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Planning Your Future Is Caltrans Ready for Tomorrow’s Challenges?

Planning Your Future Is Caltrans Ready for Tomorrow’s Challenges?. May 9, 2006. The Transportation Professional's Epiphany Moment of Sudden Intuitive Understanding, Flash of Insight. World of Mobility is in a State of Transformation.

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Planning Your Future Is Caltrans Ready for Tomorrow’s Challenges?

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  1. Planning Your FutureIs Caltrans Ready for Tomorrow’s Challenges? May 9, 2006 R. Gregg Albright State of California Department of Transportation

  2. The Transportation Professional'sEpiphanyMoment of Sudden Intuitive Understanding, Flash of Insight R. Gregg Albright State of California Department of Transportation

  3. World of Mobilityis in a State of Transformation • Trends of the 21st Century- Do you recognize the challenges they bring? • Leadership inthe 21st Century-Are we equipped to provide relevant leadership and service? R. Gregg Albright State of California Department of Transportation

  4. 21st Century Trends Fundamental Shift in Power • Decisions have moved downstream toward the customer More local control over transportation decisions • Authority has been dispersed Regulatory and permitting agencies, and most other stakeholders have the ability to say “NO” R. Gregg Albright State of California Department of Transportation

  5. 21st Century Trends Fundamental Shift in Power • Influence has been bestowed All stakeholders are empowered to influence decision making • A “well supported” program or project does not assure implementation It is easier to stop something than to complete it. R. Gregg Albright State of California Department of Transportation

  6. 21st Century Trends Fundamental Shift in Power • “Unfair” actions, real or perceived, justify stopping programs/projects All stakeholders must agree: 1. There is a real problem or important opportunity 2. The right stakeholders involved 3. The process is Reasonable, Sensible and Responsible R. Gregg Albright State of California Department of Transportation

  7. 21st Century Trends Fundamental Shift in Relationships • Sustainable transportation decision must be collaboratively established Stakeholders must be engaged, influential and informed decision-makers R. Gregg Albright State of California Department of Transportation

  8. 21st Century Challenge ITE JOURNAL “In the 21st century, our own professional development, as well as our organization’s, must be much More Diverse than it was in the 20th century. R. Gregg Albright State of California Department of Transportation

  9. 21st Century Challenge While our focus has been on technical expertise, the changing transportation environment is demanding New Skills.” R. Gregg Albright State of California Department of Transportation

  10. 21st Century Challenge The Good News: We recognize we are not fully prepared for these Challenges. The Bad News: We recognize how difficult it to prepare for these Challenges institution-wide. R. Gregg Albright State of California Department of Transportation

  11. Demanding New Skills in Problem Solving Complex Problem ? Problem Solved R. Gregg Albright State of California Department of Transportation

  12. Demanding New Skills in Problem Solving Complex Problem Technical Work Problem Solved R. Gregg Albright State of California Department of Transportation

  13. Demanding New Skills in Problem Solving Complex Problem Technical Work Problem Solved R. Gregg Albright State of California Department of Transportation

  14. Demanding New Skills in Problem Solving Complex Problem Technical Work BUILDING CONSENT Problem Solved R. Gregg Albright State of California Department of Transportation

  15. Demanding New Skills in Problem Solving Complex Problem Technical Work Building Consent Problem Solved R. Gregg Albright State of California Department of Transportation

  16. Demanding New Skills in Problem Solving Complex Problem ? Technical Work Building Consent Problem Solved R. Gregg Albright State of California Department of Transportation

  17. Demanding New Skills in Problem Solving Two Patterns of Behavior 1. Buyer/Seller Sell technical solution to our defined problem. 2. Co-Creator Joint-adventure that promotes shared ownership. Building Consent R. Gregg Albright State of California Department of Transportation

  18. Demanding New Skills in Problem Definition Complex Problem Technical Work Building Consent Problem Solved R. Gregg Albright State of California Department of Transportation

  19. Demanding New Skills in Problem Definition What is the problem? • More Capacity • Mode Shift • Land Use • Visual Character R. Gregg Albright State of California Department of Transportation

  20. Demanding New Skills in Problem Definition Stakeholder Values Stakeholder Values Stakeholder Values Problem Definition Problem Definition Problem Definition Shared Problem Statement R. Gregg Albright State of California Department of Transportation Problem Solved

  21. Demanding New Skills in Problem Definition If Stakeholder Valuesdrive problem definition and, Defining the Problem is 90% of solving the problem, then we need Collaboratively Defined Problem Statements R. Gregg Albright State of California Department of Transportation

  22. 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 obstructionson highway; less liability 21st Century Challenge R. Gregg Albright State of California Department of Transportation

  23. 21st Century Challenge Institutional Barriers to Change Caltrans could be handicapped by: • Allegiance to experience and skills • Traditional distribution of resources • Conventional performance measures • Litigation-driven policies “Business as Usual” R. Gregg Albright State of California Department of Transportation

  24. Corporate Values for the 21st Century • We should be known for ourProactiveandStrategic Planningapproach. • We must be seen asTrustworthyandCredible. • We should be known for ourIntelligent Risk TakingandInnovativeapproaches. • We must be bothResponsiveandResponsible. R. Gregg Albright State of California Department of Transportation

