Communicating the Value of Transportation Research (2009)

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Guidebook Putting It All Together 33 Let’s face it: audiences diff er. The audiences for various research projects and programs are diff erent because each has a unique stake in the outcome, and each will value the research in a diff erent way. When designing a new type of hybrid vehicle, for example, carmakers want to know what is useful and attractive to buyers, but they also need to demonstrate that the vehicle will not cost the company too much to produce and that it will stand out in a parking lot of competitors. The same is often true for consumers of research results. The general public wants to know how the research will aff ect them, and the direct benefi ts of implementing a new process. Program managers and research funders want to know the technical aspects of the research and whether the fi nancial costs of conducting research or implementing a new process will be in line with the benefi ts gained from that research or process. As a researcher or manager, your goal is to talk about those issues to the appropriate audience— it would be useless to tell general consumers about the per-part costs of a new vehicle when they are concerned about the vehicle’s safety features. Communicating the right information to the right audience not only aff ects the acceptance of your research, it also maximizes your time and your communication dollars. When talking about your projects and research, consider the communication goals and how you can market to the appropriate audience. Everyone wants to know “what’s in it for them.” By anticipating and answering that question for the audience, you will highlight how research, projects, products, and processes align with the audience’s values. Even communication with the best intentions can fail if it is directed toward the wrong audience, so placing yourself in the shoes of the audience and speaking to it from its point of view, in understandable language and with its needs and wants in mind, are important steps to take when creating strategic communication plans. This chapter outlines several audience categories vital to advancing transportation research. These include research program managers, elected offi cials, policy makers (such as state and national DOT offi cials and funders), the media, and the general public. It provides practical tips and important considerations that will help ensure that the appropriate information is readily available for each audience. “Communicating the right information to the right audience not only aff ects the acceptance of your research, it also maximizes your time and your communication dollars.” Putting It All Together: Communicating to Specifi c Audiences4Chapter

34 GuidebookCommunicating the Value of Transportation Research Communicating with Research Program Managers When and Why Communicate frequently with research program managers; these are often research peers and implementers of products or processes who need to stay current with research trends and fi ndings. Consistent communication with this audience will help your work become an infl uential and relevant force in the fi eld. Communicating with research program managers may provide the added benefi t of helping to fi nd and establish relationships with programs whose research goals are similar to your own. By creating coalitions and leveraging resources, these partnerships help you advance a common agenda or work toward a shared goal that would be diffi cult, time- consuming, or costly to accomplish on your own. Applying the Communication Process Context: Research program managers (your own or others) are often the “in- house” decision makers who either authorize or reject research proposals or products on an organizational level. Support from research program managers is crucial to gaining widespread acceptance of your research in the fi eld or industry where you operate. Strategy: When communicating with research program managers, highlight how your research will help them meet their own research objectives. Relate projects to the agency’s mission and goals, as well as to customer needs. Programs may not have the time or budget to take on entirely new projects, so demonstrating the fi t between projects is essential. Eff ective communication with program managers can also lead them to adopt your tested methods or products, so keeping this audience updated on your fi ndings should be a priority of your communication plan. Communication Process Table 2: Key Audiences for Transportation Research Audience Potential Communication Objectives Benefi ts of Communication Research Program Managers Ensure continued funding and support. Communicate technical aspects of research. Form partnerships for collaboration or coalitions.    Increases acceptance of the research program across the fi eld. Increases the ability to leverage existing resources.   Congress, Legislators, and Staff Explain the signifi cance of research. Demonstrate benefi ts to constituency. Link spending to research outcomes.    Introduces legislation that benefi ts the fi eld. Increases the potential to gain governmental funding for research.   Policy Makers Document a real need for research. Explain the benefi ts of the research or program. Demonstrate the success of the program.    Implements action recommended by the research. Adopts new products and processes.   Media Publicize the need for research. Publicize the benefi ts through success stories. Reach a broad audience.    Increases exposure for the program. Puts research on public’s “radar.” Highlights a need for change or benefi ts of a practice or product.    Public Explain research fi ndings in non-technical terms. Show the importance of research to daily life.   Creates a better informed public. Creates community-level support for initiatives.   “Consistent communication will help your work become an infl uential and relevant force in the fi eld.”

