1. One ODOT: Positioned for the Future
STRATEGIC BUSINESS PLAN
One ODOT: Positioned for the Future
Welcome the group and introduce self.

2. Purpose
A Strategic Business Plan will set direction for ODOT for the next five years.
“FOCUS,
CLARITY,
VISION.”
Director Matt Garrett
This five year guide will help us become a more fit organization and:
Keep us aligned and focused, with a common set of priorities.
Help us decide what – and what not – to take on.
Ensure we can deliver on our core responsibilities.
ODOT is committed to evolving as an organization and continuously enhancing the effectiveness and efficiency of the agency.
A strategic plan helps ensure we’re focused on the most important things and maximizing our limited resources.
It also creates more transparency in our decision making processes and authorities.

3. Four Strategic Priorities
Unify & Align ODOT
Operational Governance
Strengthen Strategic
Investment Decision Making
Build a Qualified & Diverse Workforce for Today & the Future
Optimize & Modernize
Technology & Data
(refer to the plan document for more details)
Unify and align our operational governance. Improve structures and processes to define priorities, improve communications, boost accountability, increase transparency and track progress.
Build a qualified and diverse workforce for today. Attract and retain people and knowledge essential to our responsibilities. Strengthen leadership, skills and diversity.
Optimize and modernize technology and data. Address gaps in technology/data resources and capability through a cohesive strategy and disciplined development approach.
Strengthen strategic investment decision making. Better link long-range plans and objectives to shorter-term transportation agency investments.

4. ODOT works together to be a recognized leader in transportation, an employer of choice in our local communities, and well positioned to deliver transportation solutions for Oregon’s future.
Specifically we have:
A high-performing and collaborative workplace where staff at all levels are aligned in our shared mission.
Flexible processes and mechanisms that adapt to changing needs and proactively respond to trends and opportunities.
Modernized systems, technology and services to maximize resources and improve productivity and efficiency.
Strong and informed governance for priority-setting, decision-making and evaluating progress on initiatives.
FIVE-YEAR
VISION
Included in the Strategic Business Plan
This is our five-year vision for the agency. (Read slide). This is the future we want to create at ODOT.

5. REFRESHED MISSION STATEMENT
ODOT provides a safe and reliable multimodal transportation system that connects people and helps Oregon’s communities and economy thrive.
REFRESHED MISSION
STATEMENT
Reflecting our multimodal perspective
While our core mission has not changed, this refreshed mission statement now recognizes the work we have done over the past decade to become more integrated and multi-modal in our approach and more clearly articulates who we serve and why.

6. UPDATED AGENCY VALUES INTEGRITY: We are accountable and
transparent with public funds and
hold ourselves to the highest ethical
standards.
SAFETY: We share ownership and
responsibility for ensuring safety in all
that we do.
EQUITY: We embrace diversity and foster
a culture of inclusion.
EXCELLENCE: We use our skills and
expertise to continuously strive to be
more efficient, effective and innovative.
UNITY: We work together as One ODOT
to provide better solutions and ensure
alignment in our work.
UPDATED AGENCY VALUES
These principles inform decision making and guide our behavior in working with each other, our partners and the communities we serve.
We also adjusted our values to better reflect what we consider when making decisions, and when we’re interacting with our customers and each other. They represent what we want to see from our employees in going about their daily work.
SAFETY remains fundamental to everything we do.
NOTE: ODOT’s goals for the transportation system are reflected in the Oregon Transportation Plan (OTP) – they provide guidance and direction in making decisions about the transportation system,

7. NEXT STEPS January 2018 – March 2018 April 2018 - June 2018
DEVELOP MEASURES & ACTIONS.
April June 2018
PLAN FOR IMPLEMENTATION.
NEXT STEPS
July 2018 and beyond
Overview of the process to implement ODOT’s Strategic Business Plan.
IMPLEMENT & TRACK PROGRESS.
The plan was approved by the Oregon Transportation Commission this past January and adopted by the agency.
For the next few months, we’ll develop specific actions to drive progress and identify success measures. During this time, we will take a strategic pause by not taking on new initiatives and will review current efforts to ensure we have the resources available to tackle the priorities identified in the plan.
Beginning In April we will incorporate the actions and measures into the plan and develop an implementation framework.
From July onward, we will launch activities to achieve the desire outcomes for each of our four priority areas in the plan and bring it the plan to life at all levels of the organization.
For Advisory Committees: we don't know yet what the strategic investment work will look like yet or when we will start working on it but we'll be engaging them in the discussion when we move forward.