, infrastructure, concepts, designs, and operational procedures in all modes.1.4Conferences, Seminars, and MeetingsSponsor and participate in conferences, seminars and meetings at which transportation consumers and providers can share advances in safety technology, regulation, and procedures.1.5Web SitesUse DOT web sites to communicate information on best safety practices, educational materials, consumer information and other materials relating to safety.1.6Outreach, Education, Enforcement, and CollaborationImprove safety in all modes through outreach, education, enforcement, collaboration with public and industry safety partners, demonstration programs, consumer information, and strategic media usage.1.7Safety TrainingProvide and collaborate in safety training for transportation professionals, continuously updating the training to reflect advances in the state-of-the-art and state-of-the-practice and to meet changing training needs.1.8Vehicle and Infrastructure Safety-Related DataDevelop and utilize comprehensive programs that make use of safety-related data to evaluate the impact of new vehicle and infrastructure technologies, focus inspection activities, prioritize and address risks, and assess enforcement techniques.1.9Operational EffectivenessOptimize DOT’s operational effectiveness through continuous implementation of best practices and innovations in enforcement in all modes.1.10Crash Avoidance and CrashworthinessAssess the benefits of crash avoidance and crashworthiness capabilities, upgrade standards, use consumer information to improve safety performance and increase the proper use of crash avoidance and protection equipment.1.119-1-1 SystemSupport the deployment of enhanced emergency medical and 9-1-1 systems.1.12Vehicle and Equipment Safety ComplianceConduct a comprehensive compliance enforcement program to assure that vehicles and equipment comply with Federal motor vehicle safety standards, and conduct a comprehensive defects investigation and recall program to assure that safety defects for motor vehicles and equipment are identified and corrected or kept off the road.1.13Motor Carrier Driver CredentialingImprove motor carrier driver credentialing and licensing systems by enforcing standards for commercial drivers’ licenses and establishing connectivity and data sharing of commercial driver records across all States.1.14Rail Tank-Car Structural IntegrityAccelerate research on rail tank-car structural integrity and on fatigue in the rail industry and identify promising technologies for reducing the risk of train accidents in ‘dark’ or nonsignaled territory where hazardous materials are transported.1.15State Rail Safety OversightProvide guidance and technical assistance to the State agencies responsible for safety oversight of rail transit systems, monitor the compliance with the requirements of the State Safety Oversight Rule for Rail Fixed Guideway Systems, and encourage a collaborative approach between the Federal and State agencies and rail transit system operators.1.16Transit Vehicle SafetyTest materials used in transit vehicles for fire/life safety and update guidelines to reflect advances.1.17National Aerospace SystemContinue the evolution toward a performance-based National Aerospace System by using a space-based navigation system and on-board technologies that allow aircraft greater flexibility in navigating airspace more safely and efficiently.1.18Air Traffic Safety ManagementDesign, develop and implement a Safety Management System for the delivery of air traffic services that complies with the International Civil Aviation Organization’s requirements.1.19Pipeline Excavation DamageProtect pipelines from excavation damage – the leading cause of all serious incidents – through stronger State and national damage prevention programs, a national 811 system for notifications, new technology, and collaboration with the Common Ground Alliance to develop best practices for damage prevention and to toughen State laws to provide for enforcement against violators.1.20Pipeline Integrity ManagementImplement integrity management practices to identify and repair corrosion and other defects in pipeline systems before failure, and extend integrity management to gas distribution systems where four out of every five serious pipeline incidents occur.Improving safety throughout the transportation network remains DOT’s premier goal. We are making significant strides to reduce transportation-related fatalities and injuries, despite increasing exposure to safety risk from demographics, globalization and economic activity. This Strategic Plan outlines the steps we will take to raise safety levels throughout the Nation and internationally. OUTCOMES 1. Reduction in transportation-related deaths 2. Reduction in transportation-related injuries STRATEGIES Improving safety throughout the transportation network is the premier goal of the Department of Transportation and we are making significant strides in each mode. The story of improvements in transportation safety can be told as a story of technology reducing the opportunity for human error. For example, with airline simulator training, pilots gain ‘real’ experience flying through and out of wind shear in a risk-free environment. Below we present discussions of our central safety strategies by mode. HIGHWAY SAFETY Signed on August 10, 2005, the Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU) provided the groundwork for new, innovative activities to support highway traffic safety. Our ability to work with States to develop and implement data-driven, workable, and self-sustaining highway safety programs is key to the overall success in achieving a reduction in highway safety fatalities. To accomplish these reductions, DOT provides grants to States and local communities and supports research, demonstrations and countermeasure programs designed to prevent motor vehicle crashes and reduce their associated economic costs. While these programs have saved tens of thousands of lives, projections for highway fatalities and injuries show us that much more needs to be done in behavioral and vehicle safety to improve safety on our roads. As part of a comprehensive highway safety program, we will assist States with the development of Strategic Highway Safety Plans (SHSP). SAFETEA-LU provides States with added flexibility to use safety program funds for projects on all public roads and publicly owned pedestrian and bicycle paths, as well as to focus efforts on implementation of a State SHSP. States are required to collect data, analyze highway safety problems and produce a list of projects to be funded based upon the data analysis. We will also concentrate efforts on reducing the severity of crashes through roadway infrastructure and operational improvements. Planned activities include funding improvements to the national infrastructure and promoting better geometric design, utilizing more durable pavement markings, installing more visible roadside signs, and increasing skid-resistant roadway surfaces to enhance safety. The continued use of Road Safety Audits assists communities with safety improvements during the construction of new roadways and reconstruction of existing roadways. In the behavioral area, we will focus on the delivery of data-driven countermeasures, public information and education materials and activities, and State grant programs aimed at: - increasing occupant protection use; - reducing alcohol and drug-related fatalities; - reducing motorcycle fatalities; - promoting effective speed management; - prolonging older driver mobility as long as medically practicable; - promoting parental roles in effective driver education curricula; and, - maintaining the integrity of driver licensing processes. As these behavioral programs mature, we are faced with the challenge of reaching audiences that are more resistant to safety messages. Our future behavioral efforts will therefore focus on harder-to-reach and under-served populations. With respect to vehicle safety, the introduction of technology into motor vehicles is occurring at an ever-increasing rate, providing consumers with more choices in safety, ease-of-use, and entertainment. In addition to its traditional vehicle research, rulemaking, enforcement, and safety defect investigations, DOT will assess the lifesaving benefits of emerging technologies as they enter the vehicle fleet. In fiscal year 2008, DOT will promulgate a final rule to include New Car Assessment Program (NCAP) ratings on the sales stickers of new vehicles, as mandated by SAFETEA-LU, providing consumers with more information on the safety of new vehicles at the point of sale. TRUCK SAFETY About 12 percent of all motor vehicle fatalities in the U.S. involve crashes with large trucks – nearly 5,000 of the 42,800 highway fatalities involved commercial vehicles in 2005. It is particularly challenging to bring down the number of fatalities for these motor carriers, because truck miles traveled are increasing faster than vehicle miles. DOT is committed to reducing the number of crashes and to saving more lives through programs and partnerships with other government agencies, industry and the public. Aggressive enforcement of Federal Motor Carrier Safety Regulations is our primary strategy for improving truck safety levels. We target high risk carriers through field activities such as compliance reviews, safety audits, and roadside inspections. One of the most important strategies is increased focus on the role of drivers in preventing crashes. The Large Truck Causation Study and other analyses show that influencing driver behavior is the biggest factor in crash prevention. While our traditional focus has been on improving the safety of motor carrier companies, this research shows that there are gains to be had from an increased focus on drivers. Therefore this is one of the primary areas where DOT seeks future improvements in truck safety. We will also conduct educational programs by partnering with States and other agencies to heighten public awareness of best highway safety practices for commercial motor vehicles and passenger vehicles. TRANSIT SAFETY Public transportation is the safest mode of surface transportation. Nationwide, in 2004, there were only 168 transit-caused fatalities, and according to the National Safety Council, riding a bus is 47 times safer than traveling by car, and traveling by train is 23 times safer than traveling by car. The challenge for DOT is to reduce still further the number of transit-related fatalities and injuries even as the total number of people using transit increases. Our central strategy to accomplish this goal is to integrate safety and security throughout every aspect of public transit. This broad strategy includes: planning, design, operation and maintenance; effective and responsive training for transit personnel; technical assistance and oversight for transit operators; safety research and technology development; supporting effective drug and alcohol programs; and working with States to implement State safety oversight of rail fixed route systems. AVIATION SAFETY The safety of commercial aviation remains a high priority. In the last three years, there were only 0.017 fatal accidents per hundred thousand takeoffs – the equivalent of one fatal accident per 5.9 million flights. The number of serious runway incursions, instances where a plane comes too close to another plane or vehicle on the ground, has also decreased. However, the fatal accident rate for general aviation, especially for Alaska, remains a concern. To address this, we continue education