Title:

Description:

The desired outcome and expected final product of this research is to develop a technical
memorandum that summarizes findings from a research scan of existing TSMO plans and current
emerging technology research to identify interdependencies and relationships. The goals of this
research is to: 1) provide a resource for integrating emerging transportation technologies into
TSMO planning; and 2) integrating performance management and systems impacts analysis around
emerging transportation technologies into TSMO planning. (This Research Needs Statement was drawn from a Systems Management and Emerging Technologies Research Roadmap because of its overlap with performance management.)

Literature Search Summary:

Current research around TSMO plans looks at feasibility, resiliency, asset management, and how some
states are integrating technology into their TSMO plans. This does not address performance measures
of technology or how TSMO plans are assessing the integration of technology. Further, existing
research in emerging transportation technologies is focused on impacts on data, workforce training,
best practices, and asset management. There is no research about determining performance measures
for these technologies or how to apply those to existing state agency efforts. There are two gaps
addressed by emerging technologies into the context of performance measurements and one that uses TSMO plans to inform that process.

Research Objectives:

Research focus areas include current standards research and emerging technology management tools, task forces, and regulations. To successfully complete this research, the following key tasks will need to be completed:
• Conduct a national scan of state TSMO plans
• Review best practices for how TSMO plans can integrate emerging transportation technologies
• Look at existing case studies of how states use their TSMO plans to test or deploy emerging transportation technologies
• Synthesize and merge research around performance metrics and management for emerging transportation technologies
• Identify applicable research conducted by USDOT and AASHTO/TRB committees
• Develop 5-6 case studies showcasing the relationship between TSMO plans and existing research

Urgency and Potential Benefits:

States have a clear interest in integrating TSMO plans into existing agency functions. TSMO plans are becoming core functions of transportation agencies and to permanently accommodate these programs, agencies are developing TSMO plans that outline strategic, programmatic, and tactical visions with the necessary steps to achieve this vision. This includes outlining business cases, program performance measures and goals, organizational structure, staffing and workforce needs, leadership needs, and policies for implementation. TSMO plans can build on existing research from USDOT, and AASHTO/TRB committees addressing these elements in the context of performance measures for emerging technology.
Conducting this research is important to ensure emerging technologies can be incorporated into state plans for updating transportation systems. As TSMO plans are designed to be forward thinking and implementation focused, they are well equipped to address emerging technologies from the standpoint of developing and integrating performance measures. Not conducting this research may leave a gap around implementation and require state DOT’s to evaluate proposed programs, products, and policies without an established base of metrics or guidance. Transportation agencies at the state and local levels will rely on this body of research to build out TSMO plans that quantify impacts, and eventually all road users can benefit from TSMO plans that address performance measures for emerging transportation technologies. This will also benefit the larger community of practice and merge a key focus area of state DOTs with emerging transportation technologies.

Implementation Considerations:

Within a state DOT, departments focused on the evaluation and integration of emerging technologies
into the transportation system will likely be responsible for using the research results. Some
state DOTs have dedicated staff focused on transportation and innovation while other DOTs have
merged this into their departments focused on Intelligent Transportation Systems.

State DOTs can use the body of research developed by this statement to modify existing TSMO plans
or develop new plans that integrate performance measures for emerging transportation technologies.
The findings from this research are also anticipated to support needed coordination across
departments when considering the evaluation and implementation of emerging technologies, including
coordination around staff working on TSMO plans and evaluating emerging transportation
technologies.

Existing venues for further discussion around the project and the findings will include AASHTO
meetings, SMET joint-subcommittee, and meetings of the Transportation Research Board. There will
also be opportunities to coordinate findings with other national organizations and the Federal
Highway Administration.

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Description:

The purpose of this research is to: 1) conduct a scan of state and local agencies with documented and quantified performance measures related to the integration of technology; 2) develop a summary of such performance measures; and 3) propose a set of synthesized draft standards for CAV, ITS/TSMO, EV, SM/MoD/MaaS, and UAS/UAM projects that also align with federal requirements. (Note: This RNS has been drawn from a System Management and Emerging Technologies (SMET) research roadmap because it overlaps with Transportation Performance Management.)

Literature Search Summary:

Existing research in emerging transportation technologies is focused on impacts on data, workforce training, best practices, and asset management. There is some research to date around quantifying the impact of emerging technologies or determining performance measures for these technologies. Research around performance management looks at integrating performance management into processes rather than developing metrics for performance. This project will build off existing research and support development of performance measurements for emerging transportation technologies and support development of process for quantifying and evaluating impacts with considering of existing performance measure requirements, and one that develops performance measurements.

Research Objectives:

The desired outcome and expected final product of the research is to develop a technical memorandum that summarizes findings from the scan, maps the relationships and interdependence among the organizations developing and leading use of performance measures related to technology, synthesizes and recommends performance measures that align with integration of emerging transportation technologies, and identifies and recommends future research focused on use of performance measures to support continued integration of emerging technologies.

Urgency and Potential Benefits:

As emerging transportation technologies are deployed on public roads, state DOTs are presented with a new challenge because the impacts of these technologies are still being evaluated. Further, the ability to evaluate impacts is hindered by the fact that many emerging technologies are still in the development stage and commercial use cases that will be scaled nationally are not yet known.
As road users in different jurisdictions are exposed to the safety issues presented by emerging transportation technologies, state DOTs are looked at to answer how these technologies will be regulated, monitored, and assessed. Part of this includes quantifying their impact on the transportation
system both at a local level and a federal level. Understanding how these technologies will transform transportation and road usage is integral to protecting the safety of road users while also understanding how proposed use cases may or may not impact the transportation system.
This research can be used to guide state DOTs in implementing emerging transportation technologies in a safe way that is based on the quantitative effects of the technologies on the transportation system. The benefits of this research will be the ability to provide guidance about the impacts of emerging transportation technologies to State DOTs and local agencies, which can then be used to steer the deployment of these technologies via standards development. Further benefits include understanding how these technologies will change the transportation system and developing performance measures for emerging technologies that are accessible to state and local governments.

Implementation Considerations:

Within a state DOT, departments focused on the evaluation and integration of emerging transportation technologies into the transportation system will likely be responsible for using the research results. Some state DOTs have dedicated staff focused on transportation and innovation while other DOTs have merged this into their departments focused on Intelligent Transportation Systems.
State DOTs can use the body of research developed by this statement to modify existing standards or develop new standards for the testing and deployment of emerging transportation technologies. The findings from this research are also anticipated to support needed coordination across departments when considering the evaluation and implementation of performance measures, including coordination around staff working on emerging technologies and staff supporting modeling.
Existing venues for further discussion around the project and the findings will include AASHTO meetings, SMET joint-subcommitee, and meetings of the Transportation Research Board. There will also be opportunities to coordinate findings with other national organizations and the Federal Highway Administration.

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In February 2024, TAM Webinar 67 presented the findings from a research effort to understand "How Pavement and Bridge Conditions Affect Transportation System Performance." (https://ops.fhwa.dot.gov/publications/fhwahop22077/fhwahop22077.pdf) Among the paper's findings were that (1) "A TAMP program manager is likely to focus on IRI values, rutting, cracking, and faulting because those relate to the measures and targets the TAMP must address. However, research indicates that in many cases, it is friction and not those metrics that drive pavement-related crash reduction," and (2) "[D]ata from Continuous Pavement Friction Measurement (CPFM), combined with crash data and road characteristics, provide significant insight regarding whether friction improvements may reduce crashes." The authors call on stakeholders to use "today's unparalleled access to data" to deliver a risk-based TAMP development process that can optimize and "simultaneously enhance asset conditions and system performance." CPFM is still an emerging method of measuring and monitoring pavement friction within the United States despite being the dominant method of managing pavements for safety outside of the United States. Accordingly, there are benefits to providing the US TAMP community with guidance, tools, and best practices on how to effectively link pavement management and safety using CPFM. Specifically, TAMP staff considering whether to pursue the findings highlighted TAM Webinar 67 may benefit from strategies to set pavement friction measurement targets and determine appropriate pavement friction performance measures, guidance on various treatments’ dual impacts on pavement condition and safety, as well as tools and strategies to coordinate effective pavement friction management implementation in partnership with an agency’s safety and pavement management programs.

Literature Search Summary:

Research Objectives:

In February 2024, TAM Webinar 67 presented the findings from a research effort to understand "How Pavement and Bridge Conditions Affect Transportation System Performance." (https://ops.fhwa.dot.gov/publications/fhwahop22077/fhwahop22077.pdf) Among the paper's findings were that (1) "A TAMP program manager is likely to focus on IRI values, rutting, cracking, and faulting because those relate to the measures and targets the TAMP must address. However, research indicates that in many cases, it is friction and not those metrics that drive pavement-related crash reduction," and (2) "[D]ata from Continuous Pavement Friction Measurement (CPFM), combined with crash data and road characteristics, provide significant insight regarding whether friction improvements may reduce crashes." The authors call on stakeholders to use "today's unparalleled access to data" to deliver a risk-based TAMP development process that can optimize and "simultaneously enhance asset conditions and system performance." CPFM is still an emerging method of measuring and monitoring pavement friction within the United States despite being the dominant method of managing pavements for safety outside of the United States. Accordingly, there are benefits to providing the US TAMP community with guidance, tools, and best practices on how to effectively link pavement management and safety using CPFM. Specifically, TAMP staff considering whether to pursue the findings highlighted TAM Webinar 67 may benefit from strategies to set pavement friction measurement targets and determine appropriate pavement friction performance measures, guidance on various treatments’ dual impacts on pavement condition and safety, as well as tools and strategies to coordinate effective pavement friction management implementation in partnership with an agency’s safety and pavement management programs.

