**FMCSA 2006-2011 Draft Strategic Plan**

**DRAFT**

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**[TABLE OF CONTENTS]{.underline}**

[**I.** **Introduction** 3](#__RefHeading___Toc135809056)

[**II.** **Executive Summary** 4](#executive-summary)

[**III.** **Recent Achievements** 6](#recent-achievements)

[**IV.** **Challenges of the CMV Industry That Impact Safety**
7](#challenges-of-the-cmv-industry-that-impact-safety)

[**V.** **Defining Our Vital Areas of Focus**
9](#defining-our-vital-areas-of-focus)

[**VI.** **Our Vision, Mission, and Core Values**
16](#our-vision-mission-and-core-values)

[**VII.** **Our Goals, Objectives, and Strategies**
17](#our-goals-objectives-and-strategies)

[**VIII.** **Evaluating Our Performance**
27](#evaluating-our-performance)

[**IX.** **Appendix** 28](#appendix)

Terminology

Throughout this document, we use certain planning terminology that might
mean different things to different people. We have defined some of these
terms below so that there is a clear understanding of this plan.

**Vision --** an expression of what the organization is striving to
become.

**Mission --** a statement of general purpose of why an organization
exists.

**Core Values --** a set of behaviors distinctive to an organization and
observed by its members.

**Goal -** a high level over-arching organizational objective expressing
the nature of the organization and the direction in which it should move
(example: CMV safety).

**Objective --** a statement of what to achieve or what result
potentially would be accomplished. How the result would be achieved is
not elaborated (example: Reduce injuries from truck and bus crashes).

**Strategy --** a conscious choice about the approach and/or resources
(example: Increase compliance with Federal Motor Carrier Rules).

**Performance Element / Program --** an ongoing set of activities or a
collection of organizational resources geared toward accomplishing an
objective (example: Regulatory Development).

**Performance Measure / Targets --** a measurable indicator of progress
towards a goal, with annual targets (example: CMV fatality rate).

**Stakeholders -** groups of individuals and organizations sharing an
interest in successful CMV transportation operations. They include:
State and Federal government agencies, CMV carriers and drivers,
advocacy groups, and the public.

[]{#__RefHeading___Toc135809056 .anchor}Introduction

*Our Agency was formed to ensure that the commercial trucks and buses
that operate on our highways do so in the safest way possible.*

We are proud to present to you---our stakeholders---the Federal Motor
Carrier Safety Administration's Draft Strategic Plan, 2006-2011. We now
are entering our sixth year as a separate operating administration
dedicated to the mission of improving commercial motor vehicle, driver,
and carrier safety. We are very proud of our accomplishments, and, as
you will see in this new plan, we have restated our commitment to safety
and set higher standards for our Agency in the interest of saving lives
on our Nation's highways. We believe that our responsibility as
regulators and enforcers of commercial motor vehicle safety means that
we owe the American people our very best.

We began this planning process by reviewing and refreshing the "Federal
Motor Carrier Safety Administration 2010 Strategy," our first set of
goals established in 2000. This process was guided by a working group
consisting of representatives from across the Agency. The group was
tasked to write a plan that would reflect the safety needs of a growing
and evolving commercial vehicle industry environment, the Nation's need
for security and preparedness, the increasing challenges of road
congestion, and new Administration and Congressional mandates. The
Strategic Planning Working Group met several times over the course of
four months to revalidate the Agency's mission and vision, and to update
our goals, objectives, and strategies. These key components of the new
Draft Strategic Plan were reviewed and approved at the FMCSA Senior
Leadership Retreat in February 2006. We reviewed FMCSA's proposed Draft
Strategic Plan during the Senior Leadership Retreat to ensure its
alignment with the goals, strategies, and objectives of our parent
organization---the U.S. Department of Transportation (DOT). While
developing the Agency's FY2008 Budget, this new Draft Strategic Plan
became the backbone of our activities; and all resource requirements
were tied to the strategies laid out in the plan. As a result of this
extensive process, we feel confident that we have a Draft Strategic Plan
and performance budget that directly links Agency planning, programming,
and budgeting to mission achievement.

Not all of the Agency's programs are listed in this Draft Strategic
Plan. The FMCSA Strategic Plan is updated only every 3 years. To keep
our plan current and relevant we chose not to highlight every specific
program. We do mention select performance elements that are clear
examples of how we are addressing our FMCSA strategic goals.

This draft was created by FMCSA's Strategic Planning Working Group and
these individuals are listed in the Appendix. Through all of the hours
of discussion and writing entailed in refreshing this plan, one thing
stands out: FMCSA's core mission remains the same---to save lives by
identifying challenges to truck and bus safety and finding solutions to
those challenges. We have dedicated our work to the goals and objectives
in this Draft Strategic Plan and to achieving the mission and long-term
vision of FMCSA.

# Executive Summary {#executive-summary .ANT-Heading-1}

The employees of FMCSA have been working since our establishment under
the U.S. Department of Transportation, to reduce the number of deaths
and injuries from crashes involving Commercial Motor Vehicles (CMVs).
Indeed, it is our predominant reason for existing---to improve the
administration of Federal motor carrier safety programs, and to reduce
the number and severity of commercial vehicle-related crashes on our
Nation's highways. You can see that we have made significant progress,
yet much work remains in order to achieve our vision. Our challenges
also are increasing because our Nation maintains the most extensive and
complex transportation system in the world. The system and the number of
people who use it continues to grow.

Historically, safety has been our prime objective. A key decision we had
to reach during our recent strategic planning process was whether the
Agency should remain primarily a single-issue agency, focused just on
safety, or whether it should broaden its reach to include other related
goals. When dealing with a diverse industry, it is easy to expand an
agency's mission beyond a focus on safety. External factors touching the
industry we serve require us to also focus on the issues that challenge
the Nation's surface transportation system. One quite visible example of
this is the dramatically increasing level of congestion on our Nation's
highways. As a result of this reality, you will find in this new FMCSA
Draft Strategic Plan a new objective under our Productivity Goal to
address congestion, still firmly tied to accomplishing our safety
activities.

Since becoming an independent agency, FMCSA has been tapped by Congress
to perform other activities that are outside the immediate safety arena.
For example, the Agency was charged with assisting the growing number of
consumers who have experienced difficulties in resolving disputes with
household goods (HHG) movers and shippers. FMCSA will identify the HHG
carriers who are the worst violators of the regulations and will focus
enforcement resources toward them. The Agency will also make the HHG
carrier information generally available to consumers so they can make
better informed decisions. Similarly, the Agency has been tasked to
provide support for natural and man-made disaster relief efforts, such
as hurricanes Katrina and Rita, the 9/11 terrorist attack; and in the
future may be asked to support mitigation of pandemic threats such as
Avian Flu. Our environment is characterized by these and numerous other
new security threats that have led to significant changes not only in
the CMV industry, but also in Federal and State rulemaking and oversight
activities. These changes have increased the safety and security needs
of the Nation's transportation system and presented FMCSA with myriad
new challenges.

