Arizona Department of Transportation strategic plan

              ARIZONA DEPARTMENT OF TRANSPORTATION
FISCAL YEARS 2006 – 2010
STRATEGIC PLAN
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ARIZONA DEPARTMENT OF TRANSPORTATION
Transmittal Statement
David P. Jankofsky, Director
Governor’s Office of Strategic Planning and Budgeting
This constitutes a draft of the Five Year Strategic Plan for Fiscal Years 2006 – 2010 in accordance with Laws 2002, Chapter 210. The
final version of the ADOT Strategic Plan will be available by January 1, 2005 on the ADOT Internet site at
http://www.dot.state.az.us/ABOUT/fms/adotplan.htm
Agency Head: Victor Mendez
Title: Director
Signature: ________________________ Date:
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Agency Description
The Arizona Department of Transportation was established in July 1974. It is the State agency responsible for planning,
developing, maintaining and operating transportation facilities for the efficient movement of people and products by surface
and air throughout Arizona. The Department is also the statewide agency that registers motor vehicles and aircraft, licenses
drivers, collects revenues and researches new transportation systems. It serves its customers through geographically
dispersed facilities. Ten district offices oversee roadway construction and maintenance, twenty-two ports of entry check
commercial vehicles for compliance with size and weight laws, and fifty-eight Motor Vehicle offices provide title, registration
and driver license services.
The Mission
To provide products and services for a safe, efficient, cost-effective transportation system that links Arizona to the global
economy, promotes economic prosperity and demonstrates respect for Arizona’s environment and quality of life.
The Vision
The standard of excellence for transportation systems and services.
The Values
The principles and philosophies that describe how ADOT will conduct itself in carrying out its mission and vision.
INTEGRITY: We exhibit honesty, accountability and fairness in all we do. We strive to earn the public’s trust!
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RESPECT: We recognize that people are the foundation of ADOT’s success. Diversity is a source of strength. We treat
people with respect and dignity.
ACCOUNTABLE: We will hold all employees accountable for their actions.
CUSTOMER SERVICE: We strive to achieve customer satisfaction in everything we do!
SAFETY: We are committed to a safe and secure work environment.
PARTNERSHIP: We collaborate with residents, neighborhoods, elected officials, all levels of government, contractors,
consultants, suppliers and other interested parties to provide a safe, cost-effective transportation system.
TEAMWORK: We combine our employee diversity with professional competency to be the standard of excellence in
transportation products and services. We work together!
EXCELLENCE: We strive for excellence and continuous improvement in everything we do. We do it right!
COMMUNICATION: We will maintain clear, concise, accurate and timely communication.
EMPOWERMENT: We encourage employees to exercise personal responsibility by using the freedom to communicate,
make decisions and take action in a supportive team environment. Make decisions – grow from mistakes!
LEADERSHIP: ADOT’s leaders will provide: clear direction; opportunities for all to participate in the decision making
process; and recognition of outstanding individual and team efforts.
Strategic Issues
These are the critical success factors that will impact ADOT’s vision of being “the standard of excellence for transportation
systems and services”.
Maintenance – Arizona’s taxpayers have a significant investment in transportation infrastructure: roads, highways, bridges,
airports, buildings, etc. Protecting that investment is paramount. ADOT will employ the best asset management strategies
to protect that investment.
Customer Service – Whether internal or external, ADOT must maintain a strong customer service focus. This will require a
mix of strategies involving staff resources, the application of sophisticated management techniques and multiple service
delivery methods that employ the application of technology.
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Program Delivery – Each year the State Transportation Board adopts a Five-Year Construction Program. This is the result
of a thorough, open and collaborative statewide effort by stakeholders to determine how best to safely and efficiently move
goods, services and people throughout Arizona. The operating imperative is to deliver quality projects on time and on
budget.
Regional Transportation System – As Arizona’s urban cores continue to experience phenomenal growth, the movement of
goods, services and people will continue to be an important regional success factor. Keeping pace will require the full
utilization of innovative financing, retention of engineering and management expertise as well as partnering with interested
parties.
