The page collects all research candidate statements that haven’t yet been programmed as projects. In the left column, you can browse all the unprogrammed candidate statements, including statements from previous years. You can compare these to the right column, which highlights the year’s research priorities, the current project pipeline, and completed research. Site administrators can select candidate statements for consideration in the next research year.
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Short-Term
Research Candidate Statement
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

Champions
Matt Versdahl | Washington State Department of Transportation
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Short-Term
Research Candidate Statement
Short-Term
Research Candidate Statement
Objectives

  • 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.)

Champions
Alex Finch | Connecticut DOT
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Short-Term
Research Candidate Statement
Objectives

  • 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

Champions
Alex Finch | Connecticut DOT
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Short-Term
Research Candidate Statement
Objectives

  • 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

Champions
Alex Finch | Connecticut DOT
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Short-Term
Research Candidate Statement
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.

Champions
Shaunna Burbidge, PhD | Avenue Consultants
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Patrick Cowley | Utah Department of Transportation
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Short-Term
Research Candidate Statement
Objectives

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

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
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

Champions
Deanna Belden | MnDOT
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Short-Term
Research Candidate Statement
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).

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
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.

Champions
Deanna Belden | MnDOT
E-mail
Scott Zainhofsky | NDDOT
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Jack Smith | NDDOT
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Short-Term
Research Candidate Statement
EM - Synthesis: Multi-Objective Resource Allocation

Considered for advancement in 2022

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.

Champions
Deanna Belden | MnDOT
E-mail
Scott Zainhofsky | NDDOT
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Short-Term
Research Candidate Statement
OM - Managing Workforce Changes and Availability

Considered for advancement in 2022

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

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
OM - Synthesis: Effectiveness of Process Improvements

Considered for advancement in 2022

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?

Champions
Nigel Blampied | Projectresearch.org
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Short-Term
Research Candidate Statement
Objectives

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
TAM - Management System Treatments vs. Projects

Considered for advancement in 2022

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.

Champions
Justin Bruner | Pennsylvania DOT
E-mail
Bill Robert | Spy Pond Partners
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Short-Term
Research Candidate Statement
TAM - Synthesis: Current state of resilience work 

Considered for advancement in 2022

Objectives

  • Explore current state of practice to establish a baseline.

Champions
Aimee Flannery |
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Short-Term
Research Candidate Statement
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.

Champions
Brad Allen | Applied Pavement Technology
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Todd Shields | Indiana DOT
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Short-Term
Research Candidate Statement
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.

Champions
Matt Versdahl | Washington State Department of Transportation
E-mail
Steve Wilcox | New York State DOT
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Short-Term
Research Candidate Statement
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.

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
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.

Champions
Perry Lubin | SPP
E-mail
Bryce Kositz | Infromation Technologies Curves, Incorporated
E-mail
Bryce Kositz | Information Technologies Curves
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Objectives

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
Objectives

● Survey and interview State DOTs and others as to their practices during COVID. For example: observe their budget outlays, activities performed and data collection.
● Focus on uncertainty in general - such as funding uncertainty; the results could be utilized for good practices not just in times of widespread disease, but also for times of economic austerity such as a recession. Note: The visualization committee (AED80) has been kicking around a research idea related to how to VISUALIZE uncertainty. Could be a good opportunity to collaborate with that TRB committee. Anne-Marie McDonell and Matt Haubrich are both on AED80 so feel free to reach out.
● Potential to focus on risk management with respect to federal TPM target-setting (rather than risk management with respect to funding uncertainty).

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
Objectives

Several economic optimization methods are linked with TAM project selections. One of the economic indicators in measuring them is the ROI (which can be defined in various ways), but there are others such as NPV, IBC, FYRR and more. This research needs statement refers to the need of connecting prioritization / different approaches to asset management (such as optimization) and TAM project selections and economic indicators.

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
Objectives

There are several known methods of estimating the maintenance backlog – via budget (raising the network to a given level within a given number of years), length or percentage of the network under a given maintenance standard (such as PCI, PSI, IRI or other indicator),

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
Objectives

This question is usually dealt with in road assets but can be expanded to bridges and other assets as well. It is part of a life cycle cost analysis when the evaluation is performed on different treatments which are differentiated by their frequency (usually every X years) and thus influencing their cost. Many Asset Management Systems incorporate this kind of analysis.

Champions
NKTest | test
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Short-Term
Research Candidate Statement
Objectives

The objective of this synthesis is to identify best practices from State DOTs of how to improve processes through required performance-based planning and programming document development and implementation through exploring:
• How State DOTs and MPOs are linking and including asset management decisions in their traditional planning processes;
• How agency’s integrate asset management project identification and prioritization into required planning processes;
• Gap analyses of where State DOTs and MPOs identify a need for more guidance on how to connect required performance-based documents to programming decisions;
• What management systems are in use to help agencies implement risk-based asset management with performance objectives and targets.
• Examples of where MPOs work in partnership with State DOTs to mobilize National Highway System partner owners (local agencies) to plan/program to performance targets.

Champions
Anna Batista | High Street Consulting Group
E-mail
Meredith Hill | Maryland SHA
E-mail
Jeff Neal | NCTCOG
E-mail
Adi Smadi | The University of Kansas
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Short-Term
Research Candidate Statement
Objectives

● Guidance on establishing BIM data governance and quality standards to support asset management.
● Recommend standards for data transfer between data collection and asset management systems.
● Develop maturity scales for BIM implementation and establish appropriate maturity level for integration of TAM
● Research on BIM applications to support DOTs' data governance specific to the collection of data by one part of the agency can be used directly by other parts of the agency
● Evaluate cost effectiveness of collecting and managing data through BIM at a sufficient level of quality.
● Aligning the focused but detailed project-level data with network-wide but less detailed TAM data.

Champions
Will Duke | Spy Pond Partners
E-mail
Louis Feagans | InDOT
E-mail
Trish Stefanski | MnDOT
E-mail
Buffy Conrad | MDOT SHA
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Short-Term
Research Candidate Statement
Objectives

1. Evaluate the impacts of incomplete/missing annual pavement data collection to various aspects of agency asset and performance management, including technical considerations, such as network-level condition summary and performance forecast, maintenance, rehabilitation, and reconstruction decision-making, and condition deterioration and treatment improvement modeling.
2. Consider the effect of incomplete/missing data on the organization and processes, such as federal performance reporting and transportation asset management planning requirements, as well as impacts to other internal and external stakeholders and decision-making processes.
3. Analyze and derive recommendations on mitigation strategies that DOT could implement to minimize the impact of incomplete condition data.

