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    <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>
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      <title>Research in Progress (RIP)</title>
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      <link>https://rip.trb.org/</link>
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    <item>
      <title>Supervisor's Handbook</title>
      <link>https://rip.trb.org/View/2701239</link>
      <description><![CDATA[Supervisors at the State Highway Administration (SHA) play an essential role in ensuring the continuity and effectiveness of daily operations. They enforce policies, mentor staff, evaluate performance, and uphold compliance with safety and procedural standards. Despite their critical responsibilities, many supervisors operate without a centralized, reliable, and up-to-date knowledge resource. Instead, they depend on fragmented intranet pages, institutional memory, email threads, and informal peer networks. This
patchwork approach often leads to inefficiencies, inconsistent interpretations, and frustration among staff. Because there is no robust process for curating, linking, and maintaining policy knowledge, supervisors spend valuable time searching through repositories or verifying outdated manuals. Decisions become inconsistent, fairness and compliance are compromised, and confidence in institutional processes weakens.
Over time, these inefficiencies not only hinder operational performance but also erode supervisors’ ability to coach and support their teams effectively. Despite the critical role supervisors play, SHA lacks a unified, authoritative, and maintainable knowledge
system to support them. Existing resources are fragmented, outdated, and inconsistently connected, leading to misinterpretation, wasted effort, and diminished trust. Supervisors often must interpret policy on their own, resulting in variations in implementation and uncertainty about compliance. The absence of a structured, well-maintained knowledge system represents a systemic challenge for SHA—one that undermines efficiency, workforce engagement, and institutional learning. Lack of compliance and proper
employee management also places the organization at risk for litigation. i.e., mismanaged employee performance issues expose SHA to litigation risk. Supervisors lack central and authoritative knowledge resources. Current resources are fragmented, outdated, and inconsistently applied leading to policy misinterpretation, inefficiency, and diminished trust. A structured, maintainable system is critical to ensure consistent implementation, reduce legal exposure, and strengthen workforce engagement and organizational success. National workforce research underscores the urgency of addressing these challenges. According to the 2025 Retention Report, 75% of employee departures are considered preventable, with management and communication deficiencies among the leading causes (Work Institute, 2025). Similarly, the 2025 SHRM State of the Workplace Report finds that nearly half of turnover intent is linked to weak engagement and workplace culture, with organizations that invest in management capacity achieving markedly higher retention (SHRM, 2025). For SHA operating under tight budgets, stringent regulations, and increasing workloads, the cost of fragmented knowledge is not merely administrative—it affects workforce stability, operational consistency, and public trust. To address this gap, this research proposes a structured knowledge management architecture grounded in Garfield’s (2022) knowledge management principles. The Curate → Connect → Cultivate (C3) framework translates these principles into an actionable model tailored for supervisory environments within SHA. It envisions a digital ecosystem that curates authoritative resources, connects users through accessible pathways, and cultivates continuous learning and collaboration. The following section introduces the framework and its three integrated phases, illustrating how each supports a more coherent and resilient
supervisory knowledge system. 
● Curate: the systematic gathering, validation, structuring, and versioning of policy and procedural
knowledge
● Connect: enabling supervisors to find, navigate, and relate to relevant content via search,
recommendations, linking, and social features
● Cultivate: establishing governance processes, review cycles, feedback loops, and incentives to
keep the system current, trusted, and sustainable

