Client: Iowa Department of Transportation (Iowa DOT)
Industry: Transportation & Infrastructure
Solutions: Strategic Planning | Business Facilitation | Organizational Development
The Iowa Department of Transportation (Iowa DOT) oversees more than 23,000 roadway lane-miles spanning interstates and secondary roads, supported by just over 2,300 personnel and an annual capital improvement budget of $1 billion. Beyond maintaining this vast network, Iowa DOT plays a pivotal role in assisting the state’s 99 counties, each responsible for their respective local transportation systems.
As one of the few transportation agencies in the nation to publish a “five-year business plan,” Iowa DOT has long demonstrated leadership in strategic planning. However, aligning multiple modes, functional areas, and priorities into a unified and actionable framework while balancing fiscal constraints required a refined approach for the Fiscal Year 2026–2030 Business Plan and the Fiscal Year 2026 Operational Plan. Iowa DOT engaged Rensel Consulting to guide this effort, working directly with the Executive Leadership Team to streamline priorities, reaffirm organizational values, and establish a clear roadmap for action.
Rensel Consulting worked closely with Iowa DOT’s Executive Leadership Team to facilitate the creation of a streamlined business plan and operational plan that would resonate across the agency. Through workshops, interviews, and collaborative sessions, we helped Iowa DOT:
Reaffirm its core values by creating “WE” statements designed to strengthen unity and individual ownership among employees.
Narrow agency priorities from five broad goals to two focused goals: Transportation Safety and Business Excellence, ensuring resources and attention were directed toward the outcomes with the greatest impact.
Define two objectives for each goal, aligning staff efforts and establishing clear accountability measures.
Introduce the “Three S Concept”—simple clarity, systems thinking, and scenario planning—as a guiding framework for decision-making and future readiness.
This process allowed Iowa DOT to not only set its priorities but also identify immediate actions, including consolidating safety initiatives into a single portfolio, supporting local safety action plans for all 99 counties, streamlining internal programs, and launching a new workforce talent development strategy.
The resulting Fiscal Year 2026–2030 Business Plan and Fiscal Year 2026 Operational Plan provided Iowa DOT with a clear, actionable roadmap to advance its mission. By focusing on just two priority goals, the agency established a manageable structure for achieving measurable outcomes.
Key impacts include:
A unified safety portfolio aligned with USDOT’s Safe Systems Approach, enabling Iowa DOT to evaluate safety program performance and return on investment more effectively.
Streamlined processes that allow leadership to better prioritize time, funding, and staff resources.
A workforce development strategy tailored to attract, develop, and retain talent in a competitive labor market.
Strengthened collaboration with counties through the development of local safety action plans, ensuring alignment between state and local efforts.
These changes equip Iowa DOT to respond proactively to emerging trends, optimize taxpayer investments, and foster a culture of accountability and shared ownership.
Through strategic facilitation and collaborative planning, Iowa DOT transitioned from a broad, multi-goal framework to a focused, actionable business plan and operational plan that reflect the agency’s values and priorities. The streamlined approach empowers leadership and staff alike to pursue safety and operational excellence, while preparing the organization for future challenges and opportunities. With a forward-looking structure grounded in clarity and systems thinking, Iowa DOT is positioned to lead with purpose, efficiency, and resilience.
"The facilitation provided by Rensel Consulting helped us bring clarity and focus to our planning process. By simplifying our priorities and aligning our efforts, we now have a clear path forward to enhance safety, strengthen our workforce, and deliver greater value for Iowans."
— Iowa DOT Executive Leadership Team
