Abstract:
In summary, the key to successful program development in Pennsylvania has been the department's ability to bring together programming and budget functions at the very top level of management. Information and monitoring systems have been instituted that allow top management to be involved not only in decisionmaking but also in monitoring implementation. This is accomplished by active involvement of metropolitan and county planning organizations in the program development process and continuous liaison with the General Assembly. The department's integrated organizational approach to programming has enabled Pennsylvania, within 20 months, to nearly double the amount of federal aid obligated to more than half a billion dollars. During this same period the department focused limited resources toward restoration of its extensive existing highway system. Finally, open, effective programming has been one of the key contributing factors to rebuilding the department's credibility with the General Assembly. Two years ago a disenchanted General Assembly considered legislation to dissolve PennDOT. For the first time in a decade, the General Assembly as a body understands and endorses the department's program, believes that it will actually be accomplished, and because of this has provided the revenues to finance it. (Author)
Supplemental Notes:
Proceedings of a conference held October 3-7, 1982, Easton, Maryland. Distribution, posting, or copying of this PDF is strictly prohibited without written permission of the Transportation Research Board of the National Academy of Sciences. Unless otherwise indicated, all materials in this PDF are copyrighted by the National Academy of Sciences. Copyright © National Academy of Sciences. All rights reserved.