Guidebook Putting It All Together 35 Content: Because research program managers are familiar with the industry, and because they often decide whether or not to accept your fi ndings or adopt your process, you can communicate more of the intricate points of your research to them. While the technicalities of study design, the specifi cations of projects or products, or complex statistical analyses are not appropriate for every audience, they can enhance communication with research program managers. Channels: A wide variety of channels may be used to communicate with program research managers, and many channels will likely be used simultaneously. Face-to-face communication is important to help form relationships and gain access to program managers, so connect with peers at panels or workshop sessions. Have strong summaries of your research prepared in the form of fact sheets and PowerPoint presentations. Finally, make use of the web by including links to those fact sheets, and archive full research reports for easy access by other researchers and program managers. Style: Bulleted summaries of research fi ndings are useful, but your document should also make complete research reports accessible to program managers by including references to any published fi ndings and by listing your current contact information in the summary. Communication with program managers and research peers is often direct and professional. This is true of both written and oral communication. Demonstrate your expertise to program managers, but do so in a way that keeps you and your projects accessible to others. Adaptive Control Software Lite Case Study Communication with research program managers was important to the implementation of Adaptive Control Software (ACS) Lite. The project, developed by researchers at FHWA/Turner-Fairbank Highway Research Center, provided a “self-teaching” software system that regulates traffi c-signal timing through the use of real-time information obtained throughout the day. It is designed for the existing traffi c signals in large cities. Though the software is successful at relieving traffi c congestion, it is costly. Based on its understanding of the context and the needs of suburban program managers, the research team was able to off er some program managers the ACS Lite software for free. In return, these industry players would pay half of the development costs for the “bridging” software required to make existing software compatible with ACS Lite. The acceptance of this off er led to the adoption of ACS Lite by communities in Ohio, Texas, and Florida. Researchers have continued to gather data and assess the performance of ACS Lite to communicate the value of the software to other program managers.

36 GuidebookCommunicating the Value of Transportation Research Communicating with Congress, Legislators, and Staff When and Why For transportation research, elected offi cials and the staff who work with them play key roles in policy making on issues aff ecting transportation funding. For example, in most states, we are talking about the members of the transportation and public works committees and the legislators who sit on fi scal committees that deal with budgets for transportation and infrastructure building. Speakers or majority leaders also play a role, particularly in deciding whether to give the go-ahead on major, new initiatives or big spending increases. Keep in mind that elected offi cials are usually generalists. They will know a fair amount on some issues, but not the full range of topics. Elected offi cials are an important audience because they can introduce legislation and help secure funds for transportation research and projects. They are very busy, with little time to learn about issues or look at research unless it is directly related to something on which they are focused on that day. Typically, they are overwhelmed by people and documents and ideas coming at them and have little time to digest and respond. They need quick, often shorthand methods for understanding your research. On the community, state, and national levels, connect with this infl uential audience by working with your agency’s government aff airs liaisons, but the timing needs to be right. Get to know when an important piece of legislation will be voted on or when budget decisions are made, and time your communication with them accordingly. Because elected offi cials are often very busy, it is very likely that your government aff airs liaison will meet with a staff member rather than the offi cial. Take advantage of this opportunity to provide the staff member with clear and direct information about your recommended course of action, because offi cials depend on staff members to brief them on issues and concerns from constituents. By communicating eff ectively with staff members, you can add your point of view to those briefi ngs. Assisting your government aff airs liaison with establishing an ongoing relationship with elected offi cials and their staff can be valuable to your research. Identify opportunities to showcase research and results that are important to their constituencies, such as a tour of your research facility or a demonstration of your research. By developing an ongoing relationship with them, you will have greater access and credibility, and your relationship will be well established by the time they are asked to weigh-in on authorizing or funding your program. Applying the Communication Process Context: Elected offi cials have constituencies. Those offi cials are responsible for enacting legislation and advocating policies that will benefi t the citizens they represent. This fact should guide all of your communication plans with this audience. Current events on the local, state, and national levels are all parts of the context that will directly aff ect your strategy for communication. Listen to and pay attention to what elected offi cials care about and address those concerns. Most legislators already have goals based on their own standards or their views of their constituency’s interests. Communication Process

Guidebook Putting It All Together 37 Strategy: Your strategy for a meeting with an elected offi cial should be to connect your research or program to the needs, wants, or events of the offi cial’s district or state. Assert the benefi ts of your research or program to the offi cial’s constituency up front. The fi nal element of your strategy should be to make a clear recommendation for a course of action to the offi cial. Acknowledge the current events and contextual factors, state the benefi ts you can bring to the table, and tell the offi cial or staff member your recommendation. You should not assume elected offi cials will agree with research fi ndings, nor should you try to convince them about what they should care about. Once you start arguing about values or goals, you become an advocate, not a researcher. Content: When communicating with elected offi cials, stress how research can help solve problems in the offi cial’s district or state. Because legislators and other elected offi cials think in human terms, rather than statistical or research terms, they will appreciate research information that is explained in ways accessible to laypersons. It is important, therefore, to combine research data with examples of how people are aff ected. This connection to the context may also provide a link to a human element or news hook that can make your communication more relatable. For example, the collapse of the bridge in Minneapolis-St. Paul, Minnesota (2007), gave researchers an opportunity to talk about the need for studies on new building materials and the funds needed to improve the existing infrastructure. Channels: Many meetings between researchers, offi cials, and staff are conducted in person. Other channels, however, can be extremely useful to help offi cials and their staff members remember you and your message. Leave a fact sheet with a program description and your specifi c talking points with the staff members after a meeting. Also, if you have a newsletter, ask if you can add elected offi cials to your mailing list to help keep them informed on the issues important to transportation researchers. Style: When communicating with elected offi cials, keep it brief. A message that is condensed to one or two pages with the main points up front will be much more accessible than a full research report. Also, speak to offi cials and staff members as you would to a family member. Strive for clarity, and tell a story about the research so that it takes on a human-interest tone and is easy to remember. Communicating with Congress Work with your organization’s government aff airs liaison. Help build an ongoing relationship with elected offi cials by keeping your liaison informed of your research and identify opportunities to showcase your results. Know the issues. Be familiar with pending legislation, where the offi cial stands on the legislation, and your preferred course of action. Be brief. Time is important to congressional members and staff , so be on time, expect to wait, and be prepared to discuss one or two issues at most. Finally, do not overstay your welcome. Leave a summary. Make sure the summary captures the reason for your visit and the points that you raised. Remember to leave your business card so you can be contacted if necessary. Do not make demands. Recommend a course of action, but threats or hardball tactics can undermine your credibility.     

38 GuidebookCommunicating the Value of Transportation Research Communicating with Policy Makers When and Why In many ways, policy makers (e.g., state and national DOTs, other transportation-related organizations, or research supporters) can be considered a combination of research program managers and elected offi cials. They are a more technically knowledgeable audience, similar to research peers. They also have formal processes regarding decision making and budgets similar to congressional processes. Consistent communication with this audience is important because people in these positions often decide whether to adopt or test a new product or process. Policy makers who see research that has positive results in the early stages may be willing to devote resources—either money or personnel—to the later stages of the research. Applying the Communication Process Context: Policy makers are the gatekeepers between research fi ndings and implementation and can become champions for a new technology or for the research program. They are also intermediaries between projects and funds and can become the champions for the research program. Policy makers are often fi scally accountable to others, so your communication must relate the benefi ts of your research in the context of a business model (i.e., how the research contributes to your organization’s mission or off ers a cost-saving new technology or alternative to a current practice). National Cooperative Freight Research Program Case Study The Freight Stakeholders Coalition (FSC) demonstrated the importance of communication with congressional and legislative representatives. The coalition was formed in the early 1990s as the freight community began to recognize the benefi ts of coordinating its eff orts to bring national attention to freight issues and to lobby for funding for freight-related projects on the federal level. The group had considerable experience communicating with government leaders, and it joined with the American Association of State Highway and Transportation Offi cials (AASHTO) to push for the National Cooperative Freight Research Program. Mandated by the Safe, Accountable, Flexible, Effi cient Transportation Equity Act: A Legacy for Users (SAFETEA-LU), this program provides money for freight research in a variety of areas. Communication with Congress was essential to the program’s acceptance. To gain governmental support, a program or project must be advocated by a credible group that represents the key stakeholders. FSC, AASHTO, and others provided the proof Congress needed to understand that the research program was desirable and necessary. Additionally, FSC and AASHTO provided consistent advocacy, using arguments that focused on issues of broad, current, and national interest. Connecting the research needs with current events enabled representatives to see the value of the research program for the industry and for their constituents. Communication Process

