text:
October 1, 1987
Representative John Wettaw, Chairman
Joint Legislative Budget Committee
State Capitol - House Wing
Phoenix, AZ 85007
Dear Representative Wettaw:
Enclosed is the following report:
A Performance Audit of the
Arizona Department of Transportation
Equipment Management Function
This l e t t e r w i l l be released to the news media and the general public on
October 2.
Douglas R . Norton
Auditor General
Linda J. Blessing
Deputy Auditor General
cc: Senator Jack Taylor
Vice- Chairman, JLBC
October 1, 1987
Members of the Arizona Legislature
The Honorable Evan Mecham, Governor
Charles L. Miller, Director
Arizona Department of Transportation
Transmitted herewith is a report of the Auditor General, A Performance Audit
of the Arizona Department of Transportation ( A DOT) equipment management
function. This report is in response to a July 26, 1985, resolution of the Joint
Legislative Oversight Committee.
The report addresses three areas in which ADOT can improve its fleet
management. We found that ADOT could reduce its fleet of cars and pickups by
195 vehicles, thereby improving vehicle utilization. We also found that $ 1
million worth of equipment sat idle for excessive lengths of time before being
placed into service; vehicles have been delayed up to two and one- half years.
Finally, we found that ADOT Equipment Services' Central Shop is keeping
equipment too long for repairs, and we recommend improvements which should
help to decrease downtime.
My staff and I will be pleased to discuss or clarify items in the report.
Respectfully submitted,
~ o u w a sR . Norton
Auditor General
Staff: William Thomson
Peter Francis
Martha Dorsey
Deborah Klein
Vivian Look
Mark Andrews
Ron Johnson
The Office of the Auditor General has conducted a performance audit of the
Arizona Department of Transportation ( A DOT) equipment management function in
response to a July 26, 1985, resolution of the Joint Legislative Oversight
Committee. This performance audit is one in a series of audits on ADOT, and was
conducted as part of the Sunset Review set forth in Arizona Revised Statutes
$ 541- 2351 to 41- 2379.
ADOT owns and maintains a fleet of approximately 3,450 pieces of equipment, with
a total estimated replacement cost of $ 64 million. The fleet consists of heavy
equipment such as loaders, graders and snowplows, and lighter equipment, including
a large passenger fleet. The Equipment Services Section is responsible for
purchasing, maintaining and disposing of the equipment. However, according to
Equipment Services officials, i t does not have authority to control the size of the
Approximately 195 Cars And Trucks Could Be
Eliminated From Its Fleet I f ADOT Improved
Efficiency and Did Not Replace Underutilized
Vehicles ( see pages 5 through 15)
More than 15 percent of ADOT's cars and light trucks are underutilized and could be
eliminated from ADOT's fleet, saving more than $ 1.7 million in replacement costs
alone. Based on a conservative measure of usage, we determined that ADOT could
reduce its fleet by an estimated 195 vehicles. We believe this estimate is
conservative because observations of construction field offices revealed that nearly
35 percent of assigned vehicles sat idle at each observed time during the day. The
practice of assigning vehicles to individuals rather than pooling or using other
alternatives contributes to the low usage. A DOT should require or encourage its
employees to use alternative methods of transportation, including pooling vehicles
and using personal cars.
Although ADOT has been aware of problems with underutilization, i t has not taken
sufficient action since our previous audit. In response to our 1983 audit, ADOT
reduced the number of heavy equipment units in its fleet, and reduced the number of
planned purchases of cars and pickups. However, A DOT did not develop a utilization
standard, and vehicle usage is not routinely reviewed. Further, the administrator of
Equipment Services had not been given authority to recall or transfer any equipment
that was underutilized or not justified. As a result, percentage of vehicles with low
utilization ( less than 1,000 miles per month) has increased from 43 to 48 percent.
Ninety- two pieces of equipment worth approximately $ 1 million at purchase have
remained unused for six to 30 months before being placed into service. In contrast,
other large fleet operations set goals of issuing new equipment well under two
months, The following case examples illustrate the ADOT delays.
8 In August 1984 ADOT accepted delivery of a number of 1- ton truck chassis, to
which special beds were to be added. Five of these chassis, costing a total of
$ 48,000 at purchase, were not issued to users until January 1987.
8 In mid- 1985 ADOT accepted delivery of still more 1- ton truck chassis. As of
June 24, 1987, 11 of these chassis were still on the Equipment Services lot,
awaiting fabrication and attachment of special bodies.
Equipment Services' failure to issue equipment in a timely manner has resulted in
wasted State funds as well as problems for some users. At a minimum, such
extensive delays have led us to question whether several vehicles were really
needed, at least at the time the purchases were made. Poor management and
planning appear to have caused the excessive delays in issuing new equipment.
ADOT Could Reduce Equipment Downtime And
Speed Repair Of Equipment Critical To Users
( see pages 25 through 32)
The amount of time critical highway maintenance equipment is in the Central shop
for repairs is excessive. In extreme instances, equipment considered by highway
maintenance foremen to be critical to their operations spent 100 days or more
during a recent 12- month period in Equipment Services' central repair shop. A
combination of factors have caused this equipment to experience unnecessary
downtime. Inadequate shop procedures for repair scheduling and tracking have
contributed to the downtime. Changes that could decrease downtime include
contracting out more repairs, keeping the shops open at night, improving the
availability of parts for repairs, and evaluating equipment refurbishing decisions.
FINDING I : Approximately 195 Cars and Trucks Could Be
Eliminated From I t s Fleet I f ADOT Improved
E f f i c i e n c y and Did Not Replace U n d e r u t i l i z e d
Vehicles. . . . . . . . . . . . . . . . . . . . . . . 5
U t i l i z a t i o n C r i t e r i a . . . . . . . . . . . . . . . . . . . . . 5
Construction Fleet Could Be Reduced By Nearly 17 Percent . . . 6
Other ADOT Veiiicles Could Also Be Eliminated. . . . . . . . . . 11
Options Are Available To Meet Needs . . . . . . . . . . . . . . 12
ADOT Has Taken I n s u f f i c i e n t Action To Control Fleet Size. . . . 13
Recommendations . . . . . . . . . . . . . . . . . . . . . . . . 15
FINDING I I : ADOT Has Allowed $ 1 M i l l i o n Worth Of New Equipment
To S i t I d l e Too Long Before Placing I t I n t o Service;
I n d i v i d u a l Units Have Been Delayed From Six Months
To Two and One- Half Years . . . . . . . . . . . . . . 17
Excessive Delays I n Issuing Some Equipment . . . . . . . . . . 17
Excessive Delays Have Resulted I n Waste Of
State Funds . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Equipment Services Has Mismanaged New
Equipment Preparation . . . . . . . . . . . . . . . . . . . . . 22
Recommendations . . . . . . . . . . . . . . . . . . . . . . . . 23
FINDING I l l : ADOT Could Reduce Equipment Downtime And Speed
Repair Of Equipment That I s C r i t i c a l To Users . . . . 25
C r i t i c a l Equipment I s Down Excessively,
Impeding User Operations and Increasing Costs . . . . . . . . . 26
ADOT Could Improve Fleet A v a i l a b i l i t y By
Improving Shop Procedures and Management P o l i c i e s . . . . . . . 27
Recommendations. . . . . . . . . . . . . . . . . . . . . . . 32
LlST OF TABLES
TABLE 1 - ADOT Equipment Services Section
FTEs And Operating Budget
Fiscal Years 1984- 85 Through 1987- 88. . . . . . . . . 3
TABLE 2 - Summary Of I d l e Vehicles Observed I n D i s t r i c t I
Construction F i e l d O f f i c e s ( Orgs) On June 16, 1987. . 8
TABLE 3 - Summary Of Equipment Issues Delayed Six Months Or
L o n g e r S i n c e 1 9 8 4 . . . . . . . . . . . . . . . . . . 20
LlST OF FIGURES
FIGURE 1 - Vehicles l d l e A t A D i s t r i c t I ( Phoenix) Construction
F i e l d O f f i c e ( Org) On June 24, 1987. . . . . . . . . 10
FIGURE 2 - A 1985 Truck Chassis, S t i l l Unused As
Of June 24, 1987 . . . . . . . . . . . . . . . . . . 18
FIGURE 3 - A 1986 Crewcab Pickup S t i l l Unused As
Of June 24, 1987 . . . . . . . . . . . . . . . . . . 19
The Office of the Auditor General has conducted a performance audit of the
Arizona Department of Transportation ( ADOT), equipment management function in
response to a July 26, 1985, resolution of the Joint Legislative Oversight
Committee. This performance audit is one in a series of audits on ADOT, and was
conducted as part of the Sunset Review set forth in Arizona Revised Statutes
3341 - 2351 through 41 - 2379.
ADOT owns and maintains a fleet of approximately 3,450 pieces of equipment, with
an estimated replacement cost of almost $ 64 million. Included in the fleet are
approximately 730 pieces of heavy equipment such as loaders, graders, snowplows,
and dump trucks; 1,310 light vehicles consisting mainly of a passenger fleet; and
1,410 nonmotorized and specialized equipment units such as u t i l i t y trailers,
compressors and generators.
Responsibility For Equipment
Management Within ADOT
The Equipment Services Section ( ESS) is responsible for purchasing, maintaining and
disposing of ADOT's equipment fleet. The Section, organized under ADOTts
Highways Division, operates 11 major maintenance shops and five other smaller
shops throughout the State. A l l 16 shops perform repairs and preventiv~
maintenance on equipment located in their areas. Equipment Services' Central
Shop, located in Phoenix, has the additional duties of preparing new equipment to be
distributed statewide, refurbishing selected pieces of older equipment to be placed
back into service, and disposing of old equipment for which ADOT has no further
use. The Central Shop also performs some repairs that the other three districts are
unable to handle, usually due to the difficulty of the work.
The Equipment Services Section's primary goals and objectives are as follows.
0 Provide the Department of Transportation with an efficient, effective and well
managed equipment fleet
e Provide ADOT with data related to equipment and equipment cost
e Maintain all equipment in the fleet
a Constantly monitor, modify, update, and improve operating methods and
maintenance records
However, according to Equipment Services, the Section does not have authority to
control the size of the equipment fleet. Such responsibility apparently rests with
either the districts or ADOT's upper management ( see Finding I, page 5).