of the pilot community and deploy new technologies. Further, mistakes made when directing air traffic – also known as operational errors – remain a concern. We will work to improve aviation safety by systematically addressing operational vulnerabilities to reduce risk and improve airport infrastructure, safety management program awareness, runway safety training and new procedures. RAILROAD SAFETY Every day, trains in America travel more than 1.5 million miles to transport passengers to their destinations and deliver goods to the marketplace. America’s rail system is a vast network of over 233,000 miles of track that serve as arteries for commerce and connections for local communities. To support America’s economic growth, increased demands are being placed on our rails – in the form of more trains on our tracks than ever before. Amid a strong economy and increased demand for rail services, in 2005, the train accident rate declined. Data comparing 2005 with 2004 show that the number of train accidents per million train miles decreased 2.1 percent, while rail-related casualties decreased by 1.9 percent. The total number of highway-rail grade crossing fatalities declined 8.5 percent and the grade crossing collision rate reached an all-time record low of 3.76 per million train-miles. Preliminary data also reveal that human-factors – the leading cause of all train accidents – decreased 3.4 percent in 2005. Trespassing remains the largest single cause of railrelated fatalities accounting for 55 percent of the total that same year. Our strategy for improving rail safety is to continue to implement the National Rail Safety Action Plan that was launched in 2005 to target the most frequent and highest-risk causes of train accidents and accelerate research into new technologies that can improve rail safety levels. Many elements of the plan have been implemented, including pilot projects to test technology to identify small cracks in rail joints, monitor track switch positions in nonsignaled or dark territory, and provide timely hazardous materials information to emergency responders. Federal inspectors will study data to identify potential problem areas that need more attention before an accident occurs, and DOT will launch two new automated track inspection vehicles, tripling the number of track miles inspected annually. In addition, a proposed Federal rule to reduce the most common human errors that lead to train accidents will be issued. For economic progress to continue, safety must remain the core principle that guides operations on our Nation’s rail system. PIPELINE SAFETY Pipelines transport and supply almost two-thirds of the fuel to heat, cool, and operate America’s homes, cars, and businesses through a network of nearly 2.3 million miles of pipes, most of which are buried underground. While serious pipeline incidents — those causing death or injury — have declined by more than 50 percent over the past 20 years, several challenges remain. To continue improving pipeline safety levels, we are targeting three main strategic initiatives: managing risk and integrity, sharing responsibility, and providing effective stewardship. Our entire regulatory approach is focused on integrity management: driving defects out of the system before they become failures. DOT is partnering with organizations like the Common Ground Alliance and the National Association of State Fire Marshalls to identify and promote best practices for damage prevention, one of the major causes of serious pipeline incidents. Working with Federal and State partners, we play a key stewardship role in assuring high national safety standards and helping to guide permitting for energy facilities. RESOURCES The human resources, programs, capital assets, information technology and other resources described in DOT's Annual Performance Budgets are needed to achieve our safety outcomes and to execute the specific strategies presented below. The schedule for executing our safety strategies extends from fiscal year 2006 through fiscal year 2011. All strategies presented below support both safety outcomes. EXTERNAL FACTORS Several external factors could significantly affect our ability to achieve our safety goals. Although it is impossible to predict which of these factors, or which combination of factors, will tip the balance in our ability to produce results, we present both negative and positive factors we believe will play an important role in the years covered by this Strategic Plan. DEMOGRAPHIC TRENDS Demographic trends work against our ability to achieve our safety goals. Most transportation-related fatalities and injuries occur on the Nation's roads and highways and demographic trends make it increasingly difficult to reduce these fatalities and injuries. Within the next 25 years, the U.S. population is estimated to grow to 364 million, up from 282 million in 2000. Vehicle miles of travel (VMT) is projected to increase by approximately 60 percent from 2000 to 2030 leading to much higher numbers of highway crashes and fatalities. Protecting segments of the population who remain at heightened risk – including teenage and older drivers, pickup drivers and rural residents – will require targeted safety programs. Significant increases in the older population – the number of people between the ages of 65 and 84 will increase by 114 percent from 2000 to 2050 – will pose highway and motor vehicle safety challenges, whether older Americans are drivers or passengers. Finally, the steady influx of immigrants from around the world will also add complexity to the traffic safety challenge requiring us to be innovative in adapting our safety strategies, materials and approaches to reach these cultures. GROWTH IN THE MOTOR CARRIER INDUSTRY Truck traffic has been growing at a faster rate than overall vehicle traffic. Currently, trucks carry 75 percent of the Nation's commerce based on the value of the goods and more than two-thirds of these goods based on weight. In the future, large trucks will likely be an increasing part of the traffic stream and will make a greater contribution to safety problems. An increase in truck traffic is an external factor that will challenge the safety goal of reducing large-truck related fatalities and injuries. DRIVER SHORTAGES Approximately 2.5 million truck drivers worked in the U.S. during 2004. However, demand for truck and bus drivers is growing and potential driver shortages in the motor carrier industry may tempt some companies to use a higher percentage of new or unskilled drivers to meet increasing demands. Lack of qualified drivers is an external factor that may adversely impact efforts to reduce large truck and bus-related crashes. ECONOMIC CYCLES Economic cycles are external factors that can increase pipeline safety risk. Economic growth normally brings an increase in commercial and residential development, which increases the probability of excavation or outside force damage to pipelines – a major factor in pipeline safety. On the other hand, economic and budget pressures can negatively influence the priorities of pipeline safety partners – the States – for implementing and enforcing pipeline safety measures. Financial pressures on the pipeline industry can diminish the resources available to support safe operating and maintenance practices. TECHNOLOGY Current and emerging technologies are external factors that can significantly help us achieve our safety goals. New technologies add additional layers of safety that can help avoid and mitigate crashes. In 2005, for example, new technology allowed the FAA safely to cut in half required vertical separations between aircraft thereby increasing airspace capacity and reducing the risk of collision. Technologies improve levels of highway safety. These include adaptive cruise control, brake assist, anti-lock braking systems, advanced airbags, backing up warning sensors, drowsy driver monitoring, warning devices for specific types of impending crashes (rearend, lane/road departure, intersection), and systems that take control of the vehicle such as electronic stability control, rollover prevention and alcohol detection. Additional occupant protection improvements, including advanced vehicle structures, safety belt/ignition-interlock systems, airbags and other interior protection features will reduce injuries and fatalities when crashes do occur. Immediately after impact, onboard communications could automatically notify rescue services of a crash, its location, and probable extent of injuries based on onboard sensors. The proliferation of traffic video surveillance in urban areas and mobile telephone communications could increase the chance of a 9-1-1 call, and possibly reduce response time by emergency personnel. Enhanced 9-1-1 technologies could also spur similar improvements in rural and suburban communities. Technologies will play expanded roles in managing primary crash incidents and preventing avoidable secondary crashes. Devices that record onboard sensor data about crash circumstances and the behaviors of each involved vehicle help experts understand what happened and lead to vehicle, roadway design, and driver/operator training improvements. Other technologies that could help improve safety include computer simulators, biometrics, smart card driver licenses, and vehicle performance diagnostics. Current developments in licensing car and truck drivers may also improve our ability to reduce transportation-related fatalities and injuries. Licensing is undergoing scrutiny because of traffic safety and homeland security issues. Recognition that the driver's license not only allows one to drive, but also provides a means for identifying an individual, has led to debate on the role of the license and licensing bodies in the U.S. Data exchange between State and Federal law enforcement agencies may reduce the large numbers of suspended, unlicensed, and uninsured motorists who are disproportionately involved in crashes. The AAA Foundation for Traffic Safety reported that 20 percent of all fatal crashes involved at least one driver who did not have a license.4 Of those with invalid licenses, 28 percent had received three or more suspensions or revocations before their crashes.2REDUCED CONGESTIONReduce congestion and other impediments to using the Nation’s transportation system.2.1.aUrban CongestionRelieve urban congestion in model cities by implementing a broad congestion pricing or variable toll demonstration; creating or expanding express bus service; securing agreements from major area employers to establish or expand telecommuting and flex scheduling programs; and expediting completion of the most significant highway capacity programs that hold the greatest potential for reducing congestion and bottlenecks.2.1.bPrivate Sector InvestmentUnleash private sector investment resources by encouraging States to enact legislation enabling them to enter into infrastructure agreements with the private sector; overcoming institutional resistance to reform through education, demonstrations and relationship building with State agencies and private investors/developers; and utilizing existing Federal program authorities, including the major surface transportation law, SAFTEA-LU, to encourage formation of public-private partnerships.2.1.cInformation Dissemination and Incident ResponseAdvance low-cost operational and technological improvements that increase information dissemination and incident response capabilities by: encouraging States to utilize their Federal-aid formula funds to improve operational performance, including providing better