Guidebook Putting It All Together 39 Strategy: Because policy makers require both information and proper organizational procedures, an important strategic concern is to fi nd an advocate for your program within the policy-making organization. Advocates know and understand the organizational rules and regulations, so they can help introduce your fi ndings and recommendations through the appropriate panels and paperwork. A second strategy, as discussed below, is to make use of all available channels for communication. Leaving no communication stone unturned will not only educate policy makers, but may also help you connect and build professional relationships with potential program advocates. Content: Policy makers need to know the specifi c details of research programs, and like elected offi cials, their time is also limited. You can use several methods to communicate the essential details. First, anecdotal success stories give a personal and human face to scientifi c research, so connect your ideas to real people and real problems. Second, because policy makers look for innovative ways to help save lives, conserve fuel, and increase effi ciencies, highlight the innovative work you do and the benefi ts of that work to areas important to policy makers. Finally, provide policy makers and their liaisons with best practices and anecdotal evidence that can be used for education. Channels: A wide variety of channels are appropriate for communicating with policy makers. Panel discussions at conferences can help you understand their needs, can introduce new research and important facts, and can help you meet potential advocates who share your program’s interests and priorities. PowerPoint is frequently used for presentations, so do not overlook the importance of this channel. Because PowerPoint presentations often need to function as stand-alone presentations, they must be clear and make good use of visuals and graphics. Papers and reports in scholarly, professional, and trade publications can target prospective implementers. Finally, make use of the web by posting presentations, papers, and reports for easy access by policy makers. Style: Like elected offi cials, policy makers have many demands on their time. Communicate your research agenda clearly, simply, and concisely. State the important points up front. Provide anecdotal evidence where possible, but be ready to answer any questions. Details are important, but only after you have “sold” your ideas to policy makers. Creating Human-Interest Research Stories Policy makers and research funders often want to know how research aff ects people, so consider the following: Research stories must be human- interest stories. Look for and emphasize the benefi ts of research for people. Whether related to saving lives or saving fuel, tying research programs to real people helps to improve your message. Link to current events. Connect your research to what is happening in society or in a specifi c community. Do not overlook popular media as sources of inspiration. Social problems and movies can give your communications a point that is relatable to the audience. Give specifi c examples. As you conduct research in the fi eld or interview community leaders about their needs, take pictures and keep notes. These can add personal elements to your communications. Source: National Sciences and Engineering Research Council of Canada, “Communicating Science to the Public: A Handbook for Researchers.”   

40 GuidebookCommunicating the Value of Transportation Research Communicating with the News Media When and Why Communicating with the media is essential to sharing the value of your research because they function as agenda setters for communities and our society at large. Media coverage can be useful to your research because it can infl uence community awareness and support, which then, in turn, can impact policy-maker support (whether or not the policy maker personally cared about or supported the issue in the fi rst place). It can also impact policy-maker support directly. But, the media does not tell people what to think; it tells them what they should think about and which issues are important. Thus, the more often an issue appears in the news, the more important it may appear. This does not mean, however, that researchers should wait for the media to ask for a story. They should work with the communication professional assigned to the research team or with their organization’s public aff airs staff to determine the right time to contact the media with the right information. By contacting the media, you can demonstrate that your project is newsworthy and get your agenda on the public’s radar. Invite the media to test sites, or send a news release about upcoming research in the community. By developing a relationship with the media from the start, your relationship will be well established by the time you are ready to present your fi ndings and implement your programs. Northwestern University New Bridge Steel Case Study Communicating with policy makers was essential to gaining acceptance of using Northwestern University copper steel in bridge construction. Gaining this acceptance was diffi cult because the steel manufacturing community is small, and its members represent Northwestern University’s direct competition. To persuade this audience to adopt and use Northwestern University copper steel in bridge building projects, the developers demonstrated the value of the new steel in stages, starting with a small-scale test of the steel by the Illinois DOT (IDOT). Once this test was completed, a larger scale test was conducted and the results were shared with policy and decision makers. Important decision makers from the American Iron and Steel Institute, the Federal Highway Administration, U.S. Steel Corp., and others lent their monetary and personnel to support the product. This in turn led to the adoption of Northwestern University copper steel as part of a bridge retrofi t in Illinois. Following this success, IDOT fully adopted the steel for use in the construction of new bridges. Persistent communication with decision makers that emphasized the scientifi c results of fi eld tests and the ongoing support of a champion within the IDOT contributed to Northwestern University’s success. The steel developers successfully provided research program managers with the data they needed at testing sites, at conferences, and in papers and reports in scholarly and trade publications. Further, the IDOT champion made the personal connections required for acceptance of the new steel and helped the developers navigate the formal processes required by transportation organizations.

