transcript - april 1997 transcript1 · 1 transcript - april 1997 ohio department of transportation...

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Transcript Ohio Department of Transportation Employee Newsletter Contract Approved - page 7 ODOT Empoyees Unite - page 5 (See Flood on page 2) April 1997 T he flood waters have receded, and life in Southern Ohio is slowly returning to normal, but the Flood of ‘97 did not depart without leaving at least a temporary mark on the region’s roadways. “It’s the most widespread damage I’ve ever seen to our infrastructure from any one storm,” said Bob Osman, acting Adams County Maintenance Facility superinten- dent. “It’s by far the worst I’ve ever seen in my life- time.” Southern Ohio Flooding Threatens Transportation System By Holly Snedecor-Gray, District 9 Julie Walcoff/Central Office ODOT Intranet - page 13 Damage Assesment- page 6

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Page 1: TRANSCRIPT - APRIL 1997 Transcript1 · 1 TRANSCRIPT - APRIL 1997 Ohio Department of Transportation Employee Newsletter ODOT Empoyees Unite - page 5 Contract Approved - page 7 (See

TRANSCRIPT - APRIL 19971

TranscriptO h i o D e p a r t m e n t o f T r a n s p o r t a t i o n E m p l o y e e N e w s l e t t e r

Contract Approved - page 7ODOT Empoyees Unite - page 5

(See Flood on page 2)

Apr

il 19

97

The floodwaters havereceded,

and life in SouthernOhio is slowlyreturning tonormal, but theFlood of ‘97 didnot depart withoutleaving at least atemporary mark onthe region’sroadways.

“It’s the mostwidespread damageI’ve ever seen toour infrastructurefrom any onestorm,” said BobOsman, actingAdams CountyMaintenanceFacility superinten-dent. “It’s by farthe worst I’ve everseen in my life-time.”

Southern Ohio FloodingThreatens Transportation System

By Holly Snedecor-Gray, District 9

Julie Walcoff /Central Office

ODOT Intranet - page 13Damage Assesment- page 6

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TRANSCRIPT - APRIL 1997 2

(Flood from page 1)

During the first few days of the disaster, district crewsthroughout southern Ohio worked around the clockbarricading water-immersed roads and cleaning up debrisfrom widespread flash flooding and enormous mudslides.The districts didn’t have to struggle through theflooding crisis alone, however. After Governor GeorgeV. Voinovich declared five Southern Ohio counties a stateof emergency March 1, ODOT employees from around

the state began converging on Southern Ohio.

In District 9, more than 150 ODOT employees fromaround the state focused their efforts on cleaning up andrepairing the state highway system. Another 100 ODOTemployees helped to repair county and township roads inthe district.

“It’s obvious that no one welcomes the devastation andloss generated by a natural disaster, but I believe theFlood of ’97 has brought about at least one positiveconsequence,” said District 9 Deputy Director James A.Watkins. “It has exemplified how efficiently and effec-tively the people of ODOT can work together to

Julie Walcoff /Central Office

In District 9, Adams County was one of the countieshit hardest by the flood. According to recent District 9estimates, ODOT will spend approximately $5.2 millionto repair state and local roads in Adams County.

ODOT officials estimate the department will spendmore than $10 million to repair flood-damaged routes in

Adams, Brown, Highland, Jackson, Lawrence, Pike,Ross and Scioto counties. Around $3 million will bespent to repair state and US routes. ODOT could spendanother $7 million helping local governments repaircounty, township and other local roads. The costestimates do not include money ODOT has spent todate.

Although some county and township roads throughoutthe district still require repair, ODOT crews have greatlyimproved the condition of flood-damaged state and USroutes. District 9 crews worked 15 consecutive days fora minimum of 12 hours a day repairing and clearing theroadways after flash floods hit the region February 28.

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make the state’s roadways both navigable and safe forthe traveling public.”

Highway maintenanceworkers from all over thestate spent a large quantityof their time in SouthernOhio cleaning up debrisfrom landslides, clearingcreek channels, repairingpavement and berms andunclogging culverts, amongvarious other highwaymaintenance activities.Crews in Adams andLawrence counties alsoassisted local communitiesby collecting flood debris.

“Our goal is to assist thevictims of this flood asmuch as we can ...byhelping flood-devastatedcommunities rebuild their infrastructure and by haulingaway the mountains of water-soaked debris created bythis disaster,” Watkins said.

Photo courtesy of the Ohio Highway Patrol

Although it may take months before state andlocal routes are fully restored to pre-floodcondition, in District 9, roads suffered littlelong-term damage. Flash flooding did washout a culvert on US Route 62 about one milenorth of Russellville in Brown County.ODOT crews worked nearly non-stop toreplace the 16 ½-foot-in-diameter steelgalvanized pipe that crumpled like a cardboardtube during flash flooding March 1. Floodwaters also swept away a 123-year-oldcovered bridge on SR 763 in Brown County.The unsalvageable bridge was later founddownstream.

If history is any indication, time and a lot ofhard work will help to erase the marks madeby the Flood of ’97, but the memories of thisnatural disaster will endure in the minds ofmany ODOT employees for years to come.

Photo courtesy of the Ohio Highway Patrol

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TRANSCRIPT - APRIL 1997 4

“Several days into it, officials evaluated the totalrainfall and made a long-range forecast on the floodingcapacity of the Ohio River,” said Swearingen. “It

became evident the crest--meaning the highest the waterlevel gets before it recedes--along the Ohio River washigher than it had been in several years. We knew thiswould be a long-term problem.”

