March/April 2004
Resource Center Goes National
by Steve Moler, Marie Roybal, and Gary Strasburg
Four FHWA regional centers become one national center operating through
virtual teams that can be placed anywhere across the country.
The challenge was a section of I–10 through San Antonio, TX, where the highway was to be widened over an existing culvert
that was structurally unable to support the weight of traditional
embankment fills. The Texas Department of Transportation (DOT) was
dissatisfied with the identified solution using a reinforced concrete mat
supported on drilled shafts to span the culvert and support the embankment fill.
So the agency approached the Federal Highway Administration's
(FHWA) Texas Division Office, which turned to the FHWA Resource
Center's geotechnical engineering and hydraulics technical service team for
an innovative solution. The team suggested constructing an
embankment using expanded polystyrene (EPS) geofoam blocks as a lightweight
alternative. With about 1/100th of the weight of soil, the geofoam fill
could be easily supported by the existing culvert. State and Federal
engineers estimated significant project savings in time, money, and manpower.
Cost savings alone were estimated to be more than half of the $8 million
for the original design.
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(Above) Workers place geofoam blocks for an approach
embankment in Boston. On a Texas project, FHWA's Resource Center
suggested that geofoam be used because it has a unit weight of less than
0.9 kilogram (2 pounds) per 0.028 cubic meter (1 cubic foot).
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One year into its reorganization, FHWA's newly consolidated
Resource Center provides technology deployment, training, and
technical expertise for transportation customers
nationwide. Innovative solutions to complex problems and
world-class technical expertise are what FHWA's Resource Center does best.
"With this new functional and organizational structure, FHWA
will be better able to embrace new ways of thinking and to support
program delivery with technical assistance and technology deployment
across the Nation," says Glenn Clinton, manager of the Resource Center office
in San Francisco. "We have enhanced our ability to deliver better,
more timely service to our customers."
Evolution of the
Resource Center
The Resource Center was formed in 1998 as part of a major
reorganization that included restructuring headquarters into 13 new
offices, eliminating regional offices, and delegating program authority to
the agency's 52 division offices. The division offices directly
administer the Federal-Aid Highway Program in each State and in the District
of Columbia and Puerto Rico. Under the 1998 reorganization, the
four Resource Center officeslocated in Atlanta, GA; Baltimore, MD;
Olympia Fields (Chicago), IL; and San Francisco, CA served as a repository
of technical expertise but held no delegated authority for program
issues. The four offices' technical specialists provided expertise in various
disciplines to headquarters, division offices, and local and State
transportation agencies, within specific geographic boundaries.
Two years later, in January 2000, FHWA conducted an assessment
to determine how the 1998 reorganization was faring. This
assessment, which used information from 160 focus groups and structured
interview sessions with external stakeholders and FHWA employees,
confirmed the effectiveness of FHWA's restructuring. The assessment of
the Resource Center revealed that its reorganization was successful as
well in many ways. For example, eliminating the regional offices and
replacing them with the four resource center offices generally was seen as positive.
The assessment also indicated, however, that the agency needed
to make further adjustments to the Resource Center to meet
customer needs more efficiently. Some functions of the four offices needed
refinement. FHWA formed a steering committee, which
recommended establishing "centers of excellence"
or teams of expertise. Each team would provide technical services in
particular discipline areas, such as environment or structures. But instead
of maintaining this same expertise in each of the four Resource
Center locations, the teams would serve the needs of the entire country in
each of their technical areas. Each of these Technical Service Teams (TSTs)
contained a "critical mass" of expertise that could be deployed quickly
anywhere in the United States.
To help hold all of this together, a board of directors was established
to set the overall direction of the consolidated Resource Center.
The board defines the skill and service mix provided by the four offices
and ensures that this corporate resource is used effectively to balance
the needs of headquarters and the field.
Through implementing the recommendations of the steering
committee, the Resource Center evolved from a traditional management
structure in which each of the four geographically located offices
provides the same services to a centralized structure in which specialized
teams service the entire Nation.
Designed to provide technology deployment, training, and
technical assistance, the reorganized Resource Center was built around
the concept of a manager overseeing core staff in each of the four
office locations and specialized teams of experts who would respond
to customer needs throughout the Nation. These TSTs would be
unconventional in the sense that team members would all report to
the same team leader but would not occupy the same office space.
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The use of expanded polystyrene (EPS) geofoam as
a lightweight fill material for highway embankments on
the Boston's Central Artery/Tunnel Project originated at
the suggestion of FHWA.
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The dispersed or virtual nature of the TSTs enables them to
coordinate responses to requests from customers across the Nation
quickly. Although the offices may be hundreds or even thousands of
miles apart, each team member works as part of a cohesive unit. This
structure enables team members to align goals and activities with a
national scope, yet continue to provide tailored services to customers on
a local or regional level and draw upon the national team for
best practices and additional expertise.