Guidebook Putting It All Together 41 Applying the Communication Process Context: The media diff er from other audiences because they have very precise limitations for time and space. News cycles have shortened with new technologies, so you must be responsive to those deadlines and space requirements. Strategy: When planning communication with the media, ensure that you communicate with the appropriate reporter. If a newspaper or television station has a science or transportation reporter, direct your communication to that person. Your strategy should be to cultivate a relationship with a reporter by using continuous, specifi c messages. Content: Present the content of your communication with the media—whether related to problems or the research process, outcome, program, or implementation—as a story and explain how it will benefi t their readers, listeners, or viewers. Highlight any breakthrough or new elements on an issue, and weave real-life examples into your story. Discuss data or research that confi rms or denies existing suppositions, but do so in a compelling, timely way. Finally, always connect your communication to the audience, explaining why the problems matter and how your research program helps to solve them. Channels: Reporters may ask for one-on-one interviews. If they do, it is important to have your research message distilled down to two or three key points. Researchers and program managers must also realize that reporters do background research to write their stories, so information about the program and the research project should be easy to access. Press releases can be sent to journalists, and they can also be incorporated into an online press room as an integral part of your web page. Style: Journalists and reporters look for clear, jargon-free language in press releases and interviews. Because they have their own audience considerations, they look for a conversational style that will appeal to the general public. Be direct, and develop messages that focus on the main points of the communication. Communication Process Guidelines on News Release Content Your communication professional or public aff airs staff will know the “ins and outs” of the format for writing and delivering a news release, and will work with you on the content. Keep these guidelines in mind as you assist them in writing a news release about your research: Identify the goal of the news release, then the audience before you consider the key messages or content. Convey the essential message quickly. This is the point in which you will capture attention. Consider the benefi t of the research and how it is important to the public. Use quotes to help you spread important messages. While quotes generally should come from within the organization (the scientist, the director), it can also come from a valued source outside of your organization supporting the importance of the research. Use anecdotes, analogies, and examples as storytelling tools. They can humanize, simplify, and help explain your story. Include background information of your organization at the end. This section should be brief and focus on who you are and what your organization does.     

42 GuidebookCommunicating the Value of Transportation Research Creating an Eff ective Online Press Room Reporters and journalists often visit web pages as a fi rst place to fi nd information before an interview or when writing a story. Create an online press room that includes the following: Current contact information. Post the names, phone numbers, and emails for your project’s contact person for press inquiries. Press releases. Archive past releases in your press room, and include a date and summary headline with each title. Frequently Asked Questions (FAQ) and fact sheets. Journalists want to know the “who, what, when, and where.” Create a document that addresses these background facts about your program or organization. Research reports. Archive research reports with a brief abstract, but make links to full reports accessible. Photographs, video fi les, and calendar of events. These “extras” give reporters even more information to draw from.      Missouri Statewide Installation of Median Cable Barriers Case Study The Missouri Department of Transportation (MoDOT) made great use of communication with the media to gain acceptance for statewide median cable barriers. Cables placed in the medians of highways and major thoroughfares help to reduce the number of cross-median crashes and the high rates of fatalities they produce. Because MoDOT aimed for statewide acceptance of the program, it was important to communicate the safety value of the barriers to a broad public audience. The media helped MoDOT achieve these communication goals. Also, the message for median cable barriers is strong and easy to communicate—the press and the public see the number of cable hits when they drive down the road, so the story nearly tells itself. MoDOT representatives helped to supplement this anecdotal evidence by relying on crash data in nontechnical, brief terms that everyone can understand and relate to. Finally, MoDOT has found that communication about the cable barriers builds on itself. The more the topic is communicated, the more questions arise from within and from outside of the state. The increased press coverage leads to further acceptance of the program.