Swearingen said there was about an 18 hour differ-ence from when the Ohio River crested in Portsmouthuntil it crested in Cincinnati. He said it is not unusual forOhio to have flooding that closes state highway routesalong the river, but normally it does not impact localcommunities.

“The major difference between annual flooding andthe situation we have now is the geography devastationand damage to personal property,” Swearingen said.“However, the 1937 flood along the Ohio River isactually the highest recorded Ohio flood since the mid-1800s. The river crested then at about 10 feet --or more-- higher than this flood.”

Swearingen said ODOT’s emergency procedures forhigh water begin by dispatching a roadway crew to closeaffected highways and detour traffic. If the area will stayunder water for several days, a barricade is erected. Thisis exactly the procedure Meigs County SuperintendentBrett Jones followed when his county began to flood. “Isaw water in places I’ve never seen before,” he said. “Ihad every route in my county closed and all I could dowas watch the weather radar show no end in sight.”

Jones said a slip project that had just been completedwas washed away, pipes and culverts were plugged up,and the root systems of trees near creek beds wereunstable from being pushed up from the water.

“Meigs County has about 200 miles of road with 16highway workers to take care of everything,” said Jones.

(See Cooperation on page 9)

Flood Crisis Sparks CooperationAmong Ohio Agenciesby Christi Mills

The Ohio Emergency Management Agency fullyutilized their new $12.9 million facility inDublin recently when state and local govern-

ment combined forces to fight floods in 17 southernOhio counties.

Portions of ODOT, the State Highway Patrol, and theOhio Natural Resources are housed at the facility. Whenan emergency occurs, the state agencies work togetherto assist in recovery efforts. The Offices of HighwayManagement and Aviation represent ODOT during acrisis.

“Phone calls began after the initial flash floodingoccurred along the Ohio River,” said Keith Swearingen,administrator for ODOT’s Office of Highway Manage-ment. “At that time, our highway maintenance crewswere in the affected counties responding to the highwater, debris and damage. As the rain continued, morecounty officials called the center for assistance.”

Swearingen said the crisis management process startswhen OEMA’s assessment team is notified. Theycontact local governments and other state agencies whohave workers in the area to compile information regard-ing local conditions. As the flooding in southern Ohiogrew worse, OEMA activated the emergency facility.

ODOT’s EMA Coordinator Yvonne Keith supervisedcommunication efforts between ODOT’s district andcounty offices. “I started getting calls on how bad thesituation had become,” said Keith. “Large sections ofroads and bridges were washed out and people hadsustained damage to their personal property. The firstofficial count cited 94 roadway locations that had to beclosed.”

In response, Governor George V. Voinovich declareda state of emergency, which allowed state agencies toassist local governments in the affected area. Therainfall continued for the next two days and because ofthe intensity, long term flooding occurred.

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(See Unite on page 9)

The Flood of ‘97 has surely made its mark on thestate highway system in Southern Ohio, but thegenuine concern and selflessness shown by

ODOT employees statewide has made an equallydramatic impact.

More than 70 highwaymaintenance workersfrom around the statetraveled to four District 9counties this month tohelp repair the statehighway system and somecounty and townshiproads.

“I couldn’t have pickeda crew of people thatwould have done more forme than this crew,” saidAdams County HighwayWorker Dale Hodge.“They’ve just really goneall out.”

ODOT highwaymaintenance workersfrom districts 1, 5 and 7started arriving in AdamsCounty March 3, twodays after torrential rainscaused flash flooding inthe county and subse-quent landslides androadway damage. Al-though the flooding tooka heavy toll on Brown,Jackson, Lawrence, Pike, Ross and Scioto counties,Adams County, by most estimates, was hit hardest.More than 23 out-of-district ODOT highway mainte-nance workers were dispatched to Adams County toassist in flood cleanup efforts.

Jerry Dicus, a highway worker from the HardinCounty Maintenance Facility in District 1, said workingin Adams County had its ups and downs, literally.

“The roads are so narrow...and the hills! It would

take some getting used to, to plow these roads,” Dicussaid.

Bob Easton, a Montgomery County highway worker,agreed. “On some of these roads, if you made a slight

misadjustment, you’rehistory,” he said.

Although the roads arewinding and the terrainrough, Miami CountyHighway Workers DaleLesher and Randy Hessonsaid they were glad tohave the opportunity tohelp another districtduring a time of crisis.

“We’re just glad to bedown here working, andwe’re willing to stay aslong as they need us,”Lesher said.

Adams County High-way Worker Rick Vincentsaid he was extremelypleased with the effortsput forth by the out-of-district employees whoworked in his county.

“You couldn’t haveasked for better[workers]...For being in adifferent area, they caughton so quickly,” Vincent

said.

In addition to those ODOT employees who traveled toAdams County, about 17 highway workers from districts1, 12 and 6 assisted Brown County maintenance crews.Approximately one dozen highway workers fromdistricts 3, 4, 5, and 6 were dispatched to LawrenceCounty, and around 19 workers from districts 1, 2, and 6went to assist Scioto County crews. Each districtsolicited volunteers to work in the counties most im-pacted by the flood.

Bruce Burkhard, a District 7 Highway MaintenanceWorker from Auglaize County, picks up flood debris inManchester in Adams County.

