ITE Journal January 2018 - 34

he ITE International Board of Direction recently adopted a new strategic plan
for 2018-2020. With the Board's input, the plan was developed by a steering
committee of ITE leaders from across ITE, which was chaired by former ITE
president, Steve Gayle. Included in this issue of ITE Journal is an executive

summary and high-level framework of the plan. Some elements of the plan provide for a continuation of strategic initiatives already set in motion, while other elements will support new goals
and initiatives. The full strategic plan is available on the ITE website at www.ite.org/aboutite.
With this plan being adopted at the start of the new year,
ITE members can expect to learn more about how it is being
implemented through ITE's various communication channels,
including ITE Journal, the bi-weekly Spotlite newsletter, and our
online discussion forum, ITE Community. The plan will help
inform the International Board of Direction's decisions and actions
regarding ITE's strategic direction over the next three years,
while also informing the day-to-day decisions and actions taken
by ITE executive headquarters staff at an operational level. Staff
have adopted a strategic implementation plan with performance
measures that correspond to this new strategic plan, allowing
leadership to track and measure ITE's success in meeting its
strategic goals, which are outlined in the following summary.

STRATEGIC GOAL A.3: ITE will seek to strengthen its relationships with public sector organizations and private sector companies.

TECHNICAL KNOWLEDGE
ITE seeks to produce technical information that is of high quality,
useful to the transportation profession, and available to our members
when (or even before) they need it. We recognize the real and
potential global reach of the value of ITE's technical work.
STRATEGIC GOAL B.1: ITE will produce and deliver valueadded, timely, relevant technical knowledge.

ITE 2018-2020 Strategic Plan Executive Summary

STRATEGIC GOAL B.2: ITE will elevate the role of the Coordinating Council to ensure we are at the forefront of identifying issues
and opportunities.

MEMBERSHIP

INSTITUTIONAL SUSTAINABILITY

We believe that differences in background and experience enrich the
culture and experiences of ITE for our membership as they do for the
communities in which we live and work. It is to the benefit of all our
members to seek greater diversity of ideas and experiences that will
help us to be in a position to tackle transportation's biggest challenges
and to develop the preparedness and resilience that ITE will need to
address future challenges.

Sustaining ITE is the core function of the International Board of
Direction and Executive staff. We seek to work closely with District,
Section, and Chapter Leadership to provide members with a positive and
consistent experience wherever they live and work. We will maximize
our value through collaboration and ensure our member's voice is heard.

STRATEGIC GOAL A.1: ITE will be the professional home for
a diverse membership of practicing transportation professionals
across age, gender, race, ethnicity, global geography, experience,
and discipline.
STRATEGIC GOAL A.2: ITE will define how our members make
a difference in society at large and differentiate how ITE stands out
from others.
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STRATEGIC GOAL C.1: ITE will provide a consistent member
experience across Districts, Sections, and Chapters.
STRATEGIC GOAL C.2: ITE will create partnerships that enhance
ITE's value to its members and the community of transportation
professionals.
STRATEGIC GOAL C.3: ITE will be a leading voice in the
development and implementation of transportation policy at all
levels of government. itej

http://www.ite.org/aboutite

Table of Contents for the Digital Edition of ITE Journal January 2018