Proposed research activities include:
1. Conduct a literature review to document:
○ DOT motivations and/or requirements for annual data collection.
○ Potential technical and organizational impacts or issues associated with missing an annual data collection.
○ Techniques available to mitigate the impacts of missing the collection.
○ DOTs known to currently (or in the recent past) complete pavement data collection on a 2 or more year data collection cycle.
2. Building from the literature review, survey State DOTs to capture:
○ DOT motivations and/or requirements for annual data collection
○ Potential technical and organizational impacts or issues associated with missing an annual data collection
○ Techniques available to mitigate the impacts of missing the collection.
○ DOTs that currently (or recently) collected pavement data on a 2 or more year data collection cycle
○ DOTs which have previously missed their established collection cycle
3. Conduct follow up interviews/surveys with DOTs that have longer collection cycles or which had previously missed an annual pavement data collection to understand perceived vs. actual impacts (both technical and organizational) and any mitigation strategies they employ.
4. Summarize literature review, survey results and follow up interviews to guide ongoing research activities
5. From a representative set of DOTs, collect available pavement condition and work history data, pavement deterioration and improvement benefit models
6. Utilize collected data to complete a statistical evaluation of the impact missing a year of data collection with respect to forecasted vs. actual performance results, and ability to identify priority investment areas based on previous year’s data collection, as well as other issues identified through the survey
7. Identify potential strategies to mitigate the impacts of incomplete condition data
8. Document survey results and evaluation outcomes
9. Produce a technical report summarizing impacts of, and potential mitigations for, missing an annual pavement collection cycle
Desired products include:
● Detailed listing of current requirements and/or motivations for annual pavement data collection
● Summary of perceived and actual impacts of missing an annual data collection against the listed motivations, supported with a statistical evaluation of actual DOT datasets where applicable
● A summary of potential mitigation strategies that can be employed to reduce the identified impacts

Champions
Bahar Bazargani | SRF Consulting Group
E-mail
Cristina Torres-Machi | University of Colorado Boulder
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Short-Term
Research Candidate Statement
Objectives

Better define the needs for education, training and workforce development related to transportation asset management and transportation performance management. Develop resources as needed for the following sub-areas:
Education—Writing curriculum for undergraduate and graduate courses
Training—For DOT and MPO staff in-depth career training, NHI, etc.
Workforce Development—e.g., TC3

Champions
Matt Hardy | AASHTO
E-mail
Katie Zimmerman | APTech
E-mail
Walter Butcher | Crowe, LLC
E-mail
Richard Boadi | Wood, PLC
E-mail
Dr. Basak Bektas | Minnesota State University
E-mail

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Short-Term
Research Candidate Statement
Objectives

Implementation of NCHRP 08-118: Risk Assessment Techniques for Transportation Asset Management

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
Objectives

Implementation of NCHRP 08-129: Incorporating Resilience Concepts and Strategies in Transportation Planning

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
Objectives

The objective of this implementation project support further testing and use of Asset Valuation Guide developed through NCHRP Project 23-06. This project will aid a set of transportation agencies in implementing the asset valuation guidance. A set of case studies will be developed based on the agency implementation efforts. Details on the case studies will be added to the web-based version of the asset valuation guidance and subsequent versions of the Asset Valuation Guide. Further, the web and printed versions of the Guide will be revised to reflect the additional experience gained from the case studies.

To support accomplishing the research objectives the effort will incorporate the following activities at a minimum:
• Delivery of a set of workshops to review and summarize the Asset Valuation Guide.
• Identification of a set of six transportation agencies to participate in implementation of the asset valuation guidance.
• Application of the asset valuation guidance for the selected set of agencies, resulting in calculation of asset value by asset class, the cost to maintain asset value and related measures such as the Asset Consumption Ratio, Asset Sustainability Ratio and Asset Funding Ratio.
• Illustration of how information on asset value can support improved TAM decisions.
• Refinement of the Asset Valuation Guide (printed and web versions) based on the results of the case studies.
• Development of supplemental tools and worksheets to assist in calculating asset value to support TAM utilize the Asset Valuation Guide.

Champions
Bill Robert | Spy Pond Partners
E-mail

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Short-Term
Research Candidate Statement
Objectives

Integrating Risk and Resilience into the Performance Management Decision-Making Process

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
Objectives

1. Evaluate current federal PM2 measures, both pavement condition measures and bridge measures, for performance thresholds, and overall performance measure with respect to: Consistency, Usefulness, and Alignment.

2. Identify and address in detail specific challenges for each condition measure for consistency, including thresholds. For example, determine if wheel path cracking considerations could be revised to provide more consistent results across pavement types (e.g. composite, concrete) and pavement widths (e.g. <12 ft.) 3. Provide recommendations to improve existing measures and/or identify metrics that better reflect conditions enhance decision-making taking into account not only the assessment of current and future condition but also their implications in economic analyses of long-term maintenance and rehabilitation.

Champions
Todd Shields | INDOT
E-mail
Brad McCaleb | ARDOT
E-mail
Adi Smadi | The University of Kansas
E-mail

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Short-Term
Research Candidate Statement
Objectives

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.

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
AI and Deterioration Modeling

Considered for advancement in 2020

Objectives

This research project would aim to develop a Primer or Guidance document to help agencies tasked with managing infrastructure (including pavement and bridges) to assess their current data, data collection processes, and data needs to best position them to be able to take advantage of burgeoning artificial intelligence techniques to develop increasingly accurate predictive models regarding their infrastructure.

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
Objectives

Champions
Scott Bloxsom | Essency Consulting USA Inc
E-mail

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Short-Term
Research Candidate Statement
Objectives

The ultimate objective is to provide the decision-maker with tools that add value to the decision-making process and improve the robustness of the infrastructure network as a whole. In that sense, novel approaches for the evaluation of risk will be sought to capture the stochastic nature of interdependent infrastructure. A graph theory approach to evaluate criticality of network node failure as shown by Buldyrev and colleagues (2010) may prove interesting for the evaluation of consequences, and thus the real option value for the infrastructure, simulated by network programming methods.

Champions
This candidate currently has no champions

Short-Term
Research Candidate Statement
Objectives

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
Objectives

• Not just the pieces, but the overall functions
• Learn from things like Baldridge, other management systems

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
OM - The Human Side of Organizational Management

Considered for advancement in 2024

Objectives

Empathy, culture
Facilitating change management, team functions
Keeping workforce, mitigating staff turnover
Beyond organizational structure

Champions
This candidate currently has no champions

Objectives

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
EM - Resilience measures

Considered for advancement in 2024

Objectives

i. 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
2. Community mobility, or mobility and destination access across a jurisdiction
3. Effective performance measures

Champions
Jim Padilla | TXDOT
E-mail
Kelly Travelbee | Michigan DOT
E-mail

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Medium-Term
Research Candidate Statement
EM - Economic and social impacts of projects

Considered for advancement in 2024

Objectives

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
EM - Better Understanding of Non-Auto Travel Demands

Considered for advancement in 2024

Objectives

i. What portion of travelers cannot, should not, or prefer not to drive and would use non-auto modes if they are convenient, comfortable and affordable.

(combined with elements of the omissions and biases in the planning process idea as appropriate. from symposium 1:

Research that combines the following two ideas:
Better understanding of non-auto travel demands. What portion of travelers cannot, should not, or prefer not to drive and would use non-auto modes if they are convenient, comfortable and affordable. This will require more detailed and targeted travel surveys, and case studies which measure the travel changes that result from non-auto improvements and incentives.
Omissions and biases in the planning process. A number of studies indicate that current planning tends to overinvest in automobile facilities and underinvest in non-auto improvements, TDM programs and Smart Growth development policies compared with what is fair and efficient. Some of these reflect the previous-describe omissions and others result from funding biases that make it much easier for public agencies to invest in highways and mandate off-street parking than to improve other modes. We need research that identifies these biases and provides a roadmap for more efficient and equitable transportation planning.)

Champions
Margie Ray | Virginia DOT
E-mail
Kelly Travelbee | Michigan DOT
E-mail

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Medium-Term
Research Candidate Statement
EM - Equity in Programming

Considered for advancement in 2024

Objectives

Background - While many states prioritize equity in individual policies and projects, a critical gap exists in understanding how programs of projects contribute to achieving transportation equity. Currently, most programming uses an asset management lens, which assumes the existing system continues to meet our evolving needs. However, newer vision and mission statements have been updated to more holistic, bigger picture focuses. Recent statewide multimodal transportation plans reflect this shift with ambitious safety, equity, and sustainability targets. Maintaining the current programming approach may hinder the ability to achieve these goals.
i. Defining program equity.
ii. Evaluating Current system performance against equity outcome-based programming principles.
iii. Recommending programming processes that advance transportation equity.