ODOT Employees Unite toHelp Southern OhioBy: Holly Snedecor-Gray, District 9

Holly Snedecor-Gray /District 9

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District 10 Assess DamageBy Nancy Pedigo, District 10

ODOT superintendents in eight of nine District 10counties are beginning to assess the flooddamage to area roads hit hard by recent flooding.

In District 10, only Morgan County was spared widespreadflooding and the resulting damages to roadways. Noble,Hocking and Monroe also had flooding, but did not sustainas much damage to roads as the more southern counties ofGallia, Vinton, Meigs, Athens and Washington.

Early flood estimates for District 10 have placed cleanupcosts at $1.2 million on state routes only. Additionalmoney has been spent on work already completed, andfunds will also be needed to clear and repair county andtownship roads throughout the district.

During the height of flooding, more than 85 locations onstate routes in District 10 were closed to traffic.

“We had the storm and flash flooding from the smallstreams and rivers, along with back water from the OhioRiver all at the same time,” said Don Johnson, the district’sroadway services administrator.

On March 1, Johnson was at the district traffic garageloading all the remaining “Road Closed/High Water” signson a truck for delivery to counties which had run out ofsuch signs.

But southern ODOT districts were not alone in their

effort to re-open roads andcleanup flood damage. Allcounties in the declareddisaster area received addi-tional help from ODOT’snorthern districts and from theOhio National Guard.

“They’ve really been a bighelp,” said Gallia Superinten-dent Jeff Phillips. “They’vebeen helping clear the StateRoute 7 slip with heavyequipment, a couple ofHumvees and lots of man-power with chainsaws.”

Now that flood waters arereceding, county superinten-dents and other personnel arelooking for trouble spots onother roads, as well. Someproblems are easy to see, suchas the 100 ft. high mud androck slide that fell to thecenterline on State Route 7

south of Eureka in Gallia County.

Phillips said a large slip was also discovered on StateRoute 241, about 1.5 miles west of State Route 325 wherethe hillside is coming down causing the pavement to riseup. Other roads are being assessed for damage.

Crews were also busy assessing damage off the statehighway system. Johnson said ODOT work was beingcoordinated with the emergency management team foreach county. In Gallia County, which was hardest hit byflood waters, berm washouts were too numerous tomention, Phillips said.

ODOT crews have been moving as quickly as possible toclear road and ditches of mud and debris as waters recedeand mud slides come to a halt. However, with severalhundreds of lane miles to contend with, it could be quitesome time before all of the area’s roads are restored.

It may also be several weeks before the monetarydamage is totaled. Totals are being kept as the work isdone, but no one has had time to sit down and add up allthe figures.

“Based on similar, past experiences,” says Johnson, “andincluding work we (ODOT) do for counties and townships,our costs are usually in the $300,000 to $400,000 neighbor-hood, per county.”

Employees from District 4 work alongside a crew from the Meigs County garage torepair a slip on SR 248 that was damaged during flooding in Southern Ohio.

Julie Walcoff/ Central Office

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TRANSCRIPT - APRIL 19977

Collective Bargaining ContractApprovedBy J. Brian Cunningham

After months of negotiating and compromises, OhioCivil Service Employees approved a new employmentcontract with the state through 1999. Major provisions ofthe three-year contract include raises of 3 percent eachyear, changes to the current sick leave policy and disciplin-ary process, and training and education provisions.

The contract will impact 4,000 ODOT OCSEA employ-ees statewide.

The state and OCSEA began negotiations in December.After the two parties were unable to reach agreement onseveral issues, Dr. David Pincus, an independent factfinder, was asked to mediate. During the fact-findingprocess, mediation hearings were held and both groupssubmitted data supporting their proposals. Dr. Pincusevaluated the data and issued his recommendations forcompromise in February. These compromises were addedto the contract and on March 7, 54 percent of the OCSEAmembership voted to approve the contract.

Dr. Pincus wrote in his fact finding report, “the partiessubmitted 16 issues. All other issues were resolved prior tothe date of the fact-finding hearing. Quite a commendableoutcome when one considers that the parties had well over100 issues in dispute when the mediation portion of theprocess was initiated. A professional negotiation environ-ment, evidenced by hard-fought victories and necessarycompromises, caused the desirable resolution of manydisputed issues.”

“The negotiations resulted in victories for both sides andI feel comfortable that the position of the union was heardand taken into consideration,” said Bettie Haynie, transpor-tation technician in the Office of Project Coordination andthe president of OCSEA Chapter 2513 in ODOT’s CentralOffice. “While everyone may not agree with every part ofthe new contract, we secured for our members the issuesthey wanted most.”

RaisesPay increases were a major issue and a sticking point in

the negotiation process. The union requested an increaseof four percent for each of the three years plus a $.50 perhour minimum raise for the lowest paid employees. Thestate countered with a proposal that would increase wagesby two percent for each year of the contract.

The fact finder recommended a three percent raise for

each of the contract’s three years. Dr. Pincus said develop-ing this compromise reflected similar settlements obtainedon statewide and national levels. He also said the strengthof Ohio’s current economic condition was a factor indetermining the raise amount. The price tag is estimated tobe about $269 million statewide and $10 million forODOT.

Sick Leave PolicyThe state requested changes to the sick leave policy to

curb excessive use by bargaining employees. The unioncountered that based upon other comparable entities, sickleave use was not excessive. However, statistics from thestate showed that bargaining unit employees used 96percent of all the sick leave accrued. The union respondedby presenting data showing the absence rate to be abouteight days per year, which in their opinion, was notexcessive.

