VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.

Virginians envision a multimodal transportation system that is safe, strategic, and seamless.

We will “Keep Virginia Moving”; Travel for people and goods will be safe and uninterrupted. Transportation improvements will protect the environment and enhance the quality of life in Virginia’s communities while improving economic opportunity. Transportation improvements will respect and reflect the varied needs of Virginia’s diverse communities and regions. Investments in transportation will be adequate to meet current and future needs. Transportation decisions will be guided by sustained, informed involvement of Virginia’s community leaders and citizens. Full accountability and enduring trust will be the hallmarks of transportation planning and investment decisions throughout the Commonwealth.

Shared Values in Public Service

• Be responsive to customer needs, consider what VDOT does in terms of how it benefits our customers, and treat customers with respect, courtesy, and fairness


• Commit to safety and continuous improvement in everything we do, learning from mistakes and successes alike


• Trust, respect, support, and encourage each other


• Respect and protect the public investment


• Make decisions based on facts and sound judgment and accept accountability for our actions


• Strengthen our expertise in using information, tools, and technology to achieve high performance and stay on the cutting edge


• Think ahead, acting and planning creatively for today and tomorrow

VDOT’s mission is to plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life.

Our mission statement emphasizes four key performance areas - Plan, Deliver, Operate, and Maintain, and we have added a fifth area – Support - to cover the administrative areas that enable our staff to carry out our mission effectively.  We structure our Biennial Strategic Plan based on the goals we have established for each of these performance areas.

While the methods of how we carry out our duties have evolved, these goals continue to represent the core of our business since the Department of Highways was created in the early 1900s.

Our plans continue to focus on:

• CORE PERFORMANCE: Meeting citizen expectations in planning for future transportation needs, delivering projects and services, operating and managing the system, maintaining our assets, maximizing the value of our investments, and being good financial stewards;


• TRANSFORMATION: Assessing opportunities and implementing methods to improve operations and delivery of services, while validating what services we should deliver;


• INNOVATION: Maintaining Virginia’s commitment to be a national transportation leader by promoting smart, innovative, customer-oriented transportation solutions that have a positive impact on our citizens and customers.

The people of VDOT are the key to the successful delivery of Virginia’s transportation program. In our efforts, the Governor and Secretary of Transportation have challenged us to plan for the future and to continue thinking and acting like a business.

Virginia is one of the best states in the country for citizens to live, work, operate a business, attend school, and to visit.  Planning, delivery, operation and maintenance of our transportation infrastructure are essential to preserve that high living standard and enhance the Commonwealth’s economic prosperity and durability.

We will “Keep Virginia Moving” through active engagement of stakeholders, citizens and employees, smart decision making, and efficient execution of our plan.

The Department continues to emphasize efforts to plan, deliver, operate and maintain a transportation system that is safe, enables the easy movement of people and goods, enhances the economy and improves our quality of life in Virginia. 

There has been a paradigm shift in how transportation funding decisions are made.  Starting in FY 2016, the Commonwealth has utilized a process for identifying and prioritizing transportation projects as called for by Section 33.2-214.1 of the Code of Virginia -- a process that ensures that limited tax dollars are invested in the right transportation projects to meet the critical infrastructure needs of the Commonwealth.  Public entities can submit candidate projects at the “SMART SCALE” website, and those candidate projects are prioritized based on the benefits they would provide.  

Once projects are approved by the Commonwealth Transportation Board as part of the Six-Year Improvement Program (SYIP), VDOT works diligently to ensure that the best decisions are made in regards to the procurement method for each project.  

Once projects are approved by the Commonwealth Transportation Board as part of the Six-Year Improvement Program (SYIP), VDOT works diligently to ensure that the best decisions are made in regards to the procurement method for each project.

The agency is focused on the following goals:

1. Execute the Program - It is our job to execute the program, even with one-third of our construction projects being locally administered. High-level focus will remain on safety, delivering projects ahead of schedule and under budget, and improving infrastructure condition. We will develop strong partnerships with localities and foster open collaboration with business partners. Each partner has an important role to play and successful execution requires effort from us all.


2. Maintain Infrastructure - We will maintain infrastructure to a state of good repair. Significant strides have been made; preventative maintenance and rehabilitative efforts will continue, but most of the ‘low hanging fruit’ has been picked. As assets age beyond the reach of rehabilitation, we must work with localities, regional entities and business partners to prepare for reconstruction.


3. Ensure Efficient Highway Operations - We will operate our roadway network more efficiently, focusing on moving people and goods using tactics like improved signal timing. We will implement incident management, traffic management and innovative technological solutions..


4. Develop the Workforce - We will develop a highly trained workforce, able to meet today’s objectives while being prepared to anticipate and tackle tomorrow’s opportunities. Partnering with the private sector to develop staff is key to getting the right people with the right skills into the right positions.


5. Be Business Focused - Our business focus will continue to be based on strong performance management practices and objectives, while streamlining our processes. We will establish fair and reasonable project delivery goals, while ensuring that our local and private-industry partners understand their role in success program delivery.


6. Be Safe - Safety is not just a slogan; it is an expectation. We will work with law enforcement and communications partners to enhance traveler safety, while continuing to implement engineering and operational safety solutions.  We remain committed to providing a safe working environment and will continue to foster an active workforce safety culture.

As “We Keep Virginia Moving,” the Virginia Department of Transportation will do its part to ensure Virginia remains one of the best managed and best states in which to live and do business.

Major IT Projects in execution

• SMART Portal 2022 Project - This project will deliver new and enhanced functionality within the SMART Portal web application allowing for program pre-application submission, new application submission to multiple programs, enhancements to the validation/screening/ scoring processes, and improving the user interface to update decisions online.


• Human Capital Management Cloud Implementation Project - VDOT HR will implement an integrated SaaS solution to replace several HR systems that are outdated and unsupported or are soon to be-unsupported technologies. The SaaS solution will automate the processes and sub processes involved in recruiting, hiring, onboarding, performance management, compensation, health and safety, HR administration, succession, and the HR help desk. 


• Web Content Management — This project will improve the overall user experience on our VDOT web properties for Virginia citizens and will make the maintenance and management of our public facing websites easier.


• Data Stage Upgrade - This project will upgrade the DataStage technology platform. DataStage is used to create and manage integrations using Extract, Load and Transform (ETL) processes to move data between different systems.


• Land Use Outdoor Advertising Permit Project – This effort will create a permit system that is more streamlined, has less user intervention (more automated than the current system), and interfaces with the GIS system that can be used for both Land Use and Outdoor Advertising. The system should reduce cycle time and improve the accuracy of managing permits.


• Geospatial Migration Services Phase 2 Project – This project will create a messaging service to replace Silverlight Bridge. It will migrate existing systems to a cloud based platform and reconfigure them in the new environment while supporting integrations with Business applications

Information Technology Investments approved and in project planning

• Digitize Bridge Inspection Reports – This effort will fully digitize the Bridge Inspection Report process so that paper is no longer generated and stored.  


• Bridge Data Query Tool – This project will upgrade the existing Bridge Data Query Tool used in planning, designing, maintaining, and restoring structures that are within the Commonwealth of Virginia.


• Internal Talent Opportunity Marketplace – This is a project to implement a Commercial off the Shelf (COTS) solution that will enable managers to post technical resource needs when their staff is at capacity. 


• eForms Civil Rights Title IV - The Civil Rights Division (CRD) needs an automated solution that will allow it to capture and store information related to Title IV Compliance Monitoring and Review processes for Local Public Agencies (LPAs) only.


