2016 STS - Brian Ness: A Shared Vision

The Need for Change

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Changing GovernmentTo Move at the Speed of Business!

Brian W. Ness Director, Idaho Transportation Dept. President, WASHTO

Your Safety Your Mobility Your Economic Opportunity SCRA March 2, 2016 www.itd.idaho.gov

Megaload in North Idaho2


Megaloads at Port of Lewiston3


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W A S H T O

Western Association ofState Highway andTransportation Officials


Maximize Return on Investment7


The Need for ChangeNot Results-Focused

Too Many Layers of Management

1960s Civil Service Model8

DirectorDeputy DirectorAdministratorsAssistantsLevel 3 Managers

Level 2 ManagersLevel 3 SupervisorsLevel 2 SupervisorsFront Line

Level 1 Program Managers


91960s Civil Service Model


Strategic Goals10Place decision-making closer to where the work is done

Reduce layers of supervisions.

Increase efficiency and customer service

Improve accountability

Focus on the mission:YOUR safety, YOUR mobility, YOUR Economic Opportunity


Building a Foundation of ExcellenceHigher return on investment

Tracking results, not processes

Kept our promises to citizens

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Building a Foundation of Excellence12Removed every other layer of supervision

Reduced workforce by 8 percent

All Performance Indicators are up

Employees more satisfied and productive


Result: Better Services to the Public13

Highways Clear of Snow and Ice During Storms

2010:28% of the time

2016:76% of the time


Nine Steps14


Building a Foundation of Excellence15Setting the direction

Improving the organization

Empowering employees


Vision16

Your Safety Your Mobility Your Economic Opportunity SCRA March 2, 2016 www.itd.idaho.gov 17



Roadmap to ITDs success

Sets the path for the department

Ties ITD goals to Governors plans for IdahoStep 2 Strategic Plan19


Strategic Plan20


Strategic PlanMonitors where we are

Shows where we are going

Shows distance to destination21


Strategic Plan22Your Safety. Your Mobility. Your Economic Opportunity.



Step 3 Accountability / PerformanceMeasuring outcomes and performance, not processes

Performance planstied directly to strategic goals24


Accountability / Performance25



Step 4 RealignmentReduced layers of management

Increased span of control

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DirectorDeputy DirectorAdministratorsAssistantsLevel 3 Managers

Level 2 ManagersLevel 3 SupervisorsLevel 2 SupervisorsFront Line

Current Organization

Chief OfficersAdministratorsManagersSupervisorsDirectorFront Line

Level 1 Program Managers


RealignmentReduced Workforce by 8 Percent

$50 million in Salary Savings

Received AASHTO Presidents Award for Administration28


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Step 5 CredibilityWorked hard to regain credibility

Received state and national awards for excellence

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Credibility32


Credibility33



Step 6 EfficiencyTo be successful, ITD must also be efficient

Making the most fromresources and dollars

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EfficiencyResults:

Innovations and efficiency improvement saved time and money

Funded additional transportation projects36



Step 7 Employee CompensationSalary Improvements:

Attract top performers

Reward employees for their skills and effectiveness

Increase productivityand performance

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Step 8 Employee DevelopmentITDs future workforce will look different

Fewer people

More highly skilled

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Three Categories of Behavior

Passive (Your Agenda)

Aggressive (MY Agenda)

Constructive (OUR Agenda)42

Step 9 Cultural Change


Cultural ChangeITD was primarily apassive/defensiveorganization

Now taking steps towardthe ideal culture, to bemore constructive

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What Does this Mean for You?An our agenda

Yes if rather thanNo, because

Lower Costs46


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Transportation System is Vital to the Economy


Adam Smith The Wealth of NationsOne of the essential duties of government is toerect and maintain public works to facilitate commerce.48


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Investing to Create Commerce


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Improve the data

Develop a process to use the data

Increase the use of cost-benefit and other types of economic analysis in making transportation decisions

Better connect goals, measures, and plans

Improve intergovernmental and interagency coordinationPEW Recommendations


ITDs Strategic Plan focuses on the statesoverall economic goals Strategic Plan

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Performance Measures

LagMeasures

LeadMeasures52vs


Outdated Project-Selection Criteria53How many jobs will be created?


U.S. Government Accountability OfficeSimply assuming that any transportation investment will stimulate and produce long-term gains for the economy is nota sound basis for investment.

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Idahos gross domestic product

Jobs and business revenues

Efficiency in which goods are transported

Travel times for commuting, commerce, recreation, and tourism

What We Measure55


Partnerships with Government and Industry

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Idaho Freight Study

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Standardize the Truck Permitting ProcessUnnecessary differences reduce efficiency58

Your Safety Your Mobility Your Economic Opportunity SCRA March 2, 2016 www.itd.idaho.gov Standardize the Truck Permitting Process59

PRIORITIES: Days and Hours of Operation Pilot Car Requirements Warning Flags Warning Lights Warning Signs


Night Travel Disparities for Over-legal TrucksIDAHO

10 feet wide (max.)

100 feet long (max.)

MONTANA

10 feet wide (max.)

110 feet long (max.)

WASHINGTON

12 feet wide (max.)

105 feet long (max.)60


Pilot Car Disparities for Over-legal TrucksIDAHO

One pilot car if truck is over 12 wide

Two pilot cars if truck is more than 14 wide

MONTANA

One pilot car if truck is over 12 6 wide

Two pilot cars if truck is more than 16 6 wide

WASHINGTON

Two pilot cars if truck is over 11 wide61


Minor Compromises Can Remove Barriers62


The Bottom Line

Facilitate Commerce

StandardizeRequirements

Improve Government to Better Serve You


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Education

2016 STS - Brian Ness: A Shared Vision