2005 Technical Conference and Exhibit Integrating Mobility into

							2005 Technical Conference and
           Exhibit

Integrating Mobility
        into
 Context-Sensitive
  Transportation
      Projects
Institute of Transportation Engineers
           February 28, 2005
The Transportation
   Professional's

 Epiphany
          Moment of
Sudden Intuitive Understanding,
       Flash of Insight
  World of Mobility
        is in a State of
    Transformation
• Trends of the 21st Century-
  Do you recognize the challenges
  they bring?
• Leadership in the 21st Century-
  Are you equipped to provide
  relevant leadership?
        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”
        21st Century
           Trends
Fundamental Shift in Power
• Influence has been bestowed
  All stakeholders are empowered to
   influence decision making
• “Substantive” merit does not
  assure implementation
  It is easier to stop something than to
    complete it.
        21st Century
           Trends
Fundamental Shift in Relationships
• Sustainable transportation decision
  must be collaboratively established
  All key stakeholders must be engaged,
   influential and informed decision-
   makers
      21st Century
       Challenge
    ITE JOURNAL (May 2000)
“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.
      21st Century
       Challenge

While our focus has been on
   technical expertise, the
  changing transportation
 environment is demanding
       New Skills.”
Demanding New Skills in
   Problem Solving
Demanding New Skills in
   Problem Solving
Demanding New Skills in
   Problem Solving
Demanding New Skills in
   Problem Solving
Demanding New Skills in
   Problem Solving
      21st Century
       Challenge

Normal reaction to significant
       cultural change



We Enthusiastically
  OVERREACT
  21st Century
   Challenge


Pendulum Swing
   Problem
    21st Century
     Challenge


 Pendulum Swing
    Problem

MOVE MORE
CARS
  21st Century
   Challenge


Pendulum Swing
   Problem

     ANYTHING BUT
            CARS
  21st Century
   Challenge




    Balancing
Stakeholder Values
Demanding New Skills in
   Problem Solving




         ?
Demanding New Skills in
   Problem Solving
                             Two
                          Patterns of
1. Buyer/Seller            Behavior
Sell technical solution
to our defined problem.
2. Co-Creator
Joint-adventure that
promotes shared
ownership.
Demanding New Skills in
Defining the Problem
Demanding New Skills in
Defining the Problem
              What is the
               problem?
              • More
                Capacity
              • Mode Shift
              • Land Use
              • Visual
                Character
 Demanding New Skills in
Defining the Problem
If Stakeholder Values drive
  problem definition and,
Defining the Problem is 90%
  of solving the problem, then
  we need new processes for
          Defining
 Need and Purpose
 Demanding New Skills in
Defining the Problem
Stakeholder   Stakeholder   Stakeholder
  Values        Values        Values

 Problem       Problem       Problem
Definition    Definition    Definition



Shared Problem Statement

        Problem Solved
     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”
     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.
     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.
     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.
     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
     Six-Step Program
       to CSS Health
                Step 6
Systematically and Strategically
  Shepherd Tasks to Conclusion
• Devolution Syndrome-
      Complex projects, involving
  diverse stakeholders, will erode into
  conflict without proactive and
  deliberate management.
     Symptoms of CSS
      Implementation
• Establishes Relationships by
  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.
    Symptoms of CSS
     Implementation
• Ownership/Joint-venture by
  moving from “seller/buyer” to co-
  creators
• Innovation collaborative
  problem definition produces
  intelligent risk taking and
  progressive solutions
    Symptoms of CSS
     Implementation
• Decision Sustainability produces
  resolve and lasting results.
• Good Business Case produces
  program-wide benefits in terms of
  cost, schedule and leveraged
  opportunities.
 Health Benefits of CSS
• Need and Purpose Statement
  Reflects diverse stakeholder
  values and is the foundation for
  sustainable decisions
• Clear Scope of Work with
  adequate Budgets
• Share Ownership over project
  implementation
   Case Studies
Demonstrate How to
Integrate Mobility into
  Context-Sensitive
    Transportation
       Projects