• Right of Way Management System (RUMS) Replacement Project – This request will enhance the data collection of right of way and utility processes used in metrics and other areas of pre-construction.  


• Traffic Monitoring System – This effort will ensure all traffic count users have reliable access to both raw and summary traffic data.  It will allow VDOT to update technology, ensure the sustainability of the system, update the business user interface to allow more intuitive data query, update end user interfaces to allow more user ‘self-service’, provide a download site that allows more powerful query capabilities (Inside and Outside VDOT), and update interfaces to reduce time managing data inputs while maintaining data quality.  


• Transition to Cloud Infrastructure – With the new multi supplier model being deployed by VITA, the Commonwealth will have access to a wider array of cloud technology options. VDOT intends to fully leverage cloud technologies to drive cost efficiency and improve system reliability and security..

Information Technology Plans/Needs

• Replace all Fuel Hardware and Software Project - VDOT needs to replace VDOT’s existing Fuel System, because the current system is obsolete. The system supports a fleet of 6,000 VDOT vehicles and provides fuel services to other state agencies. There are 250 Control Terminals located throughout all nine VDOT districts.


• Occupational Health Tracking System - This effort will allow the creation of an easy tracking system where program managers, managers and employees can monitor and report on compliance. Employees enrolled in VDOT’s Occupational Health Programs requiring OSHA, FMCSA or USCG-require medical surveillance. 


• Federal Program Management Application –This system will replace the STIP database within the Integrated Six-Year Program (iSYP) Suite and a replace the Federal Strategy Database which are integral in maintaining VDOT's required federal reporting.


• ?CNSP (Copied Note Special Provision) Program - The Copied Notes Special Provisions (CNSP) system, implemented over 20 years ago, selects and gathers construction specifications then builds contract proposals for a given project. The Construction Division requires a replacement for the existing Microsoft Access Database application.


• E2 Upgrade for Richmond Sign Shop - The Central VDOT Sign Shop (CVSS) is responsible for producing all the signs for VDOT.  The version of the existing software currently being used by the Central VDOT Sign Shop (CVSS) is no longer supported by the software company.  To reinstate support, VDOT will need to purchase an upgrade to the software.  


• PlanGrid Information into AWP Data –PlanGrid is a mobile software application that facilitates the real-time capture of records and inspection notes from Construction Inspectors.  It was implemented to streamline the Inspectors’ field notes during the inspection process, maximize their field time, and minimize the amount of time writing daily reports.  AASHTOWare Project (AWP) is a separate reporting system (and the official system of record) that also captures inspection results and field notes from the Inspector.  Both systems are used daily by the Inspectors who are expected to be in the field for most of their time. This project will automate the data transfer of PlanGrid’s Inspector Daily Report (IDR) to AWP’s Daily work Report (DWR).


• MITS PLAID Add In New Test Data for Balanced Mix Design (BMD) -  This system also allows test results to be recorded, viewed, and submitted by pavement vendors. There is a new measurement being required by VDOT called Balanced Mix Design (BMD).  Currently, there is not a central location or database for the new BMD performance test results, and they are being stored offline in spreadsheets.  The request is to add the new data fields into the current system to have all test data/results in one location.


• General Assembly Bill Tracking Database Upgrade - The Governance and Legislative Affairs (GALA) Division reviews and tracks legislation that may impact VDOT.   GALA uses an MS Access database called “General Assembly Bill Tracking System” to perform these tasks.  GALA requires a replacement for this system.


• Messaging Migration – At the direction of VITA, VDOT is migrating email data from the Google Platform to Microsoft O365.


• O365 Migration – At the direction of VITA, VDOT is upgrading Microsoft Office Suite to O365.


• Windows 11 Upgrade – At the direction of VITA, VDOT is upgrading the Windows Operating System on all non-LTSB computers throughout the Agency.


• Network Latency Initiatives –VDOT is participating with VITA  in the following activities:
  
  
  
  • CISCO Proof of Value: VDOT is currently engaging CISCO to use their Thousand Eyes product to identify patterns/issues that may be contributing to the network latency problems. 
  
  
  • SD WAN: VDOT is looking into SD-WAN technology, currently offered by VITA as a service, to further alleviate unnecessary network routing. 
  
  
  
  


• Hybrid Conference Room Upgrades –The current statewide conferencing technology is End-of-Life (EOL) and is no longer supported. It does not allow for interconnectivity of other conferencing platforms like, Google Meets, WebEx, and Microsoft Teams.  This effort is coordinating with the districts to prioritize the replacement of the existing system with new.

As of July 1, 2022, the department was authorized a maximum classified employment level of 7,748 and employed 7,194 classified staff for a calculated vacancy rate of 6.99%. The VDOT workforce is further supplemented by approximately 900 wage and emergency operations workers. 

With the dynamic nature of the transportation industry, VDOT must be ready and equipped to deliver on ever-changing work and workforce needs. Attrition due to retirements and other separations results in annualized turnover of approximately 10.7% which has the potential to create gaps in skills and institutional knowledge needed for essential positions over the next five years. Developments in technology and data analytics, as well as heightened customer and community expectations, require new skills and increased adaptability across the agency. VDOT’s objective is to continuously develop essential competencies and capabilities within a sustainable transportation talent pipeline. This effort includes identifying career pathways, experiential learning models, and training needs to prepare the agency’s staff for the transportation systems of the future.

To prepare the “workforce of the future” while delivering today’s transportation programs, the agency embraces a systematic approach which strives to prioritize employee development programs based on agency needs while enhancing the learning experience, making learning accessible, timely and relevant to the developmental needs of our workforce. A mix of programs and services are available, including career coaching, instructor-led training and online courses through the agency’s learning management system.

To optimize efficiencies and maximize impact, VDOT is also expanding its network of learning delivery channels, including working with community colleges, CTE (Career and Technical Education) schools, ACE (Advanced Career Education) Centers, and private sector partners. Additionally, the agency is focused on reskilling and upskilling efforts through the VDOT of Tomorrow Strategic Initiative. Through this initiative, VDOT will accelerate employee development, strengthen relevant skills and re-envision the way employees work to enhance performance and maximize VDOT's resources. The three priorities include: Preparing our People, Empowering Innovation, and Modernizing our Methods.

Technical development programs continue to be delivered and expanded, with sustained commitment to keep all required licenses and certifications up-to-date.  Additional efforts include implementation of scenario-based-learning, the re-introduction of behavioral competency models, and evolving current programs to meet the needs of the current and future workforce. VDOT further relies on several Leadership, Pipeline, Apprenticeship, and Intern programs designed to help deliver future organizational capabilities and has renewed its recruiting and succession planning efforts to identify and map talent to meet current and future agency needs. Through engaged employees committed to continuous learning and collaborative internal and external partnerships, VDOT is poised to grow the collective capability of the transportation workforce and help ensure we serve the community in a safe and successful manner for years to come.

Note that wage positions for emergency operations are seasonal, therefore, a higher number of vacancies in this area is typical during summer (report date 7/1/22) due to seasonal timing.

In addition to the capital investments that the department manages for the highway network, the agency must ensure that its 2,700 facilities in over 350 statewide work locations are safe and adequate for VDOT employee and contractor use.  Many of these facilities are over 50 years old and all of them must be maintained to ensure functionality to meet operational demands as well as assessed and evaluated as part of for long-term planning to meet future needs.  As part of its business planning, the department pursues new capital outlay and maintenance reserve projects identified through the Capital Outlay Six Year Planning process.