By mapping each stage to the known pain points in SHA supervisory practice, this framework guides both the design and evaluation of a “Supervisor’s Knowledge Hub.” The research will prototype, deploy, and assess features corresponding to each stage, measuring outcomes such as time to find authoritative guidance, user satisfaction, accuracy of interpretations, and frequency of contributions. For the purposes of
this study, supervisory competencies emphasize people leadership, team management, communication, performance feedback, and consistent policy application across SHA rather than technical engineering or design skills.]]></description>
      <pubDate>Wed, 13 May 2026 09:22:39 GMT</pubDate>
      <guid>https://rip.trb.org/View/2701239</guid>
    </item>
    <item>
      <title>Improving Internal Communications with SHA Employees</title>
      <link>https://rip.trb.org/View/2701234</link>
      <description><![CDATA[Approximately 20 years ago, the Maryland State Highway Administration (SHA) conducted a research project to audit its internal communications processes.  Many of the concerns identified in that study still exist today. The challenge the agency is facing is a large portion of its employee population are frontline workers who do not have indoor offices equipped with computers nor access to work phones. Their offices are our roadways.
While the challenges are similar, there are more options to make improvements, With advancements in technology and a changing workforce, there are many more tools and resources available for the agency to communicate with its more than 3,000 employees spread across the state.
SHA’s Office of Communication would like to conduct a study that examines the current methods used to reach employees to provide internal announcements such as training opportunities, HR information and agency accomplishments; hear what information employees want to receive and how they want to receive it; and identify strategies and best delivery methods to reach frontline employees effectively to ensure that every employee regardless of where they work has access to essential agency communications. 
This research will review the previous research and surveys to assess the recommendations provided and develop new recommendations for the following research questions:
•	How is SHA communicating internally with office staff and those in the field, many without regular access to work phones and computers?
•	What are the most effective ways to communicate with facility maintenance technicians (FMTs) and other field staff?
•	Are field staff and office staff satisfied with the way SHA is currently communicating to them?
•	How do staff – field and office – want information communicated?
•	What information does staff want to be communicated, information to:
	                - boost morale?
                - engage employees with the agency as a whole and not simply just within their departments?

               - ensure they are getting information that can provide employee growth and improve their quality of  work / life balance?
This study will help improve how SHA communicates with all employees, including front line workers, by identifying strategies based on the findings from focus groups and/or surveys. The results will lead to a more engaged workforce and ensure that essential information reaches these critical employees.]]></description>
      <pubDate>Wed, 13 May 2026 09:01:36 GMT</pubDate>
      <guid>https://rip.trb.org/View/2701234</guid>
    </item>
    <item>
      <title>TRB Core Program Services for a Highway RD&amp;T Program – Federal Fiscal Year 2026/TRB (State DOTs) Fiscal Year 2027</title>
      <link>https://rip.trb.org/View/2692353</link>
      <description><![CDATA[The transportation research community consists of numerous partnerships to aid in the conduct of research and the implementation of technologies and innovations.  The Federal Highway Administration (FHWA), the state departments of transportation (DOTs), and the National Academy of Sciences (NAS) are among these partners, who work closely in many facets of the national research program. The Transportation Research Board (TRB)’s mission is to promote innovation and progress in transportation by stimulating and conducting research, facilitating the dissemination of information, and encouraging the implementation of research results. TRB fulfills this mission through the work of its standing technical committees and task forces addressing all modes and aspects of transportation; publication and dissemination of reports and peer-reviewed technical papers on research findings; administration of contract research programs; conduct of special studies on transportation policy issues; maintenance of Transport Research International Documentation (TRID); and hosting an annual meeting that attracts approximately 14,000 transportation professionals from throughout the United States and abroad. This pooled fund provides a mechanism for States to transfer funds to FHWA to add to the TRB Core Program Services cooperative agreement.

The objective of this research is to provide a mechanism for State transportation departments to support the TRB's core program and services.

This pooled fund study permits States to make their contributions to the TRB Core Program instead of sending their contributions to TRB directly. 

]]></description>
      <pubDate>Tue, 14 Apr 2026 20:24:09 GMT</pubDate>
      <guid>https://rip.trb.org/View/2692353</guid>
    </item>
    <item>
      <title>Strategies to Foster the Implementation of Knowledge Management</title>
      <link>https://rip.trb.org/View/2689398</link>
      <description><![CDATA[State departments of transportation (DOTs) began to explore knowledge management (KM) in the early 2000s. Since then, several state DOTs and U.S. DOT administrations have implemented KM activities and programs. The transportation community has conducted several research projects that examined how other industries have adopted and implemented KM. Also, NCHRP and others have published reports on the value of KM, including NCHRP Report 813, A Guide to Agency-Wide Knowledge Management for State Departments of Transportation (https://www.trb.org/Publications/Blurbs/173082.aspx).  

