Strongtowns.org has a compelling piece that explains the funding crisis in transportation and why the U.S. transportation system is going broke. This Strongtowns article points to the set of graphics below, which are actually part of a lengthy write-up on Star Tribune that dissects the state of Minnesota’s transportation funding issues.  In all, you get a good understanding of the fundamental disparities when it comes to the state of our unsustainable transportation financing methods and how badly we need a dramatic shift in our approach (H/T Streetsblog for sharing this article via Facebook).

The new infograph published by SafeCar.Info. offers some good insights into the real cost of owning a vehicle.  To put it simply, owning a car these days is not easy on any wallet.  the infograph provides a clear guide to the issues which everyone should consider before they make their final decision. 

Via: Safecar.info | Car safety & Insurance Magazine

 

 

Associate Program Director, Operations

• Department: Engineering and Technical Services
• Grade: 13
• FLSA Status: Exempt
• Supervisor’s Title: Program Director, Engineering

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Nature of Position:  The Associate Program Director for Operations assists the Program Director for Engineering in his/her role in coordinating the technical and engineering programs and the activities of the Association as assigned.

The Associate Program Director for Operations will assist the Program Director for Engineering and other senior staff in monitoring one or more transportation modes of interest to the Association, including the work of the AASHTO Standing Committee on Highways; its Subcommittees on Traffic Engineering, Maintenance, Systems Operation and Management; associated technical committees and task forces; and technical service programs in the engineering operations arena. The incumbent assists the Program Director in providing professional and logistic support to ensure that these committees understand AASHTO policies and procedures and are cognizant of key technical, legislative, and regulatory issues. With the assistance of the Program Director for Engineering, the incumbent also represents and promotes AASHTO’s position before federal agencies or other organizations. To this end, the incumbent develops working relationships with external governmental and technical organizations. The incumbent may represent the Association on panels or in workshops, and perform functions as necessary to further public comprehension of AASHTO’s purpose and activities.

The incumbent will also serve as staff liaison to one or more subcommittees or task forces. Duties will include attending meetings and providing policy or procedural advice; advising on meeting agendas and task force staffing; disseminating informational material to committee members; and providing other assistance as required. The incumbent also works with a variety of committees in the production of engineering and professional publications, and responds to technical inquiries on publications and policies.

Education:  A bachelor’s of science degree in engineering is preferred. Evidence of a higher degree of professional development is desirable.  Professional registration is desired.

Skill Requirements:  A broad understanding of transportation engineering and the technical aspects of one or more modes of transportation, as well as legal, legislative, and regulatory history of that transportation mode, and current developments and trends in that sector. Sound comprehension of the administrative, legislative, and regulatory process at the federal and state levels. Sound project management skills, as well as excellent written and oral communication skills.  The incumbent must be available to travel.

Relevant Experience:   Approximately ten years or more of professional experience in one of the transportation modes is required, with demonstrated evidence of professional growth, increasing responsibility, and project management/consultant oversight skills.  Some of the previous experience should be in design, construction, operations, maintenance, and/or planning in a state, local, or federal transportation agency.

Relationships With:

• Members: Maintain regular and frequent contact with committee members through meeting attendance, newsletters or correspondence, e-mail, and telephone contacts.
• Governing Structure: The position involves a close and continuing responsibility to committee officers of assigned committees.
• Government: The incumbent is responsible for maintaining contact with appropriate state, local and Federal government personnel.
• Public: Responds to certain public written and telephone inquiries, especially in technical areas, and may have occasional contact with media representatives.
• Other Organizations: The incumbent is expected to maintain good working relationships with other interest groups or associations, and may represent AASHTO on panels.  Depending on the specific duties assigned, the incumbent may be responsible for helping to negotiate contracts and for monitoring assigned professional consulting contracts.
• Association Office Personnel: May assist other staff members as required.

Position Responsibilities:

• Association Policy Formulation: The incumbent is expected to assist the Program Director in the development and implementation of association policies.
• Planning: May be called upon to participate in various long-range planning efforts, and is responsible for planning pertinent elements of the Association’s annual conference. Depending on the specific duties assigned, the incumbent may be expected to assist in planning annual publication activities, budget preparation, and planning of the Association’s annual budget..
• Transportation Policy Formation: The incumbent is expected on occasion to draft, write, or edit transportation policy statements or resolutions related to the assigned transportation modes, or other areas of interest to the Association; however, such positions may not be established without approval by higher authorities.
• Decision Authority: As assigned by the Program Director.
• Budgetary Responsibility: Assists the Program Director for Engineering in recommending and controlling his/her budget ranging from $50,000 to $3,000,000.
• Supervisory Responsibility: Supervises Program Manager for Engineering, Telecommunications Manager, and several consulting contract employees.  May be designated to perform the duties of the Program Director in his/her absence or as assigned.
• Supervision Received: Supervision is provided in terms of general objectives, rather than on a day-to-day basis.  Significant decisions will be reviewed by the Program Director for Engineering.
• Availability of Qualified Personnel: The recruitment of a qualified replacement is estimated to require from three to four months.

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Program Manager for Engineering

• Department: Engineering and Technical Services
• Grade: 10
• FLSA Status: Exempt
• Supervisor’s Title: Associate Program Director, Operations

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Nature of Position:  The Program Manager for Engineering assists the Associate Program Director for Operations and other senior staff in the work of the AASHTO Standing Committee on Highways and its Subcommittees (to include one or more of the following: Traffic Engineering, Maintenance, and/or Systems Operation and Management), as well as technical service programs in these areas, as assigned.  Duties will include attending meetings and providing policy or procedural advice; advising on meeting agendas and task force staffing; disseminating informational material to committee members; and providing other assistance as required.  The incumbent will also work with a variety of committees in the production of engineering and related professional publications, and may respond to technical inquiries on publications and policies.

Education:  A bachelor’s of science degree in engineering is required, preferably in civil engineering, and professional development such as postgraduate education.  Professional registration is desired.

Skill Requirements:  A broad understanding of the technical aspects of highway engineering, to include traffic engineering, maintenance, and/or systems operation and management, and a sound comprehension of the administrative, legislative, and regulatory process at the federal and state levels.  Sound project management skills, as well as excellent written and oral communication skills.  Basic use of the computer for word processing, spreadsheet analysis, and use of databases.  The incumbent must be able to travel 50-70 days per year.

Relevant Experience:  A minimum of seven years of professional experience in transportation engineering is required, to include traffic engineering, maintenance, and/or systems operation and management, with demonstrated evidence of professional growth, increasing responsibility, and project management/consultant oversight skills.  Some of the previous experience should be at a policy planning or management level in a state, local, or federal transportation agency.

Relationships With:

• Members:  Maintain regular and frequent contact with committee members and task forces through meeting attendance, newsletters or other correspondence, e-mail, and telephone calls.
• Governing Structure:  The incumbent provides support to the Associate Program Director for Operations and to AASHTO committees, has frequent contact with certain committee officers, and may communicate with officers and members of the Board of Directors and Executive Committee.
• Government:  Initiates and maintains direct contacts with state, local and Federal government personnel.
• Public:  Responds to written and telephone inquiries, particularly those relating to engineering projects.  Occasional contact with media.
• Other Organizations:  The incumbent is expected to maintain good working relationships with other interest groups and associations.  Depending on the specific duties assigned, the incumbent may be responsible for monitoring assigned professional consulting contracts.
• Association Office Personnel:  As directed, the incumbent is expected to assist, from time to time, other professional staff.

Position Responsibilities:

• Association Policy Formulation:  The incumbent shall assist the Associate Program Director for Operations and other senior AASHTO staff in proposing, developing, and implementing association policies.
• Planning:  May be called on to participate in various long-range planning efforts, and is responsible for strategic and operational planning for the Association’s activities relevant to assigned engineering projects.  Depending on the specific duties assigned, the incumbent may be expected to assist in planning annual publication activities, budget preparation, and planning of the Association’s annual budget.
• Transportation Policy Formulation:  The incumbent is expected, on occasion, to draft, write, or edit transportation policy statements or resolutions related to assigned transportation modes, or other areas of interest to the Association; however, such positions may not be established without approval by higher authorities.
• Decision Authority:  Participates in the selection of contractors for technical services and bids in various committee decisions.
• Budgetary Responsibility:  Responsible for developing and maintaining the budget for assigned committees and technical service areas and other areas as assigned.
• Supervisory Responsibility:  None.
• Supervision Received:  Supervision is provided in terms of general objectives, rather than on a day-to-day basis.  Direct supervision on non-routine tasks is provided by the Program Director for Engineering.
• Availability of Qualified Personnel:  The recruitment of a qualified replacement is estimated to require three months.

(Source: AASHTO)

Rough Roads Ahead:  Fix Them Now or Pay for It Later, a report released today by the American Association of State Highway and Transportation Officials (AASHTO) and TRIP, reports that one-third of the nation’s major highways, including Interstates, freeways and major roads, are in poor or mediocre condition.  Roads in urban areas, which carry 66 percent of the traffic, are in much worse shape. 

Extracts from the press release: Driving on rough roads costs the average American motorist approximately $400 a year in extra vehicle operating costs. Drivers living in urban areas with populations over 250,000 are paying upwards of $750 more annually because of accelerated vehicle deterioration, increased maintenance, additional fuel consumption, and tire wear caused by poor road conditions.

 “The American people are paying for rough roads multiple times,” said Kirk T. Steudle, Director of the Michigan Department of Transportation, at a news conference held to release the report. “Rough roads lead to diminished safety, higher vehicle operating costs and more expensive road repairs. It costs $1 to keep a road in good shape for every $7 you would have to spend on reconstruction. It’s another drag on the economy.”  

 The report uses the latest government statistics to show pavement conditions in all 50 states and vehicle operating costs by state and urban areas. The report also finds that:

• 30 to 60 percent of the roads in the nation’s largest urban areas are in poor condition.
• 36 percent of the roads in the Detroit urban area are in poor condition compared to the Los Angeles area and surrounding communities, which have 64 percent of their roads in poor condition.   
• 61 percent of rural roads are in good condition.
• 72 percent of the Interstate Highway System is in good condition, but age, weather conditions and burgeoning traffic are eroding ride quality.

 “Our nation has invested $1.75 trillion in our public highway system over the past 50 years,” said John Horsley, AASHTO Executive Director.  “We hope Congress will make it possible for the federal government to sustain its share of the increased investment needed to keep America’s roads in good condition.  If not, it will cost the American people billions more later.”

 The report points out that traffic growth has far outpaced highway construction, particularly in major metropolitan areas.  The number of miles driven in this country jumped more than 41 percent from 1990 to 2007 — from 2.1 trillion miles in 1990 to 3 trillion in 2007. In some parts of the country, dramatic population growth has occurred without a corresponding increase in road capacity, placing enormous pressure on roads that, in many cases, were built 50 years ago.  

“The federal stimulus program is providing a helpful down payment towards repairing some of the nation’s rough roads,” said Frank Moretti, TRIP’s Director of Policy and Research. “But it will take a significant long-term boost in investment by all levels of government to provide Americans with a smooth ride.”

 The full report is available at http://roughroads.transportation.org, along with examples from states working to improve their highway systems, charts and photographs.  Rough Roads is part of Are We There Yet?  We Can Be!, AASHTO’s effort to build awareness and support for the nation’s transportation system. 

(Source: Architect Online’s Federal Weekly Report,  Urban Land Institute  via, Planetizen)

IT’S NOT JUST U.S. INFRASTRUCTURE THAT’S OUTMODED, SAYS A NEW REPORT BY THE URBAN LAND INSTITUTE. THE WAY CITIZENS AND POLITICIANS THINK ABOUT IT NEEDS AN UPGRADE, TOO.

“We will not continue to be a major world power if we can’t get goods in and out of the country in an efficient, productive way,” ULI executive vice president for initiatives, Maureen McAvey, tells ARCHITECT. “And the more we waste time in congestion on our roads, in having inadequate ports and inadequate delivery systems, and having congested airports—that’s all loss of productivity.”

The ULI’s hope is for transit systems to be linked across jurisdictions and for transportation and land use to be integrated. Often, “there’s no easy way of getting from A to B, and those are all trips on the road,” McAvey says, which, in addition to causing congestion, means more carbon released into the air. “It’s a stupid way to run a country.”

Running throughout the report is the notion that the U.S. is at a tipping point, a moment when the country either shakes off the system it has been functioning under for decades and chooses to look at infrastructure, transportation, land use, and many other issues in a holistic and future-leaning way, or we continue to patch old problems, push solutions to the future, and hope to hold ourselves together. The latter, says the ULI, means the country will slide backward.

(Source: Wired)

(Source: New York Times)

 

Lt. David Dipre, who coordinates Florida’s derelict vessel program, said the handful of owners he had managed to track down were guilty more of negligence than fraud. “They say, ‘I had a dream of sailing around the world, I just never got around to it.’ Then they have some bad times and they leave it to someone else to clean up the mess,” Lieutenant Dipre said.

Florida officials say they are moving more aggressively to track down owners and are also starting to unclog the local inlets, harbors, swamps and rivers. The state appropriated funds to remove 118 derelicts this summer, up from only a handful last year.

In South Carolina, four government investigators started canvassing the state’s waterways in January. They quickly identified 150 likely derelicts.