February 26, 2003

TABLE OF CONTENTS

2003 Division Outcomes/Champions

Executive Summary

Michigan Division Philosophy and Emphasis

The Business Planning Process

2003 Strategic Outcomes/Goals with Graphic Measurement

2003 Outcomes with Project Type Measurement

Major FY 2002 Accomplishments

Distribution and Use of Resources

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FY 2003 Division Outcomes/Champions

Outcome	Outcome Title	Outcome Champion
E1- Environmental Stewardship(Vital Few)	Demonstrate environmental stewardship by protecting and enhancing ecosystems	Abdalla
E2- Improve Transportation Decision Making Through Integrated Approaches (Vital Few)	Improve the environmental quality of transportation decision-making beginning at the systems planning phase.	Abdalla/Cramer
E3- Air Quality	Plans and TIP's conform to the STIP. The State DOT, State and local air agencies, and MPOs are proactively involved in determining conformity of transportation plans and programs to the State Implementation Plan (SIP) for meeting or maintaining the National Ambient Air Quality.	Cramer
M1-Freeway Congestion (Vital Few)	Establish MDOT/MPO/FHWA team, agree on performance measure for freeway congestion, and establish baseline measures for congestion on freeways in Detroit.	Hoevel
M2-Incident Management (Vital Few)	Reduce traffic incident delays. Implement ITS initiatives and promote ITS program priorities throughout Michigan.	Hoevel
M4-Impove Pavement Condition	Assure that 92% of vehicle miles traveled on roads with an IRI <= 170 inches per mile.	Rizzo
M5-Work Zone Management	Reduce congestion through improvements in work zones.	Wiesner
M6-Improve Bridge Condition	95% of freeway structures and 85% of non-freeway structures are in good condition by 2008. Progress is made in MDOT's implementation of their strategic bridge plan, particularly as evidenced by increases in the bridge CPM component of the plan.	Nekritz
M7-Freight Planning	Integrate freight planning into the Transportation Planning process.	Burnell
N1-Support STRAHNET & DOD Needs	Establish the baseline for STRAHNET pavement and bridge condition, and vertical clearance.	Rizzo/Nekritz
N2-Work with MDOT and border agencies to develop standards to evaluate risk and vulnerability	Reduce vulnerability of Michigan's border.	Steele/Nekritz

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Outcome	Outcome Title	Outcome Champion
O1-Make the Michigan Division an Excellent Place to Work and Learn	Make the MI Division and excellent place to work and learn.	Bullock
O2-Effective and Efficient InternalDivision Administrative/Fiscal Stewardship	Division Office operations are performed efficiently and adequate accountability maintained	Bullock
O3-Risk Mitigation Through Process Reviews/Management	Risk assessment process assures the Federal-aid Highway Program is delivered consistent with laws, regulations, and policies.	DLC 1
O4-Customer Service	Improved customer satisfaction and response	Bullock
O5-Training/Conferences	Individual training that supports agency and Division goals.	Kirschensteiner
O6-Administrative Overhead	Internal support processes are efficiently performed.	Bullock
O7-Leave	Leave	All Staff
O8-Program/Project Stewardship	Program and project stewardship is efficiently and effectively provided to our direct partners and customers.	DLC
O9-Reduce Environmental Process Times for EA and EIS Documents (Vital Few)	Continue to reduce the environmental processing time for EIS and EA documents.	Abdalla/Bullock
S1-Run-Off-the-Road (Vital Few)	Reduce number and severity of run-off-the-road and head-on crashes	Morena
S2-Intersections (Vital Few)	Reduce number and severity of intersection crashes.	Morena
S3-Pedestrians (Vital Few)	Reduce number and severity of pedestrian crashes.	Morena
S4-Safety Management (Vital Few)	Reduce number and severity of crashes through Safety Management.	Morena

¹ DLC is the Division Leadership Council composed of the Division Administrator, Assistant Division Administrator, Planning & Program Development Manager, Engineering & Operations Manager, and the Executive Coordination Unit Manager.

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Executive Summary

The 2003 Michigan Division Business Plan (MIBP) will focus on strategically aligned unit outcomes that support the agency's Vital Few (VF) strategic objectives plus locally defined outcomes. The outcomes described support the agency mission within the Division Administrator's local guidance to(1) preserve, protect, and modernize the Interstate system, (2) implement the risk assessment process, (3) mentor/coach our partners through their current organizational restructuring, and (4) continue to "Make Michigan Division an Excellent Place to Work and Learn."

This document will familiarize the reader with the Michigan Division areas of emphasis in fiscal year 2003. The plan contains the Division philosophy, gallery of Division employees, and a series of Division outcomes/goals with their associated measures. The measures gage the Division's progress and/or performance within each goal area. All measures are either graphically displayed or listed as tasks. The tasks are measures in an embryonic state that will evolve to a graphical measure to depict goal area performance. The document finishes with a list of Division major 2002 accomplishments and a summary of resources used.

By reporting the previous year's accomplishments The FHWA Michigan Division Business Plan becomes more than a plan. Each of the outcomes listed in the plan contains a status report that lists previous years accomplishments and hours required for the accomplishments. By defining accomplishments, variances in the budgeting and estimating process are identified, quantified, and adjustments are reflected in subsequent plans. The following list shows some of the 2002 significant outcome accomplishments:

• Advising the state on the value of rumble strips and convincing them to build rumble strips on 81% of all Michigan freeways.

• Increasing internal Division customer satisfaction in the areas of travel (up 7.2%), communications and logistics (up 28%), and information technology (up 29.5%) was a critical requirement in making the Michigan Division an excellent place to work and learn.

• Environment document cycle times averaged 10 to 11 days in the Division and median total EA cycle was 9 months.

• Establishing a Federal/State/Local Workgroup that made significant progress in defining methods of measuring congestion and finding ways to share and report data.

We hope you find this report valuable in two areas. First, it is an informational document that describes the FHWA Michigan Division's goals and accomplishments. Second, it is a reference document that lists employees, which you may want to contact for more information about a specific goal area.

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Michigan Division Philosophy & Emphasis

The Michigan Division is one of 52 Federal-aid Divisions in the Federal Highway Administration (FHWA). The Division delivers a $1 billion annual Federal-aid highway program in cooperation with our state, local, and international partners and customers, such as the Michigan Department of Transportation (MDOT), Metropolitan Planning Organizations (MPOs), and the province of Ontario, Canada. The program assists our partners in managing the Michigan transportation systems that includes 33,241 miles of roadway eligible for Federal-aid. Our basic responsibility is to improve transportation for a strong America. We fulfill this responsibility by being leaders and acting as stewards for the National Highway System (NHS), which consists of 4,721 miles including 1,241 miles of Interstate highway. ²

The Division further enhances the quality of Michigan transportation by emphasizing safety, environmental stewardship and streamlining, and congestion mitigation.

By delivering the Federal-aid program the Michigan Division contributes to the Agency mission of improving transportation for a strong America. This report documents the various outcomes the Division will achieve to support the mission. Accompanying the outcomes is a family of performance measures that gauge the effects of delivering the Michigan Federal-aid program. Within the measures are the Vital Few measures that FHWA headquarters has defined as strategically important. By monitoring the family of measures the Division can focus its limited resources to the areas that require additional emphasis to better deliver the program and simultaneously achieve the objectives stated in the Vital Few. Finally, the plan documents previous Division accomplishments and the costs of those accomplishments in terms of hours and General Operating Expenditures (GOE).