Despite substantial research on the use of KM in transportation, loss of institutional knowledge due to retirements and turnover, and other workforce changes, state DOTs have not widely adopted formal KM practices. Some state DOTs are trying to develop KM practices to capture this institutional knowledge quickly but need more resources and strategies for KM implementation. 

Research is needed to document the evolution of KM stewardship at state DOTs and insights into their successes and challenges in adopting and implementing KM. Strategies are needed to help state DOTs foster KM investment, development, and sustainability.

 OBJECTIVE: The objective of this research is to provide strategies and proven approaches to foster KM investment, development, and sustainability. The research shall, at minimum, (1) include a summary of the evolution of KM stewardship at state DOTs, and (2) identify and analyze successes and challenges state DOTs have encountered in adopting and implementing sustained KM programs.]]></description>
      <pubDate>Mon, 06 Apr 2026 18:33:02 GMT</pubDate>
      <guid>https://rip.trb.org/View/2689398</guid>
    </item>
    <item>
      <title>Improving the Quality and Useability of Planned and Active Work Zone Data</title>
      <link>https://rip.trb.org/View/2683244</link>
      <description><![CDATA[Work zone data may be used to support efforts ranging from internal operational and safety analysis to public communications and connected vehicle navigation. Ensuring the quality and consistency of this data is vital to its usability. The Virginia Department of Transportation (VDOT)’s current systems,  VaTraffic and the Lane Closure Advisory Management System (LCAMS), require double entry of data, and the other data sets they feed into all display the data differently. This project will review data quality standards and create guidance that can be applied in LaneAware to ensure quality moving forward. In November 2024, the Federal Highway Administration (FHWA) updated its Work Zone Safety and Mobility Final Rule (23CFR630 Subpart J), which in part requires state departments of transportation (DOTs) to identify mobility and work-zone-exposure performance metrics that will be used to track performance and the statewide level and for specific major projects.  Best practices used by other DOTs will be gathered and recommended for adoption. Tools and scripts for data cleaning and analysis will improve the application of these data to operational and safety analysis, which is currently hampered by issues such as identifying data from planned work zones from active ones. By consulting with a wide range of stakeholders, these recommendations will consider the wide-ranging needs of both data producers and consumers in this system.     ]]></description>
      <pubDate>Tue, 24 Mar 2026 10:53:19 GMT</pubDate>
      <guid>https://rip.trb.org/View/2683244</guid>
    </item>
    <item>
      <title>Mid-America Freight Coalition (MAFC) Phase 5</title>
      <link>https://rip.trb.org/View/2683017</link>
      <description><![CDATA[The Mid-America Freight Coalition (MAFC) pooled fund began in 2006 to support collaboration, innovation, and development in freight planning, freight policy, and operations across the 10-state Mid America Association of State Transportation Officials (MAASTO) region (Illinois, Indiana, Iowa, Kansas, Kentucky, Michigan, Minnesota, Missouri, Ohio, and Wisconsin). The Coalition’s operations are founded and guided by the Memorandum of Understanding (MOU) signed by the Board of Directors of MAASTO and the University of Wisconsin (UW)-Madison.
The MAFC’s major emphasis areas support advances in multimodal freight planning practices, freight operations and technology, and freight policy, all in a collaborative framework. Importantly, the emphasis areas are determined by the participating state professionals. The work is completed in service to both the states and the region, as well as towards advancing national freight planning priorities throughout the MAASTO region. The projects and activities of the MAFC support critical linkages between freight movement and services, as well as economic and community development. The freight coordination of the MAASTO region can provide guidance and identify best practices at a national level relating to multistate coordination of freight activities and in support of goals within the Infrastructure Investment and Jobs Act (IIJA).
This solicitation is for the fifth iteration of the MAFC pooled fund. Previous iterations were TPF-5 (156), TPF-5 (293), TPF-5 (396), and TPF-5 (509).
OBJECTIVES: The Wisconsin Department of Transportation (WisDOT) seeks to continue leadership of a pooled fund that will: Provide guidance and solutions for state-defined freight-related research; Support the IIJA’s goals through multistate collaboration in freight policy, facility development, and operations harmonization; Improve cross-state freight-related coordination and facility development; Increase awareness of the importance of freight transportation to support state, regional, and national economies; Serve as a freight-oriented professional resource to the states; Provide freight-oriented professional development resources and peer to peer networking; Maintain and expand the region’s reputation as freight friendly.