Since 1970, ESS has operated with a revolving fund established by law. Revenues
are generated largely from equipment user fees and fleet disposals. Approximately
$ 23 million in revenues are generated annually, and according to the administrator
about 58 percent of this comes from highway maintenance operations. Funds are
used for all expenditures made by ESS, including equipment acquisitions, repairs and
operating expenses. ESS operates with an annual budget of about $ 25 million. I t
employs about 180 people. Table 1 ( see page 3) presents the Section's operating
budget and number of full- time equivalent personnel ( FTEs) for fiscal years 1984- 85
through 1987- 88.
Recent Effort To
Update Equipment Fleet
Equipment Services has been increasing its purchases of new equipment over the past
four years, to replace a reportedly aged fleet. Equipment purchases have increased
from approximately $ 4.1 million in fiscal year 1983- 84 to an estimated $ 11.2 million in
fiscal year 1986- 87. During this time, according to data supplied by Equipment
Services officials, the Section replaced approximately half of the total equipment
units owned by ADOT. According to Equipment Services officials, equipment
purchases are planned to remain at more than $ 9 million for the next two fiscal years.
OPERATING BUDGET AND FTEs
1984- 85 1985- 86 1986- 87 1987- 88
Actual Actual Estimate Estimate
FTE p o s i t i o n s 177 177 177 185
Classi f i c a t ion:
Personal services $ 3,994,000 $ 4,198,700 $ 4,319,400 $ 4,622,400
Employee- Related 987,300 1,028,300 1,089,400 1,096,400
Professional and
Outside Services 183,800 183,800 95,000 97,400
Trave I
In State 55,100 55,200 82,900 82,900
Out of State 4,700 4,900 5,600 7,700
Other Operating 7,736,400 8,370,700 8,821,700 9,155,800
Equ i pmen t 7,173,700 8,538,000 12,200,000 9,054,400
Source: ADOT Equipment Services Operating Budget documents f o r f i s c a l
years 1984- 85 through 1987- 88.
Audit Scope And Purpose
Our audit work focused on the following issues.
a Whether ADOT1s passenger fleet is sufficiently utilized, and whether utilization is
adequately controlled
0 The extent of delay in preparing and issuing new equipment to ADOT users
0 Whether the amount of time critical highway maintenance equipment is down for
repairs is excessive
We also developed Other Pertinent Information regarding the automated information
system used by the Equipment Services Section ( page 37). Due to time constraints, we
were unable to address all potential issues identified during the audit. The section
Areas for Further Audit Work ( page 39) describes these potential issues.
This audit was conducted in accordance with generally accepted governmental auditing
The Auditor General and staff express appreciation to the Director of the Department
of Transportation and his staff for their cooperation and assistance during the course
of our audit.
More than 15 percent of ADOT's cars and trucks are underutilized and could be
eliminated from ADOT's fleet, saving more than $ 1.7 million in replacement costs
alone. ADOT could reduce its construction fleet by an estimated 78 vehicles. An
additional 11 7 vehicles assigned throughout other areas of A D 0 T also appear
unnecessary. ADOT could make reductions and still meet all transportation needs
by adopting more efficient practices, such as greater use of motor pool vehicles to
meet short- term or seasonal requirements. Although ADOT was made aware of
problems with underutilization in our 1983 audit, i t has failed to take sufficient
ADOT has a large fleet of light vehicles. ADOT light vehicles include sedans and
pickups, vans and four- wheel- drive vehicles less than 1 ton. As of March 1987,
1,265 assigned vehicles, or nearly 60 percent of ADOT's equipment fleet, fell into
these categories.
Utilization Criteria
We adopted a conservative measure of usage based on standards widely accepted by
fleet managers. Utilization is best measured by reviewing the number of miles a
vehicle is driven and the amount of time the vehicle is in use.
Vehicles driven less than 1,000 miles per month are generally considered
underutilized. The Department of Administration's motor pool fleet manager
indicated that the need for vehicles driven less than 1,000 miles per month is
questionable. ADOT also uses 1,000 miles per month as a standard. According to
the administrator of Equipment Services, the Section plans for equipment
replacement assuming vehicles will accumulate 1,000 miles per month.
Adopting a more conservative criteria, we considered any vehicle driven less than
500 miles per month unnecessary and uneconomical. When vehicle mileage is this
low, it is more cost- efficient to consider other alternatives such as pooling vehicles
or reimbursements for use of personal vehicles. Both the Department of
Administration motor pool and ADOT Equipment Services managers consider
vehicles averaging less than 500 miles per month clearly underutilized. In fact,
ADOT's Productivity Resource Management System ( PRMS) group, which also
reviewed equipment utilization, adopted 1,000 miles a month as its standard and
considered vehicles averaging less than 500 miles as extremely underutilized.
We also adopted a conservative standard based on daily use. We considered any
vehicle driven 10 days per month or less underutilized. By adopting more efficient
practices, half of these vehicles could be eliminated. We assumed approximately 22
working days in any given month. Therefore, average vehicle use of 10 days a month
or less shows clear underutilization. Eliminating half these vehicles would bring the
combined utilization for this group to fewer than 20 days per month. We further
tested this analysis for reasonableness through observations. Observations of actual
usage showed this analysis to be conservative since i t does not account for duration
of use. For example, i f a vehicle is used only one hour during a day and is idle for
the remaining hours, the vehicle is still credited for a day's use.
Construction Fleet Could Be
Reduced By Nearly 17 Percent
ADOT could reduce its construction fleet by an estimated 78 vehicles, thus saving
ADOT more than $ 700,000 in replacement costs. Construction orgs "' have far
more vehicles than needed, as evidenced by the low mileage and infrequent use. Our
observations of construction field offices indicate that our recommendation to
reduce the construction fleet by nearly 17 percent may actually be conservative.
ADOT's construction vehicles represent a major portion of ADOT's fleet. Of the
1,265 automobiles and light pickups assigned in March 1987, 464 ( 37 percent) were
assigned to construction orgs. Construction orgs are responsible for quality control
of contracted work, and construction staff use vehicles to commute to construction
project sites to inspect the contractors' work.
( 1 ) Construction orgs are management uni t s responsible f o r overseeing construction
p r o j e c t s .
Construction orgs have too many vehicles - Construction orgs have nearly 17 percent
more vehicles than are needed. Seventy- one vehicles average less than 500 miles a
month, and an additional 14 vehicles with mileage above 500 miles a month average less
than 10 days use per month. By not replacing all vehicles averaging less than 500 miles
a month and half of those with usage less than 10 days, ADOT could eliminate 78
vehicles. Since the average replacement cost for A DOT vehicles is $ 9,067, ADOT could
save more than $ 700,000 by eliminating these vehicles.
Inefficient use - Our observations of construction field offices indicate that our
recommendation of a 17 percent reduction in construction org vehicles may actually be
based on a conservative estimate of the number of vehicles underutilized. To
determine i f vehicle fleet size could be reduced, we observed construction orgs in
District I.") Our staff conducted observations of nine District I construction org
offices on Tuesday, June 16, 1987. Each construction org was observed from 3 to 5
times between 7: 30 a. m. and 1: 30 p. m., and the number of vehicles in the lot were
recorded. Since each construction org office has construction projects in progress, and
has a day shift operating during our observation hours, vehicle usage should have been
optimal. However, we found that an average of eight vehicles, or nearly 35 percent of
assigned vehicles, were parked in construction lots each observed time during our
observations. The results of the analysis are summarized in Table 2.
( 1 ) Analysis based on observations of construction orgs i n D i s t r i c t 1 would r e s u l t i n
the most conservative estimates of u n d e r u t i l i z a t i o n since the D i s t r i c t i s the
busiest i n t h e S t a t e , has about 50 percent of a l l construction v e h i c l e s , and shows
some of t h e h i g h e s t d a i l y usage of i t s vehicles.
Ave rage Total
Numbe r of Number of % of Assigned
Construction I d l e Vehicles Vehicles Vehicles I d l e
Org No. Observed Assigned In Org Lot
Source: Observations conducted by Auditor General staff. The number of vehicles
assigned was obtained from the Equipment Services report, " Reported ( I
Usage Past 12 Months by Org as of March 1987."
District 1' s practice of assigning vehicles to individuals contributes to low usage.
Currently, District I construction orgs assign vehicles to individuals rather than
pooling vehicles. Vehicles are often assigned to individual staff based on seniority. 4
Thus i f an individual who is assigned a vehicle is in the office or on leave for a day,
the vehicle may remain idle in the parking lot. This is confirmed by our interviews
with resident engineers.(" We asked the resident engineers why the vehicles we
( 1 ) Resident engineers are i n immediate charge of one or more construction p r o j e c t s .
I t i s t h e i r r e s p o n s i b i l i t y t o ensure t h a t p r o j e c t s are constructed i n accordance
w i t h plans and speci f i c a t i ons.
observed were parked at the org office during the day of our observation. Reasons
provided by the resident engineers included: assigned user was conducting off ice
work, user was sick or on leave, user works the night shift, or vehicie observed was
currently unassigned.
