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100 APPENDIX D Guidebook Implementation Process (GIP) D.1: Implementation Overview Exhibit D.2: Organization Guidebook Implementation Plan The overall implementation plan describes the methodol- (OGIP) ogy to implement the Guidebook and its practices for their best outcome. A 10 step process, represented in Figure 7, is Stage 1: Guidebook Implementation used to explain the implementation at both the organization Commitment level and the project level. In fact, this Guidebook Implemen- For the effective implementation of the Guidebook, the tation Process (GIP) is divided into two blocks, an organiza- organizational leadership11 should be strongly committed to tion guidebook implementation plan (OGIP) (Stages 1 to 5 using the Guidebook as a tool for facilitating collaboration and 10), and a project/program specific application of TACT with other stakeholders on transportation initiatives (either with several practice-specific implementation plans (PSIPs) projects or programs). Leadership should be expressly com- (Stages 6 to 9). The following sections describe the Overall mitted to support the activities and the resources needed for Guidebook Implementation Plan, including procedures on success. To reinforce the commitment the following scenario how to implement the guidebook by explaining the steps to must be executed: be followed for its successful execution. PSIPs are included in Appendix C. Develop a formal commitment statement for using the As shown in Figure 2, the tribe or agency leadership will Guidebook at overall level with specific lower-level com- need to make a commitment toward using the Guidebook mitment statements for each 3Cs practice. If leaders intend (Step 1) and appoint a champion for its implementation to exclude some practice, they should express this intent in (Step 2). This individual, the guidebook implementation the statement. Given that certain practices are the only champion (GIC) will act as the caretaker for the GIP. Initially, ones that are successful in certain situations, the exclusion this individual will: (i) perform an assessment on the orga- of certain practices should be finalized only after analyzing nization capabilities (Step 3); (ii) develop a conceptual imple- the practice selection matrix that is included in Step 4 of mentation plan (Step 4); and undergo appropriate training TACT. on the Guidebook content and 3Cs practices (Step 5). Once a Use implementation process as a guide. transportation initiative is initiated or is ready to go toward a Review organization level and project/program level imple- new phase of its lifecycle, the GIC will use TACT to design mentation plans. a collaboration strategy (Step 6). As a result, a set of 3Cs prac- tices will be selected. For each of these practices, a practice- specific implementation plan will be carried out (Step 7 to 9). Lastly, lessons learned and success stories from each imple- mentation will be compiled and shared within and outside the organization (Step 10). This experiential knowledge will 11 be used to close the loop. Therefore, the process will continue Here, leadership is intended as the individuals who have the authority to make decisions (or manage the decision-making process in case of collaborative by providing a revised assessment of the organization capabil- decision-making) on transportation projects and/or programs within the agency ities (Step 3). (agencies) and the tribe(s).

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101 Party Responsible Organization Guidebook Implementation Plan (OGIP) Organization Level Step 1 Step 2 Leadership (Tribe/Agency) Guidebook Implementation Implementation Commitment Champion Step 10 Step 3 Step 4 Step 5 Guidebook Implementation Celebrate Organization Self Implementation Guidebook Champion Success Assessment Plans & Goals Training Practice-Specific Implementation Plan (PSIP): Practice 1 Transportation Initiative Level Step 9 Step 8 Step 7 Step 6 Select 3Cs (Project/Program) Practice Practice Practice-Specific Practices using Implementation Training Champion TACT Practice-Specific Champion Team with support by Practice-Specific Implementation Plan (PSIP): Guidebook Practice 2 Implementation Champion Step 9 Step 8 Step 7 Practice Practice Practice-Specific Implementation Training Champion Figure 7. GIP. Stage 2: Guidebook Implementation Being a GIC is expected to be more a fractional assignment Champion (GIC) than a full-time position. The ideal GIC is an individual who would benefit from the acquisition of the Guidebook skills by The second implementation step involves the appointment applying them in his assignments. It should also verify the of a Guidebook Implementation Champion (GIC) by the compatibility of this assignment with the proposed individ- organization leadership. This individual will use the GIP to ual's other assignments. The GIC champion should help to successfully implement the Guidebook. The GIC will report periodically to the organization leadership on the success and a) Provide leadership to identify the organization needs. lessons learned from the implementation. b) Direct resources to achieve maximum benefits. When a specific transportation initiative is proposed or an c) Facilitate the communication of the