Project S.L.I.M. report on the Transportation Planning Division, Arizona Department of Transportation

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GOVERNOR'S OFFICE FOR
EXCELLENCE IN GOVERNMENT
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Report on the
Transportation Planning Division
Arizona
Department of Transportation
February 1, 1994
TABLE OF CONTENTS
Transmittal Letter ..
Acceptance Letter " ii
Executive Summary P. 1
RECOMMENDATIONS
1. Project Teams and QPI P. 7
2. Individual Productivity/ Service Level Measurement P. 9
3. Priority Programming Process: Deadline Change
And Public Outreach P. 11
4. Organizational Structure P. 14
Exhibits
# 1 Transportation Planning Flow P. 26
# 2 OEG/ TPD Partnering Agreement P. 27
# 3 Team Activities Matrix P. 36
# 4 OEG Organizational Analysis Methodology P. 39'
# 5 Peer Evaluation Form P. 40
# 6 Customer Response to Service Form P. 41
# 7 Subordinate Review of Supervisor Form P. 42
# 8 Priority Programming Process P. 43
# 9 TPD Products and Services P. 44
# 10 TPD Current Organizational Chart P. 58
# i i TPD fv1afhJated Pioducts arid ServIces § ••••••• ~ ~ P. 59
# 12 TPD Proposed Organizational Chart P. 62
# 13 TPD Staff/ Equipment Reductions P. 63
FIFE SYMINGTON
GOVERNOR
OFFICE OF THE GOVERNOR
OFFICE FOR EXCELLENCE IN GOVERNMENT
1700 West Washington, Suite 300, Phoenix, Arizona 85007 • ( 602) 542- 7546 • Fax ( 602) 542- 1220
February 1, 1994
Mr. Larry Bonine, Director
Arizona Department of Transportation
206 South 17th Avenue
Phoenix, Arizona 85007
Dear Mr. Bonine:
The Governor's Office For Excellence In Government's Project SLIM Team has
completed its review of ADOT's Transportation Planning Division, and we are pleased
to present to you our report of findings and recommendations. Our review was
conducted from October, 1993 through January, 1994.
In total, we identified benefits of approximately $ 2 million for the Division, of which
$ 1 million is annual cost reduction, and $ 1 million is one- time cost avoidance. We
wrote 4 sets of formal recommendations, containing 14 suggestions for improvement,
and identified 25 " bullet- point" issues that should be considered by internal ADOT
Quality Teams as potential areas for improvement. As in the Highways Division
analysis, the methodology used by this team relied heavily on input from ADOT
customers, stakeholders, and staff at all levels. Every effort has been made to
achieve " buy- in" from each of these constituencies. The team conducted a total of
83 interviews ( 52 internal/ 31 external), and was involved in 51 meetings and 3 formal
presentations held for the so! e purpose of developing a consensus between ADOT
staff and the Office For Excellence. Therefore, we believe the recommendations
contained in this report are realistic and implementable.
We thank you and all of the ADOT staff who assisted us in this effort, and we look
forward to continuing our analysis in the Aeronautics Division beginning in February,
1994.
,/ tY~ k//;/~ 1~''&/'+ r~
Rick Marcum
Team Leader
Sincerely,
i
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Ro r Andrus
T m Member
ARIZONA DEPARTMENT OF TRANSPORTATION
206 South Seventeenth Avenue - Phoenix, Arizona 85007 · 3213
Phone: ( 602) 255 · 7226 - FAX: ( 602) 255- 6941
FIFE SYMINGTON
Governor
February 4, 1994
Mr. Tim Boncoskey, Director
Governor's Office of Excellence
1700 West Washington, suite 300
Phoenix, Arizona 85007
Dear Tim:
LARRY S. BONINE
Director
We have received the SLIM report for the Transportation Planning
Division and concur with the findings and recommendations that
have been detailed by your staff. Mr. Marcum and his team have
done an excellent job and we very much appreciate the
professional way in which they worked with our staff on some
extremely sensitive issues.
The activities of this SLIM team have been a great complement to
our Quality and Productivity Initiative here at ADOT. We will
immediately begin the implementation of these recommendations and
the additional issues identified in this report.
We look forward to having your staff assist us through the next
year with the Administrative Services and Aeronautics Divisions.
ine
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HIGHWAYS AERONAUTICS MOTOR VEHICLE PUBLIC TRANSIT ADMINISTRATIVE SERVICES TRANSPORTATION PLANNING
EXECUTIVE SUMMARY
The Governor's Office For Excellence In Government ( OEG) initiated a review of the
Arizona Department of Transportation ( ADOT) Transportation Planning Division ( TPD)
in October, 1993. The review of the Division was conducted by a two- person Project
SLIM Team, and was completed in January, 1994. This summary describes the
objectives of the review, the methodology used during the analysis, and the
recommendations made as a result of the effort. The potential benefits of the
recommendations have been quantified, suggested implementation dates provided,
and recommendations requiring legislative changes identified.
In total, 4 sets of formal recommendations were written and 25 " bullet- point" issues
identified, yielding benefits of approximately $ 2 million ($ 1 million in annual cost
reductions, and $ 1 million in one- time cost avoidance). The impact of these
recommendations on the staffing levels of the Division was a reduction of 39
positions, comprised of 19 filled and 20 vacant funded positions. It is the firm belief
of the Project SLIM Team that these benefits can be realized while maintaining or
exceeding the Division's current service levels.
TPD MISSION
The Transportation Planning Division plans, programs, and researches transportation
improvements throughout Arizona. The Division, with 106 FTEs and an annual budget
of $ 3.9 million, is responsible for the planning of the statewide transportation system,
including highway, transit, rail, bicycle, pedestrian, and airport facilities. Its functions
include air quality coordination, state and national policy development, transportation
research, traffic and travel studies, priority programming, and coordination with local
and regional transportation planning agencies. The Division produces the annual 5­year
Construction Program which establishes the priorities for highway and airport
projects within the state. This program is reviewed and approved by the State
Transportation Board on an annual basis ( see Exhibit # 1, entitled " Transportation
Planning Flow", p. 26).
OBJECTIVES AND GOALS
The overall objective of the OEG review was to evaluate the ADOT Transportation
Planning Division using organizational analysis and Total Quality Management ( TQM)
techniques, identifying areas where operating costs could be reduced and
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were to streamline processes; improve systems and procedures; eliminate re- work and
unnecessary work; to re- align groups with related functions, and to privatize functions
when appropriate. Additionally, the OEG Team facilitated the establishment of a new
organizational structure that will support the long- term goal of continuous
improvement.
METHODOLOGY
The approach used in this study was to take an integrated view of the Division,
studying the following variables in each of the areas reviewed:
• mission
• strategic focus
• process flows
• technological support
• information management
• organizational performance measurements
• quality and service levels ( customer orientation)
• organizational structure
• logistics and physical assets
The analysis began with a " partnering" session, involving ADOT executive staff; TPD
management down to the Section level; OEG executive staff; and the OEG SLIM
Team. The purpose of the partnering session was to identify mutual expectations for
the review, and to create an issue/ conflict resolution procedure. A copy of the
partnering agreement is presented in Exhibit # 2, p. 27. Next, the team studied " shelf
data" provided by ADOT, to become familiar with the mission, size, structure, and
responsibilities of the Transportation Planning Division. The next phase, called
" scoping" , involved extensive interviewing and surveying of ADOT employees at all
levels, as well as ADOT customers and constituents. The purpose of this exercise
was to identify potential areas for improvement within the Division. During the course
of the review, the Team conducted a total of 83 interviews ( 52 internal and 31
external, see Exhibit # 3, " Team Activity Matrix", p. 36). The team also conducted
a written survey of all TPD employees, visited the TPD operations in Tucson and
Tempe, and conducted telephone interviews with Department of Transportation
representatives from other states.
Through the use of the interview and survey instruments, the Team identified
potential improvement areas in the Division, progressing through the various
organizational units. As issues were identified, meetings were scheduled with the
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appropriate TPD managers in an effort to reach consensus about the issues on which
the SLIM Team would focus its efforts. The issues ultimately receiving such
consensus were developed into the 4 sets of formal recommendations contained in
this document. The balance of the issues identified became the bullet- points that are
found on pages 5, 6. Once an issue was identified as one to be developed into a
formal recommendation, appropriate analytical techniques were employed to develop
and quantify the recommendation, such as:
• identification of error prevention activities
• root cause analysis
• pareto analysis
• force field analysis
• process flow charting
• assessment of organizational structures:
- spans of control
- cost to manage
- managerial layering
- alignment of mission
- overlapping or redundant functions
- centralization vs decentralization
When this activity was accomplished, meetings were again scheduled with TPD
management at all levels to begin the consensus- building process on the formalized
recommendation and any benefits identified. In total, 51 such meetings were held
during the course of this study. Additionally, the OEG Team made 3 formal
presentations during the process aimed at building consensus. A high- level process
flow chart of the above OEG methodology used in TPD is found on Exhibit # 4, entitled
" Organizational Analysis Methodology", on p. 39.
SYNOPSIS OF RECOMMENDATIONS
This report contains four sets of recommendations, comprised of fourteen suggestions
for improvement:
1. PROJECT TEAMS AND QPI - This recommendation calls for TPD to adopt
a project team approach to conducting business rather than the traditional
work group method. This concept should be the foundation of the Quality
and Productivity Initiative ( QPI) in the Division. Successful implementation
of this suggestion will result in improved morale, higher productivity, greater
innovation, and enhanced customer service.
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2. INDIVIDUAL PRODUCTIVITY/ SERVICE LEVEL MEASUREMENTS - This
recommendation suggests that TPD use peer evaluations, customer
feedback, and subordinate evaluations of supervisors to drive the state
Employee Performance Appraisal System ( EPAS) rating within the Division.
This should result in increased morale, productivity, and customer
satisfaction.
3. PRIORITY PROGRAMMING PROCESS: DEADLINE CHANGE AND PUBLIC
OUTREACH - This recommendation suggests that TPD make a concerted
effort to inform the public about the state process for determining which
road construction or improvement projects get funded first and why. The
second part of the recommendation calls for TPD to suggest a legislative
change which would allow the Division's Five Year Program document to
be completed two months after the end of the legislative session. Benefits
of these recommendations include better public relations for ADOT,
improved priority programming due to increased customer input, and more
efficient planning due to accurate information regarding available funding.
4. ORGANIZATIONAL STRUCTURE - This set of recommendations calls for
the following improvements:
• All TPD activities be re- prioritized and re- evaluated
• The base- level organization be reduced from 106 FTEs to 72 FTEs
• One layer of management be abolished
• Activities in three areas be contracted out
• The resources from FTE reductions be used to fund the contracting of
services related to those FTE reductions
• The TPD redeployment pool be utilized to complete short- term
mandatory projects
• An internal team conduct an automation study of a major TPD system
The benefits derived from this set of recommendations are:
• Annual cost savings of $ 1 million
• One- time cost avoidance of $ 1 million
Total Benefits = $ 2 million
4
BULLET POINT ISSUES
In addition to the 4 sets of formal recommendations, the Team also identified 25
" bullet- point" issues. These are areas that did not receive the necessary consensus
to warrant developing them into formal recommendations, but were considered to be
important enough to list as potential areas for further improvement, and should,
therefore, be investigated by future ADOT or TPD internal quality teams:
1. Consolidate groups that interface with COGS and rural areas
2. Consolidate air quality components statewide
3. Consolidate air quality components within ADOT
4. Are all studies/ research necessary ( who are customers/ are studies used)
5. Should PAG/ TPD staff be transferred to Pima County
6. Consolidate groups working with federal grant dollars and/ or legislative
mandates
7. Legislative liaison function - centralize in dir's office( lmpact of this on state and
national policy branch of TPD)
8. Are staff organized properly to meet ISTEA mandates?
9. Possible duplication: traffic engineering and TPD traffic counts
10. Feasibility of MVD & Highways helping TPD with ISTEA mandates
11. Need for a centralized ( dir's office) " Development" function: i. e., to champion
ideas - develop them from research to reality
12. Role clarification of local government units in highways & TPD
13. Corridor studies done by TPD not utilized ( done to appease local governments?)
14. Are TPD planners paid at market rate
15. Impact on TPD of shift in responsibility from ADOT to MPO's as per ISTEA
5
16. Motor carrier- related responsibilities centralized in MVD
17. Centralize print shop and graphics ( agency- wide). Review for appropriate
classifications, staffing level, and reporting structure ( in conjunction with
OEG/ ASD review).
18. Require ADOT " in- house" first for graphics work
19. Modify annual report on expenditures
ASD RELATED ISSUES
20. Possible redundancies between planning admin. section ofTPD and ASD admin.
unit
21. TPD project managers inability to get data on consultants from ASD ( pay data)
22. Should grants accounting in TPD be located in ASD?
23. Should ATRC contracts come out of engineering consultant services or ASD?
24. Verification of reliability of TRACS data
25. Transit Branch payment process to rural communities is too slow
It should be noted that most of the original ideas for improvements and cost savings
contained in this document came from the employees and customers of ADOT. It
was the methodology used by the Governor's Office For Excellence In Government
that encouraged this input from all levels of the Agency, and developed that input
through a consensus- oriented process into tangible opportunities for change and
improvement. Once again, the OEG Team commends ADOT/ TPD management and
employees for their assistance during this analysis. The Agency's continued
commitment to quality is revealed by management's willingness to make the types of
changes represented in this document.
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PROJECT TEAMS AND OPI
Current Situation
ADOT's Quality and Productivity Initiative ( QPI) is the Agency's formal program for
infusing the principles of Total Quality Management into the day- to- day operations of
the organization. Part of the standard methodology for implementing this initiative at
the Division level is for the Division Director to form a Quality Council, which in turn
begins the task of forming process improvement as well as other quality teams to
address issues deemed by the quality council to be of strategic importance. These
teams are typically cross functional, and come together for a short period of time to
deal with one or two critical issues.
The Transportation Planning Division has historically functioned in a traditional
( hierarchical and compartmentalized) manner. Individuals have specialized in their own
highly focused areas. Cross- training, rotation of assignments, and cross- functional
problem solving have not been fully utilized.
Impacts
The result of trying to implement the QPI effort through standard work groups is that
inertia tends to keep things " business as usual". " Quality" meetings tend to resemble
traditional staff meetings, and, therefore it is difficult to accomplish meaningful
process improvements or establish the environment for continuous improvement.
Recommendations
We suggest that TPD implement a project team approach to replace the traditional
work group approach. With this approach the supervisor should be viewed as a team
leader ( or facilitator) who is responsible for:
facilitating the team- building process
ensuring the delivery of appropriate training through ADOT or the OEG
Institute for Excellence
eliminating obstacles to success for the team
providing feedback to the team on results
coordinating peer and customer evaluations of individual and team
performance
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completing EPAS evaluations ( driven by peer and customer input)
handling personnel- oriented issues
providing necessary information to the team regarding Division and
Agency initiatives, events, directives, etc.
empowering the individual team members to be successful
The last item on the list, empowerment, is critical to the success of the project team
approach. Elements of an empowered employee are:
customer- oriented objectives are known and understood
knowledge and skills needed to accomplish customer expectations
have been mastered
the authorization to act in order to meet customer expectations has
been communicated and accepted
a continuous feedback system from team members to team leader is
in place
accountability for outcomes rests with the person doing the job
Team meetings should be frequent ( at least once a week) and should include
performance updates by each team member. The updates should review weekly
activities, and include problem identification. Problem resolution and cross training
should eventually become a standard by- product of these weekly briefings.
Brainstorming sessions and other TQM problem solving techniques should be
incorporated during these sessions as appropriate.
