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Transcript of R. Gregg Albright State of California Department of Transportation Planning Your Future Is Caltrans...
![Page 1: R. Gregg Albright State of California Department of Transportation Planning Your Future Is Caltrans Ready for Tomorrow’s Challenges? Planning Your Future.](https://reader035.fdocuments.us/reader035/viewer/2022062518/56649e905503460f94b9523e/html5/thumbnails/1.jpg)
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
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R. Gregg AlbrightState of California
Department of Transportation
The Transportation The Transportation Professional'sProfessional's
EpiphanyEpiphanyMoment of Moment of
Sudden Intuitive Understanding, Sudden Intuitive Understanding, Flash of InsightFlash of Insight
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R. Gregg AlbrightState of California
Department of Transportation
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?
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R. Gregg AlbrightState of California
Department of Transportation
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”
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R. Gregg AlbrightState of California
Department of Transportation
21st Century 21st Century TrendsTrends
Fundamental Shift in Power
• 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.
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R. Gregg AlbrightState of California
Department of Transportation
21st Century 21st Century TrendsTrends
Fundamental Shift in Power
• “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
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R. Gregg AlbrightState of California
Department of Transportation
21st Century 21st Century TrendsTrends
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
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R. Gregg AlbrightState of California
Department of Transportation
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.
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R. Gregg AlbrightState of California
Department of Transportation
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.”.”
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R. Gregg AlbrightState of California
Department of Transportation
21st Century 21st Century ChallengeChallenge
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.
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R. Gregg AlbrightState of California
Department of Transportation
Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving
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R. Gregg AlbrightState of California
Department of Transportation
Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving
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R. Gregg AlbrightState of California
Department of Transportation
Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving
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R. Gregg AlbrightState of California
Department of Transportation
Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving
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R. Gregg AlbrightState of California
Department of Transportation
Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving
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R. Gregg AlbrightState of California
Department of Transportation
Demanding New Skills in Demanding New Skills in Problem Solving Problem Solving
??
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R. Gregg AlbrightState of California
Department of Transportation
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.
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R. Gregg AlbrightState of California
Department of Transportation
Demanding New Skills in Demanding New Skills in
Problem DefinitionProblem Definition
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R. Gregg AlbrightState of California
Department of Transportation
Demanding New Skills in Demanding New Skills in
Problem DefinitionProblem DefinitionWhat is the What is the
problem?problem?• More More
CapacityCapacity• Mode ShiftMode Shift• Land UseLand Use• Visual Visual
CharacterCharacter
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R. Gregg AlbrightState of California
Department of Transportation
Demanding New Skills in Demanding New Skills in
Problem DefinitionProblem DefinitionStakeholder
ValuesStakeholder
ValuesStakeholder
Values
ProblemDefinition
ProblemDefinition
ProblemDefinition
Problem SolvedProblem Solved
Shared Problem StatementShared Problem Statement
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R. Gregg AlbrightState of California
Department of Transportation
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
Demanding New Skills in Demanding New Skills in
Problem DefinitionProblem Definition
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R. Gregg AlbrightState of California
Department of Transportation
21st Century 21st Century ChallengeChallenge
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
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R. Gregg AlbrightState of California
Department of Transportation
21st Century 21st Century ChallengeChallenge
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”
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R. Gregg AlbrightState of California
Department of Transportation
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.
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R. Gregg AlbrightState of California
Department of Transportation
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.
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R. Gregg AlbrightState of California
Department of Transportation
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
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R. Gregg AlbrightState of California
Department of Transportation
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
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R. Gregg AlbrightState of California
Department of Transportation
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
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R. Gregg AlbrightState of California
Department of Transportation
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
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R. Gregg AlbrightState of California
Department of Transportation
New Strategies for the New Strategies for the 21st Century21st Century
Context-Sensitive SolutionContext-Sensitive Solution David S. Ekern (Minnesota DOT)
• Stakeholder Acceptance
• Environmental Compatibility
• Engineering/Functional Credibility
• Financial Feasibility
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R. Gregg AlbrightState of California
Department of Transportation
New Strategies for the New Strategies for the 21st Century21st Century
“CSS” are NOT!
• Compromising StandardsCompromising Standards
• Sacrificing SafetySacrificing Safety
• Us versus ThemUs versus Them
• Winning and LosingWinning and Losing
• Taking More TimeTaking More Time
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R. Gregg AlbrightState of California
Department of Transportation
New Strategies for the New Strategies for the 21st Century21st Century
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.
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R. Gregg AlbrightState of California
Department of Transportation
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”
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R. Gregg AlbrightState of California
Department of Transportation
Six-Step ProgramSix-Step Program to CSS Health to CSS Health
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.
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R. Gregg AlbrightState of California
Department of Transportation
Six-Step ProgramSix-Step Program to CSS Health to CSS Health
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..
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R. Gregg AlbrightState of California
Department of Transportation
Six-Step ProgramSix-Step Program to CSS Health to CSS Health
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.
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R. Gregg AlbrightState of California
Department of Transportation
Six-Step ProgramSix-Step Program to CSS Health to CSS Health
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
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R. Gregg AlbrightState of California
Department of Transportation
Six-Step ProgramSix-Step Program to CSS Health to CSS Health
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.
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R. Gregg AlbrightState of California
Department of Transportation
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.
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R. Gregg AlbrightState of California
Department of Transportation
Symptoms of CSS Symptoms of CSS ImplementationImplementation
• 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
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R. Gregg AlbrightState of California
Department of Transportation
Symptoms of CSS Symptoms of CSS ImplementationImplementation
• 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.
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R. Gregg AlbrightState of California
Department of Transportation
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
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R. Gregg AlbrightState of California
Department of Transportation
Are we Ready Are we Ready for for
Tomorrow’s Tomorrow’s Challenges?Challenges?
May 9, 2006
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R. Gregg AlbrightState of California
Department of Transportation
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)
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R. Gregg AlbrightState of California
Department of Transportation
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
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R. Gregg AlbrightState of California
Department of Transportation
Life Preserver, Life Preserver, Step #1Step #1
There is a serious ProblemProblem,
or an important OpportunityOpportunity;
one that must has to be addressed.
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R. Gregg AlbrightState of California
Department of Transportation
Life Preserver, Life Preserver, Step #2Step #2
The right StakeholdersStakeholders are involvedare involved in solving the problem. In fact, it
would be irresponsible, given the stakeholders’ interest, not
to be engaged.
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R. Gregg AlbrightState of California
Department of Transportation
Life Preserver, Life Preserver, Step #3Step #3
The way we are going about it, the approach
we are taking is:Reasonable, Sensible Reasonable, Sensible
and Responsible.and Responsible.
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R. Gregg AlbrightState of California
Department of Transportation
Life Preserver, Life Preserver, Step #4Step #4
The responsible stakeholders are
ListeningListening and CareCare about the cost, negative effects, and hardships
their actions will cause.
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R. Gregg AlbrightState of California
Department of Transportation
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.