Michigan's geographic location on the northern U.S. border means that Federal-aid program delivery has economic impacts across the United States and the providence of Ontario. The map illustrates that southeastern Michigan is the busiest port of entry on the United States northern border. Currently, $1 billion worth of goods cross the U.S./Canadian border everyday. Forty percent of all U.S./Canada trade passes through the Michigan/Ontario borders. The automotive industry represents $300 million of the daily trade figures. The U. S. Department of Commerce estimates that 16.7% of U.S. jobs are directly or indirectly related to the automotive industry. In 2000 twenty-eight million vehicles and $94 billion in international trade crossed southeastern Michigan borders with a 36% projected growth by 2010. This makes the Detroit area the number one inland port in North America and southeastern Michigan the busiest international crossing in North America.

² Per the 2000 Highway Statisitics

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These statistics demonstrate that Michigan's border crossings and transportation network are a vital part of an international transportation network and are critical to the overall economic health of the United States and Canada. The terrorist attacks on September 11, 2001 validated the economic importance of the southeastern Michigan border crossing. Immediately after the 9/11 terrorists attack in New York and Washington the Ambassador Bridge was closed to enhance border security. The backup of truck traffic into Canada interrupted production in automotive plants as far away as Louisville, KY. Any prolonged closure of the southeastern Michigan border crossing could stop automotive production in the Midwestern United States.

The 2003 Michigan Division Business Plan (MIBP) is focused on strategically aligned unit outcomes to support the agency's Vital Few strategic objectives plus locally defined outcomes to fulfill the Division Administrator's strategic intent of "Making the Michigan Division an Excellent Place to Work and Learn." The plan contains other outcome measures that support the Division Administrator's local guidance directing the Division to (1) preserve, protect, and modernize the Interstate system, (2) implement the risk assessment process, (3) mentor/coach our partners through their current organizational restructuring, and (4) continue to "Make Michigan Division an Excellent Place to Work and Learn." The accomplishments support the FHWA performance goals (Vital Few) while assisting our partners and customers in meeting their goals of managing, maintaining, and improving the Michigan transportation system.

 

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PLANNING PROCESS EVENT	Date
Receive FHWA Performance Plan & Goals	August
Division Administrator Issues Guidance 3	August
Champions Develop Div. Outcomes to Support National Goals 4	August
Division Leadership Approves Outcomes	September
Individual Employees Develop Outputs and Budget	September
Division Leadership Approves Outputs	September
Complete Plan Is Implemented and SUPPS Updated	September
Accomplishments, Actual Cost, Budget Variance Defined	October
Written Accomplishment Report and Plan Completed 5	November
Updated Plan (Accomplishments/Resources Usage during F.Y.)	Ongoing

The above cycle shows the Michigan Division Business planning process. The plan is a comprehensive tool that describes and measures all resources used the Division over a one-year period. The Michigan Business Plan (MIBP) is a dynamic management tool that is comprehensive, mission focused, customer driven, and resource constrained. It documents all Division outcomes both strategic and local. The plan serves as a budgeting tool that assigns hours and travel estimates to the individual outputs, which are aligned to Division outcomes. It is an accounting tool that tracks time and costs by output allowing the Division to define the costs of its accomplishments. It is the personnel management tool that links individual performance ratings to agency performance via Division performance.

The 2003 plan is the first to complete the cycle of plan, do, check, and act. The 2002 MIBP was developed in the summer of 2001 (plan), executed from October 1, 2001 through September 30, 2002 (do). The accomplishments were documented and the costs accumulated for the year (check). Variances between actual and expected accomplishments were defined, as were the variances between budgeted costs and actual costs. Lessons learned from variance analysis were incorporated into the 2003 plan (act)

The following pages will show the 2003 outcomes, their associated measures, the estimated resources for 2003 and the 2002 status with the resources used.

³ Administrator's guidance emphasizes local initiatives based on Michigan customer feedback
⁴ Based on continuous customer interaction and feedback outcome champions create outcomes that support both local initiatives and national initiatives.
⁵ Accomplishment and costs for the previous year and the new years plan are documented in a report.