For the current biennium, $40 million was made available for FY 2023 and $40 million will be available for FY 2024.  Six projects are currently under construction,  Sixteen are scheduled to begin construction this FY and seven projects are scheduled to begin construction in FY 2024.  One hundred and sixty (160) new capital projects have been identified through the Department’s last Capital Outlay Six Year Planning process.

Updates to the Capital Outlay Six Year Plan will be completed in FY 2023 and will include major capital improvement projects needed for the Central Office Complex in Richmond in addition to district operations facilities.  Specifically, the Annex Building in Richmond is 196,000 square feet, 62 years old and requires extensive renovation or replacement to address critical, time sensitive needs.  The building operates with many of the original mechanical systems, electrical, plumbing and structural components including the roof and windows still in place.  The electrical and communications systems infrastructure (wiring, ductwork, and data network) are outdated and largely unsuited to the demands of the current business environment.  Modernization and energy efficiency are also important.  A new building located near the intersection of I-295 and I-64 is currently under design and will ultimately replace the Annex building.

The need for preventative maintenance and replacement of facilities statewide will continue as buildings exceed their useful life and/or problems arise. As part of long-term facility planning efforts, the Department has completed 5 years of facility condition assessments (approx 20% of facilities per year); and in FY23, has now begun another 5 year cycle.  These assessments inspect facilities for safety/building code, structural/exterior, mechanical systems, and interior component deficiencies.  Maintenance, repair, and replacement needs are identified, prioritized and programmed as funding is available.  Additional physical plant funding, an average of $2M per year,  has been provided over the last 3 fiscal years to specifically address these issues and decrease the deferred maintenance backlog.   New facilities and/or renovations of existing facilities will ensure efficiency and effectiveness of program operations.

Planned future allocations are for new facilities (capital outlay) and repair and replacement of major systems and structural components in existing facilities (maintenance reserve).  Routine and preventative maintenance, repairs and daily operations facility needs are funded through the annual Physical Plant budget allocation.

Several factors will have a significant impact on the agency over the next four years.

Customers: Weldon Cooper Center estimates Virginia’s current population as 8.7 million and forecasts Virginia’s 2030 population to be 9.5 million.  This type of change typically impacts the number of licensed drivers, registered vehicles, and vehicles miles traveled which increases demand for our products and services. However, the future use of vehicles and consumption of gasoline, and the impact on gasoline sales based revenues, is unknown.

Congestion: While the vast majority of the state roadway system remains uncongested most of the time, recurring congestion continues to be a problem in urbanized areas during peak travel periods. As economic conditions improve, roadway use and associated congestion typically increases as well.

Asset Condition: VDOT continues to maintain and improve roadway pavement and bridge condition.  However, roadways and bridges continue to need regular inspection, repair and replacement, and day-to-day wear and tear will increase as the number of vehicles increase and the population grows.  Funding to address the needs of special assets (tunnels, high profile bridges, etc.) as they mature, and the need of the pavement on our secondary road system, is key to preserving our highway infrastructure.

Weather-related Events: VDOT plans for a normalized level of expenditures related to snow and other weather events and also for alternate scenarios.  However, significant weather events can cause unanticipated spending which negatively impacts funding available for other highway work.

Workforce: VDOT works to mitigate the potential impact of the 20.42% of the classified workforce currently eligible to retire using programs focused on core development, job skills training, leadership skills enhancement, and the preservation of institutional knowledge in conjunction with strategies to retain key talent.

Transportation Revenue Sources:  Though actions in Chapter 1230 brought a substantial update to revenues available for transportation, the continued reliance on fuel tax revenue is of concern given vehicle fuel efficiencies.  Continued, sustainable revenue sources will be imperative to keep up with growing costs of maintaining the current highway network and addressing capacity issues, where needed.

Technology and Innovation: Technology is changing rapidly which can place a large demand on staff, funding, and information security requirements.

The Virginia Department of Transportation’s funding comes from several sources of dedicated revenue. Federal revenues have been the largest single source of funding to the highway construction program for several years. The Fiscal Year 2023 budget for the Virginia Department of Transportation (VDOT) identifies the estimated revenues and the distribution of the revenues to the related transportation programs. It is based on the state revenue forecast from February 2022 and reflects implementation of federal funding provided under the Infrastructure Investment and Jobs Act (IIJA).

Chapter 1230 created the Commonwealth Transportation Fund (CTF) which serves as the fund to which all statewide transportation revenues are deposited and then distributed to programs and funds. These transportation revenues include: (i) motor vehicles fuels taxes and road taxes for diesel fuel; (ii) vehicle registration fees; (iii) highway use fee; (iv) 0.5% statewide sales and use tax; (v) 0.3% statewide sale and use tax for transportation; (vi) 4.15% percent motor vehicles sales and use tax; (vii) motor vehicle rental tax (10 percent of gross proceeds from rentals for most passenger vehicles); (viii) $0.03 of the $0.25 per $100 of assessed value of the statewide recordation tax; (ix) tax on liquid alternative fuel, set at the rate for gasoline; (x) International Registration Plan fees; and (xi) one-third of the revenue from insurance premium taxes.

VDOT’s revenues are provided by dedicated state and federal revenue sources. The major state revenues are estimated by the Department of Taxation and are included in the state’s official revenue estimate. VDOT continues to estimate federal revenues based upon information received from Federal Highway Administration (FHWA). The budget also includes the regional revenues provided to the Northern Virginia Transportation Authority, the Hampton Roads Transportation Accountability Commission, and the Central Virginia Transportation Authority.

The Commonwealth Transportation Fund receives dedicated state and federal revenues. Estimated revenue for the fund provides for allocations in the Six-Year Financial Plan adopted by the CTB. The plan provides allocations for Virginia’s transportation program.  The adopted budget of the CTB for the Commonwealth Transportation Fund includes the Transportation Trust Fund distribution to each of the modes: Construction Programs, Mass Transit, Rail, Ports, Space Flight, DMV and Airports.

Toll revenue and concession payments to the Commonwealth under the Public-Private Transportation Act of 1995 also would be deposited to the Commonwealth Transportation Fund and allocated to the Transportation Trust Fund (for defined purposes and not available for further distribution). Interest, dividends, and appreciation accrued to the Transportation Trust Fund or the HMO Fund also would be allocated to the Commonwealth Transportation Fund and distributed two-thirds to the Virginia.  Transportation Infrastructure Bank and one-third to the Transportation Partnership Opportunity Fund.

The revenues are dedicated to specific funds within the CTF. After certain distributions required by the Code of Virginia, the remaining funds in the CTF are allocated 51% to the Highway Maintenance and Operating Fund (HMOF) and 49% to the Transportation Trust Fund. Chapter 1230 directs the following distribution of funds from the Transportation Trust Fund: (i) 53% for construction programs; (ii) 23% to the Commonwealth Mass Transit Fund; (iii) 7.5% to the Commonwealth Rail Fund; (iv) 2.5% to the Commonwealth Port Fund; (v) 1.5% to the Commonwealth Aviation Fund; (vi) 1% to the Commonwealth Space Flight Fund; (vii) 10.5% to the Priority Transportation Fund; and (viii) 1% to the Department of Motor Vehicles.

The revenues for the HMOF support highway maintenance, operations and administration. The Priority Transportation Fund (PTF) revenues are dedicated to debt service on the Commonwealth of Virginia Transportation Capital Projects Revenue Bonds. The Commonwealth Transportation Board can also use the Fund to facilitate the financing of priority transportation projects throughout the Commonwealth. Federal revenues are used for their defined purposes to support construction, maintenance or transit.