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I think we should look again at how DOTs support and coordinate with local agencies in developing asset management capabilities. For example, MI has their AM Council, and in Iowa the state provides pavement data for ALL paved roads to local agencies to support pavement management. Would like to learn what other states/locals are doing and how we can encourage broader TAM efforts.

Literature Search Summary:

Research Objectives:

I think we should look again at how DOTs support and coordinate with local agencies in developing asset management capabilities. For example, MI has their AM Council, and in Iowa the state provides pavement data for ALL paved roads to local agencies to support pavement management. Would like to learn what other states/locals are doing and how we can encourage broader TAM efforts.

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Literature Search Summary:

• Administration of Highway and Transportation Agencies. Role and Value of Transportation for U.S. Industries and Sectors, NCHRP 20-24(089) RIP  https://rip.trb.org/view/1339727
• Martin Mayer. Structuring Public-Private Partnerships for public value: Analysis of Two Transportation Infrastructure Case Studies, Public Works Management & Policy, 2022 https://www.researchgate.net/profile/Martin-Mayer-9/publication/358185392_Structuring_Public-Private_Partnerships_for_Public_Value_Analysis_of_Two_Transportation_Infrastructure_Case_Studies/links/62f8823ec6f6732999cbdaca/Structuring-Public-Private-Partnerships-for-Public-Value-Analysis-of-Two-Transportation-Infrastructure-Case-Studies.pdf?origin=publication_detail
• Mulgan, Breckon, Tarrega, Bakhski, Davies, Khan and Finnis. Public Value: How can it be measured, managed and grown? Nesta, 2019 https://media.nesta.org.uk/documents/Public_Value_WEB.pdf
• Moore, Michael. Creating Public Value, Strategic Management in Government. Harvard University Press, 1995.
• Customer Experience and Public Value Creation Technical Report (2023R06EN), PIARC, 2023. https://www.piarc.org/en/order-library/40773-en-Customer%20Experience%20and%20Public%20Value%20Creation%20%E2%80%93%20Technical%20Report
• Faulkner, Nicholas and Kaufman, Stefan. Avoiding Theoretical Stagnation: A System Review and Framework for Measuring Public Value, Australian Journal of Public Administration, 2017.

Research Objectives:

To further understand, create and measure the public value of transportation services and contributions to community and societal goals, there are two proposed objectives for this research project.

1. Identify non-transportation public agencies that have demonstrated proficiency in capturing and measuring public value data and are using it for policy decision-making.
2. Using both transportation agencies identified in previous research (reference Sections 4 and 5) as well as non-transportation public agencies identified in Objective 1, review, synthesize, and document public value creation programs, frameworks and noteworthy practices in the following areas that are scalable and can be applied at transportation public agencies. The areas represent the dimensions of public value as describe in Faulkner’s and Kaufman’s research on Avoiding Theoretical Stagnation: A Systematic Review and Framework for Measuring Public Value.[1]

• • Outcome achievement--The extent to which the public body is improving publicly valued outcomes across a wide variety of areas. This can include social, economic, environmental and cultural outcomes.
  • Trust and legitimacy--The extent to which the organization and its activities are trusted and perceived to be legitimate by the public and key stakeholders.
  • Service delivery quality--The extent to which services are delivered in a high‐quality manner that is considerate of users’ needs. These will be maximized when service users are satisfied, and when they perceive the services to be accessible, convenient and responsive to their needs.
  • Efficiency--The extent to which the organization is achieving maximal public value benefit with minimal resources. (It is expected to be high when the benefits provided by an organization are perceived to outweigh the costs, when unnecessary bureaucracy is avoided, and when an organization is perceived to offer value for money.)

[1] Nicholas Faulkner and Stefan Kaufman. Avoiding Theoretical Stagnation: A System Review and Framework for Measuring Public Value, Australian Journal of Public Administration, 2017.

Urgency and Potential Benefits:

Without a comprehensive understanding of community needs and priorities, transportation agencies face significant risk in meeting community goals and expected levels of service. These risks could lead to ineffective decisions, inefficient use of funds, and erosion of public confidence. Transitioning to integrated thinking and promoting a holistic view at program delivery and “public value” strategies supports public value creation, contribution to community goals and societal benefit, and accountability to the public trust.

Implementation Considerations:

The research would be beneficial to transportation administrations and professionals at any level of government as well as transportation organization partners and stakeholders who all have a vested interest in creating public value and measuring value contribution toward community and societal goals.

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Nathaniel Vogt – Ohio DOT: we are working on Carbon Reduction Strategy and Resiliency Improvement Plan. We’ve had a few questions come up about how to measure performance and goals on resiliency and reducing emissions from the transportation system.

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Literature Search Summary:

While there are several published resources referring to resilience performance, there remains a gap in effective performance measurement that this proposed research seeks to close.

Disaster Resilience Framework Workshop, 2015, San Diego. The workshop notes (unpublished) includes a section about Community Resilience Metrics.

Vulnerability Assessment and Adaptation Framework (VAAF), 2017, FHWA HOP (link). An important go-to guide for anybody working on transportation resilience.

Integrating Resilience into the Transportation Planning Process, White Paper on Literature Review Findings, 2018, FHWA HOP (link). A good resource for background and context, including a history of Federal rules on resilience. This document correctly places performance measure formulation after goals but before solutions.

Investing in Transportation Resilience: A Framework for Informed Choices, 2021, NAS/TRB (link). This also included a Committee on Transportation Resilience Metrics. The document includes some relevant points but is generally of limited value for performance management given its focus on project-specific evaluations and benefit-cost analysis.

Mainstreaming System Resilience Concepts into Transportation Agencies: A Guide, 2021, NAS/TRB (link). Follows on a 2018 resilience summit in Denver. A wealth of information about resilience, but measurement appears limited to project-specific risk reduction.

Developing Transportation System Climate Resilience Performance Measures, 2022, Minnesota DOT (link). A survey showed most states do not have resilience performance measures. Those that do are not outcome-based.

A Perspective on Quantifying Resilience: Combining Community and Infrastructure Capitals, 2023, Gerges et al (link).

Measuring Impacts and Performance of State DOT Resilience Efforts, 2022-2024, NCHRP 23-26, underway (link). Potentially valuable for this proposed research, but measures are not defined until after solutions and appear to focus only on monitoring project effects.

Transportation Asset Risk and Resilience, 2023-2026, NCHRP 23-32, pending/underway (link). A relatively large effort to generate new guidance, which may or may not include performance.

There are many laws, rules, references, and guidance documents going back many years, and right up to the current PROTECT Program guidance. The Further Consolidated Appropriations Act (2020), H.R.1865, calls on the “Secretary of Transportation to enter into an agreement with the National Academies of Sciences, Engineering, and Medicine to conduct a study through the Transportation Research Board on effective ways to measure the resilience of transportation systems and services to natural disasters, natural hazards, and other potential disruptions.”

Be wary of two tangents in literature: those focused solely on infrastructure and others about operational/organizational resilience, which are mostly unhelpful and distracting. Apart from published guidance, this research project will include a scan of select agencies to gather evidence and examples

Research Objectives:

This research seeks to disentangle attempts to date and clarify what it means to have an effective, outcome-based, high-level performance management approach to resilience. Toward this end there are three essential parts:
1. Confirming definitions. For example, is resilience an inverse of vulnerability? Or an inverse of just sensitivity and adaptive capacity (e.g., per the Vulnerability Assessment Scoring Tool [VAST])? If resilience is infinite, is exposure irrelevant? Consistent with the VAAF, is there consensus on the definitions for risk, criticality, consequence, and other essential terms?
2. Community mobility, or mobility and destination access across a jurisdiction of any size, for all users and modes. This is distinct from infrastructure-focused resilience for a specific asset, e.g., a bridge. For a community subject to natural or human-caused disasters, how can they know whether they are more or less resilient? Is there a role for the broader 4R concept of Robustness – Redundancy – Resourcefulness – Rapidity?
3. Effective performance measures. Pin down for the resilience community what that means. Agency leaders need the most relevant, feasible, and quantifiable evidence of improved resilience that is outcome-based and trackable over time. These are not the abundance of output or activity metrics already in play, nor project-specific evaluations.
In addition to developed guidance, this project will pilot the implementation of a high-quality resilience performance measure into existing performance management frameworks for up to five agencies. Not only states, but MPOs, e.g. Los Angeles and San Diego have promising initiatives already developed.

Urgency and Potential Benefits:

Transportation resilience has grown in importance and this gap in practice needs to be addressed.
This research should be completed in parallel with the NCHRP 23-32 Risk & Resilience guidance development to be able to inform those products.
[to be expanded]

Implementation Considerations:

This research would primarily be used by transportation agencies and others responsible for implementing resilience performance measures and management systems. Recently completed NCHRP Project 23-09 established a framework and research roadmap for assessing risk to agency assets and the traveling public from extreme weather, climate change, and other threats and hazards. Follow-on NCHRP Project 23-32 Asset Risk & Resilience will develop the technical resource in three phases, including planning, execution, and final product development. As described above, this research should be conducted along a parallel and complementary timeline. Critical implementation elements include a communication plan to ensure awareness of the research products and TRB, FHWA, and AASHTO webinars to share the findings.