Champions
Anna Batista | High Street Consulting
E-mail
Deanna Belden | MNDOT
E-mail

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Medium-Term
Research Candidate Statement
Objectives

i. Research objective is to understand how owners and travelers can use AI and massive data sets during events and understand the appropriate use of the datasets (reliability, risks) *TO REFINE

Champions
iii. Adam Moline | AECOM
E-mail
Bridget Malinowski | AECOM
E-mail
William Johnson | CODOT
E-mail

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Medium-Term
Research Candidate Statement
Objectives

i. The research objective is to develop a guide to identifying and managing EV, CAV risks to roadway safety infrastructure.

Champions
Bridget Malinowski | AECOM
E-mail
Caroline DIckey | Mott MacDonald
E-mail
William Johnsonm | CODOT
E-mail

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Medium-Term
Research Candidate Statement
Objectives

• When to determine if it is maintenance or engineering activity
• Lifecycle considerations
• BC/ROI considerations for maintenance vs engineering treatments
• Possible synthesis?

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
CC - Create a Performance Management “Blue Book”

Considered for advancement in 2024

Objectives

i. Provide the science of TPM (*make a very practical resource)
ii. References TPM research from the past seven years
iii. Allow states to develop their own policies
iv. Best practices
v. Standard (provide what exists)
vi. Provide a way to look at different functions of an agency and what they each need to be doing
vii. Include stakeholder satisfaction metric integrated into how one conducts TPM

Champions
Edgardo Block | CTDOT
E-mail
Ateeth Dhumal |
E-mail
Daniela Bremmer | Washington State DOT
E-mail

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Medium-Term
Research Candidate Statement
CC - Ways to Measure Organizational Efficiency

Considered for advancement in 2024

Objectives

i. define organizational efficiency
ii. offer varying frameworks depending how an organization/agency works (5-6 differing
iii. agency scenarios
iv. get specific metrics for organizational/agency efficiency
v. offer a toolbox that different agencies can use
vi. develop guidelines on how efficiency measures/KPIs can be used/applied

Champions
Hyun-A Park | Spy Pond Partners, LLC
E-mail

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Medium-Term
Research Candidate Statement
OM - Capturing Knowledge

Considered for advancement in 2024

Objectives

• Knowledge capture of retirees and other employees
• Best practices, case studies, tools (downloadable), experts
• Practical assistance that can quickly be understood and applied (simple)
• Identifying core business functions (knowledge interviews of outgoing employees, e.g.)
• Beyond procedural documentation

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
CC - Attracting New Workforce to TPM, TAM, RM, etc.

Considered for advancement in 2024

Objectives

Champions
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Medium-Term
Research Candidate Statement
Objectives

i. Recommendation of strategies to address changes in workforce.
ii. Strategies on identifying issues in workforce expectations.
iii. Framework to assess organizational culture/values – Bridging gap between agency culture and new workforce hires.
iv. Comparison of public vs. private organization approaches.

from symposium 1:

How to ensure the work gets done
Understand changing demographics
Training, transition plans
Tools - best practices (broadly)
Turnover and ability to aim employees, including leadership bench strength (transitioning into leadership positions)
Scan of practice
Broadly, look at other sectors
Mindset shifts - "farm team" approach - mentoring, training, non-traditional recruitment

Champions
AASHTO Representative TBD | AASHTO
E-mail

Email Champions

Medium-Term
Research Candidate Statement
CC - Calculating Impact of Performance Decisions (PBPP)

Considered for advancement in 2024

Objectives

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
Objectives

c. Research Objectives:
i. Learning how organizations can optimize the use of technologies.
ii. Leveraging technological advances to organizational needs.

Champions
AASHTO Representative TBD | AASHTO
E-mail

Email Champions

Medium-Term
Research Candidate Statement
Objectives

i. Genesis/imperative for this topic: There's a lot of turn-over occurring. Losing one key player can take down an agency's TAM strategy. How to build the bench?
ii. look at agencies where AM is integrated in the business processes as examples. Policies, documents, etc. org structure
iii. how to plan for management to come?

Champions
AASHTO Representative TBD | AASHTO
E-mail

Email Champions

Medium-Term
Research Candidate Statement
Objectives

Champions
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Medium-Term
Research Candidate Statement
Objectives

i. What is the framework for doing this? One idea could be the use of utility. What are other ways?
ii. Case examples documenting success stories. (seems to be sparse from related literature/case study reviews)

Champions
Edgardo Block | Connecticut DOT
E-mail
Meredith Hill | Maryland DOT
E-mail
Karen Miller | Missouri DOT
E-mail

Email Champions

Medium-Term
Research Candidate Statement
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.

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
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.

Champions
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Medium-Term
Research Candidate Statement
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.

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
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.

Champions
Deanna Belden | Minnesota DOT
E-mail
Louis Feagans | Indiana DOT
E-mail
Lori Richter | Spy Pond Partners
E-mail
Peter Rafferty | Cambridge Systematics
E-mail

Email Champions

Medium-Term
Research Candidate Statement
Objectives

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)

Champions
Matt Versdahl | Washington State Department of Transportation
E-mail

Email Champions

Medium-Term
Research Candidate Statement
OM - Evaluation of process improvement techniques

Considered for advancement in 2023

Objectives

- 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

Champions
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Medium-Term
Research Candidate Statement
OM - Vision for transportation/Moonshots

Considered for advancement in 2023

Objectives

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.

Champions
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Medium-Term
Research Candidate Statement
Objectives

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

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
Objectives

(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

Champions
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Medium-Term
Research Candidate Statement
Objectives

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)?

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
Objectives

This research should:
• Identify pertinent data sources, data types, as well as relevant collection and analysis methods employed by transit agencies.
• Provide a synthesis of examples or State of the Practice applications for MPOs/DOTs.
• Outline communication strategies to the relevant decision-makers.

Champions
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Medium-Term
Research Candidate Statement
System Level Asset Valuation

Considered for advancement in 2016

Objectives

The objectives of this research are to examine methods for evaluation of system assets. Thorough research should:
• Identify international practices and determine how they can be applied in the US
• Better marry engineering and accounting in financial planning
• Demonstrate benefits through a case study (may be fictional)

Champions
This candidate currently has no champions

Medium-Term
Research Candidate Statement
Aligning the Organization for TAM

Considered for advancement in 2016

Objectives

The focus of this research is to support a scan tour or peer exchange addressing organizational alignment for TAM. This falls into three distinct but equally necessary categories: a review of previous knowledge, a inter-agency gathering to assess differing organizational models and policies to TAM, and finally a report or summary of the findings.

Champions
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Medium-Term
Research Candidate Statement
Objectives

Champions
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Medium-Term
Research Candidate Statement
Objectives

Champions
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Title Background and Problem Statements Objectives Proposed Research Activities Desired Products Notes and Considerations Funding Estimated Timeframe Category of Funding Status
TAM - Synthesis of the Development and Use of Treatment Unit Costs in Asset Management Systems

One of the key inputs to transportation asset management systems is the unit cost of each treatment. Costs associated with improving an asset consist of three components:
• Direct treatment costs: Cost of the treatment itself. This component includes just the pay items required to complete the treatment, such as the hot-mix asphalt (HMA) in a HMA overlay, or the concrete and reinforcement needed to construct a replacement concrete pavement.
• Direct project costs: Costs incurred as part of the construction project. These costs include traffic control, mobilization, ancillary features such as traffic signals and guardrail, etc.
• Indirect costs: Costs in advance of the project. This component includes Phase I studies, Phase II plan development, as well as any environmental investigations that may be needed. Also included in this component are utility relocations and land acquisition, and possibly costs associated with railroads.
The accuracy of the unit cost data is imperative to accurately managing a transportation system. If the costs are underestimated, the agency will program more work than can be accomplished. Anticipated conditions over time will be overstated as a result. This synthesis seeks to determine how transportation agencies are quantifying the direct and indirect treatment costs associated with improving assets, and the corresponding impact on their capital program as a whole.