This new Draft Strategic Plan focuses on new challenges and expands our
focus into other aspects of our original safety challenges. For example,
in the past our Agency's efforts have focused mainly on increasing the
safety of truck or bus equipment and improving driver qualifications. We
also are widening our focus and strategic partnership with the National
Highway Traffic Safety Administration (NHTSA) to address the
interrelationships between passenger and commercial vehicles on the
highways. In the future, we will be working closer with our strategic
partners to increase outreach programs to drivers of passenger vehicles
to ensure they are aware of safe driving practices related to commercial
vehicles.

This Draft Strategic Plan describes FMCSA's accomplishments since its
creation in 2000, the new challenges we are facing, and most
importantly, the direction in which we will be moving over the next
several years to meet those new challenges. Improving safety standards
and reducing CMV-related deaths and injuries remain the core of our
mission, but we also identify in this new Draft Strategic Plan some
additional strategic goals and we refresh our definitions of some
existing ones. Today, FMCSA strategic goals include Safety, Security,
Productivity, Global Connectivity, and Organizational Excellence.

Successful implementation of these goals requires well-defined
performance elements and programs with appropriate resources. These
programs are the heart of our daily work at FMCSA. This Draft Strategic
Plan therefore serves as the backbone for our Integrated Performance
Budget. Likewise, we hope our new strategy under the Safety Goal to
modernize and optimize our safety effectiveness will serve as a
jumping-off point for development of the next Federal Highway Surface
Transportation Reauthorization. The Agency has set clear targets and
established performance measures to track progress toward our long term
goals to ensure that FMCSA's activities and programs achieve the desired
results. We also have a program evaluation process in place to assess
the effectiveness of our programs and their outcomes.

FMCSA is a young agency that has defined its mission and is looking
forward to promoting an even safer CMV industry. FMCSA is confident that
we are on the right course as we embrace the challenges described in
this document. We firmly believe the result of our efforts described in
this Draft Strategic Plan will ultimately be safer roads for *all*
drivers and vehicles.

# Recent Achievements  {#recent-achievements .ANT-Heading-1}

We are proud of our contribution to reducing the number of deaths and
serious injuries on our Nation's highways. FMCSA has been instrumental
in improving the Nation's CMV safety since our creation in 2000. The
Nation's investment in FMCSA is showing clear results. Between 2000 and
2005, the fatality rate for crashes involving large trucks declined by
11 percent. The number of truck vehicle miles traveled (TVMT) increased
by over 10 percent during this period. We also saw the lowest
large-truck fatality rate in 30 years in 2005. Over the past decade, the
CMV fatality rate involving alcohol was reduced by more than 66
percent - another excellent trend.

Our activities under FHWA and FMCSA have led to an overall 23 percent
decline in total CMV fatalities from the all time high in 1979. During
the same period, the overall CMV fatality rate decreased by 64 percent,
despite a 31 percent increase in the number of registered large trucks
and a staggering 108 percent increase in TVMT.

To achieve these results, in 2005 alone, we worked closely with our
State enforcement partners to complete more than 25,000 new entrant
safety audits, over 11,000 safety compliance reviews, and over 3 million
roadside inspections. As a result, FMCSA initiated more than 5,000
enforcement cases in 2005.

Other recent achievements:

-   We achieved or exceeded our goal of reducing the number of serious
    Hazardous Materials (HAZMAT) incidents involving CMVs for 4 years in
    a row (2001-2004).

-   We increased the number of roadside inspections and driver
    inspections we conduct each year by over 349,500 from the number we
    completed in 2001.

-   We trained more than 12,000 Federal and State personnel and
    enforcement agents in 2005.

-   We reduced the FMCSA Rulemaking backlog by 68 percent from
    2002-2006.

-   We enacted or revised significant regulations covering topics such
    as Driver Hours of Service rules, Transportation of Household Goods
    Consumer Protection and Hazardous Materials Safety Permits.

These achievements are a testament to the hard work and diligence of our
more than 1,000 employees who are dispersed around the country working
to achieve our goals. You can expect even greater results from us as we
move forward.

#  Challenges of the CMV Industry that impact safety {#challenges-of-the-cmv-industry-that-impact-safety .ANT-Heading-1}

FMCSA faces new challenges resulting from the dramatically changing
environment of the commercial motor vehicle industry including the
increasing need for government preparedness to deal with unexpected
events and the challenges of road congestion. CMV carriers and operators
represent a critically important segment of the transportation industry.
The CMV industry is affected by events such as natural disasters and
security threats. Our safety mission is still important during crisis
events, and we must consider a balance between dealing with unexpected
crises while still saving lives through our normal core CMV-related
activities.

Safety is without a doubt the highest priority of FMCSA. However, within
the CMV industry, several factors have an adverse effect on the overall
safety of large trucks on the highways. These issues may affect our
primary goal of increased safety directly and indirectly. FMCSA
initiatives that deal with such major issues as driver safety, driver
qualification, credentialing and licensing affect the CMV industry
structure, operational efficiency, and profitability. As a practical
matter, both FMCSA and the CMV industry must work together to produce
the best outcome for the American public.

We also must remember to put into perspective the challenges facing the
CMV industry, as they ultimately have an impact on the safety of
carriers and drivers. Some of the salient challenges are:

-   Growing demand for freight and transportation service in this
    country has led to large growth in the number of small and
    independent carriers. This trend has resulted in a strain on the
    government's capability to provide thorough oversight of all of
    their safety practices. The added competition in the market has
    caused carriers to underbid each other, forcing narrower profit
    margins and perhaps affecting safety investments.

-   Profitability is primarily dependent on ever-increasing business
    volume and more efficient operations. This has placed more trucks on
    the road with narrowing turnaround times.

-   Driver turnover rates, an astoundingly high 136 percent, lead to
    heightened industry competition for qualified, experienced drivers.
    This shortage could lead to less experienced and less qualified
    drivers being put behind the wheel of many large CMVs.

-   Increased demand on carriers to generate revenue has led some
    companies to lower operating costs by any means possible. Safety
    procedures are often the first activities to be reduced, increasing
    safety rule violations and posing security risks.

Growing congestion on the Nation's roadways has compounded these
problems requiring additional time for commercial trips and deliveries.
Consumers demand lower prices for their goods and a just-in-time
logistics system requires that goods be continuously delivered to meet
the needs of retail customers. Every congestion point in the
transportation system adds cost to these products and narrows the
profitability of each load carried.

The CMV industry is just one link in the transportation chain of a
global economy. More products are being imported into our country and
container deliveries at seaports are experiencing bottle-necks and
increasing delays. Perhaps unfairly, the CMV carriers must often absorb
the cost of delays. The trucking industry will be required to deal with
this significant new challenge to meet deadlines and bring products to
the market on time and profitably.