A subsequent phase of this research funded through NCHRP 20-44 may be helpful to disseminate the research findings more broadly and develop case studies showing the use of the research guidance. There are several other AASHTO and TRB committees interested in resiliency that would likely support this project, including:

• AASHTO
  • Committee on Performance Based Management (CPBM) Task Force on Emerging Performance Measures - Deanna Belden, Minnesota DOT and Kelly Travelbee, Michigan DOT, Co-Chairs
  • CPBM Subcommittee on Risk Management
  • Committee on Transportation System Security and Resilience (CTSSR)
  • Committee on Planning
  • Highways and Streets Council
• TRB
  • Strategic Management (AJE10) - Steve Woelfel, Massachusetts DOT, Chair
  • Performance Management (AJE20) - Michael Grant, Chair
  • Asset Management (AJE30)
  • Risk Management (ATO40)
  • Critical Infrastructure Protection (AMR10)
  • Extreme Weather and Climate Change Adaptation (AMR50)
  • Transportation Planning Policy and Process (AEP10)
• a. Communication and Implementation Funding: [to be completed]
• b. Communication and Implementation Period: [to be completed]

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Literature Search Summary:

Existing literature describing transportation GHG evaluation tools and their application for planning and programming includes:
● NCHRP WebResource 1, Reducing Greenhouse Gas Emissions: A Guide for State DOTs (2022).
● Oregon Department of Transportation (2018), Oregon Greenhouse Gas Modeling and Analysis Tools.
● FHWA, Handbook for Estimating Transportation Greenhouse Gases for Integration into the Planning Process (2013).
● NCHRP Web-Only Document 152, Assessing Mechanisms for Integrating Transportation-Related Greenhouse Gas Reduction Objectives into Transportation Decision Making (2010).
Additional literature addresses consideration of air quality issues in programming, with lessons that could potentially applied to GHG consideration:
● Rowangould, G., Nadafianshahamabadi, R., & Poorfakhraei, A. (2018). Programming Flexible Congestion Mitigation and Air Quality Program Funds: Best Practices for State DOTs. Transportation Research Record, 2672(51), 99–108.
Other relevant research in progress includes:
● NCHRP Project 20-05, Topic 54-21, Synthesis of Information Related to Highway Practices: Practices in the Transportation Planning Process to Address Climate Resilience and GHG Emission Quantification and Reduction.
● NCHRP 08-154, Guidance for Agencies to Incorporate Uncertainty into Long-Range Transportation Planning.
● NCHRP Project 25-70, Developing a Framework for Evaluation of Decarbonization Outcomes.

Research Objectives:

The objective of this research is to advance the practice of incorporating greenhouse gas (GHG) emissions evaluation into transportation decision making and performance management. In particular, this will be accomplished by identifying and building upon the state of the practice for state departments of transportation (DOTs) with regard to accounting for transportation related GHG emissions during planning, project prioritization, and performance management. State DOTs have access to certain tools that allow for estimation and evaluation of transportation emissions, but additional tools and methods are needed to inform decision making and align with state and federal GHG emission-reduction goals.

The following research tasks will support the main objective:
Task 1: Review literature and conduct targeted outreach to state DOTs to identify existing methods and tools used to evaluate potential GHG outcomes during transportation decision making processes. For each specific policy making process, describe how available tools, data and information support decision making within that context.
Task 2: Analyze the results of the review/survey to identify gaps where existing tools are not adequate to inform transportation decision making.
Task 3: Develop an analytical basis to fill identified gaps and propose specific additional tools, analytical methods and other information that would be needed to meet the needs of state DOT more fully, aiming to account for the GHG performance of transportation projects during planning, project prioritization and performance management activities

Urgency and Potential Benefits:

Transportation is the largest source of GHG emissions in most U.S. states. As states seek to achieve emissions reductions from the transportation sector, either on their own or to comply with federal regulations, it will be necessary for state DOTs to evaluate the GHG emissions impacts of investment decisions and align future projects and plans with GHG targets. Widely available reliable tools to evaluate GHG emissions will be needed at various stages of state DOT transportation decision making processes, from long-range planning to performance evaluation.

New federal and state requirements increasingly tie GHG evaluation to transportation decision making. The Carbon Reduction Program, established under the Bipartisan Infrastructure Law (December 2021), requires state DOTs and MPOs to develop carbon reduction strategies to support the reduction of transportation emissions. FHWA’s proposed GHG Transportation Performance Management measure would require state DOTs and MPOs to establish and meet declining targets for transportation emissions on the National Highway System. In addition, a growing number of states (including Colorado and Minnesota) have adopted planning standards that require DOTs and MPOs to evaluate the GHG impacts of transportation projects.

Implementation Considerations:

State DOT staff, especially those responsible for planning, project prioritization, and performance evaluation, will be engaged to identify current practices and opportunities to incorporate GHG evaluation tools and methods into transportation decision making. DOTs may need to work with partners to inform the development of additional tools based on gaps identified through this research.

There are several other AASHTO and TRB committees interested in greenhouse gas emissions that would likely support this project, including:
• AASHTO:
o Committee on Performance Based Management (CPBM) Task Force on Emerging Performance Measures - Deanna Belden, Minnesota DOT and Kelly Travelbee, Michigan DOT, Co-Chairs
o Committee on Environment and Sustainability
o Committee on Planning
• TRB:
o Performance Management (AJE20) - Michael Grant, Chair
o Air Quality and Greenhouse Gas Mitigation (AMS10)
o Transportation Planning Policy and Processes (AEP10)
o Transportation Planning Analysis and Application (AEP15)
o Environmental Analysis and Ecology (AEP70)

a. Communication and Implementation Funding: [to be completed]
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10. PROBLEM STATEMENT AUTHOR(s): For each author, provide their name, affiliation, email address and phone.
James Bradbury, Georgetown Climate Center, [email protected], (202) 557-6267
Ryan Levandowski, Georgetown Climate Center, [email protected], (802) 558-3566
Kelly Travelbee, Michigan DOT, [email protected], (517) 898-4875
Deanna Belden, Minnesota DOT, [email protected], (651) 366-3734

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Brief Description
Maybe an implementation project for Report 985 (Integrating Effective Transportation Performance, Risk, and Asset Management Practices)
Champion
Chris Whipple (UDOT)
Team
Spencer Wagner (DCDOT)

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Synthesis of Information Related to Highway Practices. Topic 54-22, Practices for Capturing Costs of Maintenance Operations in Maintenance Management Systems (Transportation Research Board), is similar but focuses on the maintenance side of asset management, particularly maintenance performed by the transportation agencies themselves.

Incorporating Cost Uncertainty and Path Dependence into Treatment Selection for Pavement Networks (Transportation Research Part C: Emerging Technologies, Volume 110, pp 40-55), begins at the next step after treatment unit costs have been developed and looks at the effect of uncertainty in cost on the cost-effectiveness of pavement network planning.

NCHRP Report 545, Analytical Tools for Asset Management, notes that a translation process is required to develop unit costs that are usable by most management systems. The proposed synthesis will be an important step toward closing that gap.

NCHRP 02-26, Implementation of Life-Cycle Planning Analysis in a Transportation Asset Management Framework, acknowledges the importance of treatment unit costs as an input to life-cycle planning, but does not go into detail on the development of the treatment costs themselves.

Research Objectives:

The objective of this research is to determine how transportation agencies are quantifying the direct and indirect treatment costs associated with improving assets as an input to their asset management systems, and the corresponding impact on their capital program as a whole.

Information to be gathered includes (but is not limited to):
• The components of an asset improvement project included in the budgets used in the asset management system, such as the construction project itself, preliminary engineering, land acquisition, etc.
• The source of treatment cost data, such as contract lettings, final design estimates, programming estimates, etc.
• The frequency of updating the treatment costs in the asset management system.

Proposed Research Activities: Information will be collected through a review of the 52 state agencies’ 2022/2023 Transportation Asset Management Plans, a survey of DOTs and other transportation agencies, and follow-up interviews with selected agencies for more detailed information. Information gaps and suggestions for research to address those gaps will be identified.
Susan Lime

Urgency and Potential Benefits:

Very little detailed information on best practices related to treatment costs used in asset management systems exists, as noted below in the literature search summary. Yet the accuracy of treatment costs is of paramount importance in programming the proper amount of work that can be accomplished within given budgets and therefore in predicting asset performance into the future. The potential benefits of the research include agencies learning more accurate means of determining treatment unit costs, as well as identifying additional research needs to improve best practices nationwide.

Implementation Considerations:

The asset management engineer and others in an asset management section will be responsible for using the research results. Anyone involved in configuring the inputs to the asset management system, particularly with an eye toward getting the best possible outcomes, would be interested in the results of this research. The implementation would likely involve an improvement to existing processes rather than creating new processes.
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KEYWORDS/TERMS – treatment unit costs, asset management systems, direct costs, indirect costs, program costs

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Brief Description
As we have more new techniques for managing assets using trenchless technology, do we know the expected life and subsequent treatments for these assets.
Champion
Susan Lime, NM DOT
Team
Baris Salman
Stephanie Dock

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TBD
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Aimee Flannary
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2. Please provide a brief description (1-2 paragraphs) of the scope of the task/activity sought by the committee or council. Please include the task objectives and anticipated deliverables.

Aging transportation infrastructure, increasing demands, budget limitations, and new regulations are placing increasing levels of pressure on transportation asset management professionals. TAM professionals are expected to possess technical knowledge and soft skills to be able to lead their agency’s implementation efforts. These skills and knowledge areas include, but are not limited to, data collection, filtering, and analysis; visualization; multi-criteria decision making; optimization; communication; and leadership. Unfortunately, academic programs offered by universities are falling short of providing asset management professionals with the necessary knowledge and skills in their formative years. Asset management is a multidisciplinary field that involves aspects of multiple disciplines (e.g., engineering, finance, planning, etc.). Because of its multidisciplinary nature, asset management does not necessarily fit into traditional university programs that are often structured in domain-specific disciplines. Due to the limited offerings at educational institutions, a substantial number of transportation professionals are ill-prepared to take on responsibilities expected from a TAM professional and struggle with acquiring these skills on-the-spot while balancing the demands placed on them due to their day-to-day duties. Non-academic organizations have developed educational and professional development opportunities in asset management to address this demand, but these offerings are often not targeted to applications in transportation and can be viewed as expensive, time-consuming alternatives that only offer partial solutions to specific gaps in knowledge.