Technology – To be “the standard of excellence for transportation systems” ADOT will have to develop strategies to deploy
technology. This is more than just state-of-the-art hardware and software. Better technology includes better roadway
designs, better construction techniques, materials that are more durable and reduce noise. Technology will be used to
reduce congestion, improve safety and meet customer service demands. Technology will play a larger role in ADOT’s
business.
Congestion Management – As Arizona continues to grow congestion is becoming more than an urban issue. ADOT will
deploy the best strategy or mix of strategies to manage congestion on the state highway system.
Safety – Highway safety is an Arizona and federal priority. ADOT, along with other entities, plays a pivotal role in making
Arizona’s roadways safer. Over 1,000 people die on Arizona’s highways every year. While the fatality rate per 100
million vehicle miles driven has fallen, the absolute number of deaths is a tragic consequence that requires consistent,
sustained efforts to reduce.
Environmental Stewardship – Subject to 62 different federal, state, local and tribal environmental rules and regulations,
ADOT will continue to integrate environmental management into its business practices.
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Critical Strategic Issues
ADOT will strive to meet the challenges of all issues. However, there is a need to single out particular issues for special
emphasis to successfully realize our mission and vision. They include, in no particular order of priority, the following:
Delivery of the 5-Year Construction Program
Customer Service
Accelerated Completion of the Regional Freeway System
Maintenance of the State’s Transportation Facilities
Goals
1. Improve the movement of people and products throughout Arizona.
2. Increase the quality, timeliness and cost effectiveness of our products and services.
3. Develop and retain a competitively paid, high performing, successful workforce.
4. Optimize the use of all resources.
5. Enlist the public and political support necessary to meet Arizona’s transportation needs.
Funding and FTE Summary - FY 2005
General Fund ………………………………….. $ 71,700
Highway Fund …………………………………. 348,261,700
Other Appropriated Funds …………………… 41,508,200
Non-Appropriated Funds …………………….. 2,109,176,600
Federal Funds …………………………………. 445,988,900
Program Total …………………………….. $ 2,945,007,100
FTE Positions …………………………………. 4,626.0
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MOTOR VEHICLE PROGRAM:
CUSTOMER SERVICE STRATEGIC ISSUE -- Automated Business Systems: MVD’s core business functions of licensing and
registration are handled through software systems which in many cases are 25 years or older. These “legacy systems” are believed
to be the oldest of any major state agency and are well beyond the expected normal life of software applications. The information
contained in these systems is critical to the proper functioning of the Motor Vehicle Division and other governmental functions such as
public safety, identity for social and other government services, transportation, education, revenue collection, distribution of taxes,
fraud protection and security as well as other vital government services. Critical information systems such as these should not be
utilizing technology that was current decades before the personal computer or the Internet.
STRATEGIC MATRIX:
Strategy Pros Cons Alternative
Solutions
Necessary
Policy
Changes
Probability for
Success
Replace
Automated
Business Systems
·  Increased processing efficiency.
·  Consistency in data input and
decrease in data entry errors.
·  Decreased training costs.
·  Improved state to state
communication.
·  Higher quality Internet and electronic
transactions.
·  Databases will link with main
databases, providing better, one-source
customer information.
·  Better controls to reduce fraud.
·  Reduce maintenance costs.
·  Increased ability to find IT staff familiar
with newer technology.
·  Increased customer satisfaction.
Continued use
of a system that
predates the
P.C., the
Internet and 25
years of
technology
improvement.
Use third party
to fund & build
replacement
with repayment
of third party
costs out of
future
revenues.
Sufficient
funding to
replace
outdated
business
systems.
HIGH, as a
stand-alone
strategy.
MODERATE to
HIGH, if
alternative
solution is
applied.