Contacts for Information Services Provided by Each Office
Gary Corino
Resource Center Manager
61 Forsyth Street, Suite 17T26
Atlanta, GA 30303
Phone: 404–562–3570
Fax: 404–562–3700
E-mail: gary.corino@fhwa.dot.gov
Joyce Curtis
Resource Center Manager
10 South Howard Street, Suite 4000
Baltimore, MD 21201
Phone: 410–962–0093
Fax: 410–962–3655
E-mail: joyce.curtis@fhwa.dot.gov
William R. Gary White
Resource Center Manager
19900 Governors Drive, Suite 301
Olympia Fields, IL 60461
Phone: 708–283–3500
Fax: 708–283–3501
E-mail: gary.white@fhwa.dot.gov
C. Glenn Clinton
Resource Center Manager
201 Mission Street, Suite 2100
San Francisco, CA 94105
Phone: 415–744–3102
Fax: 415–744–2620
E-mail: glenn.clinton@fhwa.dot.gov
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Reorganization a Success
The Resource Center's new operating plan was in place by July
2003. Under the new structure, the team leaders for the Resource Center's
11 specialized TSTs are assigned to the office that houses their
particular specialty. The grouping of specialties in each office "is based on the
interdependence of disciplines and the synergy that can be gained
while working with others in related fields," says Joyce Curtis, the
Resource Center manager in the Baltimore office.
For example, the San Francisco office provides air quality,
environmental, and planning technical services. Olympia Fields, the
Resource Center office near Chicago, concentrates on technical services in
operations as well as safety and highway design. The Baltimore
office pairs the specialty of hydraulic and geotechnical services with
structures technical services and also includes civil rights. In the
Atlanta office, the focus is on construction and project management,
financial technical services, and pavement and materials. The pairings of
topics that are interrelated, like construction and
pavements, facilitate deploying technology and
innovation in the field.
Working with Virtual Teams
"The restructured organization is clearly a change," says Don
Cote, environment technical service team leader. "It allows us to use
human resources on a national level bringing the best expertise to a
problem wherever it is nationally."
As the concept of a virtual team is put into practice throughout
the Resource Center, various advantages emerge. "Because some team
members aren't physically located in the same office as the team leader,
we can provide superior, timely service over a wider area while still
maintaining team interaction and dynamics by effectively using the latest
in communications technology," says Gary White, manager of the office
in Olympia Fields. Having team members located throughout the
country enables staff to develop an understanding of regional issues,
which helps them better serve customers.
Most teams include specialists and dedicated backups. Team
members have a specialty or "primary technology" that may require most of
their time, but they also assist other team members as a backup. That way,
if one specialist is overloaded with requests, customers are not left
waiting. Instead, another team member with similar skills steps in to
assist customers. At times, there also can be a geographic benefit to using a
secondary specialist. "Every one of us in the Resource Center has a
national customer base," says Susanna Hughes Reck, technology deployment
specialist for the San Francisco office, "yet we typically develop a
familiarity with regional issues, too."
On many occasions, she notes, an employee in San Francisco can
better serve customers in Sacramento, because not only are they
physically located closer to the customer, which makes for timelier and
more cost-effective service, but also because of that proximity the San
Francisco employee typically will be more knowledgeable about the
issue. Partnering the specialists also keeps team members from
becoming pigeonholed and allows for succession planning.
There also are advantages from a management standpoint. "The
structure of a virtual team helps show more trust in the employee,"
says Operations TST Team Leader Martin Knopp. Advances in
communications technology such as e-mail, the Internet, and conferencing
that uses video, telephone, or Web technologiesmake the virtual
team possible. "With my office phone forwarded to my cell phone,
a laptop, and a PDA [personal digital assistant], I can work from
anywhere," says Silas Nichols, a member of the hydraulic and
geotechnical TST. Since many team members are frequently on the road
providing assistance or training, or presenting at meetings or conferences,
staying connected is critical.
Without walk-in access to each other, team members and their
managers need to make an effort to keep communication flowing.
According to Knopp, this structure "forces
team members to talk to each other." Using videoconferences for
regularly scheduled staff meetings and relying on phone and e-mail
communications are techniques that help maintain the cohesiveness of a virtual team.
"With the Resource Center's emphasis on the deployment of
technology and the promotion of innovative practices," says Gary
Corino, Resource Center manager in the Atlanta office, "it's entirely
appropriate that we use the innovative concept of virtual teams and
harness state-of-the-art technology to work effectively and efficiently."
"The technology is helpful," says Shoukry Elnahal, team leader for
the structures team, "but nothing beats the personal touch. You have
to balance the two."
Periodic visits to each team member, holding face-to-face
meetings with all team members present, attending conferences together,
and giving each teammate equal attention is paramount to keep a
virtual team together.
How to Contact Resource Center Team Leaders
Resource Center expertise is available to assist
in maintaining the Nation's more than 4 million miles of streets and highways and keeping 600,000 bridges in
the United States in safe and serviceable condition. The Resource Center's 11
technical service teams, team leaders, and their contact information are listed below.
Colors represent FHWA's "vital few" priorities of safety, congestion mitigation,
and environmental stewardship and streamliningthat each team supports.
Congestion Mitigation
Construction and Project
Management
G. Rob Elliott, PE
404–562–3941
rob.elliott@fhwa.dot.gov
Finance Technical Service
Thay Bishop
404–562–3695
thay.bishop@fhwa.dot.gov
Operations Technical
Service
Martin Knopp
708–283–3514
martin.knopp@fhwa.dot.gov
Pavement and Materials
Monte Symons
404–562–4782
monte.symons@fhwa.dot.gov
Structures Technical
Service
Shoukry Elnahal
410–962–2362
shoukry.elnahal@fhwa.dot.gov
Safety
Hydraulic and Geotechnical
Technical Service
Peter Osborn
410–962–0702
peter.osborn@fhwa.dot.gov
Planning Technical Service
Lisa Randall
415–744–2649
lisa.randall@fhwa.dot.gov
Safety and Highway Design
Technical Service
Patrick Hasson
708–283–3595
patrick.hasson@fhwa.dot.gov
Environmental Stewardship
And Streamlining
Air Quality Technical Service
Bob O’Loughlin
415–744–3823
robert.o’loughlin@fhwa.dot.gov
Environment Technical Service
Donald Cote
415–744–2650
don.cote@fhwa.dot.gov
* The Civil Rights Technical Service Team, located in the Baltimore office,
is not listed above because it is interwoven into the different aspects of
the "vital few" priorities.
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Putting Expertise into Practice across the Nation
When officials at Great Smoky Mountains National
Park in Tennessee and North Carolina wanted to study
potential intelligent transportation systems (ITS) solutions
to improve mobility, park administration requested assistance from the Eastern
Federal Lands Highway Division (EFLHD), which organized a workshop
and coordinated within FHWA for local representation and support from
the operations TST.
The operations TST's rural ITS specialist, Keith Trimels, is based
in FHWA's Wyoming Division. (Although he is located in a
division office and not physically in one of the Resource Center
locations, Trimels works partly for the Resource Center and partly for
the division office a virtual office hybrid.) Physically sending
Trimels across the country from Wyoming to the Tennessee-North Carolina mountains was impractical,
even though this was his main field of expertise.
Specialties of Resource Center Locations
- San Francisco: air quality, environmental, and
planning technical services
- Olympia Fields (near Chicago): operations technical services,
and safety and highway design technical services
- Baltimore: hydraulic and geotechnical services,
structures technical services, and civil rights
- Atlanta: construction and project management, financial
technical services, and pavements and materials
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Instead, Trimels coordinated with his virtual team backups,
Road Weather Management and Asset Management Lead Ray Murphy,
who works in the Olympia Fields office, and Security and Disaster
Preparedness Lead Jeff Van Ness, who works in the Baltimore office. Van Ness,
the closest in physical location, attended the workshop and worked
alongside representatives from the National Park
Service, EFLHD, and the FHWA division office while Trimels
and Murphy provided long-distance support when needed.
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FHWA Resource Center technical training experts
review the details of a presentation. |
According to Operations Team Leader Knopp, a
followup call revealed that the customer was
appreciative of the assistance and felt that he had received the support of
the whole operations TST. Knopp believes that customers should see
the entire operations team and FHWA through the support of each
TST individual team member.
The finance TST's approach to helping customers perform
consultant audits is an example of Resource Center expertise
focused on a problem of national scope. Public accounting firms
were struggling to perform State audits of consulting firms without
uniform guidance. At the same time, many State DOTs were
outsourcing audits because of internal downsizing and an increase in the use
of consultants. To add more confusion, consulting firms
frequently were doing business in multiple States with different rules.
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Workers place high-performance concrete (HPC) on a bridge deck in New Hamphire. The Resource Center recently held an internet conference on HPC.
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The finance TST worked with State DOTs to develop a
Uniform Audit & Accounting Guide that
is used by State auditors and public accounting companies that
perform audits of consulting firms. Endorsed by the American Association of
State Highway and Transportation Officials (AASHTO), the guide is available
on AASHTO's Web site, and it provides an easy-to-use index with access
to Federal regulations, authoritative literature, and other useful
information for performing consultant audits. This audit tool was accepted
by all State highway agencies and is being used by their auditors and
by public accounting firms. Consulting firms use the guide to
understand allowable costs.
In addition to updating the guide, the finance TST offers onsite
training for consultant auditors and contracting officers. This training and
the guide have increased audit efficiency and shortened the time spent
answering questions from accounting firms contracted to outsource
auditsall of which adds up to a savings for the States.
Training on another topic with a national scope low-cost safety
improvements recently was presented by the safety and highway
design TST. At the request of a division office and State DOT, the
Resource Center developed and piloted a 1-day workshop, then taught three
courses in the State with division office and State representatives attending in
a "train-the-trainer" capacity.
"The workshop," says Team Leader Patrick Hasson, "is already generating a
great deal of attention in other locations around the country."
Similarly, when the California Department of
Transportation (Caltrans) and metropolitan
planning organizations (MPOs) asked FHWA to provide assistance on the topic
of effective congestion management systems (CMS), the
Resource Center's planning TST answered the call by providing a customized
1-day training session. "The course provided excellent background
and fundamental materials for effective CMS and case studies from
across the Nation," says Pat Weston of Caltrans.
Because instructors had real-world experience in planning and
engineering, and attendees found added practical insights and value in the
course, California asked the trainers to come back to present a 2-day course.
The target audience will include MPO staff and the DOT planners and
traffic operations engineers.
In another recent training project, the Alaska Division Office asked
the environmental TST to provide training and support in
understanding the Federal-Aid Highway Program and the National
Environmental Policy Act (NEPA) to the Alaska DOT, which had undergone
significant changes recently. In September 2003, two onsite training sessions
were offered, one for staff-level members of the DOT and the second
a daylong executive briefing. According to Team Leader Cote, the
training was well received by the participants, and the project
provided exactly what was needed when it was needed. The training, says
Cote, "enhanced understanding of the process for all involved." This
form of short, rapid-response training also complements the National
Highway Institutes' (NHI) courses, many of which also are taught by
Resource Center experts.
In addition to training, the Resource Center often is a useful
facilitator for sharing information. A recent Internet conference
on high-performance concrete (HPC) provides a clear example. As
State DOTs use more HPC to prevent deterioration of reinforced
concrete bridge components (caused by salts and deicing chemicals used
during inclement weather and to slow the penetration of moisture,
chloride, and other aggressive ions), lessons learned will prove to be valuable.
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The FHWA Resource Center at Olympia Fields
recently piloted a workshop on implementing low-cost
safety improvements like this activated flasher that warns drivers
as they approach a sight-restricted intersection.
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To communicate these lessons learned, the structures TST hosted
a 5-hour Internet conference on HPC technology implementation
involving more than 1,000 bridges in the mid-Atlantic and Northeast.
Fourteen States, the District of Columbia, and the FHWA Federal
Lands Bridge Office made presentations detailing current HPC projects,
past problems and solutions, and ongoing research. More than 50
conference attendees traveled no farther than their own computers to hear presenters while viewing PowerPoint® slides and other
visual media. Implementation tips ranged from findings that silica fume
and fly ash work best for HPC decks to temperature match curing
provides more accurate strength results. By facilitating this information
exchange, the structures TST was able to provide a tightly focused
snapshot of the state of the practice regarding HPC implementation.
Better still, it all occurred over the Internet and required
neither travel time nor expenses beyond normal work hours to attend
the conference.
Applying the Best Resources
The development of TSTs with teams that contain national
topic experts "allows us to put the best resources to the problem at
hand without focusing on geography," says Cote. This national presence is
a direct result of the Resource Center's reorganization. FHWA
division offices act as gateways to the Resource Center; however,
State transportation staff also may contact the center directly. For
additional information on the Resource Center, its offices, TSTs, staff, or other
information, visit the Resource Center Web site at www.fhwa.dot.gov/resourcecenter.ontacts for
Steve Moler is the public affairs specialist at the Resource
Center office in San Francisco, where he provides customers with
expertise in public relations, media planning, media relations, and
community outreach. Moler also is an instructor for the FHWA media training
course. He holds a B.S. in journalism.
Marie Roybal, marketing specialist at the Resource Center office
in Olympia Fields, joined FHWA in 2001 after working in the
private sector for 8 years. Her experience includes public relations,
marketing communications, special events, and services marketing. She holds
both an M.B.A. and an M.S. in marketing.
Gary Strasburg is the public affairs specialist for FHWA's Resource
Center office in Atlanta. He has been with FHWA for 2 years, and his
previous experience includes more than 18 years of public affairs work with
the U.S. Air Force and Air Force Reserve.
Other Articles in this issue:
Hyperfix 65/70
Coordinating Incident Response
Erosion Control with Recycled Materials
Glenwood Canyon 12 Years Later
A Tale of Two Canyons
Spotlight on the South
The AIRS Approach to Analyzing Intersection Crashes
Resource Center Goes National