The charge to the task force included an expression of concern over the appropriate mission of R & D in Mn/DOT, its placement within the organizational structure, and its physical location with respect to operating effectiveness and access to facilities. The charge further quoted Commissioner Braun's concern for needing more direction in certain areas before he could implement the RETAF recommendations for R & D
Since the construction of the Minnesota Department of Transportation (Mn/DOT) Central Office Building in 1957, many building modifications have been made as a result of life safety upgrades, advancements in technology, and changes in Mn/DOTs operation and service roles. Mn/DOTs needs continue to change. In 1989, Mn/DOT selected a team of consultants in program development, architecture, interior architecture, human factors, technical performance, electrical engineering, mechanical engineering, landscape architecture and occupational health to assist them in developing programmatic space needs and standards for a new Central Office Facility. In addition to the consultant team, an advisory board, made up of individuals representing corporations, reviewed the study and provided assistance in the study development. The results of this study are the programmatic space needs and building performance standards for a new Mn/DOT Central Office Facility which formed the basis for this Request for Proposal (RFP). The facility will include general office space, conference center, cafeteria, childcare center, wellness center, loading dock, enclosed parking, and building maintenance shop space.
We would like to take this opportunity to introduce Mn/DOT's performance management system. A team representing the different work elements of Mn/DOT has done a great job planning, designing, and developing a performance management system. The performance management system was inspired by the feedback we received from our last employee survey and executed through the human resources re-engineering initiative.
In March 1988, a Task Force was created to study future engineering and para-engineering staffing needs in the Minnesota Department of Transportation (Mn/DOT). The charge to the Task Force is included in Appendix A of this report. This report provides background information and documents principal Task Force findings and recommendations for enhancing engineering flexibility and clarifying engineering specialist roles and responsibilities in Mn/DOT.
This paper presents the efforts taken by Mn/DOT's Northwest District to create a fair work environment with special emphasis on employment of Indian people. A key ingredient of this effort is the leadership role taken by the district as a "full community partner" in the Bemidji region and the influence on Mn/DOT, particularly the Field Operation Divisions.
Minnesota's public transit systems provide transportation alternatives to driving alone and enable all citizens to participate in the state's communities and economy. The Minnesota Department of Transportation (Mn/DOT)'s strategic vision is to be a global leader in transportation. Mn/DOT is committed to upholding public needs and collaboration with internal and external partners to create a safe, efficient, and sustainable transportation system for the future. To that end, Mn/DOT's strategic directions include improving mobility and accessibility for all Minnesotans through the promotion of public transportation. The Greater Minnesota Transit Investment Plan projects future need for transit services in Greater Minnesota and estimates the cost of providing additional services to reduce unmet need.
In 2009, Mn/DOT completed the Greater Minnesota Transit Plan, a policy plan that defined the vision, policies, and strategies for transit in Greater Minnesota. The Greater Minnesota Transit Investment Plan identifies specific priorities for future transit investment. These investment priorities connect the goals of the policy plan to Mn/DOT's annual funding allocation to individual transit systems. The Greater Minnesota Transit Investment Plan will help decision-makers prepare for growing transit demand in Minnesota and increase public understanding of Mn/DOT's priorities for future transit investment.
Public transportation empowers individuals to be independent, seek and retain employment, access medical care, and gain access to new opportunities. The Greater Minnesota Transit Plan is a 20-year strategic plan that sets forth future directions for the future of public transportation in Greater Minnesota. The plan describes current challenges in the state, examines future transit service needs and analyzes future levels of funding to meet that need.
The purpose of the District Long Range Transportation Plan is to provide a framework for future investment decisions, based on a set of defined investment goals and principles, and performance targets that measure progress toward those goals; to provide a forum for public discussion concerning the transportation system and its relation to economic activity in the area; and to identify common elements among the districts that can be used in producing the next statewide transportation plan.
This plan will focus on the state highway system in District 7, identifying investment goals for preserving the system that exists today, system improvements to meet the needs of economic growth, and interregional connections needed to tie District 7 to the rest of Minnesota, the neighboring states and the country. This plan will identify preservation, replacement and expansion needs for each highway corridor in the District.
This plan will also tie the District 7 investment goals to Mn/DOT's Strategic Plan, The Statewide Transportation Plan investment principles, plans of local governments within the district and other special purpose plans done by the state or local groups.