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FHWA MICHIGAN DIVISION
2003 OUTCOMES/GOALS

Michigan Division Outcome/Goal

Improve Pavement Smoothness (M4) ⁶

Ensure that 92% of vehicle miles traveled on roads with an IRI <= 170 inches per mile.

Measure: ⁷ Percent of vehicle miles traveled on roads with an IRI <= 170 inches per mile.
Desired Results: 92%
2003 Resources Estimated: 540 hours

FHWA National Performance Goal Addressed

Work with states to improve and expand the National Highway System (NHS) to increase system efficiency and return on investment.

2002 Resources Estimated: 220 Hours; 2002 Resources Used: 357.5 Hours
Status:

• MDOT ride quality specification has been revised to incorporate the recommendations of a national experts task group.
• Procedures have been put in place to reduce the potential for fraud relating to ride quality measurements.
• MDOT/industry/FHWA developed a Ride Quality Measurement Acceptance Procedure that complies with 23 CFR 637. Awaiting Engineering and Operations Committee approval.

⁶ This is new pavement smoothness measure from the FHWA National Performance Plans (HPMS database).
⁷ MDOT's pavement goal is 95% freeway miles and 85% non-freeway miles rated good or better.

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Michigan Division Outcome/Goal

Improve Bridge Condition (M6) ⁸

Ensure that 95% of freeway structures and 85% of non-freeway structures are in good condition by 2008. Progress is made in MDOT's implementation of their strategic bridge plan, particularly as evidenced by increases in the bridge Capital Preventive Maintenance (CPM) component of the plan.

Measure: Percent of freeway (FW) and non-freeway (NFW) structures in good or fair condition.

Desired Results: 95% freeway and 85% non-freeway.
2003 Resources Estimated: 800 hours

FHWA National Performance Goal Addressed

Work with the states to improve and expand the NHS to increase system efficiency and return on investment.

Status:

• Worked with MDOT to implement FHWA's new policy for using HBRRP funds for preventative maintenance activities.
  
  
• After a multi year effort MDOT committed to implementing PONTIS network modeling and forecasting by 10/1/02 and use it as the basis for determining preventive maintenance activities and projects.

2002 Resources Estimated: 360 Hours;
2002 Resources Used: 126 hours ⁸ In 2002 MIBP the alignment was M-7 Improve bridge condition

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Michigan Division Outcome/Goal

Integration of Freight Planning (M7) ⁹

Integrate freight planning into the Transportation Planning process.

Measure: Percent of MPO Unit Work Plans (UWP) that address freight planning.
Desired Results: 70% of the UWP's address freight planning by the end of FY 2002, and 90% by the end of 2003.
2003 Resources Estimated: 100 hours

FHWA National Performance Goal Addressed

Mitigate overall impacts of congestion through effective local partnership. Increase the number of local and regional partnerships focusing on congestion mitigation strategies.

Status: The 2002 status is as follows:

1. Ninety-two percent of Michigan MPO's have begun to integrate Freight Planning in the UWP.
2. SEMOG has begun to look at what are efficiency measures for freight movement.

2002 Resources Estimated: 280 hours;
2002 Resources Used: 95 hours ⁹ In 2002 MIBP this outcome was labeled P-1 Freight Planning.

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Michigan Division Outcome/Goal

Decrease Run-Off-Road Crashes (S1 Vital Few)

Reduce number and severity of run off road crashes.

Measure: Rumble Strips - Percent of Michigan Freeways with Rumble Strips; Reduce the number and severity of run off the road accidents.
Desired Results: Rumble Strip - 100% of MDOT freeways will have some type of shoulder rumble strip (60% milled)by 2007; Downward long term trend in all areas (reduce by 10% in 2007).
2003 Resources Estimated: 440 hours

FHWA National Performance Goal Addressed

Reduce fatalities and injuries - Reduce the rate in number of highway related fatalities and injuries. In FY 2002, FHWA's goal is to reduce the rate of highway related fatalities to 1.4 per 100 million vehicle miles traveled and reduce the rate of injuries to 111 per 100 million vehicle miles traveled.