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

KEYWORDS/TERMS – treatment unit costs, asset management systems, direct costs, indirect costs, program costs

CC - Performance Measure Dictionary and Technical Guidance

This research would produce an updated guidebook of current and emerging performance
measures used and for use by State DOTs.
NCHRP 20-24(37)G – Technical Guidance for
Deploying National Level Performance Measurements
was completed in 2011. This project
would update this valuable guidance.

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

Full NCHRP
SMET - Acquiring Better Data (Private Sector, Third Party, Fused Datasets)
  • 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.)
Full NCHRP
SMET - Synthesis: Data Gathering & Data Sharing Agreements to Monetize DOT Data
  • 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
Synthesis
SMET - Determine the role of data to ensure equitable deployments of AVs and shared mobility within communities.
  • 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
Full NCHRP
ERM - Improving Risk Visualization and Communication Internally and Externally 

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.

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.

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.  

Full NCHRP
ERM - Improving Responsible Risk-Taking Perception in Transportation Agencies  

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

OM - Creating Organizational Culture and Focus to Build Greater Resiliency

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.

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

Full NCHRP
CC - Determine the appropriate level of overhead expenditures for managing new grant programs to prevent fraud and mismanagement, while maximizing public benefit

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.

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).

Full NCHRP
EM - Using State and Local Stakeholder-Driven Performance Measures to Monitor Progress Toward National Goals

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.

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.

Full NCHRP
EM - Synthesis: Multi-Objective Resource Allocation

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?

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

Synthesis
OM - Managing Workforce Changes and Availability

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. NMDOT has identified the fact that we may run into contractor availability to meet the needs of the upcoming projects.

  • 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
Full NCHRP
OM - Synthesis: Effectiveness of Process Improvements

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.

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?

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) 

Synthesis
CC – Measuring the public value and wider societal benefits created by transportation investments

Performance measurement and performance-based management have a long history in state DOTs as a discipline to track progress toward goals and optimize resource decisions. However, transportation agency goals are evolving from a pure operational focus to a focus on broad societal goals and creating value for the public. The value created by transportation investments spans not only transportation but also education, human services, land use, environment, and economy. A broader view of value and methods are needed to account for not only quantifiable value but also qualitative value. Another challenge is time horizons - how to value and manage investments today to deliver benefits in the much longer term. This research would develop and test measures of wider societal benefits deriving from the delivery of transportation investments.

TAM - Management System Treatments vs. Projects

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.

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.

Full NCHRP
TAM - Synthesis: Current state of resilience work 

All states are taking on resiliency in their asset management plans this year, and there are additional resilience-focused programs available from FHWA.

  • Explore current state of practice to establish a baseline.
55000 12 months Synthesis
TAM - Synthesis: Best Practices for Managing Ancillary Transportation Assets

Information To Be Gathered: To further the implementation of asset management beyond pavements and bridges, there is a desire to understand how different agencies are approaching the management of these assets.
• What data is being collected?
• What techniques are being used to collect the data?
• How is the data stored and managed?
• What programming decisions are being made with the data and who in the agency is making those decisions.
• How are these efforts tied to broader asset management, maintenance management, and capital programming within the agency?

How the Information Will Be Gathered: Information will be gathered through a literature review, a survey of state DOTs, and follow-up interviews with selected DOTs for the development of case examples. Information gaps and suggestions for research to address those gaps will be identified.

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.

Synthesis
TAM - Organizational Best Practices around Asset Management and TSMO

The purpose of this study is to research best practices and case studies of Transporta-tion Agency Organizational and Decision-Making Structure to shift from processes driven by planning, design, and construction to organizational structures driven by the need to maintain and operate an established, integrated system based on principles of asset management and transportation system operations.

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.

Full NCHRP
ERM - Assessing Financial Risk at the Program and Enterprise Levels

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.

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.

Rank 5 in 2021

450000 18-24 months Full NCHRP
Data visualization platforms and tools for statewide asset inventory data analysis and management

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.

Full NCHRP
Development of Asset Class Strategies to Address the Lifecycle Capital and O&M Needs of Assets

This is a typical function of an AMS, in which different asset classes, such as different types of roads (interstate, state, local, or possibly differentiated by traffic volumes), bridges, etc are allocated different treatments and possibly different budgets per asset class. This synthesis could be both a panel study (cross-section of states) and a time series study (how the policies developed over time), and could also involve systems which use life cycle costing and those which do not.

Synthesis
Successful Practices for Managing Uncertainty: Lessons Learned from the Pandemic

Among the many difficulties raised by COVID-19, the pandemic does have the potential of affecting asset management practices in diverse ways. On the one hand, reduced traffic might reduce road maintenance costs; on the other hand, ordering more goods might increase truck traffic and thus increase deterioration. Even if deterioration were the same, the road agency would always have the option of utilizing a less expensive treatment alternative and thus reduce the capital needs and maintenance budget.

● Survey and interview State DOTs and others as to their practices during COVID. For example: observe their budget outlays, activities performed and data collection.
● Focus on uncertainty in general - such as funding uncertainty; the results could be utilized for good practices not just in times of widespread disease, but also for times of economic austerity such as a recession. Note: The visualization committee (AED80) has been kicking around a research idea related to how to VISUALIZE uncertainty. Could be a good opportunity to collaborate with that TRB committee. Anne-Marie McDonell and Matt Haubrich are both on AED80 so feel free to reach out.
● Potential to focus on risk management with respect to federal TPM target-setting (rather than risk management with respect to funding uncertainty).

Synthesis
Linking DOT Project Prioritization Process with TAM Project Selections with ROI

Several economic optimization methods are linked with TAM project selections. One of the economic indicators in measuring them is the ROI (which can be defined in various ways), but there are others such as NPV, IBC, FYRR and more. This research needs statement refers to the need of connecting prioritization / different approaches to asset management (such as optimization) and TAM project selections and economic indicators.

Calculation of Maintenance Backlog

There are several known methods of estimating the maintenance backlog – via budget (raising the network to a given level within a given number of years), length or percentage of the network under a given maintenance standard (such as PCI, PSI, IRI or other indicator),

Cost Comparison of Doing Work Early on Assets

This question is usually dealt with in road assets but can be expanded to bridges and other assets as well. It is part of a life cycle cost analysis when the evaluation is performed on different treatments which are differentiated by their frequency (usually every X years) and thus influencing their cost. Many Asset Management Systems incorporate this kind of analysis.

Best Practices of Linking Required Planning/Performance Documents/Processes

A State DOT Transportation Asset Management Plan (TAMP) documents the investment strategies and expected outcomes from various asset classes, starting with the bridges and pavement of the National Highway System. The State DOT TAMP does not replace any existing state transportation plan (e.g., LRTP, freight plan, operations plan, etc.) but does provide critical inputs to existing plans, linking capital and maintenance expenditures related to asset preservation.
At the same time that state DOTs were developing their TAMPs, states also implemented a performance-based planning and programming approach, which applies performance management principles to transportation system policy and investment decisions. Performance-based long range transportation plans, statewide transportation improvement programs (STIPs), metropolitan planning organization (MPO) TIPs, and other performance-based plans like state freight plans must define key goals and objectives and establish measures to analyze short-, medium, and long-term implementation progress.
This Synthesis should review the advancement of State DOTs and MPOs to implement performance-based planning and programming with the help of implementation plans like the TAMP and documented processes for planning, investing, and evaluating performance outcomes.