]]></description>
      <pubDate>Thu, 19 Mar 2026 09:48:53 GMT</pubDate>
      <guid>https://rip.trb.org/View/2683017</guid>
    </item>
    <item>
      <title>Successful Approaches to Integrating Artificial Intelligence (AI) Into Knowledge Management</title>
      <link>https://rip.trb.org/View/2681237</link>
      <description><![CDATA[As state Departments of Transportation (DOTs) and other transportation agencies expand their knowledge management (KM) programs, interest in incorporating artificial intelligence (AI) is increasing. Agencies are exploring how AI-enabled tools can support knowledge capture, organization, retrieval, and application.

This scan will examine current practices used by state DOTs and other organizations to implement AI in knowledge management. It will identify opportunities as well as common challenges, including data quality, security, governance, and ethical considerations. Careful and responsible integration of AI is essential to ensure effective and sustainable use within KM programs.]]></description>
      <pubDate>Tue, 17 Mar 2026 15:12:12 GMT</pubDate>
      <guid>https://rip.trb.org/View/2681237</guid>
    </item>
    <item>
      <title>Successful Applications of Alternative Delivery Methods by Highway Agencies to Accelerate Project Delivery</title>
      <link>https://rip.trb.org/View/2681234</link>
      <description><![CDATA[Recent studies indicate that alternative project delivery methods—particularly design-build (DB), progressive design-build (PDB), public-private partnerships (P3s), and progressive P3s—can accelerate project development and delivery. However, adoption across State DOTs remains uneven. Some agencies have strong internal capacity, established procurement practices, and enabling legal frameworks to use these approaches effectively, while others continue to rely primarily on design-bid-build. As a result, many agencies are not realizing the full potential benefits of accelerated delivery.

This scan will assess how leading states have implemented alternative delivery models, the policies and laws that enabled their use, and lessons that may be transferable to other DOTs seeking to shorten delivery timelines. Areas of examination include: (1) criteria agencies use to select delivery models for major projects; (2) the role of enabling legislation and institutional frameworks in shaping delivery options; (3) cost and schedule performance comparisons across DB, PDB, P3, and design-bid-build; (4) stakeholder management, institutional considerations, and public communication practices; (5) risk allocation and risk-sharing approaches between public and private partners; and (6) use of innovative financing to improve project viability when paired with alternative delivery.

The scan will also examine decision-making processes, including leadership evaluation of delivery options, the influence of institutional and technical considerations, accountability mechanisms, internal capability development, procurement practices, and the integration of lifecycle cost considerations. Barriers to broader adoption—such as limited authority, staffing constraints, and concerns regarding cost overruns and accountability—will also be documented.