real-time traffic information; emphasizing congestion reducing technologies in the implementation of the ITS program; promoting best practices; and identifying private sector partnering and financing opportunities to improve incident and intersection management.2.1.dTransportation CorridorsAccelerate the development of multi-State, multi-use transportation corridors – ‘Corridors of the Future’ by holding a competition to select three to five major growth corridors in need of long-term investment; convening a multi-State process to advance project development and seek alternative financial opportunities; and fast-tracking major congestion reducing corridor projects that received funding in SAFETEA-LU.2.1.eFreight Bottlenecks and Policy OutreachTarget major freight bottlenecks and expand freight policy outreach by: transforming DOT’s Gateway Team in Southern California into a larger Intermodal Team to convene the region’s diverse freight stakeholder community to forge consensus on immediate and longer-term solutions; engaging shippers from the retail, manufacturing, agricultural and technology sectors, as well as freight carriers and logistics firms, through a series of ‘CEO Summits’ structured around DOT’s National Freight Policy Framework; and, establishing a senior-level DHS-DOT border congestion team to prioritize operational and infrastructure improvements at the Nation’s most congested border crossings.2.1.fFunding FrameworkImprove and provide a future funding framework by: designing and deploying the Next Generation Air Transportation System – a modernized aviation system with greater capacity and less congestion.2.2Congestion ResearchConduct and sponsor research to relieve congestion in urban, metropolitan and suburban areas, at freight gateways and in aviation systems and to develop workable solutions to recurring causes of congestion.(Supports outcomes 1 through 6)2.3Infrastructure ResearchConduct and sponsor research to extend the life of existing transportation infrastructure, advance the use of next generation technologies and make effective use of combinations of modes in moving people and goods.(Supports all outcomes)2.4Research for Underserved Areas and PopulationsConduct and sponsor research to improve the planning, operation, maintenance and management of transportation services and assets and to improve transportation services for underserved areas and populations. (Supports all outcomes)2.5Reliable Congestion DataCollaborate with industry, State DOTs, and academicians to develop valid and reliable data concerning all aspects of congestion.(Supports all outcomes)2.6Transportation Research CapabilitiesAdvance the Nation’s transportation research capabilities through fellowships, grants and cooperative research with other Federal agencies, universities, the private sector, and State and local government. (Supports all outcomes)2.7Outreach, Training, and Technical AssistanceProvide outreach, training and technical assistance to encourage partner agencies to apply asset (i.e., pavements, runways, bridges, tunnels, roadway safety hardware) management systems, principles and techniques along with economic evaluation and tradeoff analysis to improve decision-making from the planning phase through the engineering, operations and maintenance phases.(Supports outcomes 1,5, and 7)2.8Highway Structure Standards, Materials, and PracticesAdvocate and encourage the design, construction, preservation, and rehabilitation of highway structures with standards, materials, and practices that provide longer and more reliable performance, through programs such as Accelerated Construction Technology Transfer and Highways for Life.(Supports outcomes 1,4, and7)2.9Aircraft Separation StandardsModify aircraft separation standards to increase airspace capacity and allow more efficient use of airspace. (Supports outcomes 5 and 6)2.10Integrated System Management and OperationsProactively ensure that partner organizations are effectively integrating system management and operations into project and program delivery decisions by encouraging the adoption of best practices and the systematic use of performance measures to monitor and improve transportation system performance. (Supports all outcomes)2.11Highway Size and Weight RequirementsPromote the enforcement of size and weight requirements on the National Highway System (NHS), and the assessment of heavy vehicle impacts on the NHS. (Supports outcomes 1, 4 and 7)2.12Public Private PartnershipsCollaborate with partner organizations to explore use of public private partnerships and non-traditional revenue sources for the delivery of transportation facilities and promote greater use of tolling, pricing and related innovative finance mechanisms, and reduce highway use tax evasion. (Supports outcomes 2, 4, and 7)2.13Automated Aviation Information SystemsPromote the use of automated systems that provide more accurate and timely information for all aviation users. (Supports outcomes 5 and 6)2.14Port DevelopmentWork with State and local government, and others within DOT to plan and implement cost-shared port development projects to optimize the efficient movement of cargo through ports, similar to the port expansion project in Anchorage, Alaska and planned projects in Hawaii. (Supports outcome 4)In May 2006, the Department announced an innovative National Strategy to Reduce Congestion on America’s Transportation Network. This initiative signals a new era of Federal leadership in the transportation sector and, for the first time in DOT’s history, makes congestion reduction a strategic goal. DOT’s National Strategy to Reduce Congestion provides a framework for dramatically improving the performance of America’s transportation system, and introduces new approaches to fund and manage the system in the years ahead. OUTCOMES 1. Reduction in urban congestion 2. Increased transportation capacity resulting from public private transportation partnerships 3. Increased use of integrated Intelligent Transportation System (ITS) networks and new incident management approaches 4. Reduced impediments to the efficient movement of freight over the transportation network, especially at key freight gateways 5. Meet new and growing demands for air transportation services through 2011 and beyond 6. Increased access for all Americans 7. Longer lasting, high performance transportation infrastructure STRATEGIES Whether it takes the form of commuters and trucks stalled in traffic, cargo on the docks at overwhelmed seaports, or airplanes circling crowded airports, congestion is costing America an estimated $200 billion a year. Americans spend 3.7 billion hours and 2.3 billion gallons of fuel each year in traffic jams and waste $9.4 billion as a result of airline delays. Even worse, congestion takes valuable time out of every day – time that could be spent with families, friends, and neighbors. To address this situation, the Department has adopted The National Strategy to Reduce Congestion on America’s Transportation Network. This initiative has made congestion relief a top priority and directed the following actions. First, DOT will focus on our largest metropolitan areas and seek ‘Urban Partnership Agreements’ with as many cities as are willing to participate. These agreements will call for new variable pricing programs designed to spread traffic flows throughout the day and to get more throughput from existing highways. The agreements will also provide for more efficient and responsive bus systems that tailor services specifically for rushhour commuters; speed up the review process for highway projects underway; and seek commitments from major employers in the region to allow more of their employees to adopt flexible schedules and telecommute. All of these measures are designed to improve traffic flow and thus reduce congestion. Second, DOT will encourage more States to find ways to open their transportation infrastructure to private investment opportunities. State budgets are stretched thin, and gasoline taxes are becoming untenable as long-term sources of funding. At the same time, major financial institutions and their clients are expressing their willingness to invest billions of dollars in roads and airports. DOT will begin discussions with local officials and transportation consumers about the growing role that the private sector can and should play in transportation decision-making and investment. Our goal will be to expand the list of States that have flexible laws to permit greater private-sector involvement in transportation projects to meet the growing demand for infrastructure and ultimately to reduce congestion. Third, DOT will focus the Intelligent Transportation Systems (ITS) program to encourage more communities to adopt technologies and practices designed to help drivers avoid backups and cut the traffic tie-ups caused by construction and fender benders. Almost half of all traffic congestion is caused by construction and crash incidents. DOT will invite the country’s technology leaders to join a new Transportation Technology Forum. This forum will bring innovation and energy to build the world’s most technologically sophisticated transportation system. DOT will promote effective traffic incident management approaches such as full service patrols, quick clearance policies, and quick clearance laws. DOT will also encourage the use of improved highway design and construction procedures, innovative quality assurance practices, innovative materials, and asset management practices to reduce onsite repairs, rehabilitation, and reconstruction, thus reducing non-recurring congestion created by construction work zones. These steps will improve the performance of our existing systems by providing additional capacity during peak traffic periods and better traffic management. But there is still a need for large-scale investments in physical infrastructure to address growing demand. These investments must be targeted to areas where they are needed most – including major, multi-State, multi-use trade and travel corridors. Therefore, DOT will embark upon a competitive process to select three to five ‘Corridors of the Future’ projects that have the greatest potential to relieve traffic, based on projected growth patterns. These projects face enormous organizational and funding challenges. We will set ambitious permitting schedules for these projects, identify new financing options to fund them, and fast-track these projects for Federal dollars to get them moving from the drawing board to completion faster than ever before – without sacrificing environmental protections. We will work to expedite completion of the most significant highway capacity projects currently underway that hold the greatest potential for reducing congestion and bottlenecks. To the maximum extent possible, the Department will commit discretionary resources and expertise to support these actions, potentially including the Open Roads Pilot Program funds if appropriated in Fiscal Year 2007. In addition we will utilize existing Federal program authorities such as the authority under SAFETEA-LU that established a Surface Transportation Policy and Revenue Commission tasked with finding solutions that not only raise revenue for highway and transit projects, but also reduce the costs of congestion. Fourth, we will deploy even more Departmental resources into Southern California to bring together State, local, and private-sector officials to relieve bottlenecks affecting freight coming from and heading to every corner of the country. We will convene a joint border transportation task force