There is an urgent need to determine the competencies and skills expected from TAM professionals and identify needs for the development of new curriculum and/or new accreditation programs for workforce development in transportation asset management. In order to develop such curricula, extensive research needs to be conducted to specifically identify educational needs by examining the gap between required competencies and available offerings. This project will identify these gaps and recommend specific curriculum and/or accreditation programs needed for workforce development in transportation asset management. This project is the first step needed to improve our TAM professionals’ capabilities and capacity in improving the performance of our transportation assets and maximizing the benefits of asset management decision-making.

This scoping study will explore the need to develop new curriculum and/or accreditation programs for workforce development in transportation asset management. The study is structured along four tasks. First, the study will identify the competencies and skills transportation asset managers need to successfully develop and implement TAM. Second, a comprehensive review of existing programs offered by universities and non-academic organizations will be conducted. Third, a gap analysis will be performed to identify gaps between currently available offerings and the desired competencies. Finally, the study will summarize these gaps and recommend needs for the development of new curriculum and/or accreditation programs for workforce development in TAM. If the recommendation is made to develop new curricula and/or accreditation programs, then an NCHPR problem statement will be prepared that can be submitted for funding consideration by AASHTO.

It is anticipated that this scoping study would be part of a three-phase research project if the recommendation is to develop new curricula for workforce development in transportation asset management:

• Phase I (this proposal): Scoping Study to identify curriculum development needs for workforce development in Transportation Asset Management.
• Phase II: Development of new curriculum and/or accreditation programs for workforce development in transportation asset management.
• Phase III: Implementation of TAM workforce development program.

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Research Objectives:

- Looking at current practice and examples from states like NM. Utah looking beyond engineering disciplines. Multidisciplinary teams. What do agencies need from TAM professionals? Competencies for asset management. Mapping needs (TAM Guide may have needs) to core skills.
- (Not sure if we limit to just Univ - we talked about other options)

Champion
Shannon McGrath
Team
Susan Lime (Culvery Asset Management Program - CAMP), NM DOT
Chris Whipple, UDOT
Baris Salman
Alma Mujanovic
Basak Bektas

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Task Description

Task 1: Identify required and desired competencies and skills to successfully develop and implement TAM

• Survey of TAM professionals on the competencies and skills needed to successfully develop and implement TAM
• Synthesis of competencies and skills needed in TAM professionals
• Convene a peer exchange/workshop to solicit targeted input from public sector, private sector, and academic sector TAM practitioners.

Task 2: Examine existing curriculum and accreditation programs in TAM

• Review existing curriculum in TAM offered at higher education institutions at both the undergraduate and graduate level.
• Review accreditation programs offered by non-academic organizations
• Synthesis of existing curriculum and programs in TAM

Task 3: Conduct a Gap Analysis

• Identify gaps between competencies and skills needed for TAM and existing curriculum and accreditation programs.

Task 4: Develop Recommendations

• Summarize findings from previous tasks (1 through 3).
• Recommend strategies for addressing the gaps identified in Task 3.
• Present findings and recommendations in a final report.
• Prepare a Research Problem Statement(s) to develop the recommendations.

7. Confirm YES to the following:

• YES The task will contribute to the development of research problem statements
• YES The task provides widespread benefits for AASHTO member states
• YES The task will be 18 months or less
• YES The budget is less than $250K
• YES This is the most feasible funding source for this task
• YES The task is appropriate for NCHRP 20-123

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• ISO 15686-5:2017: Buildings and constructed assets — Service life planning — Part 5: Life-cycle costing
• Whole life carbon assessment (WLCA) for the built environment (rics.org)
• Bus weight summary from the California Air Research Board: https://www.arb.ca.gov/msprog/bus/busaxleweightlimit.pdf
• Truck Platooning Impacts on Bridges https://www.fhwa.dot.gov/bridge/loadrating/pubs/hif21043.pdf
• FHWA Sustainable Pavements Program: Sustainability - Pavements - Federal Highway Administration (dot.gov)

Research Objectives:

The objective of this study is to develop a guidebook with suggestions for updating asset management models used in pavement and bridge design and preservation. The guide will be developed from research to determine:

• The impacts of EVs and hybrid vehicles on typical pavement and bridge (component and element) deterioration rates and their potential impact on lifecycle planning strategies.
• Environmental and societal impacts associated with the use of EVs and hybrid vehicles to support a triple-bottom line analysis and cross-asset tradeoff assessments.
• Suggested modifications to pavement and bridge load models used in design activities.
• The feasibility of establishing battery weight limits, increased road user fees, or other strategies for addressing asset management impacts.

The guidebook will be supported by case studies from a variety of agencies (state and local, urban, and rural) illustrating the potential impact the resulting deterioration rates would have on pavement and bridge designs, maintenance strategies, and lifecycle costs.

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This project would benefit the entire bridge and pavement community by helping them to prepare for future EV and hybrid applications. Having quantifiable AM models that predict accelerated deterioration rate, will help to inform design considerations, transit and freight routes, future funding needs, and support conversations between DOTs and Transit agencies for future service level planning.

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The report would benefit from case studies for each pavement and bridge category including local, state, and county agencies representing high and low volume roads / bridges along with rural and urban settings.

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- Organizational strategies for improvement
- Innovation challenges
- Thinking outside the LSS, Lean methodologies
- Office of competition at the federal level - mechanism exists at the - - - federal level
- Crowdsourcing improvement efforts

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Potential benefit if you can align political and departmental alignment
Always need to balance top-down and bottom-up, operationalization of it
**Involvement of those doing the work is critical to long-term success - what are the contributing factors to make large-scale efforts successful?
https://sites.google.com/state.co.us/process-improvement/tools-resources/cascades-how-to-create-a-movement-that-drives-transformational-change
How do you build a movement in transportation
Customer-, Environment- centric momentum for organizational change - What are the key components needed to make process?
Related organizational changes needed to make it happen?
Dave - Brene Brown - “Clarity is Kindness” in all that we do, find tools that help break down barriers.
Ties in with KM, OM, Risk, etc.

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(Of the ones recommended, Gary and Gehan support this one the most)

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Infrastructure
Changing over the fleet

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Incorporating uncertainty into forecasting, target-setting, and monitoring - low /high matrix - inflation, funding,
performance, modeling uncertainty envelope (synthesis/peer exchange in lieu of research project?) (Risk as a
band of uncertainty v. a number) - Charles Pilson
There was a recent research idea on how to visualize/communicate uncertainty. Maybe a TAM conference
idea?

The RMS also has "ERM - Improving Risk Visualization and Communication Internally and Externally"
in the candidate pool. Not sure if that's related to the idea of communicating uncertainty? - Matt Haubrich

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(please add clarifying details and topic title suggestions)
Many states and local jurisdictions have deployed some level of automated technologies , such as low speed shuttles, and or have partnered with private agencies or research institutions to do so
Little performance or other information is available in a consolidated and organized fashion about the results of these pilots, test cases and or deployments
Policy makers have become guarded about investing in pilots and similar deployments, especially given the recent disillusionment with technology potentials such as AVs, CVs and CAVs and want to understand what benefits and results have been achieved.
Challenges may include the availability of data, data agreements (which often preclude external data sharing) and or lack of sufficient data in cases of short term pilots.
What kind of data is available, can be analyzed and summarized into a consolidated report to understand 1. what pilot shave been conducted (over past x/3 years? ) and 2. What is the performance of these pilots and or deployments in terms of safety and system efficiency and operation? (Similar interest exists in understanding equity impacts but those would be even harder to quantify and are not included , unless data is available).
Potential partnership with Eastern Corridor Coalition

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please add clarifying details and topic title suggestions)
More cross-modal (other than vehicle) data; specifically: pedestrian, bicycle and certain transit data is needed for various applications and needs including Complete Streets, We need more and better quality, verified data for transit, bikes, peds, and non-car users.
Includes examining options for data availability, quality, validity, analytics.
Stephanie Dock, Daniel Hulker, and Daniela Bremmer were interested in further defining/developing this research concept and invited other CPBM and subcommittee members to join.
Potential partnership with Eastern Corridor Coalition's-data group (working on methodologies for assessing and standardizing cross-modal non-vehicular data)?

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Jun Liu of U of Alabama suggested this at the first COPlanning Research Symposium, but it has SMET implications. (I,e EV fires , other )
Should SMET be lead? Partnering with COP, CTSO, others? Options? (Should we pursue this? Reach out to Planning? Add more context description?)

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Focus on critical transportation planning issues and better addressing resilience, access, environmental protection, and financial limitations.

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Focus on new infrastructure needs, air quality, and transportation revenue

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To be able to adjust for demographic changes, transformational technologies, and other uncertainties.

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note: this also falls under the Equity (E) category

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Note: this research is also in the Governance and Decision Making (G/DM) category

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Note: short term need

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Consider an implementation project for NCHRP Research Report 980 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners published in 2021

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What is it, is there a common definition, why is it important, is it different from various stakeholder perspectives, and how to achieve it through DOT infrastructure and program investments

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Research to improve DOTs capability and capacity for data-driven decision making.

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NCHRP Project 23-27 Strategies to Strengthen Data-Driven Decision Making Details here.

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Update products of NCHRP 20-24(37)G – Technical Guidance for
Deploying National Level Performance Measurements.

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• Seek better data from the private sector and third parties, and fuse this data with DOT data to generate new comparisons and insights.
• Collect and develop datasets for mobility and traffic.
• Explore the availability of new datasets and identify ways to use datasets with DOT data for calibration of QA/QC.
• Compare the scope, availability, reliability, and accuracy of privately available transportation mobility and traffic datasets sold by companies such as INRIX, Teralytics, Streetlight, etc.
• Update and improve data definitions, especially for traffic. (State DOTs often measure traffic in discrete measures like AADT, but people are increasingly using a blend of modes to move from origin to destination, and traffic data should reflect that.)

