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Strategic Action Plan Outcomes

2021-2023

These 10 outcomes make measurable progress toward achieving our strategic priorities. The following is a snapshot in time of our progress. The ODOT Strategic Action Plan explains each outcome in greater detail.

​ODOT has an opportunity to be a workplace of choice that reflects the communities we serve.  One that is committed to creating a culture that focuses on a sense of belonging and a better understanding of the people we serve. Our goal is to materially increase the hiring and retention of minority, women, and people who live with disabilities at all levels of the organization.  This starts by creating and following policies, processes and procedures that promote the recruitment, hiring and retention of a diverse workforce.  We are taking steps to modify hiring practices, retrain managers, strengthen training and intern programs and integrate social equity into our performance accountability and development processes.

Success is measured by the number of employees hired, promoted and retained that identify as BIPOC as well as employee survey responses related to awareness, engagement and belonging.  The Office of Social Equity will also be tracking implemented shifts in process, equity as part of performance reviews and the use of employee development plans. Current status: Making progress.

2021: Establish metric baseli​ne and define time-bound targets.

2021: Implement new hiring practices:

2022: Train job interview panels.

2022: Strengthen ODOT training and intern programs.

2023​: Adopt agency-wide engagement survey and data use practices.
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​Community impacts from transportation projects are considered but often without adequate community engagement.  Implementing a Social Equity Engagement Framework across ODOT will ensure our engagement efforts are more inclusive and efficient, resulting in more effective delivery of a modern, equitable transportation system.  Our goal is for 100% of ODOT projects to apply ODOT’s Social Equity Engagement Framework.  This means we will thoughtfully consider the needs, wants, and challenges of Oregonians and their communities.  

Success will be measured by framework development milestones and an increase of ODOT projects applying the framework once developed. Current status: Making progress. 

2021: Implement social equity engagement frameworks on 10 ODOT projects and programs throughout the state.

2021: Adjust frameworks to enable scaling agency-wide.

2022: Implement frameworks on 50% of ODOT projects and programs.

2023: Monitor framework use and make ongoing improvements to increase effectiveness and agency-wide use.​​

​Metric: By the end of 2023, begin to reduce greenhouse gas emissions from ODOT activities. 

Current status: Making progress. Th​e performance measure has yet to be defined. Only moderate quality data is available. Resources have been assigned and are reviewi​ng data to set a baseline.

Actions​​

2021: Establish a carbon baseline for emissions from the construction of transportation projects.

2021: Identify alternative lower carbon materials and fuels and set emission reduction targets.

2021: Apply greenhouse gas emission standards in making ODOT investment decisions.

2022: Phase in lower carbon materials, fuels and construction practices; monitor and adjust.

2022: Adjust investment programs to invest in lower emission projects (e.g. bike, walk, transit).
​​

​Metric: By the end of 2023, increase the percentage of agency funding dedicated to projects and programs that improve equitable access to walking, biking and transit. 

Current status: Making progress. The performance measure has yet to be defined. Only moderate quality data is available. Previous funding allocations were not tracked with this metric. Resources have been assigned and are reviewing data to set a baseline.

Actions

2021: Develop baseline understanding of funding currently dedicated to walking, biking and transit.

2021: Develop and implement a funding prioritization process to existing pedestrian, bike and transit investments to im​prove access for marginalized communities.​

2022: Define a priority multimodal network to enable more strategic and equitable selection of future projects and programs.

2023: Integrate priority multimodal network needs into existing investment program prioritization.​​

​Whether it’s a business moving goods, a daily commuter going to work, or a parent taking their child to see a doctor, Oregonians rely on our transportation system to get to – and through – the Metro region. Unfortunately, our transportation system isn’t keeping up. Hours of delay and congestion come at a high cost to individuals, businesses, and communities. Our system is vulnerable to a major seismic event. Now is the time to modernize our regional transportation system and the way we use it.


In order to meet this need, the ODOT Urban Mobility Office created the Comprehensive Congestion Management & Mobility Plan. The CCMMP outlines priority projects that collectively improve urban mobility across the Metro region, with tolling as an essential funding strategy.

Current status: Making progress. The performance measure has yet to be defined, however there may be a request to reconsider. Only moderate quality data is available. Significant baseline data must be reviewed.
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Actions

2021: Develop a comprehensive congestion management plan and associated communications strategies.

2021: Develop and implement Bus on the Shoulder projects on segments of the I-5 and I-205 corridors in the Portland region.

2021: Start designing the I-205 Toll Project.

2022: Define a list of active traffic management projects for implementation on the state highway system in the Portland region.

2023: Begin construction on the I-5 Rose Quarter Improvement Project.​​

ODOT promotes economic opportunity for Oregonians through transportation investments, including working with businesses owned by Black, Indigenous, People of Color (BIPOC), women, and others who have been historically and/or currently marginalized.  Our goal is to invest equitably in the local economy by increasing opportunities for Oregon BIPOC and women owned businesses.  Systemic and process barriers make it difficult for BIPOC and women-owned businesses to complete successfully for ODOT third party contracts.  Identifying and dismantling systemic barriers and awarding more contracting and consulting dollars to these businesses will make our transportation system stronger and more aligned with the needs of the communities we serve. 

