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 five key performance areas - Plan, Deliver, Operate, Maintain and 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.

VDOT 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 may submit candidate projects through the "SMART SCALE" website, where these projects are prioritized based on the projected benefits.

Upon approval by the Commonwealth Transportation Board for inclusion in the Six-Year Improvement Program (SYIP), VDOT is committed to making informed and strategic decisions regarding the appropriate procurement method for each project.

The agency is focused on the following goals:

Workforce Safety - The workforce is the VDOT’s most valuable asset and safety is the top priority, ahead of any and all production goals or performance metrics. The agency is dedicated to instilling and maintaining a best-in-class safety culture, supported by significant safety training requirements, and reinforced daily via safety briefings and messages from leadership.   

Sustaining the Workforce - VDOT’s workforce is vital to the successful completion of the mission. The agency must be able to recruit and retain a workforce that is capable of meeting Virginia’s transportation needs.  In the past, a key draw to state employment was the opportunity to have a 30-year career. That paradigm has shifted.

Program Development and Delivery - Virginia continues to invest in transportation, and VDOT stands ready to deliver. The construction (CN) program is poised to grow considerably over the next few years, and VDOT will be scaling up several programs to meet this growth. Partnerships, such as those with industry and localities, are key to ensuring that projects are developed and delivered in a timely manner.

Maintenance and Land Use - VDOT has successfully utilized asset performance measures to define the level of care needed to maintain key assets. In the past, the agency has primarily focused on pavements and bridges; however, there are other assets that need similar attention.

There is a need to expand the use of performance measures to set standards for these other assets. Expanding the use of performance measure on other assets will ensure a sustainable asset management approach as the highway network continues to grow and age.

Over the past several years Virginia has seen an increase in the number and severity of weather events. Closer attention to routine items such as clearing drains, ditches and pipes, and keeping trees cut back from the roadway are low-cost solutions that can prevent assets from becoming overwhelmed by weather events.

VDOT will be looking to “right size” core maintenance staff and equipment to meet these new challenges. However, VDOT cannot do this without the help and support of private sector partners, who will have a greater role to play in keeping assets in top shape over the next few years. 

Traffic Operations and Cybersecurity - VDOT’s ability to deliver a best-in-class transportation network relies on effective traffic operations. The agency will continue to integrate Transportation Systems Management and Operations (TSMO) as a core function. However, as technology evolves, this means that traffic operations is about more than increasing throughput on the existing transportation network. 

Cybersecurity is becoming a core part of keeping the transportation network safe. VDOT has recently completed an internal realignment and established new functions focused on traffic operations and the security of all the devices within the network. 

Data and Technology - Information systems play an increasingly important role in  ensuring that VDOT can deliver its core services efficiently and effectively.   

Technology has always changed rapidly. In order to meet this quickly evolving  environment, VDOT will change the current Information Technology (IT) delivery model to partner with business units more closely through an agile product line approach along with a shift to the Cloud and delivering Software as a Service (SaaS). Over the next few years, VDOT will focus on data and content management strategies aimed at providing easy access to quality data and content to those who need access.

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 2024 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.


• 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.


• 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.  


• Enhanced 511 Project - VDOT is seeking a Supplier to provide and securely manage a cloud-based suite of traffic, travel and road information services and specialized tools. This will be done through a single platform to serve a variety of stakeholders including: Internal VDOT operations centers, VDOT operators, VDOT executives, Public safety partners, Media members, Travelers, and the Connected and automated vehicle (CAV) community. The Supplier will provide distribution services for designated agency operations related transportation video and data generated in transportation operations and traffic engineering functions across VDOT. Distribution methods may include: Web, Mobile application (iPhone and Android), Digital voice assistant, IVR and Automated data services or application program interfaces (APIs) of various file types.


• AI-Based System for Incident Management Project – VDOT is requesting that the Offeror propose an innovative solution that meets the following high-level needs and functions for the AI-DSS:
  
  
  
  • Predict/project transportation events (location, expected duration, severity), traffic congestion, transit crowding and parking availability that will occur in a customer-configurable future period.
  
  
  • Develop multi-modal, multi-agency response plan elements through coordination and agreement with regional operating agencies.
  
  
  • Develop business rules and operating procedures for responding to incidents and congestion through coordination and agreement with regional operating agencies.
  
  
  • Recommend response plan elements for actual and predicted transportation incidents and the expected impact of the response plan.
  