In the review conducted by Dr. Pincus he said, “I ambasically in favor of the state’s current structure but believeit must be modified to reflect savings and eliminatestructural features which may lead to harsh results, and yet,eliminate the possibility of having ‘abusers’ play with thesystem.”

The new policy is a more positive approach and rewardsemployees who do not use sick leave. It enables employeesto be paid at 100 percent of their salary for the first 40hours. If that employee takes an additional 40 hours, it ispaid at 70 percent and any time taken after that is againpaid at 100 percent.

The new contract also changes the system for “cashingin” sick time at the end of the year. The previous policyreimbursed employees at 50 percent on unused sick time nomatter the amount they cashed in. The new policy allowsemployees to cash in unused sick leave on a sliding scale.The scale rewards those who use less sick leave by en-abling them to cash it in at a higher rate. The scale is asfollows:

Number of HoursSubject to Cash Conversion % of Regular Rate

80 75%72 - 79.9 70%64 - 71.9 65%56 - 63.9 60%48 - 55.9 55%47.9 and less 50%

(See Contract on page 11)

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QQWLS Report CardDIVISION OF HUMANRESOURCES

OWNER: Bob Blair, Deputy Director

Division Includes: Office of Person-nel, Office of Labor Relations, Officeof Training, ODOT Library

The Deputy Director met with thefour sections to develop a list ofseven areas of concern. As a result,action plans were developed to ad-dress these concerns. Three ofthese action plans are detailed be-low.

I can advance at ODOT if I do a good job

A. While few promotional opportunities exist, a personal training pro-gram was developed to help ODOT people plan a personal trainingpath. This will allow employees more flexibility and help them meetqualifications for future jobs.

B. Job satisfaction is as important as promotional opportunities. Afocus group was put together to discuss the area of job satisfaction.The division reorganized sections to provide for a higher level ofinvolvement and more decision-making authority.

ODOT policies are clearly communicated

A. Two newsletters were developed, Pipeline and Labor RelationsReporter, to provide more information to people in the areas of Per-sonnel and Labor Relations.

B. A task team was formed to develop a new employee handbookto provide more user friendly information. This handbook will beavailable this summer.

Information is freely shared from level to level within ODOT

A. Meetings were held with each district deputy director and eachdivision administrator within ODOT to provide Human Resource in-formation.

B. Regular staff meetings within each section were established tokeep people up-to-date on recent policy and law changes.

DIVISION OF ENGINEERINGPOLICY

Owner: Don R. Conaway,Deputy Director

Division includes: Offices of HighwayManagement, Materials Manage-ment, Traffic Engineering, and Struc-tural Engineering

A group was put together within thedivision to address major personnelconcerns. The “Quality of WorklifeTeam” consists of representativesfrom each of the offices. The group is focusing on QWLS re

sults as areas of concern. The team organized a representative fo-cus group who participated in a team discussion of these four areas.It was from this group’s responses that action plans were developed.

There is a need for “Required Training” at ODOTThere is a need for “Required Technical/Equipment Courses” atODOT

A. A sub-team within each office now manages office personneltraining. This team uses the training assessment tool from the Officeof Training and coordinates requests from their respective office. Thedivision is also offering informative and personal interest classes.

Information is freely shared from level to level at ODOT

A. The worklife team is publishing a quarterly division newsletter tocommunicate division happenings, update information on personnel,and recognize personnel awards and accomplishments. The firstnewsletter was published in January 1997.

The Employee of the Month program motivates me to do a goodjob

A. The team is working on how to recognize outstanding dedication,accomplishment and performance in the division. Award ceremo-nies will be held, as well as the continuation of the division serviceaward presentations, which have had a 66 percent attendance rate.

DISTRICT THREE

OWNER: Mary Ellen Kimberlin,Deputy Director

The deputy director met with the fouradministrators to develop actionplans within each work unit to tackleissues in the 1996 QWLS. Each de-partment has an action plan and sev-eral solutions have been imple-mented. The following three issueswere identified as the top three con-cerns for the district.

The Employee of the MonthProgram motivates me to do agood job

A. District 3 abandoned the program previously, but it has been reju-venated with a few modifications designed to ensure its success. Thefirst selection was made in January.

Information is freely shared from level to level within ODOT

A. The minutes to biweekly staff meetings are now placed on thetackboard. This should help employees keep abreast of current is-sues and policies at the district and state level.

My supervisor discusses my training needs with me

A. District 3 appointed a district training coordinator. The job dutieswill include meeting with every employee and his/her supervisor todevelop a personal training plan. All training will be scheduledthrough and recorded by the coordinator.

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TRANSCRIPT - APRIL 19979

DISTRICT NINE

OWNER: Jim Watkins,Deputy Director

District results were analyzed andcompared to statewide results to bet-ter define problem areas. Site visitswere conducted within the district toclarify comments, which more clearlydefined concern areas. Three topconcern areas were isolated:

Communication of Vision 2000and district issues

A. Initiate a bi-monthly column in thedistrict newsletter, which will address Vision 2000 and district issues.

B. Installation of a “rumor hot line” for district personnel questionsand concerns. Responses are made either via tackboard, e-mail,phone or face-to-face.

C. Conduct question and answer sessions at eight work unitsmonthly.

Work Environment

A. A small taskforce consisting of management and bargaining unitmembers conduct a Q&A session to address promotion policy issues.

