Feb 23, 2016
Advocate Workshop Presentation Planning Associates 2012 Team 1 Practicum
What to Expect When Youre Expecting a Charette
US Army Corps of EngineersBUILDING STRONG2
Civil Works TransformationPlanning ModernizationWhy are we here?Infrastructure ManagementMethods of DeliveryBudget PrioritizationBUILDING STRONGThe big WHY ARE WE CHANGING.as time goes by this will stop being saidThe Corps and our Civil Works program are at a critical tipping point based on the countrys physical and fiscal condition. Civil Works Transformation is our signal that we stand ready to address the present conditions that are challenging our agency, our infrastructure and our countrys ability to sustain itself. This initiative has generated momentum that is rippling through our organization, allowing our agency to step up and take on the responsibility to evaluate our Civil Works process and demand transformation. The response has created the Four Pillars of Transformation: Planning Modernization, Budget Prioritization, Asset Management and Methods of Delivery. Planning Modernization is the pillar that pertains to our agencys planning process and it has ignited SMART Planning, which is now being rolled out through interactive charettes. The charette is one of the tangible ways in which the PDTs can learn, contribute, and can touch Planning Modernization at the District level. Our agency must progressively plan, evolve and become much more agile to survive the current national conditions.
In time the Why are we here? discussion will transition into this is why this process was needed, i.e., in 2008 there was an economic collapse etc. ..climate change was in its infancysea level rise has it predictions etc2Purpose of the CharetteIs to help the PDT move forward toward completing a SMART feasibility study and ensure that the Vertical Team is aligned with the proposed direction.BUILDING STRONGDescribe the Purpose of the Charetterelevant to our projectRemind the PDT that the charette is interactive
Transition to next slide: The first thing you do to prepare for the charette is write up your 7 Pieces of Paper.
3Seven Pieces of PaperTell the Storyof the Study based on EXISTING data only.
Must be developed with the whole PDT.The Seven Pieces of Paper form the heart of the decision document.
Problems & Opps Objectives & Constraints Decision Criteria Key UncertaintiesWithout Project Condition6. Measures7. Formulated Plans
BUILDING STRONGCopied from charette handbookThe charette will include focused exercises that include examining the studys decision context as a foundation for the feasibility study report. The Seven Pieces of Paper exercise is one tool to help the PDT focus on the foundations of the study. This exercise is most useful when the Pieces of Paper are developed by the entire PDT, rather than one person. In seven pieces of paper (or seven power point slides), the PDT should tell the story of the study. This should be based on existing information / decisions no new data generation or writing should be required; excerpts from existing writing, when appropriate, should be used (e.g., any study documentation already produced). Blank pieces of paper are OK. If a study is early in the six-step planning process, these statements may not be very refined, or there may not be information for all seven pieces of paper. Problems and Opportunities. What is the federal interest? The Corps interest?Objectives & Constraints. What does success look like?Decision Criteria. How will you measure success? Evaluation Criteria, Comparison Criteria, Selection Criteria. Key Uncertainties.Without Project Condition. What will it be/look like if we do nothing?Measures Screened. This is what we considered to meet the Objectives & Constraints; explanation of measures screened out.Formulated Plans under consideration. These seven pieces of paper form the heart of the decision document the report synopsis and ultimately the feasibility study report.
4Charette Expectations & OutcomesTypical Products Include: A Decision Management Plan A Risk Register Report Synopsis
Other Outcomes May Include: Clear Planning Objectives A focus on the Tentatively Selected Plan and the Locally Preferred Plan only
The charette is not just an exercise!!
BUILDING STRONGThe charette is not just an exercise. Its actually applied to your project.
What they develop in the charette will be used in the next steps of their study
Report Synopsis DescriptionFrom the initial draft Report Synopsis output from the Scoping Charette to the final Report, the key to developing a quality concise report is to develop the report from the beginning of the study process.