Success is measured by a decrease in systemic and process barriers and an increase in the number of BIPOC and women owned businesses that are able to successfully compete for ODOT third party contracts. Current status: Making progress.

2021: Analyze engagement with BIPOC and women-owned businesses to establish metric baseline information.

2022: Develop a comprehensive program to more effectively inform and engage BIPOC and women-owned businesses.

2023: Implement programming to inform about contracting opportunities.​​

​Metric: By the end of 2023, triple the number of electric vehicles on Oregon roads. By the end of 2025, expand statewide electric vehicle charging infrastructure by 10%. 

Electric vehicle current status: Making progress. The performance measure is defined, however ODOT has very little control over the outcome. Good quality data is available. Baseline data must be reviewed.

Charging infrastructure current status: Making progress. The performance measure is defined. Good quality data is available, but non-ODOT system chargers need to be identified. Baseline data must be reviewed.

2021: Assess needs, gaps and barriers for electric vehicle charging.

2022: Develop and pursue a plan to address electric vehicle charging infrastructure gaps.

2022: Identify funding sources to support broader transportation electrification.

2023: Provide technical assistance to support local jurisdiction charging.​​​

OD​OT seeks to implement transformative technologies to drive solutions to significant problems emerging across our transportation system. Our environment is under stress from global warming and pollution, our communities are growing and relying on our transportation system with increasing importance for work, play and commerce resulting in increasing congestion across our transportation system. These challenges cannot be solved by increasing fuel efficiency standards or adding more lanes to our roads and highways, rather, we need to leverage transformative technologies to approach solutions in different ways. Transformative technologies enable us to –
  • Share information with connected vehicles that improves safety and routes around congestion;
  • Use technology and information to ensure all vehicles (gas, electric, and alternative fuels) pay uniformly for the miles driven;
  • Leverage tolling to reduce congestion (or raise revenue to fund initiatives to manage congestion); Improve broadband access across the state to provide options that will enable new work routines alleviating traffic congestion, open new business opportunities, improve work-life balance and create new opportunities for education;
  • Update legacy traffic signals to intelligent signaling devices which keep traffic flowing, reduce greenhouse gas emissions, while speeding commerce and reducing wasteful idling; and
  • Automate over-dimension truck permits, which improves customer service levels, increases compliance and allows for the efficient movement of freight.  It provides routing information in real time, minimizing congestion and protects our investment in the infrastructure.  
Achieving positive outcomes through the implementation of transformative technologies requires a careful analysis of options.  In many cases, transformative technologies are new innovations or capabilities that are just being learned.  Our implementation approach for Connected Vehicle Ecosystem is to partner with industry and consultants who bring greater depth of knowledge.  The Automated Routing Permit System is a complex project with many integration points that affects internal and external stakeholders.  The approach for this project is to partner with an experienced consultant to facilitate the development of requirements and selection of a product.  Industry partnerships will help us through all phases of the project. We measure progress by tracking the onboarding of experts and by the successful execution of the technology projects that help us deliver desired outcomes.  Current status: Making progress. 

Actions

2021: ​Select and hire a connected vehicle data consultant to support road use charging.

2022: Hire vendor to implement an automated routing permit system.

2022: Develop and implement an integrated broadban​​d strategy.

2023: Upgrade 75% of ODOT-owned and maintained traffic signals.​​

As vehicles use less fuel, or none at all, funding to repair and improve transportation facilities will continue to diminish. To avoid a funding shortfall, the road usage charge program needs to be in place to  supplement fuel tax revenues, to create more sustainable revenues.

Current status: Making progress. We will measure our success based on progress we make through ODOT actions that are necessary to support a mandatory program. These include putting in place systems that provide account manager options at dealerships, addressing challenges with changing technology, and providing an integrated method of paying road usage charges while still offering choices to the public. It also includes providing for ongoing public education. 

Actions

2021: Implement a manual reporting option for road use charging members.

2021: Continue outreach efforts to build public awareness about the need for sustainable transportation funding and to increase OReGo enrollment.

2023: Streamline point of sale enrollment at auto dealerships to facilitate the expansion of road usage charging.

2023: Deploy a connected vehicle ecosystem that supports large-scale RUC implementation.​​​

2023: Complete identified critical actions to advance large-scale road usage charge capacity by 2026. 

Sufficent funding = amount of change in state and federal transportation funding resulting from new, increased, or reduced taxes or fees.​

Metric: By the end of 2025, achieve sufficient funding for all modes of Oregon's transportation system. Achieve sufficient funding means amounts of additional state and federal funding due to changes in congresional or state appropriations or increased fees or taxes after Jan. 1, 2021. This metric will not include changes in revenue due to external factors such as the economy, demographics, technology, global pandemics, etc. 

​Current status: Finalizing the measure. We defined the data that will be used to measure progress. ​

Actions

2021: Develop a plan to close ODOT's budget gap by $140 million in the 2021-2023 biennium.

2022: Work with stakeholders to identify new transportation revenue options to propose to the 2023 Oregon Legislature.​

​2023: Create a road map for c​losing the $720 million budget gap through 2027.​​


About this dashboard

This dashboard reflects an agency strategic action plan focused on continuous improvement. As our plan and ways to measure improvement evolve, these measures may change to reflect that work. For questions about this dashboard, or to provide feedback email us.

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