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Technical Leadership Team
Updated:  September 26, 2007
The Technical Leadership Team is chartered as a standing sub-committee of the Project Delivery Leadership Team and supports the overall guidance and structure offered in PD-01 for the Project Delivery Business Line. Its work is predominantly focused on technical project development elements and on construction support elements. Technical elements will, at times, cross into other Business Lines. Examples of cross-over topics include technical elements in operations and maintenance as well as planning and programming.
When technical work touches other Business Lines, the Technical Leadership Team ensures that appropriate technical connections are made by offering proposals, information and/or recommendations to the appropriate leadership group(s) in the impacted business line(s).   
PURPOSE and GOALS:  The Technical Leadership Team (TLT) acts as a primary forum for technical issue identification and resolution, decision-making, policy guidance, and process improvements for the project delivery business line. It provides ongoing management and technical oversight linkages between Technical Services, Tech Center managers, other functions and discipline leadership teams as they collaborate in ensuring the success of ODOT’s project delivery efforts. The Technical Services Manager/Chief Engineer chairs TLT and through the Chief Engineer’s delegated authority, has full decision-making authority for actions consistent with its function – technical leadership for the project delivery business line. 
The team’s goals are three-fold:
  • To create a consistent, relevant, and well understood policy, practice, and procedures environment that supports sound technical decision-making within the business line.
  • To ensure a high level of technical coordination and communication between key project delivery business partners.
  • To ensure that TLT activities integrate with the overall direction and guidance from the Project Delivery Leadership Team (PDLT).
  • A forum for substantive dialogue to enhance technical decision-making within the project delivery business line and for discussing and resolving contemporary technical issues.
  • A greater level of consistency when developing and implementing technical policies and bulletins, procedures and practices across business lines.
  • Improved relationships and problem solving abilities among key business partners.
  • An improved level of communication and leadership within the agency, with methods to document and publicize decisions consistent with PDLT practice.
  • A forum for managingemergency or special program resource needs to address short-term increases in workload volumes, increased risk or regulatory scrutiny, and new or unanticipated changes impacting successful technical decision-making.  NOTE: It is understood that the Region Managers, in collaboration with the Resource Management Committee through Highway Finance, have final authority and approval for overall, long-term, and/or permanent resourcing of the Region Tech Centers. 
  • An opportunity to capitalize on the talents of team members to creatively streamline technical processes and procedures, by providing standardized templates, training, or other efficiencies that assist in meeting technical needs within ODOT.
  • Improved production through increased overall knowledge and sharing of technical procedures, processes, innovations and efficiencies.
  • STRUCTURE:  The TLT holds a full-day meeting monthly. Membership includes the Technical Services Section Managers, each of the five Tech Center Managers, the Bridge Delivery Unit Manager, and standing and occasional guests (i.e., ODOT’s Chief Procurement Officer, Local Programs Manager, Human Resources representatives, QA Coordinator).  If unable to attend, members may substitute a designee with full decision-making authority to represent their function.  TLT is led by the Technical Services Manager/Chief Engineer.  Staff support is provided by the Technical Services Organizational Improvement team. Where feasible, e-mail is used to update or follow-up on action items. Additionally, activities or issues requiring specialized attention may be delegated to a sub-group of the TLT for consideration and resolution. Results of sub-team work are brought back to the TLT for concurrence before being publicized. 
TLT ensures that its technical decisions and work products are consistent with the overall direction set by PDLT.  Additionally, it works closely with the various Technical Discipline Leadership Teams to ensure integration with PDLT and TLT direction, and to provide guidance around cross-discipline issues that may surface. 
  • MEMBERSHIP RESPONSIBILITIES:  TLT membership requires a commitment of approximately 10 hours per month for meetings and follow-up work. Members are expected to attend monthly meetings. They are expected to be prompt in meeting deadlines for assignments and/or follow-up work. They are expected to bring up items and engage in substantive discussions during the meetings.  Additionally, members are expected to use discretion when sharing information from team meetings, and to honor confidences or confidential material that may be discussed during meetings. Key roles and responsibilities include:
    • Providing overall technical leadership and policy guidance for the Project Delivery Business Line
    • Serving as point of escalation for Discipline Leadership Teams if they can not reach agreement
    • Ensuring that technical decision-making is integrated and that it does not adversely impact one discipline over others
    • Managing cross-discipline technical issues and, where appropriate, ensuring that other business line leadership teams are informed of technical issues that cross multiple business lines.
    • Ensuring that overall direction and guidance from PDLT is incorporated into TLT business practices and that PDLT is kept informed on relevant decisions/actions to be taken
  • DECISION MAKING METHODOLOGY:  The TLT conducts its business from the perspective of what’s best for the overall good of the department. To ensure an appropriate level of discussion and professional interaction, members must be willing to listen to the opinions and views of others and make decisions that further the overall business line agenda. This requires collaboration and, on occasion, compromise from team members.  There is an ongoing expectation that all members will be supportive of decisions made by the TLT.  If consensus cannot be reached and the issue is within the delegated authority of the Chief Engineer, the decision will be made by the Chief Engineer. In situations where consensus can not be reached, and the issue is outside the delegated authority of the Chief Engineer, majority and minority opinions can be presented to PDLT for resolution.
  • SURFACING AND RESOLVING ISSUES:  Members recognize that anyone within Highway Division may have an issue or question that should be brought to the attention of TLT. And, members want to encourage bringing issues forward.  Issues may be raised through any TLT member for discussion at the next TLT meeting.
When addressing an issue, TLT takes one of the following actions:
  1. Deals with it directly.
  2. Assigns it to an existing sub-team or ad hoc group to work “off line” and bring back at a later date.  
  3. Refers it to a more appropriate group or organization within ODOT for follow up.
  4. Breaks it into discrete parts and works the issue using multiple approaches.
  • TRACKING AND COMMUNICATING ISSUES:  Meeting notes are published on the web.  Action items are captured in the minutes and reviewed at the beginning of each meeting.
Quarterly reports are prepared by the Chairperson and presented or forwarded to      PDLT to keep it informed of TLT’s work and about other groups that TLT is collaborating with in conducting its business.
Resolution of an issue may need to be communicated to others within ODOT’s project delivery community or to customers or stakeholders.  In some cases a simple e-mail follow up may suffice.  In other instances, the communication may take any one of a number of forms – policy development or clarification; a new, enhanced or clarified procedure; a new or improved business practice, etc.  The TLT will determine who should receive the communication and the form it should take at the time the issue is resolved by the team.  


