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

2. 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)

3. 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.)

4. 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

5. 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

6. 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.

7. 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

8. 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

9. 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.

10. 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

11. 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