Institutional Architectures to Improve Systems Operations and Management (2012) / Chapter Skim
Currently Skimming:
Pages 63-67
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 63... ...
, but the U.K. Highways Agency has established subnational regions (like state DOT districts)
|
From page 64... ...
Culture and Leadership The incremental approach, as a baseline, is structured toward increasing levels of understanding and orientation toward SO&M as a formal program. Outsourcing and public–private partnerships introduce partial or substantial changes in the business model, reflecting not only an introduction of a new DOT mission and responsibility (and improved cooperation with other public entities)
|
From page 65... ...
Table 9.1. Characteristics of Alternative Institutional Models Baseline -- Program Incremental Change Outsourcing (PPP)
|
From page 66... ...
Organization and Staffing The establishment of a stand-alone, purpose-dedicated entity provides staffing flexibility and some relief from civil service constraints, and clarifies accountability for the chartered SO&M functions. These models are, by definition, designed to substitute for state DOT staff and to acquire special capability at a competitive cost.
|
From page 67... ...
This network operations focus has led to a set of institutional changes in its support. The following organizations within the Highways Agency contribute to incident management: • The Traffic Officer Service represents an increase in the Highways Agency's role in incident and emergency management, taking over non–law enforcement traffic management role from the police (including incident command in minor incidents)
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.