Soliciting High Value Research Problem Statements Tri-State Research Peer Exchange Vermont - New Hampshire - Maine October 26-28, 2010

Tri-State Peer Exchange Team Members Jennifer Fitch, VT Glenn Roberts, NH Dale Peabody, ME Leni Oman, WA Mike Sanders, SC Chris Hedges, TRB Dick McReynolds, KS (retired)

Peer Exchange Focus Area #1: Peer Exchange Focus Area #1: Successful Practices for Soliciting/Identifying High-Value Research Problem Statements How do you solicit ideas? Who is asked for ideas? What forms/templates are used? How/when is Executive staff involved? How are research problem statements prioritized? What level of detail is required during the initial solicitation phase? What roles and approvals need to be identified before a problem statement is considered (i.e. Sponsor, Champion, etc.)

Exploit Existing Forums What Did We Learn? Exploit Existing Forums Take advantage of existing agency initiatives and collaborations to build awareness of high-value needs & opportunities in various disciplines Tri-State groups meet regularly in disciplines such as Traffic, Maintenance, Project Development, etc. to discuss common problems and solutions Add research needs as a regular agenda item Seek out other high-profile task forces/committees Forward related research, offer assistance (e.g. synthesis) Tri-State collaborative efforts address purchasing, salary studies & other comparative exercises, MATS (asset management application), performance measures, winter maintenance technologies and practices, and 511 traveler information services. Excellent opportunity to provide relevant and timely research findings and other information Enhance two-way communication: Build awareness on the part of stakeholders as to research opportunities, while Research staff are better aware of key issues facing the organization

Be Conversant in Agency Needs What Did We Learn? Be Conversant in Agency Needs Research staff need to be aware of the key issues and challenges facing the Department Be cognizant of the agency strategic plan and goals – and how research can help Build relationships and regularly communicate with key contacts in other divisions Use hallway conversations, research focus-groups, and TRB State visits to listen and seed suggestions or share results

What Did We Learn? Need for Connection Continually engage top management in the research process to clarify priorities More challenging, but perhaps more critical, if Research office is layers-removed from executive staff. Especially important if strategic goals of the agency are not formalized or well-defined Amplifies the need to regularly publicize research successes Maintain research on the radar of Executive staff Top management input can be secured in various ways and is best obtained early in the research needs identification process. In most states, executive staff provide final approval of the research work program. A belief that the work program reflects the priorities of the agency goes a lot further in ensuring a robust research program than a “rubber stamp” by disinterested executive staff.

Follow Up and Follow Through What Did We Learn? Follow Up and Follow Through Effectively communicate a fair and open solicitation process Provide timely feedback regarding programmatic and project-level decisions Stakeholders need to understand the reasons their ideas are not selected – problem statement deficient or does need not reflect top priorities of agency? Don’t make promises you can’t deliver Know the limits of your financial, organizational, and human resources 7

What Did We Learn? Create Short Term Wins Build trust and buy-in through meaningful quick-hits Literature searches, library research, syntheses Strengthens the tie between Research and key decision-makers Keep agency staff informed of national programs, panel opportunities, research conducted by others – including how your agency fared and why

Reach Out Help managers see the opportunity in research What Did We Learn? Reach Out Help managers see the opportunity in research Reach out to less traditional sources of research needs – i.e. all functional areas of agency Budget and Programming, Legislative liaisons, Human Resources, AGC*, universities* * In collaboration with agency staff There is often a the lack of understanding by managers/functional areas of how research can help them. Research is sometimes criticized as an ivory tower; basic research rather than applied research/development that agencies can take into the field. Unfortunately, some of these areas are where our critical agency needs are today: revenue generation; programming; and human resource management. As well, if these units haven’t traditionally engaged in research, they may not be aware of the opportunities, ranging from quick turn around information from existing reports, development assistance, or basic research. Provide coaching to help new program areas evolve – and new employees within parts of the organization with traditionally strong research connections.

What Did We Learn? It Takes an Agency…. Bottom-up and top-down research needs must be addressed for a robust program to exist Idea-generating workshops and mini-RACs (by major discipline) can be effective, particularly for large research programs Forms should be simple to use, but convey pertinent information related to agency strategic goals

Provide Research Resources What Did We Learn? Provide Research Resources Promote external research programs (regional, NCHRP, TPF) and assist agency stakeholders in submitting effective problem statements Monitor TRB research needs statements (RNS) Continue to learn successful practices from other states, TRB and FHWA