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Daniel D’Angelo, P.E.Director, Office of Design

New York State Department of TransportationJune 4, 2008

Executive Briefing

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1. What is design (process) and Design (organization).

2. Strategic Planning and Performance Management.

3. Workforce Development.

Objectives

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Daniel D’Angelo, P.E. Background

• MO - Executive Management Assistant to Chief Engineer (7 yrs),

• BS, Civil EngineeringUniversity 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

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• Capital Project Delivery & Bridge Safety Assurance

• Organization Overview

• Main Office and Regions

1. What is Design?

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ConstructionPlanning

Design

Project Planning and

InitiationScoping

PreliminaryDesign

(Phases I-IV)

FinalDesign

(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

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ConstructionPlanning

Design

Project Planning and

InitiationScoping

PreliminaryDesign

(Phases I-IV)

FinalDesign

(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

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ConstructionPlanning

Design

Project Planning and

InitiationScoping

PreliminaryDesign

(Phases I-IV)

FinalDesign

(Phases V-VI)Construction

Identify design alternatives & select final design solution

Design Approval

DesignApproval

Final DesignReport

DesignAlternatives

Determine EA / EIS

PublicInput

AgencyInput

Capital Project Development Process

Design

T&S Stru Env GeoLA RE

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ConstructionPlanning

Design

Project Planning and

InitiationScoping

PreliminaryDesign

(Phases I-IV)

FinalDesign

(Phases V-VI)Construction

Final contract documents (detailed design, specifications & estimate)

PS&E Let & Award

Advanced DetailPlans

ROW /MPT

DetailedDesign

Final Design

PS&E/Letting

Capital Project Development Process

PublicInput

AgencyInput

Design

T&S Stru Env GeoLA ConsRE

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ConstructionPlanning

Design

Project Planning and

InitiationScoping

PreliminaryDesign

(Phases I-IV)

FinalDesign

(Phases V-VI)Construction

Project Completion

ConstructionStart

ConstructionComplete

ConstructionSupport

Capital Project Development Process

PublicInput

Construction Support

T&S Stru Env GeoLA RE

Designers of record to support construction build out

AgencyInput

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Project Scoping

Preliminary Design/

Environmental Studies

FinalDesign

R.O.W. AcquisitionBid/Award

ConstructionSupport

2001 2002 2003 2005

6/02 05/03

2000

06/022/01

11/03 12/03

1/0412/05

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)

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• 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

2423

30

44

19

40

26

29

16

3230

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

Proj

ects

Average 02-07

SFY 07-08

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Resource Utilization TrendsNumber 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

Perc

enta

ge o

f Tot

al F

Y Pr

ogra

m

% of Projects

• More complex projects in future program.

Source: Consultant Management Bureau, Office of Design

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Staffing Levels

Source: Budget Bureau

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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

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• 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

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Main Office Strategic Direction and Prioritiesusing 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

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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!

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Organizational change and being responsive to it most effectively is part of the Office of Design’s strategic focus

History of Department Leadership & Strategies

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0

10

20

30

40

50

60

70

1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000

RHAAAA

MBTA FWCA

HSBAA

FIFRA

CAA

AHPA

LWCF

CAA

WA CRASWDA

HBA*NHPA

*4(f)FAHA

FAHAFAHA

*CAA

*WSRA

EAA*NEPA

RRAURA

WBA*CWA

CZMA*ESA

SDWA

FNWA

MSFCMARCRA

CWA*EO11990

EO11998

ARPA*CERCLA

ANILCALAA

FPPACBRA

HSWASDWA

EWRACWA

URASTURAA

STURAANAGPRA

CZARAADA

CAA

ISTEA

SNRTA

EO12898

EO13007SDWA

EO13061EO13089

*TEA-21EO13112

EO13148EO13186

CAA

Federal Environmental Legislation and Executive Orders Affecting Transportation

CUM

ULA

TIVE

NU

MBE

R O

F LA

WS

AND

AM

END

MEN

TS

YEARPrepared 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)

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Organizational Direction & Alignment

• Strategic Planning aligns process activities with goals which helps us to achieve desired results.

• Regional Design Meetings - Communication & Coordination

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‘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

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• 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

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• 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

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Office of Design’s ‘Balanced Scorecard’

Learning and Growth

Internal Processes

Customer

Business / Financial Results

Learning and GrowthWorkforce Development Information Technology Organizational Effectiveness

Project Development Schedule Achievement Quality

Internal Processes

ExternalInternal Customer

Efficiency of Resource Utilization per Project TypeBusiness / Financial Results

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Learning & Growth

Internal Processes

Customer

Business /Financial

PerspectivesOffice of Design’s Detailed Indicators & Measures

Stra

tegy

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

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3. Workforce Development• What it is

• What it is not

• Where we are

• Where we are going

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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…

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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…

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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.

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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.

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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:

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• 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

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Workforce Development Program

• 88 Technical.

• 15 Business/leadership.

• 5 Required classes.

Competencies:

• Developed and written in collaboration with all 11 Regional design groups

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Workforce Development Program

How it works…

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Workforce Development Program• Automated Tool accessed through the Intradot

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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.

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Summary1. What is design (process) and Design

(organization).

2. Strategic Planning and Performance Management.

3. Workforce Development.

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• Mobility & Reliability• Economic Development• Sustainability and Smart Growth• Community Vitality• Quality-of-Life• Land Use Practices • Environmental Conditions• Energy

Innovative, Quality Design Effects: