A visioning and strategic planning process was undertaken at CTTransit beginning in early 1995 that has resulted in fundamental changes in organizational goals and values. A critical aspect of the visioning process was the involvement of union leaders and officials from the Connecticut Department of Transportation (CDOT), as well as the transit system 's management, in articulating a shared vision of the future. The new vision has helped to transform the organization from one that was historically reactive and conservative to one that is proactive both in responding to customers and embracing technology. A variety of projects and interdepartmental teams have been organized to carry out five strategic goals for the organization. Parallel changes in CDOT's Bureau of Public Transportation have been implemented.