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STRATEGIC PLAN 2019-2023 TABLE of CONTENTS Introduction 3

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STRATEGIC PLAN 2019-2023 TABLE of CONTENTS Introduction 3 STRATEGIC PLAN 2019-2023 TABLE OF CONTENTS Introduction 3 RITBA Overview 4 Strategic Goals 5 Our Plan 6 Innovation 7 Excellence in Fiscal Management 8 Leadership 9 About RITBA 10 INTRODUCTION A strategic planning process was initiated to chart a course for the Rhode Island Turnpike and Bridge Authority to plan for the future. With our mission statement as a foundation, we solicited feedback from stakeholders represented by local and state elected officials, organization leaders in the communities adjacent to our assets, and customers in our E-ZPass Customer Service Center. This helped us identify four key strategic goals: Safety and Security, Innovation, Excellence in Fiscal Management, and Leadership. Senior staff at the Authority have developed objectives and strategies to better define how each key goal will be achieved. The Strategic Plan willwork in collaboration with the Authority’s current 10 Year Renewal and Replacement Plan, which guides capital expenditures for physical assets. Both will continue to evolve as goals are reached and future evaluations present new opportunities and challenges. Strategic Plan 2019-2023 | Rhode Island Turnpike and Bridge Authority 3 RITBA OVERVIEW HISTORY The Rhode Island Turnpike and Bridge Authority (the “Authority”) was created by the Rhode Island General Assembly in 1954 by passage of the Authority’s enabling act, codified in Rhode Island General Laws § 24-12-1, et seq. The Authority was created for the purpose of constructing, acquiring, maintaining, and operating bridge projects within the state. The Authority is comprised of a five-member board of directors, which includes the Director of the Rhode Island Department of Transportation and four other members appointed by the Governor. MISSION-PURPOSE AND GOALS The Authority currently oversees the operation and maintenance of four bridges within the State of Rhode Island: the Newport Pell Bridge, the Mount Hope Bridge, the Jamestown Verrazzano Bridge, and the Sakonnet River Bridge, as well as the Route 138 highway that runs from US Route 1A through North Kingstown and Jamestown and connects the Newport Pell and Jamestown Verrazzano bridges. The Authority is committed to providing safe and efficient access to, and travel over, all four bridges and the aforementioned section of Route 138. Using funds generated from toll revenue, investments, and a percentage of the gasoline tax collected by the State of Rhode Island, the Authority will strive to ensure that every bridge is operated in an exemplary manner and that all maintenance and repairs are performed in conformance with the most up-to-date industry standards. The Authority also strives to promote economic development in the State of Rhode Island and the regions served by the bridges, remain financially stable and able to fulfill its mission, provide excellent customer service, and maintain a professional and efficient workforce committed to achieving the Authority’s goals. VISION The Authority envisions itself as an efficient and effective quasi-public agency that will combine sound financial management with state of the art engineering and operations capability. The work done by the Authority will continue to provide its stakeholders with safe and functional bridges and roadways that will promote tourism and commerce, and that will facilitate business and other economic development within the state and in the regions served by the four bridges. ECONOMIC DRIVER The bridges and highways under the control of the Authority play a vital role in the state’s economy. They serve local and regional commuters, aid tourism, and facilitate the efficient movement of goods and services allowing businesses to flourish. The Newport Pell, Mount Hope, Sakonnet River, and Jamestown Verrazzano bridges provide convenient access for residents and tourists alike. In 2018, there were nearly 11 million crossings on the Newport Pell Bridge alone. This breaks down to approximately 29,000 crossings each day. Roughly 50% of those crossings were commuters traveling to and from their place of employment. The balance of the crossings were for tourism and local non-commuting travel. The Newport Pell is an important gateway to one of the most historic cities in America. This bridge replaced a ferry service, and since its completion has greatly contributed to the surge in Newport’s tourism industry. In 2018, the Mount Hope Bridge had approximately 6 million crossings, the Jamestown Verrazzano Bridge had 12.5 million, and the Sakonnet River Bridge had 14.6 million. Although no economic impact study has recently been completed on this topic it is unquestionable that these bridges have a major positive impact on the economy of our state. It is hard to fathom what travel to and from Aquidneck Island would be like without these bridges. Strategic Plan 2019-2023 | Rhode Island Turnpike and Bridge Authority 4 STRATEGIC GOALS The following statements describe the Authority’s four key strategic goals: SAFETY AND SECURITY Continue to maintain safe bridges and roadways, using best practices and systems to improve safety and security in all aspects of RITBA operations. INNOVATION Provide an excellent customer experience using forward-looking transportation, construction, and maintenance management that addresses mobility needs. EXCELLENCE IN FISCAL MANAGEMENT Demonstrate financial responsibility, accountability, and transparency through effective and appropriate use of our resources. LEADERSHIP Create an environment where management models exemplary performance, inspiring employees to improve their skills and effect positive change and growth in the workplace. Strategic Plan 2019-2023 | Rhode Island Turnpike and Bridge Authority 5 OUR PLAN The following is the Authority’s plan for achieving its proposed long-term goals and objectives for the next five years. SAFETY AND SECURITY Continue to maintain safe bridges and roadways, using best practices and systems to improve safety and security in all aspects of RITBA operations. OBJECTIVES • Improve public, employee, and vendor safety as well as the security of RITBA assets and personnel. STRATEGIES • Emphasize the importance of safety for employees, contractors, and bridge users. • Enhance our Safety and Security Program. • Adopt industry best practices for construction, maintenance, and operations projects to preserve RITBA assets. • Continue to strengthen relationships with local first responders through regularly scheduled exercises. • Continue yearly Safety Training Programs. • Increase enforcement of applicable laws relating to traffic and weight on our bridges and roadways. • Sustain focus and internal efforts regarding mental health and mental illness, as well as enhanced collaboration with mental health agencies. • Create and maintain state of the art security and camera/monitoring systems and programs for all bridges, roads and buildings. Strategic Plan 2019-2023 | Rhode Island Turnpike and Bridge Authority 6 INNOVATION Provide an excellent customer experience using forward-looking transportation, construction, and maintenance management that addresses mobility needs. OBJECTIVES • Effectively increase use of technology in all areas of RITBA operations. • Improve efficiency and productivity. • Extend the life of bridges and roadways. STRATEGIES • Analyze options for connected and autonomous vehicles (CAV), shared autonomous electronic vehicles (SAEV), mobility as a service (MaaS), as well as all electronic tolling (AET). • Research new methods to increase availability, functionality, and interoperability of E-ZPass transponders. • Explore potential as well as funding options for addition of bicycle and pedestrian lanes on RITBA bridges. • Exhaustively research newly developed techniques for repair, rehabilitation, and maintenance of RITBA assets. • Partner with higher education institutions to assist in research of new repair and maintenance methods. • Deploy advanced transportation management system (ATMS) to integrate multiple traffic management and monitoring processes. • Expand already-established communication through social media applications (e.g., Twitter, Facebook, and WAZE) and the RITBA website to provide customers with timely information on which to base their transportation choices. • Explore the development and potential implementation of a mobile phone app as a new option for toll payments. • Utilize new technologies (including drones, ground penetrating radar, lidar surveys, 3D modeling, Bluetooth, and radar devices) for asset management. • Continue ongoing development of new green initiatives including expanding use of electric vehicles and the use of new energy-saving programs. Strategic Plan 2019-2023 | Rhode Island Turnpike and Bridge Authority 7 EXCELLENCE IN FISCAL MANAGEMENT Demonstrate financial responsibility, accountability, and transparency through effective and appropriate use of our resources. OBJECTIVES • Practice efficient operational, administrative, maintenance, and toll collection activities. • Continue to maintain revenue streams to meet expenses. • Maintain highest levels of cybersecurity. • Analyze revenues as they relate to expenses. • Assess all assets and determine best use. • Explore potential revenue enhancements for our assets. STRATEGIES • Enhance budgeting process to focus on improved forecasting and accuracy. • Strive to improve RITBA bond rating. • Continue to utilize Rhode Island legislation to pursue unpaid toll violators with the Rhode Island Traffic Tribunal, Rhode Island DMV, the RI Department of Adminstration as well
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