By law, these resources must be used to finance the following activities (in order): debt service, support to other state agencies, highway maintenance and operations (including payments to localities), administrative and support services, planning and research, environmental monitoring and compliance, and finally, construction.

The following statistics provide a snapshot (as of August 2, 2022) of the magnitude of operations:

Weldon Cooper Center estimates Virginia’s current population as 8.7 million and forecasts Virginia’s 2030 population to grow to about 9.5 million.  This type of change typically impacts the number of licensed drivers, registered vehicles, and vehicles miles traveled which increases demand for our products and services. However, the future use of vehicles and consumption of gasoline, and the impact on gasoline sales based revenues, is unknown.

VDOT is responsible for oversight of all of the Commonwealth’s approximately 130,000 lane miles of pavement and 21,200 bridges and structures, and directly maintains a majority of this infrastructure.  Major products and services can be categorized into the following focus areas:

• Planning the transportation system:  Includes monitoring existing conditions; forecasting future growth; engaging stakeholders through Metropolitan Planning Organizations (MPO), Planning District Commissions (PDC) and local governments; identifying needs; and functions working with the Office of Intermodal Planning and Investment (OIPI) to perform short and long range planning and prioritizing, and programming.


• Delivering the transportation system:  Includes preliminary engineering (project scoping, evaluation of environmental impacts, obtaining comments, developing plans, specifications and estimates); right-of-way acquisition; and construction project activities (mobilization, maintenance of traffic, construction and inspection).


• Operating the transportation system:  Includes signs, signals, roadway markings, guardrails and other highway assets; integrated corridor management; integration of system performance and safety data; Intelligent Transportation Systems; Park and Ride intermodal facilities; tunnel and moveable bridges management; traveler information and support systems; and incident management.


• Maintaining the transportation system:  Includes planning and budgeting for preventative maintenance; inspection activities; activities to improve or rehabilitate pavements and bridges; upkeep of roadside assets; roadway clearance (e.g., clearance of snow, trees, rocks, debris); and ensuring the requisite manpower, equipment and tools are readily available to execute the work.


• Supporting the agency and the public we serve:  Includes research and innovations in the field of transportation; collaborations with and support to localities, regional transportation authorities, and other public entities; communications; customer-facing interactive information technology; and responding to citizens’ needs and inquiries, including through local offices (VDOT Residencies) and VDOT’s Customer Service Center.

Encouraging trends continue to be seen for Virginia’s highways in key areas of performance such as bridge condition, pavement condition and VDOT-managed project on-time and on-budget delivery. Challenging trends have appeared since the onset of COVID with traffic safety and also with locally-managed project completions.  .

Bridge Condition: Condition is measured in terms of the percent of structures rated as being Good (General Condition Rating of 7 or better) and Fair (GCR of 5 or 6), or Poor (GCR of 4 or less), based on rigorous inspections. VDOT's statewide targets for the Commonwealth’s 21,100 (approximately) structures are as follows:

• Interstate highways:              97%


• Primary roads:                       95%


• Secondary & Urban roads:    92%

With 21,100 structures in the statewide inventory, a change of 1% represents a net improvement of at least 211 structures. As of 7/14/22, condition results were as follows:

• Interstate highways:              99.3%


• Primary roads:                       97.5%


• Secondary & Urban roads:    96.0%

Pavement Condition: Condition is measured using the Critical Condition Index (CCI), and CCI ratings run from “0” for very poor to “100” for excellent condition. VDOT's 2022 interim targets for pavement condition are as follows:

• Interstate highways:                           88.6%


• Primary roads (high-volume):             83.8%


• Primary roads (high-volume):             81.0%


• Secondary roads (high-volume):        68.8%


• Secondary roads (low-volume):         60.0%

With more than 130,000 lane miles of roadway pavement in the Commonwealth, condition surveys are continually being performed and reporting of system results is prepared annually. The following results are from the FY2022 pavement condition survey provided by VDOT’s Maintenance Division:

• Interstate highways:                            88.3%


• Primary roads (high-volume):             84.7%


• Primary roads (high-volume):             82.2%


• Secondary roads (high-volume):        70.5%


• Secondary roads (low-volume):          60.4%

Roadway Safety

• While the annual number of traffic crash deaths is lower than 2007’s 1,026, recent trends show growth in the number of traffic fatalities over the last few years. Traffic crash information is published annually, by calendar year, in DMV’s Crash Facts Report. The most recently published report, calendar year 2021, states that there were 968 traffic crash related deaths.  The number of traffic crash deaths is a function of many components including the volume of traffic (measured by vehicle miles traveled), the number of licensed drivers, and the number of registered vehicles.


• VDOT continues to focus on funding and delivering proactive safety projects under programs such as the Highway Safety Improvement Plan (HSIP) and Strategically Targeted Affordable Roadway Solutions (STARS) program. 


• Safety criteria was factored into the SMART SCALE [House Bill 2(2014)] selection process for projects within the Six-Year Improvement Program, as adopted by the Commonwealth Transportation Board on June 14, 2016.

On-Time and On-Budget

• In recent years, on-time delivery goals have been achieved by VDOT-managed highway projects, while VDOT leaders are collaborating with localities to enhance on-time delivery performance for locally-managed projects. The current goal is for 77% of all projects to be delivered by their originally scheduled completion date.


• During this same period, on-budget project delivery goals have been met by both VDOT and locally managed projects. The current goal is that 85% of projects will be completed within budget.

It is our job to execute the program, even with one-third of our construction projects being locally administered. High-level focus will remain on safety, delivering projects ahead of schedule and under budget, and improving infrastructure condition. We will develop strong partnerships with localities and foster open collaboration with business partners. Each partner has an important role to play and successful execution requires effort from us all.

We will keep high-level focus on safety and delivering projects ahead of schedule and under budget.

• Work in a collaborative manner with all stakeholders to develop the right alternative early in the project identification process

• Strengthen the locally administered program

• Refine and communicate roles for VDOT and localities

• Optimize project administration based on risk and cost factors

• Deliver projects on time and within budget

We will maintain infrastructure to a state of good repair. Significant strides have been made; preventative maintenance and rehabilitative efforts will continue, but most of the ‘low hanging fruit’ has been picked. As assets age beyond the reach of rehabilitation, we must work with localities, regional entities and business partners to prepare for reconstruction

Maintain infrastructure to a state of good repair.

• Implement a sustainable program for funding of maintenance for Interstate, Primary and Secondary pavements and bridges

• Implement a life cycle plan for major assets that schedules major rehabilitative work as well as plans for end-of-life asset replacement

We will operate our roadway network more efficiently, focusing on moving people and goods using tactics like improved signal timing. We will implement incident management, traffic management and innovative technological solutions.

We will utilize field expertise to share best practices and implement enhancements that maximize use of resources to attain mobility goals

• Deploy operational improvement teams. These teams will review, refine and implement improvements such as the following initiatives:
o Improve signal timing and operations on congested corridors
o Site specific community strategies for highly congested intersections
o Refine and expand the Towing and Recovery Incentive Program
o Update snow operating procedures to include technological solutions and best practices

We will develop a highly trained workforce, able to meet today’s objectives while being prepared to anticipate and tackle tomorrow’s opportunities. Partnering with the private sector to develop staff is key to getting the right people with the right skills into the right positions

Identify and develop a highly trained workforce.

• Identify desired technical and behavioral competencies, and focus hiring practices on these competencies

• Strengthen new employee mentoring and ongoing training programs that ensure critical training is completed

• Resolve skill and behavioral gaps with position-specific training and appropriate delivery mechanisms to mitigate turnover throughout the agency and provide opportunities for career advancement of our employees

Our business focus will continue to be based on strong performance management practices and objectives, while streamlining our processes. We will establish fair and reasonable project delivery goals, while ensuring that our local and private-industry partners understand their role in success program delivery.