It is recommended an individual from TPD be identified to receive training from the
Office For Excellence In Government's Institute so as to become certified to deliver
" just in time" training to supervisors and teams within TPD on the subject of
managing Project Teams and Total Quality principles.
Benefits
Successfully moving from a traditional work group to a quality- based project team
approach will create a more productive, innovative, and motivated group resulting in
the group accomplishing more with improved quality and customer satisfaction.
Suggested Implementation Date: April 3D, 1994.
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INDIVIDUAL PRODUCTIVITY/ SERVICE LEVEL MEASUREMENT
Current Situation
The Transportation Planning Division is organized into standard work groups, and
utilizes the traditional EPAS evaluation tool to measure individual job performance.
Some units and individuals within the Division are very effective and fully productive
while other units and individuals are languishing. Individual work productivity is not
effectively measured, and individual and group service levels from a customer­oriented/
value- added perspective are unknown. In general, the current organizational
focus is not on individual performance or on measuring the level of customer
satisfaction.
Impacts
Because there is a general consensus in the Division that some staff members do not
have the appropriate skills, abilities, and attitudes to perform their duties effectively,
some employees are under- utilized. The little performance measurement that exists
is activity- based, and makes no attempt to determine if the activities listed are
mission- related or value- added. Some of the products and services generated by the
division are self- assigned by under- utilized individuals and often do not have a
meaningful customer demand associated with them. The Division has significant
morale problems as a result of this situation.
Recommendations
Performance appraisals should be driven by an ongoing communication among
customers, stakeholders, peers, and supervisors. This feedback loop should focus on
immediate improvements that can be made through customer and line employee input,
as well as the identification of areas for longterm improvement. The Supervisor in this
environment should function as a leader, coach, and mentor, creating an environment
which fosters individual growth and teamwork. This recommendation, designed to
work in conjunction with the Project Team approach described earlier, suggests that
TPD adopt a new system for measuring the performance of employees and
supervisors. Although this approach will revolve around the standard EPAS required
by state government, it will create a new methodology for determining what that
EPAS score will be. At the heart of this approach is the requirement to measure the
reaction of customers and peers to an individuals job performance. Also included in
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this concept is the evaluation of supervisors or team leaders by the team members.
This evaluation should playa significant role in determining the supervisor's EPAS
score. Sample evaluation forms are included for review by TPD management ( see
exhibits # 5,6,7, pp. 40- 42). It is suggested that informal reviews be done quarterly,
and that these supplemental evaluations be added to the EPAS criteria and be given
the maximum weight allowable ( 4). TPD is encouraged to develop customized, in­house
evaluation forms to accomplish this recommendation. Exhibits 5, 6, and 7 are
intended as guidelines only.
Benefits
This recommendation should result in improved morale and creativity, workload
sharing, increased productivity, and enhanced customer satisfaction. When combined
with the Project Team approach this recommendation will result in more resources
being available to accomplish specific tasks. This efficiency savings in person hours
could then be redirected toward meeting any new demands.
Suggested Implementation Date: April 30, 1994.
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PRIORITY PROGRAMMING PROCESS:
DEADLINE CHANGE AND PUBLIC OUTREACH
Current Situation
The Arizona Department of Transportation ( ADOT) is responsible for designing,
constructing, and maintaining all interstate and state highways in Arizona, and for
providing financial assistance to public airports for development projects. One of the
tools ADOT uses to accomplish this is called the priority programming process. To
function effectively, this process requires extensive public participation combined with
a thorough technical evaluation of all projects. This process is a key element in the
ADOT mission to provide a Transportation system which meets the needs of the
citizens and residents of Arizona. The Division responsible for the priority
programming process is the Transportation Planning Division. TPD's goal is to be as
objective as possible when prioritizing which projects get funded first. The criteria for
this are found in A. R. S. 28- 111, and include:
safety factors
user benefits
traffic generation
public input
environmental factors
sufficiency ratings
route continuity
funding availability
ADOT produces annually a document called the " Five Year Transportation Facilities
Construction Program", which is the center piece in the priority programming process.
This document must be adopted by the Arizona State Transportation Board by June
30 of each year, which coincides with the deadline for the state budget document
produced by the Arizona Legislature. The State Transportation Board has the authority
to determine which transportation projects are funded first, and this process is
facilitated by the Priority Planning Committee, a multi- agency group appointed by the
ADOT Director, and managed by the Transportation Planning Division of ADOT.
Highway improvement needs identified through public input and internal technical
studies far exceed available funding, resulting, therefore, in the importance of the
priority programming process. ( see priority programming process flow chart, Exhibit
# 8, p. 43).
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Impacts
The priority programming process is a complex one involving many variables. One of
the more critical variables is the input received from the public. Opportunities for this
input exist, but are not well communicated or understood. In fact, there is a
perception among significant ADOT customers and stakeholders that the priority
programming process is a " back room, closed door" operation. This perception
problem is related to the failure by ADOT to widely and effectively communicate the
opportunities for input that do exist.
A second impact relates to the June 30 deadline for submitting the ADOT Five Year
Program document. The TPD staff responsible for completing this document often do
not know what their true budget allocation is going to be until hours before the
legislative deadline for the budget approval, since both deadlines are June 30. This
often requires a flurry of last minute adjustments and re- prioritizing of projects,
creating an inefficiency that undermines strategic planning methodologies.
Recommendations
In order to address the public perception problem relating to the priority programming
process we recommend TPD develop a public outreach campaign regarding the
process, highlighting opportunities for public input. Elements of the campaign should
include, but not be limited to, educational brochures, public service announcements
( video and audio productions), and frequent appearances by TPD staff on the ADOT­produced
community education television show, " Street Talk". All of these activities
can be done in- house by existing ADOT services at a minimal additional cost to the
agency.
The issue of the parallel budget and Five Year Program deadlines should be addressed
with a legislative change which would stagger by two months the deadline for the
Budget and the Five year program document. Requiring the Five year Program
document to be completed by August 31 would avoid the last minute problems
encountered in the current arrangement.
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Benefits
The public outreach program will result in better public relations, an improved image
for ADOT, and better public support for ADOT projects. It should also increase the
level of public input into the planning process, which may improve the overall process
itself.
The staggered budget recommendation will allow ADOT to complete the Five year
program with full knowledge of what funds will actually be available to the Agency.
Suggested Implementation Dates:
Public Outreach Initiative - June 30, 1994
Legislative Change - June 30, 1995,
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ORGANIZATIONAL STRUCTURE
Current Situation
TPD is currently producing 195 products and services ( see Exhibit # 9, entitled
" Current Products and Services", p. 44). These products and services are currently
provided by 106 ( including 9 double- fill) full time positions ( see Exhibit # 10, entitled
" Current Organizational Chart", p. 58). Only 73 of these products and services,
however, are mandated by federal or state statute and regulation. The person hours
required to produce these mandated activities amount to 124,718 hours, or 68 full
time employees { based on 1,820 available hours annually per person ( see Exhibit # 11,
entitled " TPD Mandated Products and Services", p. 59). Some staff are working on
projects which have no mandating authority or clear customer demand. Other staff
are working on projects which are seasonal and do not require full time activity.
Some staff have considerable free time while others are not able to get their duties
completed in the time allocated. The significant morale problem encountered at TPD
is partially attributable to some staff feeling overworked while other staff are under­utilized.
There are multiple external demands on the Division Director's time. Consequently,
the Director is frequently absent from the daily operation for long periods. TPD's
organizational structure is very informal and reporting lines have become blurred. The
delegation and assignment of work projects have been based more on individual skills
and abilities than on who should be organizationally responsible. At times, the
organization has been altered to accommodate personalities rather than the individual
performing to established standards of performance.
Computerized Traffic Data System
The current computer traffic data system is personnel- dependent. The
operator is the only person with complete knowledge of how to operate
and maintain the system. The system is not completely documented and
if the operator is unavailable, the consequences to ADOT are unknown.
The only operator is currently looking for a position outside of ADOT. TPD
is in the process of purchasing a documented, automated software system
for the management of traffic data. The Traffic Data System ( TRADAS) is
known as the " Chaparral System." It is composed of two major
subsystems: the Data Collection Management System ( DCMS) and the
Standard Traffic Monitoring System ( STMS). This software is an
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automated system for collecting, editing, summarizing, and reporting of a
wide range of traffic data. All common components or traffic data
collection, including volume, vehicle classification, weight, speed, headway,
gap, length, and turning movements can be processed. Additionally, the
new system can accept newer technological data such as Weigh- In- Motion
( WIM).
Traffic Counts
There has been a history of criticism regarding the quality of the numbers
used in recording traffic counts. Employee error and equipment failure have
been problems. The present staffing pattern for conducting counts is 7
FTEs ( one position is vacant). The Travel and Facilities Branch is in the
process of adding additional Automatic Traffic Reporters ( ATRs) which will
reduce the number of staff required to conduct counts.
Video Logging
The video logging crew consists of 3 FTEs and a van for the equipment.
The intent is that the crew will video 100% of the state and federal
highway systems each year. The crew itself has experienced a tremendous
amount of down time. At the present time there is little equipment
available for districts to make use of the video logs that are being collected.
Video logging is critical for liability purposes.
Pavement Condition Surveys
Pavement condition is monitored by several areas. Materials Section uses
two vehicles and summer interns to measure cracking, rutting, and
roughness over the state and federal systems. The Maintenance Section
( Highways Division) uses one FTE and a vehicle for covering the entire
system for conditions and inventory.
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Highway Performance Monitoring System ( HPMS)
The HPMS field crew consists of two FTEs and two vans. HPMS collects
total roadway inventory information such as: lane width; shoulder width;
pavement type; pavement condition; information on sub- base; right- of- way
width, etc. The field crew also conducts a subjective pavement condition
evaluation. There are 78 different items which are supposed to be collected
by HPMS personnel. This system is fragmented and not all of the data is
collected.
During the scoping interviews, ADOT/ TPD management expressed the
intent to purchase an Automatic Road Analyzer System ( ARASl vehicle that
would be capable of providing video logging, pavement condition surveys,
and HPMS data. The approximate cost of this vehicle is $ 900,000.
Future Projects
• Metric Marking
The metric marking of the highway systems within Arizona is in need of
completion.
• Global Positioning System ( GPS)
The GPS marking of the highway systems within Arizona is being
considered by ADOT.
• Intermodal Surface Transportation Efficiency Act ( lSTEAl Functional
Classification Descriptions
The functional classification descriptions for highways need to be
updated to meet ISTEA requirements.
• ISTEA Management Systems
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The ISTEA legislation mandates that state transportation departments
develop a variety of automated management systems. Three of these
( congestion management, multi- modal, and public transit) are assigned
to the Transportation Planning Division. These systems must be
developed and functioning by October 1, 1995.
Impacts
Organizational Structure
• The multiple external demands on the Division Director results in
frequent absences and delays in decision making and impacts negatively
on the day- to- day leadership role of that position. The Director's
involvement in external activities, however, is necessary and essential
for TPD to perform properly
• TPD's current organizational structure is not conducive to the most
effective utilization of resources, resulting in the Division depleting
limited resources on activities that are not clearly value- added to its
mission
• There are many positions which do not have enough work to justify a
full- time position. Some employees have developed projects just to fill
their time
• Some employees focus on a single project or responsibility, while other
employees have more work than they can perform
• Some responsibilities can be contracted to consultants cheaper than the
work can be performed by ADOT personnel
• The poor distribution of workloads has created negative morale which
diminishes productivity
• Marginal areas of importance to the Agency receive more resources than
they deserve, and critical activities are not getting the attention they
require.
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Computerized Traffic Data System
• The present system is not usable by more than the operator. In the
event the operator leaves, ADOT would have great difficulty using the
current system.
Traffic Counts
• Traffic counts are conducted Monday through Thursday at the rate of 24
counts per FTE. Private contractors routinely achieve higher
productivity, better efficiency and more timely counts.
Highway Performance Data Collection
• Currently, highway and system data are collected by various, fragmented
efforts. Video logging, highway inventory, sign inventory, and similar
types of pavement status are collected by separate systems,
Video logging
• Current video logging practices are inefficient and the information
frequently is not useful to other areas of ADOT.
Pavement Condition
• Pavement condition status is collected in a fragmented manner and
frequently duplicated without the information being useful to those who
most need it.
Highway Performance Monitoring System ( HPMS)
• The HPMS system and data collection are fragmented. Travel and
Facilities has 2 FTEs and 2 vans assigned to HPMS field duty. There are
other FTEs that are assigned to the handling of HPMS data in various
parts of ADOT.
18
Future Projects
• Metric Marking
The metric marking of the highway systems within Arizona is a one time
event that will need to occur in the future.
• Global Positioning System ( GPS)
The GPS marking of the highway systems within Arizona needs to occur
in the future. GPS markings, under current technology, would allow for
much greater and more efficient use of highway data that is collected.
• ISTEA Functional Classification Descriptions
ISTEA requires updating of the current functional class descriptions and
the addition of new ones where necessary.
• ISTEA Management Systems
Currently, TPD does not know the amount of staff time required to meet
this mandate, and they do not have staff resources available.
Recommendations
Organizational Structure
• All TPD activities should be re- evaluated and re- prioritized. All
unnecessary non- mandated activities should be eliminated. Through the
establishment of project teams and performance measurements, a goal
should be established to reduce the current person hours involved in all
projects by 15- 20%. Based on the person hours required to complete
mandated activities, this should result in a productivity enhancement
equal to 10- 14 FTEs.
• The establishment of a Deputy Director position to manage the day- to­day
operations of TPD in the Director's absence. The Director and
Deputy Director should function as a leadership team.
19
• Centralize data collection and improve services by contracting and
automating all or some of the following activities: computerized traffic
data system, video logging, pavement condition surveys, and the
highway performance monitoring system.
By focusing on mandated and critical non- mandated activities; using a
project team approach; introducing peer, customer, and team- leader
evaluations; and by contracting certain functions, the staffing level of TPD
can be reduced from 106 to 72 FTEs ( see Exhibit # 12, entitled " Proposed
Organizational Structure", and Exhibit # 13, entitled " TPD Staff/ Equipment
Reductions", pp. 62 and 63, respectively).
Computerized Traffic Data System
• The purchase of a documented, automated software system for the
management of traffic data allows ADOT to expand the present system
as new needs and technology develop. Automation of this area reduces
the number of FTEs needed to manage the data,
Traffic Counts
• Traffic counting continue to be automated and expanded.
• The abolishment of 2 federally funded FTEs.
• The use of federal funds to purchase additional ATRs, bringing the total
number up to 80 stations.
• Productivity of traffic counting staff be increased from 24 counts per
week to 33 counts per week. Reduce the staffing level by 1 supervisory
and 4 staff FTEs.
Automated/ Centralized Collection of Highway Data
OEG, TPD, and Materials Section have reviewed the use of new,
automated, and combined technology to facilitate the collection of highway
condition data. Automatic Road Analyzer Systems ( ARAS) use the latest
technologies available and combine those technologies into one portable
20
unit. The use of ARAS by other countries, states, counties, and
municipalities was researched. The contracted use of an ARAS unit
improves the collection of data, reduces associated costs by requiring
significantly less staff and vehicles, allows for updated technological
improvements, and provides for the collection of additional data with the
flip of a switch. OEG recommends that ADOT move into this method of
combining the collection of data. The ability of ADOT to meet current and
future federal OSTEA) reporting requirements will be greatly enhanced by
the use of an ARAS.
