DDA Commisioner presentation 060308_final
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DDA Commisioner presentation 060308_final
- 1. 1 Daniel D’Angelo, P.E. Director, Office of Design New York State Department of Transportation June 4, 2008 Executive Briefing
- 2. 2 1. What is design (process) and Design (organization). 2. Strategic Planning and Performance Management. 3. Workforce Development. Objectives
- 3. 3 Daniel D’Angelo, P.E. Background • MO - Executive Management Assistant to Chief Engineer (7 yrs), • BS, Civil Engineering University of Buffalo • MBA, Organizational Leadership Norwich University • R3 - Syracuse (8 yrs) Design Squad, CADD Manager • R11 - NYC (4 yrs) Route 9A West Side Highway, EIS Co-leader • MO – Office of Design (1 yrs) Director • MO - Design Division (4 yrs) Director DQAB
- 4. 4 • Capital Project Delivery & Bridge Safety Assurance • Organization Overview • Main Office and Regions 1. What is Design?
- 5. 5 ConstructionPlanning Design Project Planning and Initiation Scoping Preliminary Design (Phases I-IV) Final Design (Phases V-VI) Construction IPP Identify Existing Conditions, Problems & Needs Contextual Assessment Project objectives Purpose & Need Land Use Capital Project Development Process Site Conditions Planning/Design Asset Managers Regional Director Identify & define needs
- 6. 6 ConstructionPlanning Design Project Planning and Initiation Scoping Preliminary Design (Phases I-IV) Final Design (Phases V-VI) Construction Scope Approval Explore Design Conditions Social Transportation Environmental Economic Contextual Assessment Project objectives Purpose & Need Land Use Capital Project Development Process Design T&S Site Conditions Stru Env GeoLA Other Identify problems & opportunities
- 7. 7 ConstructionPlanning Design Project Planning and Initiation Scoping Preliminary Design (Phases I-IV) Final Design (Phases V-VI) Construction Identify design alternatives & select final design solution Design Approval Design Approval Final Design Report Design Alternatives Determine EA / EIS Public Input Agency Input Capital Project Development Process Design T&S Stru Env GeoLA RE
- 8. 8 ConstructionPlanning Design Project Planning and Initiation Scoping Preliminary Design (Phases I-IV) Final Design (Phases V-VI) Construction Final contract documents (detailed design, specifications & estimate) PS&E Let & Award Advanced Detail Plans ROW / MPT Detailed Design Final Design PS&E/ Letting Capital Project Development Process Public Input Agency Input Design T&S Stru Env GeoLA ConsRE
- 9. 9 ConstructionPlanning Design Project Planning and Initiation Scoping Preliminary Design (Phases I-IV) Final Design (Phases V-VI) Construction Project Completion Construction Start Construction Complete Construction Support Capital Project Development Process Public Input Construction Support T&S Stru Env GeoLA RE Designers of record to support construction build out Agency Input
- 10. 10 Project Scoping Preliminary Design/ Environmental Studies Final Design R.O.W. Acquisition Bid/Award Construction Support 2001 2002 2003 2005 6/02 05/03 2000 06/022/01 11/03 12/03 1/04 12/05 2004 11/01 11/03(24 Mo) (16 Mo) (12 Mo) (1 ½ Mo) (24 Mo) Typical Project Development Schedule Note: The chart illustrates Simple, Moderate and Many Complex Type Projects. Other Complex / or ‘Mega’ Projects May Often Take Longer 6/00 3/01(9 Mo)
- 11. 11 • Average number of projects 2002 – 07 293/year; 2007- 08 320 projects /year. • There are currently 1,004 projects in development (as of 3/08) Capital Projects Source: PSS/ Trns.port Letting Data / Project Management Projects Let Per Year 29 24 23 30 44 19 40 26 29 16 32 30 32 24 40 28 16 40 30 31 17 13 0 5 10 15 20 25 30 35 40 45 50 1 2 3 4 5 6 7 8 9 10 11 Region Projects Average 02-07 SFY 07-08
- 12. 12 Resource Utilization Trends Number of Projects costing more than $3M as a percentage of the capital program 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00% 1998 2000 2002 2004 2006 2008 2010 2012 2014 Fiscal Year PercentageofTotalFYProgram % of Projects • More complex projects in future program. Source: Consultant Management Bureau, Office of Design
- 13. 13
- 14. 14 Staffing Levels Source: Budget Bureau
- 15. 15 As of April 2008, the percent of Bridge Safety Assurance staffing levels within the Office of Design’s total staffing level equals 15%. Staffing Levels
- 16. 16 • Strategic/Operational Planning • Performance Management • Learning / Knowledge Based Organizational Focus > Identifying and Developing Strategic Advantages > Responsiveness to Needs > Customer Satisfaction > Change Management 2. How We Got to Workforce Development
- 17. 17 Main Office Strategic Direction and Priorities using a Performance-Based approach Provide and Maintain Knowledge and Skills Provide and Maintain Tools Provide and Manage Resources Perform Quality Assurance Production (capital projects, PS&Es visualization, photogrammetry, bid documents) Strategic Planning
- 18. 18 Strategic Planning • Is planning for constant (sometimes turbulent) change in increasingly complex and dynamic environments. • Identifies factors that have the most significant influence on our ability to achieve near term results and long term strategic direction. • Aligns process activities with goals. • Sets direction - drives results!
