2005 Technical Conference and Exhibit Integrating Mobility into Context-Sensitive Transportation Projects

1. 2005 Technical Conference and ExhibitIntegrating Mobility into Context-Sensitive Transportation Projects Institute of Transportation Engineers February 28, 2005

2. The Transportation Professional'sEpiphanyMoment of Sudden Intuitive Understanding, Flash of Insight

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 you equipped to provide relevant leadership?

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”

5. 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.

6. 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

7. 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.

8. 21st Century Challenge While our focus has been on technical expertise, the changing transportation environment is demanding New Skills.”

9. Demanding New Skills in Problem Solving Complex Problem ? Problem Solved

10. Demanding New Skills in Problem Solving Complex Problem Technical Work Problem Solved

11. Demanding New Skills in Problem Solving Complex Problem Technical Work Problem Solved

12. Demanding New Skills in Problem Solving Complex Problem Technical Work BUILDING CONSENT Problem Solved

13. Demanding New Skills in Problem Solving Complex Problem Technical Work Building Consent Problem Solved

14. 21st Century Challenge Normal reaction to significant cultural change We Enthusiastically OVERREACT

15. 21st Century Challenge Pendulum Swing Problem

16. 21st Century Challenge Pendulum Swing Problem MOVE MORE CARS

17. 21st Century Challenge Pendulum Swing Problem ANYTHING BUT CARS

18. 21st Century Challenge Obtainable Safety Economical Business Interest Environment Enhancement Sustainable Vehicle Movement Walkable Aesthetic Maintenance Balancing Stakeholder Values

19. Demanding New Skills in Problem Solving Complex Problem ? Technical Work Building Consent Problem Solved

20. 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

21. Demanding New Skills in Defining the Problem Complex Problem Technical Work Building Consent Problem Solved

22. Demanding New Skills in Defining the Problem What is the problem? • More Capacity • Mode Shift • Land Use • Visual Character

23. Demanding New Skills in Defining the Problem If Stakeholder Valuesdrive problem definition and, Defining the Problem is 90% of solving the problem, then we need new processes for Defining Need and Purpose

24. Demanding New Skills in Defining the Problem Stakeholder Values Stakeholder Values Stakeholder Values Problem Definition Problem Definition Problem Definition Shared Problem Statement Problem Solved

25. 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”

26. 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.

27. 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.

28. 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.

29. 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

30. 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.

31. 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.

32. Symptoms of CSS Implementation • Ownership/Joint-ventureby moving from “seller/buyer” to co-creators • Innovationcollaborative problem definition produces intelligent risk takingandprogressive solutions

33. 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.

34. Health Benefits of CSS • Need and Purpose StatementReflects diverse stakeholder values and is the foundation for sustainable decisions • ClearScope of Workwith adequateBudgets • Share Ownershipover project implementation

35. Case Studies Demonstrate How toIntegrate Mobility into Context-Sensitive Transportation Projects