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RESOURCE ASSUMPTIONS: CUSTOMER SERVICE - Automated Business Systems
Description FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
FTEs
Highway Fund $1,500,000 $20,000,000 $13,500,000 $3,000,000 $2,000,000
Other Appropriated Fund
Non-Appropriated Fund
Federal Fund / Grants
General Fund
TOTAL FUNDS $1,500,000 $20,000,000 $13,500,000 $3,000,000 $2,000,000
Notes: Funding for the first year of this multi-year project was requested in the FY 2006 Operating Budget ($1.5 million). MVD
estimates that the project will be completed in 3 to 5 years. Contingent on the type of technology selected, the new system may
cost up to $40.0 million.
The $1.5 million planned for FY 2006 will be used to develop a replacement strategy detailing the recommended replacement
technology and implementation plan. A significantly greater level of funding will be requested in successive fiscal years in order
to begin the process of implementing the chosen technology.
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CUSTOMER SERVICE STRATEGIC ISSUE - Staff Recruitment and Retention: The Motor Vehicle program faces considerable
obstacles in both recruiting and retaining a quality workforce. The average (mean) years of State service for a MV Customer Service
Representative is 4.6 years. However, the median years of State service are 1.9 years. This class experiences the greatest amount
of turnover. MVD experiences similar problems in retaining Motor Vehicle Field Officers (MVFO). Once an MVFO successfully
completes AZ Peace Officer Standard and Training certification they are lured away by the more lucrative salary package and regular
salary increases that law enforcement agencies offer. Eighty percent of MVFO turnover takes place following this certification. The
retention and recruitment issue is directly related to non-competitive State salaries, lack of career progressions and little opportunity of
employee development.
STRATEGIC MATRIX:
Strategy Pros Cons Alternative
Solutions
Necessary
Policy
Changes
Probability for
Success
Resolve salary
inequities and
develop career
paths
·  Stabilize staffing.
·  Maintain program expertise.
·  Improved employee morale and
productivity.
·  Decreased turnover.
·  Establish a more professional work
group.
·  Continued
high
turnover.
·  Less than
optimal
service.
·  Upgrade
automated
business
systems.
·  Increase
staffing level
to
compensat
e for
turnover.
Adequate
funding of
salary and
career path
programs.
HIGH, as a
stand-alone
strategy.
MODERATE to
LOW, if
alternative
solutions are
applied.
RESOURCE ASSUMPTIONS: CUSTOMER SERVICE – Staff Recruitment and Retention
Description FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
FTEs
Highway Fund $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000
Other Appropriated Fund
Non-Appropriated Fund
Federal Fund / Grants
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General Fund
TOTAL FUNDS $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000
CUSTOMER SERVICE STRATEGIC ISSUE - Maintaining Acceptable Customer Service Levels throughout Division: One of
MVD’s primary customer service goals is to keep visit time at 30 minutes or less. Population growth, the imposition of new services
and the increasing number of transactions per customer complicate meeting this goal. To reach it, MVD has focused on reducing the
need to visit field offices by offering alternative service modes, including use of the Internet, mail, phone, drop boxes and third party
service contractors. Retaining a primary focus on office wait times has also lessened MVD’s ability to focus on quality reviews of field
office transactions and has decreased its ability to respond to other critical work areas. Further, increasing State and federal
regulations, most often issued without resources to carry out new directives, compromises MVD’s ability to provide expected and
needed levels and quality of service.
STRATEGIC MATRIX:
Strategies
(priority
order)
Pros Cons Alternative
Solutions
Necessary
Policy
Changes
Probability for
Success
1. Raise
salaries
and
develop
career
paths
See #1.2 above. See #1.2 above See #1.2 above See #1.2 above See #1.2 above
2. Replace
Automated
Business
Systems
·  The Internet has been very successful
in absorbing MVD transaction growth
FY00 Internet transactions = 168,300.
In FY03 Internet transactions =
1,741,300. Regardless, field office
transactions increased from 5.2
million to 5.7 million.