Although some resident engineers have indicated that pooling of vehicles would be
difficult, we found that vehicles could be readily shared. Currently, staff who do
not have assigned vehicles pool with staff who are assigned vehicles. Numerous
vehicles are only used for short periods of time and are left idle much of the
workday. Further, even during shift changes, there are still several vehicles
available. Finally, equipment needed by construction inspectors is minimal and
could be readily transferred from one vehicle to another. We conducted
observations to verify ADOT's ability to pool vehicles, with the results as follows.
o Observation of daily usage - Observations were conducted to verify whether
vehicles were in use most of a workday. The construction org chosen was an
org that had utilization figures above our standard. Of the 26 vehicles assigned,
22 averaged more than 500 miles per month and only one vehicle was used
fewer than 10 days per month. Auditors observed vehicles for an entire work
shift between 5: 30 a. m. and 2: 30 p. m. Although most of the vehicles were used
at some point during the day, the duration of use was often minimal. Further,
the number of cars in the lot ranged from a low of nine to a high of 19 at the
end of the shift. The observation showed that even though the construction org
had only one vehicle used fewer than 10 days per month, the amount of time
that vehicles are in use is often limited. Figure 1 presents the results of our
a Observation of shift change - We observed an org to determine whether shift
vehicles could be shared. According to one resident engineer, his night shift
generally included eight staff who worked until 6 a. m. and six staff who worked
from 5 a. m. to 1: 30 or 2: 30 p. m. He indicated that the vehicles could not be
shared because of the shift overlap. We observed the site from 4: 40 a. m. to
6: 20 a. m. and found that between 5 a. m. and 6 a. m., there were no fewer than
eight vehicles parked in the lot. Only one ADOT vehicle that could have been
assigned to the night shift entered the yard between 5 a. m. and 6 a. m. Further,
the staff indicated that the night crew is on a rotating basis and all employees
do not work every night.
o Examination of equipment needed by construction inspectors - We examined
whether the size or amount of equipment used by construction inspectors
precluded their ability to share vehicles. Some resident engineers indicated
construction inspectors need separate vehicles to transport special equipment
and tools. We interviewed construction org personnel and observed vehicles at
construction sites and found only a limited number of inspectors need to carry
significant equipment in the back of their vehicles on a regular basis. The tools
used by inspectors are essentially the same and include minor first aid
materials, tape measures, plans, manuals, flashlights, and levels. A l l of the
equipment and tools can be transferred among vehicles.
15: 00 6: 00 7: 00 8: 00 9: 00 10: OO 1l: OO 12: 00 1 : 00 2: 00 3: Oq
Source: Auditor General observation of District I org on June 24, 1987.
ADOT lacks control over construction f l e e t size - By not exercising proper
control, ADOT allows construction orgs to retain unnecessary vehicles. Equipment
Services, the Section responsible for fleet management, does not monitor or
otherwise control vehicle assignments. No other u n i t w i t h i n ADOT's central office
exercises control over assignments. As a result, orgs are not discouraged from
retaining unneeded vehicles. Several org o f f i c i a l s indicated that they had unneeded
vehicles that could be reassigned to other construction orgs. One org o f f i c i a l
indicated that he had two extra vehicles. Another, a resident engineer, indicated
that he would not n o t i f y anyone if he had an extra vehicle but would wait until
another construction org contacted him.
As further evidence of the lack of control, an analysis of the ratio of vehicles to
staff shows that some construction orgs have more vehicles than ADOT's own policy
permits. As of March 1987, 17 of the construction orgs had ratios of vehicles to
staff that exceeded ADOT's own standards of .85 for rural orgs and .75 for urban
orgs. In fact, five orgs had at least one vehicle per staff member.
In addition to the extra construction vehicles, ADOT has approximately 117
underutilized vehicles in other agency units valued at more than $ 1 million.
More nonconstruction vehicles than needed - ADOT has far more nonconstruction
vehicles than is necessary as evidenced by low mileage and usage. ADOT could
reduce the size of its nonconstruction fleet by 117 vehicles. Our review of vehicle
mileage for the one year period of April 1986 through March 1987 shows that AD07
has 89 nonconstruction vehicles with usage less than 500 miles a month. ADOT has
an additional 57 vehicles with mileage above 500 miles per month, but which had an
average usage of less than 10 days per month.") By taking half of those with
usage less than 10 days, ADOT could eliminate another 28 vehicles. Since the
average replacement cost for A DOT vehicles is $ 9,067, A DOT could save more than
$ 1 million by eliminating the 117 vehicles.
( ' I Our a n a l y s i s o f v e h i c l e s w i t h l e s s than 10 days use excluded motor pool v e h i c l e s
because of the l a c k o f data. Thus, t h e r e p o r t e d number o f v e h i c l e s w i t h l e s s than
10 days use i s a c o n s e r v a t i v e f i g u r e .
Underutilized vehicles are found in numerous AD OT sections, including the A DOT
motor pool, the Motor Vehicle Division, various districts, Arizona Highways
magazine and Equipment Services. For example, the Motor Vehicle Division has two
vehicles assigned to a TARGATS project, which are used to commute between
project offices. One vehicle is l e f t parked at 1801 W. Jefferson, while the other is
located at 801 E. Jefferson. One vehicle only accumulates an average of 244 miles
a month, and the other is driven about 190 miles a month. In this case, alternative
modes of transportation, such as use of a personal car or the bus may be more cost
Options Are Available
To Meet Needs
ADOT has several management options available to meet the transportation needs
of its staff after eliminating the underutilized vehicles.
1. Pooling vehicles at the work sites. As noted previously, many vehicles are
assigned to individuals, and are often idle for major portions of the day. ( An
average of 35 percent of the vehicles at the construction orgs we observed were
available at any one time for use by other staff.) Pooling vehicles would be a
major means of using vehicles more efficiently while meeting the needs of the
2. Reassigning vehicles within the Department. Even i f excess vehicles were
eliminated, our analysis is conservative enough to provide ADOT sufficient
f l e x i b i l i t y in assigning vehicles to critical users. To do so, however, would
require reassignment of vehicles across organizational boundaries with
adjustments as needs change.
Use of ADOT motor pool and DOA motor pool. Some of ADOT's transportation
needs may be appropriately filled by increased use of central motor pools. As
of March 1987, ADOT had 108 vehicles in its motor pool. Many of these
vehicles are themselves underutilized. For example, 13 ADOT motor pool
vehicles were driven less than 500 miles per month between April 1986 and
March 1987. Similarly, according to a DOA motor pool official, the DOA motor
pool has 174 vehicles available for use by State agencies - including A DOT i f
4. Encouraging use of other forms of transportation. ADOT could encourage
employees to use personal vehicles and public transportation. If a vehicle is
driven fewer than 500 miles per month, it is less expensive for the State to pay
mileage for use of personal vehicles than to pay for the costs of purchasing,
maintaining and operating a vehicle.
ADOT Has Taken Insufficient
Action To Control Fleet Size
ADOT has not taken adequate steps to ensure control over its vehicle fleet size.
Our 1983 audit of utilization found that ADOT was not adequately controlling its
fleet. Since then ADOT did reduce portions of its fleet, but it has not established
ongoing management reporting and control over utilization.
Previous audit noted problems - Our 1983 audit of equipment utilization noted
problems with ADOT's ability to control its fleet size. A t the time of the audit, 43
percent of ADOT's automobiles and light pickups were not accumulating 1,000 miles
per month. The audit identified an estimated 29 to 44 automobiles and light trucks
that should not be replaced. Our audit included the following recommendations to
increase ADOT's control over its fleet size.
0 ADOT should develop utilization standards and disseminate them to equipment
0 The Equipment Section should review and evaluate equipment needs, and
authorization should be given to the assistant state engineer, Equipment
Section, to recall or transfer any equipment that is underutilized or not
0 The Equipment Section should develop a monthly report that identifies
equipment not meeting the utilization standard
0 ADOT's rate structure should be changed to charge each user for the full fixed
costs of vehicles in addition to operating costs.
0 The Equipment Section should reduce its rolling stock by transferring or
eliminating unnecessary equipment, and planned purchases of vehicles should be
reduced by transferring underutilized vehicles to replace vehicles scheduled for
In its response to our 1983 report, ADOT indicated that i t would remove 100
vehicles from its fleet, and not purchase the 120 cars and pickups planned. Further,
Department officials indicated that the Equipment Management System under
development at the time of the audit would assist in controlling fleet size by:
tracking equipment utilization; providing utilization analysis reports, fleet size
analysis reports, utilization exception reports of below standard usage, downtime
reports, and availability reports; setting utilization standards; and tracking
equipment usage by operator.
Inadequate Implementation of Needed Changes - AD 0 T has not taken adequate
steps to implement recommendations of our previous audit report. In response to
our 1983 audit, ADOT reduced the number of heavy equipment units in its fleet, and
reduced the number of planned purchases of cars and pickups. However, i t has not
taken sufficient action to control its passenger fleet. Although we recommended
that ADOT monitor utilization, ADOT has not yet developed a utilization standard,
and the Equipment Services official responsible for monitoring utilization has
indicated that he does not routinely review vehicle usage. Further, although
Equipment Services has responsibility for overseeing utilization, ADOT did not
provide clear authorization to the Equipment Services Administrator to recall or
transfer any equipment that was underutilized or not justified. The administrator of
Equipment Services indicated that he tried to work with users to reduce
underutilization, but was unsuccessful. As a result, underutilization may have
increased over the past few years. Between 1982 and March 1987, the number of
automobiles and light pickups in A DOT'S fleet increased from 1,119 to 1,265. The
percentage of low use vehicles has also increased. In the 1983 audit we found that
43 percent of the vehicles were driven less than 1,000 miles per month. Now the
proportion of vehicles with less than 1,000 miles per month has increased to 48
1. ADOT should reduce its fleet of light duty vehicles by approximately 195
vehicles. ADOT should submit a written plan and timetable to the legislature.
2. To improve efficiency of use, ADOT should: a) require construction orgs to
pool vehicles rather than assigning vehicles to individuals, b) reassign vehicles
within the Department to f i l l critical needs, c) make greater use of the ADOT
motor pool vehicles, and d) encourage use of other forms of transportation.
3. ADOT should develop utilization standards and use the equipment management
system to monitor vehicle utilization.
4. ADOT should clarify who has authority to monitor and control utilization,
including the authority to remove or reassign vehicles that do not meet
utilization criteria.
LONG BEFORE PLACING IT INTO SERVICE; IMDlVlDhlAL UNITS HAVE BEEN
Approximately $ 1 million worth of newly purchased equipment has remained unused
for six to 30 months before being placed into service. These delays have resulted in
waste of State funds, as well as lost user productivity. Poor management and
planning appear to be the cause of the excessive delays.
A major responsibility of ADOT's Equipment Services Section is to prepare and issue
new equipment to all ADOT users. Equipment preparation ranges from minimal
( applying ADOT decals and lights to passenger cars) to more major effort ( attaching
specialized bodies and other equipment to truck chassis). ADOT mechanics
complete a large portion of the specialized work, but the Department frequently
contracts with vendors for fabrication and attachment of the special bodies and
equipment. A l l vehicles included in our review required fabrication and attachment
of specialized equipment.
Even with special fabrication needs, other organizations have recognized the
importance of issuing new equipment promptly and have set target goals for
completing new equipment preparation. For example, the City of Phoenix's
Equipment Management Section considers delays beyond one and one- half to three
months to be unacceptable. Salt River Project's goal is to issue all new equipment
in two weeks, because it requires the vendor to fabricate and attach all specialized
equipment prior to delivery.