  
  • Recommend response plan elements for actual and predicted traffic congestion and transit crowding conditions.
  
  
  • Provide a data interface for parking availability predictions to send data and prediction information to the RM3P Data-Exchange Platform (DEP).
  
  
  • Provide a web-based graphical user interface that authorized transportation operators can view modify and coordinate recommended response plans.
  
  
  • Provide response plan recommendations to regional stakeholders in various formats including but not limited to an API for agency operating systems to integrate the DSS data, a web-based GUI, and alerts in text and email format.
  
  
  • As a separate option to the AI-DSS project, the Vendor for the Data Incentivization (DI) project may need to generate triggers within the DSS to implement various DI strategies. The AI-DSS vendor may be asked to develop an interface for the DI vendor to connect to the AI-DSS system and provide documentation for the DI triggers in the response plans. This work is an optional task, and will require separate pricing during the technical proposal pricing phase.
  
  
  • Provide a data interface to the RM3P Data-Exchange Platform (DEP) to send prediction information, response plan recommendations, and the executed response plan elements.
  
  
  • Develop a data interface to the DEP to obtain current traffic, transit, and parking information.
  
  
  • The Offeror will propose its System-as-a-Service approach based on its expertise and proposed technologies; teaming arrangements are encouraged. VDOT is open to innovative solutions and the Offeror shall detail how its solution meets the needs and functions listed above.
  
  
  
  


• Multimodal Mobility Enhancement DI Project – The purpose of the Dynamic Incentivization (DI) project is to improve safety, reliability, and mobility for travelers in or through Northern Virginia. The DI solution will offer incentives to the public for changing mode, route, or departure time in ways that lessen the overall impact of congestion and incidents. For example, if there was a major crash on Interstate 95 (I-95) that could impact travel in Northern Virginia, commuters who regularly drive that route might be offered an incentive to delay their departure or take transit. The goal of DI is to incentivize and reward a relatively small number of commuters who have the willingness and flexibility to safely change their travel patterns in a way that improves the efficiency of the transportation network as a whole. An additional goal of the solution is to change travel behaviors in the long-term, so the solution will also reward travelers for continued use of travel modes that reduce or eliminate Single-Occupant Vehicle (SOV) trips. While the initial deployment of DI will be limited to NOVA, the solution must be capable of scaling to other parts of the Commonwealth as well.


• Fuel Hardware and Software Replacement Project - VDOT needs to replace the agency'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.

Information Technology Investments approved and in project planning

• 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.   


• Sign Shop MRP Replacement – The Central VDOT Sign Shop (CVSS) is responsible for producing all the signs for the agency.  The version of the existing software currently being used by the Central VDOT Sign Shop (CVSS) is no longer supported by the software company.  The agency is looking to replace the existing software with the Microsoft Dynamics 365 application.


• 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.

Information Technology Plans/Needs

• Occupational Health Tracking System Project - 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 Project –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.


• MITS PLAID Producer Lab Analysis Project - The Materials Information Tracking System/Producer Lab Analysis and Information Details (MITS/PLAID) requires enhancements to two modules: Central Mix Aggregate (CMA) & Hot Mix Asphalt (HMA). Enhancements includes UI, in the data model, in internal business logic, and in reports.


• CSOD to Oracle Learning Project - Human Resources manages the programs to support training and other workplace requirements. The current Learning Management System (LMS) system, Cornerstone On Demand (CSOD) is standalone and does not integrate with other systems fully, provide the data connections and reporting holistically with other HCM data. This effort is to implement the Oracle Learning module and migrate the learning functionality from Cornerstone On Demand to our integrated Oracle HCM. This allows for a single place for all HCM related activities and data streamlining. It will increase efficiency, decrease hours, allow for increased automation and financial savings through licensing.


• Pavement Maintenance Scheduling Project – The Pavement Management Scheduling System (PMSS) is an internally developed application that facilitates the planning of annual statewide pavement contracts. It is used by and impacts various stakeholders including Environmental, Right of Way, Traffic Engineering, Construction, Districts, and Residencies. The system is designed to interface with various other systems including the Pavement Management System (PMS) and the Road Network System (RNS) to facilitate pavement planning, cost estimation, and reporting. PMSS is currently hosted at QTS. PMSS will be rewritten in Azure Technology using Azure webi Application and Azure SQL Database. It will be hosted in the Azure cloud.


• Utility Marking Application Project – A project to procure or build and deploy a statewide Utility Marking System application to include intake processing, execution, tracking, and invoicing.


• Pre-Advertisement Information Tracker Project - The Virginia Department of Transportation (VDOT) Construction (CN) Division is responsible for tracking approximately 400-550 contracts annually through the Pre-Advertisement proposal process and for producing approximately 1,200 letters for project advertisements/awards. The Pre- Advertisement Information Tracker (PAPIT) is an internally developed Microsoft Access database application that is meant to facilitate the tracking of projects through the pre- advertisement, bid letting, and bid award process.The current system needs to be modernized to overcome the following challenges:
  
  
  
  • System is reliant on a singular, third-party consultant to manage updates and fix the database.
  
  
  • System crashes daily and requires updates an average of twice a month. When there is an issue, it can take from 24 hours up to a week to fix the system dependent on the availability of the external consultant. Access is also no longer supported by Microsoft.
  
  
  • Database requires updates on a regular basis as personnel or contractor information changes.
  
  
  • System is outdated, slow, and prone to human error because of repeated manual entry.
  
  
  • When the database is down or inaccurate, it causes errors in the award letters that must be corrected manually.
  
  
  • When PAPIT is not creating accurate letters, it can compress timelines for Quality Assurance/ Quality Control (QA/QC) reviews. Delays could result in missed deadlines for project advertisement and ultimately awards. Inaccurate letters also open the agency up to risk in the contract and construction processes.
  
  
  
  


• Contract Management Solution Project - The Professional Services Procurement Office (PSPO) procures professional services contracts for transportation projects through competitive negotiation, a selection method defined in the VPPA §2.2-4300 and in accordance with the most current professional services procurement manual. The new solution will facilitate new processes, procedures and functionality to replace the current manual processes.New system must meet the following objectives:
  
  
  
  • Centralized contract management platform with workflows for the procurement, evaluation, execution, and administration of professional services contracts.
  
  
  • Document repository and version control for storing contract artifacts.
  
  
  • Storing data fields that are needed for contract administration and future planning.
  
  
  
  


• Maintenance Program Fund Planning Tool 2.0 Project - Maintenance Program Fund Planning Tool (MPFPT) was developed to enter budgets and financial spend plans to satisfy budget and expenditure monitoring and management. Due to growth in business operations, we must build a new system to replace MPFPT that will better support business needs.

As of June 30, 2024, VDOT was authorized a maximum classified employment level of 7,748 and employed 7,293 classified staff for a calculated vacancy rate of 5.5%. The agency's workforce is further supplemented by approximately 751 wage and emergency operations workers (1,028 positions).  As of July 1, 2024, the General Assembly authorized VDOT an increase of 218 positions for a new a maximum classified employment level 7,966.

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 9.8% 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.

VDOT continues to operate in a challenging environment where program delivery responsibilities have increased and the need for innovative solutions, efficiencies, and the ability to adapt through change is necessary. The DRIVERS program will further expand and engage employees at every level and location in the effort to innovate, empower, adapt, and deliver on our Business Plan's goals in alignment with our Mission and Values. DRIVERS aims to empower employees through four strategies: to bring forward their best ideas, enable employees to be agile and resilient, encourage employees to pursue professional development, and improve operational efficiency and excellence.

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 due to seasonal timing.

In addition to the capital investments that vdot 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 agency 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 2025 and $40 million will be available for FY 2026.  Three projects are currently under construction, thirteen are scheduled to begin construction this FY and five projects are scheduled to begin construction in FY 2026.  Two hundred and one (201) new capital projects have been identified through the agency's last Capital Outlay Six Year Planning process.

Updates to the Capital Outlay Six Year Plan will be completed in FY 2025 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 personnel will relocate to a 160,000 sqft building purchased in FY 2024 located in Hanover.  Additionally, the Hospital Building will have the HVAC system replaced and some office renovations with the expectation of being completed in late calendar year 2026. 

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 agency has completed 5 years of facility condition assessments (approx 20% of facilities per year); and in FY23, had 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 4 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 9.1 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 13.71% 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 2025 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 December 2023 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 1, 2024) of the magnitude of operations:

Weldon Cooper Center estimates Virginia’s current population as 8.7 million and forecasts Virginia’s 2030 population to be 9.1 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 21,300 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 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 210 structures. As of 7/8/24, 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:                         82.0%


• Primary roads (high-volume):             82.0%


• Primary roads (high-volume):             75.0%


• Secondary roads (high-volume):         82.0%


• 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 VDOT Dashboard as of July 2024:

• Interstate highways:                         87.6%


• Primary roads (high-volume):             83.4%


• Primary roads (high-volume):             80.2%


• Secondary roads (high-volume):         75.1%


• Secondary roads (low-volume):          60.5%

Roadway Safety

• While the annual number of traffic crash deaths is lower than 2007’s 1,026 and 2022’s 1005, recent trends show growth in the number of traffic fatalities over the past decade. Traffic crash information is published annually, by calendar year, in DMV’s Crash Facts Report. The most recently published report, calendar year 2023, states that there were 907 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 Delivery

• In recent years, on-time delivery goals have been achieved by VDOT-managed highway projects, while VDOT leaders continue to collaborate 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 VDOT and by locally managed projects (except for FY2023). The current goal is that 85% of projects will be completed within budget.

The workforce is the VDOT’s most valuable asset and safety is the top priority, ahead of any and all production goals or performance metrics. VDOT is dedicated to instilling and maintaining a best-in-class safety culture, supported by significant safety training requirements, and reinforced daily via safety briefings and messages from leadership.

Expand the safety metric focus by developing a VDOT Total Safety Score measuring system, incorporating leading and lagging safety indicators, designed to comprehensively measure workforce safety across the agency’s activities. Goals include improving overall workforce injuries while driving down the agency’s OSHA Recordable Rate.

Develop and implement VDOT Safety Predictive Analytics tools, using the new VDOT Safety Score system as its foundation, to enhance the safety of VDOT workers across the Commonwealth of Virginia. With assistance from data owners and agency data analytics subject matter experts, implement VDOT Safety Predictive Analytics tools.

• Identify and collect additional data (such as workforce safety training, weather forecasts) needed to generate predictive safety analytics and develop integration plans.

• Integrate additional data with VDOT Total Safety Score system information, creating a system with capabilities to predict where safety-related events or injuries may occur.

Led by the Office of Safety, Security and Emergency Management (OSSEM), develop and implement the VDOT Total Safety Score measuring system by: • Expanding the tracking of lagging indicators to include Total Injury Incident Rate and Percentages of Crashes and Incidents that are Preventable (or pending ruling); • Expanding the tracking the leading indicators to include Near Miss Reporting and Lessons Learned.

• Develop and implement a point system for Near Miss and Lessons Learned Reports.

• Expand documentation of Lessons Learned from injuries, illnesses, crashes, and incidents.


• Separate field and office safety data; Analyze assignments - identifying which positions perform only office tasks, only field tasks, or a combination of both; develop pertinent tracking and reporting; Provide comprehensive safety reporting to VDOT Districts and Divisions associated with field and office tasks.

Recruit, retain and train a workforce such that it has the knowledge, skills and abilities to plan, deliver, operate, maintain and support the transportation program of today and transfer knowledge to future workers while lowering the agency’s turnover rate and filling vacant positions faster.

Develop a robust leadership development program that will fulfill specific goals that may be unique to VDOT but encompass certain core competencies.

While all leaders will participate in the program, the goal is to develop those leading from the middle of the organization, the pipeline of future leaders, who face multiple challenges that include gaining collaboration across the organization, doing more with less, maintaining resilience in the face of uncertainty or complex problems, and influencing leaders at all levels of the organization.

Design a leadership program aimed at communicating and training all VDOT leaders on the behaviors required to deliver a top employer experience and drive a culture of continuous improvement and collaborative problem solving. Key messaging may include reframing VDOT's leadership approach from “doers” and “task executers” to “thinkers,” “developers” and “problem solvers”.

• Develop and implement a leadership development program that identifies the skills to be successful in the organization and makes existing and new leaders more effective influencers and decision makers.

• Develop and provide technical training. Develop a training path for a workforce that may have a shorter tenure than the traditional workforce.

• Pilot a maintenance training “boot camp” designed to teach newly hired transportation operators a core set of skillsets prior to being deployed to area headquarters.

• Explore developing a traffic operations training program to ensure that traffic operations workers have the technical skills they need to keep pace with rapidly evolving and technically advanced traffic operation positions.

Develop and implement an employee retention strategy that focuses on strengthening trust, providing meaningful development opportunities, building leaders and enhancing the employee experience. Re-establish alignment of the VDOT competency model to form the baseline for which VDOT hires, trains, develops and manages performance across all employees.