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• Understand state DOTs' rules governing their data sharing agreements and intellectual property
• Explore agency methods and examples for monetizing data
• Identify what IP exists for sharing and selling data
• Find and highlight best-practices in multi-state data agreements
• Understand what agencies and organizations are doing to support their data sharing agreements
• Recognize what data should be collected, sought, and shared

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Create a best practices guide for using data to inform equitable deployments of AVs and shared mobility.

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• Identify the best locations for AV deployment which would deliver equity for all communities
• Understand the elements of equity surrounding AV and shared mobility deployment

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Risk communication is the act of sharing information about potential threats to people and infrastructure with the objective of saving life and property. This covers a wide range of information, including asset condition, mobility, safety, economic impacts, environmental impacts, and others. Effective verbal, visual, and written communication promotes the recovery of disrupted systems while maintaining public confidence in these systems. This requires that all communication tracks be congruent and effective.
Barriers to effective risk communication exist, both internally and externally. One major barrier to internal communication is organizational “siloing”. Staff working within different functional areas (such as safety, operations, and emergency management) may feel little incentive to collaborate if they believe their missions are independent of other departments. Organizational silos result in duplication of effort and inefficiency, and lack of various perspectives in approaching problems.
Another major obstacle is delivering the appropriate message at the right time with clear language that speaks to all audiences. If not properly delivered, communication may inadvertently create hysteria, unease, and confusion. Barriers to external communications with outside agencies stem from a lack of established two-way communications channels, dissimilar language, and varying definitions of risk. Communications with the public and others need to eliminate rumors, lack of expert consensus, over-hyped reporting, failure to understand of ethnic differences, and so on. Ultimately, overcoming these obstacles requires:
• Leadership direction including a reality-based vision, the "path forward", and incentives to interact
• Organizational support from multiple groups
• Clear definition of both Inter- and intra-agencies including:
- What collaboration may look like
- The reason and importance of the collaboration
- How and when collaboration takes place
• Partnerships with community organizations
• Defined and appropriate language for messaging that effectively outlines the hazards, severity, location, affected population, and uncertainty of risk
• Alignment of verbal, visual, and written communications to relay complementary messages.
• Selection of appropriate messaging vehicles (email, variable message sign, web site, etc.)
These efforts require research to identify the best methods and current examples of how to implement such communication at a DOT. As many options exist for internal and external risk communication, and various agencies and organizations have their own communication requirements, effective research will provide a path forward to establishing effective risk visualization and communication at a DOT.

Literature Search Summary:

Review of existing literature on developing effective communication techniques, risk visualization, and implementing these initiatives in transportation agencies reveals that there are studies into aspects of these topics, but this proposed research will combine these aspects into a single topic. Previous research includes studies into project improvements through effective communication and its results, the relationship between collaboration and performance across regional safety coalitions, study into the issues of effectively conveying risk, especially among multiple assets, and the use of visualization and modelling to communicate ideas and facilitate communication among transportation planners and agencies. Literature on these topics and others provide information on aspects of communication that are useful to agencies. This research will combine the focus of these previous studies into specifically identifying how to effectively develop communication of risk visualization both within a DOT and with its partner agencies, as well as the public at large. This effort will provide specific inquiry into this subject, providing DOT’s and their partner agencies with valuable information on combining effective communication strategies with risk visualization techniques. This builds on previous study, which covered aspects of communication at DOT’s, risk communication, and other related topics, while not combining such study into a specific project.

Research Objectives:

The objectives of this research are to develop guidance in the following initiatives which can be used to develop effective risk visualization communication within DOT’s, with external agencies, and the public in the by performing study into the following initiatives:
1. Establishing intra-agency communication.
2. Establishing external partnerships and two-way communications channels with community organizations.
3. Crafting an effective visual, verbal, and written communication strategy with materials (ie., metrics, dashboards, regular reports) with a clear explanation of uncertainty.
4. Determining the appropriate message vehicle.
This research will examine current strategies and methods of risk visualization communication at various DOT’s. Internal communication, two-way communication channels with external organizations, associated strategies, and other aspects of communication in relation to risk visualization will be extensively explored.

Urgency and Potential Benefits:

Ineffective communication on Risk Visualization at DOT’s may lead to incomplete risk management and a lack of understanding of potential risks associated with DOT projects. This understandably can create severe issues that impact multiple people. Ineffective communication may cause breakdowns of information between agency departments internally, and with external parties. Lack of understanding of potential risks may lead to projects which do not mitigate these risks and create dangerous situations for users. Significant financial investment may be required to mitigate dangers that were missed due to ineffective risk management communication, or to ensure that missed information is eventually communicated. Ensuring that risk visualization is properly communicated and understood among DOTs, related departments, and the community, more effective lines of communications within an agency lead to effective understanding of potential risks, and the mitigation of these risk to create safe situations across transportation systems.

Implementation Considerations:

Within a DOT, it is expected that employees and directors associated with Risk Management departments will be the most likely to utilize the results of this research. Any departments within a DOT associated with Risk Management through project work would also utilize this information. After research is complete, a DOT will be able to implement study findings by developing or strengthening their current risk visualization communication strategies based on the reported study results. Training, any required updating of systems, and development of new processes may be required. Presentation of study findings to risk management managers, and other project managers within the DOT could be an effective method of creating awareness of new techniques for improving communication related to risk visualizations. Communication of findings can be relayed to departments associated with risk management, to ensure that communication strategies can be implemented across multiple levels (and in order to prevent departmental ‘siloing’).

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LINK TO 2021-2026 AASHTO STRATEGIC PLAN: This project aligns to the AASHTO Strategic Plan by providing information that will help DOTs develop further organizational excellence and effective services in knowing how to create the best risk communication strategies that will share risk information both internally and with external agencies and the public at large. Knowledge of risks will lead to better transportation products and services by helping to identify what aspects of transportation require improvement and safety enhancement. This will also lead to further examination of current and emerging trends present in transportation policies and practices, while promoting a range of new policy options that can be implemented. This project will align with AASHTO’s plan to provide safety, mobility, and access for everyone by providing blueprints for effective communication with external agencies and the public. By making the public aware of potential risks, and pursuing solutions to these risks, DOTs will be able ensure that social equity within the public sphere is preserved while transportation systems are made safer. Effective communication with community organizations, especially, will forge strong connections between transportation agencies with public interest.

The ability to effectively communicate risks both within an agency and externally to key stakeholders is important in decision-making and assuring effective mitigation strategies are assigned and appropriate resources are dedicated. Risk management is an effective tool for decision-making but communicating risks, potential impacts and likelihood of occurrence as well as appropriate mitigation is often not well understood.

This proposal builds off of a similar RPS developed as part of NCHRP 20-123(04) but adds in and emphasizes the element of visualization to improve communication. It also emphasizes the concept of risk tolerance.  

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Need to understand and demonstrate risk-tolerance associated with decision-making within agencies. This relates to both potential threats and opportunities. 

This proposal builds on the draft problem statement outlined in the NCHRP 20-123(04). The background has been acceptably defined. The objectives should be modified to further emphasize risk perception and development of ways to assess and communicate risk tolerance.

Literature Search Summary:

Research Objectives:

Emphasis on developing tools and methodologies to document risk tolerance and acceptance parameters associated with taking risks. 

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State departments of transportation (DOTs) and other transportation agencies are working to deliver greater resiliency in their transportation systems. Agencies are changing established business processes, technical methodologies, tools, and systems to build resiliency. In order to achieve sustainable change and have lasting improvements in resiliency, agencies need to also address organizational culture in order to bring about greater enthusiasm and focus on resiliency building.

Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization. It focuses on building shared values to achieve the organization's goals and objectives. When transportation agencies have good organizational culture, employees know how agency executives want them to respond to any situation, employees believe that the expected response is the proper one, and employees know that they will be rewarded for demonstrating the organization's values.

Literature Search Summary:

Research Objectives:

Greater understanding of the elements of good organizational culture and how it can be applied to transportation agencies to achieve greater resiliency is needed. This research project would include identification of agencies that have had success in building resiliency and examine what elements of organizational change supported the successful resilience building. Research on sectors outside of transportation where resilience is important would be conducted to understand the organizational culture elements. The ingredients for building organizational culture to achieve greater focus on building resilience will be created for transportation agencies.

The proposed research be composed of the following components:
• Conduct a literature/practice review of the relevant information
• Identify organizational practices and determine how they can be generalized to support guidance
• Develop guidance for agencies
• Demonstrate/evaluate guidance through at least one case study
• Produce a final report including an executive summary

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Both federal and recipient agencies have the goal of maximizing the public benefits from investment of the limited transportation funding. Additionally, there is a cost and/or risk to every activity or inaction related to program delivery. Whenever an available dollar is moved from physical or operational improvements on the system to program administration, the public loses the benefit of that dollar. Similarly, every dollar that is lost from the system because of fraud or diverted away from the program goals due to whatever form of mismanagement, the public loses the intended benefit of that dollar. Therefore, the goal of all agencies should be to minimize the negative risks and costs associated with administering the funding programs, even if that means the occasional dollar is lost to fraud or mismanagement when the cost to prevent that loss is greater than the cost of the loss itself. It seems especially important to avoid duplicative administrative costs generated from the various governmental levels. The essential issue is determining the end-user public return on investment (ROI) from adding program requirements for both the federal agency and the recipient agency.

Literature Search Summary:

Research Objectives:

Develop a means of determining the balance between program requirements that minimize the risks of fraud and/or of not meeting program goals with maximizing the benefits to the end users (i.e., the public).

