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VDOT employees have taken a nontraditional approach in looking at every major road project before construciton begins and at other agency processes, saving over $35 million.
Just as high-performing organizations in the private sector have done, VDOT has delegated authority and flexibility to its rank-and-file employees. And my personal visits with these employees in all nine of the state’s transportation districts have proved the value of “Management by Walking Around.”
For example, equipment operators told me they wanted a say in what new and replacement equipment should be purchased; they are now a vital part of that procurement and budgeting process.
Grass-mowing crews were empowered to decide how, where, and when to mow along the roadsides. One crewT recently devised a way to accomplish its mowing in three quarters the time it usually took.
Recognizing the contributions these employees have made, VDOT encourages decision making at the lowest possible level. VDOT now has 300 teams of employees around the state who are deciding the most efficient and effective way to provide quality services to its customers-the citizens of Virginia.
From our experiences at VDOT, I’m convinced there’s much more innovation and energy leading to new efficiences waiting to be tapped from government employees. Too often, the system has denied them their potential to revise and improve the way things get done. Empowering
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