1. Maintenance Department Strategic Plan 2011

2. Table of Contents Introduction 3 Executive Summary 4
Strategic Planning
Mission, Vision, and Values 5
The Plan: Strategic Focus Areas 6
Strategic Goal 1 –
Monitoring Worksheet 16
Budget
Projects
Dashboard

3. Introduction
The Maintenance Department, which includes 79 Management personnel, 700 Union personnel, 22 sheds and 5 tunnels , has initiated a strategic planning process in order to assist it in addressing the challenges of the future.
This course of action takes into account our departments external and internal environments while helping define its purposes, what it intends to become, and how it will attain its goals.
The strategic plan results in the development of direction, establishment of policy, creation of a rationale for decision-making, and a definition of what success looks like. It enables our department not only to chart a course, but to successfully navigate it and correct itself when it strays from that course.

4. Strategic Plan Committee
Todd Garrison Director of Maintenance
Vincent Talucci, Jr Field Operations Manager
Patrick Bollinger, Jr Resources Division Manager
Lynn Brumfield Manager of Business Planning & Administration
Alicia Martin Administrative Assistant
Diane Jordan Methods & Procedures Analyst
Robert Wright Maintenance Planner – Roadway
Charles Jackson District Four Maintenance Superintendent, Plymouth Meeting
Gaetano Jeffrey District One Maintenance Superintendent, Gibsonia
Larry Diehl District Five Resources Manager, Pocono
John Maurer District Two Maintenance Operations Manager, Everett
Joseph Quairoli Foreman, Mt Gretna

5. Executive Summary
This plan has been developed to clearly define the purpose of the maintenance organization and establishes realistic goals and objectives consistent with the mission of the Pennsylvania Turnpike Commission. The primary purpose of the plan is to communicate the strategies that have been outlined over the next five years to our customers and stakeholders. It will serve as a roadmap to ensure that the maintenance department is effectively using resources and focusing on key priorities. It will provide a base line to measure the success or failures of the program using a performance based methodology.
By following this plan increased productivity will result from efficiency and effectiveness and work towards solving the issues that the maintenance department currently faces. The plan was developed with participation of a diversified group of staff within the organization. Quarterly the strategic goals and objectives will be reviewed and tracked on a performance dashboard and communicated throughout the maintenance community. The documents to follow will outline each strategic goal with various objectives to achieve that goal and the strategies to bring them to fruition.
Our mission and vision is clearly defined within this document along with performance objectives. This document will also serve as a business plan for the coming year. Budget information and specific project information is included to support the strategic direction.
It is my vision that this plan be an effective management tool to meet the needs of our customers, partners and employees. The plan serves as the first step to become the “best of the best” and serve as the model for toll road maintenance.
Todd S. Garrison, CFM
Director of Maintenance

6. Mission, Vision and Values
OUR MISSION
To be the leader of Highway Maintenance Services in order to achieve a clean, safe, and uninterrupted flow of transportation for our customers.
OUR VISION
To become a customer service oriented department that provides quality, efficient, and affective maintenance services while creating a stimulating, rewarding work experience along with promoting a healthier and safe work environment for both our internal and external customers.
OUR VALUES
Dedication to customer service
Trustworthy and respectful
Ownership
Teamwork
Accountability
Continuous improvement

7. The Plan: Strategic Focus Areas
Improve Safety
Preservation of Infrastructure
Fiscal Responsibility
Accountability of all Levels
Improve Customer Service (Internal & External)
Workforce Investment
Commodity Resource Management

17. Strategic Plan Progress/Gant Chart

18. Budget

19. Projects

20. Dashboard