I would like to define some of the challenges we face and start the discussion on how to meet them. Before we can begin we need to describe what our responsibility is as a Region. Below are some of Cory's comments taken from our Region One website.
"In Region One we manage 942 centerline miles and 2655 lane miles of state roadway. Region One also includes two national forests, one national historic site, seven state parks and three state highways designated "Scenic Byways." Our responsibility is to construct and maintain state roadways in the safest, most efficient manner possible. Our highways are one of the most valued public assets. They provide for the movement of people, goods and services and benefit the local populace as well as visitors to our state. Our customers - the cities, counties and all road users - are important to UDOT and are encouraged to provide feedback and work with us to provide the best roads possible."
Our challenge as a Region is to maintain 942 Centerline miles and 2655 lane miles of roadway with a budget that cannot address all of the needs of such a system. We have all heard that we must do more with less and that the budgets are getting smaller while the needs are increasing. Some customers have asked UDOT to build roads without inconveniencing traffic at all. We have also heard the old adage "That necessity is the mother of invention". We have all become inventors at some point during our time at UDOT. Inventing new ways to save money and still get the job done. We look at what our customer's expect and invent ways by which we can meet those expectations. ABC bridge construction, P+T , CMGC, and design build are just a few inventions that UDOT has used to deliver projects. The new design networks, advances in design software, Projectwise, and digital signatures are ways meant to improve our internal design processes. With every project we invent ways to make it work as fast as possible within budget. The challenge to maintain our system is getting harder every year as the demand increases and the budget decreases. No matter what the circumstances no one in our Region will settle for nothing short of the best. Our traveling public expects the same level of service that they have always gotten, but they want it quicker and cheaper. We are always looking at inventing "new" ways to address the needs, so improving our process is not just an option it is a necessity. We cannot do things the same as always, in fact we can't do things like we did just yesterday. Determining risk and inventing new processes must be our mode of operation not just a one time thing. We must use what we have learned in the past to invent ways to innovate for the future. The innovations that each of you come up with will lead us into the future and improve the quality of life in Region One. This is not an easy task, but I feel that Region One Preconstruction is up to the challenge and can go beyond just making it work. As a team we can make it work better than before.
"We are Working for Tomorrow".
All very well said, but I think more difficult to implement than you have implied. Doing as much with less may involve consideration of “radical” ideas such as “Construction with Design Exceptions” and “Practical Design”. But this is easier said than done. There is considerable institution resistance to such things that I think you are underestimating or not acknowledging. Without creative and eager “innovation”, eventually, a leader may come in and rule by decree, with great gnashing of teeth, whip-cracking, demotions, and bruised egos. Tribes will separate and a political battle of wills may ensue. Doing as much with less may prove to be painful. It sounds medieval, I know.
ReplyDeleteI meant to say "institutional", and I didn't mean to imply that you would willfully neglect to acknowledge this phenomenon, just that you didn't expound upon it in your post. And yes, I'm also trying to "stir up" a thread on this topic. Bring it on!
ReplyDeleteI agree the difficulty of work under these circumstances is high, but from my perspective over the years UDOT has always done more with less. My confidence in our abilities to make the needed institutional changes comes from what the public demands and if nothing else we are an institution that responds to those demands. This has been evident looking at some past experiences. The public demands clear and dry roads in the winter so we provide them even when budgets are thin and we say we can’t, it still happens every winter. The public demanded improved safety and data shows that we are improving safety (Zero Fatalities is having an impact). We have found ways to make safety improvements even when the projects require design exceptions or budgets aren’t there to address needs. The public demands that we reduce traffic impacts on construction projects. The public always wants it better and cheaper and what they want matters to our institution. Descent will keep us honest so I am not afraid of differing opinions, but the final result will be what the public demands from us. My job is to inspire you to implement your ideas and not be afraid of failure. I will always ask the question “what can we do better?”
ReplyDelete"You prepare for glory by failing until you don't!"
Greg Ferguson