- 19. 19 Organizational change and being responsive to it most effectively is part of the Office of Design’s strategic focus History of Department Leadership & Strategies
- 20. 20 0 10 20 30 40 50 60 70 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 RHAA AA MBTA FWCA HSBAA FIFRA CAA AHPA LWCF CAA WA CRA SWDA HBA *NHPA *4(f) FAHA FAHA FAHA *CAA *WSRA EAA *NEPA RRA URA WBA *CWA CZMA *ESA SDWA FNWA MSFCMA RCRA CWA *EO11990 EO11998 ARPA *CERCLA ANILCA LAA FPPA CBRA HSWA SDWA EWRA CWA URA STURAA STURAA NAGPRA CZARA ADA CAA ISTEA SNRTA EO12898 EO13007 SDWA EO13061 EO13089 *TEA-21 EO13112 EO13148 EO13186 CAA Federal Environmental Legislation and Executive Orders Affecting Transportation CUMULATIVENUMBEROFLAWSAND AMENDMENTS YEAR Prepared by FHWA Office of Natural Environment, May 2001 • Denotes Legislation/E.O. with the Most Significant Impact (CAA, CERCLA, CWA, ESA, NEPA, NHPA, TEA-21, WSRA, 4(f ), EO 11990)
- 21. 21 Organizational Direction & Alignment • Strategic Planning aligns process activities with goals which helps us to achieve desired results. • Regional Design Meetings - Communication & Coordination
- 22. 22 ‘The Office of Design (Regional Design Groups and the Main Office) has a highly skilled and proficient workforce which provides maximum value and quality in the development and delivery of capital projects’ Office of Design Strategic Goal
- 23. 23 • Ensures the Office of Design best serves its customers, achieves optimum results, manages its resources most effectively and is accountable. • A philosophy of continuous improvement. • A methodology to better understand and communicate what we are trying to achieve, how we are doing, what we are learning and how we are improving. Performance Management
- 24. 24 • Performance Management ethic based on strategy mapping and balanced scorecard approach. • Quarterly Reports, published since March 07, are available on the Office of Design’s Performance Management IntraDOT link. Performance Management
- 25. 25 Office of Design’s ‘Balanced Scorecard’ Learning and Growth Internal Processes Customer Business / Financial Results Learning and Growth Workforce Development Information Technology Organizational Effectiveness Project Development Schedule Achievement Quality Internal Processes ExternalInternal Customer Efficiency of Resource Utilization per Project Type Business / Financial Results
- 26. 26 Learning & Growth Internal Processes Customer Business / Financial Perspectives Office of Design’s Detailed Indicators & Measures Strategy Output / million $ Construction Responsiveness to needs and requests Providing products and services as agreed upon Meeting agreed upon expectations Percent milestone dates met vs. planned Public involvement expectations identified & met Project development quality & completeness Constructability: buildable & biddable Guidance: current, appropriate and relevant Knowledge skills & proficiency Have appropriate tools Provide effective, timely services Effective communication & coordination Efficiency/Effectiveness Measures Resource Utilization Internal External PS&E Schedule Achievement Quality Workforce Development Information Technology Organizational Effectiveness Indicators
- 27. 27 3. Workforce Development • What it is • What it is not • Where we are • Where we are going
- 28. 28 Workforce Development Program • To ensure that 93% of project development staff have the necessary and most current skills to develop and deliver quality, timely and cost effective capital projects by 2009. Objective…
- 29. 29 Workforce Development Program • Focuses on the critical competencies (knowledge, skill and behavior) that drive performance in design. • Focuses on 3 strategic workforce (job family) groups: - Squad/Team Member - Squad/Team Leader - Consultant Job Manager Key points…
- 30. 30 Workforce Development Program • Includes a combination of technical, business and leadership competencies. • Measures proficiency levels as “basic”, “experienced” and “expert”. • Proficiency levels provide objectivity and make the model more practical.
- 31. 31 Workforce Development Program • Provides a basis to measure current performance. • Identifies clear objectives for future development. • The program is not static and will be reviewed and refined on a periodic, as-needed basis.
