Proposed AASHTO Practice and Tests for Process Control and Product Acceptance of Asphalt-Treated Cold Recycled Pavements (2021)

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116 CHAPTER 5 Training and Implementation This chapter: For any new test method to be used as part of the bid documents for a construction project, the equipment asso- • Provides recommendations on how best to put the research ciated with the new test methods will need to be available findings/products into practice, commercially. The research team has been contacted by two • Identifies possible institutions that might take leadership potential equipment manufacturers to date, demonstrating in applying the research findings/products, an interest in commercial production of the equipment. Since • Identifies issues affecting potential implementation of the ruggedness experiments were performed for the proposed findings/products and recommends possible actions to test methods that were developed in AASHTO’s standard address these issues, and format, the only item needed to complete them is follow-up, • Recommends methods of identifying and measuring the complete ILS studies; submission to AASHTO for balloting impacts associated with implementation of the findings/ can then occur. products. The market for the research products is primarily the AASHTO member states; other public agencies; FHWA, to This information is presented as the following implemen- some degree; and other industry stakeholders. It includes tation plan with sections on each topic. highway agencies and other entities involved in specifying, accepting, and paying for construction materials. The market for the presentation materials includes the broader industry 5.1  Implementation Plan stakeholders and specifically those entities and individuals that will serve as deployment leaders. Every state, county, To put the research findings/products into practice, a well- and city road agency, and many other agencies, are stake­ developed implementation plan will be important for the holders and potential users of the products of this research. successful implementation of the research products. Issues These stakeholders need to be engaged in the process of that need to be addressed in the implementation plan include implementation by recognizing the benefits the research will defining the research product market so that the appli­ provide them. Communication and dissemination of the cability of the research product to improving current practice research products to stakeholders are essential for successful can be communicated. A realistic assessment of impedi- implementation. This involves development of knowledge- ments to successful implementation, along with identifica- transfer materials that can be used by agencies, contractors, tion of marketing opportunities and potential deployment universities, local technical assistance program centers, and leadership, will also be conducted. Finally, tactical items trade organizations such as ARRA. These will be in the form that will need to be addressed in the plan will include revi- of the technical memoranda and the revised test methods. sions of related policies, standards, and guideline documents Dissemination of the research results will need to occur and training and knowledge transfer for stakeholders at through the presentation and publication of research find- multiple levels. Knowledge transfer for this study began ings at conferences such at the TRB Annual Meeting; in peer during the project at multiple technical meetings and con- reviewed journals; and presentations of the research findings ferences that helped promote interest and understanding at expert task group meetings, annual user-producer groups, along the way. and other industry meetings. 

117   5.2 Potential Institution and to take place with management, engineering and operational Individual Research Product agency staff, and other industry stakeholders. Fortunately, Deployment Leaders the research topic is of significant interest, and industry will likely be supportive of agency changes to implement the Potential institution deployment leaders include the proj- products. Therefore, knowledge transfer and training will ect research team, ARRA, AASHTO, consulting engineering need to be developed in such a manner that they are scalable firms or consultants that specialize in pavement engineering, to the audience and include easily communicated examples. and FHWA. AASHTO will be a key institution since the Delivery will have to be done in such a manner that the proposed guide specification and test methods will need to interest of stakeholders is maintained, including practitioner be published as AASHTO standards for ultimate implemen- audiences using appropriate materials and communication tation of the research findings. FHWA has historically played techniques. Past FHWA and National Highway Institute a significant role in knowledge transfer, training, and imple- knowledge transfer relative to specifications has been effec- mentation support. ARRA also has a significant knowledge tive. Many of the techniques historically used by them could transfer and implementation support function that should be used successfully to assist with implementation of the be leveraged. research products. Knowledge-transfer opportunities to con- FHWA has a cooperative agreement titled Development sider include: and Deployment of Innovative Asphalt Pavement Tech- nologies that has as its purpose to stimulate, facilitate, and • Webinars; expedite the deployment and rapid adoption of new and • Presentation conferences or meetings at the national, innovative technology relating to the design, production, regional, state, and local government levels and industry testing, control, construction, and investigation of asphalt trade association events; pavements. It is structured in tasks, and a task could be pro- • Workshops; and posed to assist with implementation. Finally, NCHRP could • Demonstration projects. play a role with a subsequent implementation support project that provides for training materials and regional workshops. Potential individual deployment leaders include key staff at 5.3.3  Operational Stakeholders the institutions referenced previously. Impediments at the operational level would likely occur because of resistance to change and lack of understanding 5.3 Assessment of Impediments as to why the change is needed. A practical example of this to Successful Implementation at the construction-project level would be changes in test- ing requirements. Additional testing would be required to Impediments to successful implementation would be perform shear and raveling tests. Some contractor staff could those typical of most change-management activities and interpret this as additional work with no value to them. They could be grouped into the following categories relative to the could also view the change as additional risk in that proj- research outcomes of this project: policy and documentation, ects could get delayed if the time to opening were extended knowledge transfer and training, and operational stakeholder compared to current practices. However, with an explanation impediments. that the time would be reduced relative to the times in most specifications today (i.e., a specified number of days before 5.3.1  Policy and Documentation opening to traffic or surfacing), the perceived risk would be Policy and documentation impediments are items that reduced, and transition to the new testing approach would would need to be developed, revised, or deleted for success- be embraced. ful implementation. Examples are revisions or updates to existing agency policies, standard specifications and special 5.4 Methods of Identifying and provisions, standard test methods, and acceptance-related Measuring the Implementation documents such as quality-control plan requirements and Impacts acceptance criteria. Change does take effort, and at some public agencies there may be a desire not to make changes. The ability to measure impacts associated with implemen- tation of the findings and products of the research is straight- forward. The following is a list of key measurable impacts: 5.3.2  Knowledge Transfer and Training Knowledge transfer and training are central to the success- 1. Do the three documents delivered in AASHTO stan- ful implementation of any new technology. They will need dard format (AASHTO Standard Guide Specification, 

118 AASHTO Standard Method of Test for Evaluating Shear 3. How many agencies make documented changes to require- Resistance, and AASHTO Standard Method of Test for ments associated with: Evaluating Raveling Resistance) as part of the research – The findings/products of the project, ultimately become published AASHTO documents? – Standard test methods used, 2. Does one or more equipment manufacturer produce – Quality control requirements, and commercially available shear and raveling fixtures? – Standard specifications related to time to opening to traffic or surfacing?