The objective of this synthesis is to identify best practices from State DOTs of how to improve processes through required performance-based planning and programming document development and implementation through exploring:
• How State DOTs and MPOs are linking and including asset management decisions in their traditional planning processes;
• How agency’s integrate asset management project identification and prioritization into required planning processes;
• Gap analyses of where State DOTs and MPOs identify a need for more guidance on how to connect required performance-based documents to programming decisions;
• What management systems are in use to help agencies implement risk-based asset management with performance objectives and targets.
• Examples of where MPOs work in partnership with State DOTs to mobilize National Highway System partner owners (local agencies) to plan/program to performance targets.

Question whether this topic should wait until the results of NCHRP Project 08-113 Integrating Effective Transportation Performance, Risk, and Asset Management Practices are released. They are covering similar topics, though the current research statement seems to be more focused on the federal TAMP/ TPM while 08-113 is about AM/ Perf Mgmt more generally

Synthesis
CC - BIM for Infrastructure: A Focus on Performance and Asset Management

Research is needed on the importance of data governance from the conception of a project’s data dictionary, through the inventory and condition assessment and continuing with the data management and integration into transportation asset management systems. A question worth pursuing is whether all aspects of language, wording, numbering, and measurement units should be standardized or if template guides could be developed for each agency to standardize their unique asset type requirements, but in a nationally recognized format for easy translation.

After establishing governance routines for asset data collection and management, the next phase of research would involve the security aspects of an agency’s data as well as the quality assurance measures applicable to grow confidence in the data’s quality. A full review of best practices for data security procedures could break the barrier of IT to asset manager. Additionally, once definitions and governance procedures are established, the quality assurance process becomes more stream-lined and gives better confidence to the decision makers.

● Guidance on establishing BIM data governance and quality standards to support asset management.
● Recommend standards for data transfer between data collection and asset management systems.
● Develop maturity scales for BIM implementation and establish appropriate maturity level for integration of TAM
● Research on BIM applications to support DOTs' data governance specific to the collection of data by one part of the agency can be used directly by other parts of the agency
● Evaluate cost effectiveness of collecting and managing data through BIM at a sufficient level of quality.
● Aligning the focused but detailed project-level data with network-wide but less detailed TAM data.

TRB Research Ideas – Data Quality/Standardization
• Data quality and confidence
• standardize terminology between different systems so singles source can inform GIS/500 reports/DELPHI/FMIS etc. so reports all use the same words or numbers the same way
• Updated asset type definitions and extraction methodologies.
• Performance Metrics for Assets other than pavement and bridge, i.e.. signals, signs, barriers, culverts
• Asset ratings biases, potential to rate lower to obtain funding

TRB Research Ideas – Data Governance
• Our largest challenge is data governance, feature collection and maintaining asset/inventory data
• Data governance is still looming large from an implementation perspective
• Data history, implementation and its security (both cyber and other forms of security)

Full NCHRP
Impact of Incomplete/Missing Annual Pavement Condition Data and Proposed Mitigation Strategies

Due to external stakeholder requirements and expectations (e.g., MAP 21 and FAST Acts) as well as internal DOT uses, DOTs typically collect pavement condition data (i.e., roughness, cracking and rutting or faulting depending on the pavement surfaces) on an annual cycle. However, disruptions of typical agency activities related to COVID-19 have resulted in data collection challenges, focusing attention on potential impacts of missing a data collection cycle. DOT may also face unforeseen workforce, contracting, data collection or processing challenges or other issues which could result in missed pavement data collection. In these cases, DOTs would benefit from understanding the range of potential impacts as well as potential mitigation strategies available to address these issues. Furthermore, in times of reduced budget, DOTs may desire to reduce the frequency of data collection, however they should be informed of the potential impacts of that decision.

1. Evaluate the impacts of incomplete/missing annual pavement data collection to various aspects of agency asset and performance management, including technical considerations, such as network-level condition summary and performance forecast, maintenance, rehabilitation, and reconstruction decision-making, and condition deterioration and treatment improvement modeling.
2. Consider the effect of incomplete/missing data on the organization and processes, such as federal performance reporting and transportation asset management planning requirements, as well as impacts to other internal and external stakeholders and decision-making processes.
3. Analyze and derive recommendations on mitigation strategies that DOT could implement to minimize the impact of incomplete condition data.

Proposed research activities include:
1. Conduct a literature review to document:
○ DOT motivations and/or requirements for annual data collection.
○ Potential technical and organizational impacts or issues associated with missing an annual data collection.
○ Techniques available to mitigate the impacts of missing the collection.
○ DOTs known to currently (or in the recent past) complete pavement data collection on a 2 or more year data collection cycle.
2. Building from the literature review, survey State DOTs to capture:
○ DOT motivations and/or requirements for annual data collection
○ Potential technical and organizational impacts or issues associated with missing an annual data collection
○ Techniques available to mitigate the impacts of missing the collection.
○ DOTs that currently (or recently) collected pavement data on a 2 or more year data collection cycle
○ DOTs which have previously missed their established collection cycle
3. Conduct follow up interviews/surveys with DOTs that have longer collection cycles or which had previously missed an annual pavement data collection to understand perceived vs. actual impacts (both technical and organizational) and any mitigation strategies they employ.
4. Summarize literature review, survey results and follow up interviews to guide ongoing research activities
5. From a representative set of DOTs, collect available pavement condition and work history data, pavement deterioration and improvement benefit models
6. Utilize collected data to complete a statistical evaluation of the impact missing a year of data collection with respect to forecasted vs. actual performance results, and ability to identify priority investment areas based on previous year’s data collection, as well as other issues identified through the survey
7. Identify potential strategies to mitigate the impacts of incomplete condition data
8. Document survey results and evaluation outcomes
9. Produce a technical report summarizing impacts of, and potential mitigations for, missing an annual pavement collection cycle
Desired products include:
● Detailed listing of current requirements and/or motivations for annual pavement data collection
● Summary of perceived and actual impacts of missing an annual data collection against the listed motivations, supported with a statistical evaluation of actual DOT datasets where applicable
● A summary of potential mitigation strategies that can be employed to reduce the identified impacts

Recommended funding of $250,000 includes $225,000 for a half-time investigator for 18 months.

Developing a Robust Education, Training and Workforce Development Program for TPM and TAM

TAM and TPM provide the foundation for performance-based investment decisions in transportation agencies at the federal, state, and local levels. Despite the fact that many transportation agencies have embraced the implementation of robust TAM and TPM programs to support their stewardship responsibilities, these topics are not typically incorporated into traditional education programs. In many cases, practitioners working in these areas acquire the skills needed while working on the job or take advantage of training materials available through various sources with limited support. Challenges with attaining skills, building competencies in an organization are compounded by knowledge succession needs with an aging workforce, tighter budgets, and uncertain in-person opportunities during an on-going pandemic, as well as evolving career expectations from skilled candidates in a globally competitive digital economy. A more accessible, efficient and attractive landscape of offerings, programs and career paths are needed to tackle the spectrum of training needs and challenges for effective TAM and TPM.
This study will explore cross-functional, multidisciplinary competencies, training needs in the TAM and TPM areas so that funding can be sought to streamline usage of existing opportunities, better integrate TAM and TPM principles within available programs, identify new skills needs driven by emerging risks or advancing technology, develop new training programs and partnerships needed. This also includes gaining an understanding of flexible, inclusive career paths to support innovation and productivity while improving return on training investment in a time of economic recovery. The study will inform AASHTO and TRB committees of existing gaps in training and recommend a strategy for addressing the gaps through a separate research study.
It is anticipated that this scoping study would be part of a three-phase research project:
• Phase I: Scoping Study for Developing an Education, Training and Workforce Development Program for TPM and TAM (this project)
• Phase II: Prototype and Testing of TPM/TAM Education, Training and Workforce Tools and Resources
• Phase III: Formal Development and Ongoing Support of TPM/TAM Education, Training and Workforce Tools and Resources

Task Description

Task 1: Define TPM and TAM Training and Education Needs
• Conduct a contextual and comprehensive analysis of the training needs for practitioners in TPM and TAM.
• Assess the knowledge, skills, and abilities needed by practitioners to perform their jobs well.
• Consider delivery methods in addressing needs.

