A system review of the Virginia Alcohol Safety Action Program : executive summary.

Lynn, Cheryl; Heimbach, Thomas L · 1980 · ROSA P / Virginia Transportation Research Council (VTRC)

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Summary

This 1980 executive summary by Cheryl Lynn and Thomas Heimbach presents a system review of the Virginia Alcohol Safety Action Program (VASAP), conducted under the sponsorship of the Virginia Department of Transportation Safety (VDTS). The study was motivated by the need to integrate VASAP into the broader VDTS safety efforts and to address inefficiencies within the program’s operations. The authors examined four key areas: the relationship between VASAP and VDTS, internal operations of the VASAP State Office, relationships with local ASAP programs, and liaisons with other state agencies. The explicit purpose of the review was to identify inadequacies and inefficiencies within the system. The methodology involved a comprehensive assessment of organizational structures, communication channels, fiscal planning, and inter-agency cooperation. The authors analyzed the integration of VASAP resources with VDTS, the internal management styles and staffing of the State Office, feedback mechanisms from local programs, and the utilization of external agency expertise. The review relied on observations of operational procedures, correspondence analysis, and stakeholder perceptions regarding the effectiveness of current systems, including the management information system and public information efforts. The findings revealed significant structural and operational deficiencies. VASAP was found to be insufficiently integrated with VDTS, resulting in underutilized resources and a lack of shared planning responsibility. Internally, the State Office suffered from a lack of long- and short-term planning, leading to crisis management styles, staff confusion, and an inappropriate organizational structure with inconsistent accountability. The management information system failed to meet local program expectations, causing animosity. Communication with local ASAPs was characterized by excessive, nonessential correspondence and a lack of effective feedback channels. Furthermore, liaisons with critical agencies, such as the Department of Mental Health and Mental Retardation and the Department of State Police, were underdeveloped or operated at incorrect management levels. The report concludes with specific recommendations to rectify these issues. It urges the adoption of Management by Objectives (MBO) planning, reorganization of staff by countermeasure areas, and improved fiscal accountability through standardized accounting packages. To enhance communication, the authors recommend condensing general information into memoranda, establishing formal feedback channels with local programs, and strengthening ties with the Program Directors’ Association. Additionally, the study calls for better-defined roles for public information officers, improved training for local coordinators, and the establishment of formal operational agreements with external agencies to ensure efficient cooperation and resource utilization. The authors note that VASAP staff have responded constructively to these findings, with many recommendations already being implemented.

Key finding

The Virginia Alcohol Safety Action Program suffers from semi-autonomous isolation from the Virginia Department of Transportation Safety, resulting in underutilized resources, inadequate strategic planning, and ineffective communication with local programs and partner agencies.

Methodology

review

Provenance

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Topics

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• public messaging

Information type

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• Applied Guidance: countermeasure evaluation