The centralized, contracted collection of certain data by an " ARAS" type
service provides for availability of the following collection systems
Distance Measurement Instrument ( DMI)
Roughness Profiler
SVHS Video Log
Auto Pan Right- of- Way Camera
Pavement Distress Assessment
Retro- reflection
Global Positioning System ( GMS)
Geometrics Crossfall, Grade, Heading, Line of sight,
Safe passing zones, ponding depths
Sign Inventory
Video logging
• Annual video logging of the interstate system and one- third of the
state system be contracted out to an " ARAS" type service to
improve efficiency, effectiveness, and service. One basic data
collection unit would eliminate unnecessary duplications of
activities and reduce costs.
Pavement Condition
• Pavement condition status collection be contracted out to an
" ARAS" type service to improve efficiency, effectiveness, and
service. As with the video logging, one basic collection unit
would eliminate unnecessary duplications of activities and reduce
costs.
21
Highway Performance Monitoring System ( HPMS)
• The combining of the Travel and Facilities video and HPMS crews
allows for a reduction in staff and better services. This combined
crew is necessary for the " off" state/ federal highway system
collection of HPMS/ video data.
• ADOT establish an internal team to conduct a business area
analysis of the HPMS system. The same team that studied
Equipment Services MIS could be used for the HPMS study. The
expertise, except training for new team members, is already in
place. Utilization of this resource results in a significant savings
due to limited use of " outside" consultants to perform this task.
Ability To Shift Funds Related To Contracting Recommendations
• Due to the previous recommendations to reduce staff and improve
services, it is recommended that TPD be allowed to shift funds
from staff funding sources ( FTE reduction savings) to contracting
services related to OEG recommendations ( ARAS).
Future Highway Projects - Use of Redeployment Pool Resources
• Metric Marking
• Global Positioning System ( GPS)
TPD and redeployment personnel be used to conduct the combined
establishment of metric and GPS sites for the highway systems.
• ISTEA Functional Classification Descriptions
Redeployment personnel be used to meet the ISTEA requirements of
updating the current functional class descriptions.
• ISTEA Management Systems
It is recommended that as staff resources are made available through
productivity and service improvements outlined in this document, that
these additional resources be directed toward the management systems
22
project. If this productivity savings does not materialize in time, then the
need for consultant support should be quantified and presented to the
appropriate levels of management for approval. It is also recommended
that ADOT forms a team to study the proper management alignment of
all of the mandated management systems to determine the best fit in
regard to the Agency's planning and programming responsibilities.
Benefits
Computerized Traffic Data System
• TPD's purchase of a new traffic data management system releases
ADOT from a very restricting, personnel- dependent system. It also
provides ADOT with outside technical support and the capability to
expand and add new technology. The new system also reduces the
need for the addition of permanent staff to maintain the system. The
automation of the traffic data system, along with OEG's
recommendations for the re- alignment of staff responsibilities, results in
a reduction of FTEs.
Traffic Counts
• Productivity is increased in this area to make the operation competitive
with the private market. As a direct result, there is a reduction in the
number of staff necessary to complete these responsibilities.
Video Logging
• Services and operations are substantially improved through the use of an
" ARAS" type service which combines several functions for the collection
of data. The reduction in staff and the combining of HPMS/ video
functions also improves services.
Pavement Condition Surveys
• The reduction of collection of data from several systems and operations
to an " ARAS" type contracted service, eliminates the duplication of
collection efforts, and establishes a professional data collection service
for ADOT.
23
Highway Performance Monitoring System
• HPMS will be given a thorough study to determine all facets of the
system. Further recommendations will be made as a result of the ADOT
internal team study.
Future Projects
• Metric Marking
• Global Positioning System ( GPS)
Using TPD and redeployment personnel to conduct the combined
establishment of metric and GPS locations provides a " temporary"
labor pool to meet a " peak" need.
• ISTEA Functional Classification Descriptions
Redeployment personnel be used to meet the ISTEA requirements of
updating the current functional class descriptions. This is an excellent
project for the use of telecommuting.
It is estimated that these three redeployment pool projects will result in a
one- time cost avoidance of $ 150,000.
Suggested Implementation Date:
To begin immediately upon approval of ADOT Director, and fully
implemented by October 1, 1994.
24
Organizational Structure
• The reduction of 39 positions ( 34 in TPD and 5 positions in Highways
Division- Materials Section), resulting in the following cost savings:
$ 1,250,000 in annual salary savings ( includes
25.5% ERE and $ 87,174 in Highways
Division/ Materials Section FTEs)
• $ 614,000 - 20 Vacant positions
• $ 636,000 - 19 Filled positions
• $ 24,000 savings in TPD travel
• ($ 350,000) Estimated annual cost of contracting data collection
• $ 924,000 Net annual savings
• One time cost savings
$ 55,200 TPD equipment savings.
• One time cost avoidance savings
$ 900,000 one- time ( ARAS - purchase)
$ 150,000 Redeployment projects
• $ 1,050,000 Total cost avoidance
• $ 2,029,000 Total Benefits
Revision date: 2/ 1/ 94
TPD/ fmaJ. rpl
25
Exhi bit # 1
TRANSPORTATION PLANNING FLOW
Outflow Of
Policies And
Liaison With
Polley Bodies
TRANSPORTATION
POLICY
II
II
I
I [>-----<
\ I
III
Outflow Of
Transportation
Projects And
Improvements
ALTERNATE,... - f STATEWIDE
MODES · TIP
Plan. ll'ollcl••
-
STATEWIDE
PLAN
I 1llS~
. Ill! S g I PAGTPD , n ~ o. l-r~
Urban ( MPOI ~
Cia Planning C_ w>
II U ea1: Cod
MANAGEMENT
SYSTEMS
Project
Implementation , II
TRANSPORTATION ~ \ _ _ _ System
DATA \ Improvement
6
Inflow Of
Administrative
And Computer
Support
V II
Inflow Of
I Better Products,
I Processes &.
I Proceduuis
\
~>----------{::>
I
I
RESEARCH
IAlACI
SUPPORT
SERVICES
•• Th•• e function. are replicated by PAGTPD
for the Pima Region.
TRANSPORTATION
~
26
Exhibit .# 2
Partnerlng Charter
OEG- ADOT Transportation Planning Division
September 20, 1993
Mission Statement
TPD and OEG are committed as partners in the endeavor to identify, recommend,
embrace and implement changes to achieve more efficient processes and the
organizational structure to support thier success.
Common Goals and Objectives
1. Foster Open Communication
- hold kick- off town hall meeting with all TPD employees by Sept. 23, 1993
• hold two additional meetings during process at critical points yet to be determined
- conduct interviews with employees
- place SLIM on all staff meeting agendas
- establish rumor control board
- OEG will prepare memo to TPD employees on ground rules of process
2. Finish Study by November 30, 1993
• TPD and OEG must give appropriate priority to project
- identify/ discuss " real" issues earty in the process
3. Develop Specific Recommendations For Improvement In:
* financial efficiency
• work products
• planning processes
* organizational structure
• legislative change
4. Ensure That The Process:
• is sensitive to employees
* is based on sharing of ideas ( two- way communication)
• involves consensual decision- making
27
t \
28
Overview of Workshop
The ADOTfTPD - OEG team held a Partnering Workshop on September 20, 1993
in Phoenix, Arizona. The purpose of the workshop was to foster a sense of teamwork
and joint commitment to support the OEG SLIM study. The team consisted of 17
members representing ADOT's Transportation Planning Division and the Office for
Excellence in Government. The participants signed a charter consisting of 4 major
goals and several objectives. They also developed an Issue Resolution Escalation
Process and a Partnering Evaluation Process. Finally, they identified and discussed
Issues and concerns relating to the implementation of this process.
Workshop Participants
ADOT
Jim Altenstadter
Dale Buskirk
Dell Beesley
Sam Chavez
Richard Corbett
Tom Ford
Ed Green
Jess Jarvis
Jay Klagge
Liz Kuproski
Bob Pike
Harry Reed
Bill Sapper
Larry Scofield
John Thomas
OEG
Roger Andrus
Rick Marcum
The team members participated in a number of exercises during the workshop. At
one point. they were asked to envision the project being completed in such a way that
it was noted as a model of excellence throughout the country. They were also asked
to identify the values that would need to be applied in order to complete a high quality
process. Their list of Vision and Value statements is as follows:
- have bLislness/ work plan to focus on as a group
- Improved mobility, access, economic Vitality and environmental quality
• Improved public image of state employees as dedicated, caring people
29
- process will impact willingness and ability to affect organizational change
- improved service delivery
- consensus approach
- cost reduction for Arizona taxpayers
- issue resolution process worked
- increased customer satisfaction
- simplified work process
- timely completion of work process
- government employees worked togetner with keen sense of excellence
- staff resources stili available to do work
- that ROI will not be only criteria for maintaining services
- better utilization of manpower resources
- organized for success
- public has understanding that government Is " human"
- vision will include focus on tomorrow, not Just today
Values
- consensus decisions
- honesty
- validation of findings and data
- trust
- open- mindedness
- broad view - forest not trees
- teamwork
- tolerance for new Ideas
- emphasis on doing things right
• candor
• Involvement/ engagement
- high quality
- accept change
- accept Importance of fiscal responsibility
- quality participation and contribution
- integrity
- respect for each other
30
ADOTfTPD - OEG JOINT EVALUATION FORM
PERFORMANCE Low Below Avg. Above High
FACTORS Avg. Avg. COMMENTS
1 2 3 4 5
Understanding 01 MIssion
Candor, Honesty, Trust
Communlcallon Process
Project Effectiveness
Progress Within TIme Frames
Health of the Partnerstlip
. Additlonal Suggestions. Comments
and/ or Issues
Guidelines:
1. Forms should be completed by all those who attended the Partnerlng Workshop.
2. Forms should be sent to Noreen at Harry Reed's Office by noon on the following dates: Oct. 1, oct. 14, Oct. 29.
Noy. 5, Nay. 1~', Nov. 19, and Nay. 26.
3. Noreen will compile the results and distribute to Harry Reed and Rick Marcum.
4, Harry and Rick wlll discuss results and determine if any follow- up action is necessary.
NAME:, ., _
( Optional)
DATE: _
"' 11
TOWN HALL EVALUATION FORM
PERFORMANCE Low Below Avg. Above High
FACTORS .. Avg. I Avg. COMMENTS 1 .. 2 3 4 5
Understanding of Mission
Candor, Honesty, Trust
Meeting Content
Communication Process
Additional Suggestions, Comments
and/ or Issues
'" A Comment on low scores would be help1uI to support changes.
NAME: _
( Optional)
DATE: _
32
ADOTrrPD - OEG ISSUE RESOLUTION ESCALATION PROCESS
level
4
3
2
Time
1 Hour
1 Hour
2 Hours
ADOTrrPD
Governor's Office
Director's Office
Harry Reed
OEG
Tim Boncoskey
Rick Marcum
4 1 Day TPD Staff Team
Guidelines:
1. Use the process as agreed upon by the team.
2. Resolve all Issues at the lowest level of management possible.
3. Resolve all Issues Internally.
4. When issues can't be resolved at any level within the specified time limit. the parties
will agree to disagree and proceed jointly to the next level of decision- making.
5. Escalating the resolution of any issue to the next level Is not a sign of failure, but a sign
that the system is working.
33
Workshop Evaluation by Participants
At the conclusion of the workshop, participants were asked to fill out an evaluation
form. Fifteen forms were returned. Overall, participants were pleased with the
workshop. giving it an Overall Quality rating of 4.26 out of a 5.
They were also asked to rate their assessment of the partnership on a variety of
categories. using a scale of 1- 5, with 1 being the lowest and 5 being the highest.
These categories and their respective scores are listed below:
a. Open, honest communication 4.20
b. Clearly stated, common goals 4.13
c. Mutual understanding, respect 3.93
d. Overall trust 4.00
e. Ability to work as a team 4.26
1. Acceptable process for resolving conflict 4.33
These scores represent a beginning bench mark for assessing the strength of the
partnership. In this case, the scores are relatively high and Indicate that a solid
foundation for the partnership is already In place.
34
REGISTRATION
PARTNERING WORKSHOP
NAME BUSINESS NAME 6USINESSAOOAESS ZPCOOE PHONE ff\ X
\ 5:;. m dVeL JeX? u L?# / k.. e. ax f!'.. 5' r! x;) 7 25:. t- 89J'b ...... /"' l
I> /' l?!? l(' cur' 1 / 70(} tN- 01rtSH~ fY;,, 7tJI'J fJ() 07 J- Jj~ 1J.;~ Jj
1 0
j../ t! JI2th __ __ 1_ 7CJo_ t, U~ WA'; XIt/ Y~_ g~____ 2~- 7a7 ;: i,' ; Jbk So 17 « 4ve~- --~ v~ o;--- -- ).. j~ J-: ft2tO -----
! 5$) A'tJ? ; 3, r z" 6< If: j(-€- ' PGv:<. ~ 5 ~ 7 ,6 S 5" 7??"? 3
E'G\). _ _ ( ( __ / ( 7Y}; )
Ld ---- _-_ iJ " AC:; t; ~_ j <; I' ~ _
£ d6ze- e/ 7 II II 255 - 7// s:- ~ 51- 7~
~/ Y) F;? r~/ II II , l5S-' irJ-' f3 II
( LL S AePfl2 .\\ \ I..) rJ- J CCG :\ ;:::: 1
~ ae5~'/ / 1 / 1 (.~ 5)"'- ) 5' t:
~ ~ l U . zs',"- C, Z43 .
&, chtvrd , CoYbl1; f / 00 N, Sfvv.. t<...~, 4t/ IOOITi<.. L. Jv. r..$ 701 ~ z' 8" 53/ 5 ~ 2.6- 5515
.,-_ ~ t::: f:: rc~ ~- \\ i I (. ,-. 1'(_
~~ b1{;:;/ g?; 1! tI£ k2~~? 5W1 ~ g-/~ ~~ 4
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. :;(@ JSJ" 1> g>~ ID12 } J I S1lJ~ (: t: fIIOD tillcSOf,) gC; 1Q.{ ( p- zg - sSl ~ ( o~- S)/:~
35
Exhibit # 3
OFFICE FOR EXCELLENCE IN GOVERNMENT
ADOT TEAM ACTIVITY MATRIX
TRANSPORTATION PLANNING DIVISION ( TPD)
1 Harry Reed TPD Director 9/ 3/ 93 X X Phoenix
2 Liz Kuproski Planning Administration 9/ 8/ 93 X Phoenix
3 Partnering Session Meetin~ 9/ 20/ 93 X X Phoenix
4 Harry Reed Meetin~ 9/ 22/ 93 X Phoenix
5 TPD" Town Hall" Presentation 9/ 23/ 93 X X Phoenix
6 Jess Jarvis Local Govt Branch 9/ 23/ 93 X Phoenix
7 Jane White Community Activist 9/ 28/ 93 X Phoenix
8 Pete Bums MVD 9/ 29/ 93 X Phoenix
9 Tom Schmitt MVD Director 9/ 30/ 93 X Phoenix
10 Jay Klagge Planning & Policy Group 9/ 30/ 93 X X Phoenix
11 Dale Buskirk Program Branch 9/ 30/ 93 X Phoenix
12 Suzanne Sale Director, ASD 10/ 1/ 93 X X Phoenix
13 Gary Robinson Director, Hwys Div. 10/ 1/ 93 X X Phoenix
14 Floyd Moore Equipt Services 10/ 1/ 93 X Phoenix
15 Larry Bonine ADOT Director 10/ 5/ 93 X Phoenix
16 ISTEA Meeting 10/ 5/ 93 X
17 Leonard Espinoza Travel & Facilities 10n; 93 X
18 Del Beesley Priority Plannin2 Group 10/ 8/ 93 X X
19 Joe Flaherty Priority Plannin~ Group 10/ 8/ 93 X
20 John Semmens Priority Planning Group 10/ 8/ 93 X
21 Sam Chavez Priority Planning Group 10/ 8/ 93 X
22 Dan Castillo Priority Plannin2 Group 10/ 12/ 93 X X
23 Liz Kuproski Plannin~ Administration 10/ 12/ 93 X
24 Richard Corbet PAG/ TPD 10/ 13/ 93 X X
25 John Thomas PAG/ TPD 10/ 13/ 93 X X
26 Jim Altenstadter PAG/ TPD 10/ 13/ 93 X X
27 Dave Wilson PAG/ TPD 10/ 13/ 93 X X
28 John Semmens Planner III 10/ 15/ 93 X
29 Tony Gonzalez Planning & Policy Group 10/ 19/ 93 X
30 Tom Schmitt Meetin~ 10/ 20/ 93 X
31 Rachel Koehler Planning & Policy Group 10/ 20/ 93 X
32 Bob Pike Travel & Facilities Branch 10/ 20/ 93 X X
33 TPD Exec. Staff Meeting 10/ 21/ 93 X X
34 Norinne Grasse TPD Dir. Office 10/ 21/ 93 X
35 Joe Puente ADOT Safety Administrator 10/ 21/ 93 X
36 Gary Adams Dir., Aeronautics Div 10/ 22/ 93 X
37 Jess Jarvis Local Govt - Branch 10/ 23/ 93 X
38 Liz Suturka Local Govt - Branch 10/ 23/ 93 X
39 Warren Sparks Local Govt- Branch 10/ 23/ 93 X
40 Bob Pike Travel & Facilities 10/ 23/ 93 X
41 Sam Soper IVHS Branch 10/ 25/ 93 X
42 Tom Warne ADOT Deputy Director 10/ 26/ 93 X
43 Sam Soper Meeting 10/ 26/ 93 X
44 Ted Hommel Travel & Facilities 10/ 26/ 93 X
45 Shan Chen Plannin~ & Policy Group 10/ 27/ 93 X
46 Beggs Nelson Travel & Facilities Branch 10/ 27/ 93 X
47 Larry Scofield ATRC 10/ 28/ 93 X
48 Lonnie Hendrix ATRC 10/ 28/ 93 X
36
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Tucson
Tucson
Tucson
Tucson
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
Phoenix
49 Sylvester Kalevela ATRC 10/ 28/ 93 X Phoenix
50 OemUgocki Planning & Policy Group 10/ 30/ 93 X Phoenix
51 Warren Sparks Local Government Branch 11/ 02/ 93 X Phoenix
52 Jay Klagge Planning & Policy Group 11/ 02/ 93 X X Phoenix
53 John Semmens Planner III, Meeting 11/ 02/ 93 X Phoenix
54 Bob Pike Travel & Facilities 11/ 02/ 93 X X Phoenix
55 Bob Pike Travel & Facilities 11/ 08/ 93 X Phoenix
56 Ed Green TPD 11/ 08/ 93 X Phoenix
57 Sam Marificoni Hi~ ways Division 11/ 08/ 93 X Phoenix
58 Jim Delton Hi~ waysDivision 11/ 08/ 93 X Phoenix
1--"'" '
" j i TPD Exec Staff Meetins. t 11/ 09/ 93 X X Phoenix
60 Rep. Lela Steffey Meetins. t 11/ 09/ 93 X X Phoenix
61 Gary Robinson Meetins. t 11/ 16/ 93 X Phoenix:
62 TPD Exec Staff Meeting 11/ 18/ 93 X X Phoenix:
63 Lou Schimitt Maricopa County Goverment 11/ 18/ 93 X Phoenix
64 TPD Town Hall Presentation 11/ 18/ 93 X X Phoenix
65 Floyd Moore Highways Division 11/ 19/ 93 X Phoenix
66 Bob Pike Travel & Facilities 11/ 19/ 93 X Phoenix
67 Jay Klagge Planning & Policy 11/ 22/ 93 X Phoenix:
68 Ed Wueste Fed. Hwys. Admin.( FHWA) 11/ 22/ 93 X X Phoenix:
69 Dennis Middlestat FHWA 11/ 22/ 93 X X Phoenix:
70 Jay Klas. tge Meeting 11/ 23/ 93 X Phoenix:
71 Tom Ford TPD 11/ 23/ 93 X Phoenix:
72 Doug Forstie Highways Division 11/ 23/ 93 X Phoenix:
73 Jim Delton Highways Division 11/ 23/ 93 X Phoenix:
74 Bob Pike Meeting 11/ 29/ 93 X Phoenix:
75 Harry Reed Meetins. t 11/ 29/ 93 X Phoenix
76 EdGreen IVHS Branch 11/ 30/ 93 X X Phoenix
77 Bob Pike Meeting 12/ 02/ 93 X Phoenix:
78 Jay Klagge Meeting 12/ 02/ 93 X X Phoenix:
79 John Semmens Meeting 12/ 02/ 93 X Phoenix:
80 Warren Sparks Local Governments 12/ 02/ 93 X Phoenix:
81 Jerry Moreland ADOT Personnel 12/ 03/ 93 X Phoenix:
82 Tom Warne Meetins. t 12/ 03/ 93 X Phoenix:
83 Tom Schmitt Meeting 12/ 03/ 93 X Phoenix:
84 Bob Pike Meeting 12/ 08/ 93 X Phoenix:
85 Harry Reed Meeting 12/ 08/ 93 X Phoenix:
86 Jerry Moreland ADOT Personnel 12/ 09/ 93 X Phoenix:
87 John Semmens Meeting 12/ 09/ 93 X X Phoenix:
88 Bob Pike Meeting 12/ 10/ 93 X Phoenix
89 Bob Pike Meeting 12/ 14/ 93 X X Phoenix:
90 Gary Snyder ASD 12/ 14/ 93 X Phoenix:
91 Loretta Bracus ASD 12/ 14/ 93 X Phoenix:
95 Bill Sapper TPDTransit 12/ 14/ 93 X Phoenix:
93 Gre~ Kiely TPDTransit 12/ 14/ 93 X Phoenix:
94 Dorothy Simons TPDTransit 12/ 14/ 93 X Phoenix:
95 Jim Rindone --- TPDTransit 12/ 14/ 93 X ------- !---- Phoenix: _.._-----
96 Loretta Crimi TPDTransit 112/ 14/ 93 X 1 Phoenix I
97 Leonard Expinoza Travel & Facilities 12/ 17 X Phoenix
98 Dennis Duman Travel & Facilities 12/ 17 X Phoenix
99 Bill Sapper Transit Section - Meetins. t 12/ 20 X Phoenix:
100 Ted Hommel Travel & Facilities 12/ 20 X Phoenix:
101 Jerry Moreland ADOT Personnel 12/ 20 X Phoenix:
37
102 Bob Pike Meetin~ 12/ 20 X Phoenix
103 Ed Green Meeting 12/ 22 X Phoenix
104 Jim Delton Materials Section 12/ 22 X Phoenix
105 Harry Reed Meeting 12/ 23 X Phoenix
106 Gary Snyder ASD, ISG 12/ 28 X Phoenix
107 Jim Delton Meeting 12/ 30 X Phoenix
108 Bob Pike Meeting 01/ 04 X Phoenix
109 Gary Snyder Meetin~ X Phoenix
110 Joe Maddok Roadware, Inc. X Phoenix
111 Ed Green Meeting 01/ 05 X X Phoenix
112 Joyce Calli Meeting 01/ 05 X X Phoenix
113 Thalia Pratt Meeting 01/ 05 X X Phoenix
114 Bill Sapper MeetinR 01/ 05 X Phoenix
115 Sam Chzvez MeetinR 01/ 05 X Phoenix
116 Greg Kiely Meeting 01/ 05 X Phoenix
117 TPD Exec Staff Meeting 01/ 06 X X Phoenix
118 Jim Delton MeetinR 01/ 06 X Phoenix
119 Joe Maddok Meeting 01/ 06 X Phoenix
120 Tom Ford Meetin~ 01/ 11 X Phoenix
121 Jim Rindone MeetinR 01/ 11 X Phoenix
122 Joe Maddock MeetinR 01/ 11 X X Phoenix
123 Jim Delton MeetinR 01/ 12 X Phoenix
124 Doug Forstie MeetinR 01/ 12 X Phoenix
125 Ted Hommel Meeting 01/ 12 X Phoenix
126 Leonard Espinoza Meetin~ 01/ 13 X Phoenix
127 Bob Pike T& F MeetinR 01/ 13 X Phoenix
128 LP StinRly T& FMeetin~ 01/ 13 X Phoenix
129 Dennis Duman T& F MeetinR 01/ 13 X Phoenix
130 Mark Catchpole T& FMeeting 01/ 13 X Phoenix
131 Robert ObreRon T& FMeeting 01/ 13 X Phoenix
132 Erie Prosnier T& FMeetinR 01/ 13 X Phoenix
133 Nina Gerbasi T& F Meeting 01/ 13 X Phoenix
134 Wanda Scott T& FMeetin~ 01/ 13 X Phoenix
135 Joe Otto T& FMeetinR 01/ 13 X Phoenix
136 Byron Newman T& FMeetinR 01/ 13 X Phoenix
137 Jerry Nelson T& FMeetinR 01/ 13 X Phoenix
138 Euzand Anderson T& F Meeting 01/ 13 X Phoenix
139 Kerby Qement T& FMeeting 01/ 13 X Phoenix
140 Brent Parker T& FMeetin~ 01/ 13 X Phoenix
141 Earl Temerowski T& F Meeting 01/ 13 X Phoenix
142 Larry Bonine Meeting 01/ 14 X X Phoenix
143 Tom Warne Meeting 01/ 14 X X Phoenix
144 Larry Scofield Meeting 01/ 14 X Phoenix
145 Bob Pike Meeting 01/ 18 X Phoenix
146 Ed Green Meeting 01/ 18 X Phoenix
147 Jerry Moreland Meeting 01/ 18 X Phoenix
148 Joe Maddock Roadware, Inc. 01/ 18 X X Phoenix
149 Sam Soper MeetinR 01/ 18 X Phoenix
f---
150 T& F, Traffic Counts Grp Meeting 01/ 18 X Phoenix
151 Ted Hommel Meeting 01/ 19 X Phoenix
152 Bob Pike Meeting 01/ 19 X Phoenix
153 Jim Delton Meeting 01/ 19 X Phoenix
154 TPD Executive Staff Meeting 01/ 26 X X Phoenix
38
PARTNERING
SESSION -
Exhibit # 4
GOVERNOR 9 S OFFICE FOR EXCELLENCE
Organizational Analysis Methodology
ADOT Transportation Planning Division
COLLECT
" SHELF DATA"
& I-CONDUCT
GENERAL
RESEARCH
BEGIN " SCOPING"
PHASE OF ANALYSIS
INTERNAL/ EXTERNAL ~
INTERVIEWS &
WRITTEN SURVEYS
COMPILE ISSUES
IDENTIFED IN
SCOPING PHASE- -
DISCUSS WITH
TPD MANAGEMENT
ACHIEVE CONSENSUS
W/ TPD & ADOT MGT.
REGARDING ISSUES
TO PURSUE AS
FORMAL -
RECOMMENDAITONS
CONDUCT DIAGNOSTIC
PHASE OF ANALYSIS­DEVELOP
RECOMMEND-
- ATIONS. VALIDATE I­DATA.
AND QUANTIFY
POTENTIAL
SAVINGS
PUBLISH
FINAL REPORT ~
AND
DISTRIBUTE
TPD FORMS TEAMS
TO
IMPLEMENT ---
RECOMMENDATIONS
IMPLEMENT
RECOMMENDATIONS
ACCORDING TO
MUTUALLY ESTAB­LISHED
TIME LINES
39
Exhibit # 8
PRIORITY PROGRAMMING PROCESS
Governor ...,
State of Arizona ""-
~ ~
Highways
Subcommittee
~
Priority ADOT Public
Planning ) ) State Transportation ~
J~ Committee
Director Board Input
t ~
Aviation
Subcommittee Tentative and Final
ADOT Five- Year . JiI'
Transportation Facilities ""-
Construction Program
~
Public Hearings _ JII'
on Tentative Program '"
~
Public
Request
District
Engineer( s)
43
Exhi bit # 9
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
SHORT TITLE
PRODUCT/ SERVICE
DESCRIPTION
ORIGINATOR/
PROPONENT
AASHTO BOARD
OF DIRECfORS
ARIZONA ALTERNATE
MEMBER
DIRECfOR'S
OFFICE
AASHrO COMMITTEE
ON PLANNING
APPOINTED
MEMBER
DIRECfOR'S
OFFICE
AZ GEOGRAPHICAL
INFORMATION COUNCIL
APPOINTED
MEMBER
DIRECfOR'S
OFFICE
DIRECfOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
ADOT
MEMBER
ADOT
MEMBER
BOARD
MEMBER
CHAIRPERSON
AZTRANSIT
ASSOCIATION BOARD
BUREAU OF LAND
MANAGEMENT
ADVISORY COUNCIL ( ELM) .
ENTERPRISE MEMBER DIRECfOR'S
( AD0! L OFFICE
EXECUTIVE MEMBER DIRECfOR'S
COMMITTEE OFFICE
EXECUTIVE MEMBER DIRECfOR'S
QUALITY COUNCIL ( EQC) OFFICE
GOVERNOR'S REGIONAL ADOTADVISOR DIRECTOR'S
AIRPORT ADVISORY OFFICE
COMMITTEE ( GRACC)
H. ELP.
EXECUTIVE COMMITTEE
HIGHWAY COST
ALLOCATION STUDY
COMMITTEE ( HCAS- TAq
MAG HOV
WORKING GROUP
ADOT
ADVISOR/ MEMBER
DIRECTOR'S
OFFICE
INFORMATION
SYSTEMS GROUP ( ISG)
INSTITUTE OF
TRANSPORTATION
ENGINEERS
MANAGEMENT
COMMITTEE
CONTRIBUTING
WRITER
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
INTERNATIONAL ROAD
FEDERATION
MEMBER DIRECfOR'S
OFFICE
JOINT LEGISLATIVE
REVIEW COMMITTEE ON
RAIL TRANSPORTATION
APPOINTED
MEMBER DIRECTOR'S
OFFICE
JOINT LEGISLATIVE
REVIEW COMMITTEE ON
RAIL TRANSPORTATIONTAC
CHAIRPERSON
( APPOINTED)
DIRECTOR'S
OFFICE
JOli~ T LEGISLA11; 1; RE'\ 1E\' l DIRECTOR'S
COMMITTEE ON TRANSPORTATION ADVISOR/ MEMBER
BETWEEN SONORA, MEXICO
AND ARIZONA
OFFICE
MAG FREEWAY SYSTEM MEMBER
COMMITTEE
DIRECfOR'S
OFFICE
44
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
SHORT TITLE
PRODUCT/ SERVICE
DESCRIPTION
ORIGINATOR/
PROPONENT
MAG MANAGEMENT
COMMITTEE
MAG REGIONAL
COUNCIL
MVD PROTOTYPE
( SLIM)
PAG REGIONAL
COUNCIL
PAG MANAGEMENT
COMMITTEE
ADOT
ALTERNATE MEMBER ----
ADOT
ADVISOR
MEMBER
ADOT
ADVISOR ------------
ADOT
MEMBER
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
PRIORITY PLANNING
COMMITTEE ( PPC)
PRIVATIZATION TECHNICAL
ADVISORY COMMITTEE
CHAIRPERSON
MEMBER
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECTOR'S
OFFICE
DIRECfOR'S
OFFICE
DIRECfOR'S
OFFICE -"------
DIRECTOR'S
OFFICE
CHAIRPERSON
PRIORITY PROGRAMMING CHAIRPERSON
PROCESS IMPROVEMENTTEAM ( PIT)
QUALITY MANAGEMENT MEMBER
TE~ ( Q'- M_ 1)-"-- _
TPDQUALITY
IMPROVEMENT COUNCIL ( QIC)
STATE TRANSPORTATION ADOT
BOARD ADVISOR
TRANSPORTATION COMMITTEE
RESEARCH BOARD MEMBER ------------_.
WASHTO STANDING ADOT
COMMITTEE ON PLANNING~ COP) MEMBER
AZ LEGISLATURE & GROUP ADVISORY
STAFF ._-- C- A- PA- CIT- Y--_._--------------
CHAMBERS OF GROUP ADVISORY
COMMERCE CAPACITY -----------
CITY GOVERNMENTAL GROUP ADVISORY
AGENCIES & PERSONNEL CAPACITY ----------------------
COUNCILS OF GROUP ADVISORY
GOVERNMENTS ( COGs)_______ CAPACI._ TY . _
GENERAL PUBLIC INQUIRIES GROUP ADVISORY
RE: TRANSPORTATION PLANNING CAPACITY
OR OTHER FIELDS OF EXPERTISE
INDIAN GOVERNMENTAL
AGENCIES & PERSONNEL
GROUP ADVISORY
CAPACITY
DIRECTOR'S
OFFICE
METROPOLITAN PLANNING
ORGANIZATIONS ( MPOs)
HPR OVERALL
WORK PROGRAM
( OWP)
GROUP ADVISORY
CAPACITY
PUBLISH/ MONITOR HWY PLANNING &
RESEARCH ANNUAL WORK PROGRAM
PART 1 - PLANNING
DIRECTOR'S
OFFICE
PLANNING
ADMIN
SECTION
45
PRODUCT/ SERVICE
SHORT TITLE
ADMINISTRATION
TENTATIVE
5- YEAR
PROGRAM
ADOPTED
5- YEARPROGRAM
STATE TRANSPORTATION
IMPROVEMENT PROGRAM
( STIP)
LOCALGOVERNMENT5- YEAR
CONSTRUCTION PROGRAM
A- 95s
ECONOMIC
STRENGTH PROGRAM
SUFFICIENCIES
ROUTE TRANSFER
DOCUMENlED
CHANGES:
5- YEARPROGRAM
PUBLIC HEARING
RESPONSES
SUMMARY - PUBLIC
HEARING COMMENTS
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
DESCRIPTION
PROVIDE ADMINISTRATIVE SUPPORT
FOR DIVISION THROUGH FINANCIAL
PERSONNEL & PROGRAM MANAGEMENT
PROPOSED UPDATED 5- YEAR
CONSTRUCTION PROGRAM: HIGHWAYS
AND AIRPORTS
UPDATED 5- YEAR CONSTRUCTION
PROGRAM: HIGHWAYS & AIRPORTS
STATE TRANSPORTATION
IMPROVEMENT PROGRAM: FEDERAL
PROJECTS ( ANNUAL)
5- YEAR LOCAL GOVERNMENT
HIGHWAY CONSTRUCTION PROGRAM
A- 95 SUBMITTAL TO STATE
CLEARING HOUSE
ESTABLISH ECONOMICSTRENGTH
PROJECTS PROGRAM
ANNUAL UPDATE OF
SUFFICIENCY PROGRAMS
REVIEWING ROUTE TRANSFER
INTERGOVERNMENTAL AGREEMENTS
DOCUMENTED CHANGES TO 5- YEAR
CONSTRUCTION PROGRAM AS
PRESCRIBED BY ARS
RESPONDING TO PUBLIC
HEARINGS PARTICIPANTS
DOCUMENlED SUMMARY OF
PUBLIC HEARINGS
ORIGINATOR/
PROPONENT
PLANNING
ADMIN
SECTION
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
TRANSPORTATION BOARD,
DIRECTOR, PRIORITY
PLANNING COMMITTEE SUPPORT
PUBLIC HEARING
REQUIREMENTS
TRANSPORTATION
DOCUMENT REVIEW
LOCAL TRANSPORTATION
ASSISTANCE FUND PROGRAM
JOINT FUNDED
PKUjECIS
PUBLIC
INFORMATION DOCUMENT
DOCUMENT REVIEW
SUPPORT FOR TRANSPORTATION
BOARD, DIRECTOR & PRIORITY
PLANNING COMMITfEE
PUBLISH NOTICES IN NEWSPAPER &
POST NOTICES AS REQUIRED BY ARS
REVIEW OF ALL PLANS, POLICIES
PROCEDURES, DIRECTIVES &
PROJECTS RELATIVE TO TPD
ESTABLISH ANNUAL LOCAL
TRANSPORTATION ASSISTANCE
FUND PROGRAM
JOINT FUNDED PROJECTS INTER-PRODUCE
PUBLIC INFORMATION
BOOK: 5- YEAR TRANSPORTATION
FACILITIES CONSTRUCTION PROGRAM
DOCUMENT REVIEW, MONTHLY
46
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
BRANCH
PROGRAM
PROGRAM
BRANCH
SPECIAL
PROJECT
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE PRODUCT/ SERVICE ORIGINATOR/
SHORT TITLE DESCRIPTION PROPONENT
HIGHWAY COST ALLOCATION HIGHWAY COSTALLOCATION STUDY, SPECIAL
STUDY ANNUAL UPDATE PROJECT
WATERCRAFT' WATERCRAFT SURVEY SPECIAL
SURVEY ( EVERY 3RD YEAR) PROJECT
ARIZONA WEIGHT- ARIZONA WEIGHT- DISTANCE SPECIAL
DISTANCE TAX TAX UPDATE ( EVERY 2 OR 3 YEARS) PROJECT
MISCELLANEOUS POLICY MISCELLANEOUS SPECIAL
ANALYSIS POLICY ANALYSIS PROJECT
OFFICE OF SUPPORT FOR OFFICE OF SPECIAL
PRIVATIZATION PRIVATIZATION PROJECT
ANNUAL NMSL COMPILATION & ANALYSIS OF IVHS
REPORT QUARTERLY REPORTS BRANCH
QUARTERLY NMSL COMPILATION & ANALYSIS OF RAW IVHS
REPORT FIELD DATA COLLECTED BY BRANCH
T & F STAFF .-
ANNUAL VIDEO EDITING & ANALYSIS OF RAW FIELD IVHS
LOGGING DATA, PREPARED FOR USE BY BRANCH
VARIOUSADOT& ATTORNEY
GENERAL STAFF MEMBERS
ANNUAL NMSL PRODUCTION OF NEXT YEAR'S IVHS
SAMPLING PLAN SAMPLING REQUIREMENTS TO FUL- BRANCH
FILL DATA NEEDS FOR QUARTERLY &
ANNUAL SPEED MONITORING REPORTS
CVO DEVELOPMENT OF CRITERIA & PLAN IVHS
REGULATORY TO IMPLEMENTTRANSPARENT BRANCH
STUDY BORDERS BETWEEN STATES TO
EXPEDITE THE MOVEMENT OF
COMMERCIAL VEHICLES
HEAVY AN ONGOINGSTUDY & IVHS
EQUIPMENT DEMONSTRATION OF IVHS BRANCH
LICENSE PLATE TECHNOLOGIES TO IMPROVE THE
MOVEMENT& REPORTING
REQUIREMENTS OF COMMERCIAL
VEHICLES THROUGHOUT THE
WESTERN UNITED STATES
ROUTE PARTICIPATION ON ADOTS ROUTE IVHS
NUMBERING NUMBERING COMMITTEES & INTER- BRANCH
INFORMATION FACE W/ AASHTO NATIONAL COMMIITEE
AIR QUALITY PARTICIPATION IN THE DEVELOPMENT IVHS
STUDIES OF ADOTS REQUIREMENTS TO MEET BRANCH
THE MANDATED AIR QUALITY
STANDARDS
TRAFFIC DEVELOP NEW TECHNIQUES TO IVHS
FORECASTING MORE ACCURATELY & EFFICIENTLY BRANCH
METHODOLOGIES PROJECT FUTURE TRAVEL
DEMANDS ON ARIZONA HIGHWAYS
47
PRODUCT/ SERVICE
SHORT TITLE
ANNUAL WEIGHT
ENFORCEMENT
PLAN
ANNUAL WEIGHT
ENFORCEMENT
CERTIFICATION
TRAFFIC ON THE
ARIZONA STATE
HIGHWAY SYSTEM
MILEPOSTLOG
FOR ARIZONA
HIGHWAY SYSTEM
STATE HIGHWAY
SYSTEMS LOG
HIGHWAY PERFORMANCE
MONITORING SYSTEM
ANNUAL DATA
DATASUBMITIAL
500 SERIES FEDERAL HIGHWAY
ADMINISTRATION REPORST
W- 4 FEDERAL HIGHWAY
ADMINISTRATION HIGHWAY
STATISTICS
MONTHLY ATR REPORTS TO
FEDERAL HIGHWAY
ADMINISTRATION
SPECIAL TRAFFIC
COUNTS
AIR QUALITY
DEMONSTRATION
PROGRAM
CLEAN AIR
CAMPAIGN
CAPITOL
RIDESHARE
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
DESCRIPTION
ASSISTMVD PERSONNEL IN THE
DEVELOPMENT & PROCESSING OF NEXT
YEAR'S PLAN WEIGH COMMERCIAL
VEHICLES TO MEET FEDERAL
REQUIREMENTS
PRODUCTION OF, & PRESENTATION
TO FHWA OF MVD'S COMPLIANCE WITH
ANNUAL ENFORCEMENT PLAN &
FHWA REQUIREMENTS
TRAFFIC VOLUMES FOR EACH
SPECIFIED SEGMENT OF THE STATE
HIGHWAY SYSTEM
MILEPOST LOG, LOCATION OF MILE­POSTS
ON THE STATE HIGHWAY
SYSTEM
LOG OF MAJOR PROJEcrs UNDER­TAKEN
ON STATE HIGHWAYS & OTHER
SELECTED DATA
HPMS INVENTORY INFORMATION ON
SAMPLES OF HIGHWAY, ROADS &
STREETS IN ARIZONA
VARIOUS EXPENDITURE, RECEIPT &
DESCRIPTIVE REPORTS
TRUCK WEIGHT FROM SELECTED
LOCATIONS
TRAFFIC VOLUMES AT EACH
AUTOMATIC STATION
REPORTED BY HOUR
COUNTS UNDERTAKEN FROM
SPECIAL REQUESTS
PROVIDE FUNDING FOR AQ.
DEMONSTRATION PROJEcrs FOR
TRANSIT PROJEcrs
PROVIDE FUNDING FOR SPONSORSHIP
IN VALLEY CLEAN AIR CAMPAIGN,
PARTICPATE IN PLANNING OF CAMPAIGN
PROVIDE OVERSIGHT OF CAPITOL
RIDESHARE CONTRACT WITH ARIZONA
ORIGINATOR/
PROPONENT
IVHS
BRANCH
IVHS
BRANCH
T & F
BRANCH
T & F
BRANCH
T & F
BRANCH
T & F
BRANCH
T & F
BRANCH
T & F
BRANCH
T & F
BRANCH
T & F
BRANCH
TRANSIT
BRANCH
TRANSIT
BRANCH
TRANSIT
BRANCH
SECTION 16 ELDERLY AND
HANDICAPPED
SECTION 18
RURAL TRANSIT
----- "'-- -- ---------------- ----------------
PROVIDE FUNDING FOR THE PURCHASE OF TRANSIT
BUSES FOR NON- PROFIT ORGANIZATIONS BRANCH
SERVING ELDERLY/ HANDICAPPED
PROVIDE FUNDING FOR OPERATION OF TRANSIT
RURAL TRANSIT ROUTES IN ARIZONA BRANCH
48
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE PRODUCT/ SERVICE ORIGINATOR/
SHORT TITLE DESCRIPTION PROPONENT
RURAL TRANSIT PROVIDE TRAINING & TECHNICAL TRANSIT
PLANNING ( RTAP) ASSISTANCE PROGRAMS FOR RURAL BRANCH
TRANSIT OPERATORS
STATEWIDE PREPARE STATE TRANSIT PLANS, STATE TRANSIT
TRANSIT TRANSPORTATION IMPROVEMENT BRANCH/
PLANNING PROGRAM, FEDERAL TRANSIT PRIORITY
ADMINISTRATION ( FTA) SECTION 8 MPO PROGRAMMIN(
TRANSIT PLANNING, LOCAL AREA & ADVANCE
STUDIES, TRANSIT RESEARCH, FTA PLANNING
PROGRAM MANAGEMENT PLANS
BICYCLE PREPARE THE STATEWIDE BICYCLE TRANSIT
PLANNING PLAN AND ADOT POLICY BRANCH
BICYCLE PREPARE STATE BIKE MAP & PROVIDE TRANSIT
TECHNICAL ASSISTANCE TECHNICAL ASSISTANCE BRANCH
DATABASE MAINTAINS COMPUTERIZED TRACKING TRANSIT
MANAGEMENT SYSTEM OF GRANTS & CONTRACTS FOR BRANCH
ADOTTRANSIT PROGRAMS
TRANSIT MAINTAINS ELECTRONIC COMPUTER TRANSIT
ELECTRONIC BULLETIN BOARD FOR TRANSIT BRANCH
BULLETIN BOARD PROVIDERS THROUGH- OUTSTATE
SMALL AREA CONSULTANT BASED STUDY TO ASSIST POLICY
TRANSPORTATION CLIENT DEVELOP SHORT/ LONG RANGE BRANCH
STUDIES TRANSPORTATION PLANS
CORRIDOR A TECHNICAL REPORTTHAT PROVIDES POLICY
STUDIES THE PRIORITY PLANNING PROCESS AN BRANCH
EXAMINATION OF NEEDS; AN ANALYSIS
OF ALTERNATIVE WAYS OF MEETING
THEM AND A RECOMMENDED
IMPROVEMENTPLAN
-
ACCESS CONTROL A TECHNICAL REPORT THATPROVIDES POLICY
STUDIES COMMUNITIES/ THE STATE WW/ pOLICIES BRANCH
TO CONTROL ACCESS TO STATE/ LOCAL
ROADS TO TPD, HIGHWAYS DIVISION
AND DIRECIDR'S OFFICE
-
RAIL PROJECT TO QUALIFY FOR FEDERAL FUNDING POLICY
PROPOSALS STATE & SPONSOR RAILROAD MUST BRANCH
SUBMITA PROJECT PROSPECTUS,
INCLUDING A NEEDS EVALUATION REPORT
ADOTSTATE DEVELOP AND COMPILE ADOTS STATE AND
LEGISLATIVE LEGISLATIVE PROPOSAL NATIONAL
PROGRAM POLICY
BRANCH
STATE PROv1DE MONITORING OF & STATE AND
LEGISLATIVE REPORTING ON STATUS OF STATE NATIONAL
STATUS REPORT LEGISLATION OF INTERESTTO ADOT POLICY
BRANCH
49
PRODUCT/ SERVICE
SHORT TITLE
STATE LEGISLATIVE
ACTIVITI ANNUAL
EVALUATION
PROGRESS ON
THE STATE
HIGHWAY SYSTEM
REPORT
ADOT
OPERATIONS REVIEW
ANALYZE
PROPOSED
LEGISLATION &
REGULATIONS
LIAISON
SUPPORT ADOTS INVOLVEMENT
WITH NATIONAL AND
REGIONAL ASSOCIATIONS
ARIZONA
TRANSPORTATION
FACfBOOK
HIGHWAY FINANCING
IN ARIZONA REPORT
FEDERAL LEGISLATIVE
STATUS REPORTS
GRAPHICS SUPPORT
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
DESCRIPTION
REPORT ON FINAL STATUS OF
LEGISLATION OF INTERESTTO ADOT
SUCCESSES/ FAlLURES
DEVELOP TEXT AND FORMAT
PUBLISH DATA, TEXT AND MAPS
ON ANNUAL HIGHWAY
CONSTRUCTION EXPENDITURES
BIENNIALLY COLLECT, COMPILE &
PUBLISH DATAON ADOTS
RESPONSIBILITIES, PERFORMANCE OF
DUTIES, OPERATING BUDGET&
BUDGETED POSITIONS
ANALYZE PROPOSED LEGISLATION &
REGULATIONS, BOTH STAlE &
NATIONAL FOR IMPACT ON ARIZONA
ANDADOT
PROVIDE LIAISON WITH STATE
LEGISLATURE AND STAFF AND
CONGRESSIONAL DELEGATION STAFF
ON ISSUES OF INTEREST TO ADOT
PROVIDE STAFF SUPPORTTO ADOT
MANAGEMENT IN THEIR INVOLVEMENT
WITH AASHTO, WASHTO, NGA, & WGA
BIENNIALLY COLLECT, COMPILE AND
PUBLISH STATISTICS AND INFORMATION
THAT ARE RELEVANT IN UNDERSTANDING
AZ'S TRANSPORTATION SYSTEM
DEVELOP, UPDATE & PUBLISH A PRIMER
ON FEDERAL & STATE HIGHWAY
FINANCING IN ARIZONA. UPDATED AS
NEEDED WHEN CHANGES ARE MADE IN
EITHER STATE OR FEDERAL LAWS/
REGULATIONS
PROVIDE MONITORING AND STATUS
OF FEDERAL LEGISLATION OF
INTEREST TO ADOT
PROVIDE ART WORK, FINAL LAYOUT
FOR REPORTS, PRESENTATIONS, ETC,
FOR TPD & OTHER ADOT UNITS
ORIGINATOR/
PROPONENT
STATE AND
NATIONAL
POLICY
BRANCH
STATE AND
NATIONAL
POLICY
BRANCH
STATE AND
NATIONAL
POLICY
BRANCH
STATE AND
NATIONAL
POLICY
BRANCH
STATE AND
NATIONAL
POLICY
BRANCH
STATE AND
NATIONAL
POLICY
BRANCH
STATE AND
NATIONAL
POLICY
BRANCH
STATE AND
NATIONAL
POLICY
BRANCH
STATE AND
NATIONAL
POLICY
BRANCH
TPD& OTHER
D! V! S! ONOF
ADOT
SPECIAL SUPPORT COMPOSE RESPONSES, LETTERS, ISSUE
PAPERS FOR ADOT MANAGEMENT,
TRANSPORTATION BOARD, GOVERNOR'S
OFFICE & CONGRESSIONAL DELEGATION
._---------------_.
50
ADOT
MANAGEMENT
& OTHERS
PRODUCT/ SERVICE
SHORT TITLE
ARIZONA
CONSTRUCIlON
COSTINDEX
HIGHWAY
FUNCTIONAL
CLASSIFICATION
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
DESCRIPTION
CALCULATE AND DISTRIBUTE
ROADWAY & STRUCfURAL COSTS
QUARTERLY
PROVIDE MAPS AND DATATO
FEDERAL HIGHWAY ADMINSITRATION
ORIGINATOR/
PROPONENT
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
SMALL AREA
TRANSPORTATION
STUDIES
TRANSPORTATION
NEEDS ASSESSMENT
NEEDS ASSESSEMNT
DATABASE
STATE HIGHWAY
SYSTEM PLAN
MODAL
PERFORMANCE
OBJECTIVES
SPECIAL
STUDIES
PROVIDE PROCEDURAL AND TECHNICAL
ASSISTANCE TO COUNTIES AND SMALL ADVANCE
AREAS DEVELOPING CONSULTANT- BASED PLANNING
TRANSPORTATION PLANS. MONITOR STUDY BRANCH
DEVELOPMENT& REVIEW STUDY PRODUcrs
ASSESS 5, 10 & 20 YEAR MULTIMODAL ADVANCE
NEEDS AND COSTS FOR STATE, COUNTY PLANNING
CITY, AND TOWN FACILITIES BRANCH
CONTINUAL UPDATE OF THE ADVANCE
TRANSPORTATION NEEDS PLANNING
ASSESSMENT DATABASE BRANCH
DEVELOP LONG RANGE STATE ADVANCE
HIGHWAY SYSTEM GOALS, PLANNING
OBJECTIVES AND POLICIES BRANCH
ESTABLISH TEN YEAR PERFORMANCE ADVANCE
OBJECTIVES AND ATTAINMENT COSlS PLANNING
FOR THE STATE HIGHWAY SYSTEM BRANCH
ASSESS SPECIFIC ISSUES ( I. E. FREE ADVANCE
TRADE, ETC) OF IMPORTANCE TO STATE PLANNING
TRANSPORTATION PLANNING AND THE BRANCH
STATE HIGHWAY SYSTEM AS NEEDED
GRAPHICS
SPREADSHEET/
DATABASE
GENERATION ____ 0
STATE HIGHWAY
SYSTEM PLAN
VISIONS OF THE
FUTURE REPORT
VISIONS OF THE
FUTURE CONFERENCE
DEVELOP GRAPHICS FOR REPORTS
AND PRESENTATIONS
COMPILE AND ASSESS
QUANTITATIVE DATA FOR
REPORTS AND PRESENTATIONS
STATE HIGHWAY SYSTEM
PLAN
LONG RANGE FORECAST OF
TRANSPORTATION RELATED SOCIO­DEMOGRAPHIC
TECHNICAL CHANGE
CONFERENCE OF NATIONALLY
RENOWN FUTURISTS ADDRESSING
ARIZONA'S TRANSPORTATION FUTURE
51
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
PRODUCT/ SERVICE
SHORT TITLE
STATEWIDE
HIGHWAY NEEDS
STUDY
STATEWIDE
TRANSPORTATION
NEEDS STUDY
HIGHWAY MODAL
OBJECTIVES REPORT
EVALUATION OF THE
5- YEAR CONSTRUCTION
PROGRAM
CONSTRUCTION
COST INDEX
CORRIDOR STUDIES OF
STATE HIGHWAYS
SMALL AREA
TRANSPORTATION
STUDIES
SUPPORTING DIVISION
MICROCOMPUTER NEEDS
SUPPORTING
DEPARTMENTS GIS NEEDS
DRAFTING CORRESPONDENCE
FOR DIVISION & DEPARTMENTS
REPRESENTING DIVISION &
DEPARTMENT IN MANY
PUBLIC FORUMS
REVIEW & SELECTION
OF CONSULTANTS
HAZARDOUS MATERIALS
TRANSPORT PLANNING
SPECIAL SHORT­TERM
PROJECTS
GEOGRAPHIC INFORMATION
FUNCTIONAL CLASSIFICATION
OF HIGHWAYS
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
DESCRIPTION
REPORT IDENTIFYING CURRENT
AND FUTURE NEEDS ON ALL
PUBLIC ROADS STATEWIDE
REPORT TO LEGISLATIJRE, CURRENT &
FUTURE TRANSPORTATION NEEDS
STATEWIDE FOR ALL MODES
STATE HIGHWAY SYSTEM 10- YEAR
OBJECTIVES REPORT
EVALUATION OF THE 5- YEAR
CONSTRUCTION PROGRAM
CONSTRUCTION COST INDEX
CORRIDOR STUDIES OF
STATE HIGHWAYS
SMALL AREA
TRANSPORTATION STUDIES
SUPPORTING DIVISION
MICROCOMPUTER NEEDS
SUPPORTING DEPARTMENTS
GIS NEEDS
DRAFTING CORRESPONDENCE
FOR DIVISION & DEPARTMENTS
REPRESENTING DIVSION &
DEPARTMENT IN MANY PUBLIC FORUMS
REPRESENTING DIVSION & DEPARTMENT
IN MANY PUBLIC FOURMS
HAZARDOUS MATERIALS
TRANSPORT PLANNING
SPECIAL SHORT- lERM
PROJECTS
DEVELOP GIS SYSTEM FOR TPD.
PROVIDE MAPS & DATA FOR
VARIOUS PROJECTS
PROVIDE MAPS & DATATO
FEDERAL HIGHWAY
ADMINIS1RATION
52
ORIGINATOR/
PROPONENT
STATE
LEGISLATURE
& ADVANCE
PLANNING
BRANCH
STATE
LEGISLATURE
& ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
LOCAL OR
REGIONAL
GOVERNING
BODY
TPD
ADOT& TPD
ADOT& TPD
ADOT& TPD
ADOT& TPD
(?)
( VARIOUS)
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
PRODUCT/ SERVICE
SHORT TITLE
AUTOCAD MAPS
AND DRAWINGS
PROGRESS ON THE
STATE HIGHWAYS
SYSTEM REPORT
DEVELOP & WRITE
DATABASE PROGRAMS
ESTABLISH COMPUTER
BUDGETS
PURCHASE, INSTALL
AND MAINTAIN COMPUTER
HARDWARE & SOF1WARE
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
DESCRIPTION
PROVIDE VARIOUS MAPS ( USED IN PUBLIC
MEETINGS & PUBLICATIONS) TO TPD,
HIGHWAYS DIVISION & DIRECfOR'S OFFICE
COLLECT, COMPILE, & PUBLISH
DATA & MAPS ON ANNUAL
HIGHWAY CONSTRUCTION COSTS
DEVELOP DATABASE PROGRAMS TO
COLLECT, COMPILE & MONITOR VARIOUS
TYPES OF TRANSPORTATION DATA
DEVELOP BUDGETS FOR PURCHASING
COMPUTERHARDWARE& SOFrWARE
EVALUATE, PURCHASE, INSTALL AND
MAINTAIN COMPUTER HARDWARE
ANDSOFrWARE
ORIGINATOR/
PROPONENT
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
ADVANCE
PLANNING
BRANCH
PAGTPD
SRBRANCH
TIP
TIP AMENDMENTS
RTP
SOC- DATA SETS
TRANSP
NETWORKS
TRANSP
SIMULA'TION
MODELMAINT
COORDINAlE, DEVELOP, & PUBLISH THE
REGIONAL TRANSPORTATION IMPROVE­MENT
PROGRAM WHICH INCLUDES
PROJEC'TS COMMITTED TO FOR NEXT 5 YEARS
COORDINAlE, DEVELOP, & PROCESS PAGTPD
AMENDMENTS TO THE REGIONAL TIP S R BRANCH
COORDINAlE, DEVELOP & PUBLISH PAGTPD
REGIONAL TRANSPORTATION PLAN WHICH S R BRANCH
INCLUDES ALL TRANSPORTATION IMPROVE-MENTS
PLANNED FOR THE NEXT20 YEARS
DEVELOP & DOCUMENT DATASETS OF PAGTPD
POPULATION, EMPLOYMENT, INCOME, & L R BRANCH
STUDENTS- PAST, CURRENT & FUTURE YEAR~
BY TRANSPORTATION ANALYSIS ZONE ( TAZ)
RESEARCH, DEVELOP, DOCUMENT& PAGTPD
MAINTAIN NETWORKS DESCRIBING HIGH- L R BRANCH
WAY & TRANSIT SYSlEMS IN SIMULATION
MODEL FORMATS
MAINTAIN AND PERIODICALLY UPDATE PAGTPD
PAGTPD'S SIMULATION MODELS AND THE L R BRANCH
TRANSPORTATION DATA USED FOR
MODEL PARAMETERS
TRANSP ANALYSIS
ZONEMAINT
MAINTAIN & PERIODICALLY UPDATE
ZONAL SYSTEM UDED TO DESCRIBE
SOC- DATA FOR PAGTPD'S SIMULATION
MODELING, INCLUDING DOCUMENTATION,
MAPPING, AND TABULAR DATA
PAGTPD
LRBRANCH
TRANSP SYS PERF
MON & ASSESS
COLLECT, COMPILE, ASSESS, & REPORT ON PAGTPD
TRANSPORTATION SYSTEM PERFORMANCE
53
PRODUCT/ SERVICE
SHORT TITLE
PUBLIC
INFORMATION
SPECIFIC
PUBLIC
PARTIC
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
DESCRIPTION
RESPOND TO CALLS, LETIERS & WALK- IN
REQUESTS FOR INFORMATION DEVELOPED
OR COMPILED BY PAGTPD SUCH AS TRAFFIC
COUNTS, POPULATION, FORECAST VOLUMES
PROGRAMMED PROJEcrs, AND SIMILAR
IDENTIFY, PLAN FOR & PROVIDE
APPROPRIATE PUBLIC PARTICIPATION
OPPORTUNITIES FOR TIP & RTP; PLUS
INDICATED DOCUMENTATION
ORIGINATOR/
PROPONENT
PAGTPD
PAGTPD
NQCONFORM
ASSESSMENTS
OWP ( TRANSP)
ASSESSMENT & DOCUMENTATION OF THE PAGTPD
CONFORMIlY OF TRANSPORTATION PLAN
AND PROGRAM
RESEARCH, DEVELOP, DOCUMENT, & MAIN- PAGTPD
TAIN THE TRANSPORTATION PORTION
OF THE PAG OVERALL WORK PORGRAM
STAFF FORMAL
PAG COMMITfEES
DEVELOP NOTICES, AGENDAS, MINUTES,
AND/ OR ATIEND MEETINGS OF PAG'S
TRANSPORTATION PLANNING, MANAGE­MENT,
REGIONAL COUNCIL, ENVIRONMENT,
POPULATION, RASP, BIKE PLAN, FUNCTIONAL
CLASS, PERFORMANCE MONIlORING &
ASSESS POPULATION, ENVIRONMENTAND
TIP SUBCOMMITIEES
PAGTPD
STAFF SPECIAL
PAG COMMITfEES
PARTICIPATE ON
OTHER
COMMITIEES
FINANCE EQUITY
ANALYSES
STATE CIP/ TIP
INOUTS
PREPARE FOR & ACTIVELY PARTICIPATE ON PAGTPD
REGIONAL DATA, FREEWAY SURVEILLANCE SR BRANCH
AND CONTROL, MOBIUTY, MANAGEMENT,
TRAVEL DEMAND, AND CONPREHENSIVE
PLAN COMMrITEES
PREPARE FOR & ACTIVELYPARTICIPATE ON PAGTPD
SPEICAL STUDY COMMITIEES, e. g. DOWN-TOWN
LAND USE & CIRCUALTION, ARIZONA
BICYQ.. E TASKFORCE & PERFORMANCE
RATING
RESEARCH, COMPUE DATA, & REPORT ON PAGTPD
TRANSPORTATION FINANCES, INCLUDING S R BRANCH
FEDERAL, STAlE, & LOCAL SOURCES, AS
REQUESTED BY PAG MEMBERS
COORDINAlE PAG MEMBER REVIEW AND PAGTPD
DEVELOPEMNT OF LOCAL INPUTS TO STATE
CIP AND TIP. MONITOR & REPORT ON
TRANSPIMPACT
' RTPS
PREPARE ROUTINE AND SPECIAL REPORTS PAGTPD
QUANTIFYING EXISTING AND FORECAST
TRAFFIC CAPACITIES, AND OTHER TRANS­PORTATION
DATA AS REQUESTED FOR
LAND USE PLANNING AND REVIEWS
54
PRODUCT/ SERVICE
SHORT TITLE
TRANSP NETWORK
PLOTS & DATA
TRANSP POLICIES
TRANSP PROJECT
PROCESSING
PUBLISH PAFTPD
PRODUCTS
ADMIN REPORTS
INTERVIEW & SELECTION
PANELS
PROFESSIONAL ORGANIZATION
PARTICIPATION &
LEADERSHIP
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE ORIGINATOR/
DESCRIPTION PROPONENT
PREPARE AND CONVEY ROUTINE AND PAGTPD
SPECIAL REPORTS OF TRAFFIC, USING PLOTS,
GRAPHS, MAPS, & TABLES TO DEPICT DATA
PREPARE OR CONTRIBUTE TO POLICIES PAGTPD
FOR PAG COMMIlTEES & MEMBERS.
CONTRIBUTE TO POLICIES AFFECTING
PAG AREA AT STATE LEVEL
PREAPRE OR PROCESS PROCEDURAL PAGTPD
STEPS IN PROJECT PROCESS, INCLUDING S R BRANCH
CHANGE ORDERS AND FUNDING
CATEGORY APPROVALS -----.---
GRAPHICALLY PREPARE & PUBLISH PAG PAGTPD
PRODUCTS, INCLUDING RTP, TIP, ANNUAL S R BRANCH
TRAFFIC VOLUMES MAP, ROADWAY PERF
ASSESSEMNT RPT & SLIDE SHOWS, BIKE
PLAN, AND HYDROLOGY MAPS
DEVELOP REQUIRED ADMINISTRATIVE PAGTPD
REPORTS, e. g. PORGRESS REPORTS,
BUDGET/ EXPENDITURE REPORTS,
VEHICLE USAGE, AND OTHERS
SERVE ON PAG AND PAG MEMBER PAGTPD
CONSULTANTAND EMPLOYEE SELECTION
PANELS
PARTICIPATE IN TRANSPORTATION, PAGTPD
PLANNING AND ENGINEERING
PROFESSIONAL ORGANIZATIONS, INCLUDING
SERVING AS OFFICERS AND ON COMMITTEES
RESEARCH
HPRREPORTS
EXPERIMENTAL
PROJECT REPORTS
----------
SPECIAL REPORTS
STATE OF ART
REPORTS
CONDUCTS RESEARCH TO MEET ATRC
ADOTS NEEDS STAFF
FHWA FUNDED HIGHWAY PLANNING ATRC
RESEARCH ( HPR) FINAL REPORTS ARE ENGINEERS
PRINTED AND DISTRIBUTED AT THE
CONCLUSION OF A RESEARCH PROJECT ----------------'-"---=-=-'-"---=--=---
DOCUMENTS THE FINAL STEP IN ATRC
DETREMINING NEW PRODUCTOR PROCESS ENGINEERS
SUITABILIlY AND USEFULNESS TO ADOT
TYPICALLY IN- HOUSE PROJECTS, THEY ATRC
ARE PERFORMED WHEN A REQUEST OR ENGINEERS
NEED HAS REQUIRED A SPECIFIC INVESTI-GATIoN
OF AN ISSUE OR PROBLEM. SPECIAL
REPORTS DOCUMENTTHE EFFORT & FINDING
DESCRIBES CURRENT RESEARCH AND ATRC
EXPERIENCE IN A SPECIFIC AREA. ENGINEERS
TYPICALLY DONE AS A FACT FINDING
PROCESS BEFORE THE FULL SCALE
RESEARCH PROJECT IS AlTEMPTED
55
PRODUCT/ SERVICE
SHORT TITLE
HPRPROGRAM
BUDGET
HPRPROJECT
MANAGEMENT
FINANCIAL
SUMMARIES
PRIDE
APPROVED
PRODUCTS LIST
DISAPPROVED
PRODUClS LIST
ANNUAL REPT.
PRIDE
SHRP
RESEARCH NOTES
CATALOG OF
PUBLICATIONS
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
DESCRIPTION
LISTS AND DESCRIBES ALL PROPOSED,
NEW, AND CONTINUING FEDERAL, STATE,
AND IN- HOUSE FUNDED RESEARCH
MONITORS THE SCOPE, RFP, SELECTION
PANEL, CONTRACT PROCESS, AND ALL
DELIVERABLE PROGRESS REPORTS FOR
PROJECTS
FINANCIAL DATA FOR ALL ACTIVE,
CLOSED AND PROPOSED PROJECTS
FUNDED WITH FEDERAL, STAlE, OR
IN- HOUSE RESOURCES)
REVIEWS PRODUCT USEFULNESS,
SAFETY, AND USAGE POLICY,
RESULTING IN APPROVAL OR DIS­APPROVAL
FOR ADOTUSE
LISTS PRODUCTS, MANUFACTURERS, AND
SUPPLIERS FOR ITEMS TESlED &
APPROVED FOR ADOTUSE.
LIST PRODUCTS DISAPPROVED OR
ELIMINATED DUE TO OTHER FACTORS
FORADOTUSE
DESCRIBES THE STATUS OF THE PRODUCT
EVALUATION PROGRAM FOR THE PRE­PRECEDING
YEAR. CONTAINS PRODUCT
SUMMARIES AND MEETING AGENDAS
MANAGES AND COORDINATES ALL
SHRP ACTIVITES IN ADOT
2- 4 PAGE SUMMARIES OF
RESEARCH PROJECTS
LISTING OF ALL PUBLISHED
ATRC REPORTS
ORIGINATOR/
PROPONENT
ATRC
ENGINEERS
ATRC
ENGINEERS
KUPROSKI
LIU
LIU
LIU
LIU
ATRC
STAFF
ATRC
ENGINEERS
SILVA
BIBLIOGRAPHIES SILVA
NEW ADDITIONS IN
THE ATRC LIBRARY
COMPUTER GENERATED BIBLIOGRAPHIES
----- O- N- SP- EC- IF- IC- U- SE= R R= EQ- UE- S- TE- D- TO- P- ICS-----------
MONTHLY NEWSLETTER OF NEW BOOKS S JLVA
ADDED TO THE ATRCLIBRARY AND
CALENDAR OF SEMINAR ANNOUNCEMENTS
LIBRARY SERVICES
RESEARCH
PROVIDES MATERIAL TO ADOTSTAFF ON
LOAN, MAINTAINS THE LIBRARY DATA­BASES,
AND OTHER TECHNICAL AND
PUBLIC SERVICES
SILVA
,,\ TRC
ASSISTANCE ANSWERING QUESTIONS, MAKING STAFF
REFERRALS, AND DISTRIBUTING PUBLISHED
AND UNPUBLISHED MATERIALS
56
PRODUCT/ SERVICE
SHORT TITLE
PUBLIC DISPLAYS
MULTI- MEDIA
PRESENTATIONS
TPD PRODUCTS AND SERVICES
PRODUCT/ SERVICE
DESCRIPTION
PREPARES AND MOUNTS CURRENT
RESEARCH INFORMATION FOR THE
ADOT BULLETIN BOARDS
VIDEOS, SLIDES, PHOTOGRAPHS, MAPS,
PREPARED FOR REPORTS, DISPLAYS
AND PRESENTATIONS
GIVEN AT THE TRANSPORTATION
RESEARCH BOARD ANNUAL CONFERENCE,
ROADS AND STREETS CONFERENCES,
PUBLIC SERVICE GROUPS, AND
INTERNAL GROUPS
ORIGINATOR/
PROPONENT
ATRC
STAFF
ATRC
STAFF
ATRC
STAFF
MEMBERSHIPS
ACCESS TO ASU
SERVICES
RTAP
MEMBERSHIP PRIVILEGES FOR IVHS
AMERICA, AASHTO, ASTM, SASHTO, SHRP,
TRB, AND PIARC PROVIDING ACCESS TO
PERIODICALS, PUBLICATIONS AND
ELECTRONIC BULLETIN BOARDS ------
THROUGH THE INTERGOVERNEMNTAL
AGREEEMNT, ATRC CAN USE ASU STUDENT
EMPLOYMENT, FACULTY ASSISTANCE, ASU
PURCHASING, AND THE LIBRARIES
MONITORS THE RURAL TECHNICAL
ASSISTANCE PROGRAM, WHICH PROVIDES
TECHNOLOGY TRANSFER TO LOCAL
-------- GO- VERNMENTS---_.
57
ARTC
STAFF
KUPROSKI
SILVA
SCOFIELD
TRANSPORTATION
' PLANNING
DIVISION
CURRENT ORGANIZATIONAL CHART
I~ I
u~..-.:.._. ­A.
d. m..,,. s, e. I
117... E...
.. ­-,
.. T. I. M...
c_, a­..
M.""."
Planning
Admlntslr. tlon
3010
Exhibit # 10
Pl: annl~ 3.
PoI: y
3110
~... ­..
_ TAOIM7
r.',, ­.
TM'MO"'
~... ­....
­....
.. ­­M'
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­............,.
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k__ M ....,
TI.. ....
l...--
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V~ n m-- ..... 1010 .: ""
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58
] ITO~
..._..-... M.......,.
~ UU .- TIl_'
TIl__
_,. M.. .,-.... . nt-_, -... .-,.... Tr . E.". n. g.... S. C9K
-... L_
TrErtgrl T' .... I T_
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". i.'~"~@ ......"""". T'II: EnirSpec - ..... MU : ,1t4~ ............. ............. .- _
-........ ...........
April 27. 1993
Exhi bit # 11
11/ 19/ 93
PRSN
ORIGINATOR AUTHORITY lW
IVHSBRANCH 1987 CAA &. 91 Amend. 50
Ivns BRANCH 23CFR 127 40
IVHSBRANCH 23CFR 127 40
IVHS BRANCH 23CFR 154 220
IVHSBRANCH 23CFR 154 40
IVHS BRANCH 23CFR 154 40
IVHS BRANCH 23 CFR 470.115A 200
PRGBRANCH 23 CFR 450.216 520
PRGBRANCH ARS 28- 104- 112 2,000
PRGBRANCH ARS28- 1825 2,215
PRGBRANCH ARS28- 1825 520
PRGBRANCn ARS 28- 1825 173
PRGBRANCn ARS28- 1825 173
PRGBRANCH ARS28- 1825 173
PRGBRANCH ARS28- 1825 520
PRGBRANCn ARS 28- 1864- 1904 160
PRGBRANCH ARS28- 1895 260
PRGBRANCn ARS 28- 2601- 2603 80
SPCLPRJ ARS 28- 1502.01 80
T&. FBRANCH AASHTO Blue Book 600
T&. FBRANCH FHWA5600 I- A 8.100
T&. FBRANCH FHWA5600 I- A 2,100
T &. F BRANCH FHWA5600 I- A 12,700
T&. FBRANCH FHWA5600 I- A 500
T &. F BRANCH FHWAHPR 600
PLAN ADMIN SECT 23 CFR 135&. 307 4.100
ADVPLANBRANCH 23CFR 103 960
ADV PLAN BRANCH 23CFR 103 480
ADVPLANBRANCH 23CFR 135 1.820
ADV PLAN BRANCH 23CFR 135 1.820
ADVPLANBRANCH 23CFR 135 1.820
ADVPLANDRANCH 23CFR 135 1.820
REVIEWING ROUTE TRANSFER INTERGOVERNMENTALAGREEMENTS
EST TEN YR PERF aDJECTIVES &. ATTAINMENT COSTS FOR TIlE IIWY SYSTEM
ESTABLISH ECONOMIC STRENGTH PROJECTS PROGRAM
PROPOSED UPDATED 5- YR CONSTRUCTION PRGM: HWYS &. AIRPORTS
WATERCRAFTSURVEY
PROVIDE DATA, RATIONALE. MAPS &. INFO TO FED HWY ADMIN. ST &. LOCALS
PROD OF SAMPLING REQS FOR DATA NEEDS SPEED MONITORING REPORTS
PROVIDE MAPS &. DATA TO FEDERAL HIGHWAY ADMINISTRATION
PARTON ADOTS RTE NBRNGCMTES &. INTERFACE W/ AASHTO NATLCMTE
PUB/ MONITOR HWY PLAN/ RESEARCH ANNUALWORK PRGM PART 1 - PLAN
DESCRIPTION
PART IN THE DEV OF ADOTS REQS TO MEET MANDATED AQ STANDARDS
VARIOUS EXPENDITIJRE. RECEIPT &. DESCRIPTIVE REPORTS
ESTABLISH ANNUAL LOCAL TRANS ASSIST FUND PRGM
TPD Mandated Products & Services
UPDATE OF SUFFICIENCY RATINGS
PROD &. PRES TO FHWA OF MVD'SCOMPLIANCE W/ ENFORCEMENT &. REQS
PRODUCE 5- YEAR TRANSPORTATION FACILITIES CONSmUCTION PRG
UPDATED 5- YR CONSTRUCTION PROGRAM: HIGHWAYS &. AIRPORTS
HPMS INVENTORY INFO ON SAMPLES OF HWY. RDS &. STS IN AZ
PUBLISH NOTICES IN NEWSPAPER &. POST NOTICES AS REQUIRED BY ARS
PROVIDE TRAFFIC VOLUME &. TRAFFIC STATISTICS FOR HWY DESIGN
DOCMNTCHNGS TO 5- YR CNSTRCN PRGAS PRESCRIBED BY ARS
TRUCK WEIGHT FROM SELECTED LOCATIONS
TnNr. R ANm: J;'() JH~ CAST- TRANSRELSOCIO- DEMOGRAPHIC &. TECH CHNG
DEV LONG RANGE ST HWY SYS GOALS. OBJECTIVES &. POLICIES
ASSTMVD - DEV &. PROCOF PLANWEIGHCOMM VEHTO MEET FED REQS
TRAFFIC VOLUMES FOR EACH SPECIFIED SEGMENT OF THE ST HWY SYS
TRAFFIC VOLUMES AT EACH AUTOMATIC STATION REPORTED BY HOUR
5- YR LOCAL GOVT HWY CONSTRUCTION PRGM
COMPILATION &. ANALYSIS OF QUARTERLY REPORTS
COMPILATION &. ANALYSIS OF RAW FIELD DATA COLLECTED BY T&. F STAFF
ST TRANS IMPVMNT PRGM: FEDERAL PROJECTS
CORRIDOR STUDIES OF STATE HIGHWAYS
MODAL PERFORMANCE OBJECTIVES
VISIONS OF THE FUTURE REPORT __ ._ __ _ _._.
STATE HIGHWAY SYSTEM l'LAN
CORRIDOR STIJDIES OF ST IIWYS
TRAFFIC DATA
HWY PERF MNTR SYS DATA SUBMIT
DOCUMENTED CHANGES: 5- YR PRG
PUBLIC HEARING REQUIREMENTS
SUFFICIENCIES
TRAFFIC ON THE AZ ST HWY SYS
ATR REPORTS TO FHWA
WATERCRAFT SURVEY
500 SERIES FHWA REPORTS
LOCAL GOVT 5- YR CONSTRUCT PRG
ROUTE TRANSFER
HPR OVERALL WORKPRG( OWP)
HWY FUNCTIONAL CLASSIFICATION
ROUTE NUMBERING INFORMATION
NATLHlGHWAYSYSTEM
W- 4 FHlWAHWYSTATS
LOCAL TRANS ASSIST FUND PRG
PUBLIC INFORMATION DOCUMENT
ECONOMIC STRENGTH PROGRAM
ADOPTED5- YRPROGRAM
TENTATIVE5- YRPROGRAM
ST TRANS IMPROVEMENT PRG
ANNUALNMSLREPORT
QUARTERLY NMSL REPORT
ANNUAL NMSL SAMPLING PLAN
SHORTTIJLE
AIR QUALITY STIJDIES
ANNUAL WT ENFORCEMENTCERT
ANNUAL WT ENFORCEMENT PLAN
59
TPD Mandated Products & Services 11/ 19/ 93
PRSN
ORIGINATOR AUTHORITY H. B §
ADV PLAN BRANCH 23 CFR 450.214 12,500
--- . , - --------- ADV PLAN BRANCH ARS 28- 108- 109 200
--- ------------ ADV PLAN BRANCH 23 CFR 135&. 303 5.304
ADV PLAN BRANCH ARS 28- 111 120
ADV PLAN BRANCH ARS28- 1598 5.824
-- - -- - - - - - -- - -- ADVPLANBRANCH USDOT ( FRA) 49 2,600
----- _._- ---- ST &: NATL POLICY BR ARS28- 108- 109 600
--- - - -- ST &: NATL POLICY BR TItle 23 USC Sec. 104( b)( 3). 23 CFR 101 1.000
TRANSIT BRANCH 23 CFR 450.214( 3) 1.040
TRANSIT BRANCH ARS 28- 2611 &: 49- 551 1.584
TRANSIT BRANCH ARS49- 506 176
TRANSIT BRANCH FTA Section 16 3.608
TRANSIT BRANCH FTA SectIon 18 4.136
TRANSIT BRANCH FTA Section 18( h) 1.056
TRANSIT BRANCH Gov Exec Order 86- 4 416
TRANSIT/ PRIORITY
PRGM/ ADV PLAN FTA Section 26 1.760
ATRC 23 CFR 135.307 ISTEA SEC. l. 00l 15.440
-.. ----- -- - - -- - -- - -_._- PAGTPD 23CFR 450 750
PAGTPD 23CFR 450 470
PAGTPD 23CFR 450 470
PAGTPD 23CFR 450 400
PAGTPD 23CFR 450 240
PAGTPD 23CFR 450 870
830
PAGTPD 23CFR 450
PAGTPD 23 CFR 450- SOO 380
- - - - -- - - ----. - -- PAGTPD 23 CFR 450- 500 3.400
820
PAGTPD 23CFR 450- 500
PREPARE &. CONVEY REPORTS OF TRAFFIC, USING PLOTS, GRAPHS,
MAPS &. TABLES TO DEPICT DATA
RURAL TRANSIT PLANNING( RTAP) PRVD TRAiNffECH ASSIST PRGMS- RURALTRANSIT OPERATORS
SECTION 18 RURALTRAN: HT PROVIDE FUNDING FOR OPERATION OF RURAL TRANSIT ROUTES IN AZ
SEC 16 ElDERLY &. HANDICAPPED PRVD FUND- PRCHS BUSES FOR NON- PROFIT SERV ElDERLY/ HANDICAPPED
AUTOCAD MAPS &. DRAWINGS PROVIDE VARIOUS MAPS ( USED PUBS &: PUBLIC MEP_ TINr.~\ TO AnOT~ TAFP
SMALL AREA TRANSP STUDIES PROVIDE ASSIST TO LOCALS DEV CONSULTANT- BA~ Rn TR AN~ PI AN~
EVAL5- YR CONSTRUCTION PRG EVALUATION OF THE 5- YEAR CONSTRUCTION PROGRAM
RAIL PROJECT PROPOSALS FOR FED FUND SUBMIT PROJ PROSPECTUS, INCL NEEn~ P_ VAI_ IIATION RPRT
PROG ON THE ST HWY SY:; REPORT DEV/ PUB ANNUALHWY CONSTRUCTION EXPENDITITRP~ REPORT
TRANS ENHANCEMENT PRG PREPARE AND MONITOR TRANSPORTATION ENHANCRMPN~
BICYCLE PLANNING PREPARE THE STATEWIDE BICYCLE PLAN &: ADOT POLICY
AIR QUALITY DEMO PRG PRVD FUNDING FOR A. Q. DEMO PROJECTS FOR TRANS PROJECTS
TRANS RESEARCH PRG DEVIIMPLMNT/ MONITOR TRANSPORTATION RESEARCH PROGRAM
BICYCLE TECHNICALASS; iSTANCE PREPARE STATE BIKE MAP &: PROVIDE TECHNICAL ASSISTANCR
STATEWIDE TRANSIT PLANNING PREPARE STATE TRANSIT PLANS, TIP, FTA, TRANSIT RESEARCH
CLEAN AIR CAMPAIGN PRVD FUND- SPONSORSHlPCLEAN AIR CAMPAIGN. PARTICIPATEW/ PLAN
SHORTTITLE DESCRIPTION
STATEWIDE TRANSPORTATION PLAN PRODUCE THE STATEWIDE. MULTINMODALTRANSPORTATION PLAN
TRANS NEEDS ASSESSMENT ASSESS 5/ 10/ 20 YR MULTlMDL NEEDS/ COSTS FOR ST. CTY, C&: T FACILITIES
PARTiCIPATE ON OTHER CMTES PREPARE FOR &. ACTIVELY PARTiCIPATE ON SPECIAL STUDYCOMMITTEES
STAFF SPECIALPAGCOMMITTEES PREPARE REGIONAL DATA, FWY SURVL&: CONTROI- rMS ~ TRAVE,- np_ MO
ADMIN REPORTS DEVLP REQD ADMIN RPRTS ( PROG/ BUDGET/ EXPENDNEHICLE USAGE)
OWP ( TRANSP) RESEARCH/ DEVLP/ DOCUMENT/ MAiNTAIN TRANP OF THE PAG OWP
SPECIFIC PUBLIC PARTIC IDENTIFY/ PRVDE APPROP PUB PARTICIPATION OPPOR FOR TIP &. RTP
PROF ORGAN PARTIC &. LEADERSHIP PARTICIPATE IN TRANSP, PLANNING &. ENGINEERING PROFSNL ORGS
TRANSP IMPACT RPTS PREPARE REPORTS QUALTIFYING EXISTING &. FORCAST TRAFFIC
CAPACITIES &: OTHER TRASPORTATION DATA
TRANSP NElWORK PLOTS &. DATA
TRANSP SYS PERF MON &: ASSESS COLLECT, COMPILE. ASSESS, &: REPORT ON TRANS SY~ PPRPORMANCR
TRANSP POLICIES CONTRIBUTE TO POLICIES FOR PAGCOMMITTEES &. MEMBERS
AFFECTING PAG AREA AT STATE LEVEL
60
SHORTIU1. E
STAFFFORMALPAGCOMMITfEES
PUBLIC INFORMATION
NQ CONFORM ASSESSMENTS
INTERVIEW & SELECTION PANELS
TRANSP NEJWORKS
RTP
TRANS SIMULATION MODELMAINT
TIP AMENDMENTS
PUBLISH PAGTPD PRODUCTS
TRANSP PROJECT PROCESSING
STATE clPmp INPUTS
SOC- DATA SETS
TRANSP ANALYSIS ZONE MAINT
TIP
TPD Mandated Products & Services
DESCRIPTION
PREPARE & ATTEND MEETINGS OF MGMT, REGIONALCOUNCII..
ENV, POP, RASP, BIKE PLAN, HPMS, TI
RESPOND TO REQESTS FOR INFORMATION ( TRAFFIC COUNTS, POP,
FORECAST VOLUMES, PROGRAM PROJECT)
ASSESS/ DOCUMENT CONFORMITY OF TRANS PLAN & PROGRAM
SERVE ON PAG & PAG MEMBER CONSULTANT & EMP SELECTION PANELS
DEV/ DOCUMENT/ MAlNTAlN NEIVlORKS DESCRIBING HWY & TRANS SYS
COORDINATE, DEVELOP THE REGIONAL 20 YR TRANSPORTATION PLAN
MAINTAIN PAGTPD'S SIMULATION MODELS & THE TRANSPORTATION DATA
COORDINATE, DEVELOP, & PROCESS AMENDMENTS TO THE REGIONAL TIP
RTPmPffRFC VOLS MAP/ RDWY PERF ASSESS RPT/ BIKE PLAN & HYDRLGY MAP~
PROCEDURAL STEPS IN PROJECT PROCESS ( CHNG ORDRS/ FUND CAT APRVLS)
COORD PAGMEM REV & DEV OF LOCAL INPUTS TO STATE CIP & TIP
DEV/ DOC DATA SETS OF POP, EMP, INC FOR VARIOUS YEARS, BY TAZ
MAINTAIN THE ZONAL SYSTEM USED FOR SIMULATION MODELING
COORDINATE, DEVELOP, & PUBLISH THE REGIONAL 5- YR TIP
61
11/ 19/ 93
PRSN
ORIGINATOR AUTHORITY HM
PAGTPD 23CFR 450- 500 1,490
PAGTPD 23 CFR 450- 500 1,980
PAGTPD 23CFR 450- 500 990
PAGTPD 23 CFR 450- 613 90
PAGTPDL R BRNCH 23 CFR 450- 500 500
PAGTPDL R BRNCH 23 CFR 450- 500 3,480
PAGTPDL R BRNCH 23 CFR 450- 500 610
PAGTPDS R BRNCR 23CFR 450 120
PAGTPDS R BRNCH 23CFR 450 450
PAGTPDS R BRNCH 23CFR 450 210
PAGTPDS R BRNCH 23 CFR 450- 500 120
PAGTPDS R BRNCH 23CFR 450- 500 2,760
PAGTPDS R BRNCR 23 CFR 450- 500 310
PAGTPDS R BRNCH 23 CFR 450- 500 690
TOTAL HOURS: 124,718
TOTAL PERSONS: 68.53 •
• Calculated at 1,820 HRtyR
( i). E. G. PROPOSED STRUCTURE DIRECTOR TRANSPORTATION PLANNING
D- EP- U- T- Y--- D- IR- E- C- T- OR I DIV LION
Admi n Sec Exhibit # 12 III
Grade 14 72 Positions
I I I I I I I I
ATRC TEAM PAG TEAM SUPPORT PLANNING TEAM POLICY TEAM TMA/ RURAL TRANSIT TEAM PROGRAM TEAM DATA TEAM
TR ENG SUP PPM II SERVICES TEAM Planner III Planner III COGs TEAM Planner III Planner III I PI anner III l Grade 23 Gri\ de 24 ASO I ( 19) Grade 21 Grade 21 Planner III Grade 21 Grade 21 Grade 21
Grade 21
I I I I I I I
T
Admin Sec P ii anner Admin Sec Planner Planner Planner Planner TR Photo TTFD
I III I II II Planner II II Spec Grade 15
Grade 12 Gr:\ de 21 Grade 12 Grade 19 Grade 19 II Grade 19 Grade 19 Grade 17
Grade 19
I I I I I I I I I
I
lib II P anner FSS III Planner Planner Planner Planner Planner TTFD
Grade 18 III Grade 17 II II Planner II II II Grade 15
Gr\ de 21 Grade 19 Grade 19 II Grade 19 Grade 19 Grade 19
Grade 19
I I I I I I I I
TR Engr Planner PPS I Planner Planner Prog Prog Planner Planner TTFD
I II Grade 18 II I Spec II II I Grade 15
Grade 22 Grade 19 Grade 19 Grade 17 Grade 19 Grade 19 Grade 17
I I I I I I I
TR Engr Planner AA I Planner AA I AA I Elec Tech TTFD
I II Grade 13 II Grade 13 Grade 13 III Grade 15
Grade 22 Grade 19 Grade 19 Grade 16
I I I I I I I
TR Engr Planner Admin Sec Planner Clerk Typ I EO., To, h III I TTFD
I II I II Grade 9 Grade 16 Grade 15
Grade 22 Grade 19 Grade 12 Grade 19 ( conversion)
I I I I I
TR Eng Graphic AcTec III Planner Env Hlth
Spec Desgn II Grade 13 II Spec
Grade 20 Grade 17 - VACANT- Grade 19 Grade 17
I I I I
Planner Adml n Sec Admin Sec Planner
III I I I
Grade 21 Grade 12 Grade 12 Grade 17
I I I
Secretary Secretary Planner
Grade 11 Grade 11 I
Grade 17
I I I
5 Stat Graphic PPS II
nal I Dsgn II Grade 19
ade 15 Grade 17
I
Graphic
Dsgn I
Grade 16
62
EXHIBIT # 13
TPD STAFF/ EQUIPMENT REDUCTIONS
The following positions are recommended to be abolished due to mission alignment,
transfer of responsibilities, or contracting of responsibilities.
ORG POSITION NUMBER COMMENTS SAVINGS
3010
Fiscal Srvs Spcl III 3261AAE Vacant ( DF) $ 22,480
Fiscal Srvs Spcl III 3261AAE Vacant ( DF)
Clerk Typist II 2976AAN Vacant $ 13,574
3012
Prog. & Proj Spec II 5535AA Filled $ 32,915
3014
Mgmt Anal I 5746AC Filled $ 26,003*
Elec Tech III 5793AC Filled $ 22,885*
3130
DOT Plan Prg Mgr II 2947AH Filled $ 53,476
Secretary 2975AA Vacant $ 16,526
3140
DOT Plan Prog Mgr II 2918AH Vacant ( DF) $ 58,362
DOT Plan Prog Mgr II 2918AH Vacant ( DF)
Planner III 2957AA Filled $ 46,435
Planner II 2923AA Filled $ 34,643
EDP Prog/ Anal III 2924AA Vacant ( DF)
Planner II 2924AA Filled $ 33,387
Planner II 2959AA Filled $ 33,392
Planner II 2991AA Vacant $ 37,880
Planner I 2961AA Filled $ 29,685
Planner I 2979AA Vacant $ 29,076
Planner I 2983AA Filled $ 25,639
Rsch/ Stat Assist 2986AA Filled $ 21,141
TR Traf St An 2964AAE Filled $ 28,276
Elec Tec III 5792AC Vacant $ 22,884*
TTFD 3596AA Filled $ 21,482
TTFD 3600BA Filled ( DF) $ 19,698
63
TTFD 3600AA Filled ( DF)
TTFD 4317AA Vacant ( DF) $ 21,481
TTFD 3602AA Filled $ 21,796
Admin Asst II 5172AG Vacant $ 19,755*
Mgt. Ana II 5745AC Vacant $ 27,000*
3220
DOT Plan Prog Mgr II 2932AH Vacant ( DF) $ 40,533
Res/ Stat Anal I 2941AA Vacant $ 29,076
3311
TR Eng Spec 5434AC Vacant $ 32,000*
TR Eng Spec 5455AC Vacant $ 32,000*
TR Eng Spec 5794AC Vacant $ 32,000*
Highways Division - Materials Section
4845
State Service Intern 4089AG Vacant $ 16,182
State Service Intern 4091AG Vacant $ 16,182
State Service Intern 4090AG Filled $ 16,182
State Service Intern 3833AG Filled $ 19,314
State Service Intern 3842AG Filled $ 19,314
* Federal funding
Total FTE Savings $ 1,250,000
( Includes 25.5% ERE and
$ 87,000 in Highways Division)
64
Equipment Savings
3140 - TPD
Travel - TPD
Revision date: tml94
TPD/ fmal. rpt
2 - cars
2 - HPMS vans
2 - Pickups
3 TTFD X 150 X 50
65
$ 12,000
$ 19,200
$ 24,000
$ 55,200
$ 24,000