This text of Louisiana § 36:508.5 (Office of transformation; functions; powers and duties) is published on Counsel Stack Legal Research, covering Louisiana primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.
§508.5. Office of transformation; functions; powers and duties
A. There is hereby created within the Department of Transportation and
Development the office of transformation which shall operate under the direction and
supervision of the deputy secretary. The purpose of this office shall be to implement
strategies and initiatives designed to enhance operational efficiency within the department.
B. In addition to its other duties, the office of transformation shall implement the
following measures for the purpose of improving efficiency within the department:
(1)Develop, implement, and evaluate annually Key Performance Indicators (KPI's).
At a minimum, the strategic goals of these KPI's shall focus on asset management, workforce
efficiency, innovation, safety, and stakeholder customer ser
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§508.5. Office of transformation; functions; powers and duties
A. There is hereby created within the Department of Transportation and
Development the office of transformation which shall operate under the direction and
supervision of the deputy secretary. The purpose of this office shall be to implement
strategies and initiatives designed to enhance operational efficiency within the department.
B. In addition to its other duties, the office of transformation shall implement the
following measures for the purpose of improving efficiency within the department:
(1) Develop, implement, and evaluate annually Key Performance Indicators (KPI's).
At a minimum, the strategic goals of these KPI's shall focus on asset management, workforce
efficiency, innovation, safety, and stakeholder customer services.
(2) Develop and implement a quantitative methodology for the prioritization of
capacity projects. This methodology shall account for the measurable benefits of each
project, including but not limited to anticipated impacts on economic development, and shall
serve as a basis for the systematic ranking and scheduling of project delivery.
(3) Develop standardized project selection templates for use across the department’s
various programs. The templates shall identify the necessary data elements and evaluation
criteria required for the identification, assessment, and prioritization of departmental projects
in a consistent and objective manner.
(4) Identify routine pavement preservation projects that are appropriate for
management and execution solely by the department’s district personnel. Upon such
identification, responsibility for the implementation of said projects shall be transferred to
the respective district offices, with the goal of enhancing operational efficiency and localized
project delivery.
(5) Identify and implement opportunities to outsource routine maintenance activities
in order to more effectively provide safety-critical repair and maintenance of the state
highway system in a timely manner.