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

2. The Transportation Professional's Epiphany Moment of Sudden Intuitive Understanding, Flash of Insight

3. World of Mobility is in a State of Transformation Trends of the 21st Century- Do you recognize the challenges they bring?Trends of the 21st Century- Do you recognize the challenges they bring? Leadership in the 21st Century- Are you equipped to provide relevant leadership?Leadership in the 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

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 Balancing Stakeholder Values

19. Demanding New Skills in Problem Solving ?

20. Two Patterns of Behavior 1. Buyer/Seller Sell technical solution to our defined problem. 2. Co-Creator Joint-adventure that promotes shared ownership.

21. Demanding New Skills in Defining the Problem

22. What is the problem? More CapacityMore Capacity Mode ShiftMode Shift Land UseLand Use Visual CharacterVisual Character

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

24. Stakeholder Values Stakeholder Values Stakeholder Values Problem Definition Problem Definition Problem Definition Problem Solved Shared Problem Statement

25. Six-Step Program to CSS Health Step 1 Changing Landscape Necessitates Stakeholder Collaboration More Local Control - influence moves downstream towards the customerMore Local Control - influence moves downstream towards the customer Authority Dispersed - external stakeholders have the ability to say “No”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.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.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.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.Roles and Responsibilities- clearly defined. Partnerships - measured by shared ownershipPartnerships - measured by shared ownership Significant Influence - stakeholder input constructive and relevantSignificant 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.Devolution Syndrome - Complex projects, involving diverse stakeholders, will erode into conflict without proactive and deliberate management.

31. Symptoms of CSS Implementation Establishes Relationships by capitalizing on trust, diversity and promoting “synergy.”Establishes Relationships by capitalizing on trust, diversity and promoting “synergy.” Shared Values as we are responsive to each other’s needsShared Values as we are responsive to each other’s needs Indispensability comes from sharing information and decision- making.Indispensability comes from sharing information and decision- making.

32. Symptoms of CSS Implementation Ownership/Joint-venture by moving from “seller/buyer” to co- creatorsOwnership/Joint-venture by moving from “seller/buyer” to co- creators Innovation collaborative problem definition produces intelligent risk taking and progressive solutionsInnovation collaborative problem definition produces intelligent risk taking and progressive solutions

33. Symptoms of CSS Implementation Decision Sustainability produces resolve and lasting results.Decision Sustainability produces resolve and lasting results. Good Business Case produces program-wide benefits in terms of cost, schedule and leveraged opportunities.Good Business Case produces program-wide benefits in terms of cost, schedule and leveraged opportunities.

34. Health Benefits of CSS Need and Purpose Statement Reflects diverse stakeholder values and is the foundation for sustainable decisionsNeed and Purpose Statement Reflects diverse stakeholder values and is the foundation for sustainable decisions Clear Scope of Work with adequate BudgetsClear Scope of Work with adequate Budgets Share Ownership over project implementationShare Ownership over project implementation

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