2. 1. Create a $5 Billion Ohio Competitiveness Program 10 year construction program dedicated entirely to addressing Ohio’s most pressing congestion, safety and rural access needs from SFY 2006 through SFY 2015

3. 1. Create a $5 Billion Ohio Competitiveness Program 2. Unclog Ohio’s Arteries The 10 year construction plan is aimed at joining with Ohio’s cities to unclog high congestion arterials to meet social, environmental and economic development goals

4. 1.Create a $5 Billion Ohio Competitiveness Program 2.Unclog Ohio’s Arteries 3. Maintain for the Future ODOT will invest $700 million annually in its roads and bridges to achieve a “steady state of condition” of high and acceptable levels of pavement and bridge conditions

5. 1.Create a $5 Billion Ohio Competitiveness Program 2.Unclog Ohio’s Arteries 3.Maintain for the Future 4. Increase Highway Safety ODOT has doubled the amount spent on addressing high accident locations from the current level of $30 Million to $60 Million annually. This effort joins with the State Department of Public Safety to increase education and enforcement at Ohio’s high crash locations

6. 1.Create a $5 Billion Ohio Competitiveness Program 2.Unclog Ohio’s Arteries 3.Maintain for the Future 4.Increase Highway Safety 5. Complete Ohio’s Macro-Corridors The 10 year financing plan will encompass, as much as possible, the completion of Ohio’s rural Macro-corridor System. Once completed, this network will place more than 90% of Ohio’s population within 10 miles of an adequate highway corridor

7. Cooperation Essential to Success of Jobs and Progress The Jobs and Progress Initiative is going to challenge the internal and external resources of ODOT and utility companies to a greater degree than ever before. Tight project schedules and worker capacity constraints for both ODOT and utility companies will contribute to these challenges. Additionally, the financial capabilities and prioritization of resources of Ohio’s utility companies are among the most critical issues looming as the program moves forward.

9. Meetings with middle and upper management of the utility companies There are three primary areas of concern as the program unfolds. 1.Is there enough time in the project schedule between right-of- way availability and the project award date to allow for the completion of utility relocation design and subsequent construction? 2.Will the utility companies be able to budget sufficient financial resources to cover the cost of relocation in a particular year? Preliminary indications are that relocation costs for some utilities during the program could cost millions of dollars. 3.Is there enough personnel in both the design and construction industry to perform the utilities relocation work in the time frame allotted?

10. Project Development Process (PDP) training for utility personnel involved in utility relocation

11. Advance alert on size of program

12. Build confidence among utility partners that the projects will be constructed

13. Benefits of early involvement in project design efforts