Safety is not just a slogan; it is an expectation. We will work with law enforcement and communications partners to enhance traveler safety, while continuing to implement engineering and operational safety solutions. We remain committed to providing a safe working environment and will continue to foster an active workforce safety culture

We will evaluate and implement technology, tools, policies and procedures to improve public awareness and provide additional alerts to reduce the number of work zone incidents and injuries, reduce the number of traffic incidents, and reduce the number of office and field workforce injuries and illnesses

• Continue to evaluate and implement information sharing strategies to provide enhanced work location information to travelers

• Continue to incorporate proven low-cost/high-benefit highway safety treatments at locations with a crash history or risk

• Continue to implement the VDOT Pedestrian Safety Action Plan

• Continue to improve qualitative crash analysis capabilities

• Continue to assess and modernize safety education, training and awareness

VDOT’s Environmental Division provides management and administrative support and obtains environmental clearances on projects undertaken by the agency in order to provide stewardship of the state’s natural and cultural resources as part of a balanced consideration of environmental and transportation needs.

This service area facilitates regulatory compliance and environmental protection through leadership, accountability, and continuous improvement while delivering the Commonwealth’s transportation program. The Office of Transportation Sustainability facilitates the delivery of an effective multi-modal transportation network that addresses the mobility needs of all Virginians in an environmentally and economically responsible manner while supporting the goals of the Commonwealth.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation.

Products and services focus on the monitoring and compliance of the environmental program at VDOT including but not limited to air and noise analysis, cultural resource, hazardous materials, environmental compliance, natural resources, NEPA programs, sustainability and alternative project delivery support.

This service area is funded as noted in the following table:

This service area provides activities related to the management and direction of the program. Adequate and effective management and direction is critical to the success of the program.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to appropriate management and direction.

Program management service areas are exempted from detailed breakdown. See authority citations for service area 51408

See Service Area 51408

This service area is funded as noted in the following table:

This service area provides efforts to address storm water discharges, including the related operational and maintenance activities, to meet Total Maximum Daily Load reduction targets. VDOT’s current Separate Storm Sewer System (MS4) permit requires VDOT to reduce its pollutant load allocation to the Chesapeake Bay.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to appropriate management and direction.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

MS4 permits usually include programmatic requirements involving the implementation of best management practices (BMPs) in order to reduce pollutants discharged to the “maximum extent practicable” (MEP). Stormwater Phase I The first phase of the program, commonly referred to as “Phase I,” was promulgated on November 16, 1990 (55 Federal Regulations (FR) 47990) and addresses MS4, active construction and industrial facilities. Phase I requires NPDES (VSMP) permits for stormwater discharges from a large number of priority sources including medium and large MS4s generally serving populations of 100,000 or more, and several categories of industrial activity, including construction activity that disturbs five or more acres of land. The Phase I permits mostly covered larger cities, and required them to develop a SWMP, conduct some monitoring, and submit periodic reports.

The Department operates under a 5-year MS4 Individual Permit (IP), with the Department of Environmental Quality, and oversite by EPA, that specifically addresses the control of stormwater runoff pollutants on linear development projects and other state owned and operated assets.  These deliverables are documented in this permit and are required to be reported yearly in the form of an Annual Report. These deliverable requirements are required from permit cycle date as mentioned above.

This area provides efforts to lead and plan a comprehensive system of ground transportation, including the planning of particular ground transportation projects through surveying, mapping and studies. These studies are the basis for decisions on proposed highway plans, programs and projects, as well as other travel modes and routes throughout Virginia.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life” through a  commitment to identify cost-effective and efficient highway alternatives.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

Products and services include transportation plans, corridor studies, land development proposals and transporation impact reviews.

This service area is funded as noted in the following table:

Virginia Transportation Research Council (VTRC) provides efforts devoted to the planning and delivery of a comprehensive ground transportation research, development, consulting and technology transfer program covering the areas of transportation system operations, maintenance, structural design and construction, materials and specifications, safety, environmental stewardship, finance and policy.

This service area supports a nationally recognized applied research, development, consulting, and technology transfer program to support the Virginia Department of Transportation in the planning, delivery, operation, and maintenance of Virginia’s transportation system.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

This service area is funded as noted in the following table:

This service area provides activities related to the management and direction of the program. Adequate and effective management and direction is critical to the success of the program.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to appropriate management and direction.

Program management service areas are exempted from detailed breakdown. See authority citations for service areas 60201 and 60202

See service areas 60201 and 60202

This service area is funded as noted in the following table:

This service area plan is no longer being used.

This service area plan is no longer being used.

This service area plan is no longer being used.

This service area plan is no longer being used.

This service area plan is no longer being used.

.

To provide activities related to the management and direction of the program. Adequate and effective management and direction is critical to the success of the program.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to appropriate management and direction.

Program management service areas are exempted from detailed breakdown. See authority citations for service areas 60320 - 60324

This service area is funded as noted in the following table:

This service area plan is no longer being used.

The purpose of the Virginia Highway Safety Improvement Program is to reduce motorized and nonmotorized fatalities and severe injuries on highways in the Commonwealth, whether such highways are state or locally maintained. (Code of Virginia § 33.2-373) This is a new service area beginning in FY 2023.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to appropriate management and direction.

Initiatives to reduce motorized and non-motorized fatalities and severe injuries on highways in the Commonwealth of Virginia.

The purpose of the Interstate Operations and Enhancement Program is to improve the safety, reliability, and travel flow along interstate highway corridors in the Commonwealth. (Code of Virginia § 33.2-372) This is a new service area beginning in FY 2023.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to appropriate management and direction.

Safety, reliability, and travel flow improvements along interstate highway corridors in the Commonwealth of Virginia.

State of Good Repair Program service area is to allocate funds to state of good repair purposes for reconstruction and replacement of structurally deficient state and locally owned bridges and reconstruction and rehabilitation of pavement on the Interstate System and primary state highway system determined to be deteriorated by the Board, including municipality-maintained primary extensions. (Code of Virginia §33.2-369)

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to complete projects that address the greatest needs of our existing infrastructure.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

State of Good Repair Program

High Priority Projects Program service area is to allocate funds to the established program for projects and strategies that address a transportation need identified for a corridor of statewide significance or a regional network in the Statewide Transportation Plan pursuant to Code of Virginia §33.2-353. From funds allocated to this program, the Board shall allocate funds to the Innovation and Technology Transportation Fund, provided that the allocation shall not exceed $25 million annually. (Code of Virginia §33.2-370)

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to complete projects that address the needs for statewide or regional projects.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

Deliver projects and deploy strategies that address a transportation need identified for a corridor of statewide significance or a regional network in the Statewide Transportation Plan.

Projects in this program are funded for design, right of way, and construction phase services as necessary for their completion.  These services include design of plans for roads and bridges and other infrastructure, right of way acquisition and management as necessary, and construction engineering and inspection services needed to manage contracts. In addition, the construction phase of projects includes funding for construction work performed by contractors.

The purpose of the Construction District Grant Programs service area is to allocate funds to the established grant program in each highway construction district to fund projects and strategies that address a need in the Statewide Transportation Plan developed pursuant to Code of Virginia §33.2-353. In accordance with §33.2-359, the Commonwealth Transportation Board shall allocate funds to improve nonsurface treated secondary highways that carry 50 or more vehicles per day. This allocation shall not exceed $25 million annually (Code of Virginia, §33.2-371).