Excessive Delays In
Issuing Some Equipment
Although other fleet operations attempt to issue all new equipment within three
months of receipt, at least 92 ADOT vehicles purchased since 1984 have remained
unused for six months or longer before being placed into service. Some of these
vehicles, purchased as early as July 1985, are s t i l l i n the Equipment Services parking
lot, while others now in service sat as long as two and a half years before they were
put into service.
The following case examples illustrate the delays.
0 In August 1984, ADOT accepted delivery of several 1- ton truck chassis, to
which special beds were to be added. Five of these chassis, costing a total of
$ 48,000 at purchase, were not issued to users until January 1987.
0 In July and August 1985 ADOT accepted delivery of at least 29 1- ton truck
chassis, for a total purchase price of almost $ 323,000. As of June 24, 1987, 11
of these chassis were still on the Equipment Services' lot awaiting the
fabrication and attachment of special bodies. Another 12 were issued to users
between December 1986 and April 1987.
One of the 1985 1- ton chassis, still at Equipment Services
as of June 24, 1987
0 In September 1986 ADOT accepted delivery sf nine 3/ 4- ton crew cab pickup
trucks worth mare than $ 106,800, to which special bodies were to be attached.
As of June 24, 1987, all nine were still on Equipment Services' lot. Recently,
Equipment Services ordered five rnure crew cabs at an additional cost of nearly
$ 60,000, yet the original nine still are not in st:: vice,
A 1986 creweah pickup, still awaiting
special body work as of June 24, 1987
Although these examples illustrate the extreme delays, numerous other vehicles
were also delayed excessively. Table 3 shows the results of an Auditor General
review of new equipment issuance delays.
S l NCE 1984( a)
s t i l l on
ES l o t ( b)
A l ready i n
6 Mo. To Less 1 Year To Less 18 Mo. to Less 2 Years Or
Than One Year Than 18 Month Than 2 Years More
( a) The vehicles l i s t e d i n Table 4 are only those with delays of six months or longer
since 1984. The table represents only trucks weighing 1 ton or less, and does not
include such heavy equipment as snowplows.
( b) A s o f J u n e 2 4 , 1987.
As shown in Table 3, 38 vehicles have been delayed from 6 to more than 23 months
and are still awaiting placement into service. Furthermore, excessive delays have
occurred at least since 1984. Fifty- four pieces of equipment currently in service
were delayed six months or more before they were available to users. Five of these,
purchased in 1984, were delayed approximately two and a half years.
Excessive Delays Have Resulted
In Waste Of State Funds
Equipment Services1 failure to issue equipment in a timely manner has resulted in
wasted State funds as well as problems for some users. Some vehicles were
purchased that were not needed, and the delays in their issuance caused still further
waste. In addition, some users whose vehicles were scheduled to be replaced by
equipment yet to be issued have likely experienced losses in productivity due to
excessive breakdown of their old equipment.
Unnecessary purchases - Equipment that was delayed one year or longer may have
been unnecessary. Equipment Services was responsible for delays of one year or
longer on 31 of the 92 vehicles, worth more than $ 327,000 at purchase. Such
extensive delays lead us to question the need for these vehicles, at least at the time
the purchases were made. Furthermore, at least two of the vehicles sitting at
Equipment Services1 lot were purchased to replace vehicles that have such low
utilization ( see Finding I) that replacement is not necessary.
We identified additional waste resulting from excessive delays.
0 Possible damage - According to an expert mechanic, new vehicles that sit
unused for extended periods may become damaged. The mechanic stated that
all vehicles which have sat unused for one year or more will need new batteries,
and all those sitting for four months or more should have their batteries
checked. The tires may also have developed a permanent flat spot. Also, any
fuel remaining in the vehicles may have dried, leaving a residual varnish. As a
result, the vehicles might need a fuel pump replacement or a carburetor
overhaul to remove this residue.
Elapsed warranty time - Five of the 92 vehicles we identified had expired
warranties while parked at Equipment Services. Numerous others have lost
substantial portions of their warranties.
0 Decreased useful l i f e - Because of Equipment Services' replacement practices,
these delayed units may have lost up to two and one- half years of their useful
life. An Equipment Services official stated that equipment is replaced based on
a specific age or mileage, whichever comes first. Unless ADOT monitors which
vehicles were delayed in being placed into service, these vehicles could be
prematurely replaced by as much as two and one- half years.
0 Lost interest earnings - A total of $ 90,000 in interest earnings has been lost
since 1984 because of unnecessary delays on the part of Equipment Services.
This amount could have been earned through normal Equipment Revolving Fund
investments i f AD 0 T had delayed purchasing trucks until proper preparation
had been made.
User losses - On the other hand, at least one user has experienced unnecessary
productivity losses because he has had to continue using an old truck that was
scheduled for replacement two years ago. A sign truck '" broke down 13 times for
a total of at least 56 days during the period of May 1986 through April 1987. This
truck was scheduled to be replaced two years ago by a 1985 vehicle that has been
sitting idle and unfinished in Equipment Services lot.
Equipment Services Has Mismanaged
New Equipment Preparation
Poor management and planning appear to have caused the excessive delays in issuing
new equipment. The Equipment Services Section apparently purchased more
equipment than i t could timely prepare and issue. Had management been monitoring
new equipment delays, this would have become evident. Equipment Services also
needs to plan more effectively for new equipment preparation.
Equipment Services personnel stated that more equipment had been received than
staff could reasonably handle. According to Section officials, staff have been
overworked purchasing and preparing new equipment.
Sign t r u c k s a r e s p e c i a l l y equipped t o carry and put up road signs, i n c l u d i n g signs
t h a t a l e r t m o t o r i s t s of accident s i t e s .
However, management could have become aware of the heavy workload through
monitoring. Equipment Services does not monitor new equipment from the time a
chassis is purchased u n t i l the finished unit is issued. In many cases, vehicles appear
to have been " lost" in the system. Several Equipment Services o f f i c i a l s were
apparently unaware of the extent o f equipment delays. In fact, Section staff
completed body specifications for five 1985 and 20 1986 vehicles after our auditors
questioned Equipment Services regarding the delays. Had management been
monitoring its new equipment, it could have been aware of the problem.
Finally, poor planning contributed to the excessive delays. Equipment Services
waited to complete the specifications for the chassist specialized bodies until after
the chassis were received. Had the specifications been completed prior to receipt
of the chassis, the vendors could have been selected and ready for the chassis by the
time they were delivered to Equipment Services. Preparing body specifications
prior to chassis delivery is a common practice among other large equipment fleet
managers we contacted.
Equipment Services should eliminate all unnecessary delays in issuing new equipment
to users.
1. Management should:
a. Purchase only as much equipment as it can handle in a reasonable time.
b. Ensure that all new equipment is monitored through the preparation
process, from the time it is ordered to the time i t is issued to A D O T
users. Through monitoring, Equipment Services should determine whether
and how delay time can be reduced.
2. Equipment Services should follow proper procedures in planning for new
equipment issuance, such as completing body specifications, issuing bids, and
selecting vendors to complete equipment additions before the chassis are
3. Equipment Services should monitor the delayed equipment for appropriate
replacement timing, to avoid replacing i t before its useful life has elapsed.
FINDING Ill
ADOP could increase the availability of critical highway maintenance equipment
maintained and repaired by the central shop. Critical equipment experiences
excessive downtime, which impairs user operations and increases costs. Downtime
could be reduced by improving repair shop policies and practices that contribute to
repair delays.
Minimizing unnecessary equipment downtime is important. It would enable users to
perform work as scheduled, without borrowing or renting equipment a t extra cost.
It would also enable ADOT to benefit from i t s capital investment in equipment by
maximizing equipment availability and mini mizing the number of spare equipment
pieces needed.
We looked a t c r i t i c a l highway maintenance equipment serviced by the central repair
shop"' because this shop is responsible for servicing the most vehicles and it
has unique duties, which make repair management and scheduling inherently more
complex. Citing safety and operational priorities, maintenance foremen we
interviewed identified 70 pieces of critical equipment out of the 146 pieces assigned
to them. For example, Road Maintenance foremen consistently identified loaders as
important because they are needed for many activities their crews might be engaged
in. Equipment for t r a f f i c control ( e. g., lane closures) is also considered critical
because work cannot be done safely on the highway without such equipment. Other
critical equipment mostly included dump trucks, graders and other larger equipment,
as opposed to the passenger vehicles and light pickups discussed in previous findings.
Central r e p a i r shop serves D i s t r i c t 1, covering the Phoenix metropolitan area, and
O i s t r i c t 5 , statewide s i g n i n g and s t r i p i n g .
Critical Equipment Is Down Excessively,
Impeding User Operations And Increasing Costs
Excessive downtime for some critical equipment may have negatively affected user
operations and increased costs. Our review of equipment repairs from May 1, 1986,
through April 30, 1987, showed that some equipment may have experienced
excessive downtime.") In extreme cases, six pieces of equipment were out of
service for more than 100 working days, and records showed that f o r one piece of
equipment, downtime exceeded 200 days.
Total downtime f o r a l l 70 pieces of critical equipment was 15.6 percent.' 2'
Although the Equipment Services Administrator asserts that availability of 75 to 85
percent ( equivalent of 15 to 25 percent downtime) for heavy equipment is " not
undesirable", such performance is poor compared with standards and performance of
other shops.
0 Luke Air Force Base - Luke Air Force Base, which has several types of
equipment, including heavy equipment, has an availability standard of 90
0 New York DOT - The New York Department of Transportation has an
availability goal of 93 per cent for 37 types of equipment considered critical
to operations. Of the 37 equipment types, at least 29 ( 78 percent) are
considered heavy equipment.( 3) Yet, New York has been able to achieve
close to 90 percent availability for this equipment. Although New York's
performance far exceeds that of Equipment Services, a review of New York's
operations concluded that further improvements could enable them to achieve
95 percent availability.
This review i s based on manual records. We were unable t o u t i l i z e r e p a i r
information generated by Equipment Services' computer information system because we
i d e n t i f i e d s i g n i f i c a n t inaccuracy i n the way i t calculates downtime.