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In many cases, states and other local government agencies have performance measures developed through the extensive public outreach in the various federally and internally required strategic planning efforts. Not surprisingly, these “local” performance measures are often related to but different from the federally mandated performance measures.

For example, freight mobility in an urban area often means travel time (i.e., traditional congestion), similar to the federal system performance measures (PM3); however, in a rural area, it means the system’s ability to carry the desired loads (i.e., height, width, and load restrictions not meeting expectations causing loads to be rerouted over longer distances). In either case, the results are wasted time, money, and fuel, and more greenhouse gas (GHG) emissions. Reducing this waste is really the goal of the federal measures above. Therefore, the same goal is being monitored, whether using the federal measures or the state and local (hereinafter, local) performance measures. This is just one example of many similarly developed local performance measures related to a national goal area but with different metrics and definitions than the national measures.

By definition, the local measures are important to the end users of the transportation system by virtue of being developed through public input. Therefore, local policymakers often want or require these measures to be used in the decision processes and to tell the local story of transportation performance, safety, condition, etc. (hereinafter, performance). It would reduce waste and improve public transparency if these local measures could also be used to tell the national system performance story. This would avoid potentially conflicting messages from local and national sources and avoid the duplicate work of collecting, monitoring, and analyzing similar measures related to the same basic goal. Additionally, the collective of local measures could be used to tell a more comprehensive and complete story of the nation’s overall movement toward its shared transportation goals through a “drill down” approach of providing greater and greater detail from the national level through the regional, state, and local community levels.

Literature Search Summary:

Keyword searches in the Transportation Research Board’s (TRB’s) TRID and Research in Progress (RIP) systems were performed for research related to:
• Performance Measures, Communicating
• Communicating Performance
• “National Performance”
Several projects were found related to but not overlapping this proposed topic, with the newest one being a 2015 document specific to State Department of Transportation (DOT) performance story telling. The most relevant document was a 2011 periodical article titled “Measuring Infrastructure Performance: Development of a National Infrastructure Index.” However, not only is that article dated, but it does not address the underlying research question of if and how local measures, important to the public, can be used to tell a national story about national goals.

Research Objectives:

Develop a means of consolidating the many related local measures into a set of national measures that describes and monitors how well the national transportation system is meeting (or not meeting) the traveling public’s needs as related to Congress’ strategic goals for the nation’s transportation system.

Urgency and Potential Benefits:

The current system of detailed nationally-defined measures monitored and reported by States and MPOs, along with locally-mandated and -defined measures, yields state, local, and national messages to the public that are often conflicting or at least are not readily understandable to the public. Additionally, collecting data on related but different measures is a duplicative burden to States DOTs and Metropolitan Planning Organizations (MPOs) that is wasteful of scarce resources. Therefore, if measures that are developed with close input from the transportation system end users could be collectively used to monitor the national system’s ability to meet strategic goals, the messages to the public would be more understandable and would come at a lower cost. On a national scale, that lower cost is likely to be a very substantial savings over the current framework, given the sheer number of reporting entities (i.e., State DOTs, MPOs, transit agencies, highway safety offices, etc.).

Implementation Considerations:

Complete implementation would likely require Congressional action through the transportation bill reauthorization because some federal measures are dictated in the current Infrastructure Investment and Jobs Act (also known as the Bipartisan Infrastructure Law). However, in most cases, implementation could be accomplished through the federal administrative rulemaking processes.

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As funding for resource allocation increase and decrease each year it is critical for agencies to ensure that they are spending the resources the best they can and meeting as many needs as possible. The challenge of meeting condition needs vs operational needs vs quality of life is increasing each year for agencies. Thus, as agencies work each year to make resource allocation decisions for multiple service areas, and analysis the impacts of these decisions are often difficult to captured with performance measures. For example, condition measures for physical asset classes (pavements, bridges, etc.); performance measures for system operations (snow and ice control, traffic operations, emergency response) and quality of life measures (safety, accessibility, equity) are used by agencies to evaluate these resource allocations. State agencies generally have flexibility to adjust the level of investment of these categories, yet evaluation of the tradeoffs or optimization of these decisions are often limited to similar measures (bridge condition vs pavement condition). Is there potential benefit in expanding the scope of these analyses to include performance measures and investment classes of less similar nature. What tools do agencies use for this cross-asset allocation; How are the tools used for asset resource allocations to include services and quality of life investments?

Literature Search Summary:

Keyword searches in TRB’s TRID and RIP systems were performed for research related to:
• “Resource Allocation”
• “Cross Resource Allocation”
• “Cross Investment”

A search was also conducted on the Transportation Performance Management (TPM) Portal :
• Tools>Featured Tools>MODAT
The National Cooperative Highway Research Program (NCHRP) Report 806: Cross-Asset Resource Allocation and the Impact on Transportation System Performance developed a cross-asset resource allocation framework, a spreadsheet tool and guidance.
A subsequent project culminated in NCHRP Report 921:Case Studies in Cross-Asset, Multi-Objective Decision Analysis , which updated the NCHRP Report 806 spreadsheet tool and developed case studies illustrating multi-object decision analysis (MODA) applications. The Multi-Objective Decision Analysis Tool (MODAT) developed as part of this project helps prioritize candidate projects on a range of different objectives. MODAT can be accessed at: https://multiobjective.org/.

The American Association of State Highway and Transportation Officials (AASHTO) also developed a web-based training (WBT) training curriculum for performance-based prioritization using Multi-Objective Decision Analysis (MODA). This training is intended to educate and expose practitioners to the use of MODA.

Indiana DOT is scoring all of their projects based upon 7 categories including safety, congestion, environment, regional and state economic contribution, Intermodal connectivity, and total cost of ownership. This synthesis would be an extension of the research started here, specifically providing additional case studies of states implementing cross-investment allocation and considering investment categories other than physical assets.

1. American Association of State Highway and Transportation Officials. Transportation Performance Management (TPM) Portal. https://www.tpm-portal.com/. Accessed June 2022.
2. National Academies of Sciences, Engineering, and Medicine 2015. NCHRP Report 806: Guide to Cross-Asset Resource Allocation and the Impact on Transportation System Performance. Washington, DC: The National Academies Press. https://doi.org/10.17226/22177.
3. National Academies of Sciences, Engineering, and Medicine 2019. NCHRP Report 921: Case Studies in Cross-Asset, Multi-Objective Resource Allocation. Washington, DC: The National Academies Press. https://doi.org/10.17226/25684
4. American Association of State Highway and Transportation Officials. MODAT Tool. https://multiobjective.org. Accessed June 2022
5. American Association of State Highway and Transportation Officials. “Performance-Based Prioritization Using Multi-Objective Decision Analysis (MODA). Web-Based Training. AASHTO Store. Washington DC. https://store.transportation.org/Item/TrainingDetail?ID=4506. Accessed June 2022

Research Objectives:

Investigate, compile, and categorize examples of organizations’ efforts of using performance measures and data supported tools for cross resource allocation and goal-oriented decisions.

Urgency and Potential Benefits:

As agencies make tough resourcing decisions every year, this synthesis would be useful to capture how the research products and tools described above are being used, along with any other methods state DOTs are using to make multi-objective resource allocation decisions. Research has shown that multi-objective resource allocation can be done. This synthesis could answer “Is it being done?” and if so, “How is it being done?”

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The product of this research would be a synthesis of the practice, facilitating knowledge transfer to performance management practitioners.

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Transportation agencies traditionally had a very steady workforce. The combination of changes in young people’s work patterns and the economic changes that drive workforce availability requires that agencies need to act more proactively on how to deliver transportation programs. Research is needed to understand the behavioral patterns and mechanisms to both mitigate variability in workforce availability and what can be done proactively to benefit the agency.

With the increased funding states are receiving based on the IIJA and BFP. One agency has identified the fact that they may run into contractor availability to meet the needs of the upcoming projects.

Changes in economy. Changes in young people's work styles. With IIJA money, how are agencies going to be able to spend it, manage it? NMDOT is getting $45M for bridge projects, they have to identify the projects and it will strain the workforce to meet the requirements.

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Research Objectives:

• Understand changes in transportation workforce behavior
• Understand the economic forces that change transportation workforce behavior
• Determine ways that transportation agencies can better manage with these forces
• Recommend steps that agencies can take to work within these forces

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Several states have established offices to implement continuous improvement processes such as Lean, Design Thinking, or Change Management. Over 30 of these offices participate in the Transportation Lean Forum (TLF), an informal group that operates in association with the AASHTO Subcommittee on Organization Management. In addition to formal offices, some states make less formal “grass roots” efforts to improve their processes. A synthesis would conduct a side-by-side study of the states’ efforts, including efforts in states that are not participating in the TLF, find what is working and what is not, assist states to identify improvements that they might implement, and set a baseline of the current “state of the art” that could inform future research on the outcomes of these efforts.

Literature Search Summary:

Research Objectives:

Lean Improvement research questions:

1. Are there other states and countries with Lean Improvement or similar offices?
2. In what types of work are they achieving success?
3. Are there difference in focus between the DOTs?
4. Are there lessons to be learned by DOTs about how they might best improve their improvement efforts? (e.g., the Lean effort in England focuses mainly on the application of Lean principles in construction, but US States have not yet adopted Lean Construction to any great extent.)

Efficiency research questions:

1. Are there other states and countries with efficiency reporting requirements?
2. How do the reported efficiencies compare?
3. Are there types of efficiency that are reported in some states but not others?
4. Are there lessons to be learned by DOTs about how they might best improve their efficiency?

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Lean Improvement: Several DOTs have established offices to implement continuous improvement processes such as Lean, Design Thinking, or Change Management. These include a t least thirty US States, five Canadian Provinces, England, the Netherlands, and Sweden.

Efficiencies: Several state DOTs (e.g., CA, MN, OH) and England are required to submit annual efficiency reports.