Task 2: Conduct a Gap Analysis
• Summarize available training programs/materials in the US and abroad (notably Canada, Europe, Australia and New Zealand) and through other resources.
• Identify gaps between desired outcomes and current outcomes from available training and education.

Task 3: Develop Recommendations
• Summarize the findings from task 1 and 2.
• Recommend strategies for addressing the gaps.
• Present findings and recommendation in a final report.
• Prepare a Research Problem Statement(s) to develop the recommendations.
• Meet with the project panel to discuss recommendations.
• Incorporate changes into a final version of the report.

Better define the needs for education, training and workforce development related to transportation asset management and transportation performance management. Develop resources as needed for the following sub-areas:
Education—Writing curriculum for undergraduate and graduate courses
Training—For DOT and MPO staff in-depth career training, NHI, etc.
Workforce Development—e.g., TC3

No more than 15 months to complete the scoping study.
Additional time needed to establish the project with NCHRP.

AASHTO Committee Support
Implementation of NCHRP 08-118: Risk Assessment Techniques for Transportation Asset Management

Implementation of NCHRP 08-118: Risk Assessment Techniques for Transportation Asset Management

Implementation
Implementation of NCHRP 08-129: Incorporating Resilience Concepts and Strategies in Transportation Planning

Implementation of NCHRP 08-129: Incorporating Resilience Concepts and Strategies in Transportation Planning

Implementation
Implementation of NCHRP 23-06: A Guide to Computation and Use of System Level Valuation of Transportation Assets

Determining the value of a transportation organization’s physical assets is important for both financial reporting and transportation asset management (TAM). In financial reporting, determining asset value is a fundamental step in preparing a balance sheet for financial statements to inform regulators and investors. For TAM, presenting data on the value of physical assets, such as pavement, bridges, and facilities, communicates what an organization owns and what it must maintain. Furthermore, information about asset value and how it is changing can help establish how the organization is maintaining its asset inventory and helps support investment decisions.

Calculating asset value for TAM is not simply good practice; it is also required of state Departments of Transportation (DOT) by Federal regulations. Title 23 of the Code of Federal Regulations (CFR) Part 515 details requirements for State DOTs to develop a risk-based Transportation Asset Management Plan (TAMP). The TAMP must include a calculation of the value of National Highway System (NHS) pavement and bridges, as well as the cost to maintain asset value.

Recently NCHRP Project 23-06 was performed to develop guidance for calculating asset value to support TAM applications. This research resulted in the development of the Asset Valuation Guide. This document is intended as a companion publication to the Transportation Asset Management Guide published by AASHTO. The Guide is accompanied by a web tool with an online version of the guidance. The guidance was developed to provide immediate support to highway and transit agencies developing their 2022 TAMPs, and to provide continuing support for other TAM-related applications.

The objective of this implementation project support further testing and use of Asset Valuation Guide developed through NCHRP Project 23-06. This project will aid a set of transportation agencies in implementing the asset valuation guidance. A set of case studies will be developed based on the agency implementation efforts. Details on the case studies will be added to the web-based version of the asset valuation guidance and subsequent versions of the Asset Valuation Guide. Further, the web and printed versions of the Guide will be revised to reflect the additional experience gained from the case studies.

To support accomplishing the research objectives the effort will incorporate the following activities at a minimum:
• Delivery of a set of workshops to review and summarize the Asset Valuation Guide.
• Identification of a set of six transportation agencies to participate in implementation of the asset valuation guidance.
• Application of the asset valuation guidance for the selected set of agencies, resulting in calculation of asset value by asset class, the cost to maintain asset value and related measures such as the Asset Consumption Ratio, Asset Sustainability Ratio and Asset Funding Ratio.
• Illustration of how information on asset value can support improved TAM decisions.
• Refinement of the Asset Valuation Guide (printed and web versions) based on the results of the case studies.
• Development of supplemental tools and worksheets to assist in calculating asset value to support TAM utilize the Asset Valuation Guide.

Implementation
Integrating Risk and Resilience into the Performance Management Decision-Making Process

This program will establish a series of individual research projects born out of NCHRP 23-09, Scoping Study to Develop the Basis for a Highway Standard to Conduct an All-Hazards Risk and Resilience Analysis. Similar to other NCHRP research programs such as NCHRP 20-102, Impacts of Connected Vehicles and Automated Vehicles on State and Local Transportation Agencies, this is a long-term research program that will result in an industry standard for all-hazards risk and resilience analysis for use in decision-making. The product of this research program will be a collection of tools and techniques that transportation agencies can for all-hazards risk and resilience analysis similar to what has been produced for the Highway Capacity Manual and the Highway Safety Manual.

Integrating Risk and Resilience into the Performance Management Decision-Making Process

Refinement and Evaluation of Policies, Procedures and Requirements Related to the National-Level Asset Management Performance Measures (PM2 Measures)

Evaluate and assess the existing national-level performance measure requirements for asset management at the state level to determine applicability and usability of PM measures in asset management decision making. As appropriate, provide recommendations and refinement of the performance measures for better use an application.

1. Evaluate current federal PM2 measures, both pavement condition measures and bridge measures, for performance thresholds, and overall performance measure with respect to: Consistency, Usefulness, and Alignment.

2. Identify and address in detail specific challenges for each condition measure for consistency, including thresholds. For example, determine if wheel path cracking considerations could be revised to provide more consistent results across pavement types (e.g. composite, concrete) and pavement widths (e.g. <12 ft.) 3. Provide recommendations to improve existing measures and/or identify metrics that better reflect conditions enhance decision-making taking into account not only the assessment of current and future condition but also their implications in economic analyses of long-term maintenance and rehabilitation.

NCHRP 20-24(20), 20-24 (97), 20-24 (127)
NCHRP 20-24(37): This project, Measuring Performance among State DOTs: Sharing Good Practices, put in place a foundation on which the first set of national performance measures were created. A similar program needs to established on which to further develop relevant national-level performance measures.

Full NCHRP
Synthesis on Advancing Technology in Asset Data Collection

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.

• Identify tools (online forum, listserve, or others) to facilitate the community of practice.
• Create practitioner consortium database
• Webinars to build awareness
• Facilitation/moderation to foster the community of practice
• Report on lessons learned and successful practices identified through the community of practice
• Examine the consistency of the underlying data that goes into bridge/pavement data collection

This project proposes the establishment of a community of practice for asset management data collection rather than the creation of a traditional research report.
• The mission of the community of practice will be to articulate strategic, operational and tactical business needs relevant to emerging technologies for asset data collection and to recommend improvements to business processes, data, and information systems to meet the highest priority needs.
• The community of practice will seek to connect the experts and build the network to move the state of practice forward more effectively and efficiently
• The project will seek to foster the community of practice so that it is sustainable beyond the conclusion of this research

Synthesis
AI and Deterioration Modeling

This research project would aim to develop a Primer or Guidance document to help agencies tasked with managing infrastructure (including pavement and bridges) to assess their current data, data collection processes, and data needs to best position them to be able to take advantage of burgeoning artificial intelligence techniques to develop increasingly accurate predictive models regarding their infrastructure.