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to complete projects that address transportation needs in the Statewide Transportation Plan.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

Deliver projects and strategies that address a need in the Statewide Transportation Plan.

Specialized State and Federal Programs service area includes efforts to allocate funds to State and Federal Construction Programs that are not components of the other funding distributions. The Federal programs that are exempt from the distribution process are outlined in § 33.2-214.1 of the Code of Virginia (Statewide prioritization process for project selection). These include Congestion Mitigation and Air Quality (CMAQ) funding and Regional Surface Transportation Program funding. The service area will also allocate bond programs and the state and local components of Revenue Sharing. Anticipated funding from regional entities for projects is also allocated in this service area.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to complete projects that are funded via special allocations or distribution methodology.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

Deliver projects and strategies that are funded through special allocations, such as special federal funding distributions, Revenue Sharing and bond funded construction projects.

Authority citation listed in the table below.

Legacy Construction Formula Programs service area includes efforts to allocate funds to the Commonwealth Transportation Board Alternate Formula outlined in the Code of Virginia, section 33.2-358 C.  This service area will also have appropriation to support spending of prior-year allocations of formula distributed funding.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to complete projects that were funded via previous distribution methodologies.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

Deliver projects and strategies that are funded through previous distribution methodologies.  These methodologies include the previous 40-30-30 formula (40% Primary System; 30% to each – Secondary System and Urban System) and the CTB Alternate Formula.

To preserve the public’s investment through the delivery of an effective and efficient statewide interstate highway maintenance program to protect and enhance the transportation infrastructure and the safety of the traveling public.

This service area will ensure that VDOT manages its infrastructure assets in a manner that preserves their value to the public, maximizes the Commonwealth’s return on transportation investments, and ensures the safe and efficient movement of people, goods, and services.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

This service area is funded as noted in the following table:

To preserve the public’s investment through the delivery of an effective and efficient statewide primary highway maintenance program to protect and enhance the transportation infrastructure and the safety of the traveling public.

This service area will ensure that VDOT manages its infrastructure assets in a manner that preserves their value to the public, maximizes the Commonwealth’s return on transportation investments, and ensures the safe and efficient movement of people, goods, and services.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

Smooth ride – Maintaining a low International Roughness Index (IRI) value on pavements.

Structural Integrity – Maintaining the structural integrity of pavements, bridges and other infrastructure assets through the use of inspection, assessment and utilization of appropriate maintenance actions.

Safety features – Maintaining the pavement markings, signing and other features of the infrastructure to ensure safe travel.

Statewide primary highway maintenance

This service area is funded as noted in the following table:

To preserve the public’s investment through the delivery of an effective and efficient statewide secondary highway maintenance program to protect and enhance the transportation infrastructure and the safety of the traveling public.

This service area will ensure that VDOT manages its infrastructure assets in a manner that preserves their value to the public, maximizes the Commonwealth’s return on transportation investments, and ensures the safe and efficient movement of people, goods, and services.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

Smooth ride – Maintaining a low International Roughness Index (IRI) value on pavements.

Structural Integrity – Maintaining the structural integrity of pavements, bridges and other infrastructure assets through the use of inspection, assessment and utilization of appropriate maintenance actions.

Safety features – Maintaining the pavement markings, signing and other features of the infrastructure to ensure safe travel.

Tunnel Maintenance - Preserving and enhancing VDOT’s tunnel infrastructure to provide safe and efficient ingress and egress to the traveling public.

Planned preventive maintenance program.

This service area is funded as noted in the following table:

To improve mobility, safety, travel time reliability and security on the transportation system through the deployment of a variety of operational strategies including regional traffic centers, emergency services, traveler services, multimodal integrated corridor management, congestion management, traffic signalization optimization and the review and adoption of emerging transportation technologies including but not limited to connected and automated vehicles.

This service area will serve the traveling public and ensure the efficient, reliable and safe operation of our transportation system in real-time.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

To provide incident management, eliminate hazards, maintain system security, manage traffic congestion, collect data and superior customer service. 

This service area is funded as noted in the following table:

To provide activities related to the management and direction of the program. Adequate and effective management and direction is critical to the success of the program.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to appropriate management and direction.

Program management service areas are exempted from detailed breakdown. See authority citations for service areas 60401 - 60404

This service area is funded as noted in the following table:

This Service Area Plan is no longer being used. 

This Service Area Plan is no longer being used.

This Service Area Plan is no longer being used. 

This Service Area Plan is no longer being used. 

To provide efforts to acquire, construct, and renovate ground transportation toll facilities. To construct needed highway facilities earlier than would be possible with traditional funding sources and without general tax increases, toll facilities have, when practical, been funded through the issuance of bonds.

This service area will improve the mobility of our citizens by planning, implementing, directing, and enhancing systems and processes associated with user fee based facilities; and, further by operating and maintaining these facilities in the safest and most efficient manner possible.

See authority citations listed in table below.

This service area supports VDOT's efforts to acquire, construct, and renovate ground transportation toll facilities. There are currently no planned projects. 

This service area is funded as noted in the following table:

To provide for the debt service requirements of the debt-financed toll facilities.  The bond indentures for the toll facilities require Commonwealth Transportation Board (CTB) to set toll rates for all classes of vehicles which will provide sufficient net revenues to meet the facilities' obligations. Toll roads are typically constructed with debt financing and the subsequent toll collection revenues are used for debt service payments. The remaining state-owned facility collecting tolls to pay debt service on outstanding bonds is the George P. Coleman Bridge located between Gloucester and York counties. The bonds issued to finance the Powhite Parkway Extension have been retired, but the toll revenues are needed to repay the outstanding debts of the facility owed to VDOT and Chesterfield County. 

This service area will improve the mobility of our citizens by planning, implementing, directing, and enhancing systems and processes associated with user fee based facilities; and, further by operating and maintaining these facilities in the safest and most efficient manner possible. 

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Provide financial review and program administration on outstanding debt for toll services.

Program administration including financing review and program development services, debt affordability analysis and recommendations to executive branch and legislature, issuance of bonds or other securities, review of refunding opportunities on outstanding debt obligations, technical assistance on the financial aspects of legislative proposals, impact on debt capacity, financial studies and initiatives.

This service area is funded as noted in the following table:

To provide for the operational costs of the George P. Coleman Bridge and the Powhite Parkway Extension Toll Road. Beginning in December 2017, it is anticipated that VDOT will become the operator of two additional Toll Facilities: I-66 Inside the Beltway, and I-64 Express Lanes.   All operating costs associated with that facility are to be paid out of the revenues generated by that facility. Customer service and toll collection are Toll Facilities main operations.

This service area will improve the mobility of our citizens by planning, implementing, directing, and enhancing systems and processes associated with user fee based facilities; and, further by operating and maintaining these facilities in the safest and most efficient manner possible.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

Maintenance and operation of toll facilities.

This service area is funded as noted in the following table:

To provide a method to finance and/or refinance existing and potential toll facilities. Funds allocated from the Toll Facilities Revolving Account intended for planned or operating toll facilities are considered advance funding and are expected to be repaid to the Toll Facilities Revolving Account. 

This service area will improve the mobility of our citizens by planning, implementing, directing, and enhancing systems and processes associated with user fee based facilities; and, further by operating and maintaining these facilities in the safest and most efficient manner possible.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Advanced Funding for planned or operating toll facilities

This service area is funded as noted in the following table:

This Service Area Plan is no longer being used. 