Status:

In FY 2002 several initiatives were initiated and completed in this area.

1. Research and analysis: (a) Michigan drift?off accident database increased to 1031 crashes, compiled and analyzed, and PowerPoint presentation assembled. Follow?up presentations were given in MDOT North, University, and Grand Regions. (b) Began Before/After analysis of crash effect at Michigan installations.
   
   
2. National outreach: (a) TRB paper prepared and submitted for 2003 annual meeting. (b) PowerPoint (PPT) presentation prepared and supplied to ONE?DOT conference. (c) Rumble strip advice and discussion given to several other FHWA Divisions.

2002 Resources Estimated: 420 hours;
2002 Resources Used: 399.5 ¹⁰ hours

10 Includes time from Rumble Strip outcome and the Run-Off-the-Road outcome.Both under S1 Run Off Road

 

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Michigan Division Outcome/Goal

Reduce number and severity of crashes through Safety Management.

Measure: HES expenditures and reduce the number and severity of crashes.
DesiredResults: Downward long term trend in number and severity of accidents.
2003 Resources Estimated: 477 hours

FHWA National Performance Goal Addressed

Reduce fatalities and injuries - Reduce the rate in number of highway related fatalities and injuries. In FY 2002, FHWA's goal is to reduce the rate of highway related fatalities to 1.4 per 100 million vehicle miles traveled and reduce the rate of injuries to 111 per 100 million vehicle miles traveled.

Status: Crash data location problem in Michigan 2000, 2001, and 2002 crash data identified to safety partners within the state. Successfully lobbied MDOT safety partners to spend resources to correct the location problem.

2002 Resources Estimated: 520 Hours;
2002 Resources Used: 94 hour

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Michigan Division Outcome/Goal

Make the MI Division an Excellent Place to Work and Learn (O1)

Make the MI Division and excellent place to work.

Measure: Increase in employee satisfaction with local workgroup management, FHWA job satisfaction, and work life quality.
Desired Results: All three satisfaction levels to > 4.0
2003 Resources Estimated: 4611 hours

Develop and Implement the FHWA Human Resource Capital Plan and the Restructuring Assessment recommendations for professional development and training.

Status: Coaching and mentoring activities have been proactive and employee satisfaction has increased as documented in the internal customer satisfaction survey (doc# 56835). Average satisfaction scores for travel, logistics, and communication and information technology have increased by 7.2%, 28.0%, and 29.5% respectively. High internal customer satisfaction contributes to increased employee satisfaction with job satisfaction, quality work life, and management resulting in increased productivity and lower turnover.

2002 Resources Estimated: 2165 Hours;
2002 Resources Used: 1573 hours

Improved customer satisfaction and response.

Measure: Customer Satisfaction

•   Satisfaction with how well the Division Office is rolling out policies and regulations.
•   Satisfaction with the timeliness and quality of technical assistance provided by the Division.

Desired Results: Both ratings >= 4.0
2003 Resources Estimated: 5128 Hours

Improve Program Delivery -Improve FHWA's delivery of the Federal-aid and Federal Lands Highway programs.

Status: These figures are from the 2001 long customer satisfaction survey. The customer survey is conducted on a two-year cycle. Another external customer survey is scheduled for fiscal year 2003. The measure will be updated upon completion of the survey.

2002 Resources Estimated: 4317 Hours;
2002 Resources Used: 2416 hour

Program and project delivery services are efficiently and effectively provided to our direct partners and customers.

Measure: (1) Project Delivery: Percent of project cost change from project construction authorization to final project cost amount. (2) Projects and their unexpended balances with no expenditures change for one year and unexpended balances of $50,000 or more.
Desired Results: (1) 0 projects, (2) <=5%
2003 Resources Estimated: 4201 hour

Provide stewardship of funds and coordinate efforts to maintain good accountability for expenditures.