with the Department of Homeland Security (DHS) to accelerate some of the most significant transportation investments at our borders. We will work with our partners on the Committee on the Marine Transportation System (CMTS) to implement the President’s Ocean Action Plan to improve Federal marine transportation system coordination and policy development. We will engage America’s major companies in a sustained dialogue about the future of our transportation system. Finally, we will take steps to improve aviation capacity by modernizing the aviation system and we will propose new ways to support the Airport and Airway Trust Fund to match funding for aviation services to the demand. DOT will implement the National Strategy to target congestion. We will use our people, our resources, and our expertise to help our partners at the State and local levels use their existing transportation networks better and to add capacity where it makes the most sense, developing better policy choices to reduce congestion. We will fully integrate congestion reduction as a priority in SAFETEA-LU, rulemaking and guidance issued by the Department. RESOURCES The human resources, programs, capital assets, information technology and other resources described in DOT's Annual Performance Budgets are needed to achieve our outcomes for reducing congestion and to execute the strategies presented below. The schedule for executing our Reduced Congestion strategies extends from fiscal year 2006 through fiscal year 2011. EXTERNAL FACTORS Several external factors could significantly affect our ability to reduce congestion. Although it is impossible to predict which of these factors, or which combination of factors, will tip the balance in our ability to produce results, we present those we believe will play an important role in the years covered by this Strategic Plan. GLOBALIZATION Globalization generally refers to the expansion of global linkages, the organization of social life on a global scale, and the growth of a global consciousness. People around the world are more connected to each other than ever before. Information and money flow more quickly than ever. International travel is more frequent and international communication is commonplace. Goods and services produced in one part of the world are increasingly available in all parts of the world. Although these links are not new, they are more pervasive than in the past. As an external factor, globalization reinforces the need for highly efficient connections where the U.S. and international transportation networks meet. Where connections are inefficient congestion develops. As traditional low-cost manufacturing countries increase their standards of living, manufacturing may switch to other parts of the world. These changing trade patterns often lead to congestion because of shifts in the use of U.S. ports and inland distribution systems. As a result, existing ports and intermodal facilities are bypassed, while underutilized ports and systems suddenly need significant expansion. Globalization demands flexibility in the transportation network and flexibility demands investment in infrastructure. Pressures on transportation services and infrastructure from globalization will affect our ability to reduce congestion. THE ECONOMY Cyclical and long-term changes in economic activity have a strong impact on discretionary personal travel and shipment of goods, affecting demand for transportation infrastructure and services. Economic growth spurs new commercial and residential developments, increases travel and trade, creates bottlenecks and strains the capacity of the infrastructure. Conversely, economic stagnation reduces development, travel, and trade. Economic stagnation also shifts demand for transportation from higher cost to lower cost services. Economic growth shifts the pattern of transportation in important ways. As incomes grow, people tend to buy more expensive goods, with a higher value per unit weight. The higher value of these goods means that the time they spend in transit is more costly to the shipper, so the shipper is more willing to pay extra for more expedited forms of transportation. As a result, air freight has been the fastest growing form of freight transportation over the past decade, with trucking close behind. Even in rail transportation, the most rapidly growing cargo has been high-value, expedited intermodal freight. Truck traffic as well has been growing at a faster rate than overall vehicle traffic. Currently, trucks carry 75 percent of the Nation's commerce based on the value of the goods and more than two-thirds of these goods based on weight. An expanding economy with the resultant increase in port, air, rail and truck traffic is an external factor that will challenge the goal of reducing traffic congestion. The increase in high-value cargoes means that transportation costs are a smaller percentage of the overall delivered cost of the product. Consequently, shippers can afford to locate their production at a greater distance from the ultimate consumer, to save on production costs. The result has been the growth of global outsourcing that has characterized the U.S. economy for the past quarter-century. This in turn has had tremendous effects on the transportation system, placing a greater burden on the international supply chain – marine carriers, ports, and intermodal rail – to deliver the goods. The nodal points in this supply chain have become increasingly congested. Economic growth has also changed the nature of demand for passenger travel. As people’s incomes have grown, they have traveled more, but their choice of mode of travel has shifted increasingly to air travel. Air passenger travel is a service with a high income-elasticity of demand – people buy proportionately more of it as their incomes grow. Over the past 20 years, as real incomes have risen by roughly 100 percent, airline passenger-miles have increased by 146 percent, highway passenger travel has grown by 49 percent, and population has grown by 28 percent. Thus, the economy is an external factor that can significantly affect our ability to achieve our goal to reduce congestion in many ways. DEMOGRAPHIC TRENDS Demographic trends work against our ability to reduce congestion. Within the next 25 years, the U.S. population is estimated to grow to 364 million, up from 282 million in 2000. Vehicle miles of travel (VMT) is projected to increase by approximately 60 percent from 2000 to 2030 leading to increased congestion as passenger vehicles and trucks compete for space on our roads and highways. Significant increases in the older population – the number of people between the ages of 65 and 84 will increase by 114 percent from 2000 to 2050 – will pose highway congestion challenges as retirees take to the road for recreation and travel. OBSTACLES TO INTERMODALISM Persistent obstacles to efficient intermodal connections in the U.S. such as the high cost of intermodal infrastructure projects, localized opposition to new transportation development, and the stovepipe organizational structure of public transportation agencies impede our ability to improve U.S. connection points to the global transportation network. If this situation persists, the intermodal network will continue to experience erratic service reliability. Intermodal congestion will get worse and capacity constraints will slow the ability of the transportation network to recover from any adverse events – such as Hurricane Katrina. Unless addressed, obstacles to intermodalism could affect our ability to achieve our reduced congestion goal. TECHNOLOGY Deployment of technologies such as vehicle performance diagnostics, automated tolling, driver warnings about weather, road hazards and bottlenecks, vehicle self-help measures, 511 traveler telephone information, and GPS systems including wireless notifications to repair services should reduce dangerous highway breakdowns and help relieve congestion. Widespread deployment of ITS and other related technologies will not only relieve congestion, but also make travel on the highway system more reliable and predictable. In short, transportation technology is a positive external factor that is likely to help reduce congestion.3GLOBAL CONNECTIVITYFacilitate an international transportation system that promotes economic growth and development.3.1International Transportation MarketsThrough negotiations and other means work with our trading partners to seek further liberalization of international transportation markets. (Supports outcomes 1,4 and 6)3.2Harmonized International Standards and RegulationsParticipate bilaterally, regionally or in international organizations at the ministerial and working levels to advocate worldwide adoption of harmonized standards and regulations and to promote improved global safety levels and regulatory oversight. (Supports all outcomes)3.3International OutreachSupport Presidential initiatives that seek to achieve greater international outreach for transportation programs. (Supports outcome 3)3.4International Program StaffInvest in the capabilities of the Department’s international program staff by recruiting a multilingual transportation workforce and developing core competencies in subjects related to international transportation. (Supports all outcomes)3.5Assistance to Foreign Transportation StakeholdersWork with international development agencies to provide technical assistance, training, and support for technology transfer to foreign transportation stakeholders such as the Safe Skies for Africa and Third Border initiatives and the Iraq and Afghanistan assistance programs. (Supports outcomes 1, 3, 4 and 6)3.6International Science and Technology ActivitiesDevelop and engage in international science and technology activities and exchanges, such as those led by the Departments of State and Commerce and bilateral cooperative activities such as those with Japan and South Korea.(Supports outcomes 3, 4, and 6)3.7Standards-Related ResearchConduct and sponsor research leading to harmonized international standards, improved cross-border collaboration, and global leadership for U.S. transportation providers.(Supports all outcomes)3.8Resource Sharing Among Border AgenciesProvide technical assistance, implement technology exchange, encourage collaboration and capacity building, and identify opportunities to share resources among border agencies, other key U.S. and international partners and in established and emerging markets (i.e., Latin America, China, India, Japan, Europe, Russia, Kuwait, Iraq and Afghanistan). (Supports all outcomes)3.9Civil Aviation AuthoritiesFoster the continued development of competent civil aviation authorities worldwide that meet international safety oversight standards.(Supports outcomes 2, 3, and 5)3.10International Aviation Safety StandardsWork with key international partners to implement safety enhancements that will improve world-wide aviation safety while enabling the transfer of aeronautical products, technologies and services. (Supports all outcomes)3.11Global OperationsPromote global interoperable seamless operations in cooperation with international partners. (Supports outcome 2)3.12Intermodal and International Transportation ResearchSupport and conduct research on issues concerning intermodal and international transportation. (Supports outcome 2)3.13ITS and Space-Based ApplicationsAccelerate the use of technologies such as ITS and space-based applications at intermodal connectors, international border crossings and gateways to reduce congestion and streamline freight and passenger movements. (Supports outcome 2)3.14Automated Commercial Environment and International Trade Data SystemAssure the Department’s effective participation in the Administration’s Automated Commercial Environment and International Trade Data System to improve safety and security and to reduce congestion at ports of entry. (Supports outcome 2)The globalization of the American economy has put pressure on our ports, borders, and airports. Our Global Connectivity goal addresses international transportation issues with two synergistic strategies. One strategy is directed toward opening international transportation markets; the other is directed toward improving essential, intermodal transportation linkages. Both are needed to achieve outcomes that will yield better global connectivity and a more competitive and efficient global marketplace. OUTCOMES 1. Reduced barriers to trade in transportation goods and services 2. Safer, more efficient and cost effective movement of passengers and cargo throughout international and domestic transportation systems, including U.S. ports of entry, modal and intermodal supply chains 3. Sustained international leadership in promoting U.S. transportation policies 4. Enhanced competitiveness of U.S. transport providers and manufacturers in the global marketplace 5. Harmonized and standardized regulatory and facilitation requirements in the international arena 6. Expanded opportunities for all businesses in the transportation sector, especially small, women-owned and disadvantaged businesses. STRATEGIES International trade in transportation goods and services plays an important role in the Nation’s economic well-being. In 2004, the U.S. traded $329.9 billion in transportation goods and $133.5 billion in transportation services. Over 1.9 billion tons of international freight, valued at $2.3 trillion, moved to and from the U.S. in 2004. Over 24 million containers were transported into the U.S. in 2004 — 10 million by ocean vessels and 14 million by truck and rail from Canada and Mexico, illustrating the challenge of maintaining transportation security while facilitating efficient freight flows. Further, 338 million inbound and outbound trips were made between the U.S. and other countries in 2004, compared to 315 million trips in 1990, with same-day travel between the U.S. and Canada or Mexico accounting for the majority of these trips. International freight volumes at these levels represent a significant source of stress on our domestic transportation system. The globalization of the American economy has put pressure on our ports, borders, and airports. Many of the Nation’s most important infrastructure facilities (truck terminals, port facilities, rail yards, and airports) are located in major urban areas. When combined with increasing local traffic, greater volumes of international freight and passenger traffic will result in more congestion and delay and, as a result, higher shipping and travel costs. Continued restrictions that prevent access to foreign markets for transportation services are harmful to U.S. commercial interests. Unless new technologies and operating procedures are adopted, heightened security requirements will increase transit times for passenger and freight movements, which would result in higher operating costs for transportation operators and higher costs for U.S. shippers and the traveling public. Higher transportation costs would make it more difficult for U.S. businesses to compete in international markets. We will undertake several tasks to improve the safety, security, and efficiency of international transportation systems and the Nation’s gateways. We will liberalize international transportation markets; expand the capacity of our freight and passenger transportation systems; improve intermodal connections; and ensure the adoption of new technologies, procedures, and infrastructure improvements. We will also improve Federal marine transportation system coordination and policy development, and practice positive engagement with foreign partners to improve system linkages on both the foreign and domestic sectors of the transportation chain. Our strategies to address international transportation issues and networks in the global economy have two synergistic thrusts. One is directed toward opening international transportation markets; the other is directed toward improving essential, intermodal transportation linkages. Both are needed to achieve outcomes that will yield better global connectivity and a more competitive and efficient global marketplace. Adopting a coordinated and strategic domestic and international intermodal approach is central to DOT’s role of promoting more efficient international transportation systems and improved global connectivity. RESOURCES The human resources, programs, capital assets, information technology and other resources described in DOT's Annual Performance Budgets are needed to achieve our outcomes for global connectivity and to execute the strategies presented below. The schedule for executing our global connectivity strategies extends from fiscal year 2006 through fiscal year 2011. EXTERNAL FACTORS Globalization and economic cycles are external factors that could significantly affect our ability to achieve our global connectivity goal. GLOBALIZATION Globalization generally refers to the expansion of global linkages, the organization of social life on a global scale, and the growth of a global consciousness. People around the world are more connected to each other than ever before. Information and money flow more quickly than ever. International travel is more frequent and international communication is commonplace. Goods and services produced in one part of the world are increasingly available in all parts of the world. Although these links are not new, they are more pervasive than in the past. In the United States, international trade represents a significant share of GDP. The "World Fact Book” published by the Central Intelligence Agency ranks the United States first in the world in imports and fourth in exports. While international trade is usually the primary meaning of globalization, personal international travel for business and leisure is a significant trend in the globalization of transportation. As an external factor, globalization reinforces the need for opening international transportation markets and for highly efficient intermodal connections where the U.S. and international transportation networks meet. Continued growth in demand for port throughput – around 10 percent a year – and an increase in new vessel capacity as carriers respond to growing demand are expected. Globalization demands flexibility in the transportation network and flexibility demands investment in infrastructure. Pressures on transportation services and infrastructure from globalization may affect our ability to achieve our global connectivity goals. THE ECONOMY Cyclical and long-term changes in domestic and international economic activity have a strong impact on discretionary personal travel and shipment of goods, affecting demand for transportation infrastructure and services. Economic growth spurs commercial development, increases travel and trade, creates bottlenecks and strains the capacity of the infrastructure. Conversely, economic stagnation reduces development, travel, and trade. Economic stagnation also shifts demand for transportation from higher cost to lower cost services. Economic growth shifts the pattern of transportation in important ways. As people’s incomes grow, they tend to buy more expensive goods, with a higher value per unit weight. The higher value of these goods means that the time they spend in transit is more costly to the shipper, so the shipper is more willing to pay extra for more expedited forms of transportation. As a result, air freight has been the fastest growing form of freight transportation over the past decade, with trucking close behind. The increase in high-value cargoes means that transportation costs are a smaller percentage of the overall delivered cost of the product. Consequently, shippers can afford to locate their production at a greater distance from the ultimate consumer, to save on production costs. The result has been the growth of global outsourcing that has characterized the U.S. economy for the past quarter-century. This in turn has had tremendous effects on the transportation system, placing a greater burden on the international supply chain – marine carriers, ports, and intermodal rail – to deliver the goods. Economic growth has changed the nature of demand for passenger travel. As people’s incomes have grown, they have traveled more, but their choice of mode of travel has shifted to air travel with both domestic and international destinations. Air passenger travel is a service with a high income-elasticity of demand – people buy proportionately more of it as their incomes grow. Over the past 20 years, as real incomes have risen by roughly 100 percent, airline passenger-miles have increased by 146 percent, highway passenger travel has grown by 49 percent, and population has grown by 28 percent. Thus, the economy is a significant external factor that can affect our ability to achieve our global connectivity goal.4ENVIRONMENTAL STEWARDSHIPPromote transportation solutions that enhance communities and protect the natural and built environment.4.1EO 13274Exercise leadership in implementing President Bush’s Executive Order 13274, Environmental Stewardship and Transportation Infrastructure Project Reviews by: - Expediting environmental reviews of high-priority transportation infrastructure projects; - Closely linking implementation of the Executive Order with congestion reduction initiatives; and - Advancing environmental stewardship through cooperative actions with project sponsors to promote protection and enhancement of the natural and human environment in the planning, development, operation, and maintenance of transportation facilities and services. (Supports both outcomes)4.2Conflict ResolutionUse constructive and timely approaches to resolving conflicts when they arise over the use, conservation, and restoration of the environment, natural resources and public lands consistent with the August 2004, Executive Order on Cooperative Conservation and the accompanying Memorandum on Environmental Conflict Resolution.(Supports outcome 2)4.3Environmental Review ResearchConduct and support research on ways to improve the environmental review process to achieve the timely delivery of transportation infrastructure projects.(Supports outcome 2)4.4State and Metropolitan Planning OrganizationsProvide guidance, training, and assistance to ensure that State and Metropolitan Planning Organizations (MPO) are equipped to meet transportation conformity requirements, especially in newly designated non-attainment areas.(Supports outcome 2)4.5CSS PolicyEncourage State departments of transportation to reinforce Context Sensitive Solutions (CSS) policy, facilitate training in CSS, and promote visibility for State CSS projects. (Supports both outcomes)4.6Ecosystem Guidance and AssistanceProvide guidance and technical assistance to demonstrate the benefits of including ecosystem-based measures and approaches in transportation development.(Supports both outcomes)4.7EISs, EAs, and NEPADevelop and meet schedules for Environment Impact Statements (EIS) and Environmental Assessments (EA) for Federal-aid projects; work with States aggressively to reduce delays linked to State actions and non-actions; and improve planning-National Environmental Policy Act (NEPA) linkages via policies, training and workshops.