- 32. 32 Workforce Development Program • Provides employees with opportunities to develop skills and knowledge in a timely manner. • Provides employees with opportunities to set career goals that are consistent with both personal and Regional needs. • Provides employees with the most current skills necessary in order to keep up with the many technological, procedural and strategic changes affecting the Department today. Employee Benefits:
- 33. 33 • Aligns skills with business needs. • Improved training management and coordination. • Most cost effective and efficient use of limited training resources Management Benefits: Workforce Development Program
- 34. 34 Workforce Development Program • 88 Technical. • 15 Business/leadership. • 5 Required classes. Competencies: • Developed and written in collaboration with all 11 Regional design groups
- 35. 35 Workforce Development Program How it works…
- 36. 36 Workforce Development Program • Automated Tool accessed through the Intradot
- 37. 37 Workforce Development Program • Initially collect data, repeat in 6 months and then update once a year • Multiple Personal, Supervisor and Regional reports can be generated.
- 38. 38 Summary 1. What is design (process) and Design (organization). 2. Strategic Planning and Performance Management. 3. Workforce Development.
- 39. 39 • Mobility & Reliability • Economic Development • Sustainability and Smart Growth • Community Vitality • Quality-of-Life • Land Use Practices • Environmental Conditions • Energy Innovative, Quality Design Effects:
Notas del editor
- Opening Remarks
- How does DOT choose which projects to fund? (Source: NYSDOT Internet) This is a complex process that starts with a "transportation need." This might include things such as a high-accident location, connections needed for a new residential or commercial development, a road or bridge in need of rehabilitation, or changes to promote better air quality. These needs surface through local and regional planning studies. Which projects get funded at what time also depends on variables such as the amount and source of money available to the State or a municipality, or what other work is scheduled for the same area. The final capital program is in the form of an agreement between the DOT, the Governor's Office, the Legislature, and the Federal Government. Let the Project Development process begin… https://www.nysdot.gov/portal/page/portal/about-nysdot/faq/projects-to-fund
- How does DOT choose which projects to fund? (Source: NYSDOT Internet) This is a complex process that starts with a "transportation need." This might include things such as a high-accident location, connections needed for a new residential or commercial development, a road or bridge in need of rehabilitation, or changes to promote better air quality. These needs surface through local and regional planning studies. Which projects get funded at what time also depends on variables such as the amount and source of money available to the State or a municipality, or what other work is scheduled for the same area. The final capital program is in the form of an agreement between the DOT, the Governor's Office, the Legislature, and the Federal Government. Let the Project Development process begin… https://www.nysdot.gov/portal/page/portal/about-nysdot/faq/projects-to-fund
- How does DOT choose which projects to fund? (Source: NYSDOT Internet) This is a complex process that starts with a "transportation need." This might include things such as a high-accident location, connections needed for a new residential or commercial development, a road or bridge in need of rehabilitation, or changes to promote better air quality. These needs surface through local and regional planning studies. Which projects get funded at what time also depends on variables such as the amount and source of money available to the State or a municipality, or what other work is scheduled for the same area. The final capital program is in the form of an agreement between the DOT, the Governor's Office, the Legislature, and the Federal Government. Let the Project Development process begin… https://www.nysdot.gov/portal/page/portal/about-nysdot/faq/projects-to-fund
- How does DOT choose which projects to fund? (Source: NYSDOT Internet) This is a complex process that starts with a "transportation need." This might include things such as a high-accident location, connections needed for a new residential or commercial development, a road or bridge in need of rehabilitation, or changes to promote better air quality. These needs surface through local and regional planning studies. Which projects get funded at what time also depends on variables such as the amount and source of money available to the State or a municipality, or what other work is scheduled for the same area. The final capital program is in the form of an agreement between the DOT, the Governor's Office, the Legislature, and the Federal Government. Let the Project Development process begin… https://www.nysdot.gov/portal/page/portal/about-nysdot/faq/projects-to-fund
- How does DOT choose which projects to fund? (Source: NYSDOT Internet) This is a complex process that starts with a "transportation need." This might include things such as a high-accident location, connections needed for a new residential or commercial development, a road or bridge in need of rehabilitation, or changes to promote better air quality. These needs surface through local and regional planning studies. Which projects get funded at what time also depends on variables such as the amount and source of money available to the State or a municipality, or what other work is scheduled for the same area. The final capital program is in the form of an agreement between the DOT, the Governor's Office, the Legislature, and the Federal Government. Let the Project Development process begin… https://www.nysdot.gov/portal/page/portal/about-nysdot/faq/projects-to-fund
- Example of a typical project (85-90%) of all projects (with plans) conform with this model
- Review slide and discuss: Average numbers of projects on the rise over 5 yr avg. Level of complexity, Added process requirements (ROW, Env. Permitting, Public Involvement…)
- Briefly describe the Office: details of each Bureau will follow
- Discuss that the number of projects and their complexity has increased.… From 1996 to 2008 the Office of Design has experienced a 22% reduction in staffing levels (from 1800 to 1200 / 1300 ) - While staffing levels have gone down significantly - And staff experience has diminished… Yet expectations and requirements continue to increase… Majority of new hires are young & inexperienced (compounding the situation)
- Considerable change and priority shifts have occurred of the past 18 years. The pace of change has quickened All the while capital projects, the core means for achieving the Department’s goals continue to be delivered
- 51Hugh CareyJanuary 1, 1975 -December 31, 1982DemocraticMaryanne Krupsak2Mario Cuomo 52Mario CuomoJanuary 1, 1983- December 31, 1994DemocraticAlfred DelBello3Warren M. Anderson(Acting)Stan Lundine 53George PatakiJanuary 1, 1995- December 31, 2006RepublicanBetsy McCaughey Ross3Mary O. Donohue 54Eliot SpitzerJanuary 1, 2007 -March 17, 2008DemocraticDavid Paterson½[23] 55David PatersonMarch 17, 2008IncumbentDemocraticJoseph Bruno(Acting)½[13][24]
- The strategic planning process fundamentals
- The Office of Design’s Strategic Goal is predicated upon the framework of: A performance management approach based on strategy mapping and the Balanced Scorecard methodology (Kaplan and Norton, 1992). The Balanced Scorecard approach links strategic direction with goals, actions and results in a cause and effect relationship. The Balanced Scorecard identifies four primary ‘perspectives’ in which to measure overall performance. The perspectives and indicators, identified in parenthesis, are: Business/financial, (Resource Utilization); Customer, (Internal and External); Internal Processes, (Project Development Schedule Achievement, Quality); and Innovation, Learning & Growth, (Workforce Development, Information Technology, Organizational Effectiveness) illustrated in figure 3. Capital project development and delivery is a Department mission critical function. The project development process advances projects from the approved Initial Project Proposal (IPP) through scoping, preliminary design and completion of plans, specifications and estimates (PS&E). The effect that any implemented project may have on Priority Result Areas is directly related to its type, complexity and objective as decided by programming units prior to it becoming part of the Statewide Transportation Improvement Program (STIP).
- Identify and share successes / best practices; benchmarking and improvement opportunities Long term value development Long term knowledge, skill and proficiency The Performance Improvement Model (Cycle)
- Core Indicators and measures were carefully selected based on strategic direction, mission, planning, value and their cause and effect relationships as a means to best determine if and how strategic goals and objectives are being (or have been) achieved. 1) The Office of Design has been working very hard to define and align its strategic direction; define, measure and manage its performance; and become a learning organization that identifies it's core competency areas to ensure staff are well supported in having state-of-the-art knowledge and skills. The Office's strategic goal states its purpose very well: 'The Office of Design (Regional Design Groups and the Main Office) has a highly skilled and proficient workforce which provides maximum value and quality in the development and delivery of capital projects.' These challenging, yet fundamental business practices are what helps all of us ensure we are accountable and doing all we can to continue to build the trust of the public, our stakeholders and political constituents as we develop and deliver great public works. 2) Executive leadership strongly supports what the Office of Design is achieving in these areas and has worked so hard at. It has set the bar high for other functional areas to emulate and for this we appreciate your efforts and leadership. 3) Establishing a clear direction and sense of purpose positions us well for the challenges and changes that can and will arise. By taking this approach we have a competitive advantage that readies us to successfully meet and respond to the demands and responsibilities that we pride ourselves in.. 4) Working everyday towards such a well developed strategic goal helps ensure we achieve the kinds of results we are proud of. Dedicated staff such as yourselves are the biggest reason why we are able to accomplish so much....
- Conceptual illustration of what ‘perspectives’ are and how they ‘build’ value
- A VALUE ADDED philosophy, strategy and approach This graphic illustrates the various linkages and corresponding levels of detail / line of sight from perspectives to indicators to leading and lagging measures
- Regions have lost key experienced staff through retirements and attrition. Squad leader/ team leaders with less than 2 years (R1, R2, R11) 25% new staff with 2 years or less experience The Office of Design’s WfD Program is a formal, directed, managed activity that the literature indicates, has a big impact on whether and how fast learning and knowledge occurs(1). When learning and knowledge is a systematically directed activity (not just a by-product of normal production) greater improvement is achieved in a shorter period of time. 1. ‘Measuring and Managing Technical Knowledge’, R.E. Bohn, Sloan Management Review, MIT, 1994.
- Read slide and discuss
- Read slide and discuss
- Read slide and discuss
- Read slide and discuss
- Read slide and discuss workflow / process
- Review 3 - 4 key points as ‘take-aways’ Core Roles and Responsibilities Direction and Leadership (highlights) A Knowledgeable, Skilled, Collaborative, Diverse, Innovative, Proficient & Team Oriented Office
- Some of the results - and their outcomes – based on project delivered.