Status: (1) The graph indicates the number of projects and the amount of unexpended obligations has increased from three to 21 projects and from $0.8 million to $4.0 million of unexpended obligation. (2) Michigan is a national leader in this measure. The final costs of construction is between -1.2% and 2.6% of the authorization costs. This is well within our goal of final costs not greater than 5% over authorized amounts.

2002 resources estimated: ¹¹ 16483 hours;
2002 Resources Used: 11681.7 hours.

¹¹ In the 2002 Plan all stewardship hours were collected under one outcome, 08. Those total hours listed above include this outcome and several other outcomes throughout the plan.

Risk assessment process assures the Federal-aid Highway Program is delivered consistent with laws, regulations, and policies.

Measure: Scheduled reviews completed.
Desired Results: 100% of scheduled reviews completed and review recommendations implemented.
2003 Resources Estimated: 2110 hours

Provide stewardship of funds and coordinate efforts to maintain good accountability for expenditures.

Status: During 2002 the Division developed a risk assessment program as part of the Quality Assurance, Program Oversight Outcome. From the 2002 risk assessment Division personnel schedule reviews during 2003 to reduce the overall risk in Michigan Federal-aid program. To achieve the desired level of risk reduction, Division and MDOT personnel must complete 100% of the scheduled reviews.

2002 Resources Estimated: 560 hours;
2002 Resources Used: 156.5 hours ¹²

12 These are only the hours from the risk assessment output, which is part of the 03 Quality Assurance, Program Oversight Outcome totals of budgeted 5725 and actual 3165 hours.

Program and project stewardship is efficiently and effectively provided to our direct partners and customers.

Measure: External customer survey quality of service and accessibility factor measures.
Desired Results: Reach a level of service quality and accessibility that meets customer expectations. (No significant statistical difference between average quality of service and accessibility factor and the respective importance factor).
2003 Resources Estimated: 13703

Provide stewardship of funds and coordinate efforts to maintain good accountability for expenditures.

2002 Resources Estimated ¹⁴ : 16483 hours;
2002 Resources Used: 11681.7 hours

¹³ Document 52852 contains Satisfaction Study dated 9/24/2001

¹⁴ In the 2002 Plan all stewardship hours were collected under one outcome, 08. Those total hours listed above include this outcome and several other outcomes throughout the plan.

Continue to reduce the environmental processing times for Environmental Impact Statement (EIS) and Environmental Assessment (EA) documents.

Measure:

1. Intermediate cycle time data points (NOI to Draft EIS, Draft EIS to Final EIS, Final EIS to ROD).
2. Intermediate cycle time data points (Start date to EA Approval, EA Approval to FONSI).

Desired Results:

1.   EIS = 51 month total cycle time by 9/30/03 and 36 months by FY 2007.
2.   EA = 17 month total cycle time by 9/30/03 and 12 month by FY 2007.

2003 Resources Estimated: 120 hours

Establish timeframes for all current EIS and EA projects. Continue to reduce the environmental process in time for EIS and EA projects.

Status:

• Division cycle time for environmental document reviews averages 10 to 11 days.
• All area engineers and the environmental program manager attend public hearings and actively participate in project scope meetings, feasibility studies, corridor studies, steering committees, and project task force meetings to provide technical advice and Federal eligibility determinations. FHWA multidisciplinary reviews are conducted on all EIS draft and final documents and many EA draft and final documents.

2002 Resources Estimated: ¹⁵ 16483 hours;
2002 Resources Used: 11681.7 hours

¹⁵ In the 2002 Plan all stewardship hours were collected under one outcome, 08. Those total hours listed above include this outcome and several other outcomes throughout the plan.

2003 Outcomes with Project Type Measurement

The following table lists the Division outcomes that have not reached a point where measurement using interval or ratio data is feasible. For example, a project type outcome could be "a baseline is established" or "a measurement system is defined." The following table identifiesthe goals, outcomes, and the target completion dates. The actual date completed will be entered into the automated business plan when the outcome champion establishes the outcomes are complete.