(Supports outcome 2)4.8Integrated Tribal, State, Local ApproachesWork proactively with Tribes, States, local governments, industry and other transportation stakeholders to seek integrated approaches to resolving transportation issues, support community needs and give full consideration to local environmental conditions.(Supports both outcomes)4.9Pipeline Environmental PermitsFacilitate streamlined processes for environmental permits to enable pipeline operators to make critical repairs in their systems.(Supports both outcomes)4.10Health and Environment of Minority and Low-Income PopulationsIdentify and address disproportionately high and adverse human health and environmental effects of transportation policies and programs on minority and low-income populations.(Supports both outcomes)4.11Fuel Economy StandardsWork with Congress to reform fuel economy standards for passenger automobiles that are cost effective, based upon sound science, and safeguard vehicle occupants.(Supports outcome 1)4.12Assistance to State and Local AgenciesProvide funding, guidance and information to State and local transportation agencies and other stakeholders on topics such as: diesel engine retrofits, idle reduction technologies, congestion mitigation projects, and other cost-effective measures that reduce emissions; improve storm water mitigation and control; preserve and bank wetlands and habitats; and link the planning process with environmental review processes; wildlife protection; noise mitigation and controls; and historic preservation. (Supports outcome 1)4.13Climate ChangeFocus on climate change initiatives with State and local transportation planning agencies through outreach, information sharing, capacity building, and other collaborative efforts.(Supports outcome 1)4.14Natural and Built Environmental Impact ResearchConduct and support research to understand the various impacts of transportation infrastructure and services on the natural and built environment. (Supports both outcomes)4.15Hydrogen Fuel InitiativeSupport the President’s Hydrogen Fuel Initiative through research on fuel distribution and delivery infrastructure, transportation of associated hazardous materials, and vehicle safety. (Supports outcome 1)4.16IncentivesCreate incentives to avoid, reduce or mitigate the adverse environmental effects that can accompany transportation services and facilities.(Supports outcome 1)4.17Transportation AlternativesFoster dialogue, education and communication about transportation alternatives and choices that improve compatibility between transportation and communities and encourage consideration of the full range of transportation options, including non-motorized transportation such as pedestrian and bicycle travel, to address mobility and environmental challenges. (Supports both outcomes)4.18Impact Mitigation Best PracticesPublish timely information on best practices in mitigating transportation’s impact on communities and the natural environment using secure Web-based technologies.(Supports both outcomes)4.19Emergency Response PlansCollaborate with State and local emergency responders to simulate or exercise emergency response plans concerning environmental incidents in transportation.(Supports outcome 1)4.20DOT WorkforceInvest in the capabilities of the DOT workforce by hiring individuals with education and experience related to the nexus of transportation, energy and the environment such as urban and regional planning, economic development, environmental sciences and environmental law.(Supports both outcomes)4.21DOT FacilitiesImprove DOT-owned or controlled facilities for the benefit of host communities by energy conservation, preventing pollution, recycling, using recycled products, and cleaning up contaminated facilities. (Supports outcome 1)4.22Aircraft Noise and EmissionsDevelop better technologies and analytical tools to evaluate and reduce aircraft noise and emissions. (Supports outcome 1)4.23International Aviation Environmental StandardsWork at the International Civil Aviation Organization (ICAO) to foster international aviation environmental standards; and to recommend practices and guidance materials that are technically feasible, economically reasonable, provide measurable benefits and take interdependencies between emissions and noise into account.(Supports outcome 1)4.24Pipeline Integrity Management PracticesImplement integrity management practices in hazardous liquid pipelines to identify and repair corrosion and material/weld defects—the leading causes of spills in high consequence areas—before the pipe fails. (Supports outcome 1)We will continue to work toward a balance between environmental challenges and the need for a safe and efficient transportation network. Current data reveal that transportation is exerting significant pressure on the environment world-wide. Commercial and personal transportation have grown substantially in recent years and are projected to increase in the future despite higher prices for petroleum and warnings about climate change. Our Environmental Stewardship goal describes how we will reduce pollution and other adverse effects from transportation to protect the environment. OUTCOMES 1. Reduction in pollution and other adverse environmental effects from transportation and transportation facilities 2. Streamlined environmental review of transportation infrastructure projects STRATEGIES Current data reveal that transportation is exerting significant pressure on the environment worldwide. Commercial and personal transportation have grown substantially in recent years and are projected to increase in the future despite higher prices for petroleum and warnings about climate change. Over the past 20 years however, contributions of emissions from on-road mobile sources relative to all emissions have been rapidly declining. The downward trend in on-road mobile source emissions is expected to continue through 2030 as a result of the introduction of cleaner engines and fuels. Though solid progress has been made to reduce airborne threats, more needs to be done to improve air quality. At the current rate of growth, transportation’s share of humanproduced greenhouse gas (GHG) emissions in the U.S. is projected to increase from 28 percent currently to 36 percent by 2020. DOT is working to achieve a balance between environmental challenges and the need for a safe and efficient transportation network. DOT’s National Strategy to Reduce Congestion on America’s Transportation Network recognized the environmental impact of congestion. The Strategy cited emissions from trucks stalled in traffic and from airplanes circling over crowded airports as adverse environmental effects resulting from congestion. In 2006, the Department asked the Congress to take prompt action to authorize the reform of fuel economy standards for passenger automobiles for the first time. The Administration has shown strong leadership on fuel economy. The Department raised the light truck and sport utility vehicle standards twice in the last four years, including a rulemaking that will save nearly 11 billion gallons of gasoline, eliminate incentives to make lighter, and therefore more dangerous vehicles, and encourage all manufacturers to deploy fuel saving technologies. DOT established the Center for Climate Change and Environmental Forecasting (the Center) in 1999 to be the focal point within DOT for information and technical expertise on transportation and climate change, and for coordinating related research, policies, and actions. The Center promotes comprehensive multimodal approaches to reduce GHG emissions and to prepare for the effects of climate change on the transportation system. DOT also participates in the Administration’s Climate Change Science Program (CCSP) and Climate Change Technology Initiative. One of DOT’s efforts is focused on how to best provide climate science information to transportation decision makers. DOT’s Climate Center is conducting one of the 21 synthesis and assessment projects under the CCSP: Impacts of Climate Variability and Change on Transportation Systems and Infrastructure - Gulf Coast Study. This work, which has three phases, will also fulfill a requirement of Section 106 of the Global Climate Research Act. Phase I will be completed by the fourth quarter of fiscal year 2007. RESOURCES Below we present our strategies for achieving our environmental stewardship goals. The human resources, programs, capital assets, information technology and other resources described in DOT's Annual Performance Budgets are needed to achieve our outcomes for environmental stewardship and to execute the strategies presented below. The schedule for executing these strategies extends from fiscal year 2006 through fiscal year 2011. EXTERNAL FACTORS Both demographic trends and obstacles to intermodalism could affect our ability to achieve our environmental stewardship goal in the years covered by this Strategic Plan. DEMOGRAPHIC TRENDS Demographic trends work against our ability to achieve our environmental goal of reducing pollution and other adverse environmental effects from transportation. Within the next 25 years, the U.S. population is estimated to grow to 364 million, up from 282 million in 2000. Vehicle miles of travel (VMT) is projected to increase by approximately 60 percent from 2000 to 2030 leading to more emissions even with vehicles that are increasingly fuel efficient. Travel by air for leisure and business purposes is also expected to increase with resulting pollution from aircraft emissions and noise. Because of demographic pressures, trucks will be an increasing part of the traffic stream and will make a greater contribution to environmental problems. OBSTACLES TO INTERMODALISM Persistent obstacles to efficient intermodal connections in the U.S. such as the high cost of intermodal infrastructure projects, localized opposition to new transportation development, and the stovepipe organizational structure of public transportation agencies impede our ability to improve connection points within the U.S. and to the global transportation network. If this situation persists, intermodal congestion, which increases air pollution from transportation sources, will get worse.5SECURITY PREPAREDNESS AND RESPONSEBalance transportation security requirements with the safety, mobility and economic needs of the Nation and be prepared to respond to emergencies that affect the viability of the transportation sector.5.1Intelligence AnalysisWork with the Operating Administrations to communicate and validate timely, relevant, expert intelligence analysis that focuses preparedness efforts, supports operational response, supports international programs, and informs technical requests from the Intelligence and Law Enforcement Communities.(Supports outcomes 1 and 2)5.2Security Policy FrameworkWork with the Operating Administrations to develop a security policy framework that will ensure preparedness, mitigate the consequences of transportation sector emergencies, and support the Department's mission.(Supports outcomes 1 and 2)5.3International Partners and AgreementsFulfill DOT commitments to international partners and agreements, such as the Security and Prosperity Partnership for North America, and the North Atlantic Treaty Organization (NATO). (Supports all outcomes)5.4Maritime National Security OversightMaintain DOT responsibility for oversight of national security initiatives affecting the maritime transportation system within the Maritime Administration.(Supports all outcomes)5.5Sealift Assets Maintain government-owned sealift assets and provide assured access to commercial sealift and related commercial intermodal assets for use in defense mobilizations and national emergencies.(Supports all outcomes)5.6Security GapsDevelop and implement actions to work aggressively on closing identified security program gaps and emergency operation gaps throughout the transportation system. (Supports all outcomes)5.7National Defense Highway RequirementsWork with the States, the Department of Defense, Surface Deployment and Distribution Command, State military offices, and applicable military units to identify and address the highway infrastructure and operational requirements that support National defense and deployment needs.(Supports outcomes 1 and 2)5.8Space-Based Position, Navigation, and TimingRepresent government and industry stakeholders within the civil community in the identification of U.S. Space-Based Position, Navigation, and Timing (PNT) needs and requirements, the promotion, coordination and leveraging of PNT capabilities across the civil community, and in the development of backup position and timing capabilities that can support critical infrastructure applications within the U.S. (Supports all outcomes)5.9Hazmat Security StandardsDevelop, promote and enforce performance-based national and international hazardous materials security standards.(Supports outcomes 1 and 2)5.10ITMake information technology (IT) a strategic enabler for the Department to provide critical capabilities for secure, efficient storage and transfer of information. (Supports outcome 2)5.11Information AssuranceEvolve and mature the DOT Information Assurance Program to comply fully with the Federal Information Security Management Act. (Supports outcome 2)5.12HSPD-12Begin a phased integration of logical access controls into DOT processes through DOT Common Identity Standards in support of Homeland Security Presidential Directive (HSPD)-12.(Supports outcome 2)5.13IT Security IntegrationIntegrate effective IT security programs with critical business functions and systems to protect the confidentiality, integrity and availability of mission critical information.(Supports all outcomes)5.14.aMulti-Modal Progress MetricsWork with the Office of the Secretary and Operating Administrations to develop multi-modal metrics to measure progress against each of the three new outcomes under this strategic goal by October 1, 2008. (Supports all outcomes)5.14.bEmergency OperationsWork with the Office of the Secretary and Operating Administrations to establish and maintain emergency operations staffing, special teams and capabilities to respond effectively to incidents and fulfill our commitments under Homeland and National Security Presidential Directives and the National Response Plan. (Supports all outcomes)5.14.cIncident Impact InformationWork with the Office of the Secretary and Operating Administrations to provide complete, consolidated and accurate information about the impacts of incidents on the transportation system, for distribution to stakeholders and other government agencies.(Supports all outcomes)5.14.dContinuity of OperationsWork with the Office of the Secretary and Operating Administrations to assure continuity of operations, support continuity of government, and maintain emergency operations surge staffing and response capabilities to respond effectively to incidents and fulfill our commitments under Homeland and National Security Presidential Directives and the National Response Plan. (Supports all outcomes)5.15Hazmat Risk-Based AnalysesRegularly review hazmat transportation security measures using risk-based analyses to determine whether additional requirements are necessary and whether there are opportunities to moderate our regulatory posture wherever possible.(Supports all outcomes)5.16Hazmat Inspections, Research, Partnerships, and EducationConduct hazmat field inspections, research, partnerships, and education through a coordinated approach that ensures the security of the transportation sector.(Supports all outcomes)5.17Vulnerability and Recovery ResearchConduct and support research to reduce the vulnerability of transportation systems and to improve their ability to prepare for and recover from attacks, natural disasters, and emergencies.(Supports all outcomes)5.18Security TrainingProvide security training for transportation professionals, continuously updating the training to reflect advances in the state-of-the-art and state-of-the-practice and to meet changing training needs.(Supports outcomes 2 and 3)5.19Response Plans, Procedures, Training, and ExercisesDevelop and maintain plans, procedures, training and exercises that prepare the Department to respond to incidents whether security related or natural disasters.(Supports outcomes 2 and 3)5.20Disaster Transportation AssistanceProvide transportation assistance during disasters to other Federal agencies, States and local governments under the National Response Plan to reduce loss of life, suffering and property damage. (Supports outcome 3)5.21Public Transit Emergency ManagementImplement the public transit emergency management program in coordination with other DOT elements and other Federal agencies to ensure responsiveness to emergency transportation needs. (Supports outcomes 2 and 3)5.22Hazardous Material InformationSponsor programs which ensure that local emergency responders have timely access to hazardous materials information carried by all modes, and provide training and tools to help responders react effectively. (Supports outcome 3)This Strategic Plan introduces an area of strategic interest comprising transportation issues that have become more acute in the post-9/11, post-Hurricane Katrina era — Security, Preparedness and Response. We believe it is essential for all transportation service providers to consider their future roles and responsibilities in emergencies that affect the viability of the transportation sector. We recognize that the first element of facing a challenge is to prepare for it, and preparing involves many different activities: policymaking, reviewing and validating intelligence, planning, building capabilities, training, and exercising scenarios. Our Security, Preparedness and Response goal puts those elements in place to prepare us to deal with both expected and unexpected future emergencies. STRATEGIES We have defined our Security, Preparedness and Response Strategic Goal to address challenges that seem greater than any we have faced in our history – challenges from terrorism and challenges from nature. We address Security against the background of 9/11. Modern weapons give terrorists a tremendous amount of leverage in wreaking damage and havoc throughout the transportation network. In the London attack on July 7, 2005, just a handful of individuals disrupted one of the world's great metropolitan transit systems. Our security strategies recognize that the transportation network must not only move millions of people and tons of cargo daily but also must remain a vital link for Department of Defense mobilization requirements. In this regard, we will continue to work closely with the Department of Homeland Security to assess and reduce the vulnerabilities of transportation services and infrastructure to terrorist or criminal attacks while ensuring the mobility needs of the Nation for personal travel and commerce. We address Preparedness and Response against the background of one of the most catastrophic natural disasters in American history – Hurricane Katrina. Transportation was critical in the Katrina evacuation considering the fact that well over a million people had to move out of the area rapidly. More people migrated after Katrina than in any other previous mass migration in American history except for the Dust Bowl, which took place over a period of decades and not over a period of a few days. Against this backdrop, our Security, Preparedness and Response strategies address the challenges we anticipate in coming years. We recognize that the first element of facing a challenge is to prepare for it, and preparing involves many different activities – policy making, reviewing and validating intelligence, planning, building capacity, training, and exercising scenarios. Our strategies put those elements in place to prepare us to deal with both expected and unexpected emergencies. Our emphasis on planning is well founded: experience tells us that if you do not have a proper plan, improvisation is not going to provide the answer that you need when you are in the middle of the catastrophe. From the same standpoint, our strategies integrate ourauthorities and capabilities across the Department. A mode by mode, or stovepipe response would produce far less than a totality of effort. Having a good plan, however, is no guarantee that evacuations, for example, will be carried out smoothly, particularly mass evacuations that involve many different agencies at all levels of government. Our strategies call for joint exercises in which plans are tested against different scenarios to determine if cooperating agencies can become accustomed to working together and can assess how their plans address various contingencies. Our strategies address security, preparedness, and response in a comprehensive, coordinated, multi-modal approach. RESOURCES The human resources, programs, capital assets, information technology and other resources described in DOT's Annual Performance Budgets are needed to achieve our outcomes for Security, Preparedness and Response and to execute the strategies presented below. The schedule for executing these strategies extends from fiscal year 2006 through fiscal year 2011. EXTERNAL FACTORS The most significant external factors that could affect our ability to achieve our security, preparedness and response strategic goal are an Asian Flu Pandemic or major disruptions to transportation caused by natural disasters, terrorists or criminals. FLU PANDEMIC Globalization and the resulting highly integrated transportation networks make it possible for infectious diseases to spread rapidly from one region of the world to another. The outbreak of an infectious disease in one part of the world may have serious economic and financial consequences for transportation firms operating in the region. While the spread of any infectious disease would cause a serious disruption in world commerce and travel, concern is now focused on an Avian Flu Pandemic. The outbreak of a highly infectious disease such as the Avian Flu could strain all segments of our economy and all modes of transportation. DOT has plans in place to sustain its critical business operations through a combination of teleworking (to promote social distancing) and working on-site for those functions that cannot be performed via telework. DOT will work with the Departments of State and Homeland Security as well as with State and local governments for prioritized delivery of critical system and services nationwide. Nevertheless, a flu pandemic is an external factor that could impact our ability to achieve our strategic goals. DISRUPTIONS FROM NATURAL DISASTERS, TERRORISTS AND CRIMINAL ATTACKS Natural disasters such as hurricanes, tornados, earthquakes and floods demonstrate that the government needs to be ready to collaborate and cooperate in new and innovative ways to cope with such events effectively. Similarly, terrorist and criminal attacks on transportation systems can disrupt passenger transportation and the flow of cargo, particularly vital commodities such as food, medicines and petroleum products. Major transportation fuel supply disruptions could occur in pumping or transporting crude oil, in refining crude oil and in the distribution and delivery of fuels. Damage to large segments of roadway, tunnels, or bridges, as well as to waterway transport, rail freight movement, and transit services are all plausible risks. Electricity supply disruptions, such as major blackouts or brownouts, could sharply affect the operation of certain transport sectors, particularly aviation, rail, and transit. Reliance on information technology makes the Department itself, and thus its ability direct recovery efforts, more vulnerable when blackouts occur. The 2005 hurricane season dramatically revealed how enormous peak burdens were placed on the nation’s transportation system when millions of people attempted to vacate or relocate in a narrow window of time. Primarily the roadway system, but also mass transit, rail, air and other modes can be severely burdened by such events. Disruptions from natural disasters, terrorists and criminal attacks will challenge our ability to achieve our goals.6ORGANIZATIONAL EXCELLENCEAdvance the Department's ability to manage for results and achieve the goals of the President's Management Agenda.6.1Goals, Accountability, and Customer FocusExert leadership throughout the Department by setting clear strategic goals, being accountable for achieving results, and maintaining a strong customer focus.