·  Also see #1.1 above
See #1.1 above See #1.1 above See #1.1 above See #1.1 above
3. Increase
staffing
·  Ability to handle ever-increasing
workload and visit times.
·  Better to achieve quality and
Visit times go
up and
customer
None None HIGH; in
combination
11
levels timeliness goals.
·  Greater customer satisfaction.
satisfaction
goes down.
with a menu of
strategies.
RESOURCE ASSUMPTIONS: CUSTOMER SERVICE - Maintaining Acceptable Customer Service Levels throughout
Division
Description FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
FTEs 17.0 17.0
Highway Fund $696,900 $696,900
Other Appropriated Fund 435,900 435,900
Non-Appropriated Fund
Federal Fund / Grants
General Fund
TOTAL FUNDS $1,149,800 $1,149,800
Note: Acceptable customer service levels are expected to be achieved by the end of FY 2007.
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CUSTOMER SERVICE STRATEGIC ISSUE - Identity, Data and Other Theft/Fraud: Identity theft and fraud is the fastest growing
crime in the United States. The FTC reports that 27.3 million Americans have been victims of identify theft in the last 5 years. The
FTC further reported that in 2002 losses to businesses and financial institutions from identity theft totaled nearly $48 billion while
consumer victims reported $5 billion in personal losses.
The driver’s license or identification card have become the standard for providing proof of identity and have become the principal
target for theft and fraud. More thorough enforcement will require enhanced business systems to generate better reporting, audit
trails, title and transaction controls, a more thorough history and record of transactions and more friendly inquiry systems to view the
history of a record.
In September 2003, the GAO reported to the Senate Committee on Finance that improved verification procedures could minimize
vulnerabilities to homeland security, voter fraud, credit markets, federal and state benefits, and other criminal activity.
STRATEGIC MATRIX:
Strategies
(priority
order)
Pros Cons Alternative
Solutions
Necessary
Policy
Changes
Probability for
Success
1. Replace
Automated
Business
Systems
·  The GAO reported that improved
technology and software applications
are critical to stemming this problem.
·  See #1.1 above
·  Without
corrective
action the
risks will
continue or
worsen.
·  See #1.1
above
See #1.1 above See #1.1 above HIGH, as part of
a menu of
strategies
MODERATE to
HIGH, when
implemented as
a stand-alone
strategy
2. Increase
staffing
levels
·  Ability to scrutinize field office
transactions more thoroughly.
·  Greater scrutiny achieved without
lengthening overall customer visit
time.
·  Without
corrective
action the
risks will
continue or
worsen.
Other
strategies in
this matrix
Appropriate
more FTEs
HIGH, as part of
a menu of
strategies
MODERATE to
HIGH, when
implemented as
a stand-alone
strategy
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3. Additional
specialized
training to
detect
fraudulent
documents
·  Increase ability of staff to identify
fraudulent documents.
·  Without
corrective
action the
risks will
continue or
worsen.
Other
strategies in
this matrix
Fund
specialized
training
MODERATE to
HIGH, as part of
a menu of
strategies
MINIMAL, when
implemented as
a stand-alone
strategy
RESOURCE ASSUMPTIONS: CUSTOMER SERVICE - Identity, Data, and Other Theft/Fraud
Description FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
FTEs 2.0 2.0 2.0
Highway Fund $459,600 $175,400 $175,400
Other Appropriated Fund
Non-Appropriated Fund
Federal Fund / Grants
General Fund
TOTAL FUNDS $459,600 $175,400 $175,400
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MOTOR VEHICLE PROGRAM PERFORMANCE MEASURES STRATEGIES TO ADDRESS ISSUE AND
RELATION TO PERFORMANCE MEASURES
PERFORMANCE MEASURES RELATED TO STRATEGIC ISSUE Replace/
Implement
Automated
Business
Systems
Resolve
salary
inequities
and develop
career paths
Increase
staffing
levels
Streamline,
increase,
and enhance
training
Maintain an average customer total visit time (door-to-door) in field offices at 30 minutes
or less.
X X X
Ensure that 72.1% of all vehicle registration renewals are completed through alternate
methods.
X X X X
Increase the number of Internet and IVR transactions and activities to 4.09 million
(average 340,833 per month).
X
Achieve 14.4 million electronic service delivery transactions and activities (average 1.208
million per month).
X
Maintain average Level II telephone wait time at 20.1 minutes. X X X X
Answer 83% of Tech Support service calls within 2 minutes or less. X X X X
Maintain a 2:1 revenue return ratio as a result of fuel tax evasion enforcement efforts. X X X X
Identify 35 findings of non-compliance as a result of fuel tax refund reviews. X X X X
Collect on 75.6% of the combination of all outstanding DCKs and other debt accounts. X X X X
Establish a baseline for the percent of tax reports filed either incorrectly or late in an effort
to reduce such submissions in the future.
X X X
Increase the number of commercial vehicles weighed by mobile enforcement to 8,800. X X X
Maintain waved-thru traffic at 1.0% of all commercial vehicle traffic identified at the fixed
ports (POEs) during hours of operation.
X X X
Ensure third parties complete 36% of all abandoned vehicle inspections. X X X
Ensure the number of third party Level I vehicle inspections is at least 30.7% of total
Level I inspections conducted.
X X X
Increase the collection of direct revenues to $2,826,000 as a result of registration
compliance enforcement efforts.
X X X X
Reduce the period of initial scheduled reviews of driver license fraud cases by the Office
of Special Investigations to 45 calendar days.
X X X X
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MOTOR VEHICLE PROGRAM PERFORMANCE MEASURES (CONT’D) STRATEGIES TO ADDRESS ISSUE
AND RELATION TO PERFORMANCE
MEASURES
PERFORMANCE MEASURES RELATED TO STRATEGIC ISSUE Replace/
Implement
Automated
Business
Systems
Resolve
salary
inequities
and develop
career paths
Increase
staffing
levels
Streamline,
increase,
and enhance
training
Limit the number of dealers repeatedly violating motor vehicle laws to 26. X X
Attain a 153-day average for closing Dealer Investigation cases assigned to the
Office of Special Investigations.
X X X X
Attain a 75-day average for closing Internal Affairs cases assigned to the Office
of Special Investigations.
X X X X
Eliminate the printing of 900,000 pages associated with 296 MVD mainframe-generated
reports identified for page reduction, cancellation/elimination or
consolidation.
X
Maintain the Injury Incidence Rate at 3.90 per 100 employees. X X X
Ensure that 81% of all DUI investigations are processed within 10 days. X X X X
Achieve an average processing time of 41 days for all high volume records. X X X X
Enter an average of 10 accident reports per hour. X X X
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INTERMODAL TRANSPORTATION PROGRAM:
MAINTENANCE STRATEGIC ISSUE - Arizona taxpayers have made a very significant investment in the State’s transportation
infrastructure. Protecting that investment is vital to the State’s economic growth and prosperity. ADOT will employ the best asset
management strategies to protect that investment.
Every year highway safety and the addition of new features to the State highway system require the submission of requests for
additional maintenance funding. This process will continue as our existing system ages and we expand our system through the
addition of HOV lanes, general purpose travel lanes, auxiliary lanes, frontage roads and traffic interchanges. In addition to maintaining
status quo, we are aggressively pursuing new best management practices related to waste and storm water compliance issues that
must be addressed after completion of construction. These are not one-time expenses and the Arizona Department of Environmental
Quality monitors ADOT’s compliance.
Additional funding is required to operate and maintain new miles that are added to the State highway system each year as a result of
new construction. Currently, there is no funding link between the construction of these new highway miles and the cost to maintain
them. New miles of urban freeway require additional in-house resources and/or contracts to maintain landscaping, pick-up litter,
repair cable barrier, sweep roadside debris, maintain signs and pavement striping, repair guardrail and crash attenuators, maintain
drainage facilities and respond to crashes. Added miles also increase electricity costs for new roadway lighting and signals. While
new features or safety enhancements are made, we are still obligated to take care of the existing inventory to extend its life cycle.