Computer Training

A. Develop a critique system of each district computer training course.Feedback from course evaluations will be provided to instructors andimprovements made as a result.

(Cooperation from page 4)

“We received 10 additional people from other districtsto help with recovery efforts. Without them, we wouldnot even be able to make a dent in the amount of workthat’s needed.”

Jones said public interest escalates during any emer-gency situation and this flood was no exception. “When-ever you have high water, or any kind of emergencysituation, everybody in the world gets in their car andstarts driving around. EVERYBODY. People who havenot had their car started for a month go to Pomeroywhen the water comes up. I understand their curiosity,but it hinders our people from getting to the locationsthat need to be closed and repaired.”

Swearingen said more than 773 statewide personnelfrom across the state and 461 pieces of equipment fromvarious districts assisted relief efforts in districts 8, 9and 10. Early damage estimates for all state and countyinfrastructure repairs are at a minimum $41 million. TheFederal Emergency Management Agency is currentlyconducting surveys to establish reimbursable costs,which could take several weeks or months. To speedreconstruction efforts, ODOT will contribute $15million and provide technical assistance to local govern-ments on handling contracts and buying materials.

According to ODOT Aviation Administrator RudyRudolf, the Office of Aviation played an integral role inthe flood relief efforts.

“We coordinated over 50 flight operations to thearea,” said Rudolf. “We flew everything includingsurveillance teams, first aid supplies and the Governor-- to where they were needed.”

Unusual preventive measures also had to be taken.“We quickly established a temporary flight restriction inCincinnati because we heard someone was schedulingsight-seeing tours in the area,” said Rudolf. “From thenon, all flights had to be FAA approved. The first fewdays were chaotic but organized. The circumstanceswere tragic, but it was a good learning experience forall.”

Steve Ray, a highway worker from Morrow Countyin District 6, said he enjoyed his “working vacation” inScioto County.

“I just wanted to come down here and see somedifferent country and help out,” Ray said. “I’d comeback and help again.”

Ray spent his time hauling fill material to repairwashouts on county roads.

Ken Kincaid, a highway worker from Lorain Countyin District 3, said he also gained from his experiencesworking in Lawrence County.

“I really don’t care about the money...I just wanteda change of pace and the chance to meet other ODOTemployees...and just to help these guys out a little bit,”Kincaid said.

(Unite from page 5)

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TRANSCRIPT - APRIL 1997 1 0

District 9 Deputy Director RetiresBy Holly Snedecor-Gray, District 9

District 9 Deputy Director JamesA. Watkins, an ODOT officialrecognized by his peers and

transportation advocacy groups as apowerful force in the advancement andpromotion of transportation-related issuesin Southern Ohio, has retired from ODOTafter more than four decades of service.

Watkins retired March 31, almost 42years to the day after he first joinedODOT in 1955. Watkins, who has servedas District 9 deputy director since 1991,spent nearly half of his ODOT career ashead of the district’s planning and designdepartment. He also served as actingdeputy director from 1980 until 1982.

Director Jerry Wray visited Chillicothe March 31 to bidfarewell to one of ODOT’s most long-serving and dedi-cated employees.

For more than four decades, Jim has been a tirelessadvocate for transportation issues both on the state andlocal levels, “said Wray. “Through his persistence and hardwork, he has helped to improve transportation access andquality of life for citizens throughout our state, as well asSouthern Ohio. We will miss his leadership, but we wishhim well as he begins a new life.”

Watkins is probably best known in transportation circlesfor his part in the development of Appalachian corridors, inparticular US Route 35. John Worthington, a chartermember of the US Route 35 Committee, said Watkins hasmade a tremendous contribution to the US 35 cause.

“I think Jim has done as much in moving the US Route35 projects forward as was possible in the scope of hisjob,” Worthington said. “He’s very much interested inseeing US Route 35 completed.”

Within District 9, Watkins is referred to as a leader whopersonified the qualities of honesty, integrity and genuinededication.

“Over the past 30 years, I have worked for CPAs,attorneys and corporate vice presidents. None of themcould hold a candle to Jim Watkins when it comes tohonesty and integrity. He brings new meaning to the oldadage ‘his word is his bond,’” said District 9 Business andHuman Resources Administrator Ken Parks.

District 9 Highway Management Administrator Vaughn

Wilson, who worked with Watkins for 26years, described Watkins as the “ultimateprofessional.”

“Jim has always been very supportive,and his work ethic and personal sense ofethics are unimpeachable,” Wilson said.

Looking back on his long and challeng-ing career, Watkins said he considers hiswork in connection with the US 35projects among his crowning achieve-ments.

The ODOT veteran first becameassociated with US 35 in 1957 when, asan engineer-in-training, he was assignedto help develop the plans for the first

four-lane section of US 35 in District 9. His experiencecame full circle when, as District 9 deputy director, heattended the 1994 event celebrating the opening of a four-lane section of US 35 in Jackson County. Most recently,he presided over the ground breaking of District 9’s largestproject, the $32.7 million project to upgrade US 35 fromtwo to four lanes in Ross and Fayette counties.

Although US 35 was a source of success for Watkins, ithas also been the basis of some regret for the retiree.

“For the past 40 years I have played some role in theprojects to get US Route 35 four laned, and, unfortunately,I still haven’t gotten the job completely done,” Watkinssaid.

Watkins has vowed, however, to continue monitoringthe progress of US 35 and ODOT in general.