• Develop employee awareness of the organization. Expand the 90-day onboarding program to all VDOT locations, in order to provide an overview of VDOT’s business and create an understanding of how individual jobs fit into the overall work of the agency. Based on participant feedback, if necessary, expand the program to include a six- or nine-month check-in.

Identify skills and competencies needed to recruit the right people. Develop and implement an Agency Workforce Plan as the foundation for recruiting. Identify and develop a highly trained workforce.

• Develop and Implement an Agency Workforce Plan reflective of increases in funding, resources and requirements for the construction, maintenance of assets and traffic operations programs along with complementary resource needs for technology and support functions.
The Plan will identify future skills needed by agency personnel to support ongoing operations and quantify the optimal mix of employee and outsourced resources. Identify desired technical and behavioral competencies, and focus hiring practices on these competencies.


• Engage and Strengthen Pipeline Program Recruitment. Enhance and increase the use of pipeline programs - Internships, Scholar, and Engineering Development and Growth Experience (EDGE) to build engineering, technical and business staff resources.

Modernize VDOT’s competency model to support business needs.

• Modernize VDOT’s competency model as the foundation for consistent performance expectations, enhanced employee experience and the development of succession plans.

Deliver a construction program that utilizes all available funding resources in a timely manner so that the public can receive the benefit of the projects for which they’ve paid.

Increase the throughput of construction projects to fully leverage financial resources. Increase the amount of work underway in the next several years. In FY2024 -26, commit $2.2 Billion each year to VDOT and locally administered projects. This is roughly a 50% increase over current
commitments.

• Increase the use of consultants to design projects. VDOT relies on its partnership with industry to scale the program up or down based on economic conditions. Economic conditions for the foreseeable future indicate that VDOT will need to rely heavily on industry partners to meet demand.

• Increase the use of design design-build contracts, especially over the next 24-36 months. Design-build projects allow VDOT to expedite project delivery by using industry partnership and innovation to solve problems and break through barriers that can often slow the traditional design design-bid-build process. The use of design-build will be a key strategy over the next 36 months as VDOT works to meets the demands of the construction program.

• Continue efforts to consolidate or bundle projects to expedite delivery and reduce project management efforts.

• Reduce and prevent the project backlog. While VDOT and its local partners strive to deliver projects on-time and on-budget, there is a backlog of projects that have fallen behind schedule due to various reasons. The current backlog will be resolved and VDOT will identify strategies to resolve issues quickly on future projects. While some accumulation in a large construction program is to be expected, VDOT will focus on quickly resolving issues that have delayed these projects and identify ways to keep new projects from becoming part of the backlog.

• Streamline the consultant procurement and contract management process to ensure the agency has access to consultant resources required to meet business needs in a timely fashion.

• Enhance Dashboard metrics to promote on on-time and on on-budget delivery.

Increase Recognizing the concurrent rapid growth in the size of the Six-Year Improvement Program (SYIP) and the paradigm shift in how the SYIP is developed, create a Strategic Portfolio Management Plan that establishes a strategic plan for delivering the construction program.

• Develop and implement key performance indicators that consider program allocation balances, resources, performance targets, industry commitments and other factors.

• Development, implement and establish targets for health index metrics that include items such as work underway by phase, procurement methods, project administration and project size.

Improve performance by strengthening the relationship with localities and clarify expectations so that they can meet local sustainable performance program targets.

• Rollout the Local Sustained Performance Program (LSPP) focusing on assessing locality metrics for:
o Timely execution – past, present, and carry over projects.
o Reasonable Progress – locality ability to hit project milestones in reasonable timeframes.
o Unexpended Allocations – locality ability to expend allocations for project advancement.


• Streamline the Locally Administered Projects (LAP) Procurement Process working with stakeholders to identify innovative options – including use of indefinite delivery/quantity contracts, application of state processes for federal-aid non-construction, service contracts and the use of a consultant “bench” to support smaller localities.

VDOT will maintain and strengthen the resilience of its infrastructure, called for in the VDOT Resilience Plan that will influence the agency’s construction program. The Resilience Plan is a framework to incorporate resilience into the agency's business including transportation planning, project development, delivery, operations, maintenance and emergency management.