implementation ben- existing one undergoes a new phase in the lifecycle (e.g., from efits, successes, and opportunities. planning to design), the GIC will facilitate collaboration with d) Disseminate knowledge in the organization on the Guide- other entities that are either involved or affected by the ini- book tools and implementation. tiative. Since this position is expected to require a certain amount of time, the organization leadership should evaluate The GIC will use the TACT to facilitate the design of the the expected time to serve as GIC before assigning this respon- most appropriate collaboration strategy for this initiative. sibility. A GIC optimal candidate is a skillful individual that Once a collaboration strategy has been identified, the GIC has a broad understanding of the transportation process. will appoint a champion for each of the 3Cs practices selected

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102 to carry on the collaboration strategy. These practice-specific D.3: Practice-Specific implementation champions (PSIC) working together as a Implementation Plans (PSIPS) team will implement the collaboration strategy with the sup- port of the GIC (Stages 6B to 10). Stage 6: Select 3Cs Practices using TACT This stage has been described in the Guidebook. It is Step 3: Organization Self-assessment intended that the GIC will facilitate this process and seek input by other involved parties. This step is a self-assessment process that should be per- formed periodically during the implementation process to determine what practices have been successfully imple- Stage 7: Practice Champion mented against what have not. This helps to identify oppor- Once a set of 3C practices has been selected, the GIC will tunities for improving the process. The GIC will conduct need to identify team members who will carry on the im- the self-assessment periodically during the implementation plementation of these practices. These individuals, the Prac- process of the guidebook. Self-assessment tools, such as ran- tice Champions, will serve as the overall managers of the dom checks, should be used to make the process efficient and implementation process for the selected practices. Practice consistent. champions should be selected early in the process to facil- itate the understanding of the practices and its issues. The Stage 4: Implementation Plans and Goals practice champion is responsible for the execution of the process and for reporting successes and lessons learned to An organization-specific implementation plan should be the GIC. The duties of the practice champion are the same as developed, and the targeted goals should be selected to mea- the GIC but at the practice level. In addition, the Practice sure the success of the Implementation process. The goals Champions will constitute the project-level implementation setup for the successful implementation processes should be team that will work with the support of the GIC. a part of the organization commitment. Therefore, the GIC should report this information to the organization leadership for approval. Stage 8: Practice Training To effectively implement any practice, training should be Stage 5: Guidebook Training developed and provided to the practice-specific champion who will implement it. The training should be given to the For the Implementation Process to be a success, proper practice champion by the GIC or any other sources for better training should be given to the GIC about the different stages implementation. Training is the most important process of the process. It is expected that webinars and workshop on because it will result in the Practice Implementation process. the Guidebook implementation will be delivered by NCHRP The training should: with the support of the TTAP centers. a. Provide knowledge necessary for successful implemen- tation. Stage 10: Celebrate Success b. Include all key stakeholders of the project team impacted Celebration of success and sharing of lessons learned by the practices being implemented. should be pursued throughout the implementation. This step c. Have adequate resources available to support training. of the GIP aims at reinforcing the usefulness of the process and the participants' commitment. Successes and lessons learned Stage 9: Practice Implementation should be celebrated by sharing them in newsletters, intranet websites, team meetings, handouts, and organizational events This is the most important of all the steps to be performed. and conferences to publicize successful implementation and The Practice Implementation should be performed with good share organization lessons learned. Several events are available mechanisms that give the good results. The Practice Champi- at the state and regional level that may provide the right audi- ons should review information laid out in the practice-specific ence for such activities. If these events are co-attended by both implementation plan. The GIC should check every step of the tribal and agency staff, it is possible to envision a complex implementation process to achieve the required goals of the approach (see 3Cs practices that are related to conferences, process. The implementation team should also identify possi- presentations, training). ble barriers and plan enablers to counter barriers.