As of Dec 2010
Cathy Nelson 
Chair and Chief Engineer                           (503) 986-3305
Steve CooleyRegion 2 Tech Center Manager               (503) 986-5838
Steve DavisRegion 5 Tech Center Manager                    (541) 963-1585
Bob PappeTechnical Services Traffic-Roadway Section Manager(503) 986-3606
Michelle Remmy
ODOT Chief Procurement Officer         (503) 986-2819
Hal GardTechnical Services Geo-Environmental Section Manager(503) 986-3508
Jeff GowerTechnical Services Construction Section Manager  (503) 986-3123
Tamira Clark
Region 1 Tech Center Manager        (503) 731-8275
Jon HeacockRegion 4 Tech Center Manager                           (541) 388-6468
Bruce JohnsonTechnical Services Bridge Section Manager    (503) 986-3344
Dee JonesTechnical Services Right of Way Section Manager(503) 986-3614
Harold LasleyTechnical Services Access Management Unit Manager(503) 986-4216
Kim Hunn-Basl
Technical Services Interim Project Delivery Unit Manager (503) 986-3296
Ray MabeyOPD/Bridge Delivery Unit Manager(503) 986-3350
Mike MorrowFHWA(503) 587-4708
Ingrid SaltvoldTechnical Services Branch Operations Unit Manager(503) 986-3652
Mark ThompsonRegion 3 Tec Center Manager(541) 774-6370
Mary CotterTechnical Services Branch Process Consultant(503) 986-3668

2007-2008 Annual Workplan

Target Date
Discipline Leadership Team (DLT) Quarterly Report Reviews
Quarterly Update
  • Each Discipline Leadership team will report quarterly to TLT on accomplishments and issues
Technical Bulletins
  • Provide input and review for technical bulletins and advisories
Recruitment & Retention
  • Support Highway Recruitment & Retention Initiative
Graduate Engineer Program
Cathy Nelson / Jeff Gower
  • Recommend position and dollar request for POPs package for GEP program
  • Actively support implementation of GEP program (recruitment, rotations, positions, mentorship, training, etc.)
Sustainable Tech Center staffing 
Tech. Center Mgrs.
  • Identify options to mitigate “1 deep” technical discipline staffing in Tech. Centers and TS.
  • Recommend position request for POPs package as one option
Technical Training Strategy
Cathy Nelson
  • Input and review of core technical training developed by TS.
  • Implementation support
Resource Sharing
  • Develop process and monitoring of resource sharing between Regions and between Regions and TS.
Design QC/QA
  • Input and review of Design QC/QA program developed by TS.
  • Implementation support

Resource Sharing
Use this link to access the  Resource Sharing Agreement Template, a fillable Word document.