As accountable public servants, we exemplify the highest standards of excellence, integrity, and respect in the work environment.

We support each other, respect differences in people and ideas and work together in ONE DOT fashion.

We 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.

Enhance public health and safety by working toward the elimination of transportation-related deaths and injuries.

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.

Sponsor 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.

Promote voluntary information sharing on accident causes, precursors, and
mitigation strategies among the people in government and industry best able to act
on that information.

Support safety rulemaking by assessing the potential safety impacts of new
transportation technologies, vehicles, infrastructure, concepts, designs, and
operational procedures in all modes.

Sponsor and participate in conferences, seminars and meetings at which
transportation consumers and providers can share advances in safety technology,
regulation, and procedures.

Use DOT web sites to communicate information on best safety practices,
educational materials, consumer information and other materials relating to
safety.

Improve safety in all modes through outreach, education, enforcement,
collaboration with public and industry safety partners, demonstration programs,
consumer information, and strategic media usage.

Provide 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.

Develop 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.

Optimize DOT’s operational effectiveness through continuous implementation of
best practices and innovations in enforcement in all modes.

Assess 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.

Support the deployment of enhanced emergency medical and 9-1-1 systems.

Conduct 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.

Improve 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.

Accelerate 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.

Provide 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.

Test materials used in transit vehicles for fire/life safety and update guidelines to
reflect advances.

Continue 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.

Design, develop and implement a Safety Management System for the delivery of
air traffic services that complies with the International Civil Aviation
Organization’s requirements.

Protect 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.

Implement 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.

Reduce congestion and other impediments to using the Nation’s transportation system.

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.

Relieve 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.

Unleash 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.

Advance 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.

Accelerate 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.

Target 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.

Improve 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.

Conduct 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)

Conduct 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)

Conduct 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)

Collaborate with industry, State DOTs, and academicians to develop valid and
reliable data concerning all aspects of congestion.

(Supports all outcomes)

Advance 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)

Provide 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)

Advocate 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)

Modify aircraft separation standards to increase airspace capacity and allow more
efficient use of airspace. 

(Supports outcomes 5 and 6)

Proactively 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)

Promote 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)

Collaborate 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)

Promote the use of automated systems that provide more accurate and timely
information for all aviation users. 

(Supports outcomes 5 and 6)

Work 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)

Facilitate an international transportation system that promotes economic growth and development.

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.

Through negotiations and other means work with our trading partners to seek
further liberalization of international transportation markets. 

(Supports outcomes
1,4 and 6)

Participate 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)

Support Presidential initiatives that seek to achieve greater international outreach
for transportation programs. 

(Supports outcome 3)

Invest 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)

Work 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)

Develop 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)

Conduct and sponsor research leading to harmonized international standards,
improved cross-border collaboration, and global leadership for U.S. transportation
providers.

(Supports all outcomes)

Provide 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)

Foster the continued development of competent civil aviation authorities
worldwide that meet international safety oversight standards.

(Supports outcomes 2, 3, and 5)

Work 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)

Promote global interoperable seamless operations in cooperation with
international partners. 

(Supports outcome 2)

Support and conduct research on issues concerning intermodal and international
transportation. 

(Supports outcome 2)

Accelerate 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)

Assure 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)

Promote transportation solutions that enhance communities and protect the natural and built environment.

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.

Exercise 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)

Use 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)

Conduct and support research on ways to improve the environmental review
process to achieve the timely delivery of transportation infrastructure projects.

(Supports outcome 2)

Provide 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)

Encourage 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)

Provide guidance and technical assistance to demonstrate the benefits of including
ecosystem-based measures and approaches in transportation development.

(Supports both outcomes)

Develop 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)

Work 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)

Facilitate streamlined processes for environmental permits to enable pipeline
operators to make critical repairs in their systems.

(Supports both outcomes)

Identify 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)

Work 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)

Provide 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)

Focus on climate change initiatives with State and local transportation planning
agencies through outreach, information sharing, capacity building, and other
collaborative efforts.

(Supports outcome 1)

Conduct and support research to understand the various impacts of transportation
infrastructure and services on the natural and built environment. 

(Supports both outcomes)

Support 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)

Create incentives to avoid, reduce or mitigate the adverse environmental effects
that can accompany transportation services and facilities.

(Supports outcome 1)

Foster 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)

Publish timely information on best practices in mitigating transportation’s impact
on communities and the natural environment using secure Web-based
technologies.

(Supports both outcomes)

Collaborate with State and local emergency responders to simulate or exercise
emergency response plans concerning environmental incidents in transportation.

(Supports outcome 1)

Invest 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)

Improve 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)

Develop better technologies and analytical tools to evaluate and reduce aircraft
noise and emissions. 

(Supports outcome 1)

Work 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)

Implement 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)

Balance 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.

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.

Work 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)

Work 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)

Fulfill 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)

Maintain DOT responsibility for oversight of national security initiatives affecting
the maritime transportation system within the Maritime Administration.

(Supports all outcomes)

 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)

Develop and implement actions to work aggressively on closing identified
security program gaps and emergency operation gaps throughout the
transportation system. 

(Supports all outcomes)

Work 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)

Represent 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)

Develop, promote and enforce performance-based national and international
hazardous materials security standards.

(Supports outcomes 1 and 2)

Make information technology (IT) a strategic enabler for the Department to
provide critical capabilities for secure, efficient storage and transfer of
information. 

(Supports outcome 2)

Evolve and mature the DOT Information Assurance Program to comply fully with
the Federal Information Security Management Act. 

(Supports outcome 2)

Begin 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)

Integrate effective IT security programs with critical business functions and
systems to protect the confidentiality, integrity and availability of mission critical
information.

(Supports all outcomes)

Work 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)

Work 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)

Work 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)

Work 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)

Regularly 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)

Conduct hazmat field inspections, research, partnerships, and education through a
coordinated approach that ensures the security of the transportation sector.

(Supports all outcomes)

Conduct 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)

Provide 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)

Develop 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)

Provide 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)

Implement 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)

Sponsor 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)

Advance the Department's ability to manage for results and achieve the goals of the President's Management Agenda.

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.

Exert leadership throughout the Department by setting clear strategic goals, being
accountable for achieving results, and maintaining a strong customer focus.

(Supports all outcomes)

Identify critical customer and partner satisfaction issues and develop specific
actions to address these issues. 

(Supports all outcomes)

Continuously assess and improve the leadership competencies of DOT executives
and managers at all levels to maximize program effectiveness. 

(Supports all outcomes)

Coordinate, 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)

Consistently apply the President’s R&D Investment Criteria—relevance, quality,
and performance – to all DOT-sponsored and in-house research. 

(Supports all outcomes)

Avoid 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)

Develop 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)

Sustain 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)

Conduct 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)

Improve 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)

Identify and utilize opportunities for career development, conduct and analyze
employee satisfaction surveys, and target specific strategies to address these
issues. 

(Supports outcome 1)

Sustain a learning environment that drives continuous improvement in
performance through knowledge management, training, performance evaluation,
coaching and mentoring.

(Supports outcome 1)

Increase 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)

Achieve organizational and economic efficiencies by competing commercial
functions between public and private entities.

(Supports outcome 2)

Find the best business solutions to accomplish the Department's mission through
world-class acquisition and grants business processes. 

(Supports outcomes 2, 4, and 5)

Foster 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)

Provide 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)

Work 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)

Mature, institutionalize and operationalize Enterprise Architecture Processes
throughout the Department to improve operational efficiency, information sharing
and utilization of information resources. 

(Supports all outcomes)

Implement 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)

Undertake 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)

Review 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)

Work 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)

Institutionalize 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)

Develop and execute plans to ensure real property assets are accurately accounted,
maintained, and managed.

(Supports outcome 6)

Ensure property inventories are maintained at the right size, cost, and condition to
support agency missions and objectives. 

(Supports outcome 6)