r. gregg albright state of california department of transportation planning your future is caltrans...

R. Gregg AlbrightState of California

Department of Transportation

Planning Your Planning Your

FutureFuture Is Caltrans Ready for Is Caltrans Ready for

Tomorrow’s Challenges?Tomorrow’s Challenges?

May 9, 2006



The Transportation The Transportation Professional'sProfessional's

EpiphanyEpiphanyMoment of Moment of

Sudden Intuitive Understanding, Sudden Intuitive Understanding, Flash of InsightFlash of Insight



World of MobilityWorld of Mobility is in a State of is in a State of

TransformationTransformation

• Trends of the 21st Century- Trends of the 21st Century- Do you recognize the challenges Do you recognize the challenges they bring?they bring?

• Leadership inLeadership in the 21st Century-the 21st Century- Are we equipped to provide Are we equipped to provide relevant leadership and service?relevant leadership and service?



21st Century 21st Century TrendsTrends

Fundamental Shift in Power

• Decisions have moved downstream toward the customer

More local control over More local control over transportation decisions transportation decisions

• Authority has been dispersedRegulatory and permitting agencies, Regulatory and permitting agencies,

and most other stakeholders have and most other stakeholders have the ability to say “NO”the ability to say “NO”





• Influence has been bestowedAll stakeholders are empowered to All stakeholders are empowered to

influence decision makinginfluence decision making

• A “well supported” program or project does not assure implementationIt is easier to stop something than to It is easier to stop something than to

complete it.complete it.





• “Unfair” actions, real or perceived, justify stopping programs/projectsAll stakeholders must agree:All stakeholders must agree:1. There is a real problem or 1. There is a real problem or

important opportunityimportant opportunity2. The right stakeholders involved2. The right stakeholders involved3. The process is Reasonable, 3. The process is Reasonable,

Sensible and ResponsibleSensible and Responsible




Fundamental Shift in RelationshipsRelationships

• Sustainable transportation decision must be collaboratively established

Stakeholders must be Stakeholders must be engaged, influential and engaged, influential and informed decision-makersinformed decision-makers



21st Century 21st Century ChallengeChallengeITE JOURNAL

““In the 21st century, our In the 21st century, our own professional own professional development, as well as development, as well as our organization’s, must be our organization’s, must be much much More DiverseMore Diverse than than it was in the 20th century.it was in the 20th century.



21st Century 21st Century ChallengeChallenge

While our focus has been on While our focus has been on technical expertise, the technical expertise, the changing transportation changing transportation

environment is demanding environment is demanding New SkillsNew Skills.”.”




The Good News:The Good News:We recognize we are We recognize we are notnot fully fully

prepared for these prepared for these ChallengesChallenges.

The Bad NewsThe Bad News::We recognize how difficult it We recognize how difficult it

to prepare for these to prepare for these Challenges institution-wideChallenges institution-wide.



Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving




??




Two Patterns of BehaviorTwo Patterns of Behavior1. Buyer/Seller1. Buyer/SellerSell technical solution to Sell technical solution to

our defined problemour defined problem..

2. Co-Creator2. Co-CreatorJoint-adventure that Joint-adventure that promotes shared ownership.promotes shared ownership.



Demanding New Skills in Demanding New Skills in

Problem DefinitionProblem Definition




Problem DefinitionProblem DefinitionWhat is the What is the

problem?problem?• More More

CapacityCapacity• Mode ShiftMode Shift• Land UseLand Use• Visual Visual

CharacterCharacter




Problem DefinitionProblem DefinitionStakeholder

ValuesStakeholder

ValuesStakeholder

Values

ProblemDefinition

ProblemDefinition

ProblemDefinition

Problem SolvedProblem Solved

Shared Problem StatementShared Problem Statement



If Stakeholder Values drive problem definition and,

Defining the Problem is 90% of solving the problem, then

we need we need Collaboratively Defined Collaboratively Defined

Problem StatementsProblem Statements


Problem DefinitionProblem Definition




Community Values and Priorities

• Slower speeds/ Traffic calming

• Lower speed limits

• Bulb-outs at intersections

• Raised medians with trees

Caltrans’ Traditional Values and Priorities

• Efficient movement/ Less congestion

• Legally supported speed zones

• Consistent facility & design standards

• Less obstructions on highway; less liability




Institutional Barriers Institutional Barriers to Changeto Change

Caltrans could be handicapped by:– Allegiance to experience and skills– Traditional distribution of resources – Conventional performance measures– Litigation-driven policies

““Business as Usual”Business as Usual”



Corporate Values for Corporate Values for the 21st Century the 21st Century

• We should be known for our ProactiveProactive and Strategic PlanningStrategic Planning approach.

