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“We have come a long way in meeting the goals of the initiative,” says ITD Director Pam Lowe. “The process required an investment from all areas of the department, and that shows in the things we have accomplished the past two years.

“I want to thank all of the people who helped bring many of the specific projects to completion and hope that same energy will be applied to that finishing the remainder. The process is creating a more efficient, responsive department.”

Improving project and program delivery
Most of the projects undertaken in project/program delivery have been completed, according to a recent review by ITD’s Executive Team. Among the achievements are introduction of a new context sensitive solutions policy and manual, resource agency agreements, completion of a stewardship oversight agreement and a new consultant review process.

Improving safety
All of the projects identified for improving safety also have been completed: consolidation of the Traffic and Office of Highway Safety functions, developing a statewide safety program and creation of a Governor’s Safety Summit.

Enhancing system operations
Efforts continue on development of a regional transportation operation center (IROC) with other partners in the Treasure Valley.

Other components of the “Enhancing System Operations” project have been completed, including an access management policy update, introduction of 511 Idaho Traveler Services program, changes to the road weather information systems (RWIS) and updating the statewide communication plan with ITRMC.

Planning and innovative finance
Perhaps the most ambitious changes related to planning and innovative finance in which several of the projects remain in progress. They include an evaluation of the Cambridge Systematics report on asset/performance management and performance measures, and analysis of aeronautics funding needs as part of the Forum on Aviation Investment.

Organizational development
The transformation of ITD’s information technology programs was one of the major achievements of the organizational development project. Elements of the transformation included financial, engineering, Division of Motor Vehicles, operations, performance management/planning and governance.

Other organizational development projects included the transfer of programming functions to the Division of Planning (now the Division of Planning and Programming). Work continues on an ITD facilities plan, including long-range plans for Headquarters and District 3, but consideration of any new buildings has been put on hold indefinitely.

Several other important elements of organizational development remain in progress: emphasis on research, consolidation of employee services, employee compensation proposals and internal realignments of ITD divisions.