• Incorporate or enhance resilience review into design processes through accomplishment of the following key milestones: Milestone 1: June 2024 – Identify suite of enhanced or adaptive design criteria for further consideration. Milestone 2: December 2024 – Develop a methodology to determine infrastructure vulnerability. Milestone 3: June 2025 – Incorporate application of appropriate design criteria based on vulnerability assessment. Milestone 4: June 2025 – Develop or revise supporting standards, guidance documents and policies.

Maintenance needs have expanded for three primary reasons:
• Aging infrastructure: Maintaining aging assets, many that have reached or exceeded their anticipated service lives, is challenging. As the infrastructure ages, maintenance needs increase.
• Additional lane miles: VDOT adds approximately 200 lane miles to the system each year.
• Resiliency: Nationwide, DOTs are facing a rise in severe weather events. Proper maintenance is one tool available to make the network more resilient. Maintaining the network at a higher level of readiness will increase its resiliency, thus limiting the impact and disruption of unforeseen events to the traveling public.

Achieve performance measures to include annual targets and deliverables, for established performance measures by asset types.

• VDOT will implement the Comprehensive Review to create a sustainable program for VDOT maintained (i) pavements interstate, primary and secondary, (ii) bridges, (iii) special structures and (iv) routine maintenance in order to manage the aging infrastructure.

• Special Structures Reviews: “Special Structures” (e.g., tunnels, moveable bridges and complex structures) are critical components of the infrastructure for roadway and marine traffic. VDOT will maintain these vital links over the next 50 years, by incorporating the use of the health indices in the annual Program 50-Year Long-Term Plan update.

• As a part of the Agency Workforce Plan Review, determine the correct mix of contractor and VDOT staff needed to meet performance targets.

• Highway Maintenance Management Review: Create executive and technical stakeholder groups, which will be led by the Maintenance Division. Initial tasks for the groups will include performing gap analysis between goals and Highway Maintenance Management System (HMMS) performance in each program area and establishing long-term sustainable strategy. This will include establishing an asset inventory and inspection program.

• Severe Weather Application: Update the application to support agency response to Winter weather by implementation of Severe Weather Application System (SWAS) 2.0

VDOT will maintain and strengthen the resilience of its infrastructure through establishment of the strategies called for in the VDOT Resilience Plan that will influence the agency’s maintenance and operations programs.

• Identify a suite of operational and maintenance measures for further consideration.

• Adopt operational and maintenance resilience measures based on vulnerability assessment.

• Develop or revise supporting standards, guidance documents and polices to integrate into current business practices.

Ensure that VDOT’s workforce has safe, secure, modern facilities that enable, not hamper, attainment of performance goals and public expectations.

• Annually identify and report statewide deferred maintenance needs. Reforecast and project ongoing need for Physical Plant, Maintenance Reserve and Capital Replacement budgets and prioritize available funding by May of each year.

• Complete the Statewide Capital Outlay and Facility Management Plan by September 2023.

• Conduct annual updates to account for new, demolished and renovated buildings as well as the impact of capital, maintenance reserve and physical plant investments on deferred maintenance. Conduct needs assessments on current facilities to identify locations and buildings that are less than optimal to meet operational needs.

• Facility Management: Continue statewide implementation of the Facility Force Management System. Gather, track and analyze statewide data to create budgetary strategies and develop dashboards and reports to increase transparency. Estimate full implementation by December 2024.

• Implement the Safety Rest Area Programs 25 Year Long Term Plan for required facility enhancements or upgrades.

• Conduct a statewide study of optimal chemical storage supply, district locations and stockpiling locations to determine capital plan investment and priority by June 2024.

• Expand portfolio of pre-engineered and cost cost-effective buildings for equipment storage, office facilities, etc. by June 2025.

• Complete facility functionality survey to determine whether current locations of current facilities (e.g., area headquarters) are properly situated to optimize operational effective and response time. Address aging facilities and divest of less less-than-ideal sites through analysis of condition assessment data and collaboration with districts by June 2024.

Enhance VDOT’s land use review process to identify and take advantage of opportunities to maximize value to the Commonwealth and meet commitments by July 2025. Improve land management to maximize the beneficial outcomes and outputs of VDOT’s existing land assets in a manner that supports the agency’s policy and legislative objectives.

Enhance the existing land use review process to create opportunities for informed and data driven decision making to optimize right of way values in support of the agency’s operations. The enhanced land use review process will ensure future land use decisions are consistent, defensible and complies with environmental requirements as well as other VDOT commitments and Commonwealth goals.