( 2 ) Because r e p a i r record format was not e a s i l y conducive t o even manual downtime
t r a c k i n g , equipment could have been a v a i l a b l e t o users a t times when r e p a i r records
were l e f t open. To the extent t h i s occurred, our review overestimates downtime.
However, estimates were conservative i n other respects. a) We d i d not include
downtime i n c u r r e d t r a n s p o r t i n g equipment between user and shop. Travel time f o r
remote users i s an hour or more per t r i p . b) Some users perform some repairs
commercially o r on t h e i r own. Such downtime i s not always r e f l e c t e d i n Equipment
Services records. c) Where we on1 y had data on r e p a i r i n and out dates, r a t h e r than
a c t u a l c l o c k times, we used the most conservative i n and out times possible. This
method may have underestimated downtime by as much as two days per r e p a i r instance.
( 3) F i f t y - f i v e o f the 70 pieces ( 79 percent) of ADOT equipment we reviewed were heavy
0 Salt River Project ( SRP) - An SRP shop we visited reported 89.3 to 98.4 per
cent availability for nine pieces of equipment with the most downtime in the
heavy equipment classes for the month of May 1987. By comparison, 35 of 70
( 50 percent) pieces of ADOT equipment reviewed had availability of less than
90 percent.
ADOT's performance is 5.6 percent below even a 90 percent availability standard.
Excessive downtime can negatively impact user effectiveness and efficiency. For
example, i t can force users to do without a needed piece of equipment, possibly
preventing them from performing some highway maintenance tasks. Additional
costs resulting from excess downtime may also be incurred by users. For example,
it could cause ADOT to maintain more equipment than would be otherwise
necessary to substitute for those items being repaired. Or, it may force ADOT to
rent equipment. For example, one user who has experienced significant downtime
with his dump trucks has had to rent three trucks continuously, at a total cost of
$ 17,550 as of April 29, 1987.
A DOT Could Improve Fleet Availability By
Improving Shop Procedures and Management Policies
A DOT could reduce downtime by improving shop procedures and management
policies. In identifying the possible causes of unnecessary downtime, we noted
several changes in shop procedures that would improve repair turnaround time,
including improvements in repair scheduling and equipment tracking. Other changes
that could improve downtime require management intervention, and include taking
action to relieve heavy shop workload, making modifications in shop work hours,
improving the availability of parts for repairs, and evaluating refurbishing
Our records review showed numerous delays occurring prior to and after repairs
were initiated. The great majority ( 59 percent) of reported delays occurred because
labor was unavailable. Some repairs experienced multiple delays. For example, a
striper came in on September 11 and the repairs were not completed until November
18, 1986 because of labor delays totaling 46 working days. Personnel in the shop
responsible for repairing the striper confirmed that they were continually pulled off
one job to begin another.
Improve repair scheduling - Delays could be reduced by improving repair
scheduling. Unlike other fleet operations, Equipment Services does not estimate
repair completion times on its repair forms. According to one authority, the use of
estimated completion times could be expected to increase shop productivity by 10
percent. Because the shop does not use estimated completion times, Equipment
Services may not only experience decreased productivity, but users may also have
d i f f i c u l t y scheduling work because they cannot predict when equipment will be
available. In addition, the shop cannot identify what repairs take longer than they
should or the reasons for the additional repair time. By comparison, Luke Air Force
Base's fleet operation uses a f l a t rate manual or has its experienced mechanics
estimate completion times. SRP also uses estimated completion times.
Need for better equipment tracking-- Downtime could also be reduced by better
equipment tracking. In some instances, central shop appeared unable to determine
the location or status of equipment. One user stated that he was recently told by
the shop on two separate occasions that equipment was ready to be picked up, but
when the user arrived to pick it up, he was told the vehicle was not ready. Our
review also showed delays when equipment goes from one specialty shop to another.
For example, records show that one dump truck apparently l e f t a shop on August 28,
1986, but did not go into the next specialty shop until September 4, 1986. The truck
apparently remained in the possession of Equipment Services between August 28 and
September 4, because the mileage shown on repair records did not change between
those dates. The district equipment manager was unable to explain the apparent
In contrast, other shops we visited could instantly determine the status of equipment
within the shop. The City of Phoenix shop tracks its equipment by computer, and
takes a physical inventory of its equipment daily. Luke Air Force Base and SRP use
control boards to monitor equipment going through the shop. SRP characterized its
control board function as " critical" to shop operations and Luke Air Force Base
described its control board as the " heart" of its operation. Yet, only one of the
three Equipment Services shop supervisors currently uses any method that allows the
instant tracking of equipment. In addition, Equipment Services has no single person
who keeps track of equipment going from shops under the jurisdiction of one shop
supervisor to another. It appears that these may be the conditions under which
equipment or work orders seem to get " lost."
Open shop during user o f f hours - Equipment availability could also be increased
by operating the shop during user off- hours. ADOT1s shop is usually open during
ADOTts regular work hours, and not at night or on weekends. When equipment is
being repaired, users must find alternative ways of accomplishing tasks, such as
renting or borrowing replacement equipment or accomplishing work using less
effective means. In contrast, repairs minimally affect scheduling for City o f
Phoenix and SR P users because Phoenix' central repair shop is open 365 days a year,
24 hours a day, and SRPfs is open seven days a week, 16 hours a day. Keeping repair
shops open during off- hours allows these operations to complete many minor repairs
overnight, resulting in minimal interference with user operations.
The Equipment Servicest administrator has been reluctant to initiate evening or
weekend repairs. He believes such work hours would only be appropriate for repairs
taking one day or less. However, our review showed that more than 40 percent of
repairs for the c r i t i c a l equipment took less than eight hours, which appears to
justify off- hour shifts. The administrator is also reluctant to have evening shifts
because it would require additional supervision and added hours for the parts room.
However, evening shifts are far more beneficial to equipment users. One way
private industry ( e. g., u t i l i t y and telephone companies) operates at more efficient
levels is to schedule repair work at night, which maximizes the the number of
vehicles and other equipment available for operations during the day.
Contract out excess workload - Unnecessary downtime could be decreased by
relieving excess workload. ADOT documents show that in the one year period prior
to April 1986, the number of vehicles serviced by central shop increased by more
than 50 percent. According to an ADOT official, a significant portion of the
increase has resulted from Equipment Services' e f f o r t s t o update ADOT's fleet ( see
page 4). However, other shops we visited have ways to handle repairs during peak
workload periods. For example, the City of Phoenix advocates contracting out
repairs during peak periods to meet fleet availability needs, and SRP has specific
criteria under which equipment repairs are contracted out.
Improve parts availability - Downtime could also be decreased by improving parts
availability. Delays occur because parts are out of stock, which necessitates a
mechanic or other staff spending added time getting the part or ordering the part i f
it is not readily available. Mechanics may also be moved from one job to another as
they wait f o r parts to come in. According to an ADOT official, since delays may
involve commonly used parts, repairs may be unnecessarily delayed as a result.
According to ADOT officials and Purchasing representatives, parts delays may be
decreased by increasing use of parts contracts, setting adequate parts reorder
points, and hiring additional parts personnel. In particular, setting parts reorder
points so parts arrive long before stock is depleted could help decrease parts delays.
Even with adequate reorder points, however, ADOT officials state that parts delays
would continue to occur because ADOT lacks sufficient staff to assign parts
numbers needed before reorder points can be set.
Evaluate Refurbishing Decisions - Downtime could also be decreased i f
management reviewed its decision- making on refurbishing.(" Refurbishing
affects the shop's ability to schedule because i t is unpredictable and such jobs take
at least two to four weeks to complete, potentially interfering with repair tasks.
For example, one backup snowplow to be refurbished came in for seven repair tasks.
Before the job was done, shop personnel had found 13 additional needed repairs. At
the time of auditor observation, the shop had been working on the snowplow for
more than a month and was still not finished. SRP recognizes the impact of
refurbishing on repair scheduling. SR P's Transportation Services Manager asserted
that i t is " impossible" to schedule refurbishing without disrupting repair operations.
As a result, SRP contracts out all refurbishing. Other shops also seem to do less
refurbishing than Equipment Services. ( 2
( ' 1 Refurbishing i s the renovation or conversion of older equipment ( turned i n by users)
f o r low usage f u n c t i o n s .
(') Equipment Services may be more l i k e l y to r e f u r b i s h equipment because i t does not
consider the cost- effectiveness when deciding whether to r e f u r b i s h . Other shops we
v i s i t e d consider economic feasi b i l i t y when making such decisions. For example, the
C i t y o f Phoenix f l e e t manager suggested against r e f u r b i s h i n g unless it could r e s u l t
i n a subsequent l i f e equal t o a s p e c i f i c percentage o f o r i g i n a l equipment l i f e .
1. Equipment Services should modify its shop procedures to decrease repair
turnaround time and increase equipment availability to users by:
a. Monitoring its workload and contracting out repairs when workload exceeds
that which can be completed by the shop within a reasonable time.
b. Establishing evening or night shifts which would allow the shop to complete
repairs during user off- hours.
c. Estimating a completion time on repair orders, and conducting follow- up i f
the estimated time of completion is not met.
d. Establishing a system that would allow the shop to instantly identify the
status and location of equipment in for repairs.
e. Improving the parts reorder formula to ensure parts are available when
f. Using additional parts contracts and consider assigning additional personnel
to assist the parts manager in assigning parts numbers.
g. Reevaluating the refurbishing policy, improving its evaluation procedures
for equipment being considered for refurbishing, and considering
contracting out refurbishing.
Other pertinent information was developed regarding the Equipment Management
System ( E M S).
Central data management of the Equipment Services Section is performed through
the Equipment Management System. However, the EMS system has several
shortcomings that severely limit its usefulness to both management and users.
These shortcomings were identified by Arthur Young, consultant to ADOT's
Productivity Resource Management System ( PR MS), and by Auditor General staff in
the course of our audit.
Arthur Young, under contract with PRMS, found that reports were inaccurate due to
errors made by data input personnel. Error rates invalidated several report
printouts because persons providing and inputting the data had not been sufficiently
trained. As a result, data has been of limited usefulness to users. For example, in
our own study of downtime, we found that both the equipment services
administrator and the fleet maintenance manager had concerns with the quality of
downtime reports.