To provide monetary support to localities for capital improvements (limited to maintenance activities) and/or maintenance of roads and/or transportation facilities. Direct financial assistance is provided to cities and towns to maintain, operate, and improve their arterial and collector roads and local streets. The level of assistance to the respective local governments for maintenance expenditures is based on the number of qualifying lane-miles in each locality and available funding.

This service area will promote and facilitate partnerships between localities and VDOT to successfully deliver transportation programs and projects.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

To equitably distribute the limited funds made available for local road maintenance and to provide funding for the maintenance and operation of the eligible roads and streets for cities and towns that maintain their own systems.

This service area is funded as noted in the following table. When localities suffer storm damage that is federally reimbursable, this service area also receives federal funds on a reimbursement basis.

Provide monetary support in lieu of maintenance services to localities for road maintenance and upkeep where such localities have elected to maintain their own highway systems. Currently, Henrico and Arlington maintain their own roads.

This service area will promote and facilitate partnerships between localities and VDOT to successfully deliver transportation programs and projects.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

To equitably distribute the limited funds made available for local road maintenance and to provide funding for the maintenance and operation of the eligible roads and streets for jurisdictions that maintain their own systems.

This service area is funded as noted in the following table:

Manage and distribute funding for recreational and economic development access programs and the Metropolitan Planning federal grant program. The Recreational Access Program provides funding for roads and bikeways to new or expanding non-federal, non-commercial public parks and historic sites. Access roads for qualifying airports and economic development sites, and access tracks for qualified rail users are provided through VDOT’s Economic Development, Airport, and Rail Access Fund. The Metropolitan Planning Grants are federal funds available to support activities undertaken by Metropolitan Planning Organizations (MPOs) to develop long-range transportation plans and transportation improvement programs.

This service area will promote and facilitate partnerships between localities and VDOT to successfully deliver transportation programs and projects.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Provides financial assistance for construction, reconstruction, and improvement of recreational access roads, bikeways, airport access roads, development access roads to benefit economic development and economic development railroad tracks and facilities.



 

This service area is funded as noted in the following table:

This Service Area Plan is no longer being used. 

This service area provides activities related to the management of VDOT efforts to process and report on the transfer of regional tax revenue to the Northern Virginia Transportation Authority (NVTA) to fund local and regional transportation projects.

This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to provide funds-transferring service to the Northern Virginia Transportation Authority in an efficient and effective manner.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Process and report on the transfer of regional tax revenue to the Northern Virginia Transportation Authority (NVTA) to fund local and regional transportation projects

The revenue distributed to the Northern Virginia Transportation Authority is the regional revenue created by House Bill 2313 during the 2013 General Assembly Session. This includes the addition of 0.7 percent in additional Retail Sales and Use Tax. A regional congestion relief fee of $0.15 per $100 was also implemented. A Northern Virginia transient occupancy tax of 2 percent was also included in the transportation funding legislation

This service area provides activities related to the management of VDOT efforts to process, apply and report on the use of regional tax revenue to fund local and regional transportation construction projects in Hampton Roads.

This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to provide funds for approved, eligible local or regional transportation construction projects in Hampton Roads.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Process and report on the transfer of state regional tax revenues to the Hampton Roads Transportation Accountability Commission to fund local and regional transportation projects

The revenue provided for the Hampton Roads Transportation Planning Organization is the regional revenue created by House Bill 2313 during the 2013 General Assembly Session. This includes the addition of 0.7 percent in additional Retail Sales and Use Tax and a 2.1 percent Sales Tax on Fuel.

This service area provides activities related to the management of VDOT efforts to distribute Capital Fund revenue for local and regional transportation construction projects in the Washington Metropolitan Area Transition Authority.

This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to provide funds for approved, eligible local or regional transportation construction projects in the Washington Metropolitan Area Transit Authority.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Process and report on VDOT efforts to distribute Capital Fund revenue for local and regional transportation construction projects in the Washington Metropolitan Area Transition Authority

This service area is funded as noted in the following table:

This service area provides activities related to the management of VDOT efforts to process, apply and report on the use of certain taxes to fund certain localities’ construction projects in District 8.

This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to provide funds for approved, eligible construction projects in District 8.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Process and report on activities related to the management of VDOT efforts to process, apply and report on the use of certain taxes to fund certain localities’ construction projects in District 8.

This service area is funded as noted in the following table:

This service area provides transfer of state regional tax revenues to the Central Virginia Transportation Authority to fund local and regional transportation projects.

This service area is aligned to VDOT’s mission “VDOT will plan, develop, deliver, operate and maintain a transportation system that is safe and enables efficient movement of people and goods, enhances the economy and improves the quality of life,” through a commitment to provide funds for approved, eligible construction projects in District 15.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s)

Process and report on transfer of state regional tax revenues to the Central Virginia Transportation Authority to fund local and regional transportation projects.

Provide for the debt service requirements of the bonds sold to finance transportation improvements in special tax districts. There is currently only one such district, the State Route 28 Highway Transportation Improvement District in Fairfax and Loudoun counties.



Debt service is a long-term, fixed expense. Obtaining the most favorable rates on our non-toll supported debt programs directly benefit the Commonwealth and taxpayers by saving tax dollars. The information gathered by this objective will benchmark the interest rates achieved in actual bond issues against one or more indices. This will provide a measure of investor acceptance of the issue structure, as well as investor perception of the financial management of the bond program.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through responsible stewardship of funds.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Program administration and review funding opportunities on outstanding debt obligations.

Financing review and program development services; debt affordability analysis and recommendations to executive branch and legislature; technical assistance on the financial aspects of legislative proposals, impact on debt capacity, financial studies and initiatives; program administration, including compliance and continuing disclosure, investor relations, and rating agency relationships to maintain the high credit quality of bonds Issuance of bonds or other securities; review of refunding opportunities on outstanding debt obligations.

This service area represents the debt service obligations of the program. This service area is funded as noted in the following table:

Provide for the debt service requirements of the bonds sold to finance transportation improvements in special designated highway corridors. The Commonwealth Transportation Board has issued transportation revenue bonds for the U.S. Route 58 Corridor Development Program, the City of Chesapeake Oak Grove Connector Project, and the Northern Virginia Transportation District (NVTD) Program.



Debt service is a long-term, fixed expense. Obtaining the most favorable rates on our non-toll supported debt programs directly benefit the Commonwealth and taxpayers by saving tax dollars. The information gathered by this objective will benchmark the interest rates achieved in actual bond issues against one or more indices. This will provide a measure of investor acceptance of the issue structure, as well as investor perception of the financial management of the bond program.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through responsible stewardship of funds.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Financing review and program development services; program administration, including compliance and continuing disclosure, investor relations, and rating agency relationships to maintain the high credit quality of bonds; debt affordability analysis and recommendations to executive branch and legislature; technical assistance on the financial aspects of legislative proposals, impact on debt capacity, financial studies and initiatives; issuance of bonds or other securities; review of refunding opportunities on outstanding debt obligations.

This service area represents the debt service obligations of the program.  This service area is funded as noted in the following table:

This Service Area Plan is no longer being used. 

This service area represents the debt service obligations of the program.  This service area is funded as noted in the following table:

Provide for the debt service requirements of the bonds sold to finance transportation improvements under the Commonwealth Transportation Capital Projects Bond Act.