Guidebook Putting It All Together 43 Communicating with the Public When and Why The public wants to know more about research and how it aff ects their lives. Public support for a research program can lead to support from elected offi cials, policy makers, and implementers. They want to know how they and their children can be safer on the road. In this time of increasing oil prices, they are especially concerned about maximizing fuel economy. Communication with the general public, as with many audiences, should be consistent, so people know what problems you are addressing and how the answers can improve their lives. Applying the Communication Process Context: “The public” is a very broad audience, so communication must be suitable for all educational, technical, and interest levels. Look for events in communities, states, and the nation that relate to your research. These events give an immediate point of reference for the audience and tie your work to something with which people are already familiar. Not only does this make your messages relevant, it makes them memorable. Strategy: Communication with the public needs to be appealing in both content and style. Part of the strategy for communicating with the public should include pretesting your message. By asking people in your target area for their opinions and values, you can address your communication to the areas that are relevant to the public. Content: While members of the public are interested in research and what it can do for them, they are generally not interested in the technical aspects of research. Instead, they want to know the benefi ts and practical outcomes from the research and knowledge that is gained. Keep your message focused on one or two key ideas that demonstrate the value and practicality of the research to the audience. Support those ideas with data, facts, and anecdotes to provide a variety of examples for the audience to relate to. Channels: The public uses information they fi nd in the media, but direct communication with the audience is also helpful. Mailers or town hall-style presentations and discussions are eff ective ways to communicate with the public. Presentations that also feature time for Q&A provide feedback from the audience that can be used to tailor future messages. With increases in technology, many people have access to the Internet, so websites should be user friendly and have information the general public seeks. Because the public as an audience is so varied, it is important to communicate with them through a variety of channels. While your audience may not receive every message, making use of multiple channels will increase your chances of success. Style: Improve your written and spoken messages by pretesting your communication. Have others read your written statements, and practice speeches in front of audiences similar to the actual audience to whom you will deliver your message. Speak to the general public as you would speak to your family and friends to help ensure that the message is stylistically appealing and clear. When communicating with the public, photographs, illustrations, charts, and graphs add tremendous value to your message. Consult with communication experts to help develop appropriate images for your needs. Communication Process

44 GuidebookCommunicating the Value of Transportation Research Easy Ways to Communicate with the Public Write a letter to the editor. Think of the media as a gatekeeper to the public. A letter can put your message in front of thousands of people. Speak to a school group. Transportation is an integral part of our society, so connect with the youngest members and foster an appreciation for research from an early age. Invite the media to your events. Increased press coverage of your research program and outcomes will help educate the public on your activities. Get involved in community events. Many communities have expos and other events where members of the general public interact with business and other community leaders. Attend these events to get to know the community and let them get to know you. Source: National Sciences and Engineering Research Council of Canada, “Communicating Science to the Public: A Handbook for Researchers.”     Oregon Mileage Fee Concept and Road User Fee Pilot Program Case Study In 2001, the Oregon legislature appointed a Road User Fee Task Force to investigate ways to design a method of revenue collection that could replace the fuel tax as a long-term, stable source of funding for Oregon’s road system. The legislature developed a user fee—specifi cally a mileage fee based on vehicle miles traveled. Because mileage-based fees are new and considered experimental, the Oregon DOT and the task force went to the public to explain why Oregon was pursuing this source of revenue. To gain success in its communication eff orts, the task force held open meetings and hearings with a diverse public audience, made presentations to virtually all stakeholders, and welcomed public testimony at each of its meetings. The task force gave simple PowerPoint presentations to the public, gathered feedback on those presentations, and adapted them for the next presentation to anticipate and better answer the public’s concerns and questions. Finally, the task force never published a paper document; instead, it relied on its website as the primary channel for exchanging information. The task force received public feedback through the website, and responded to all public concerns throughout the process to ensure that the public understood and supported this innovative plan.