Although he’s looking forward to spending more timewith his wife, Dee, and family, Watkins said some aspectsof leaving his ODOT career will be difficult.

“I’ll miss the associations with the people...I won’t missgetting up at six in the morning,” Watkins said. “I’veenjoyed my career. There have been a lot of challenges,and I’ve met a lot of interesting people.”

Watkins, a Chillicothe resident, said he intends tocontinue living in Chillicothe during his retirement. He saidhe has also applied for a part-time job as fill-in babysitterfor his grandchildren.

During the search for a new District 9 deputy director,Bill McPherson, administrator of ODOT’s Office ofTraining, will serve as the interim deputy director.

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TRANSCRIPT - APRIL 19971 1

TO: THE FOLKS IN DISTRICT NINE AND ALLTHOSE WHO VOLUNTEERED TO HELP OUT.....

Everyone in ODOT is aware of the tragedy that struckSouthern Ohio on March 1 and 2. The flash floodingtook a heavy toll on our transportation infrastructure.We had culverts, roadways, and bridges washed away.The subsequent mud slides poured tons of mud over ourhighways. The torrential rains had barely ceased beforecrews from virtually every ODOT district in the statearrived.

Several of our ODOT brothers/sisters from the Northhad never experienced work in a hill setting. After aquick adaptation to the terrain, our ODOT neighbors gotdown to the job of a massive series of repairs. MidweekMother Nature struck again. The Ohio River, alreadyswollen by first-of-the-week rains, crested in all of ourriver counties. What was not damaged by the flashflooding was now threatened by river flooding. Dozensof roads were closed; hundreds of families were dis-placed.

Throughout the week, the District 9 folks and theother district folks worked together under the mostdifficult of circumstances. No grievances were filedthroughout the district. Geographical differences wereforgotten. All other differences were set aside. Themessage was clear. When one ODOT district is introuble, you can certainly count on the other districts forneeded assistance.

It may be fashionable to talk about teams, teambuilding, coaches and facilitators as the current manage-ment catch phrases. Last week, anyone in Southern Ohiocould have witnessed the prime example of a team ofODOTers coming together and performing marvelouslyunder extreme pressure. I want to express my apprecia-tion to everyone from the other ODOT districts whocame to our aid. I, and the people in District 9, will notsoon forget your efforts on our behalf.

And to the District 9 folks, you have always made meproud. Thank you seems so little for those of you thatdid so much - Thank you and God Bless.

JAMES A. WATKINSDEPUTY DIRECTORDISTRICT 9

DisciplineThe state proposed to expand disciplinary action by

including the ability to fine an employee if necessary.The union wanted to maintain the current structure,which only allowed for reprimands and suspensions.The state originally requested that levied fines notexceed 10 days salary. Dr. Pincus agreed with the state’spremise that fines as a disciplinary action enhances thestate’s ability to function, but suggested the fine belimited to five days instead of 10.

“If there is a disciplinary problem and someone issuspended, it affects the employer,” said Jim Miller,ODOT’s representative on the management negotiatingteam and administrator for the Office of Labor Rela-tions. “In the case of a suspension, the work unit isrequired to absorb the suspended employee’s work or areplacement must be found. The discipline should notaffect the employer. Therefore, fining allows foradditional flexibility in addressing the situation.”

Work Force Development ProgramA major initiative proposed by the union was to

enhance continuing education. As a result, theWorkforce Development Fund was created to promotework force training initiatives. It includes: tuitionassistance, agency-specific projects, and technical andcomputer skills training.

“Under the current program, to receive tuitionreimbursement the courses must be job related,” saidHaynie. “The new program expands the possibilitiesavailable to the employee. With the advancement intechnology, some of the jobs that are currently beingperformed will not exist in the future. By establishingthis program and encouraging our members to partici-pate, we will help to prepare them for the future.”

Oversight of the Work Force Development Programwill be provided by an eight-member steering commit-tee. The committee will consist of four representativesfrom the labor union and four from management.

Funding for this initiative was capped at $12 millionper year. The state will begin funding in July 1997 andcontributions of $.05 per hour from employees willbegin July 1998. If the funding level exceeds the $12million, contributions will be discontinued and willbegin again at the discretion of the oversight committee.

(Contract from page 7)

James A. WatkinsDistrict Deputy Director, District 9

Ohio Department of Transportation

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TRANSCRIPT - APRIL 1997 1 2

TomCamden

Editor�s note:

If you have

historical

information

or photos

you would

like to

donate, please

contact Mark

Brown in the

Office of

Communications

at (614) 466-

7170.

South High St. expansion road.Preparing sand cushion for brick pavement. 1912

Tom Camden is a seven-year veteran of ODOT whoworks as a Studies Engineer in Planning & Program-ming at District 10. His primary responsibilitiesinclude conducting the Highway Safety Studyand traffic studies. Tom recently spent a greatdeal of time working with Federal EmergencyManagement Agency teams to assess local flooddamage and to produce the district’s PCRReport. Tom also was responsible for thecreation of the pavement marking database. Co-workers describe Tom as professional and upbeat,and a true team player and positive role model forhis co-workers. “I have worked with himfor about five years,” said his supervi-sor. “I and his fellowemployees...feel very fortunateand lucky to be associated with aperson like him.”

Studies Engineer a Team Player

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TRANSCRIPT - APRIL 19971 3

There aresome major dif- ferencesbetween the Web andODOT’s newIntranet site. If you can access theIntranet, you still can’t browse the WorldWide Web unless you have an “outside”connection through the Banyan InternetDesktop Service. All requests for IDTmust come from your deputy director toDavid Fuhrman in the Division ofInformation Technology.