Debt service is a long-term, fixed expense. Obtaining the most favorable rates on our non-toll supported debt programs directly benefit the Commonwealth and taxpayers by saving tax dollars. The information gathered by this objective will benchmark the interest rates achieved in actual bond issues against one or more indices. This will provide a measure of investor acceptance of the issue structure, as well as investor perception of the financial management of the bond program.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through responsible stewardship of funds.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Financing review and program development services; program administration, including compliance and continuing disclosure, investor relations, and rating agency relationships to maintain the high credit quality of bonds; debt affordability analysis and recommendations to executive branch and legislature; technical assistance on the financial aspects of legislative proposals, impact on debt capacity, financial studies and initiatives; Issuance of bonds or other securities; review of refunding opportunities on outstanding debt obligations.

This service area represents the debt service obligations of the program.  This service area is funded as noted in the following table:

Provide for the debt service requirements of the bonds sold to finance transportation improvements under the Commonwealth of Virginia Federal Transportation Grant Anticipation Revenue Notes Act of 2011, Article 4, Chapter 15, Title 33.2 of the Virginia Code (the "GARVEE Act").

Debt service is a long-term, fixed expense. Obtaining the most favorable rates on our non-toll supported debt programs directly benefit the Commonwealth and taxpayers by saving tax dollars. The information gathered by this objective will benchmark the interest rates achieved in actual bond issues against one or more indices. This will provide a measure of investor acceptance of the issue structure, as well as investor perception of the financial management of the bond program.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through responsible stewardship of funds.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Financing review and program development services; program administration, including compliance and continuing disclosure, investor relations, and rating agency relationships to maintain the high credit quality of bonds; debt affordability analysis and recommendations to executive branch and legislature; technical assistance on the financial aspects of legislative proposals, impact on debt capacity, financial studies and initiatives; issuance of bonds or other securities; review of refunding opportunities on outstanding debt obligations.

This service area represents the debt service obligations of the program.  This service area is funded as noted in the following table:

This service area provides the estimated debt service requirements of the bonds sold to finance transportation improvements on the Interstate 81 Corridor.

Debt service is a long-term, fixed expense. Obtaining the most favorable rates on our non-toll supported debt programs directly benefit the Commonwealth and taxpayers by saving tax dollars. The information gathered by this objective will benchmark the interest rates achieved in actual bond issues against one or more indices. This will provide a measure of investor acceptance of the issue structure, as well as investor perception of the financial management of the bond program.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through responsible stewardship of funds.

Service areas existing to handle funding for debt service or that is passed through to other areas or entities are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Special Structures are very large, indispensable and unique bridges and tunnels identified by the Commissioner of Highways and approved by the Commonwealth Transportation Board.

The General Assembly declares it to be in the public’s best interest that the maintenance, rehabilitation and replacement of special structures in the Commonwealth occur timely as to provide and protect a safe and efficient highway system. The Board is establishing a program for the maintenance, rehabilitations, and replacement of special structures in the Commonwealth. With the assistance of the Department of Transportation, the Board developed and will maintain a plan for the maintenance, rehabilitation and replacement of special structures in the Commonwealth.

See service area 61402

Special Structures are very large, indispensable and unique bridges and tunnels identified by the Commissioner of Highways and approved by the Commonwealth Transportation Board.

The General Assembly declares it to be in the public’s best interest that the maintenance, rehabilitation and replacement of special structures in the Commonwealth occur timely as to provide and protect a safe and efficient highway system. The Board is establishing a program for the maintenance, rehabilitations, and replacement of special structures in the Commonwealth. With the assistance of the Department of Transportation, the Board developed and will maintain a plan for the maintenance, rehabilitation and replacement of special structures in the Commonwealth.

Maintenance, rehabilitation, and replacement of special structures in the Commonwealth occur timely as to provide and protect a safe and efficient highway system.

This service area is not currently being used

Provide general administrative management, direction and support activities of VDOT. This includes, but is not limited to, accounting services, human resources, succession planning, health and safety services, procurement, facilities management, management studies, policy analysis, process improvements, performance management, internal auditing, innovative financing, financial planning services and oversight of compensation programs for all VDOT employees.

This service area is aligned to VDOT’s mission “VDOT will plan, deliver, operate and maintain a transportation system that is safe, enables easy movement of people and goods, enhances the economy and improves our quality of life,” through a commitment to providing administrative and management expertise in an efficient and effective manner.

Program management service areas are exempted from the detailed Required/Discretionary breakdown below. The table below contains a draft product/service alignment with authority citation(s) 

Agency General Management and Direction.

This service area is funded as noted in the following table:

Provide administrative management, direction, system security and infrastructure support for tasks including, but not limited to, automated data processing services for citizens and visitors to the Commonwealth, Virginia’s legislative bodies, Federal Transportation Agencies, other state and local government agencies as well as its own Department of Transportation employees. 

This service area will help the people that keep Virginia moving by enabling them with information technology goods, services, and solutions. 

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

Develop and support IT applications and special projects using innovative development methodologies, industry-standard best practices, and agency-wide project management tools and measures.  Provision agency personnel with telephones, mobile devices, printers, computers, software, networks, servers, and storage.  Maintain systems security and respond to IT service requests for system support, application defect remediation, and application enhancements.   

This service area is funded as noted in the following table:

Provide physical plant maintenance needs to VDOT facilities. This maintenance work is considered ordinary or routine nature and includes the cost of labor, equipment and materials to make minor repairs to utilities such as plumbing, heating, and electrical; and the maintenance of driveways, parking lots, and yards. The service area also funds small renovation/alteration projects that cost no more than $10,000. Projects may cost up to $150,000.

This service area is responsible for the development and administration of the agency building program in compliance with all applicable laws and regulations in support of VDOT’s mission.  It is committed to continuous improvement through enhanced operational efficiency and customer satisfaction.  It promotes best practices to provide and champion the right service to the right customer at the right time.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

VDOT’s Capital Outlay Section plans, develops, delivers and maintains VDOT’s Capital Outlay and Facility Management Program including the assessment and prioritization of VDOT facility needs statewide as a part of the agency Long-Range Facilities Plan.

This service area is funded as noted in the following table:

To meet upcoming employment demands that will help create a diverse, skilled workforce for the transportation industry encompassing the public sector and private industry.  VDOT’s workforce development service area embraces a holistic approach with K-12 programs geared to increasing an interest in transportation, to partnerships with technical schools, community colleges and institutions of higher learning, along with initiatives focused on the development and retooling of existing employees in both technical and leadership skills. Workforce development is about a balance of education, learning and on-the-job experiences that lead to business success and overall economic growth.  

Workforce development includes the development and delivery of traditional classroom training and on-line learning through mobile and desktop devices, tuition assistance, funding for professional certifications required and preferred for current positions along with renewals and funding for required professional licenses or certifications and renewals.  Leadership and technical training is managed through a Learning Management System (LMS) referred to as the VDOT University. Leadership training and development activities are targeted for teammates, supervisors, managers, senior managers and executives.  Technical training is position based.  Activities include engineering and business trainee programs, engineering scholarship, interns and apprenticeships.

All activities support a workforce that is skilled and knowledgeable in industry and professional current and best practices. Mandatory training (required by specific positions) accounts for approximately 50% of employee training and development expense. 

The products/services provided by this service area attract, develop, and retain the right talent that Keeps Virginia Moving.

The table below contains a draft product/service alignment with authority citation(s). If one or more citations contains "shall" language, the product/service item was marked as required. Programs and funding were not structured to align with specific regulation, therefore, this draft lists funding aligned with specific citation only where there has been clear delineation. 

Proactive identification of current and future skill/knowledge gaps with efficient and effective application of interventions to address gaps and meet future needs.  Management of development activities to ensure the effective and efficient use of funds.

This service area is funded as noted in the following table: