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Pages 25-32

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From page 25...
... THE INSTITUTIONS AND LEADERSHIP GUIDANCE The institutional guidance is oriented to the five basic strategies and is based on the weaknesses found to characterize most state DOT approaches to ETO. The guidance presented in this section suggests the logical next steps after the self-assessment -- a set of tactics to implement that strategy -- toward improved performance.
From page 26...
... • Ensure appropriate district-level relationships with regional EMAs and public safety agencies. Strategic planning (offline as senior management interagency relationships)
From page 27...
... . District/division level planning Convert to Full-Time Basis • Establish 24x7 program responsibilities at district and headquarters levels to achieve appropriate service and consistent relationships with public safety agencies, including evening and weekend basis manning, callout procedures, motorist information dissemination, and equipment disposition.
From page 28...
... • Look for opportunities to support joint activities in a fashion that encourages public safety participation, given the relative constraint on public safety agency resources. State-level and district/divisionlevel program administration Consider Co-location • Consider evolution of improvements in emergency management centers, traffic management centers, and police dispatching centers toward colocation to improve familiarity and coordination.
From page 29...
... • Direct development of unit-level process for using measures to analyze performance outside exception limits. Strategic and business planning Negotiate Reasonable Performance Measures with Public Safety Agencies • Develop cooperative process to meet with public safety agencies and agree on common performance targets and metrics for joint evaluation of performance progress.
From page 30...
... Tactics for Institutions and Leadership Strategy 5 Tactics Location in Agency Planning Identify Needed Legislative Changes • Identify areas where changes in department policy or state law are necessary and appropriate, such as quick clearance, road closure and diversion liability, vehicle and cargo removal, and traffic control. In some cases, DOTs with their public safety partners may have to seek changes in current law.
From page 31...
... IMPROVEMENT STRATEGIES AS PART OF AGENCY STRATEGIC PLANNING AND PROGRAMMING The needed changes and improvements must become institutionalized in terms of policy, authorization, program structure, organization, accountability, and resources. The continuous improvement approach implies regular management oversight of and accountability for ETO activities.
From page 32...
... The policy commitment and joint agreement with the public safety agency can then be converted into a manageable program in which the department can work simultaneously on joint improvements and its own internal approach to achieving a higher level of sustainable activities as well as its commitment to continuous measurable improvement. Development of this program will require a strategic business plan specifying responsibilities, resources, and performance targets.


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