Delays in preventive maintenance decrease the life cycle of the items in the feature inventory.
The maintenance staff has been challenged to meet the needs of maintaining new features with static or declining resources while
preserving the existing system. The most visible result has been concern and comments about litter, landscaping and vegetation
control, but less visible maintenance activities such as pavement repair, drainage repair and roadside work, when safe to delay, have
been reduced in their frequency.
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STRATEGIC MATRIX:
STRATEGIES PROS CONS ALTERNATIVE
SOLUTIONS
POLICY
CHANGE
SUCCESS
FACTOR
1. Link funding to levels
of service.
·  Keeps pace with new
features.
·  Improve frequency of
routine maintenance.
·  Public satisfaction
increased.
·  In short run -
essential
maintenance
needs not met.
·  In longer run –
useful life of
investment is
significantly
reduced.
·  Pilot Program
authorizing the
Transportation Board to
allocate the dollars to
maintenance.
·  Defer/delay landscape
construction.
·  Defer/delay non-safety
maintenance activities.
·  Reallocate construction
funding to fund
maintenance.
Legislative
approval
required.
HIGH, as a
stand-alone
strategy.
MODERATE
to HIGH, if
alternative
solutions are
applied.
2. Apply Life Cycle
Costing to maintenance
operation costs for new
features added to
system.
·  Maintenance and
operating costs are
automatically allocated
to operating budget.
·  Provides justification
for operating budget
increases.
Essential
maintenance needs
not met.
Include maintenance and
operational cost component
in the total program cost for
new features.
Legislative
approval
required.
HIGH, as a
stand-alone
strategy.
MODERATE
to HIGH, if
alternative
solution is
applied.
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RESOURCE ASSUMPTIONS: MAINTENANCE
DESCRIPTION FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
FTEs 34.0 15.0 15.0 15.0 15.0
Highway Fund $ 6,500,000 $ 3,000,000 $3,000,000 $3,000,000 $3,000,000
Other Appropriated
Fund
Non-Appropriated Fund
Federal Fund / Grants
General Fund
TOTAL FUNDS $ 6,500,000 $ 3,000,000 $3,000,000 $3,000,000 $3,000,000
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DELIVERY OF THE 5-YEAR CONSTRUCTION PROGRAM STRATEGIC ISSUE - Each year the State Transportation Board
adopts a Five Year Construction Program. This Program is the result of a through, open and collaborative effort with statewide
stakeholders to select and prioritize transportation projects. The operating imperative is to deliver those projects on time, on budget
and in a quality condition.
ADOT will seek ways to maximize the delivery of the Construction Program within the parameters of what our revenue streams allow.
The results focus on a system that improves safety, mobility, accessibility, congestion relief and improve travel times. Delivery
improvements will incorporate the design and construction process changes relating to wastewater and storm water environmental
issues.
STRATEGIC MATRIX:
STRATEGIES PROS CONS ALTERNATIVE
SOLUTIONS
POLICY
CHANGE
SUCCESS
FACTOR
Accelerate delivery of the
construction program to
the extent resources
allow.
·  Addition of new travel
lanes.
·  Reduce congestion.
·  Increase safety.
·  Improve travel times.
·  Increased
congestion.
·  Increased travel
times.
·  Alternative funding
sources e.g. private
funding, public/private
partnerships, toll roads,
toll lanes, etc.
Some
policy
changes
necessary
HIGH, as a
stand-alone
strategy.
MODERATE
to HIGH, if
alternative
solution is
applied.