¹⁶ VF = Vital Few

Major FY 2002 Accomplishments

During fiscal year 2002, the Division had several significant accomplishments some of which are in areas now entitled the "Vital Few". The following narrative is a broad overview of these accomplishments.

PROGRAM/PROJECT STEWARDSHIP

• Implemented new electronic contract modification tracking system with cycle time requirements for FHWA approvals.

• Routine participation by all area engineers and as needed participation by E&O program managers in preliminary scoping studies; Region programming meetings; preliminary base plan reviews; grade inspection reviews; technical advisory committees that often include local units of government as well as multiple State and federal agencies, citizen groups, and consultants; OEC plan reviews; and value engineering studies is a standard business practice.

• In response to a request from MDOT's Engineering & Operations Committee (EOC) a nationwide state-of-the-practice, survey of concrete pavement type usage was prepared and delivered to MDOT.

• Reached agreement with MDOT on the need to provide a formal written evaluation of their warranty program to date.

• Developed Division FY 2003 construction program inspection guidelines and Division construction program tracking system for FHWA oversight projects.

• Working continually with MDOT project managers to consider bridge preservation options over reconstruct options when appropriate.

• Creating a manual of Division office procedures and policies.

QUALITY ASSURANCE AND PROGRAM OVERSIGHT

• Developed Categorical Exclusion (CEs)directive policy and checklist for internal/external use.
• Developed and implemented a new value engineering procedure/policy adopted by MDOT.
• Conducted joint FHWA/MDOT work zone traffic control process improvement review.
• A risk assessment process was completed that includes an operating philosophy, identification of all actions required by law and regulation, identification of critical program elements, and a process to prioritize identified areas of risk. The process was used to help determine some FY 2003 program reviews.
• A joint FHWA/MDOT draft stewardship agreement was completed but is awaiting final editorial changes before being circulated for general comments. The new agreement will clearly define roles and responsibilities for determining and administering project oversight of Federal-aid projects.

IMPROVED CUSTOMER SERVICE

• Provided technical assistance and expert witness support to General Services Administration (GSA) and U.S. Department of Justice (DOJ) in an eminent domain court case vs. the Detroit International Bridge Company (DIBC). The assistance directly resulted in an out of court settlement that, according to a written statement from the USDOJ, saved U.S. taxpayers at least $100 million. Both GSA and the USDOJ provided special recognition for these efforts.

• Conducted numerous listening sessions with MDOT Regions and Transportation Service Centers (TSC's) and helped facilitate changes to address concerns.

QUALITY REVIEW AND PARTICIPATION IN ENVIRONMENTAL PROCESS

• A measure of cycle time for categorical exclusions, Environmental Assessments, Findings of No Significant Impact, and Environmental Impact Statements continues to be used to track trends for review time. An overall goal of two weeks turnaround has been used. Average turnaround time ranges from 10 to 11 days.

• FHWA multidisciplinary reviews are conducted on all EIS draft and final documents and many EA draft and final documents.

ENVIRONMENTAL

• Environmental Justice: Title VI workshop developed and conducted. Title VI and EJ reviews conducted on environmental documents and promoted at the state.

• Government-to-Government: Tribal initiatives package developed and contacts made with all 12 federally recognized tribes with 7 visits made. Relations have been dramatically improved and results realized.

MAKE THE MICHIGAN DIVISION AN EXCELLENT PLACE TO WORK AND LEARN

• Employee satisfaction increased with local workgroup management, FHWA job satisfaction, and work life quality.
• Internal customer satisfaction figures.

QUALITY ASSURANCE AND PROGRAM OVERSIGHT

• Presidential Quality Assessment (PQA) successfully conducted and Division office is showing progress toward becoming a quality office.

• Michigan Business Plan (MIBP), an award winning business plan, was demonstrated to over 10 offices and implemented by two other FHWA Division offices.