The quality of data is extremely important – “garbage in, garbage out” - and quality of data in terms of accuracy and precision is already getting much needed attention. However, while many agencies are actively improving collection of accurate and more data, collection the right quality data for accurate and precise prediction requires an additional level of scrutiny.

Collection of more accurate and precise data will undoubtably increase the accuracy of predictions, accurate predictive modeling also relies on understanding the underlying variables that affect the predictions. For example, variables that might affect the structural deterioration (for instance in the next time period) of an infrastructure element such as a pavement management section, might include:
- Structure information such as layer thicknesses and materials
- Environmental conditions such as temperature means and variation, rainfall etc.
- Load information such as traffic and truck traffic
- Current condition such as current cracking, rutting and roughness information
- Current condition such as layer properties and structural strength
- Information on previous maintenance, rehabilitation and reconstruction actions

Similar attributes would be considered significant variables for deterioration prediction in bridges, and this would also apply to many other non-bridge, non-pavement types of infrastructure assets.

Statistical analysis of this type of data for predictive analysis purposes is not new and Analysis of Variance (ANOVA) techniques have been used in this area for decades. However, with the advent of automated data collection techniques and with the quantity of available data growing at a considerable rate (so called ‘Big Data’), various types of AI such as artificial neural networks (ANNs) and deep learning techniques, are beginning to supersede some of these traditional statistical techniques. The ‘training’ portions of these techniques will require accurate and repeatable data as well as information on significant variables.

In addition, one the most valuable aspects of AI is the ability these types of techniques to continuously learn and improve. In this respect, it is again very important for agencies to understand how this learning could be accomplished, not just initially but continuously over time, using processes that involve continuous updates (e.g. through crowd sourcing). Agencies would therefore benefit considerably by having guidance available to help them set up their data capture and governance techniques to best benefit from AI modeling, training and continuous learning in the future.

Ideally, an agency would collect data that has the necessary attributes to facilitate an AI analysis and have processes in place that would allow continuous learning such that predictive modeling for the agency would continue to be trained and improved as the AI continued to learn. The current reality is such that condition data that is being collected may not be easily utilized in an AI analysis. The consequence is that the complicated decision-making process that highway agency executives depend upon may not be producing the level of accuracy in condition and funding projections that is required to make funding decisions in their investment strategies.

Full NCHRP
Guide to Promote the Use of Performance-Based Decision Making in Maintenance
Real Option Methodology for Risk Assessment in Asset Management

The Real Option method allows infrastructure owners to evaluate the advantage of options that an infrastructure manager has over time. As time passes, a manager will have the ability to intervene as as an object may deteriorate at a faster rate than expected. Likewise, a manager may postpone a planned intervention if the condition is better than expected. In addition to the option to defer, a manager may have the option to expand or contract the infrastructure or the infrastructure network, as well as to shut it down temporarily, abandon it, grow it or switch it (de Neufville and Scholtes, 2011).

The options provide an owner with the flexibility adapting the infrastructure to uncertain future needs. Owners, thus, neither under-, nor overinvest and consequently minimize the risks of their decisions. The external factors affecting risk include weather events, condition development, system demands, funding and other critical variables. The methodology proposes a way to systematically analyse and define these uncertainties and make predictions taking the defined uncertainty fully into consideration.

Real option valuation is known using binomial lattices (a form of decision trees) and/or Brownian motion random walk algorithms. Infrastructure life-time net benefits can also be calculated by simulating the uncertainty using continuous Monte Carlo simulations. Using different stakeholders’ costs of different design alternatives and management strategies, the costs can be calculated over a large sample of potential futures. The methodology is able to address multiple levels of risk and weight them as necessary and thus make multi-objective, cross-asset investment decisions under uncertainty to best support the national goals identified in 23 USC 150(b).

The ultimate objective is to provide the decision-maker with tools that add value to the decision-making process and improve the robustness of the infrastructure network as a whole. In that sense, novel approaches for the evaluation of risk will be sought to capture the stochastic nature of interdependent infrastructure. A graph theory approach to evaluate criticality of network node failure as shown by Buldyrev and colleagues (2010) may prove interesting for the evaluation of consequences, and thus the real option value for the infrastructure, simulated by network programming methods.

The application and evaluation of a large sample of data and data simulations is computationally challenging. Furthermore, decision-making tools are urged to be simple and understandable. As big data may improve predictability and performance of models, strong emphasis must be laid on the usability of such models. In this project, it is suggested that particular focus will be on addressing these challenges with the outlook of combining big data and the model’s user interface design.

References:
Buldyrev, S. V., R. Parshani, G. Paul, H. E. Stanley and S. Havlin (2010) Catastrophic cascade of failures in interdependent networks, Nature, 464, 1025-1028.
de Neufville, R. and S. Scholtes (2011) Flexibility in Engineering Design, Engineering Systems, MIT Press, ISBN 978-0262297332.
Savage, S. (2012) The Flaw of Averages: Why we underestimate Risk in the face of Uncertainty, Wiley, ISBN 978-1118073759.
Prof. Dr. Rade Hajdin, July 2019

The ultimate objective is to provide the decision-maker with tools that add value to the decision-making process and improve the robustness of the infrastructure network as a whole. In that sense, novel approaches for the evaluation of risk will be sought to capture the stochastic nature of interdependent infrastructure. A graph theory approach to evaluate criticality of network node failure as shown by Buldyrev and colleagues (2010) may prove interesting for the evaluation of consequences, and thus the real option value for the infrastructure, simulated by network programming methods.

CC - Improve Asset Performance by Bundling Capital Projects

Research effective corridor planning strategies that promote sustainable capital asset improvements that impact asset class performance and other performance areas.

Full NCHRP
OM - What do Organizations Look Like, How to Holistically Look at Process/People/Data

• Not just the pieces, but the overall functions
• Learn from things like Baldridge, other management systems

OM - The Human Side of Organizational Management

Empathy, culture
Facilitating change management, team functions
Keeping workforce, mitigating staff turnover
Beyond organizational structure

EM - Access to Opportunity (would likely want further discussion on this one to see if there is an idea ready to be written up)
EM - Resilience measures

i. 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
2. Community mobility, or mobility and destination access across a jurisdiction
3. Effective performance measures

EM - Economic and social impacts of projects
EM - Better Understanding of Non-Auto Travel Demands

i. What portion of travelers cannot, should not, or prefer not to drive and would use non-auto modes if they are convenient, comfortable and affordable.

(combined with elements of the omissions and biases in the planning process idea as appropriate. from symposium 1:

Research that combines the following two ideas:
Better understanding of non-auto travel demands. What portion of travelers cannot, should not, or prefer not to drive and would use non-auto modes if they are convenient, comfortable and affordable. This will require more detailed and targeted travel surveys, and case studies which measure the travel changes that result from non-auto improvements and incentives.
Omissions and biases in the planning process. A number of studies indicate that current planning tends to overinvest in automobile facilities and underinvest in non-auto improvements, TDM programs and Smart Growth development policies compared with what is fair and efficient. Some of these reflect the previous-describe omissions and others result from funding biases that make it much easier for public agencies to invest in highways and mandate off-street parking than to improve other modes. We need research that identifies these biases and provides a roadmap for more efficient and equitable transportation planning.)