This scan will identify lessons learned, best practices, and decision frameworks for implementing accelerated delivery models. It will document how selected agencies evaluate delivery options, structure procurements, build internal capacity, and engage stakeholders to support successful outcomes.]]></description>
      <pubDate>Tue, 17 Mar 2026 15:10:13 GMT</pubDate>
      <guid>https://rip.trb.org/View/2681234</guid>
    </item>
    <item>
      <title>Successful Approaches to Applying Project Management Performance Metrics to Achieve Strategic Process Improvements</title>
      <link>https://rip.trb.org/View/2681236</link>
      <description><![CDATA[Transportation agencies use a range of project management performance measures to track the status of engineering and project delivery activities. Most state departments of transportation (DOTs) monitor “on-time” and “on-budget” performance and report these measures to internal leadership and external stakeholders. While these metrics appear straightforward, definitions and calculation methods vary significantly across agencies, influencing how performance is interpreted and communicated.
Given public expectations for timely and cost-effective project delivery, DOTs are seeking practical approaches to more consistently track development progress and clearly communicate results to stakeholders.
OBJECTIVE: This scan will document how state DOTs define, measure, and apply “on-time” and “on-budget” performance metrics. The team will examine key elements such as:
When measured activities begin and end; How and when current schedules are compared to baseline schedules; Which cost estimates are used to establish baselines and track current performance, and at what project milestones.

Recognizing the interrelationship among scope, schedule, and budget, the scan will also explore how agencies monitor and manage scope throughout project development, if and how scope changes are captured, and how those changes inform performance reporting.
In addition, the scan will document the organizational structures supporting project delivery performance management, including centralized and decentralized models (e.g., project management offices, Chief Engineer’s Offices, strategic initiatives offices). The study will identify practices that support effective implementation and reporting of established performance measures.
]]></description>
      <pubDate>Tue, 17 Mar 2026 15:06:44 GMT</pubDate>
      <guid>https://rip.trb.org/View/2681236</guid>
    </item>
    <item>
      <title>Successful Strategies to Integrate Digital Technologies to Achieve Data Interoperability Across the Lifecycle of Transportation Assets</title>
      <link>https://rip.trb.org/View/2681238</link>
      <description><![CDATA[State Departments of Transportation (DOTs) are adopting digital processes to improve project delivery and asset management. Federal initiatives such as the Federal Highway Administration’s (FHWA) Everyday Counts (EDC) program—including EDC-4 and EDC-6—have supported these efforts.

The Advanced Digital Construction Management Systems (ADCMS) grant program (FY 2022–2024) provided funding for DOTs to implement and pilot digital approaches that connect data from planning through maintenance. These efforts aim to maintain accurate, consistent asset information throughout the asset lifecycle.

DOTs are at varying stages of implementation and use different tools and approaches, but share a common goal of improving data interoperability. A scan of current practices—including data workflows, system integration, and data repository management—would provide useful insights for agencies nationwide.

The scan is expected to identify key insights in areas such as: (1) digital technologies and lifecycle processes across the asset lifecycle; (2) integration with enterprise systems; (3) core data elements and IT requirements; (4) change management and workforce development; (5) data visualization and performance dashboards; (6) incentives and challenges related to technology adoption; and (7) implementation approaches and alignment with agency policies.

Findings will provide practical guidance for construction and maintenance staff, engineering managers, executive leaders, and other decision-makers. The scan will compare successful strategies, identify approaches that support efficient digital adoption, and promote consistent, high-quality data practices across projects and agencies.]]></description>
      <pubDate>Tue, 17 Mar 2026 14:44:18 GMT</pubDate>
      <guid>https://rip.trb.org/View/2681238</guid>
    </item>
    <item>
      <title>State DOT Council for Strategic AI Adoption</title>
      <link>https://rip.trb.org/View/2678092</link>
      <description><![CDATA[The rapid advancement of Artificial Intelligence (AI) technologies presents significant opportunities for enhancing transportation systems across the United States. However, the fragmented approach currently observed among State Departments of Transportation (DOTs) in AI adoption leads to duplicated efforts and missed opportunities for collaboration. Some agencies often face challenges in accessing the necessary resources and expertise to implement AI effectively. A unified effort through a transportation pooled fund (TPF) study can address these challenges by fostering collaboration, accelerating adoption, reducing risks, and ensuring access to AI resources. This TPF project aims to bring together State DOTs to share insights, practical application of AI implementation strategies, and best practices, thereby maximizing the benefits of AI in the transportation sector. The State DOT Council for Strategic AI Adoption will focus on the practical application of AI technologies in state-level transportation operations. While national efforts are addressing governance, standards, and policy frameworks. This TPF study will serve as a hands-on implementation network for State DOTs, ensuring they have the capacity, resources, and peer support to translate national AI strategies into operational deployments. 