RESOURCE ASSUMPTIONS: DELIVERY OF THE 5-YEAR CONSTRUCTION PROGRAM
DESCRIPTION FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
FTEs 5.0 5.0 5.0 5.0 5.0
Highway Fund $ 645,000 $645,000 $645,000 $260,000 $ 260,000
Other Appropriated Fund
Non-Appropriated Fund
Federal Fund / Grants
General Fund
TOTAL FUNDS $ 645,000 $ 645,000 $645,000 $ 260,000 $ 260,000
Note: The construction program will be delivered within the parameters of the revenue streams dedicated to support ADOT.
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ACCELERATED COMPLETION OF THE REGIONAL FREEWAY SYSTEM STRATEGIC ISSUE - As Arizona’s urban cores
continue to experience phenomenal growth, the movement of goods, services and people will continue to be an important regional
success factor. Keeping pace will require the full utilization of innovative financing, retention of engineering and management expertise
as well as partnering with interested parties. This is especially true for completion, on an accelerated timeline, of the 1985 voter
approved Maricopa Regional Freeway System. ADOT will complete the construction on the current program by December 2007. A
20-year extension of the ½ cent sales tax was approved by Arizona voters in November 2004. This extension will generate
approximately $9.0 billion for new or expanded freeways as well as provide an average of $11 million per year for improvements in
landscape care and restoration , litter control and roadway sweeping.
STRATEGIC MATRIX:
STRATEGY PROS CONS ALTERNATIVE
SOLUTIONS
POLICY
CHANGE
SUCCESS
FACTOR
Accelerate delivery of the
construction program to
the extent resources
allow.
·  Reduce congestion.
·  Increase safety.
·  Improve travel times.
·  Keep commitment to
the community.
·  Increased
congestion.
·  Increased travel
times.
None None HIGH
RESOURCE ASSUMPTIONS: ACCELERATED COMPLETION OF THE REGIONAL FREEWAY SYSTEM
DESCRIPTION FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
FTEs 25.0 13.0 5.0 5.0 3.0
Highway Fund / RARF $3,607,542 $7,685,028 $12,762,225 $14,269,780 $15,184,890
Other Appropriated Fund
Non-Appropriated Fund
Federal Fund / Grants
General Fund
TOTAL FUNDS $3,607,542 $7,685,028 $12,762,225 $14,269,780 $15,184,890
Note: ADOT’s Accelerated Regional Program Delivery Plan reflects the extension of the existing Maricopa County ½ cent sales tax.
21
INTERMODAL TRANSPORTATION PROGRAM PERFORMANCE MEASURES:
STRATEGIES TO ADDRESS ISSUE
AND RELATION TO PERFORMANCE MEASURES
PERFORMANCE MEASURES RELATED TO STRATEGIC ISSUES
Link
funding to
levels of
service
Apply Life Cycle
Costing to
maintenance
operation costs for
new features
Accelerate delivery
of the construction
program to the
extent resources
allow
Increase the total maintenance travel lane miles open to traffic to 29,100 X X X
Maintain an International Roughness Index (IRI) smoothness rating factor of
less than 171 (mediocre) on at least 95% of State highways
X X
Attain a Level of Service (LOS) in which 80% of the State Highway System
is maintained at minimum acceptable standards
X X
Increase the total travel lane miles open to traffic to 18,790 X X
Increase the travel lane miles in the Maricopa Regional Freeway System
open to traffic to 846
X X
Ensure that the Transportation Board awards a minimum of 100% of the
total construction dollars planned to be awarded
X X
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AGENCY TOTAL for ALL resource assumptions described individually:
Incremental Costs to Prior Year’s Base – FY 2006 to FY 2010
DESCRIPTION FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
FTEs 83.0 52.0 27.0 25.0 23.0
Highway Fund $14,409,042 $33,202,325 $31,082,625 $21,529,780 $21,444,890
Other Appropriated Fund 435,900 435,900
Non-Appropriated Fund
Federal Fund / Grants
General Fund
TOTAL FUNDS $14,844,942 $33,638,225 $31,082,625 $21,529,780 $21,444,890