EM - Equity in Programming

Background - While many states prioritize equity in individual policies and projects, a critical gap exists in understanding how programs of projects contribute to achieving transportation equity. Currently, most programming uses an asset management lens, which assumes the existing system continues to meet our evolving needs. However, newer vision and mission statements have been updated to more holistic, bigger picture focuses. Recent statewide multimodal transportation plans reflect this shift with ambitious safety, equity, and sustainability targets. Maintaining the current programming approach may hinder the ability to achieve these goals.
i. Defining program equity.
ii. Evaluating Current system performance against equity outcome-based programming principles.
iii. Recommending programming processes that advance transportation equity.

ERM - Using AI, LLM, and Massive Data Sets to Understand How Travelers Use Assets During an Event

i. Research objective is to understand how owners and travelers can use AI and massive data sets during events and understand the appropriate use of the datasets (reliability, risks) *TO REFINE

ERM - Implications of EV, CAV on Existing Infrastructure and Relationship to Roadway Assets Designed to Manage Risks and Safety

i. The research objective is to develop a guide to identifying and managing EV, CAV risks to roadway safety infrastructure.

ERM - Categorization Scheme for Risk Management Strategies

• When to determine if it is maintenance or engineering activity
• Lifecycle considerations
• BC/ROI considerations for maintenance vs engineering treatments
• Possible synthesis?

CC - Create a Performance Management “Blue Book”

i. Provide the science of TPM (*make a very practical resource)
ii. References TPM research from the past seven years
iii. Allow states to develop their own policies
iv. Best practices
v. Standard (provide what exists)
vi. Provide a way to look at different functions of an agency and what they each need to be doing
vii. Include stakeholder satisfaction metric integrated into how one conducts TPM

CC - Ways to Measure Organizational Efficiency

i. define organizational efficiency
ii. offer varying frameworks depending how an organization/agency works (5-6 differing
iii. agency scenarios
iv. get specific metrics for organizational/agency efficiency
v. offer a toolbox that different agencies can use
vi. develop guidelines on how efficiency measures/KPIs can be used/applied

OM - Capturing Knowledge

• Knowledge capture of retirees and other employees
• Best practices, case studies, tools (downloadable), experts
• Practical assistance that can quickly be understood and applied (simple)
• Identifying core business functions (knowledge interviews of outgoing employees, e.g.)
• Beyond procedural documentation

CC - Attracting New Workforce to TPM, TAM, RM, etc.
OM - Changing Work Environment: How to Best Utilize New Employees, Understand Changing Employee Lifecycle

i. Recommendation of strategies to address changes in workforce.
ii. Strategies on identifying issues in workforce expectations.
iii. Framework to assess organizational culture/values – Bridging gap between agency culture and new workforce hires.
iv. Comparison of public vs. private organization approaches.

from symposium 1:

How to ensure the work gets done
Understand changing demographics
Training, transition plans
Tools - best practices (broadly)
Turnover and ability to aim employees, including leadership bench strength (transitioning into leadership positions)
Scan of practice
Broadly, look at other sectors
Mindset shifts - "farm team" approach - mentoring, training, non-traditional recruitment

CC - Calculating Impact of Performance Decisions (PBPP)
OM - Changing Technologies and Impact on the Organization

c. Research Objectives:
i. Learning how organizations can optimize the use of technologies.
ii. Leveraging technological advances to organizational needs.

TAM - Integrating the culture change of TAM into organizations

i. Genesis/imperative for this topic: There's a lot of turn-over occurring. Losing one key player can take down an agency's TAM strategy. How to build the bench?
ii. look at agencies where AM is integrated in the business processes as examples. Policies, documents, etc. org structure
iii. how to plan for management to come?

TAM - Guide to considering resilience and extreme weather in life-cycle planning and risk management analysis
TAM - Aligning Relationships Between TAM, Planning, and Programing inclusive of emerging objectives of Mobility, Equity, and Climate Resiliency

i. What is the framework for doing this? One idea could be the use of utility. What are other ways?
ii. Case examples documenting success stories. (seems to be sparse from related literature/case study reviews)

Scan of Agencies with Documented and Quantified Performance Measures Related to the Integration of Technology

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.

TAMP Strategies for Assessing and Incorporating Continuous Pavement Friction Measurement

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.

Best Practices in Local Agency TAM Coordination

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.

EM - Implementing Effective Resilience Performance Management

The perennial question remains: what is an effective performance measure for transportation resilience in a community, state, or other jurisdiction? Progress toward good answers has been underway for several years, though desultory and usually off-target. The need for this research was further reinforced during the December 2022 AASHTO conference in Providence and the January 2023 TRB annual meeting, which included a handful of workshops and sessions that broached this subject. From the perspective of high-quality performance management practice, effective measures of resilience have been elusive. Our colleagues are very good at measuring resilience for specific infrastructure, an organization, or a supply chain, but not for community mobility. This research will tease out how best to really measure it, from a state-of-the-art performance management perspective, not just the easy but low-value event or activity tallies. Consider an agency or community investing in preparedness work, infrastructure hardening, or implementing a policy shift – what is the most effective, objective, outcome-based evidence for whether the jurisdiction is now more resilient than it was a year ago? There are some seeds of ideas, but the same questions are shared by multiple agencies, PIARC, AASHTO committees, TRB committees, and surely others.

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.

300000 24 months
TAM - (Synthesis) Examples of the integration of TAM/TPM/ERM

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)

OM - Evaluation of process improvement techniques

- 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

OM - Vision for transportation/Moonshots

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.

ERM - Incorporating uncertainty into forecasting, target-setting, and monitoring

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

SMET - Assessing the impacts of technology deployments and pilots on system performance, including operational efficiency and safety

(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

SMET - Accessing, assessing, analyzing and applying quality, non-motorized (pedestrian and bike) and transit data for planning and operational needs

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)?

Risk Analysis and Vulnerability Practices Across Transportation Agencies

This research should:
• Identify pertinent data sources, data types, as well as relevant collection and analysis methods employed by transit agencies.
• Provide a synthesis of examples or State of the Practice applications for MPOs/DOTs.
• Outline communication strategies to the relevant decision-makers.

The proposed research must consist of:
• An extensive literature search or survey of the current body of work.
• A survey of agencies’ practices and the cultural effects of those practices on both agency members and the general public.
• A series of webinars and/or workshops aimed at facilitating increasing knowledge regarding risk analysis practices in transportation
• A final report as well as an executive summary summarizing the findings of the various practices at different agencies, as well as the content of the webinars and/or workshops.

System Level Asset Valuation

The objectives of this research are to examine methods for evaluation of system assets. Thorough research should:
• Identify international practices and determine how they can be applied in the US
• Better marry engineering and accounting in financial planning
• Demonstrate benefits through a case study (may be fictional)

The proposed research will have the following deliverables:
• A literature review, and well as a review of current practices.
• A tool to assess the functionality of the current practices of American agencies, as well as compare those practices to their overseas counterparts.

Aligning the Organization for TAM

The focus of this research is to support a scan tour or peer exchange addressing organizational alignment for TAM. This falls into three distinct but equally necessary categories: a review of previous knowledge, a inter-agency gathering to assess differing organizational models and policies to TAM, and finally a report or summary of the findings.

As outlined above, the first component of the research is a literature and practice review, which should include:
• A Catalogue of Candidate Practices
• Template Organizational Charts that support comparison of alternative models

The inter-agency scan workshop must focus on bringing together agencies that can speak to distinct organizational models. The first step is to identify candidate agencies to participate in scan. Next, draft amplifying questions to guide discussion toward identification of what led to successful practices. Finally,
conduct the workshop and document results

The final summary report must document the findings of the workshop, such as successful practices in aligning organizations to support transportation asset management and linking operational activities to organizational structures.

Conduct Regional and National Peer Exchanges FHWA