Implementing the Results of the Second Strategic Highway Research Program Saving Lives, Reducing Congestion, Improving Quality of Life - Special Report 296 (2009) / Chapter Skim
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6 Implementation of SHRP 2: Principles and Key Strategies
6 Implementation of SHRP 2: Principles and Key Strategies
Pages 94-116
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From page 94... ...
innovation in the highway industry: challenges and opportunities Innovation in the highway industry has been a subject of some interest over the past two decades (Bernstein and Lemer 1996; Bikson et al. 1996; Byrd 1989; Civil Engineering Research Foundation n.d.; Gittings and Bagby 1998; Hodgkins 1989; Scott 1999; TRB 1994; TRB 1996; TRB 1999)
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This characteristic of the industry slows widespread implementation. While efforts to centralize product testing and evaluation facilitate the use of innovations, they do not guarantee that individual state and local agencies will accept the results or use the products.
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a proprietary product or one that does not adhere to clear standards, guidelines, or approvals from national entities such as the Federal Highway Administration (FHWA) , the American Association of State Highway and Transportation Officials (AASHTO)
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. The combination of outsourcing of technical work, downsizing, and retirement of skilled workers and management can leave highway agencies lacking the experience and skills needed to recognize, accept, and promote new ideas and innovations.
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• TRB: A unique national collaboration exists through TRB in which professionals from federal and state agencies, universities, and private firms work together to identify research needs, disseminate information, sponsor conferences and workshops, and carry out other activities that promote innovation in the transportation sector. • Special-purpose strategic programs: The highway industry has supported a number of special research and technology programs, including the American Association of State Highway Officials Road Test, the first SHRP, SHRP 2, and the Intelligent Transportation Systems Program, as specific needs or new opportunities have arisen.
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From page 99... ...
These are categorized below under research products, implementation agents, implementation mechanisms, and resources. Lessons Learned from SHRP 1 Concerning Research Products Recognize That Research "Findings" Are Not "Products" Research results must be translated into products that a user wants to implement.
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A research result will sometimes require additional adaptive research and often further development before a usable product is ready for implementation. Recognition of this possibility is important both for planning and budgeting and for managing the expectations of users, who may believe that the research program has addressed issues that may not arise until real-world trials are attempted.
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From page 101... ...
For example, a variety of different innovations aimed at snow and ice control prior to a snowfall, including snow fences, roadway sensors, plows, and forecasting methods, were subsumed by the phrase "get in under the storm." Similarly, the value of a wide array of materials, methods, and contracting approaches for achieving rapid infrastructure renewal is intuitively grasped under the phrase "get in, get out, stay out." Lessons Learned from SHRP 1 Concerning Implementation Agents Identify the Principal Implementation Agent Early In the case of the first SHRP, the principal implementation agent, FHWA, was not identified until late in the research phase. FHWA received authorization and funding to carry out implementation activities only after the research was almost complete.
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From page 102... ...
Clearly, these stakeholders must be actively engaged in implementing SHRP 2 results. However, many other groups must be brought to the table: local, regional, and state governments represented by the Association of Metropolitan Planning Organizations, the National Association of County Engineers, the American Public Works Association, the Governors Highway Safety Association, and the National Conference of State Legislatures; manufacturers and suppliers, such as the National Asphalt Pavement Association, the American Concrete Pavement Association, the National Steel Bridge Alliance, the National Concrete Bridge Council, the American Traffic Safety Services Association, the American Concrete Institute, and the Precast/Prestressed Concrete Institute; the construction industry, for example, through the American Road and Transportation Builders Association and Associated General Contractors; engineers and designers, through the American Society of Civil Engineers (ASCE)
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Make Use of Existing Mechanisms Some groups already have mechanisms in place that SHRP 2 could tap and cultivate as implementation agents. For example, local governments and state DOTs use a network of technology transfer centers that participate in the federal Local Technical Assistance Program (LTAP)
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From page 104... ...
Develop New or Special Mechanisms Where Needed In most cases, implementation of research is not the primary occupation of the potential user, and the temptation will be strong to leave the task entirely to existing committees and task forces that already have a full plate of other responsibilities. The AASHTO SHRP Implementation Task Force, the FHWA SHRP Working Groups, and the TRB SHRP and LTPP advisory committees are good examples of specially formed groups that focused on SHRP 1 implementation, a focus that included active coordination with all the relevant existing committees in their respective organizations.
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A Local Products Committee was established to package and promote research products of particular relevance to county and city transportation professionals. Box 6-1 lists methods that were used in implementing the first SHRP.
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It also takes time for university curricula to reflect innovative practices and new knowledge. In an effort to accelerate innovation, the National Highway Institute is developing a course to train highway professionals in a structured approach to implementation.
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Effective nationwide implementation will require sufficient human and financial resources and a principal implementation agent, that is, an organization that will lead and support SHRP 2 implementation. This organization should have a national scope, extensive knowledge of the highway field, experience with implementing research results and new technologies, established relationships with transportation agencies, and the ability to provide funding and technical support to state DOTs and other potential users of SHRP 2 products.
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From page 108... ...
Early involvement can also help implementation agents identify potential early adopters who can become strong supporters of or champions for specific technologies, as well as help select appropriate methods for transferring the technologies. Active involvement of stakeholders also builds trust -- a fundamental element of successful implementation in the highway community.
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From page 109... ...
In addition to hearing about innovations when they first become available, stakeholders will want periodic updates on the progress of implementation; success stories; challenges overcome; and, most important, benefits achieved. Many communication mechanisms should be used to describe research results and products, to report on implementation activities, and to share information among users of SHRP 2 products.
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From page 110... ...
Industry structure and economic incentives can also influence the specific strategies adopted: some products may involve intellectual property that must be protected, some may attract interest in privatesector commercialization, and others will need more public-sector support. It is important that the principal implementation agent carefully study the SHRP 2 products and potential users to determine which strategies are most likely to be effective in each case.
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The program should be open to new paths when they arise and have sufficient flexibility in its planning and budgeting to take advantage of promising opportunities. key implementation strategies Several key implementation strategies emerge from the experience with implementing SHRP 1, as reflected in the principles outlined above.
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Paying attention to how people learn reinforces effective change management. Generally, learning takes place in organizations through training, professional development, lessons-learned documents, war stories, and knowl edge or information repositories -- all forms of knowledge management.
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Lead users may need assistance tailored to unique issues encountered by early users. The principal implementation agent for SHRP 2 will also need technical assistance in developing and delivering the implementation program.
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In addition, pilot testing and evaluation of research products may need to be conducted before products are ready for full-scale implementation. Lead Users and Demonstration Projects Certain products are complex enough that users will want to see a fullscale, real-world demonstration to be convinced that the products work.
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From page 115... ...
Long-Term Stewardship Certain products -- such as databases, archives, software packages, and websites -- require a long-term "owner" to maintain and update them and provide customer support. references Abbreviations FHWA Federal Highway Administration TRB Transportation Research Board Bernstein, H
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1999. Special Report 256: Managing Technology Transfer: A Strategy for the Federal Highway Administration.
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