Usefulness of reports is limited not only because of inaccurate data but because of a
less than satisfactory program. Equipment Services adapted a standard program,
Prototype, for use as its management information system. However, Prototype was
designed to support a single location maintenance shop whose primary objective is
maintenance of a fleet of sedans and small trucks. It was not designed to support a
large, multilocation fleet with the many diverse pieces of equipment that ADOT
owns. Although the system was modified by the vendor, deficiencies are still
evident. For example, PRMS concluded that because of poor data input training and
a less than satisfactory program, downtime figures generated by EMS are faulty as
well as misleading. As noted in Finding Ill, we were unable to use EMS downtime
data to conduct our analysis.
Reports are not only inaccurate, but they are cumbersome for management to use
because they are long and unnecessarily detailed. Much of the data are provided in
a format that requires a manager to look through detailed listings to locate desired
information. In part, this occurs because exception reports require standards to be
established in the system. However, because many standards have not been
established, some reports identify everything as an exception. For example, one
exception report is more than 200 pages long. Yet, this report is only one of 139
reports routinely generated by the EMS. By contrast, West Virginia's Equipment
Management System provides comprehensive management information in a summary
report which is a single page long. According to a former user, the system can
provide any ievel of detail a user might need to evaluate performance.
During the course of our audit we identified a potential issue that we were unable to
pursue due to time constraints.
0 Should ADOT contract out portions of the equipment management function?
Several concerns lead us to question whether at least portions of ADOT's equipment
management could be handled more efficiently and effectively by private
( 1) Currently, ADOT does much of the fabricating and attaching of specialized
equipment to its heavy and light duty trucks. Yet, both Salt River Project and
the City of Phoenix contract out nearly all of this work. Contracting out new
equipment preparation has enabled both of these other shops to issue their new
equipment in a relatively short time, while leaving repair shop personnel free to
conduct actual equipment repairs.
( 2) ADOT's Equipment Services Section also refurbishes selected old equipment to
save much of the cost of purchasing expensive new equipment. However,
refurbishing takes a great deal of mechanical labor and interferes with regular
equipment repairs. In contrast, the City of Phoenix currently does not refurbish
equipment, and SRP contracts out all its refurbishing.
( 3) Equipment Services also appears to be experiencing numerous repair delays
because i t has to wait for parts. In Finding Ill, we recommend increasing parts
contracts and adding personnel to expedite parts. However, at least one other
large fleet operation, Luke Air Force Base, obtains some parts through a
private parts store on contract with the Base.
Further audit work is needed to determine whether i t would be more cost- effective
to contract out these and other functions.
206 South Seventeenth Avenue Phoenix, Arizona 85007
rn September 30, 1987
Governor Director
Mr. Douglas R. Norton
Auditor General
2700 North Central Avenue, Suite 700
Phoenix, Arizona 85004
Dear Doug:
Thank you for the opportunity to review the revised preliminary
report of the performance audit of the ~ rizona Department of
Transportation, Equipment section. Our comments concerning the
findings are attached.
gain, thanks for this opportunity to comment and for the
cooperation extended by you and your staff.
\. Charles L. Miller
While we agree the ADOT fleet size can be reduced, we do not
agree with the audit criteria developed by the ~ uditor General's
office for vehicle usage. Vehicles are one of the tools neces-sary
to provide adequate quality control on highway construction
projects. The State Engineer has established an FTE/ vehicle
ratio of 0.75, based on an analysis of required staffing for con-struction
projects. On the basis of this review, ADOT will re-move
a minimum of 138 units from the fleet by December 1, 1987.
We do not concur with the Auditor General's comments that no ac-tion
was taken following the 1983 audit's recommendations. Over
$ 5,400,000 in trucks, graders, and dozers were removed from
ADOT1s fleet between July 1984 and July 1987. In addition
planned purchases of sedans and pickups scheduled for 1983 were
substantially deferred. The recommendations concerning the reduc-tion
of passenger cars and pickups were reviewed after increased
funding for construction was realized during this same period.
On the basis of that review and the pending increase in the con-struction
program, the vehicles identified for removal from the
fleet were not removed. It was determined that these v. ehicles
were necessary in order to staff the increase in construction
Since FY 1983 the construction program has increased from $ 85
million in contractor payments to $ 305 million in contractor pay-ments.
Construction FTEs have increased from 529 to 609, short
of the anticipated high of 690. Through the use of innovations
such as contractor staking, end product asphaltic concrete
projects, the use of consultants for contract management, and
increased quality control responsibility by the contractor, we
did not reach the anticipated 690 FTE level and are now prepared
to reduce our construction vehicle fleet accordingly.
It should be noted that mechanisms have been implemented to ad-just
vehicles as the construction program fluctuates over the
next several years.
1. In addition to removing 138 units from the fleet, ADOT will
continue to monitor and control utilization of the fleet.
Beginning immediately and continuing on a semi- annual basis
beginning January 1, 1988, a summary report, showing addi-tional
reductions or increases to the fleet based on program
needs, will be furnished to the State Engineer and ~ irector.
2. ADOT will require, where appropriate, construction orgs to
pool vehicles; will reassign vehicles to fill critical
needs; will make greater use of the Motor Pool vehicles; and
will encourage the use of other forms of transportation.
3. ADOT has utilization standards, and a management utilization
exception report will be issued quarterly to all managers,
beginning October 1, 1987.
4. The State Engineer, beginning immediately, will review and
establish utilization criteria. Based on that criteria, the
Equipment Services Administrator will have the authority to
remove and reassign vehicles.
ADOT has not placed certain items of equipment into service as
expeditiously as desired. However, it is significant to note
that over 1,700 pieces of equipment, valued at over $ 15 million,
were processed between July 1984 and July 1987. Over 44% of the
fleet now are 1984s or newer.
As a general policy ADOT fully expects new equipment ( depending
on type, complexity, and priority level) to be issued in a
timely fashion ( within one to three months from receipt).
la. Two additional employees have been added to the Itget readyn
equipment function to allow processing of more equipment.
New procedures are being instituted to provide a smoother
flow through the preparation process. Even with these im-provements
manufacturerst deliveries cannot be controlled by
ADOT, and it is possible that system overloads may reoccur.
lb. All new equipment is monitored; however, with the addition
of staff the status of each unit now will be examined more
closely on a regular basis. Any required corrective action
will be taken immediately.
2. There will be additional emphasis on planning, and body req-uisitions
will be issued well before receipt of any chassis.
A new procedure based on an I1Equipment Acquisition Planning
Work Sheett1 will be used. This work sheet will detail all
acquisition activities, showing target and actual dates, the
office of primary responsibility for each activity, and con-tractors,
and will document all changes and factors necessi-tating
these changes.
3. Equipment Services will monitor currently delayed equipment
for appropriate replacement timing to assure no equipment is
replaced prior to the lapse of its useful life.
RESPONSE TO FINDING 111' s RECOMMENDATIONS:
la. Procedures are being developed to monitor the workload and
to assure completion within a reasonable time. These pro-cedures
will be completed by March 1, 1988.
lb. Additional study, budgeting and resourses are required be-fore
implementation of this recommendation. The study will
be completed and final recommendations made by March 1,
lc. This recommendation will be implemented by January 1, 1988.
Id. This recommendation will be implemented by January 1, 1988.
le. Employees are being hired to implement this recommendation
by January 1, 1988.
If. Establishing parts contracts is an on- going operation. By
November 1, 1987 an additional employee will be hired to
assist in assigning parts numbers.
lg. All refurbishing decisions are evaluated by the Equipment
Services Administrator. Very few refurbishing projects are
now being undertaken; however, ADOT will review its current
policy in order to assure any appropriate refurbishing is
accomplished in a manner least disruptive to shop repair
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INGLEWOOD, Calif. (April 18, 2013)—Lady of Shamrock, who earned the first Grade I victory of her career in the 2012 American Oaks at Betfair Hollywood Park, will seek her first win as a 4-year-old in the $150,000 Santa Barbara Handicap Saturday at Santa Anita.
A Grade II for older fillies and mares at 1 1/4 miles on turf, the Santa Barbara is the fourth of nine races. Post time Saturday at Santa Anita is 12:30 p.m. Track gates at Betfair Hollywood Park will open at 10:15 a.m. for simulcasts.
Trained by John Sadler for Hronis Racing LLC, Lady of Shamrock used a rail-skimming ride by Hall of Famer Mike Smith to win the American Oaks by 1 ¼ lengths as the 3-2 favorite. She added the Grade I Del Mar Oaks to her resume before finishing fifth in the Breeders' Cup Filly and Mare Turf in her final start of 2012 last Nov. 2 at Santa Anita.
Second behind Tiz Flirtatious in the Grade II Santa Ana Stakes March 24 in her first start of the year, Lady of Shamrock is stretching to the distance of her American Oaks win in the Santa Barbara. She will be ridden for the first time by Rafael Bejarano.
A daughter of Scat Daddy and the Blushing John mare Blushing Issue, Lady of Shamrock has won six of 12 and earned $735,400.
From inside out, the field for the Santa Barbara Handicap: The Only Key, Kevin Krigger rides, 114 pounds; Caelis, Corey Nakatani, 117; Long Face, David Flores, 116; Lady of Shamrock, Rafael Bejarano, 123; Double Ante, Tyler Baze, 114; Viva Carina, Victor Espinoza, 115 and Moone's My Name, Joe Talamo, 117.
Copyright © 2009-2014, Hollywood Park. All rights reserved.

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Cable vs. Satellite
Compare the differences and get the right service for you.Compare Now
Are bundles bogus?
Nope, they can save youSee How
a bundle of cash.
See the provider map.
You want cable, you need cable, but who is your cable provider?View Now
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Why Cable TV in Welch, MN
We love cable TV. Here are some reasons why. Cable is reliable in bad weather. Between the hundreds of HD channels and all the On Demand content, there is always something to watch. Cable TV is easier to install; it requires less equipment than satellite. And when you bundle it with high-speed internet, you get a fast internet connection, one low monthly bill, and can save up to $400 every year. Plus cable is:
Cable TV offersmore HD choices
Snow may mess up satellite, but itdoesn't faze cable
Cable can beinstalled virtually anywhere
TV Trends in Welch, MN
If you thirst for cable TV knowledge, we can help. CableTV.com has cold-filtered cable data on tap and ready for consumption. Try this (it's on the house): almost everyone, or 97% of Americans, watches television as it is aired and roughly 33% of those TV viewers have at least four televisions in their homes. Upwards of 50% of people also stream video content online. Among those with cable TV, almost three-fourths bundle their service with high-speed Internet. Cable's ubiquitous national presence also helps explain how DVRs account for about 7% of America's total TV viewing.