(Supports all outcomes)6.2Customer and Partner SatisfactionIdentify critical customer and partner satisfaction issues and develop specific actions to address these issues. (Supports all outcomes)6.3Leadership CompetenciesContinuously assess and improve the leadership competencies of DOT executives and managers at all levels to maximize program effectiveness. (Supports all outcomes)6.4Research Portfolio and Innovative TechnologiesCoordinate, prioritize and manage the Department's research portfolio and expedite implementation of cross-cutting innovative technologies through the Department's RD&T Planning Council. (Supports all outcomes)6.5R&D Investment CriteriaConsistently apply the President’s R&D Investment Criteria—relevance, quality, and performance – to all DOT-sponsored and in-house research. (Supports all outcomes)6.6Timeliness of RulemakingAvoid undue delay in rulemaking proceedings by establishing Department-wide priorities and schedules, coordinating rulemaking actions, providing rulemaking process training, and adopting best practices.(Supports all outcomes)6.7Protection from Intentional HarmDevelop and execute plans to improve the protection of DOT people, facilities, information, and equipment from intentional harm and to perform the essential functions of the Department even when key facilities are temporarily unavailable or unusable due to natural disasters or intentional harm.(Supports all outcomes)6.8Work EnvironmentSustain a work environment free from discrimination by identifying and enforcing equal employment and diversity performance standards at the management level and enforcing disciplinary measure towards any employee that violates equal employment opportunity laws.(Supports all outcomes)6.9Workforce PlanningConduct workforce planning to identify both mission and workforce trends, assess mission-critical core competencies, and implement plans to close gaps through vigorous learning and knowledge management approaches, targeted recruitment, and succession planning. (Supports outcome 1)6.10Workforce Information and DevelopmentImprove the quality, timeliness and availability of workforce information and implement the workforce development plan established under the Department's Management Directive 715 Program that will result in a workforce of highly qualified individuals from diverse race/national origin/gender groups and individuals with disabilities.(Supports all outcomes)6.11Career Development and Employee SatisfactionIdentify and utilize opportunities for career development, conduct and analyze employee satisfaction surveys, and target specific strategies to address these issues. (Supports outcome 1)6.12Continuous ImprovementSustain a learning environment that drives continuous improvement in performance through knowledge management, training, performance evaluation, coaching and mentoring.(Supports outcome 1)6.13ADRIncrease awareness and use of Alternative Dispute Resolution (ADR) to resolve conflicts by providing training on the benefits of such programs, creating incentives for the use of ADR by impacted parties, and requiring its use, where possible and appropriate. (Supports outcome 1)6.14Commercial Function CompetitionAchieve organizational and economic efficiencies by competing commercial functions between public and private entities.(Supports outcome 2)6.15Business SolutionsFind the best business solutions to accomplish the Department's mission through world-class acquisition and grants business processes. (Supports outcomes 2, 4, and 5)6.16Performance Management and AwardsFoster a results-oriented workforce through performance management and awards systems that link individual/team/unit performance to organizational goals and results through meaningful measures, and that make appropriate distinctions on the basis of contribution. (Supports outcomes 1 and 4)6.17Financial InformationProvide relevant and reliable financial information that links resources and results to program managers for their use in improving performance and accountability.(Supports outcomes 3 and 4)6.18Program Delivery Improvement and MeasurementWork closely with partner organizations to measure and improve program delivery capability at State and National levels, with a focus on improving program risk assessment, fiscal constraint, financial stewardship and oversight responsibilities.(Supports outcomes 3 and 4)6.19EA ProcessesMature, institutionalize and operationalize Enterprise Architecture Processes throughout the Department to improve operational efficiency, information sharing and utilization of information resources. (Supports all outcomes)6.20E-Government and Lines of BusinessImplement E-government initiatives and lines of business such as Business Gateway, Grants.gov, Geospatial One-Stop, E-Rulemaking, and the financial management line of business to enable faster, simpler and more efficient ways for citizens, States, local governments, industry and other stakeholders to transact business with DOT. (Supports outcome 5)6.21IT Contributions to Strategic Goals and ProductivityUndertake a rigorous analysis of the contribution of IT to each strategic goal to identify opportunities to support mission performance and demonstrate how IT contributes to program productivity.(Supports all outcomes)6.22Technical, Administrative, and Physical Security of PIIReview technical, administrative and physical security safeguards for systems that contain Personally Identifiable Information (PII), and develop remediation plans to mitigate risks determined during annual safeguards review.(Supports all outcomes)6.23Management and Protection of PIIWork closely with other agencies to share ideas and resources for managing and protecting PII, increase user awareness of responsibilities for protecting the Department’s PII data assets, and incorporate government best practices.(Supports all outcomes)6.24Data Protection PracticesInstitutionalize strong data protection practices throughout the Department by providing business owners and those responsible for privacy and security with the tools and knowledge necessary to protect PII.(Supports all outcomes)6.25Accounting, Maintenance, and Management of Real Property Develop and execute plans to ensure real property assets are accurately accounted, maintained, and managed.(Supports outcome 6)6.26Property InventoriesEnsure property inventories are maintained at the right size, cost, and condition to support agency missions and objectives. (Supports outcome 6)Finally, we cannot achieve our strategic goals without vision, leadership and a culture of teamwork, collaboration and continuous improvement. We resolve to be leaders in pursuing best practices and achieving results that benefit taxpayers and the Nation. Our central management strategy for achieving organizational improvement will be delivering the results described in this Strategic Plan and full implementation of the President's Management Agenda (PMA). OUTCOMES 1. Achieved strategic management of human capital goals 2. Achieved competitive sourcing goals 3. Achieved financial performance goals 4. Achieved budget and performance integration goals 5. Achieved E-government goals 6. Achieved Real property goals STRATEGIES We cannot achieve our strategic goals without vision, leadership and a culture of teamwork, collaboration and continuous improvement. We shall be leaders in pursuing best practices and achieving results that benefit taxpayers and the Nation. Our central management strategy for achieving organizational improvement will be delivering the results described in this Strategic Plan and full implementation of the President's Management Agenda (PMA). Program oversight and stewardship are critical and ongoing objectives for DOT. We will continue to focus resources on activities that ensure that every Federal dollar is well spent and that program operations and processes are efficient and streamlined. For example, monitoring the cost, schedule, and performance of Federal-aid transportation infrastructure projects, especially major projects costing over $500 million, are critical to identify problems and initiate action to mitigate risks. The monetary threshold was lowered by SAFETEA-LU, which had the immediate effect of increasing the number of Major Projects requiring Project Management and Financial Plans from 21 to 37. In addition, more than 80 potential major projects are currently in the environmental review stage. To make DOT the most desirable place to work in the Federal Government and the internationally recognized focal point for transportation core competencies, we must face and address a number of challenges in the years ahead. Most critically, we must attract the best, the brightest and the most diverse workforce and inspire a new generation of innovators in transportation. Each of us has the responsibility to help DOT become the employer of choice not only within the transportation sector but also within the Federal Government. RESOURCES The human resources, programs, capital assets, information technology and other resources described in DOT's Annual Performance Budgets are needed to achieve our outcomes for Organizational Excellence and to execute the strategies presented below. The schedule for executing our organizational strategies extends from fiscal year 2006 through fiscal year 2011. EXTERNAL FACTORS DOT workforce departures are the primary external factors that could affect our ability to achieve our organizational goal. Anticipated retirements and the move to a new headquarters building may have a significant impact within DOT’s management levels during the next few years. Many employees are now eligible to retire, especially in the Federal Highway Administration, which has the largest concentration of retirement-age managers. The pending retirements will affect institutional knowledge and memory. Moreover, the aging workforce may require retraining to close the skills gap to function successfully in a future environment with advanced management tools, new hardware and software platforms, and networking capabilities. Aggressive marketing, outreach and recruitment initiatives will be necessary to attract highly skilled and diverse candidates to fill the next generation of DOT employees and managers.