<rss version="2.0" xmlns:atom="https://www.w3.org/2005/Atom">
  <channel>
    <title>Research in Progress (RIP)</title>
    <link>https://rip.trb.org/</link>
    <atom:link href="https://rip.trb.org/Record/RSS?s=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" rel="self" type="application/rss+xml" />
    <description></description>
    <language>en-us</language>
    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
    <docs>http://blogs.law.harvard.edu/tech/rss</docs>
    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
    <image>
      <title>Research in Progress (RIP)</title>
      <url>https://rip.trb.org/Images/PageHeader-wTitle-RIP.jpg</url>
      <link>https://rip.trb.org/</link>
    </image>
    <item>
      <title>Making Knowledge Management Work for DOTs: A Guide to Fostering Collaboration, Learning and Adaptation</title>
      <link>https://rip.trb.org/View/2712194</link>
      <description><![CDATA[Knowledge management (KM) is growing among state departments of transportation (DOTs), and culture is an essential ingredient of KM. Agencies must value and support learning; otherwise, employees are not likely to share what they know or invest the time needed for effective collaboration. Previous National Cooperative Highway Research Program (NCHRP) studies on innovation and learning cultures have identified several factors that are conducive to a learning culture. These studies have acknowledged the importance of culture but have not explored it in detail. There is a need to build on prior research dealing with KM and innovation in transportation agencies, along with foundational studies of learning cultures, and exploring the intersection of KM, learning cultures, and organizational change at DOTs.

This objective of this research is to develop a guide for state DOTs to strengthen organizational cultures that foster collaboration, learning, and adaptability. ]]></description>
      <pubDate>Tue, 09 Jun 2026 17:13:08 GMT</pubDate>
      <guid>https://rip.trb.org/View/2712194</guid>
    </item>
    <item>
      <title>Synthesis of Information Related to Highway Practices. Topic 57-10. Strategic Planning Practices</title>
      <link>https://rip.trb.org/View/2630490</link>
      <description><![CDATA[Many state departments of transportation (DOT) develop strategic plans. These strategic plans range from brief statements of mission, vision, and values to detailed documents that link these statements to operational and budgetary decisions across the agency. Unlike long-range transportation plans and other federally required planning documents, there are no formal requirements or guidance for state DOT strategic plans. The national transportation vision framework, adopted by the American Association of State Highway and Transportation Officials (AASHTO), from NCHRP Research Results Digest 404: Collective and Individual Actions to Envision and Realize the Next Era of America's Transportation Infrastructure: Phase 1, highlighted the importance of strategic planning to effect organizational change.

OBJECTIVE: The objective of this synthesis is to document state DOT practice for agency-wide strategic plan development, adoption, and implementation. ]]></description>
      <pubDate>Wed, 26 Nov 2025 15:51:14 GMT</pubDate>
      <guid>https://rip.trb.org/View/2630490</guid>
    </item>
    <item>
      <title>Administration of Highway and Transportation Agencies. Recruiting and Retaining Talent in the Transportation Industry: Guide</title>
      <link>https://rip.trb.org/View/2325857</link>
      <description><![CDATA[State departments of transportation (DOTs) and industry partners have experienced internal and external compounding factors that have decreased applications for open positions, with many state DOTs experiencing unprecedented job vacancy rates. The unfilled positions challenge state DOTs in operating and maintaining their systems and implementing planned projects. This has prompted state DOT leadership to refocus on recruiting new talent to the transportation industry. However, difficulties in recruitment are symptoms of an 80/20 problem: 80 percent of recruitment activities focus on recruitment itself, while only 20 percent of efforts address internal and external factors dissuading talent from working at their agencies, or challenging retention efforts. Yet these factors may represent 80 percent of the actual problem. 

For example, prior to the pandemic and especially during recessions, state DOTs and industry partners could receive hundreds of applications for a single open position. Accordingly, systems in human resources (HR) were implemented to filter applicants and help hiring managers find the best candidate more readily. Post-pandemic, HR efforts may need to shift toward welcoming individuals into the transportation industry even if they do not yet possess certain skills or prior educational requirements, to broaden the available talent pool. Additionally, state DOTs have differences in laws, regulations, policies, and practices that HR must adhere to. Research is needed to provide state DOTs a nuanced understanding of the full problem and to identify context-sensitive actions for state DOTs to attract and retain talent. 

The objective of this research is to develop a guide for state DOTs and industry partners that identifies actionable and scalable strategies to address the internal and external factors that challenge recruitment and retention.]]></description>
      <pubDate>Wed, 24 Jan 2024 15:26:06 GMT</pubDate>
      <guid>https://rip.trb.org/View/2325857</guid>
    </item>
    <item>
      <title>Enhancing Transit Organizational Culture to Improve Employee Psychological Health and Safety, Recruitment, and Retention</title>
      <link>https://rip.trb.org/View/2307260</link>
      <description><![CDATA[The transit industry has recognized and acted on workforce recruitment and retention issues for decades. However, little attention has been paid to identifying and reforming components of organizational culture that strongly influence recruitment and retention. The current workplace research and literature have focused on various new concepts designed to address retention and employee well-being, safety, mental health, productivity, and creativity. Transit agencies can increase the retention and recruitment of workers by building organizational cultures that support employees’ psychological health and safety. The transit industry would benefit from research examining how this industry and others have begun implementing psychological health and safety, mindfulness-based practices, and similar initiatives. The results of this project need to align with scalable, actionable products.

OBJECTIVE: The objective of this research is to produce a guide for public transit agencies on building a transparent and responsive organizational culture that supports employees psychological health and safety and leads to improved workforce recruitment and retention.

RESEARCH PLAN: This research will produce practical information and interactive products to help transit agencies and other stakeholders implement the study results. Examples of products are fact sheets, toolkits, checklists, a resource guide, training curricula, interactive products and other information-sharing methods. A sustainability plan for the ongoing use of the products should be included. The research should, at a minimum: (1) Define organizational culture and explain its importance to the success of the transit industry and how that impacts employee well-being, recruitment, and retention efforts. (2) Review literature summarizing current practices to support culture transformation leading to improved employee well-being. These practices may include efforts to improve psychological safety, mental health wellness, and emotional well-being.
(3) Identify, define, and quantify (if applicable) the relationship between psychological safety and an organization's culture. (4) Identify and evaluate innovative approaches and best practices from transit and other industries that have resulted in an organization's cultural changes supporting employee well-being, recruitment, and retention. Based on the findings, make recommendations. 

The research plan shall be divided into tasks that detail the work proposed in each task. The research plan shall describe appropriate deliverables (which also represent key project milestones) including, at a minimum: (1) Interim report and panel meeting. The interim report should include the analyses and results of completed tasks, an update of the remaining tasks, and a detailed outline of the final research product(s). The panel meeting will occur after the panel review of the interim report. The interim report and panel meeting should occur after the expenditure of no more than 40 percent of the project budget. (2) Draft report. (3) Final report. (4) Technical memorandum titled “Implementation of Research Findings and Products”.]]></description>
      <pubDate>Wed, 13 Dec 2023 12:06:42 GMT</pubDate>
      <guid>https://rip.trb.org/View/2307260</guid>
    </item>
    <item>
      <title>Synthesis of Information Related to Airport Practices. Topic S01-29. Airport Practices for Onboarding a New Passenger Airline</title>
      <link>https://rip.trb.org/View/2077895</link>
      <description><![CDATA[ACRP Synthesis 134: Airport Practices for Onboarding a New Passenger Airline, from TRB's Airport Cooperative Research Program, describes airport practices and approaches as to how airport staff prepare to onboard a new passenger airline.]]></description>
      <pubDate>Wed, 07 Dec 2022 17:13:48 GMT</pubDate>
      <guid>https://rip.trb.org/View/2077895</guid>
    </item>
    <item>
      <title>RES2023-01: Identifying Critical Knowledge Gaps and Assessing
Organizational Readiness for Improved Knowledge
Management</title>
      <link>https://rip.trb.org/View/2005237</link>
      <description><![CDATA[With over 40% of Tennessee Department of Transportation's (TDOT’s) workforce having less than five years’ experience with the agency, nearly 20% eligible for retirement, and
significant private sector competition for mid-career expertise, it is
essential that a robust knowledge management (KM) strategy be
developed that ensures success in achieving TDOT’s mission now and
in the future. The proposed research will provide TDOT with an
understanding of its knowledge assets, current KM practices, and
organizational culture with respect to KM. The ultimate goal is to
enable TDOT to develop a robust and sustainable process for the
efficient transfer of knowledge that improves worker retention,
technical capacity, KM culture, and continued innovation resulting in
successful fulfillment of its mission. ]]></description>
      <pubDate>Wed, 10 Aug 2022 08:57:44 GMT</pubDate>
      <guid>https://rip.trb.org/View/2005237</guid>
    </item>
    <item>
      <title>Synthesis of Information Related to Transit Practices. Topic SA-57. Statewide Approaches to the Development of Comprehensive Transit Information Systems</title>
      <link>https://rip.trb.org/View/1957074</link>
      <description><![CDATA[
Synthesis Objective: 
 
This synthesis will document the current practice of the creation of statewide  / regionwide transportation information systems. A review of states doing similar projects, their goals, the process they are using to collect data, their organizational structure, the intended users, and their progress to date shall be included. Published as TCRP Synthesis Report 172. 
 
 
 
 
]]></description>
      <pubDate>Fri, 27 May 2022 11:55:24 GMT</pubDate>
      <guid>https://rip.trb.org/View/1957074</guid>
    </item>
    <item>
      <title>Synthesis of Information Related to Highway Practices. Topic 54-12. Programmatic Implementation of Alternative Contracting Methods</title>
      <link>https://rip.trb.org/View/1953243</link>
      <description><![CDATA[
Alternative Contracting Methods (ACMs), including Design-Build (DB), Construction Manager/General Contractor (CM/GC), and Public-Private Partnerships (PPP) have added a wide range of options for state departments of transportation (DOTs) to consider when delivering projects. DOTs have traditionally used the design- bid-build (DBB) method–by awarding a contract for construction to the lowest bidder, based on agency-designed plans. The DBB delivery method is now so engrained in local, state, and national agency processes, standards, and contracts that most agencies are organized around this one delivery model. Thus, implementing ACMs warrants different mindsets and approaches to processes, standards, risk allocations, and contracts to reach successful project outcomes. While some DOTs have focused on a single project to test an ACM or have developed each ACM project on an individual or one-by-one basis, other DOTs have developed agency-wide programmatic approaches to build and maintain consistency when implementing ACMs across multiple projects or regions. This consistency brings greater efficiency and familiarity for agency staff, stakeholders, and industry participants. But whether, or how, an agency chooses to establish a programmatic approach to implementing ACM projects varies from one agency to the next.
 
The objective of this synthesis is to document state DOT practices of programmatic approaches to ACMs.
 
Information for this study was gathered through a literature review, a survey of state DOTs, and follow-up interviews with selected DOTs. Case examples of six state DOTs provide additional information on practices of programmatic approaches to ACMs. 
Daniel Tran of Tran and Associates, LLC, Lawrence, Kansas, collected and synthesized the information and wrote the report, supported by Christopher Harper, Black Dog Consultants, LLC, and Roy Sturgill, Jr., Blue CyClone, LLC. The members of the topic panel are acknowledged on page iv. This synthesis is an immediately useful document that records engineering considerations and practices that were acceptable within the limitations of the knowledge available at the time of its preparation. As progress in research and practice continues, new knowledge will be added to that now at hand.
]]></description>
      <pubDate>Tue, 17 May 2022 10:41:55 GMT</pubDate>
      <guid>https://rip.trb.org/View/1953243</guid>
    </item>
    <item>
      <title>Incorporating Knowledge Management into DOT Business Practices</title>
      <link>https://rip.trb.org/View/1842761</link>
      <description><![CDATA[Knowledge Management is a relatively new practice to most state DOTs. Knowledge management considers the use and connections of people, process, technology and data/information. Like performance management or risk management, it touches many established practices within our state DOTs. However, the relationship to human resource management, information technology, data management, workforce development, learning cultures, and organizational development is poorly understood. Strengthening our understanding of these connections will help state DOTs assess options for KM integration and use the synergy of these program areas to accelerate achievement of organizational goals.
The objective of this project is to develop a document that summarizes the relationships of knowledge management with other common state DOT programs including but not limited to information technology, human resource management, workforce development, learning cultures, and organizational development. Work tasks include: (1) conduct a literature review of the connections of knowledge management to other organizational programs common in state DOTs; (2) conduct targeted interviews with experienced KM public and private practitioners to learn how they have integrated KM; (3) identify examples of effective ways to integrate KM into organizational practices; (4) develop a draft document and visualization of the connections or these activities; (5) identify and interview a select number of individuals to review the document and discuss the findings and usability of the document; (6)      finalize the document and visualization; (7) develop an outreach and engagement plan; and (8) provide one or more presentations for relevant AASHTO committees and state DOTs.]]></description>
      <pubDate>Fri, 26 Mar 2021 13:36:29 GMT</pubDate>
      <guid>https://rip.trb.org/View/1842761</guid>
    </item>
    <item>
      <title>Enabling Knowledge Management through Leadership Strategy and Culture</title>
      <link>https://rip.trb.org/View/1842764</link>
      <description><![CDATA[The objectives of this research project are to enable knowledge management professionals to do the following:
(1) Identify and profile the business strategies that their knowledge management strategies should support;
(2) Identify a method guiding how to assess agency culture relative to knowledge and knowledge management; 
(3) Identify methods for creating a resilient and relevant knowledge management strategy that supports business; 
(4) Analyze and profile the cultural environment for the purpose of aligning and adapting their knowledge management strategy to support and be supported by leadership; 
(5) Design effective culture-based arguments for leadership to adopt that will sustain knowledge management strategies; 
(6) Outline success criteria for an agency KM strategy.]]></description>
      <pubDate>Thu, 25 Mar 2021 14:24:16 GMT</pubDate>
      <guid>https://rip.trb.org/View/1842764</guid>
    </item>
    <item>
      <title>Administration of Highway and Transportation Agencies. Understanding Knowledge Management in Context with Other Organizational Practices</title>
      <link>https://rip.trb.org/View/1732674</link>
      <description><![CDATA[No abstract provided.]]></description>
      <pubDate>Tue, 25 Aug 2020 11:53:35 GMT</pubDate>
      <guid>https://rip.trb.org/View/1732674</guid>
    </item>
    <item>
      <title>Guidelines on Collaboration and Information Security for State DOTs</title>
      <link>https://rip.trb.org/View/1628634</link>
      <description><![CDATA[State departments of transportation (state DOTs) and other such agencies engage in a wide and evolving range of business activities that require collaboration and access to many types of data and information from among various units within a state DOT and with other public- and private-sector entities and the public. Expectations for collaboration to facilitate multimodal and multidisciplinary decision-making and public engagement are increasing. Collaboration and sharing of information are often essential in the relationships among, for example, the state DOT and others in private and public sectors, such as metropolitan planning organizations, personnel and construction contractors, academia, and other state and federal government agencies. 

In each case, however, concerns for the security, integrity, reliability, and timeliness of data and information often motivate agencies to adopt such practices as “zero trust” that make collaboration, information access, and knowledge sharing frustrating and ineffective. Diverse security requirements and lack of mechanisms for accessing information across multiple agencies, for example, can lead to clandestine exchanges of information among practitioners that threaten security.

While lax or ineffective security can have dire consequences, excessively restrictive security that obstructs information exchange can thwart good decision-making, increase workloads by limiting legitimate access to business-critical data, and stimulate public disclosure requests. For state DOTs, the issues of balance between collaboration and information security cut across all modes, jurisdictions, and users. Research is needed to support informed state DOT decision-making about the (a) balance to be achieved between information access and protection and (b) tradeoffs to be made between risks associated with information security and meeting needs for information sharing in collaborative working environments that engage all state DOT stakeholders.

The objective of this research was to describe the organizational motivations for collaboration and develop guidelines for state DOT leadership, staff, and others on effective practices for balancing concerns for collaboration and for information security in support of the state DOT’s evolving business needs.]]></description>
      <pubDate>Wed, 05 Jun 2019 03:20:29 GMT</pubDate>
      <guid>https://rip.trb.org/View/1628634</guid>
    </item>
    <item>
      <title>Workforce 2030--Attracting, Retaining, and Developing the Transportation Workforce: Design, Construction, and Maintenance</title>
      <link>https://rip.trb.org/View/1513301</link>
      <description><![CDATA[NCHRP Research Report 1008 provides a guide to facilitate the development and maintenance of a high quality workforce in transportation design, construction, and maintenance. The guide provides a roadmap and decision tree to help agencies analyze their unique agency workforce needs and navigate through the practical strategies within the guide.  

In addition to the guide, several additional deliverables are available on the TRB website, found under NCHRP Research Report 1008. They include a stand-alone executive summary, a report documenting the research process, a presentation of the guide for managers and practitioners, and a technical memorandum on implementation of the research.]]></description>
      <pubDate>Mon, 21 May 2018 20:48:42 GMT</pubDate>
      <guid>https://rip.trb.org/View/1513301</guid>
    </item>
    <item>
      <title>Research for the AASHTO Standing Committee on Public Transportation. Task 80. Capacity Building Options for DOT Transit Staff</title>
      <link>https://rip.trb.org/View/1508253</link>
      <description><![CDATA[State Departments of Transportation (DOTs) transit offices are faced with emerging, critical program management challenges: managing adequate staffing, increasing regulatory burdens and incongruous internal and external business practices. In addition to these challenges, the role of technology, differing generational expectations, and the time required for DOTs to adapt to change, makes it difficult for DOTs to attract and retain talented employees.
 