• We must be seen as TrustworthyTrustworthy and CredibleCredible.

• We should be known for our Intelligent Intelligent Risk TakingRisk Taking and InnovativeInnovative approaches.

• We must be both ResponsiveResponsive and ResponsibleResponsible.



Corporate Values for Corporate Values for the 21st Centurythe 21st Century

If Caltrans is NOTNOT;Proactive, Strategic, Trustworthy,

Credible, Innovative, Intelligent Risk Takers, Responsive and Responsible

……then we will be replaced by then we will be replaced by others who can provide others who can provide RELEVANT leadershipRELEVANT leadership.



New Strategies for the New Strategies for the 21st Century21st Century

Invest inInvest in ““Intellectual Capital” Intellectual Capital”

as aas a Joint Venture: Joint Venture:• View others as “stakeholders” with shared View others as “stakeholders” with shared

responsibilitiesresponsibilities• Invest in each other with the expectation of Invest in each other with the expectation of

receiving a returnreceiving a return

Go from Warfare to Go from Warfare to Alliance RelationshipsAlliance Relationships



What is an What is an Alliance Relationship?Alliance Relationship?

• It is a partnership of shared information and decision-making– Indispensability

• It results in collaborative problem definition and solutions – Innovation

• It is responsive to each partner’s needs– Shared Values



What is an What is an Alliance Relationship?Alliance Relationship?

• It moves partners from “seller/buyer” to co-creators– Ownership, Joint-venture

• It capitalizes on diversity, promotes “synergy”– Leverage Intellectual Capital

• It produces lasting results– Decision Sustainability



Typical Results of Typical Results of Alliance RelationshipsAlliance Relationships

• Need and Purpose StatementNeed and Purpose Statement reflects diverse stakeholder values

• Projects programmed with clear Scope of WorkScope of Work and adequately BudgetsBudgets

• Share OwnershipShare Ownership over implementation, a joint-venture




Context-Sensitive SolutionContext-Sensitive Solution David S. Ekern (Minnesota DOT)

• Stakeholder Acceptance

• Environmental Compatibility

• Engineering/Functional Credibility

• Financial Feasibility




“CSS” are NOT!

• Compromising StandardsCompromising Standards

• Sacrificing SafetySacrificing Safety

• Us versus ThemUs versus Them

• Winning and LosingWinning and Losing

• Taking More TimeTaking More Time




It is not a question of should we It is not a question of should we pursue Context Sensitive pursue Context Sensitive Solutions. Solutions.

It’s a matter of how to It’s a matter of how to apply these principles to apply these principles to change the way we do change the way we do business.business.



Six-Step ProgramSix-Step Program to CSS Health to CSS Health

Step 1Step 1Changing Landscape Necessitates Changing Landscape Necessitates

Stakeholder Collaboration Stakeholder Collaboration • More Local ControlMore Local Control- - influence moves influence moves

downstream towards the customerdownstream towards the customer• Authority DispersedAuthority Dispersed- - external external

stakeholders have the ability to say stakeholders have the ability to say “No”“No”




Step 2Step 2No One Has Singular Authority No One Has Singular Authority

or Capability to Solve Complex or Capability to Solve Complex Problems.Problems.

• Collaborative Problem DefinitionCollaborative Problem Definition- -

it is a good business practice to it is a good business practice to involve stakeholders.involve stakeholders.

• New SkillsNew Skills- - technical proficiency technical proficiency alone does not assure implementation.alone does not assure implementation.