(30 states + other agencies have initiatives). What can be learned from these efforts? For instance, in England, the focus is on construction-only. (Nigel) 

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Transportation agencies are required to use asset management systems, including pavement and bridge asset management systems, to comply with Federal requirements for developing asset management plans. These systems are valuable for supporting a number of business functions, including: analyzing the existing asset inventory and its condition; developing effective asset lifecycle strategies; determining resources required to maintain assets in good repair; and recommending priorities for asset treatments. However, a major challenge transportation agencies face is in using their asset management systems is in trying to develop realistic projects that utilize management system recommendations. The systems generally recommend specific treatments, but do not scope realistic projects. Thus, significant manual effort is required to review management system treatment recommendations, often from multiple systems, and combine these into candidate projects. Research is needed to determine how to extent existing asset management systems to better develop projects from the treatment recommendations these systems generate. Such research will help agencies better comply with Federal requirements, save staff time, and result in development of projects that best support agency asset lifecycle strategies and best practices.

Literature Search Summary:

Research Objectives:

Research is needed to determine how to extent existing asset management systems to better develop projects from the treatment recommendations these systems generate.

The proposed research would include the following tasks, at a minimum:
• Review of existing transportation asset management systems and the approaches agencies use for developing projects from management system treatment recommendations.
• Development of a framework for transportation asset project development. The framework should incorporate: asset lifecycle strategies, other investment objectives that may lie outside of existing asset management systems, such as improve equity, accessibility and mobility; major constraints and parameters related to development of projects; and other factors.
• Gap assessment to identify issues in current practice and opportunities for improvement.
• Development of prototype tools that supplement existing management system treatment recommendation to better support project development.
• Piloting the framework and tools with one or more transportation agencies.
• Development of a research report documenting the results of the research effort.

Urgency and Potential Benefits:

This research will help agencies better comply with Federal requirements, save staff time, and result in development of projects that best support agency asset lifecycle strategies and best practices.

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• Explore current state of practice to establish a baseline.

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In July 2012 MAP-21 established requirements that each state developed a Transportation Asset Management Plan (TAMP) that, at a minimum to include pavement and bridge assets on the National Highway System (NHS) (23 USC 119). This requirement was further detailed, in October 2016, through the issuance of 23 CFR 515, that encourages but dos not require State DOTs to include all NHS infrastructure assets in their TAMPs, (23 CFR 515.9(c)). This can include major asset classes such as tunnels or “ancillary” asset classes, such as:
• Guardrail
• Sidewalks
• Small Culverts
• Sign Structures
• Retaining Walls
• ITS Equipment
• Traffic Signals
While many states are including these assets in their TAMPs, many others manage these assets outside their federal TAMPs in an effort to right-size the associated workload and costs.

Literature Search Summary:

• FHWA’s Handbook for Including Ancillary Assets in Transportation Asset Management Programs (2019)
• FHWA’s Case Study 7 – Managing Assets Beyond Pavements and Bridges (2020)
• HIF-20-067 Case Study 7-Managing Assets Beyond Pavements and Bridges (TAMP Practices on Other Assets) (dot.gov)

Research Objectives:

Recent research has documented approaches to performing this work and several states have developed programs of differing levels of maturity. A Synthesis project at this time will enable agencies to understand the current state of the practice and identify leading practices that can be adopted to advance their own programs.

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Reimagine the DOT Organizational and Decision Making Paradigm from - one that is driven by planning, design and construction – to one driven by the need to maintain and operate an established system based on principles of asset management and transportation system operations

Literature Search Summary:

NCHRP 08-138
www.agencycapability.com/library/nchrp-20-07-task-408-transportation-system-management-and-operations-tsmo-workforce-skills-positions-recruitment-retention-and-career-development/
www.tamguide.com/chapter/3-organization-and-people
www.trb.org/NCHRP/Pages/Report_to_AASHTO_TSO_775.aspx
· SHRP 2 Report S2-L06-RR1 “Institutional Architectures to Improve Systems Opera-tions and Management”
· FHWA-HOP-17-017 “Developing and Sustaining a Transportation Systems Man-agement and Operation Mission for Your Organization: A Primer for Program Plan-ning”
· NCHRP 08-138 (Pending) Guide to the Integration of Transportation Systems Management and Operations into Transportation Asset Management

Research Objectives:

To rethink how a transportation agency should be organized to maintain and operate an existing system in real time. That includes a focus on preservation and maintenance of existing assets, responding quickly and effectively to incidents and emergencies, and operating the system at an optimized level of service given funding constraints. The research will consider what systems and processes need to be in place to monitor conditions and operations, the role of maintenance and asset management in programming and project development, effective use of agency forces, budgeting for maintenance and replacement over the lifecycle, and how to manage risk as a compliment to resource constrained asset management strategies. The research will look at various public and private sector models that look at organizational structure, element driven contracting, funding allocation models, and the role of in house vs contract resources to maximize the cost effectiveness of resource investments.
Project objectives envision developing a synthesis using the following guidance:
1. Identify organizational practices that integrate maintenance and operational needs into capital planning processes.
2. Perform a domestic and international scan of how and what transportation agencies do organizationally to implement effective Asset Management and TSMO practices for holistic decision-making throughout the asset lifecycle.
3. Identify decision-making, communication, and organizational practices to in-clude all stakeholders in the lifecycle of the assets.
4. Identify project criteria and business practices that can be used for realizing improved transportation system performance over time. This includes how or-ganizations take into account maintainability, sustainability, resiliency and functional performance in the development, design and construction of pro-jects.
5. Develop case studies on how capital transportation projects are delivered and the problems that occur across functional areas. Agencies will be interviewed to determine root cause analysis of projects to evaluate both successes and problems with the long term lifecycle management of assets arising from poli-cies, organizational practices, and knowledge transfer and how that impacts an agency’s ability to maintain a state of good repair for new and existing assets.
6. Evaluate how federal funding mechanisms could be employed to fund mainte-nance needs of new and existing asset types arising out of capital project prior-itization.
7. Evaluate how agencies integrate performance targets and measures into their maintenance, operations, program management and asset management pro-cesses to drive decision making.

Urgency and Potential Benefits:

Asset management and transportation systems management and operations have become cornerstones of how transportation agencies prioritize how they maintain, op-erate and make capital improvements to their transportation systems. These have driven agencies to rethink how to develop their capital programs, how decisions are made and who is involved at various levels of decision making. The goal of this re-search is to share effective practices within agencies for the benefit of the overall in-dustry.

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The purpose of this is to research case studies to help agencies improve their own de-cision-making processes with regards to asset management and TSMO.

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Financial risks can threaten the strategic objectives of transportation agencies - e.g., the safe and reliable and efficient movement of people and goods. For example, the Highway Trust Fund is tied to taxes on gas and diesel. However, the recent COVID-19 pandemic greatly reduced American consumption, thus dramatically reducing revenues. State DOTs have seen their budgets slashed by 30% or more, forcing delays in some projects. Furthermore, external mandates can impose both risks and opportunites. A well-funded mandate could mean state DOTs have additional funding for enhancing resilience, while an unfunded mandate could force a DOT to choose between maintenance and projects. The objective of this project is to help transportation leaders with decision-making tools for allocating limited resources when subjected to unpredicatable financial conditions.

Literature Search Summary:

This research need was recommended and prioritized through multiple stakeholder engagements during the 20-123 project. No related literature was found that incorporated financial risk at the enterprise and program levels. In addition, the recent COVID-19 pandemic highlighted the consequences of income and financial instability in transportation agencies.

The importance of incorporating risk at the enterprise and program levels has been recognized, and AASHTO published a guide summarizing how DOTs can establish and benefit from an enterprise risk management (ERM) program (AASHTO Guide for Enterprise Risk Management, 2016). This guide divides risk into four levels: enterprise, program, project, and activity. Risks to the enterprise are identified as the risks that affect the organization and its strategic objectives; while risk to the program includes risks that are “common to group of projects that achieve strategic goals” or those that “could affect the performance of major programs such as safety, pavements, bridges, maintenance, information technology, local programs, project delivery, finance, and human resources”. The guide provides an overview on what enterprise risk management is, highlights the benefits, and also includes information of how to identify, assess and manage those risks. However, further guidance and methodologies on how to assess and manage financial risks at the enterprise and program levels are still needed.

Research Objectives:

The purpose of the proposed research project is to provide state DOTs with the necessary tools to assess and manage financial risk at the enterprise and program levels.

The specific research tasks to accomplish the main objective include:

• Task 1 – Conduct an in-depth literature review of all studies related to assessment and management of financial risks in transportation agencies, especially at the enterprise and program levels, including national and international examples as available.
• Task 2 – Conduct a gap assessment of the state of practice to determine what is still needed to incorporate financial risk at the enterprise and program levels.
• Task 3 – Develop a methodology for identifying and quantifying financial risks at the enterprise and program levels.
• Task 4 – Develop metrics and performance indicators for evaluating effectiveness of financial risk countermeasures.
• Task 5 – Develop decision-making tools for resource allocation under conditions of financial uncertainty.
• Task 6 – Develop methodology and guidance on consideration of program and potentially project-level financial risk within the enterprise.
• Task 7 – Pilot test the developed processes with multiple state DOTs and revised methodology as needed.
• Task 8 – Develop an implementation guide to help state DOTs to incorporate these processes into existing agency programs and projects.

Urgency and Potential Benefits:

The recent COVID-19 pandemic greatly reduced American consumption, thus dramatically reducing revenues. State DOTs have seen their budgets slashed by 30% or more, forcing delays in some projects and reductions in workforce. A well-funded mandate could mean state DOTs have additional funding for enhancing resilience, while an unfunded mandate could force a DOT to choose between maintenance and projects. Not having the necessary funding for certain programs or projects may have a short or long term negative impacts on agency mission (e.g., lack of funding to continue or improve safety programs).

