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    <title>Research in Progress (RIP)</title>
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    <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>
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    <item>
      <title>Integrated Management Support System Framework.</title>
      <link>https://rip.trb.org/View/2100895</link>
      <description><![CDATA[This study presents the development of a Management Support Systems Framework that combines Business Intelligence (BI) and Decision Support Systems (DSS) - this Framework will address both operational/tactical decisions as well as executive/organizational decisions - it will have both operational as well as organizational structure.]]></description>
      <pubDate>Wed, 18 Jan 2023 11:17:36 GMT</pubDate>
      <guid>https://rip.trb.org/View/2100895</guid>
    </item>
    <item>
      <title>Administration of Highway and Transportation Agencies</title>
      <link>https://rip.trb.org/View/1919321</link>
      <description><![CDATA[Much of the research conducted by the National Cooperative Highway Research Program (NCHRP) is designed to solve specific problems experienced by practitioners that are related to the operational and planning functions of state transportation agencies. Although top management is certainly affected by these problems and benefits from solutions through improved agency performance, this type of research does not necessarily address top management's most immediate needs.  NCHRP Project 20-24 conducts research intended to address the specific concerns of chief executive officers (CEOs) and other top managers of the state departments of transportation (DOTs). The American Association of State Highway and Transportation Officials (AASHTO) Special Committee on Research and Innovation (R&I) each year allocates funds to the overall series, but identification of specific tasks is left up to the NCHRP 20-24 project panel.

Projects in the NCHRP 20-24 series are procured and conducted under the same procedures and requirements applied to other NCHRP research. Individual projects in the NCHRP 20-24 series are described on the specific project pages.]]></description>
      <pubDate>Tue, 22 Feb 2022 17:40:38 GMT</pubDate>
      <guid>https://rip.trb.org/View/1919321</guid>
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    <item>
      <title>Administration of Highway and Transportation Agencies. Into the 2020s: A Peer Exchange Series for State Department of Transportation CEOs</title>
      <link>https://rip.trb.org/View/1892167</link>
      <description><![CDATA[Experience has shown that chief executive officers (CEOs) of state departments of transportation (DOTs) value and benefit from opportunities to discuss the challenges and experience of DOT leadership with their peers.  In addition, at any particular time a number of CEOs have relatively little tenure in their positions; these newer CEOs often find the experience and insights of their more seasoned peers to be particularly helpful.

 

AASHTO leadership and staff seek to make such opportunities available periodically by organizing peer exchanges and leadership forums highlighting current issues facing the organization’s member agencies.  The typical CEO peer exchange combines facilitated group discussions of selected management topics and informal conversations during meals and breaks.  The topics covered may be drawn from research under the NCHRP Project 20-24 series of projects, which are focused on the needs of state DOT leadership; collected from advance surveys of participants; or identified by the NCHRP. In addition to providing a unique forum for CEOs, the discussions also inform NCHRP staff on current and emerging issues of significant concern nationally that may be priority topics for research.

Activities to support peer exchanges typically entail (1) identifying current issues to be the focus of discussions, (2) providing well-qualified facilitators and preparing briefing materials in advance that will motivate discussion, (3) convening an invited group of executives at an appropriate location, (4) facilitating these executives’ discussions, and (5) documenting the events to provide an ongoing resource for attendees and others.

The objective of this research was to organize, support, deliver, and document a series of 6 in-person state DOT CEO peer exchanges that will provide useful information for CEOs in more effectively fulfilling their responsibilities.]]></description>
      <pubDate>Mon, 15 Nov 2021 19:08:44 GMT</pubDate>
      <guid>https://rip.trb.org/View/1892167</guid>
    </item>
    <item>
      <title>Administration of Highway and Transportation Agencies. CEO Peer Exchange and Strategy Forum (2019)</title>
      <link>https://rip.trb.org/View/1703180</link>
      <description><![CDATA[Experience has shown that CEOs of state transportation agencies (DOTs, departments of transportation) value and benefit from opportunities to discuss the challenges, experience, and strategic issues of DOT leadership with their peers. AASHTO staff and leadership seek to make such opportunities available periodically by organizing one- to three-day peer exchanges and leadership forums highlighting current issues facing the organization’s member agencies. Research under the NCHRP Project 20-24 series of projects has provided intellectual and logistical support for a number of these very popular events.