Step 3Step 3Need Multi-functional Teams that Need Multi-functional Teams that

are Both Responsive and are Both Responsive and ResponsibleResponsible

• Diverse ExpertiseDiverse Expertise- - required to find required to find balance between competing interest balance between competing interest while protecting core responsibilitieswhile protecting core responsibilities..




Step 4Step 4Establish Effective Stakeholders Establish Effective Stakeholders

Engagement ProcessEngagement Process• Quality not QuantityQuality not Quantity- -

ConsequentialConsequential stakeholder stakeholder involvement adds value.involvement adds value.IneffectualIneffectual outreach can be outreach can be wasteful, create false wasteful, create false

expectations, expectations, and impact and impact credibility.credibility.




Step 5Step 5Create Well-informed and Create Well-informed and

Equipped StakeholdersEquipped Stakeholders• Roles and Responsibilities-Roles and Responsibilities- clearly clearly

defined.defined.• PartnershipsPartnerships- - measured by shared measured by shared

ownershipownership• Significant InfluenceSignificant Influence- - stakeholder stakeholder

input constructive and relevantinput constructive and relevant




Step 6Step 6Systematically and Strategically Systematically and Strategically

Shepherd Tasks to ConclusionShepherd Tasks to Conclusion• Devolution SyndromeDevolution Syndrome- -

Complex programs/projects, involving Complex programs/projects, involving diverse stakeholders, diverse stakeholders, willwill erode into erode into conflict without proactive and conflict without proactive and deliberate management.deliberate management.



Symptoms of CSS Symptoms of CSS ImplementationImplementation

• Establishes RelationshipsEstablishes Relationships by by capitalizing on trust, diversity and capitalizing on trust, diversity and promoting “synergy.”promoting “synergy.”

• Shared ValuesShared Values as we are as we are responsive to each other’s needsresponsive to each other’s needs

• IndispensabilityIndispensability comes from comes from sharing information and decision-sharing information and decision-making.making.




• Ownership/Joint-ventureOwnership/Joint-venture by by moving from “seller/buyer” to moving from “seller/buyer” to co-creatorsco-creators

• InnovationInnovation collaborative collaborative problem definition produces problem definition produces intelligent risk takingintelligent risk taking andand progressive solutionsprogressive solutions




• Decision SustainabilityDecision Sustainability produces produces resolve and lasting results.resolve and lasting results.

• Good Business CaseGood Business Case produces produces program-wide benefits in terms of program-wide benefits in terms of cost, schedule and leveraged cost, schedule and leveraged opportunities.opportunities.



SummarySummary• TrendsTrends

– Shift in power

• ChallengesChallenges– We are not equipped

• Corporate values and skillsCorporate values and skills– Change in behavior

• Successful StrategiesSuccessful Strategies– Alliance relationships



Are we Ready Are we Ready for for

Tomorrow’s Tomorrow’s Challenges?Challenges?

May 9, 2006



Successful Tools for the Successful Tools for the 21st Century21st Century

“If you want to teach people a new way of thinking, don’t bother trying to teach them. Instead, give them a tool, the use of which will lead to new ways of thinking.”

Buckminster Fuller (1895-1983)



Four Step Consent-Four Step Consent-Building Strategy Building Strategy

““Life Preserver”Life Preserver”When applied systematically and

strategically, this process will dramatically improve our ability to solve complex issues.

Consultant: Hans Bleiker, Institute for Participatory Management and Planning



Life Preserver, Life Preserver, Step #1Step #1

There is a serious ProblemProblem,

or an important OpportunityOpportunity;

one that must has to be addressed.




The right StakeholdersStakeholders are involvedare involved in solving the problem. In fact, it

would be irresponsible, given the stakeholders’ interest, not

to be engaged.




The way we are going about it, the approach

we are taking is:Reasonable, Sensible Reasonable, Sensible

and Responsible.and Responsible.




The responsible stakeholders are

ListeningListening and CareCare about the cost, negative effects, and hardships

their actions will cause.



Life Preserver, Life Preserver, summarysummary

Serious problem = must be addressed

The right Stakeholders are taking responsibility, they must do it

They are reasonable, sensible and responsible

They are listening and care about impacts

The Life Preserver to builds resolution through shared

values.

r. gregg albright state of california department of transportation planning your future is caltrans...

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