Every product developed for study milestone meetings with the Vertical Team or HQUSACE Senior Leadership should tell the story of the problem and the process to develop a project to address that problem. Those products will either be a part of the feasibility study report itself or will serve as important documentation of the process and decisions that support the story being told in the report (e.g., the risk register and the decision log).The PDT will develop of the Feasibility Report in iterations, with the draft report growing over time and confirmed at each milestone.Scoping Charette first draft of Report Synopsis based on available data and planning expertise. The Report Synopsis document is intended to follow the study through all levels of the planning process. Studies early in development will not have enough information to complete each section. Enter the appropriate data as it is developed.
Alternatives Milestone Meeting updated Report Synopsis reflecting information developed from a second iteration of the six-step planning process.TSP Milestone Meeting draft Report tells the story of the Problem, the alternatives considered, the without project conditions, and the rationale for the agency selected plan.
Final Report Milestone Meeting Final Report includes updated detail on the recommended plan, including cost and engineering detail.Planning SMART Guide, Developing the Feasibility Report: http://planning.usace.army.mil/toolbox/smart.cfm?Section=8&Part=6
5Specific, Measurable, Attainable, Risk-informed, TimelySMART Planning Basics Decision based planning Focused on making the next decision while scoping for the decision after that. Managing uncertainty (and budgets and schedules) to allow for making planning decisions with uncertainty.
Decisions under uncertainty. The Goal is 3x3x3BUILDING STRONGEmphasize that even if a project fits into 3x3x3 using SMART Planning could streamline the project even further.6
SMART Planning Decision Point MilestonesBUILDING STRONGEncourage the team to let go of all the former nomenclature of traditional planning and exclusively use SMART Planning language and decision points.Take the DPs from the SMART Guide submittal reqs for each DP here at the DPs, you should be able to
76 Step Planning Process
BUILDING STRONGAnd now we will talk about the 6 Step Planning Process that will be later applied in the exercise 8Step 1 Identifying Problems and OpportunitiesProblems: Existing, negative conditionsExample: Flood damages in the commercial section of Glendive, Montana.Opportunities: Focus on desirable, future conditions.Example: Restore native fish species in the lower Yellowstone River.Objectives: Statements that describe the results you want to get by solving the problems and taking advantage of the opportunities you identified.Example Reduce (effect) flood damages (subject) in the City of Glendive (location) through the year 2030 (time/duration).Constraints: Statements about things you want to avoid doing, or things you cannot change, while meeting your objectives.Example Avoid effects on habitat of the Federally endangered pallid sturgeon in the lower Yellowstone River.BUILDING STRONGAdvocate can change any examples provided above9Step 2 Inventory and ForecastInventory: Describe historic and existing conditions.
Forecast: Informed guess about the future, a future condition or scenario. Used to define the base condition, future without project condition and the future with project condition.
BUILDING STRONGStep 3 Formulating Alternative PlansManagement Measure : Feature or activity that can be implemented to address one or more planning objective.Examples: Levee, fish passage, flood proofing homes, recreation trail
Alternative Plan : One or more management measures functioning together to address one or more objectives.
BUILDING STRONGStep 4 Evaluating Alternative PlansHow do you evaluate plans? Forecast the most likely with-project conditionCompare each with-project condition to the without- project conditionCharacterize effects (difference between with and without project conditions)Magnitude, location, timing/duration, appraisal (good/bad)Qualify plan for further consideration (pass/fail)
BUILDING STRONGStep 5 Comparing Alternative PlansCompare plans against each otherBenefit Cost RatioCost Effectiveness/ Incremental Cost AnalysisTrade-off Analysis
BUILDING STRONGStep 6 Selecting a PlanWhat are your choices?No ActionNED/Most Cost EffectiveLocally Preferred PlanOther?
BUILDING STRONGDecision Management Plan
Waiting for feedback from Charlie YoeThe Planning Decision to be MadeSequence of Events RequiredCriteria for DecidingDecision MakersSchedule for DecisionDecision Summary (to be completed when decision is made)
1-5 are done at charette, 6 when decision is madeThe DMP belongs to the entire Vertical Team not just the PDT
BUILDING STRONG15Risk RegisterGrades risk in terms of:Likelihood of occurrenceSeriousness of impact on study