If you have Acadia software (TCP/IP) and MicrosoftInternet Explorer installed on your PC, you can browsethe Intranet and ODOT Web. But you can’t traveloutside the ODOT Internet site and no one outside thedepartment can access the ODOT Intranet.

To ease navigation, the ODOT Intranet has beendesigned according to the ODOT table of organization.Main sections include Business Management, Chief ofStaff, Transportation Policy and Field Operations.

DOIT submitted the Intranet and Internet as initiativesfor the 1997 ODOT Leadership Conference next monthat Deercreek State Park. If approved as part of ODOT’sstrategic plan, services offered by Web technology canbe dramatically improved and expanded.

Contact your data system manager if you’re interestedin loading the software for this tremendous and growingresource. The Acadia software is only a temporarysolution. New computers distributed this fall will beIntranet ready.

Please be patient if your Data Systems Managercannot prepare your machine for the Intranet immedi-ately. You may consider installing the software yourself,but please discuss this with your DSM (and don’t forgetto back-up your computer first).

If you are interested in contributing information, aWeb page or creating a site for your bureau, e-mailMarcus Roberto for more information.

ODOT houses anincredible amount ofinformation. Every day,huge volumes of information arecreated, updated, deleted, organizedand stored on a vast array of comput-ers throughout the department.

Employees can now access aportion of that enormous informationreserve through the ODOT Intranet.Need an ODOT employee’s phonenumber? Just type in a few letters of the person’s lastname, click on the “OK” button and the Intranet servesup your information. Want the latest ODOT accountingand fiscal information? Just click on “Finance” to seetoday’s figures. Didn’t get your copy of Transcript? Pullup the complete version on the Communications page.Need the design files for the Miami County map? Justgo to the map page. These are just a few examples ofwhat is now available on the ODOT Intranet.

But to truly understand the Intranet, it may be helpfulto describe how the Internet works. The Internet, alsoreferred to as the Web, is a worldwide network of morethan 31,000 computer networks. The number of comput-ers connected to the Internet exceeds two million, andmore than 50 million people are internet users, accord-ing to a recent survey by CommerceNet/Nielsen MediaResearch. ODOT maintains and develops an InternetWebsite, which has received more than 100,000 visitorssince it was launched in December 1995.

An Internet Website serves everyone in the world, butan Intranet site serves only specific users, like employ-ees of a company. Those employees can access theirIntranet from Columbus or Cairo with the same ease andspeed.

Anyone can surf the Web and Intranets by using Webbrowsers - computer software that enables the user tointeract with other computers by simply clicking ongraphic images or text. Microsoft’s Internet Explorer isthe free browser used by ODOT.

By Marcus Roberto

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TRANSCRIPT - APRIL 1997 1 4

Progress Continues on NewODOT BuildingBy J. Brian Cunningham

State Legislators, city officials, and representatives from the departments of Transportation, Public Safety and Administrative

Services participated in a “Topping Out” ceremonyMarch 4. The Topping Out ceremony honored thetrades people for their quality construction used tobuild new offices for ODOT and ODPS.

For years, Central Office discussed a renovationplan for the building at 25 South Front Street, whichwas constructed in 1963. However, renovationcosts exceeded new construction costs. ODOTfinally teamed with ODPS to acquire land on thenear West Side of Columbus to construct a buildingfor each agency at a total cost of $109 million. Theproject is currently on time and under budget by $11million.

The two new buildings will be connected by a100-foot-long underground tunnel and will consoli-date more than 2,000 employees from both depart-ments. The Public Safety building will be fivestories and 350,000 square feet. ODOT’s buildingwill be four stories and 290,000 square feet. Con-struction began on October 4, 1995 and is scheduledto be completed January 1998.

Innovation ODOT UpdateBy Christi Collins, Employee Relations

Innovation OhioOn December 11, 1996, the Innovation Ohio QuarterlyCeremony was held. The following people were awardedfor their suggestions:Central OfficeDeborah BrownTeam: John Hurl, John Hurd, Kevin White, Dave Riley,Jim Barna, Aric Morse, Mel Smith and Matt Cozzoli

District 2Al Rakas, William Nourse, George Vetter, CraigSchneiderbauer, Douglas Crawford, and SandraPockett

District 3Michael Robinson

District 8Brenda Bradds and Stephen Bradds

Employee Involvement Association RecognitionThe Employee Involvement Association had their annual“Suggester of the Year” recognition ceremony on Novem-ber 20, 1996. The following ODOT employees wereselected as “Suggesters of the Year:”

District 9Kenny Grooms

District 10Ronald Lang and Connie Gillum

Innovation ODOT Quarterly DrawingThe following people have won a “Day Off With Pay,” inthe Innovation ODOT Quarterly Drawing since the newprogram began in June 1996:

Central Office Dan Beltzer and Bob JessbergerDistrict 1 Don Taylor and Mark LeroDistrict 2 Deb Swartz and Mari GilbertDistrict 4 Dennis Mitchell and Randy RuckerDistrict 6 Chuck Simpkins and Lee TackettDistrict 7 Roger Miller and Laura GriesdornDistrict 8 Bobby Revis and Kevin WamsleyDistrict 9 June Wayland and Kenny DanielsDistrict 10 Steve Thompson, and Kevin BetzingDistrict 11 Marlene Wallace, and John Barnhouse

Quarterly StatisticsThe following Innovation ODOT statistics were receivedstatewide and reflect year to date information:Total number of suggestions received: 516Total number of suggestions accepted for implementations: 114Suggestions pending implementation: 100Suggestions forwarded to Innovation Ohio: 49Total cost savings for accepted suggestions, $85,962.00

Workers at the construction site of the new ODOT CentralOffice building place the final beam that completes thestructural portion of the new buildings.

Bruce Hull /Central Office

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TRANSCRIPT - APRIL 19971 5

Washed Away . . . . .

Wes Arbaugh, Meigs County Assis-tant Superintendent looks on as em-ployees from District 4 work alongsidea crew from the Meigs County garage.The slip on SR 248 was damaged dur-ing recent flooding in southern Ohio.

Julie Walcoff /Central Office

District 5 Makes NewConnection with CountiesBy Kevin Jones, District 5

In January, District 5 demonstratedleadership in technology by unveiling itsown County Connectivity Program. The

new system allows the counties to access thecomputer and telephone servers at districtheadquarters in Jacksontown through high-speed phone lines.

Knox County is the first to be connectedinto the system using a high-speed phone lineknown as a T-1. Inside the T-1 are two voicechannels and 22 data channels. The two voicelines are connected to the phone switch in thedistrict providing access to district computerfiles, and Knox County can now also makeCentrex phone calls by dialing through thedistrict office’s server.

“This system is the first of its kind in thestate,” said District 5’s Spencer Wood, amember of the ODOT Networking Team thathelped install the system.

Although not the first district to establish aconnection with the counties, the T-1 phoneline provides a cleaner signal, without busysignals and cut-outs during transmission.Because of its high speed, a person in thedistrict office and someone at the countygarage could access a file from a server atvirtually the same time without delay.

So far, the program seems to be workingwell, Wood said. Despite the time needed tolearn the new system, Knox County hasn’treported any major problems. The remainingcounties will be connected later this summer.

In addition to the obvious advantage ofquicker access to information, there are othersignificant benefits. The County Connectivityprogram is expected to save the district money.Despite a flat monthly rate of $450 per monthfor the T-1 lines, the district expects to save asignificant amount of money in long-distancephone calls. Not only will the counties be ableto use the Centrex system, but a call betweenthe district headquarters and a connectedcounty will no longer be a long-distance call.

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TRANSCRIPT - APRIL 1997 1 6

OHIO DEPARTMENT OF TRANSPORTATION25 SOUTH FRONT ST., ROOM 712COLUMBUS, OHIO 43215 (614) 466-7171 (FAX) 644-8662

George V. VoinovichGovernor

Jerry WrayODOT Director

OFFICE OF COMMUNICATIONSPieter Wykoff, EditorMichelle May, Managing EditorBruce Hull, Layout/Design Editor

PRINTED BY THE ODOT PRINT SHOP

ODOT IS AN EEO EMPLOYER

Visit our Web site at http://www.dot.state.oh.us

Transcript

F Y I

CENTRAL OFFICERodger I. BakerNelson C. BlueWilliam E. BrownWayne S. CanfieldGeorge W. FennekenPeggy A. FornshellAnthony FrescoJane E. JenkinsWilma L. McNamerRoger D. MooseGeorgianna PoppBruce A. RaybournePaul E. SmithC. Melvin SmithMary L. StarkJoseph L. ViauGerald K. Wobbrock

DISTRICT 1Jerry AskaWilliam GossardJack GrossDavid GunnBerkley HillB. Franklin Main, Jr.Lou McLaurinWilliam MullenhourGaylen Wing

DISTRICT 2Lawrence BerresWilliam Wood

DISTRICT 3Floyd CoxDavid DannerHarry EvansRobert FisherPaul GoardPatricia LindecampBen MatthewsChester MatthewsPhilip SattlerDal StuckyStephen VermilyaRobert WilderJames Zemancik

DISTRICT 4Curtis CarterRichard FitchJohn GriffithAlan MellottDennis MonsonRandall RuckerRonald StengleinJohn TurnbullJames WhiteRichard Woodcock

DISTRICT 5David CunninghamDaniel McNeelyStephen PaxtonWilliam Warden

DISTRICT 7Robert CotnerDorothy DickmanLarry DurkeeGerald EyinkJoseph FrillingJames Siefring

DISTRICT 8Donald BennettJohn BibeeErwin Borgman, JrNorita GibbsKenneth HallLeola HarveyDennis HolmesHomer HyreDonald KaesemeyerDavid KelhofferDonald MeinersRobert MertenJoannette PerryWilliam Pfeiffer, Jr.James ReilmanJohn RethmanRobert SmartHarold SmithTeddy TraylorGary TurnerMilton WilsonWilber Youtsler

DISTRICT 10George DyeJohn HackettRussell LucasClayton MillerPauline MincksJames ReedKenneth Stalnaker

RET IREMENTSDISTRICT 11Larry ArnoldRichard BeamerMary DurbinEarnest HughesGeorge HuscroftRichard RoushJoyce SmithSamuel StuderKaren UhrichDixie Yoder

DISTRICT 12John AnitasJames ColsonLee GomezAlma HardyRogers HerronWilliam Hudec Sr.George KahounRaymond KaslRobert KovacDavid LeakeJustin MurphyMalvene PeckPatrick PowersPeter Pujic