All of these issues have a direct impact on the safety needs that we
must address. In addition to the ever-changing CMV industry environment,
the Federal regulatory environment has been evolving over the last few
years. Events such as 9/11, the threat of terrorism to our Nation and
our transportation system, and the possibility of pandemic outbreaks
such as Avian Flu have led to an increased focus on the Nation's safety
and security needs and to new Administration and Congressional
priorities. Mandates to increase enforcement at U.S.
borders---especially the southern border---have in turn impacted the
activities of the CMV industry and our Agency. As a result, we find
ourselves reviewing the safety priorities of FMCSA and recognizing the
important linkages to other Federal agencies and goals, such as
security. We do this as we continue to address our most important
mission \-- to reduce fatalities and injuries from crashes.

# Defining our vital areas of focus {#defining-our-vital-areas-of-focus .ANT-Heading-1}

Transforming our Agency from a young organization into the leading CMV
safety experts will require that we meet head on the challenges
described in this plan. We believe that the strategies we have committed
to in this Draft Strategic Plan will adequately address those
challenges. Several vital areas of focus quickly came to the forefront
of the discussions and planning of our goals. Safety is, of course, our
most vital focus and most important goal. However, as part of the Safety
mission, we are particularly focused on modernization, data quality, CMV
drivers and strategic partnerships.

**Our Main Area of Focus: Safety**

Safety---in particular, carrier, driver and equipment safety---remains
the primary goal for FMCSA. The Agency intends to expand safety
activities such as compliance reviews, medical qualification oversight,
enforcement---particularly border enforcement---as well as outreach
programs. Other areas of focus include developing research-based
rulemakings, quality assurance, and infrastructure and technology
development.

*Modernization*

FMCSA understands the need to promulgate effective, timely, and
science-based regulations that increase carriers' compliance with
Federal Motor Carrier Safety Regulations (FMCSRs) and advance the
Agency's strategic and policy goals. The Agency intends to continue its
efforts to increase the use of modern technologies and business
processes for the performance of all its programs. Safety programs will
still remain the primary focus.

FMCSA is implementing major safety improvement initiatives and programs
in the areas of compliance and enforcement, information technology, data
quality and information management, and driver identification and
qualification. Other programs, not directly related to safety, include
e-government and e-grant.

-   One program is the Motor Carrier Safety Assistance Program (MCSAP).
    It provides support to State enforcement and compliance operations.
    FMCSA supports States' efforts, through MCSAP, to improve commercial
    vehicle safety enforcement, technology deployment, and safety
    information capabilities to reduce the incidence and severity of
    commercial motor vehicle crashes. Basic MCSAP funds and safety
    performance incentive funds support implementation of State
    Commercial Vehicle Safety Plans (CVSPs), including uniform CMV and
    driver roadside inspections and carrier compliance reviews, as well
    as traffic enforcement, public outreach, training, and data
    collection capabilities. In addition, MCSAP grants support States'
    implementation of the new entrant program, providing for safety
    audits on carriers seeking new interstate operating authority.

-   Another major safety improvement program is Comprehensive Safety
    Analysis 2010 (CSA 2010). It is a major initiative aimed at
    realigning, strengthening, and consolidating FMCSA's current safety
    compliance and enforcement operations. It also evaluates their
    effectiveness and identifies better methods of reducing CMV crashes.
    The intent of CSA 2010 is to establish an operational model that
    could be used by FMCSA to confirm a carrier's safe operation. CSA
    2010 will ultimately provide FMCSA a new, modern, operational model
    that will greatly enhance the Agency's efficiency at gathering and
    properly evaluating a greater proportion of the regulated
    population, both carriers and drivers.

-   A third safety improvement program is Performance and Registration
    Information Systems Management (PRISM). It is an essential component
    of the Agency's enforcement program. PRISM provides critical
    information on the size and operating characteristics of carriers
    and offers a direct safety enforcement link by tying carrier safety
    performance to vehicle identification numbers (VIN). PRISM requires
    motor carriers to identify the USDOT number of the motor carrier
    responsible for the safety of each vehicle registered, at the State
    level. FMCSA provides funding to States, through the PRISM grant
    program, to establish information system connections between State
    vehicle registration agencies and FMCSA, and to perform safety
    status checks. PRISM also helps with annual updates of registrant
    and motor carrier census data, which provide safety status checks of
    carriers through the State International Registration Plan (IRP)
    license plates.

-   Another modernization program is COMPASS---a major business and
    information technology modernization program aimed at transforming
    FMCSA's business processes while expanding the Agency's IT delivery
    capabilities. COMPASS also will reduce IT operations and maintenance
    costs, and increase productivity and efficiency. Information
    Technology (IT) and Information Management (IM) form the backbone
    for all FMCSA's major safety activities, and thus the Agency is
    undergoing major business and IT transformation and modernization
    that will enable and promote its compliance and enforcement
    activities.

FMCSA modernization efforts will also expand to consumer-friendly
electronic processes such as e-government, e-grant and other electronic
transactions and data processing initiatives.

-   E-government includes a streamlined registration process that
    previously took up to four weeks to complete. This feature also
    allows interstate motor carriers applying for a USDOT number on-line
    to receive their individual number instantly.

-   E-grant is an initiative that will permit electronic submittal and
    completion of grant applications and agreements.

-   Credit card payments and electronic fund transfers from bank
    accounts are also now available to FMCSA customers who wish to pay
    for purchases of DOT goods and services on-line.

*Data Quality*

FMCSA's goal in the data quality area is to efficiently and effectively
collect, compile, analyze, maintain, and disseminate crucial safety data
so that FMCSA and its partners can develop the most effective
regulations, programs, policies, countermeasures, and operations to
positively impact truck and bus safety. FMCSA and its safety partners
will not be able to focus on the highest risk motor carriers, drivers,
and vehicles without the highest quality data or without adequate
information technology tools. In addition, FMCSA must be able to
accurately measure the effectiveness of its programs.

We continue to enhance and develop data analysis tools, such as Analysis
and Information (A&I) Online, a new online passenger carrier safety
module. Another tool is DataQ, an online data quality tool that
facilitates challenges to the accuracy and completeness of any safety
data disseminated to the public and eases corrections to that data.

Data quality and information management improvement efforts also include
the Information Management Data Quality Improvement Program. It presents
a comprehensive strategy for enhancing the quality, timeliness,
consistency and availability of motor carrier safety data. The program
comprises technical assistance and financial assistance in the form of
grants to the States.

*Driver Focus*

Studies have shown that driver factors are the main cause of commercial
vehicle crashes. Our activities are increasingly focused on driver
physical standards, credentials, training, documenting and record data
sharing between states.

-   Strong CDL oversight and grant programs will support new and
    expanded safety and security initiatives at the State level. This
    will improve the accuracy and completeness of driver conviction and
    disqualification data, and allow the timely transmission of this
    data within a State and among the States. FMCSA will also give high
    priority to grant proposals that address CDL program deficiencies
    and areas of noncompliance identified during a review of state CDL
    operations. Attention will also be given to the detection and
    prevention of CDL fraud through better internal controls and
    oversight, including data monitoring and covert operations.

-   FMCSA's Medical Qualifications Oversight program is working to
    develop and launch strategies for creating a much-improved
    comprehensive medical program, including successful implementation
    of key initiatives and an evaluation of the current medical
    certification process. In addition, a medical review board will
    provide the Agency with much needed expert medical advice on driver
    qualification standards and guidelines, medical examiner education,
    and medical research. This will greatly enhance the Agency's ability
    to develop a comprehensive plan to systematically review and update
    its current medical requirements for commercial drivers. FMCSA is
    also establishing the position of Chief Medical Examiner for the
    Agency, as mandated by the SAFETEA-LU legislation.

*Partnerships*

FMCSA will not be able to achieve its mission and strategic goals
without comprehensive collaborative programs with its strategic partners
and other CMV stakeholders. Currently, FMCSA is involved in major
partnerships to improve road safety through education, outreach,
communication, and program initiatives. Examples of partnership programs
include:

-   Teaming up with NHTSA to promote a comprehensive and national effort
    to educate commercial motor vehicle and passenger vehicle drivers on
    how to safely share the road with each other. The program promotes
    enhanced traffic enforcement efforts aimed at reducing the
    incidences of the most common unsafe driving behaviors and
    establishes a public‑private partnership to provide resources and
    expertise for the development and dissemination of information
    related to sharing the road.

-   Partnering with Federal Highway Administration (FHWA), NHTSA,
    States, and other CMV stakeholders to inform and heighten public
    awareness and appreciation for the safe operation and best highway
    safety practices for drivers, commercial motor vehicles, and the
    passenger vehicles with whom they interact on the highways.

-   Establishing cooperative agreements with individual States to assist
    them in improving the timeliness, accuracy and completeness of
    safety data reported via Agency systems.

-   Establishing a partnership with the National Lumber & Building
    Materials Dealers Association (NLBMDA) to improve distribution of
    FMCSA\'s outreach and training materials and increase truck safety
    awareness and compliance among NLBMDA members with respect to
    highway safety, cargo securement, and use of safety belts.

-   Establishing partnerships with major organizations to increase
    safety belt use among truck drivers. These organizations include
    NHTSA, American Association of Motor Vehicle Administrators,
    American Trucking Associations, Commercial Vehicle Safety Alliance,
    National Association of Publicly Funded Truck Driving Schools, and
    National Safety Council.

-   Establishing the first partnership between Federal, State and local
    officials, and the moving industry itself to address the problem of
    rogue household goods movers. Partners include State attorneys
    general, local law enforcement agencies, the American Moving and
    Storage Association (AMSA), and the Council of Better Business
    Bureaus.

-   Joining the DOT Speed Management Team, a partnership of NHTSA, FHWA,
    and FMCSA.  The goal of the speed management initiative is to reduce
    speeding-related fatalities, injuries and crashes.  The purpose of
    this strategic initiative is to galvanize the Federal effort and
    identify specific actions to be taken by the DOT Speed Management
    Team to effectively address managing speed and reducing
    speeding-related crash risk. 

-   Joining the National Highway Research and Technology Partnership, a
    group of 16 Federal agencies that supports and funds highway
    research and technology.

**Areas of Specific Focus**

With this Draft Strategic Plan, we are committed to the following areas:

-   Implementing evolutionary enhancements such as the Comprehensive
    Safety Analysis (CSA 2010) in order to increase operational
    efficiencies, and COMPASS to apply appropriate technological
    applications to these programs in all areas of the Agency's
    activities.

-   Developing our most important asset---our workforce---into a renown
    group of experts in matters of CMV safety and security.

-   Improving our communication activities and developing our outreach
    programs for the purpose of enlightening our Nation about CMV safety
    issues.

-   Placing less emphasis on mandating and more emphasis on proactively
    working with our partners, including the continued improvement of
    the rulemaking process.

-   Increasing collaboration with other Federal, State, local and tribal
    agencies in order to develop long-term solutions to CMV fatalities,
    HHG abuse, and congestion including technology-based solutions.

-   Partnering with other Federal agencies and working with the CMV
    industry to ensure the security of the chemical and biological
    agents they transport.

-   Contributing to reducing the enormous problem of congestion on our
    highways through application of safety programs.

-   Utilizing the relationships, expertise, and training we have in
    relation to the CMV industry in order to support the lead Federal
    agencies as they respond to disasters---natural and man-made.

**Areas of Internal Focus**

We recognize that we also have to pay close attention to the following
areas to improve the performance of our own organization so that we can
achieve our goals in the most efficient manner possible. We will:

-   Increase the effectiveness of our administrative support
    infrastructure to promote better internal customer support and
    timeliness, and provide our programs with the resources they need to
    deliver on our safety mandate.

-   Reduce the practice of creating multiple priorities with "high
    urgency," and we will increase coordination of policies,
    regulations, and correspondence across the Agency.

-   Provide clear definitions of performance measures and quantifiable
    measurement steps to demonstrate our successes, and we will use the
    resulting data to identify improvements that still are needed.

-   Increase the effectiveness of process reviews and policy development
    in all program areas.

-   Continue to tie our funding requests to supported performance areas,
    track our progress, and report to Congress and executive agencies
    regularly.

-   Increase resource allocation efficiency to prevent any impediments
    to completing planned activities.

-   Focus on cross-Agency communication in order to dispel
    misinformation and reduce overlap and repetition among activities.

-   Conduct a comprehensive organizational assessment to determine the
    best mix of skills, requirements, staffing, and structure to best
    achieve our mission.

**Areas of Environmental Focus**

Although environmental stewardship is not a primary goal under FMCSA's
mission, it still is an important secondary concern for our
Safety-related programs and processes. This Draft Strategic Plan commits
us to the following environmental activities:

-   *National Environmental Policy Act (NEPA) activities:*

> FCMSA has implemented an agency-wide approach to address the
> requirements of NEPA for both regulatory actions and field activities.
> FMCSA is involved in implementing NEPA procedures for all relevant
> FMCSA activities, including FMCSA grant programs. NEPA requires that
> FMCSA take into account the impact of potential rules and grant
> activities on the environment.

-   *Multi-modal and Multi-Agency Activities:*

> FMCSA will continue to participate in the Federal NEPA Contacts which
> is comprised of NEPA representatives from all of the Federal Agencies
> throughout the government. This group's activities are focused on
> requirements for NEPA reporting.
>
> FMCSA signed the charter of the multi-modal DOT Center for Climate
> Change and Environmental Forecasting (CCCEF). The CCCEF was
> established in 1998 to coordinate the Department's efforts to
> understand and address transportation and climate change issues. It is
> a virtual Center consisting of nine DOT operating administrations and
> the Office of the Secretary.
>
> Other coordinating activities include working with the Environmental
> Protection Agency (EPA) on the truck-idling issue and in-cab diesel
> pollution exposure, and providing industry expertise to the Maritime
> Administration (MARAD) concerning truck haulers operating old
> equipment at port terminals.

-   *Determining the environmental impacts of CMV crashes.*

> Most of FMCSA's rulemakings are promulgated to decrease CMV crashes
> and incidents. It would be useful to know what the environmental
> impacts of crashes are in a more quantitative fashion. This will help
> identify the positive impacts our regulations may have on the
> environment, such as reducing emissions from idling traffic at a CMV
> crash or minimizing the impact of hazardous material spills.

# Our Vision, Mission, and Core values {#our-vision-mission-and-core-values .ANT-Heading-1}

##  {#section .ANT-Heading-2 .unnumbered}

## Our Vision {#our-vision .ANT-Heading-2 .unnumbered}

> Save lives by providing America the safest commercial motor vehicle
>
> highway environment in the world.

## Our Mission {#our-mission .ANT-Heading-2 .unnumbered}

## Our Core Values {#our-core-values .ANT-Heading-2 .unnumbered}

**Safety** is our top priority and the reason we were established.  We
will be at the forefront of safe practice innovation.

 

**Integrity** is a vital part of our character.  Everything we do is
with the greatest good in mind, to uphold the trust placed in us by the
American people.

 

**Commitment** to quality is our underlying principle as we plan,
educate, and enforce safety and security standards with our employees
and our partners.

 

**People** are our greatest strength.  We promote an atmosphere of
diversity, respect, and mutual support to fulfill our mission in the
best way possible.

 

**Partnerships** are the most important tool we have to achieve
success.  No Agency can achieve its goals alone. Agency employees,
intermodal agencies, States, industry representatives, drivers, and all
our stakeholders must work together to save lives.

**Accountability** ensures the trust of the American people is well
placed**.** We never forget our purpose and our dedication to our
mission. We act as responsible stewards of the people's expectations and
the resources they have given us to fulfill this mandate.

# Our Goals, Objectives, and Strategies {#our-goals-objectives-and-strategies .ANT-Heading-1}

### Safety -- Our #1 Goal

### CMV Safety Objective: Save lives and reduce injuries by preventing and minimizing the severity of truck and bus crashes. 

**HAZMAT Safety**

**Objective** Save lives and reduce injuries by preventing and
minimizing the severity of hazardous materials incidents involving
commercial motor vehicles.

**Outcomes**: Significant reduction of CMV fatalities and severe crashes
and injuries as well as serious HAZMAT incidents.

**Strategies:**

-   Increase compliance with Federal Motor Carrier Safety Regulations
    (FMCSRs) and Federal Hazardous Materials Regulations (FHMRs).

-   Promote safe operations and best practices through partnerships and
    education.

-   Improve driver qualifications, credentialing and licensing systems.

-   Improve safety information, research and analysis to advance
    innovation and technical solutions.

-   Modernize and optimize operational effectiveness to improve safety.

**Performance Measures**

> **Measures**: CMV fatality rate of no more than 1.65 per 100 million
> truck vehicle miles traveled (TVMT) by 2008.
>
> **Targets**: 2006: 1.85 2007: 1.75 2008: 1.65
>
> **Measure**: Number of serious HAZMAT incidents involving CMVs
>
> **Targets**: 2006: 508 2007: 498 2008: 485

The FMCSA Safety Goal supports the DOT Safety Goal. Saving lives remains
FMCSA's main strategic objective under the Safety Goal. However, the
Agency also has increased its focus on reducing injuries, preventing and
minimizing the severity of crashes, and on reducing serious HAZMAT
incidents by ensuring the highest safety standards.

About 12 percent of all motor vehicle fatalities in our Nation involve
crashes with large trucks. FMCSA is committed to reducing the number of
crashes and to saving more lives through its programs and partnerships
with other government agencies, industry, and the public. The CMV Safety
performance target is commensurate with, and contributes to, the DOT
Highway Safety performance target fatality rate of no more than 1.0 by
2008. This fatality rate target would represent over 8,500 additional
lives saved between 2002 and 2008, if achieved. The HAZMAT Safety
performance target also contributes to the DOT HAZMAT performance target
of number of serious HAZMAT transportation incidents.

FMCSA's strategies to achieve the Safety objectives include:

-   **Increase Compliance with Federal Motor Carrier Safety Regulations
    (FMCSRs) and Federal Hazardous Materials Regulations (FHMRs)** to
    discourage rule-breaking, to reduce violations and to prevent
    crashes and HAZMAT incidents. FMCSA has enforcement and compliance
    programs that help ensure compliance with the FMCSRs and FHMRs, and
    make certain that unsafe carriers are removed from the Nation's
    highways. Aggressive enforcement is one of FMCSA's primary
    strategies for meeting the Safety Goal and serves as the Agency's
    core competency. FMCSA targets high risk carriers to accomplish this
    through field activities such as compliance reviews, safety audits,
    and roadside inspections.

-   **Promote Safe Operations and Best Practices through Partnerships
    and Education** to increase awareness of road safety rules and best
    practices for CMV carriers and HAZMAT operators to achieve greater
    crash prevention, fewer severe injuries and fewer HAZMAT incidents.

> FMCSA conducts outreach and educational programs for that purpose, by
> partnering with States and with sister agencies to inform and heighten
> public awareness and appreciation for safe operation and best highway
> safety practices for commercial motor vehicles and passenger vehicles.
> We provide education to FMCSA employees and we also train State and
> Local partners in such vital programs as the North American Level I
> Inspection, Compliance Review, Roadside Inspection of Hazardous
> Materials, and the Criminal Interdiction of Commercial Motor Vehicle
> Operations.  FMCSA also conducts five to nine week training academies
> targeting FMCSA Safety Investigators, Auditors, and Inspectors.

-   **Improve Driver Qualifications, Credentialing and Licensing
    Systems** to reduce the number of unqualified drivers and crashes on
    the Nation's highways. We work with all of the States to make sure
    that license tracking systems are standardized and are able to share
    information with other States and the Federal government. Numerous
    cases of fraudulent activities involving testing and issuing of CDLs
    have been uncovered, ranging from applicants being provided the
    correct answers on the knowledge tests, to skills tests not being
    properly administered, to bribes of examiners meant to obtain the
    CDL without being tested. FMCSA has implemented ongoing, systematic
    and enhanced State CDL compliance reviews that focus on the State's
    CDL program laws, procedures, and operational practices. In
    accordance with the Motor Carrier Safety Improvement Act of 1999
    FMCSA will modify the current CDL regulations to require that
    information concerning drivers' medical certification be recorded
    and posted to each CDL driving record to allow roadside inspectors
    to confirm proof of medical fitness.

-   **Improve Safety Information, Research, and Analysis to Advance
    Innovation and Technical Solutions**. Each year information
    technology (IT) evolves and the demand for reliable IT solutions
    increases, accompanied by more sophisticated IT security issues. We
    will conduct field inspections more effectively with tools such as
    handheld devices and instantly available electronic driver, carrier,
    and equipment records. This dynamic operating environment challenges
    the information management program to continually provide accurate,
    complete, and timely data, collected and stored in a secure
    environment. Accurate and timely data are necessary for us to
    develop short term programmatic decisions or long-term planning and
    policy direction. The best quality data and adequate IT tools allows
    FMCSA and its safety partners to be able to focus on the highest
    risk motor carriers, drivers, and vehicles. We also are continuously
    looking for new technological solutions that include such
    applications as crash avoidance, rollover prevention, and lane
    departure warning systems. These will help improve CMV operations,
    limit technical and mechanical road failures, and reduce the
    probability of crash occurrence.

-   **Modernize and Optimize Operational Effectiveness to Improve
    Safety** by continuously evolving as an operational safety agency
    through innovation, and by encouraging "maverick thinking" and
    brain-storming from our employees. We must strive to stay ahead of
    the safety curve by implementing and updating regulations that meet
    today's needs and procedures that gain the greatest safety impact
    for the resources expended. We also recognize that we work with an
    industry that is rapidly growing and progressing technologically. We
    must keep pace with these demands and balance the needs against our
    resources through initiatives such as CSA 2010 that define what we
    will do in the future.

**A logic model for the Safety Goal can be found on page 30 of the
Appendix.**

## Security Goal {#security-goal .ANT-Heading-2 .unnumbered}

### CMV Security Objective: Reduce vulnerability of CMV transportation to threats, violence, and natural disasters. 

**Outcomes**:

-   Reduced likelihood of CMV transportation threats.

-   Increased preparedness for emergency response.

**Strategies:**

-   Promote CMV Security, with emphasis on HAZMAT, through operations,
    research, partnerships, and education.

-   Ensure emergency preparedness.

**Performance Measures**:

> **Measure**: TBD
>
> **Targets**: TBD

Growing security threats to the Nation's transportation system have
considerably altered the Federal Government's operations and activities
and impacted the FMCSA mission in recent years. As a result, we have
broadened the definition of our Security Goal to more clearly define
what we do in this area for HAZMAT security, as well as to describe how
we are called upon to support other Federal agencies in emergency
preparedness. We also recognize that safety and security are
inextricably linked as both inherently involve risks to life and to
property. We are not the lead Federal agency for homeland security
activities but we regularly are called upon to take the lead in support
of the overall Federal government response to protect the American
people. Our unique access to the CMV industry through our safety
programs allows us to leverage this relationship and provide this
assistance.

FMCSA's strategies to achieve the Security Objective include:

**Promote CMV Security With Emphasis on HAZMAT, Through Operations,
Research, Partnerships, and Education** in order to address CMV
Security-specific issues that are not covered under our Safety
Objectives. FMCSA carries out a coordinated HAZMAT Security strategy
framed around security operations and field inspections. We also utilize
outreach, research and technology to identify cutting-edge approaches to
CMV security. Following the events of September 11, 2001, FMCSA assumed
an active role in security operations and outreach to carriers of HAZMAT
cargoes. FMCSA implemented a security program for motor carriers that
transport HAZMAT. For HAZMAT carriers, FMCSA checks driver
identification, conducts extensive on-site security assessments
encourages carrier security sensitivity. We also communicate information
about HAZMAT security threats and alerts and security vulnerabilities
and best practices.

FMCSA academy and training programs prepare Federal and State safety
specialists to conduct HAZMAT security-related inspections at motor
carriers' places of business. In addition to HAZMAT security training,
FMCSA also conducts commercial vehicle criminal interdiction
training that prepares commercial vehicle safety inspectors to identify
criminal activities while conducting their safety activities. We also
train general duty law enforcement officials to deal with truck safety
and security issues, and industry officials to deal with security and
prevention issues. 

-   **Ensure Emergency Preparedness** to maintain readiness for
    emergency response activities during and after the occurrence of
    major natural and man-made disasters. FMCSA will maintain a
    comprehensive and effective emergency preparedness program that
    utilizes our unique relationship with the CMV industry and State
    enforcement partners to assist the lead Federal agencies for
    response during national emergencies. We support the DOT defined
    role in providing transportation support to Federal efforts, as part
    of the Transportation Emergency Support Function (ESF-1) in the
    National Response Plan.

**A logic model for the Security Goal can be found on page 31 of the
Appendix.**

## Productivity Goal {#productivity-goal .ANT-Heading-2 .unnumbered}

### Congestion Objective: Decrease traffic congestion in pursuit of safety. 

**HHG Objective**: Improve responsiveness to household goods (HHG)
complaints.

**Outcomes**:

-   Reduced congestion and improved CMV road traffic safety.

-   Improved responsiveness to HHG complaints.

**Strategies:**

-   Advance electronic safety and credentials monitoring while
    maintaining the flow of commerce.

-   Engage consumers, shippers, and carriers through partnerships,
    education, and enforcement and compliance operations.

**Performance Measures**:

> **Measures**: Average time (in hours) to respond to HHG complaints
>
> **Targets**: TBD

### Reducing congestion and other impediments to the Nation's transportation system will improve the flow and movement of goods, increase CMV carrier operational efficiencies, and improve overall transportation safety. DOT recognizes the growing problems congestion is creating for the Nation's transportation system and that this issue threatens to undermine the progress the Department has made regarding safety. FMCSA will develop and utilize electronic safety and credentials monitoring devices to inspect vehicles and drivers to decrease the impact on congestion caused by roadside safety activities. This will help to maintain the flow of commerce to decrease delays in the flow of goods and deliveries. The Agency also recognizes the need to respond effectively to HHG complaints in order to help consumers resolve household goods delivery issues and to maintain the overall productivity of our Nation. 

### FMCSA's strategies to achieve the Productivity objectives include:

-   **Advance Electronic Safety and Credentials Monitoring and Maintain
    Flow of Commerce** to decrease delays in the flow of goods and
    deliveries. Congestion has been growing in all transportation modes
    and its cumulative effects have been slowing the movement of goods
    and impeding both national and global commerce. FMCSA's contribution
    to congestion relief is to work closely with its State, Federal, and
    industry partners to develop electronic safety and credential
    monitoring devices. These devices work to reduce the amount of time
    carriers spend entering and exiting weigh stations and inspection
    booths and during roadside inspections, reducing the congestion that
    builds around these particular areas.

```{=html}
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-   **Engage Consumers, Shippers, and Carriers Through Partnerships,
    Education, and Enforcement and Compliance Operations** to ensure HHG
    are delivered as agreed upon by carriers and consumers, and to
    reduce associated complaints. A growing number of consumers are
    experiencing difficulties in resolving disputes with movers and
    shippers. FMCSA receives nearly 3,000 legitimate HHG complaints
    annually regarding delivery agreements and contracts. FMCSA will
    develop programs to assist consumers and carriers to resolve
    conflicts to the satisfaction of both parties.

> We will explore the scope of household goods regulations and analyze
> the state of the industry to ensure that rules are enforced. There are
> over 4,000 registered motor carriers actively transporting HHG across
> State lines and, as investigations have uncovered, many operate
> without proper authority. Our main objective here is to identify the
> HHG carriers who are the worst violators of the regulations and focus
> enforcement resources on them. Simultaneously, we will make the
> information available to consumers to help them make more informed
> decisions. We will also develop ranking mechanisms based on complaints
> to help consumers select carriers. HHG carriers constitute a small
> percentage of the total number of commercial motor carriers. They
> nonetheless generate the majority of serious complaints registered by
> consumers. Developing and publishing periodic consumer rankings of HHG
> carriers will help consumers make informed choices when selecting
> carriers.

**A logic model for the Productivity Goal can be found on page 32 of the
Appendix.**

##   {#section-1 .ANT-Heading-2 .unnumbered}

## Global Connectivity Goal {#global-connectivity-goal .ANT-Heading-2 .unnumbered}

**Objective**: Achieve a more efficient North/Central American
transportation system through innovative CMV solutions.

**Outcome**: Reduced border transit processing time and improved flow of
goods transported across borders.

**Strategy:**

> Advance electronic safety and credentials monitoring to facilitate
> international traffic flow.

**Performance Measures**:

> **Measures**: TBD
>
> **Targets**: TBD

Transportation among Nations is a lifeline to economic growth and
benefits open trade and greater cultural exchange. FMCSA's mission does
not include a responsibility to increase economic growth, yet our safety
responsibilities require us to stay vigilant as global interconnectivity
increases CMV travel across our borders. Economic productivity is
tightly linked to transportation efficiency and major business processes
such as supply chain and logistics. These processes bring materials to
production facilities for manufacturing, assembling, warehousing, and
shipping to customers around the globe, and they depend heavily on an
efficient transportation system. Competitive international trade also
depends on efficient cross-border CMV freight transportation. Achieving
a more efficient North and Central American transportation system
through innovative CMV solutions will greatly facilitate the flow of
goods and cross-border movement of CMV carriers and increase commerce in
the North and Central American region.

### FMCSA's strategies to achieve the Global Connectivity Objective include:

-   **Advance Electronic Safety and Credentials Monitoring to Facilitate
    International Traffic Flow,** ease international border crossing and
    customs activities, increase border safety, and track carriers,
    drivers, and equipment that cross into our country. We will
    e**stablish a system that exchanges credentials** electronically, to
    help enforce safety and security and fight international crime.
    FMCSA is partnering with U.S. Customs and Border Protection to
    improve truck and bus safety at the Nation's land borders. This
    system enables Federal border inspectors to identify and contain
    unsafe commercial motor vehicles and drivers before they reach our
    national highways. We will develop protocols for reciprocity to
    facilitate North and Central American border crossing and customs
    compliance activities, and increase border safety and security.

**A logic model for the Global Connectivity Goal can be found on page 33
of the Appendix.**

## Organizational Excellence Goal {#organizational-excellence-goal .ANT-Heading-2 .unnumbered}

**Objective**: Provide an adaptable, world-class, mission-oriented
organizational infrastructure in support of all FMCSA objectives and
strategies.

**Outcome**: Improved workforce and overall organizational performance.

**Strategies:**

-   Promote strategic management of human capital.

-   Advance electronic-government solutions.

-   Implement competitive sourcing.

-   Enhance financial and procurement performance.

-   Integrate budget and performance.

-   Promote organizational efficiency and open communication.

**Performance Measures**:

> **Measures**: TBD
>
> **Targets**: TBD

Our objective is to provide an adaptable, world-class, mission-oriented
organizational infrastructure in support of FMCSA's mission, objectives,
and strategies. FMCSA will be undertaking activities for continuous
organizational improvement; not because we are required to, or simply to
achieve a passing score, but because it is the right thing to do under
responsible management practices. Our organizational improvement
activities will result in a more highly-trained and motivated workforce,
enhanced cost-control measures, and improved decision-making processes.

FMCSA's strategies to achieve the Organizational Excellence Objective
include:

-   **Promote Strategic Management of Human Capital** to enable better
    planning and to implement policies to identify, recruit, develop,
    and retain a diverse and talented workforce in support of our goals.
    We will strive to expand efforts to provide essential staffing
    resources required to support our mission, and to foster the
    development and retention of a high quality workforce. We will
    conduct efficiency reviews of our human capital programs and
    processes to identify areas for improvement; we will define the best
    use of our resources; and we will contribute to the government's
    best practices for human capital management.

-   **Advance Electronic-Government Solutions** by providing on-line
    information about proposed and final regulations, as well as
    adjudicatory actions. We will implement electronic grant
    applications and management practices. We will also continue to
    utilize web technology to promote and distribute information. These
    actions will keep us focused on the customer, increase public
    accessibility to Federal government information, and reduce our
    costs.

-   **Implement Competitive Sourcing** to enable effective performance
    of our activities and help achieve cost efficiencies. FMCSA fosters
    a performance-based approach to further enhance our organizational
    development and process re-engineering to achieve greater cost
    efficiencies. We will always look for the most efficient
    organizational implementation of all Agency functions, keeping in
    mind the necessity for inherently governmental operations.

-   **Enhance Financial and Procurement Performance** to achieve greater
    cost savings and organizational efficiencies. We will improve
    financial management oversight and acquisition management for grants
    while maintaining current levels of performance for other activities
    related to financial and procurement performance.

-   **Integrate Budget and Performance** through managerial cost
    accounting and other programs to provide opportunities for business
    process improvements by linking program outputs to objectives.
    Managerial cost accounting helps us integrate our performance and
    budget, helps to justify our budget requests, and provides
    accountability. This Draft Strategic Plan and our integrated
    performance budget are clear examples of the thoughtful
    results-based process FMCSA implements as part of a dynamic
    Planning, Programming, Budgeting and Execution system. Specifically,
    this process helps us determine the contributions of various
    programs, activities, and regulations toward meeting our objectives
    and ensuring greater FMCSA performance.

-   **Promote Organizational Efficiency and Open Communication** to
    enhance overall FMCSA performance, and develop communication and
    outreach programs to help achieve our mission. Employees are our
    greatest asset; so management must all be well-informed of Agency
    operations and expectations. We will continually be searching for
    the most efficient program support and industry practices.

**A logic model for the Organizational Excellence Goal can be found on
page 34 of the Appendix.**

# Evaluating our performance {#evaluating-our-performance .ANT-Heading-1}

##  {#section-2 .ANT-Heading-2 .unnumbered}

We conduct three different types of internal evaluation activities to
improve our management and performance: program evaluations; quality
assurance reviews; and regulatory effectiveness reviews. The purpose of
these evaluation activities is to support management and resource
allocation decisions, identify program and process improvements, and
support performance metrics. Below is a more detailed explanation of
exactly what is achieved by each type of evaluation.

***Program evaluations*** are agency self-assessments done to determine
the effectiveness of our own programs in terms of whether or not they
are meeting their intended goals. Program evaluations also promote the
following outcomes:

-   Report on best practices and areas observed for further study or
    corrective action.

-   Inform the agency of programmatic strengths, weaknesses,
    opportunities to improve or excel.

-   Prepare the agency for higher-level inspections such as the Program
    Assessment Rating Tool (PART) and Government Accountability Office
    (GAO) and Office of Inspector General (OIG) audits.

***Quality assurance reviews*** provide management officials with a
level of assurance that major agency processes and procedures are
consistently applied and achieving the intended goals and objectives of
the Agency. These reviews ask the following questions:

-   Are programs adequate and implemented as intended?

-   Are programs uniformly applied nationwide?

-   Are programs applied fairly?

-   Are programs achieving the desired results?

-   Are resources used responsibly and properly?

-   Are operational controls in place to ensure fiscal accountability
    and data verification?

***Regulatory effectiveness reviews*** improve FMCSA's ability to write
more effective rules and reduce any unnecessary burden on the public.
These evaluations perform the following functions:

-   Provide a systematic, post-regulatory assessment.

-   Assess regulatory impacts on safety and economics.

-   Identify unanticipated industry burdens and impacts.

-   Determine if regulations are implemented as intended.

-   Determine if rules can be simplified.

-   Ascertain whether technology or other factors have rendered a rule
    obsolete.

:

# Appendix {#appendix .ANT-Heading-1}

##  Acknowledgments {#acknowledgments .ANT-Heading-2 .unnumbered}

Staff and Management who put a great deal of thought and effort into
this Draft Strategic Plan deserve many thanks. Although they cannot all
be mentioned here, some of the key contributors are recognized below.

[Members of the Strategic Planning Working Group, in alphabetic
order]{.underline}

Richard Clemente, Glenda Davis, Kent Fleming, Valerie Height, Michael
Johnsen, Kennie May, Jeff Miller, Suzanne O'Malley, Steve Piwowarski,
Scott Poyer, Bryan Price, Alex Reyes, Pamela Rice, Jeffrey Secrist, Gary
Shoemaker, Max Strathman, Gary Woodford, Mary Pat Woodman, and Carole
Zok

[Senior Leadership Retreat Participants]{.underline}

Over 70 senior leaders from across the entire Agency participated in two
days of discussions at the 2006 annual Planning Retreat. The
conversations and constructive criticism of the proposed Strategic Plan
provided the foundation of this final document.

##  Relationship of FMCSA Strategic Goals to the DOT Strategic Goals  {#relationship-of-fmcsa-strategic-goals-to-the-dot-strategic-goals .ANT-Heading-2 .unnumbered}

## DOT has developed a comprehensive Strategic Plan that defines the mission, vision and goals of the Department, overall. Each of the Operating Administrations under DOT develops its own Strategic Plan to support the highest goals of the Department. This FMCSA Draft Strategic Plan contains goals that align directly with the DOT goals. The chart below shows this relationship.  {#dot-has-developed-a-comprehensive-strategic-plan-that-defines-the-mission-vision-and-goals-of-the-department-overall.-each-of-the-operating-administrations-under-dot-develops-its-own-strategic-plan-to-support-the-highest-goals-of-the-department.-this-fmcsa-draft-strategic-plan-contains-goals-that-align-directly-with-the-dot-goals.-the-chart-below-shows-this-relationship. .ANT-Heading-2 .unnumbered}

**[Exhibit 1]{.underline}: FMCSA Goals are aligned with DOT Performance
Goals**

## Logic Model Summaries of Goals, Objectives, Strategies, and Program Examples {#logic-model-summaries-of-goals-objectives-strategies-and-program-examples .ANT-Heading-2 .unnumbered}

**[Exhibit 2]{.underline}: Safety Goal**

*\* The FMCSA Integrated Performance Budget acts as an annual
installment of the Strategic Plan. Each year, we demonstrate through the
budget, the programs that support each strategy under each goal. To
demonstrate the linkage between the plan and the budget, we have
provided a graphic depiction of where our performance elements and
programs would fit into this logic model. Please reference our most
recent budget submission to Congress to see those programs for each
year.*

**[Exhibit 3]{.underline}: Security Goal**

*\* The FMCSA Integrated Performance Budget acts as an annual
installment of the Strategic Plan. Each year, we demonstrate through the
budget, the programs that support each strategy under each goal. To
demonstrate the linkage between the plan and the budget, we have
provided a graphic depiction of where our performance elements and
programs would fit into this logic model. Please reference our most
recent budget submission to Congress to see those programs for each
year.*

**[Exhibit 4]{.underline}: Productivity Goal**

*\* The FMCSA Integrated Performance Budget acts as an annual
installment of the Strategic Plan. Each year, we demonstrate through the
budget, the programs that support each strategy under each goal. To
demonstrate the linkage between the plan and the budget, we have
provided a graphic depiction of where our performance elements and
programs would fit into this logic model. Please reference our most
recent budget submission to Congress to see those programs for each
year.*

**[Exhibit 5]{.underline}: Global Connectivity Goal**

*\* The FMCSA Integrated Performance Budget acts as an annual
installment of the Strategic Plan. Each year, we demonstrate through the
budget, the programs that support each strategy under each goal. To
demonstrate the linkage between the plan and the budget, we have
provided a graphic depiction of where our performance elements and
programs would fit into this logic model. Please reference our most
recent budget submission to Congress to see those programs for each
year.*

**[Exhibit 6]{.underline}: Organization Excellence Goal**

*\* The FMCSA Integrated Performance Budget acts as an annual
installment of the Strategic Plan. Each year, we demonstrate through the
budget, the programs that support each strategy under each goal. To
demonstrate the linkage between the plan and the budget, we have
provided a graphic depiction of where our performance elements and
programs would fit into this logic model. Please reference our most
recent budget submission to Congress to see those programs for each
year.*