All those stats mean that if you don't own at least one TV for every room in your house, chances are your neighbor to the left or right of you does. It also means that almost everyone you meet today will watch a TV tonight, and 57% of them will use either their DVR or their Internet to do so.
Welch Cable Internet
Cable providers have so much more to offer than TV. That is why so many Welch residents bundle cable services. Cable Internet is faster than most DSL services, providing downstream speeds 25%-100% faster than the national average. People who choose cable bundles also save money, roughly $42 every month they bundle TV and Internet. Both are very good explanations why cable Internet subscribers represent 32% of households, and how broadband penetration in Minnesota grew to 71% by 2010. Enter your zip code to find out more about cable Internet, bundles and providers in Welch.
It's easy to get cable, Call 1-866-921-5828
Welch, MN Born Actors
In Welch's Who's Who of TV land, Simon Baker is among the elite. TV.com recently rated Simon Baker as the 13th most popular actor on television. Baker, who plays Patrick Jane in the hit CBS series, "The Mentalist," is an Australian born actor who was given his first acting role in the 1987 TV movie, "Midnight Magic." Baker is also known for his role in the TV series "The Guardian," which aired between 2001 and 2004, also on CBS. You can catch Simon Baker on cable TV in Welch, MN.
Find Cable TV in Welch
Because we know about cable TV like Alex Trebek knows what the question should be for "Sink it and you're scratched", we can help you figure out which cable TV provider is right for you. And that's why we are perfectly suited to help you. Typically only one cable provider gets licensed in a given area because of regulations set in place by the government, so we can tell you which provider is available in your area. Call the number above to locate a cable provider in Welch.


text:
Last week's Remember When mystery photo, below left, shows two eighth-grade students receiving Student of the Year trophies from Barney Strong, longtime chairman of the Kiwanis Club of Tracy's Student of the Month program, in June 1977.
The students honored for their academic achievement and community involvement were Ted Guzman and Mary Hanson.
Carla Kimball Fansler identified the people in the photo. Guzman is now a trustee of the Tracy Unified School District.
• If you know the answer or can't wait until next week to get it, email firstname.lastname@example.com or call 830-4234.


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Your young fan's squad has scored a major victory! He'll love displaying his pride in this youth 2012 NFC® Conference Champions Trophy Collection hooded sweatshirt. Crafted with ultra-soft fleece, it's decorated with NFL® team and conference championship graphics.
- Front pouch pocket
- Hood without drawstring
- Midweight hoodie suitable for moderate temperatures
- Officially licensed NFL product
- Rib-knit cuffs & waist
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Amber got a little help finding love from her "fairy" godmother, who also happened to be Drew's aunt. She recommended they get to know each other, and when they did, it was love sweet love. Their elegant Chicago wedding was to die for. See photos now!
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Texas fertilizer company didn't heed disclosure rules
Apart from the DHS, the West Fertilizer site was subject to a hodgepodge of regulation by the EPA, OSHA, the U.S. Department of Transportation, the Texas Department of State Health Services, the Texas Commission on Environmental Quality and the Office of the Texas State Chemist.
But the material is exempt from some mainstays of U.S. chemicals safety programs. For instance, the EPA's Risk Management Program (RMP) requires companies to submit plans describing their handling and storage of certain hazardous chemicals. Ammonium nitrate is not among the chemicals that must be reported.
In its RMP filings, West Fertilizer reported on its storage of anhydrous ammonia and said that it did not expect a fire or explosion to affect the facility, even in a worst-case scenario. And it had not installed safeguards such as blast walls around the plant.
A separate EPA program, known as Tier II, requires reporting of ammonium nitrate and other hazardous chemicals stored above certain quantities. Tier II reports are submitted to local fire departments and emergency planning and response groups to help them plan for and respond to chemical disasters. In Texas, the reports are collected by the Department of State Health Services. Over the last seven years, according to reports West Fertilizer filed, 2012 was the only time the company stored ammonium nitrate at the facility.
It reported having 270 tons on site.
"That's just a god awful amount of ammonium nitrate," said Bryan Haywood, the owner of a hazardous chemical consulting firm in Milford, Ohio. "If they were doing that, I would hope they would have gotten outside help."
In response to a request from Reuters, Haywood, who has been a safety engineer for 17 years, reviewed West Fertilizer's Tier II sheets from the last six years. He said he found several items that should have triggered the attention of local emergency planning authorities - most notably the sudden appearance of a large amount of ammonium nitrate in 2012.
"As a former HAZMAT coordinator, that would have been a red flag for me," said Haywood, referring to hazardous materials.
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Comments (6) Leave a comment
I don't endorse violating federal law by not reporting. However, given the general arrogance of DHS, it is doubtful that they would have supplied any useful information to the first responders in West.
270 ton is not a (God awful amount) of AN as Haywood states. He must work for CNN.
Ok 830 acres of nitrogen, That can be spread in 1 day. I guess people get their food from the store. I agree the first responders should have been warned, They may have let the plant burn down. But lives would have been saved.
Lack of planning on the town, why do towns let people build housing and schools near industrial sites, but its Texas, don't tell me what to do attitude sometimes gets in the way.
As someone who has worked in the fertilizer and chemical business for over 40 years, I know the difference between an ag chemical and fertilizer. My question is why is ammonion nitrate called a chemical. It is basically a fertilizer than can under the right conditions be used as an explosive. Maybe if all the agencies that supposably are supposed to monitor these facilities got their classifications correct, the right agency would have been on top of it. Or am I missing something???
Is that right have to report anything above 400 lbs. Know how many farms store multiple semi loads on farm sites. If you got 5000 acre farm which is a avg size out here looking at 250 tons usage easy per year. So, they think more paper work and regs will protect people. So many regs out there already and trying to figure them out or that you need to submit paper work. Should be a State issue not the Feds to regulate these sites for safety.
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Please note when renting a cottage, pets are not permitted, smoking is prohibited, tents and air-conditioners are not allowed.
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Access Pass is not accepted at any of the Full Service Cottages. (Eel Bay A - L)
Cottage includes dining room table with 6 chairs, couch, double bed, bunk bed(s), dressers, mirrors in each bedroom, full bath with shower, propane fired stove (heat source), full size cooking stove, full size refrigerator, microwave, toaster, coffee pot, screened in porch with adirondack style chairs, outside ground grill and picnic table. The cottage also includes pots and pans, cookware, silverware and linens (towels, washcloths, bath towels, dish towels, pillows, sheets, blankets bedspreads, etc.) $100.00 security deposit due upon arrival (check or credit card ONLY). All cottages are pet free - NO pets are allowed. Must be at least 21 years of age to reserve the cottage.
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** Arrival dates earlier than the online-reservation-window may also be available at the campground.


text: Riding The Tiger "I discovered that being a President is like riding a tiger. A man has to keep on riding or be swallowed." Harry S. Truman Posted December 11, 2012 By Carah Ong What to Expect in the Second Term: Presidential Travel and the Rise of Legacy Building President George W. Bush and Georgian President Mikhail Saakashvili meet in Tbilisi Tuesday, May 10, 2005. White House photo by Eric Draper. PD. To date, little attention has been dedicated to the study of the "public presidency" in the second-term, despite the fact that securing reelection represents an achievement capable of granting one entrance into our nation's pantheon of "great" presidents. Former Miller Center National Fellow Emily Charnock has co-authored with James A. McCann and Kathryn Dunn Tenpas a new paper published by the Brookings Institution that examines presidential travel from President Eisenhower through George W. Bush. If President Obama follows in the footsteps of his predecessors, he will spend less time over the next four years in swing states and more time abroad. Charnock, McCann and Tenpas analyze second-term presidential travel, revealing a distinct uptick in international travel and the demise of the permanent campaign strategy. The authors suggest that such a change in priorities reflects an emphasis on legacy building. Download the full paper here. Read more → Presidents and the Presidency Tweet


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Model: BV7HIR |
Catalog #: 55034427
The 7" Widescreen Headrest Monitor from Boss Audio is a perfect solution for back seat viewing.
Online prices and product selection may vary from our retail stores. All prices and offers are subject to change. Copyright RadioShack Corporation 2014. All rights reserved.


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The 2015 SRX crossover is the perfect fusion of dramatic presence, advanced technology and flexible storage space.
The SRX features a 308-hp 3.6L direct-injection V6 engine and available All-Wheel Drive that provides enhanced traction.
Vertical LED taillamps with light-pipe technology are energy efficient, last longer than traditional bulbs and provide a signature Cadillac styling cue.
Available power liftgate with memory height lets you program the rear liftgate to any height—to avoid an open garage door or low ceiling—then easily open and close it at the touch of a button on the driver's door, key fob or liftgate.
Fold down the rear seats to reveal more than 60 cu. ft. of maximum cargo space,(5) complete with a storage compartment beneath the floor that lets you conceal items.
The dramatic, available UltraView sunroof spans both front and rear seats and gives the SRX an even more spacious feel.
Brightly polished dual-exhaust outlets are beautifully integrated into the fascia to complete the bold look.
5 Cargo and load capacity limited by weight and distribution.
7 Full functionality requires compatible Bluetooth and smartphone. Some devices require USB connectivity.


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HOME NASCAR Merchandise Gear NASCAR Merchandise Mens NASCAR Merchandise Mens T-Shirts $10 to $20 (20 items) Product ID: 820020
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Your wife — you love her to death, but some of the things that come out her mouth sometimes are just downright offensive. For instance, she says that Jeff Gordon is going to win the Sprint Cup Championship this year when everyone knows Jimmie Johnson is going to take home the Sprint Cup trophy this year. There's one thing you can both agree on though — there's nothing better than viewing a NASCAR race in person. This Earplugs Crest tee salutes the loud, fast and daring spirit of NASCAR with a humorous crest printed on the chest. Don't be surprised if your wife grabs a shirt for herself and replaces "wife" with "husband."