• Develop and adopt a suite of land management practices and accompanying decision support methodologies to include cost benefit and return on investment analyses.

• Develop a land management valuation to identify cost and burden reductions to the agency.

• Establish a land management program that optimizes land values and provides a decision support methodology as well as a tracking mechanism for leadership use. This will allow the VDOT to lead the decision-making process as external interest in the agency’s right of way increases.

Modernize the fleet of vehicles with supporting accessories and technology, enabling the workforce to meet the workload demand in a safe, timely, high-quality manner.

• Reduce in great significance, DGS owned vehicles from the VDOT fleet by December 2023 and right right-size the agency’s fleet with modern equipment.

• Document and begin implementation of a long long-term strategy to transition fuel management to a new IT solution.

• Install Automatic Vehicle Locators (AVL) on identified equipment to capture vehicle data such as meter reading (miles or hours), location and engine diagnostics

• Create a mechanism to share light-duty vehicles and increase their utilization.

• Develop a strategy by December 2024 to modernize the agency’s two-way low-band radio system.

Manage Interstates and Parallel Arterials as a Single Corridor, Improve Communications, and Align Policies, Strategies and Procedures

Traffic volume is a challenge during incidents and peak periods. Integrated Corridor Management (ICM) strategy improves traffic flow by managing all corridor transportation modes including interstates and adjacent arterials, High Occupancy Vehicle (HOV) lanes, rail and public transit. ICM integrates technologies and procedures to maximize movement of people, while local partnerships are key to operating systems effectively and holistically.

Consistently maximize the efficient movement of travelers through corridors of statewide significance by implementing activities and/or agreements with localities for either shared control or concurrent response actions for signal operations on detour and parallel routes.

• Complete implementation of the Data Exchange Platform for statewide ICM activities by December 2023.

• Award the AI-decision support system, parking management system and dynamic incentivization RFP for Regional Multi-Modal Mobility Program (RM3P) by December 2024.

• Identify, prioritize, and implement select corridors throughout the state for ICM initiatives implementation where high Return on Investment (ROI) is anticipated.

Implement improved communications processes and tools across the agency and with private and public partners that is coordinated, effective and timely. Provide direct and actionable messaging that is accurate, coordinated, consistent and timely to the traveling public across all traveler information distribution channels.

• Deploy a Traffic Operations messaging concept and operationalize new standard operating procedures in all districts.

• Deploy a new 511 application, 511 website and SmarterRoads portal with enhanced features.

• Improve coordination and automated data integration efforts with private business sector GPS partners, specifically Google Maps and Waze, to broaden dissemination of official VDOT data.

Ensure statewide consistent applications and tools and continuous availability of VDOTs Traffic Operations related command and control systems.

• Undertake a comprehensive review for Traffic Operations to ensure a sustainable performance and investment strategy with at least a 20-year outlook.

Strengthen cybersecurity and implement additional redundancy for statewide communication networks for signals, cameras, and message signs to improve reliability. Additionally, implement common equipment and processes to facilitate economies of scale and efficiencies.

• Implement common server and network infrastructure at all Transportation Operation Centers (TOCs).

• Equip TOCs with the technology, tools, and procedures to operate effectively when unforeseen actions disrupt access to statewide, cloud-based Operations Technology (OT) applications such as the Advanced Traffic Management System (ATMS) and Statewide Traffic Signal System (STSS).

• Stand up an Operations Technology Certification and Testing Lab to analyze and validate OT device capabilities regarding specification compliance, with an emphasis on cybersecurity.

• Build out additional north-south and east-west bisectors for the OT statewide communications backbone ring, maximizing utilization of resource sharing agreements.

Improve cyber resiliency of the Traffic Operations environment (communications, signals, cameras, message signs, etc.) through effective monitoring, management, mitigation and recovery activities.

As the need for technology grows, so does the need to implement cybersecurity strategies for operations to limit cybersecurity related attacks.
Implement improvements, processes and technologies across the Operation Technology environment to effectively monitor and mitigate external and internal cybersecurity related attacks or vulnerabilities.

• Continuously monitor and mitigate attacks or vulnerabilities of the physical and logical Operations Technology environment.

• Expand deployment and tuning of physical and logical cyber security tools.

• Implement a 24/7/365 Traffic Operations Support Center Security Operations Center (SOC) to provide monitoring, management and mitigation support.

• Establish internal SOC and executive level cybersecurity awareness and performance dashboards.

Ensure that the technology suite at VDOT meets current business needs, and that a process is in place to meet future business needs. Work with business partners to improve agility, transparency and distributed decision authority related to IT Projects and Services.

A VDOT product line melds business and technology needs over a three-to-five-year planning time period in alignment with a strategic business capability. This approach will include an annual planning cycle supported by system roadmaps aligned to business capabilities.

• Complete a product line pilot by summer 2024. As a result of the pilot, define and document new methods for project or service delivery, security and project management.

• Roll out one to two Information Technology product lines each year beginning in FY25.

Provide a Better IT Customer Experience

• Assign a Customer Relationship Manger (CRM) to each division and district CRMs will meet monthly with customers to discuss IT requests in motion.

• Maintain up-to-date Customer Portals reflecting active projects and services by division and by district.

Enable business units to develop and implement their own technology solutions under the protection of a governance umbrella.

• Establish governance and parameters for business delivery, based on solution complexity

• Develop and provide training to key stakeholders to foster growth and effective use of business enablement tools. Enhance Communities of Practice to sustain long-term growth and maturity of business enablement practices.

VDOT’s data management and content management strategies are needed to support efficient collaboration with business partners and to provide quality data needed for data-driven decision-making.

• Address the need to fully enable searchable geo-referencing and project mapping of assets as well as deploy Geographic Information System (GIS)/GPS GPS-enabled tools to allow field staff to interact seamlessly with systems. Assess and evaluate requirements, prioritize data sets, document data definitions and create a business data glossary by June 2024. Initial data sets will be created by June 2025.

• Implement VDOT’s content management strategy to include improved search capabilities and a workflow management strategy by December 2024.

• Enhance access to data by completing the following: Develop a plan to maximize the potential of available technology and data, with a focus on closer collaboration with VDOT’s business partners; Establish a data roadmap that prioritizes data sets that require mastering such that the data can be utilized for business decision-making by June 2024; Identify the processes, tools and technologies required to sustain a data management program beginning June 2024; Establish an effective data stewardship program within the agency by June 2025.

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 transportation 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 safety improvements.

Infrastructure improvements and initiatives to reduce motorized and non-motorized fatalities and severe injuries on highways in the Commonwealth of Virginia.  The program also provides for strategies and activities to address behavioral causes of crashes that result in fatalities and severe injuries.  These activities are executed by the Department of Motor Vehicles. 

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 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 provide for highway improvements.

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

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 State of Good Repair Program is to reconstruct and replace poor and cusp state and locally owned bridges and to reconstructiand rehabilitate 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.

Improvements to poor and cusp state and locally owned bridges as well as improvements to deficient pavements on the Interstate and Primary Systems, including municipality-maintained primary extensions.

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 High Priority Projects Program is to fund 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 on  corridors of statewide significance or a regional network.

Projects and strategies that address a transportation need identified on 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 Highway Construction District Grant Program is to fund projects and strategies that meet a need identified in the Statewide Transportation Plan developed pursuant to Code of Virginia §33.2-353 and that are submitted by MPOs or PDCs. From funds allocated to this program, 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.

Deliver projects and strategies that address a need 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.

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 (RSTP) 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 these specialized programs.

Deliver projects and strategies that are funded through specialized funding programs.

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.

Authority citation listed in the table below.

Legacy Construction Formula Programs service area includes previous funding 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.

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.

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. Support VDOT staff in working seamlessly at anytime from anywhere. Data and processes are digital and are delivered reliably and accurately in a timely manner. Work is automated and the goal is to complement automations in the future with artificial intelligence. VDOT IT is a source of innovation, inspiration and a force multiplier for VDOT and the Commonwealth.

VDOT IT strives to be recognized as an industry leader, leveraging technology to drive value for our transportation stakeholders and the travelling public. Our people, processes and practices aspire to be world class.

This service area will help VDOT ITD build a “Circle of Trust” with our business stakeholders and the citizens of Virginia so that we may become proactive partners with a common goal of providing technology solutions. We focus on agility, transparency, and improved communications.

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 Information Technology will continue to employ state-of-the-art technologies to develop and support IT applications and special projects, using innovative development methodologies, industry-standard best practices, and agency-wide project management tools and measures. Management oversight will ensure compliance with all accountability mandates.  

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: