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Notes increased restrictions through the Employer Statement Program and Caltrans’s adjustments to align employee driver licensing with new CDL classification requirements. Presents the CDL as a significant step for improving highway traffic 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EQUIPMENT MANAGEMENT--CALIFORNIA EXPERIENCE\n\nDale D.Phillips,Califomia Department ofTransportation  \n# General Overview of Caltrans\n\n·Number of Employees ................18,092  \n·Fleet Size .......................12,475  \n·Highway Miles ....................16,700  \n·Landscaped Acres ...................17,000  \n·No.of Employees Affected by CDL.....5,500  \n# Division of Equipment\n\n·Number of Employees ..................749  \n·Mechanical Trades Employees ............528  \n·Shops:11 main,10 sub-shops located throughout theState,Headquarters and fabrication facility is locatedin Sacramento.  \n·Mission:To support the Department by furnishingand maintaining fleet and telecommunications equip-ment.  \n# Impact of the Commercial Drivers License\n\nThe Commercial Drivers License(CDL)has been ineffect in the California approximately a year and fivemonths,and is the result of California Senate Bill2594and the Federal Commercial Motor Vehicle Safety Actof 1986.The overall changes in drivers license classifi-cations have had more impact on the equipment opera-tion than the actual operating Department.The employ-er Statement Program is more restrictive.Caltrans hasdecided not to participate in it now.Employees areallowed time and use of equipment to get their CDL.Caltrans supports Division of Motor Vehicles in theiron-site testing program.Caltrans is changing the driverslicense requirements of its employees to conform withthe new CDL classification requirements.The CDLrequirements are a major step in improving highwaytraffic safety.  \nOREGON'S PERFORMANCE BASED INCENTIVEPROGRAM:A FEASIBILITY STUDY--HEAVYEQUIPMENT REPAIR SHOP--BEND,OREGONCraig L.Holt,Oregon Department of Transportation  \n# Introduction\n\nThis abstract concerns a case history of one of 27 pilotgroups currently involved in a study to test PerformanceBased Incentive Pay.This program is in a feasibilityphase,which will continue through July 1991.The casehistory involves a heavy equipment shop,comprised ofapproximately 30 mechanics,storeroom,and administra-tive staff.The title given to this program is Gain Share.  \n# Gain Share Program Development\n\nThe program development began with the creation of asteering committee,whose purpose was to establish:keyorganizational emphasis areas of performance;devise ameasurement tool to be used to tract performance;develop an implementation strategy;and oversee allprogram development.This committee was comprised ofthe State Highway Administrator,four Senior levelManagers within the Highway Division,Highway Divi-sion Budget Officer,Legal Council,and a programmanager.This committee began meeting in November1988.The committee identified the key organizationalemphasis areas,that if managed correctly,would lead toorganizational success.The committee also identified atool for measuring those key performance areas,aProductivity Matrix.The committee then decided toembark upon a feasibility study to test their conceptualdesign and measurement tool.The feasibility studybegan July 1989.  \n# Feasibility Study\n\nThe steering committee identified seven work groups toserve as \"pilot units\"for a feasibility study.The study wasto last one year,and was given the following charge:identify key measures of performance with respect to theorganizational key performance measures.These perfor-mance measures were to be results based,not activity orprocess oriented.The next charge was to establishbench mark or average standards of performance in eachkey performance measure.The last charge was to linkthe key performance measures to performance incentivepay.In January of 1990,the steering committee decidedto expand the feasibility study to include \"pilot units\"inthe areas of Project Development,Field Maintenance,","cbCaiojCT2ZUvV3K","https://ap.wps.com/l/cbCaiojCT2ZUvV3K","pdf",618158,"English","# THE IMPACT OF THE COMMERCIAL DRIVERS LICENSE ON EQUIPMENT MANAGEMENT - CALIFORNIA EXPERIENCE\n## General Overview of Caltrans\n## Division of Equipment\n## Impact of the Commercial Drivers License\n# OREGON'S PERFORMANCE BASED INCENTIVE PROGRAM: A FEASIBILITY STUDY - HEAVY EQUIPMENT REPAIR SHOP - BEND, OREGON\n## Introduction\n## Gain Share Program Development\n## Feasibility Study","[{\"question\":\"What laws and programs drive the CDL changes described for Caltrans?\",\"answer\":\"The document links CDL implementation to California Senate Bill 2594 and the Federal Commercial Motor Vehicle Safety Act of 1986, and notes restrictions related to the Employer Statement Program.\"},{\"question\":\"How does the CDL implementation affect equipment operation and equipment management decisions?\",\"answer\":\"It states that overall driver license classification changes impacted equipment operation more than departmental operations, prompting Caltrans to adjust equipment-related requirements for employees.\"},{\"question\":\"What is the purpose of the Oregon performance-based incentive feasibility study described in the document?\",\"answer\":\"It is a case history for one of 27 pilot groups testing Performance Based Incentive Pay in a feasibility phase, using the Gain Share program and building measurement tools such as a Productivity Matrix.\"}]","THE IMPACT OF THE COMMERCIAL DRIVERS LICENSE ON EQUIPMENT MANAGEMENT - CALIFORNIA EXPERIENCE | PDF",1789764619]