  25. Corporate Values for the 21st Century If Caltrans is NOT; Proactive, Strategic, Trustworthy, Credible, Innovative, Intelligent Risk Takers, Responsive and Responsible …then we will be replaced by others who can provide RELEVANT leadership. R. Gregg Albright State of California Department of Transportation

  26. New Strategies for the 21st Century Invest in “Intellectual Capital” as a Joint Venture: • View others as “stakeholders” with shared responsibilities • Invest in each other with the expectation of receiving a return Go from Warfare to Alliance Relationships R. Gregg Albright State of California Department of Transportation

  27. What is an 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 R. Gregg Albright State of California Department of Transportation

  28. What is an 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 R. Gregg Albright State of California Department of Transportation

  29. Typical Results of Alliance Relationships • Need and Purpose Statement reflects diverse stakeholder values • Projects programmed with clear Scope of Work and adequately Budgets • Share Ownership over implementation, a joint-venture R. Gregg Albright State of California Department of Transportation

  30. New Strategies for the 21st Century Context-Sensitive Solution David S. Ekern (Minnesota DOT) • Stakeholder Acceptance • Environmental Compatibility • Engineering/Functional Credibility • Financial Feasibility R. Gregg Albright State of California Department of Transportation

  31. New Strategies for the 21st Century “CSS” are NOT! • Compromising Standards • Sacrificing Safety • Us versus Them • Winning and Losing • Taking More Time R. Gregg Albright State of California Department of Transportation

  32. New Strategies for the 21st Century It is not a question of should we pursue Context Sensitive Solutions. It’s a matter of how to apply these principles to change the way we do business. R. Gregg Albright State of California Department of Transportation

  33. Six-Step Program to CSS Health Step 1 Changing Landscape Necessitates Stakeholder Collaboration • More Local Control- influence moves downstream towards the customer • Authority Dispersed- external stakeholders have the ability to say “No” R. Gregg Albright State of California Department of Transportation

  34. Six-Step Program to CSS Health Step 2 No One Has Singular Authority or Capability to Solve Complex Problems. • Collaborative Problem Definition- it is a good business practice to involve stakeholders. • New Skills- technical proficiency alone does not assure implementation. R. Gregg Albright State of California Department of Transportation

  35. Six-Step Program to CSS Health Step 3 Need Multi-functional Teams that are Both Responsive and Responsible • Diverse Expertise- required to find balance between competing interest while protecting core responsibilities. R. Gregg Albright State of California Department of Transportation

  36. Six-Step Program to CSS Health Step 4 Establish Effective Stakeholders Engagement Process • Quality not Quantity- Consequential stakeholder involvement adds value. Ineffectual outreach can be wasteful, create false expectations, and impact credibility. R. Gregg Albright State of California Department of Transportation

  37. Six-Step Program to CSS Health Step 5 Create Well-informed and Equipped Stakeholders • Roles and Responsibilities-clearly defined. • Partnerships- measured by shared ownership • Significant Influence- stakeholder input constructive and relevant R. Gregg Albright State of California Department of Transportation

  38. Six-Step Program to CSS Health Step 6 Systematically and Strategically Shepherd Tasks to Conclusion • Devolution Syndrome- Complex programs/projects, involving diverse stakeholders, will erode into conflict without proactive and deliberate management. R. Gregg Albright State of California Department of Transportation

  39. Symptoms of CSS Implementation • Establishes Relationshipsby capitalizing on trust, diversity and promoting “synergy.” • Shared Values as we are responsive to each other’s needs • Indispensability comes from sharing information and decision-making. R. Gregg Albright State of California Department of Transportation

  40. Symptoms of CSS Implementation • Ownership/Joint-ventureby moving from “seller/buyer” to co-creators • Innovationcollaborative problem definition produces intelligent risk takingandprogressive solutions R. Gregg Albright State of California Department of Transportation

  41. Symptoms of CSS Implementation • Decision Sustainabilityproduces resolve and lasting results. • Good Business Case produces program-wide benefits in terms of cost, schedule and leveraged opportunities. R. Gregg Albright State of California Department of Transportation

  42. Summary • Trends • Shift in power • Challenges • We are not equipped • Corporate values and skills • Change in behavior • Successful Strategies • Alliance relationships R. Gregg Albright State of California Department of Transportation

  43. Are we Ready for Tomorrow’s Challenges? May 9, 2006 R. Gregg Albright State of California Department of Transportation

  44. Successful Tools for the 21st 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) R. Gregg Albright State of California Department of Transportation

  45. Four Step Consent-Building Strategy “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 R. Gregg Albright State of California Department of Transportation

  46. Life Preserver, Step #1 There is a serious Problem, or an important Opportunity; one that must has to be addressed. R. Gregg Albright State of California Department of Transportation

  47. Life Preserver, Step #2 The right Stakeholdersare involved in solving the problem. In fact, it would be irresponsible, given the stakeholders’ interest, not to be engaged. R. Gregg Albright State of California Department of Transportation

  48. Life Preserver, Step #3 The way we are going about it, the approach we are taking is: Reasonable, Sensible and Responsible. R. Gregg Albright State of California Department of Transportation

  49. Life Preserver, Step #4 The responsible stakeholders are Listeningand Care about the cost, negative effects, and hardships their actions will cause. R. Gregg Albright State of California Department of Transportation

  50. Life Preserver, summary • 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

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