REGIONAL ITS ARCHITECTURES DEVELOPED

Leadership by the Division office resulted in significant progress in moving regional ITS architectures toward adoption in Michigan's TMAs. The Architecture for the seven-county Detroit area was formally adopted by the MPO during FY 2002. The Architectures for Grand Rapids, Lansing, and Flint are nearing completion. Five smaller MPOs have also shown an interest. The Division office has been the catalyst for this progress by sponsoring a series of workshops, scanning tours, training courses, and a significant amount of hands on technical assistance.

WORKING GROUP ESTABLISHED TO ENHANCE CMS AND FMS

The Division office launched a State/Local/Federal working group to enhance the development and application of the Congestion Management System (CMS) for southeast Michigan and to explore systems level approaches for demonstrating the benefits of ITS operational investments. Various staffs at the State and local level are responsible for different elements of the CMS and FMS. During the initial meeting, the working group quickly embraced the synergy to be achieved by working together. Significant progress was made in defining methods for measuring and reporting congestion and in finding ways to share data. The group will continue to function during FY 2003.

NEARLY 80% OF RURAL AND SUBURBAN FREEWAYS HAVE RUMBLE STRIPS

Extensive marketing and program leadership by the Division office has shown great success in providing rumble strips on the Michigan freeway system. Rumble strip coverage (any type) on rural and suburban freeways now stands at 79%; milled rumble strips coverage is at 43%. Work is beginning on the use of centerline rumble strips on two-lane rural roads. The Division office updated its database for run-off-the-road accidents and refined the analysis that demonstrates a high rate of return from funding such projects. The Michigan experience was proposed and approved for presentation at TRB.

Distribution and Use of Resources

Resource Trends by General Area

The Michigan Division has tracked time expended by outcome and output for four years. Five general areas accumulate the timekeeping data for multi-year trend analysis. The following graphs show the percentage of time charged to each general area and the total hours charged to each area.

The top bar graph shows us the trends in the five general timekeeping areas over the past four years.

• Strategic - The time spent on strategic activities is moving between 7% and 10% of the total time. The low of 7% was in 2001 and the high of 10% was in 2000. In 2002 the percent of total time spent in strategic outcomes was 9% of the total. The strategic activities are those activities directly aligned with the National Strategic Goals

• Quality - The steady increase in time spent on quality outcomes since 1999 has now reversed. In 2000 the trend peaked at 28% of the total. In 2002 the time spent on quality outcomes dropped to 13% of the total. Part of this drop can be attributed to changing the format of the business plan, which involved redefining the outcomes. In the past the plan had more outcomes defined as quality. In 2002 many of the outcomes were consolidated in three outcomes. The change in structure may have resulted in some charges previously defined as quality being changed to program delivery. The quality activities are those activities that roughly align with corporate management strategies and the organizational excellence goal.

• Program Delivery - This area shows the reverse trend from quality with an increase of 10% of total Division time. Examination of the stacked bar graph shows that quality and program delivery consistently use about 50% (four year average = 50.75%) of the total Division time. Division of time between the two categories is not an area of major importance because many activities performed during program delivery add quality to the end product. This overlapping of functions makes it difficult for the employee to compartmentalize their time. Program delivery contains all activities related to stewardship, oversight, and making Michigan an excellent place to work and learn.

• Training - Training has dropped from 10% to 9% of the total hours, but is still greater than 6% in 1999. Training costs are even a larger part of the Division resources,13% of the total labor cost. (p. 17) Training is the hours spent on training employees.

• Overhead & Leave - This area has reversed its previous downward trend because some employees took an extremely large amount of leave for family care, and we purged and shipped many old records to the record center. Overhead and leave contains all leave and minor administrative tasks; for example, reading email, all employee meetings, etc.

The trends are still relatively stable and continue to demonstrate that only 60% of the total time available can be devoted to outcomes and outputs imperative for mission accomplishment. The remaining 40% (four year average = 40.75%) of the time is spread among leave, overhead, and training.