2021-2026 AASHTO Strategic Plan

Welcome


AASHTO and its member state departments of transportation (DOTs) have a long and respected history of leadership, working together to ensure a safe, sustainable, multi-modal transportation system that enables mobility, provides improved quality of life and promotes economic growth.

With the implementation of the previous strategic plan, AASHTO took a bold step forward, reorganizing its committee structure to be better aligned, embrace innovation and respond more fully to the needs of its members. The success of that effort was clearly evident in the development of this new plan, with a highly engaged membership, ready to embrace change and looking to the future.

The 2021-2026 strategic plan expands on AASHTO’s position as a transportation leader. It builds on the organization’s past work by encouraging new and collaborative partnerships and inviting greater participation from members and stakeholders. The new strategic plan will strengthen AASHTO’s efforts to improve quality of life by working toward a transportation system that serves the needs of every community safely, equitably, sustainably and efficiently.

As we navigate an ever-changing world, AASHTO is prepared with this new plan to address the evolving needs of transportation in America, well-supported by its professional staff and its volunteer state DOT membership. We look forward to working together to face challenges, solve problems and celebrate successes as we build the future of transportation.




Vision


Providing improved quality of life through leadership in transportation



Mission


Supporting state DOTs to connect America with the transportation system of today and tomorrow

Multimodal line art


Values


AASHTO Values: Safety, Diversity Equity and Inclusion, Collaboration, Transparency, Trust and Integrity




Goals and Objectives


Safety, Mobility and Access for Everyone


Advance a safe, multimodal transportation system


Connect community, economy, land use and the environment


Advance equity and social justice


Improve asset performance


Strengthen resiliency


Align transportation interests across partners and regions

National Transportation Policy Leadership


Deliver a proactive policy platform for the future


Evaluate emerging trends in technologies, policies and practices


Communicate the value of transportation


Advocate for sustainable funding


Promote a broad range of thoughts and policies

Organizational Excellence with World Class Services


Be the trusted developers and keepers of transportation standards and guidance


Keep committees relevant and aligned


Build transportation workforce capabilities


Innovate and modernize products and services


Maintain focus on AASHTO’s financial sustainability




Strategies


Policy icon
Policy, Implementation and Research

Establish framework and tools to enable impactful policy decisions, support implementation within member agencies and make priority research investments

Maintain focus on the elimination of fatalities and serious injuries


Adopt policy priorities that create a safe and sustainable multimodal transportation system


Create methods to better connect transportation research to policies and implementation


Develop policies and provide resources that support ensuring access to transportation systems for everyone


Seek transportation funding innovations


Advocate to minimize the impacts of climate change


Apply scenario planning to better weigh options in decision-making


Be intentionally inclusive as transportation policies are formed




Partnership
Partnership and Collaboration

Strengthen partnerships with traditional and non-traditional organizations to support our vision, mission, goals and objectives

Promote the use of AASHTO standards and guidance across all transportation organizations


Collaborate to support equity and social justice objectives


Seek private sector partners for innovation opportunities, expertise and information sharing


Work together with partners to share information and efforts


Collaborate with local agencies


Work with Congress and the administration to advance policies




Workforce icon
Workforce Development

Proactively shape the future transportation workforce, providing resources to fill skills gaps, build capacity and plan for the future

Develop next generation of leaders and workforce


Provide resources to meet evolving business needs


Create a workplace culture of innovation and continuous improvement


Support attracting and retaining talent


Expand capacity-building products and services


Provide knowledge management resources


Pursue funding for workforce development efforts


Increase diversity, equity and inclusion




Member Icon
Member Engagement

Expand ways to engage members and deliver an outstanding and valuable membership experience

Engage new CEOs and members


Create opportunities for members to network and share knowledge


Engage more levels of staff from member organizations including non-voting members and friends


Support diversity and succession management in committee leadership


Improve the collaboration platforms used by committees and staff to facilitate engagement between members and staff


Better communicate policy goals to members and local partners




Organizational Icon
Organizational Optimization

Foster an optimized organization that is strategic, integrated and efficient – built on sound management practices and best technologies

Embrace a sense of urgency and be agile and nimble


Catalog and provide easy access to materials


Promote diversity in all activities


Deliver timely processes and decision-making


Encourage cross-discipline learning and information sharing among staff


Continuously review and improve strategic communications and brand


Utilize technology to better serve members


Improve AASHTO’s digital presence


Review and refresh older products






About the Plan


The 2021-2026 AASHTO Strategic Plan was developed through an inclusive process with significant input from member state DOT leadership, AASHTO staff and other transportation stakeholders.

Input was gathered in six phases.

Surveys

Survey input from nearly 50% of the AASHTO Board of Directors, committee chairs and staff

Interviews

In-depth interviews with a representative group of AASHTO Board of Directors
 

Review

Review and discussion of peer organization strategic plans
 
 


SWOT

A detailed SWOT analysis of AASHTO
 
 

Webinars

Webinars and retreats to build the strategic plan
 
 

Comment

Comments and feedback on plan elements throughout plan development


Each phase of input allowed refinement of the strategic plan products for the next phase. Once complete, the plan was reviewed and endorsed by a representative group of AASHTO members whose responses to the document’s vision, mission, goals, objectives and strategies were highly aligned. The final plan was adopted by the AASHTO Board of Directors on November 13th, 2020.