[ Vision | Mission | Goals | Objectives ]

Vision

The vision and mission of the Institute was developed through the various meetings. At its meeting in February 2001, the T&DI Task Committee reviewed and refined the vision for the Institute. As a result, the initial vision was restated as follows:

The Institute will be the recognized leader for the advocacy of livable communities by promoting environmentally sensitive transportation and land development.

Mission

Similarly, the mission statement commits the Institute to a high ideal:

The mission of the Institute is to promote the interdependence of transportation, land development, and the environment, while uniting the disciplines of planning, design, construction, operation, maintenance and research in support of sustainable development. By providing a multidisciplinary focus for professional communication, education and collaboration, the Institute will enhance the professional knowledge and skills of its members so that they may improve the quality of life. The Institute will bring together engineers, planners, industry representatives, citizen groups, developers, public officials and others dedicated to improving transportation and fostering appropriate development decisions at the local, regional, state, national and international levels.

Goals

To achieve its Mission the Institute will:

• Promote professional excellence in all aspects of transportation engineering and urban planning and development.
• Foster multidisciplinary collaboration.
• Act as an inter-institutional catalyst for effective communication among professional organizations, policy makers and community leaders.
• Partner with other professional organizations involved in transportation engineering and land use development.
• Recruit a diverse and empowered membership of engineers, planners, and others who are dedicated to improving mobility and accessibility in support of community and regional goals.
• Provide a spectrum of member services for professional growth and career enhancement.
• Quickly respond to issues related to transportation and community development.
• Operate on a sound financial basis.
• Monitor and influence legislative action and public policy in support of the Institute's goals.
• Foster education and research in transportation engineering and land development.

Objectives

While the existing divisions have pursued many of these objectives, the formation of the Institute will enable more focused and coordinated attention. For example, many sections have transportation specialty groups but have found it difficult to connect with three technical divisions at the national level (Highway, Urban Transportation and Air Transport). The Institute will have a single contact point for sections that will provide support and identify common issues or concerns.

The objectives are organized by goal:

1. Professional excellence:

• Promote the advancement of knowledge in transportation and land development.
• Promote sound engineering and planning philosophies and professional practices that recognize community and global goals for sustainability, environmental sensitivity, livability and safety.
• Identify and prioritize present and emerging research needs.
• Advance the state of technology through research, development and accelerated introduction and use of innovative practices, designs and technologies.
• Disseminate timely information on research, practice and policy innovations.
• Develop and publish standards, guidelines, manuals, and other materials for professional practice and certification.
• Develop guidelines for accrediting university transportation, development and planning curricula and mid-career professional training in cooperation with accrediting associations.

2. Multidisciplinary collaboration:

• Commit to productive professional discussions and information sharing for policies, systems and projects related to transportation and land development.
• Sponsor multidisciplinary professional conferences, forums, and other outreach activities.
• Publish multidisciplinary journals and electronic resources.

3. Inter-institutional catalyst:

• Take a leadership role in defining and discussing issues related to transportation and land development.
• Organize Institute members to respond to important policy issues.
• Use the media to promote public awareness of the importance of balanced, environmentally sensitive, and sustainable land use development and transportation.

4. Cooperation with other organizations:

• Recognize the significant, though focused, roles played by a range of professional organizations in transportation and in regional and community land development.
• Inform other professional organizations of Institute goals and activities.
• Discuss cooperative opportunities for conferences, publications and projects.
• Increase cooperation among industry, consultants, academia, and government agencies.

5. Diverse, empowered membership:

• Promote active member participation and provide leadership opportunities.
• Recruit members from a variety of disciplines including engineering, planning, education, policy-making, and others who are stakeholders in transportation infrastructure and land development.
• Recruit international, national, and local members.
• Link activities between ASCE sections, branches and the Institute through formal (i.e., a standing committee) and informal mechanisms.
• Recognize outstanding achievements and service of Institute members.

6. Spectrum of services:

• Provide opportunities for Institute members to share information, practices and technology.
• Plan and organize professional development courses, workshops, and specialty conferences.
• Identify and provide other needed professional services for Institute members.
• Provide transportation and land development information and services to general ASCE membership and members of other professional organizations, and the public.
• Provide for specialty certification in the fields of transportation and development.

7. Quick response:

• Identify emerging issues and proactively develop Institute policy and activities.
• Facilitate the presentation of specialty conferences and workshops on emerging issues.
• Streamline Institute management procedures.

8. Sound finances:

• Promote break-even and revenue generating activities.
• Invest in worthy Institute activities in support of member needs.
• Seek external partnerships to leverage resources and revenues.
• Develop a sound, accessible database for managing Institute resources.

9. Legislative Policy

• Influence transportation, land use, and urban and regional development policies at the local, national and international levels.
• Serve as a legislative resource.