Continuing the Journey

Workforce Transformations

• Reduced number of employees from 10,192 in 2002 to approximately 8,800 today, the lowest level since 1965
  
  
  • The two state DOTs with larger highway systems, Texas and North Carolina, have 15,000 and 14,700 employees respectively.
  • Simultaneously, we are doing more with less, managing nearly 58,000 miles of highway today vs. 49,800 in 1965
• Streamlined VDOT's management structure to ensure that decision-making authority is assigned to the appropriate area
  
  
  • Transferring appropriate decision-making authority and accountability from headquarters to the field
  • Established Innovative Project Delivery and Innovative Project Finance business units to focus exclusively on developing the full potential of the Public-Private Transportation Act and finding new ways the private sector can help fund and deliver projects
• Consolidated maintenance facility operations from 335 locations to 248 to improve efficiency
  
  
  • Implemented a plan to reduce administrative overhead by eliminating 33 supervisory teams and corresponding administrative staff as part of our maintenance facility consolidation
  • Increased span of control for area superintendents to an average of 1:15 from as low as 1:8 in some areas
• Continued working to professionalize the workforce. For example, VDOT increased the number of positions required to be registered professional engineers from 4 to 271
• Established a Knowledge Management program to capture and preserve knowledge of the most experienced employees
• Established an Executive Leadership program to develop VDOT rising stars into the agency's future leaders