This project aims to provide transportation leaders with the necessary decision-making tools for allocating resources when subjected to unpredicatable financial conditions in order to reduce risks and increase the return on investment (ROI).

Implementation Considerations:

In order to implement financial risk assessments at the enterprise level, senior executives and policy makers need to take the lead and champion these initiatives.
Similarly, program managers need to take the major role on encouraging the implementation of financial risk assessments into program level.
It is key that senior executives, policy makers and program managers need to have a communication plan to communicate with peers on their areas in order to assess the financial risks to multiple programs and/or projects that may affect each other. In addition, providing staff training on the subject of financial risk, especially at the enterprise and program levels, is a key factor on successful implementation. Training material (including guidance, workshops, peer exchanges, etc.) to help implementation champions should be developed and used to create awareness and facilitate assessments.

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Rank 5 in 2021

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Description:

Started from War Games topics, planning to submit to the Domestic Scan Program
• Focused on how do we integrate accepted best practice learnings and revisit our organizational mission across sectors to create a more safe, equitable society?
• Currently researching organizational missions, emerging performance areas, and equity plans within organizations before next meeting

Areas we may want to include:
- Organizational components that have been successful (for example)
- Organizational factors
- Risk management approaches
- Innovative strategies
- Stakeholder partnership (more than engagement)
- Successful support systems
- Strategic frameworks - organizational missions
- Performance management systems
- Equity plans, etc.
- Types of leadership exhibited in high-performing agencies
- Process
- I.D. promising practices
- Assess likelihood of reproducing these results
- Investigate issues, assess tech transfer opportunities and methods
- Document results

Also consider barriers to addressing societal needs, how leading agencies have overcome these challenges (for example):
- Rapid pace of change
- Complex, sometimes conflicting social pressures
- Funding
- Politics
- Other?

Literature Search Summary:

Research Objectives:

Process
- I.D. promising practices
- Assess likelihood of reproducing these results
- Investigate issues, assess tech transfer opportunities and methods
- Document results

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Emerging technologies, such as the use of drones for inspections, LiDAR field data collection, and continuous monitoring of real-time sensor data (among others), hold the promise of transforming asset data collection for transportation asset management. As this technology has been evolving and improving, federal regulation, specifically, MAP-21 and the FAST Act, has pushed many agencies to collect and utilize a detailed inventory of infrastructure assets and transportation data. With the collection of high-volume asset inventory and condition data, such as LiDAR point cloud data, the accessibility and affordability of data collection has become a clear issue for agencies, particularly as they aim to manage and visualize collected data for both strategic and operational transportation asset management planning purposes. Therefore, research and guidance on the benefits and applications of these emerging technologies as well as how frequently that inventory and condition data need to be collected or assessed is necessary.

The focus of this research would be on the following:
• Address the adoption and practical application of these emerging collection technologies and the rapid pace of technological advancement.
• Provide guidance on the level of detail and frequency interval necessary for data collection to support TAM at both the state and local levels.
• Determine how condition assessment can be applied to the performance measures of both pavement and non-pavement assets.
• Further investigate and recommend tools capable of visualizing asset extraction layers, as well as presenting data to stakeholders in powerful GIS formats with standardized TAM graphics for universal interpretation.
• The research should consider any refinements that would need to occur in network level asset management data collection to make the data useful for compliance (i.e. ADA), safety (i.e. bridge clearances) or engineering (design or construction) purposes.

Literature Search Summary:

• PROJECT: Best Practices on Collecting Asset Information from the Construction Stage, South Carolina Department of Transportation, 2021, Proposed 2021-10-01
• PROJECT: Automated Guardrail Inventory and Condition Evaluation, Massachusetts Department of Transportation, 2021, Active 2021-01-18
• Highway Asset and Pavement Condition Management using Mobile Photogrammetry, Transportation Research Record: Journal of the Transportation Research Board, 2021
• Automated Real-Time Roadway Asset Inventory using Artificial Intelligence, Transportation Research Record: Journal of the Transportation Research Board, Volume 2674, Issue 11, 2020, pp 220-234, 2020-11
• Computer Vision for Rapid Updating of the Highway Asset Inventory, Transportation Research Record: Journal of the Transportation Research Board, Volume 2674, Issue 9, 2020, pp 245-255, 2020-09
• GIS Tools and Apps—Integration with Asset Management, 2020, 155p, 2020-02
• PROJECT: A Method for Pavement Marking Inventory and Retroreflectivity Condition Assessment Using Mobile LiDAR, Massachusetts Department of Transportation, $200,000, 2019, Active, 2019-10-21
• SCDOT Asset Data Collection Assessment, 2019, 99, 2019-08
• PROJECT: GIS Tools and Applications: Integration with Asset Management, Minnesota Department of Transportation, $59,021.12, 2019, Completed, 2019-04-19
• Novel Cloud and Mobile Technology for Road Asset Management in Saint Lucia, 26th World Road Congress, 2019, 9, 2019
• Implementation of Road Asset Management System in Saint Lucia, 26th World Road Congress, 2019, 16, 2019
• Innovative Approaches to Asset Management, 2019, 110, 2019
• Machine Learning Powered Roadside Asset Extraction using LiDAR, TAC 2018: Innovation and Technology: Evolving Transportation - 2018 Conference and Exhibition of the Transportation Association of Canada, 2018
• Life-Cycle Approach to Collecting, Managing, and Sharing Transportation Infrastructure Asset Data, Journal of Construction Engineering and Management, Volume 143, Issue 6, 2017-06
• Highway Asset Inventory Data Collection Using Airborne LiDAR, Transportation Research Board 96th Annual Meeting, 2017, 15
• Evaluation of High-Speed Mobile Technologies for Sign Inventory and Maintenance, Transportation Research Board 96th Annual Meeting, 2017, 13, 2017
• Implementation of Aerial LiDAR Technology to Update Highway Feature Inventory, 2016, 133, 2016-12
• Guide for Efficient Geospatial Data Acquisition using LiDAR Surveying Technology, 2016, 12, 2016
• LEVERAGING CONSTRUCTION INSPECTION AND DOCUMENTATION FOR ASSET INVENTORY AND LIFE CYCLE ASSET MANAGEMENT Transportation Research Board 95th Annual Meeting, 2016, 20, 2016
• Handbook For Including Ancillary Assets in Transportation Asset Management Programs, Federal Highway Administration, 2018

Research Objectives:

Working backward from the key decisions that need to be made across stakeholder groups over an asset’s lifecycle, this project seeks to identify current practices and recommend ongoing improvements in relation to collecting, storing, sharing, and maintaining asset inventory and condition data (“data management”). With a focus on implementation, the project will build on existing research by identifying the pros and cons of different data management methods and technologies, so that decision makers across departments can collaborate more effectively when planning and investing in data management approaches. The practice of data management is evolving at a rapid pace, given the proliferation of new technologies that are being used increasingly alongside traditional approaches. In parallel, agencies are recognizing the multi-stakeholder nature of asset management, as departments such as compliance, safety, engineering, operations and environmental begin to see the benefits of access to reliable, accurate asset information. This project will answer key data management questions such as: What data should be collected to address all stakeholder needs? How, when, and how often? Using which technologies and platforms? At what cost? And why?
It will also provide guidance to agencies on the most appropriate approaches to collecting, storing, sharing and maintaining asset data, based on the needs of the various stakeholders involved in data-based decision-making.

Urgency and Potential Benefits:

Inventory and condition data collection and data management are continuously changing in response to changing demands of state and local agencies. However, despite these changing demands, inventory data is constantly being used by multiple stakeholders to make decisions (planning, operations, safety, contractors). While the inventory data may not necessarily be accurate or timely due to these agency constraints or because the agency’s collection processes lack maturity (i.e. ancillary assets), this data is still being used to make decisions at all levels within an agency, yet there is little consensus on how to manage data related to those assets.
The benefits of this research are that it will provide a complete view of inventory and condition issues across asset classes; support agencies with lessons learned from others (from data collection to post-processing/extraction and related decision making) and enable collaboration on new approaches, particularly for secondary asset data management; support implementation of TAMPs by helping to ensure data is reliable and accurate; support preparation for emerging technologies such as CAVES, which will be dependent on secondary assets, such as striping, roadside units (RSUs) and signals.

Implementation Considerations:

Methods to incorporate products into practice:
- Web-based training for agency staff
- Case studies from peer agencies
- Assessment of existing technologies including functionalities, pros/cons, and costs
Intended audience:
- Decision makers at all organizational levels and across departments/disciplines
- Contractor and consultant community

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Research Objectives:

Emerging technologies hold the promise of transforming asset data collection for transportation asset management such as the use of drones for inspections, LiDAR field data collection, continuous monitoring of real-time sensor data, and more. While the technology has been transforming, MAP-21 and the Fast Act jump started at many agencies in attaining an inventory of infrastructure assets and transportation data. At the same time, accessibility and affordability to collect high volumes of asset inventory data, such as LiDAR point cloud data, present the problem of how agencies can visualize and manage such large amounts of data and integrate the many layers for each transportation asset management plan. Now that the need for such data is federally recognized, further research is needed to understand what the latest technologies for asset analysis can offer an agency as well as how frequently that information needs generated.

Research is needed in the following areas:
• Address the adoption and practical application of these technologies and the rapid pace of technological advancement.
• What level of extraction detail and frequency interval is needed to support TAM at both the state and local levels and how can the condition assessment be applied to the performance measures of both pavement and non-pavement assets?
• Further investigate what tools are capable of visualizing asset extraction layers, as well as presenting such data to all stakeholders in powerful GIS formats with standardized TAM graphics for universal interpretation.

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