Previously supported NCHRP research suggests that while state DOTs are seeking more efficient and effective methods to manage transit office programs, the availability of a readily available, qualified work force is the essential component in transit office program management. Research has shown that most states are not sufficiently staffed with qualified employees to appropriately manage the increasing federal transit program compliance and reporting requirements, which are at the heart of each transit office’s core responsibilities. There are three factors that further complicate this issue: (1) a need for more qualified staff through effective and timely staff training resources, (2) a work environment that understands, and is responsive to, the needs and expectations of a younger workforce, and (3) a growing exit rate of experienced staff into retirement.
For many states, these three factors are exacerbated because opportunities to hire new staff are limited. If state DOTs continue to have difficulty attracting and maintaining adequate staff for transit positions, many may be headed for a capability crisis leading to diminished capacity to administer the federal and state program requirements and deliver necessary technical assistance.
 
There is a need for a more structured approach to facing the challenges referenced above. Traditionally, enhancing the capabilities of people within the organization is one of the most frequently suggested responses to the challenges. This is understandable because employees are a key determinant of an organization’s success. However, the discussions need to move beyond DOTs hiring and training their way out of these problems. There needs to be more flexibility in the DOT organizational structure and effective internal business processes to increase internal efficiencies to succeed in meeting areas of responsibility.
 
Capacity building can provide options for enhancing the responsiveness of the transit office (organizational unit) and increase the capabilities of people within the unit. Increased knowledge, improved skill sets and aptitude combined with focusing on developing more efficient and effective ways of accomplishing the work responsibilities can lead to even more positive results (e.g. increased job satisfaction and reduced stress and ultimately, increased efficiency and improved productivity).

 ]]></description>
      <pubDate>Mon, 09 Apr 2018 22:10:18 GMT</pubDate>
      <guid>https://rip.trb.org/View/1508253</guid>
    </item>
    <item>
      <title>The Effects of Autonomous Vehicles on Safety and Safety Culture in Freight Operations</title>
      <link>https://rip.trb.org/View/1493778</link>
      <description><![CDATA[The proposed study will monitor and evaluate the impact of autonomous or semi-autonomous vehicles on safety and safety culture in an operational environment. Safety and safety culture might be negatively affected by the introduction of autonomous or semi-autonomous vehicles into an operational environment. The utilization of a standard measure of safety culture to assess the impact of the introduction and utilization of autonomous and semi-autonomous vehicles into an operational freight environment is needed. By assessing safety culture, and accident rates the comparison of pre-post interventions as well as the normative comparison of organizations to each other, the research team can monitor and evaluate the impact of autonomous or semi-autonomous vehicles into an operational environment. In addition, such measurements could also aid in the identification of areas within an organization, such as departments, relationship between management and labor, training programs and other areas that are in need of improvement relative to establishing a strong safety culture. The project will primarily utilize survey and interview methodology to gather data which will use statistical techniques to review historical evaluative data as well as qualitative data from focus groups and interviews. Reports on the accident incident rates of the study organization and scores obtained on the survey instrument (SCS) will be examined. Both analysis of variance and regression analysis will be used to obtain estimates of the relationship between and the impact of safety culture variables on the occurrence of accidents and incidents. Since this is a correlational field study it will only be possible to determine associational relationships. The data on safety culture will be obtained through the administration of Safety Culture Scale (SCS) (Sherry & Colarossi, 2016). The SCS was developed using a large sample of employees from a large public transportation agency (N=1909). The research will identify the relationship between the introduction and utilization of autonomous and semi-autonomous vehicles, the safety culture and the accident incident history of the sample organization. The project will also contribute to the identification of statistical patterns and degrees of association between those patterns. A final report, a conference presentation of results to local stakeholders and additional publications will be prepared and conducted to ensure dissemination of research results.]]></description>
      <pubDate>Tue, 02 Jan 2018 15:18:43 GMT</pubDate>
      <guid>https://rip.trb.org/View/1493778</guid>
    </item>
  </channel>
</rss>