The objectives of this research were to organize, provide intellectual and logistical support, and document a workshop with CEOs and other senior officials to discuss strategic leadership challenges. The workshop also included senior AASHTO staff and Federal Highway Administration officials.

The research team was engaged to (1) identify current issues to be proposed as the focus of workshop discussions, (2) prepare background documentation to motivate discussion, (3) convene the invited group of executives at an appropriate location, (4) facilitate these executives’ discussions, and (5) document the workshop in a report or other form that can be used to inform others about the matters addressed and issues that may be topics for future NCHRP research.

The 2019 workshop was held in December at the University of Minnesota. A summary report of the workshop and discussions was delivered to AASHTO and is available for download at http://onlinepubs.trb.org/Onlinepubs/nchrp/docs/2019_CEO_Peer_Exchange_NCHRP_20-24(129)_FINAL.pdf.]]></description>
      <pubDate>Wed, 29 Apr 2020 08:23:37 GMT</pubDate>
      <guid>https://rip.trb.org/View/1703180</guid>
    </item>
    <item>
      <title>Task 193-Role of the COE CST in Encourage, Facilitate and Promote</title>
      <link>https://rip.trb.org/View/1531978</link>
      <description><![CDATA[No abstract provided.]]></description>
      <pubDate>Tue, 14 Aug 2018 14:02:48 GMT</pubDate>
      <guid>https://rip.trb.org/View/1531978</guid>
    </item>
    <item>
      <title>COE UAS Program Management</title>
      <link>https://rip.trb.org/View/1531975</link>
      <description><![CDATA[No abstract provided.]]></description>
      <pubDate>Tue, 14 Aug 2018 14:02:42 GMT</pubDate>
      <guid>https://rip.trb.org/View/1531975</guid>
    </item>
    <item>
      <title>Transportation System Resilience: CEO Primer &amp; Engagement</title>
      <link>https://rip.trb.org/View/1439859</link>
      <description><![CDATA[The transportation community is focused on a new challenge facing the nation’s transportation systems. That challenge has become known as “resilience”: the nexus of preparing for the impacts of climate change (e.g., sea level rise, severe/extreme weather events) while responding to the catalog of system vulnerabilities and emergencies. Transportation agencies and others have slowly been developing a new appreciation for the challenges inherent in reconciling the similarities and distinctions among four inter-related topics: Critical Infrastructure, System Risk Management, Protection, and All Hazards Response. The development of a new strategy based on resilience includes a much broader range of options to help manage risks and recover from system disruptions. In this new paradigm, resilience does not replace the four concepts, but offers an overarching strategy that includes system risk management, protection, and preparedness as complementary strategies to prevent attacks and ward off threats, and adaptation, recovery, and other post-disruption strategies to restore normal transportation services. At the same time, transportation resilience can effectively support community resilience when transportation organizations plan for and accommodate unforeseen financial and economic conditions affecting system sustainability and regional economic conditions. System resiliency is ultimately a matter of context and connectedness and, much like safety, affects every major business function within a transportation agency including planning, project delivery, operations, and business management. 
 
The objectives of this project were to develop (1) a primer and (2) a series of briefings for state DOT CEOs and senior executives on transportation resilience. 
 
The final report is published as NCHRP Research Report 976: Resilience Primer for Transportation Executives. A companion accordion-fold handout is also available: Resilience in Your Pocket.]]></description>
      <pubDate>Sun, 11 Dec 2016 10:19:16 GMT</pubDate>
      <guid>https://rip.trb.org/View/1439859</guid>
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