- 90% Cotton/10% Polyester
- Made in Mexico from American fabric
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Greg Van Avermaet will be one of the BMC Racing Team's protected leaders at Wednesday's edition of Brabantse Pijl, a race where he finished eighth last year.
Kohler Also Riding Well
"Greg's form is good and he has good experience here," BMC Racing Team Assistant Director Michael Sayers said. "On top of that, Martin Kohler has some really good fitness. He'll be good at a race like this so he'll be a protected rider, too." John Murphy said the absence of Karsten Kroon (out with a broken collarbone) will be felt. "It changes our tactics a bit not having him here because he's really good at giving directions during the race," Murphy said.
BMC Racing Team Brabantse Pijl Roster (April 13)
Chad Beyer (USA), Yannick Eijssen (BEL), Martin Kohler (SUI), Jeff Louder (USA), John Murphy (USA), Greg Van Avermaet (BEL), Simon Zahner (SUI).
Sport Director:
Michael Sayers (USA)
Doctor: Dario Spinelli (ITA). Mechanics: Jürgen Landrie (BEL), Nick Vandecauter (BEL). Soigneurs: Chris De Vos (BEL), Anthony Pauwels (BEL), Jeremiah Ranegar (USA). Bus Driver: Filip Sercu (BEL).


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Quiz Master Simon's Super Fun Festive Family Quiz. This fabulous fun night for all the family is definitely NOT to be taken too seriously. With a music round, famous faces, riddles, anagrams and a Brainiacs round there's something here for all the family. Free to enter, just think up a great team name and be sure to get there early!
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Relax and unwind
UK holidays, weekend breaks and short breaks at Sandy Balls Holiday Centre set in the New Forest National Park. We provide high quality holiday accommodation in luxury lodges and caravans and we also cater for tourers and campers. We have a range of facilities including a restaurant, pub, beauty suite,cycle centre and two swimming pools. There is also fantastic activties for all from archery and laser clay pigeon shooting to team games, arts and crafts and much more!


text: Bullz-Eye.com Featured Model BE HOME BE BLOG ENTERTAINMENT CELEBRITIES CARS SPORTS INTERVIEWS GIVEAWAYS FITNESS GROOMING ON LOCATION VIDEOS FOOD VICES GADGETS DATING MODELS Bullz-Eye.com Featured Model << PREVIOUS IMAGE || HOME || NEXT IMAGE >> FEATURED MODELS HOME OPPOSITE SEX CHANNEL Some say that it's not the having, but the getting. These people clearly never had sex. End the suspense; give this sexy personals site a try, where the only question will be whether she brings the Catholic schoolgirl outfit, the cheerleader uniform or the bullwhip. Horny babes are just a click away! Do you want to improve your performance in the sack? Do you want to learn the technique that works on every woman? Do you want to learn how to avoid the common mistakes men make, and have her wanting more? Then check out Alex Allman's Revolutionary Sex program and the free articles we have for you. All content © 2000-2014 Bullz-Eye.com ® | All Rights Reserved BULLZ-EYE INFO MORE CHANNELS FEATURED PAGES Bullz-Eye Home Contact Us Advertise Picture of the Day Syndication FAQ Internships About Link to Us Privacy Policy Site Map Travel Golf Mixed Martial Arts Wagering Recreation Finance Career Style News Web Guides World Tour On Location Get Real Guide for Men On the Mike Videos Contests Handicappers


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My wife has a MV2 with the elite limbs off a Shadowcat. When I bought the bow the guy said it would go down to 24-25" DL, well it didn't so I got some mini mods for it and the DL is still a tad long. I twisted up the string a bit and it's almost there. Sue is still leaning back a bit to much.
So what I am looking for is a set of "A" cams someone might want to wap for a set of "B" cams. They have the shoot through mods on the cams.


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Sue and I went to a 2 day 3-D shoot this weekend, it was the largest turnout ever for this shoot, it was awsome.
We shot 40 targets on Saturday and 20 on Sunday. It was 1 arrow unmarked yardage ranging between 5 and 70 yards.
I had forgot that I had dropped the poundage down on my bow a few days before the shoot so my buddy could shoot it and was shooting everything real low on Sat. 7 targets from the end I figured out why I was dropping low and cranked the bow up 4 full turns and started pegging the spots. Sunday I tore em up but due to my low first day score I ended up finishing in 3rd with a 388 total, oh well 1st the last 2 years in a row is ok, but watch out next year...
Sue stepped in a hole and went down scrapping up her leg and knocking her sights and rest out. She finished in 17th...:-(
Picture 001.jpgPicture 002.jpgPicture 010.jpgPicture 014.jpg


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HIV Counseling and Testing Training of Health Workers
Although the HIV/AIDS epidemic has been reported by the Nigerian Federal Ministry of Health (2006) to have stabilized at 3.1%, the lack of awareness about HIV/AIDS among the population continues to be of great concern to many. In a country of 141 million people, 3.1% translates to 4.37 million people living with HIV/AIDS.
Health professionals who are in different parts of the country are often heard saying that they need more training on the treatment and care of people living with HIV/AIDS, that a number of them lack the basic knowledge to be able to educate people in their communities on how to prevent the spread of HIV, and to treat and care for people living with the disease, particularly those who live in rural areas where they do not have access to health facilities.
In 2006, the Society for Family Health (SFH) was a recipient of the Global Fund for setting up voluntary counseling and testing (VCT) centers, and monitoring and evaluation. SFH awarded a grant to Gede Foundation to partner with them in training health workers in a number of states.The project targeted 360 health workers for the training with the purpose of posting them in VCT sites that would be set up in the Northern States. In 2006, 196 health care workers were trained from 7 states (Benue, Nassarawa, Taraba, Kogi, Niger, Adamawa, and Katsina) while 142 health care workers were trained in 2007 from 6 states (Plateau, Gombe, Kaduna, Sokoto, Borno and the Federal Capital Territory/Abuja). This totals to 338 trained health workers, a number that is 22 participants short of the target number. The 10-day training consisted of counseling, testing, laboratory practices, and record keeping.


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Ford C-Max Hybrid
$24,170 As Shown*
Ford Fiesta
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$16,810 As Shown*
Ford Fusion
$22,400 As Shown*
Ford Mustang
$23,600 As Shown*
Ford Taurus
$26,790 As Shown*
Ford F-150
$25,025 As Shown*
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$31,045 As Shown*
Ford F-350
$34,140 As Shown*
Ford Edge
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$23,100 As Shown*
Ford Expedition
$43,390 As Shown*
Ford Explorer
$30,700 As Shown*
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$29,015 As Shown*
Ford Econoline Cargo Van
$28,600 As Shown*
Ford Econoline Wagon
$30,230 As Shown*
Ford Transit Cargo Van
$30,460 As Shown*
Ford Transit Connect
$22,000 As Shown*
Ford Transit Connect Wagon
$24,525 As Shown*
Lincoln MKS
$40,690 As Shown*
Lincoln MKZ
$35,190 As Shown*
Lincoln MKC
$33,100 As Shown*
Lincoln MKT
$43,050 As Shown*
Lincoln MKX
$38,900 As Shown*
Lincoln Navigator
$61,480 As Shown*
Coggin Deland Ford Ford Models Video
Coggin DeLand Ford is the premier Ford dealer serving DeLand, Florida. Coggin DeLand Ford is conveniently located on North Volusia Ave in Orange City and is the ideal location for those looking for a new Ford or used car in DeLand, Daytona, Orange City, Sanford, Ormond Beach and Deltona, FL. As a full service Ford dealership, Coggin DeLand Ford offers several services in addition to offering new & used Ford cars, including Ford service, Ford parts and Ford finance.
At Coggin DeLand Ford, we take pride in our superior customer service and nothing is more important to us than providing our customers with the best service in DeLand.
The Showroom:
When you arrive at Coggin DeLand Ford, either come inside and speak with a member of our sales staff, or take your time to walk the lot and showroom at your own pace. On the lot, you will find a wide selection of the new Ford vehicles, including:
Ford Edge, Ford Escape, Ford Explorer, Ford Fiesta, Ford Flex, Ford Focus, Ford Mustang, Ford Taurus, Ford Transit, Ford Escape, Ford Focus, Ford Fiesta, Ford Mustang, Ford Expedition, Ford Focus, Ford Escape, Ford Flex, Ford Fusion, Ford Edge, Ford Ranger, Ford Taurus, Ford Explorer, Ford F-150, Ford Transit Connect, Ford E-Series, Ford Super Duty
For used Fords and other used cars, Coggin Auto Group's DeLand Ford has an extensive collection of used and Certified Pre-Owned cars. Cars that receive the Ford Certified Pre-Owned designation are some of the highest quality used cars available. Also included in the Coggin DeLand Ford used Ford inventory is our fine collection of value vehicles.
Coggin DeLand Ford is also pleased to offer a large selection of lease and finance specials. We update our specials often, so be sure to check back frequently!
Coggin DeLand Ford understands that financing a new or used car can be a difficult process, which is why we strive to provide our customers with as much information as possible regarding the purchase process. Customers can begin assessing their purchasing power by using our online trade in value calculator. From there, customers are encouraged to fill out an online credit application to see what kind of loans you are eligible for. Lastly, we provide our customers with the online payment calculator, the perfect tool for determining your ideal budget for your new Ford or used Ford.
If you are worried about your credit history, don't worry; Coggin DeLand Ford is here to help. Coggin DeLand Ford works with a team of auto finance experts who are here to help you pursue the lowest interest rate possible for your next purchase from Coggin DeLand Ford.
Service and Parts:
Coggin DeLand Ford has service and parts departments that are second to none in the DeLand, Daytona, Orange City, Sanford, Ormond Beach and Deltona, FL areas. Our industry certified experts are capable of diagnosing any problem your new Ford or used car may be experiencing and will get you back on the road as soon as possible. If you need to schedule a service appointment, you can use our online service scheduler.
If you are in the market for a new Ford or a used car in the greater DeLand area serving DeLand, Daytona, Orange City, Sanford, Ormond Beach and Deltona, Florida, we hope to see you soon. We have spent years building our reputation as being a leading Ford dealer in the state of Florida. Come experience why!
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