OBJECTIVES: The study aims to achieve the following objectives:
1) AI meetings for State DOTs: Organize meetings and workshops to encourage dialogue and idea exchange among state DOTs. These convenings will serve as platforms for sharing experiences, discussing challenges, and collaborating on innovative solutions.
2) Strategies for AI adoption in transportation: Facilitate coordinated efforts among states to develop strategies for AI adoption in transportation.
3) Pilot Projects: Support DOTs for the implementation of pilot projects that address common use cases across the transportation sector. These projects will act as testbeds for new AI applications, providing valuable insights and best practices that can be scaled across states.
4) Create Shared Resources: Develop shared resources such as data repositories and workforce training materials. These resources will standardize data collection and analysis and equip the workforce with the skills needed to manage AI technologies effectively.]]></description>
      <pubDate>Wed, 04 Mar 2026 16:41:15 GMT</pubDate>
      <guid>https://rip.trb.org/View/2678092</guid>
    </item>
    <item>
      <title>Data to Deployment: A Toolkit for Evaluating Microtransit Service in Rural Communities.</title>
      <link>https://rip.trb.org/View/2672989</link>
      <description><![CDATA[This project develops a deployable, data-driven toolkit to help rural transit agencies evaluate and plan microtransit and other flexible service models. Current accessibility tools are designed or evaluated primarily for urban contexts, leaving rural regions without suitable methods to quantify access gaps, simulate service alternatives, or identify suppressed travel demand. Using case studies in Rockingham County (NC), Hall County (GA), and Baldwin County (AL), the project integrates parcel-level geospatial analysis, community surveys, fleet-based wait-time modeling, and open-source tools (such as r5py and fleetpy) into a unified computational pipeline. Agencies will be able to simulate tiered service models such as fixed-route, flexible microtransit, and configurations incorporating near-market autonomous shuttles, and test trade-offs in service coverage, wait times, and costs. Deliverables include an open-source evaluation pipeline, a latent demand identification framework, county-level simulation reports, and an interactive dashboard. The project emphasizes usability and direct deployment, supporting local transit providers with evidence-based insights tailored to their region.]]></description>
      <pubDate>Mon, 23 Feb 2026 14:05:02 GMT</pubDate>
      <guid>https://rip.trb.org/View/2672989</guid>
    </item>
    <item>
      <title>Federal Transportation Funding Utilization by States and Strategies to Maximize Efficient and Effective Use</title>
      <link>https://rip.trb.org/View/2666776</link>
      <description><![CDATA[Federal requirements translate into higher project delivery costs compared to when state departments of transportation (DOT) use non-federal funds for projects. As a result, the share of federal versus non-federal investments of total national transportation investments may be less. To maximize federal funding impact and improve investment strategies among state DOTs and other recipients, an inventory and analysis of best practices is needed. This inventory would assist state DOTs with implementation of the next transportation reauthorization.

OBJECTIVE: The objective of this research is to scan and analyze practices by state DOTs and partners that maximize the return on investment of federal transportation funds. Practices may include strategic program and project prioritization processes, aligning federal and state priorities for federal discretionary grants, or coordination efforts among states and partners through fund source swaps (federal for state) or other means to better align the use of federal funds.]]></description>
      <pubDate>Mon, 09 Feb 2026 20:44:35 GMT</pubDate>
      <guid>https://rip.trb.org/View/2666776</guid>
    </item>
    <item>
      <title>Employee Safety and SIF Data Benchmarking</title>
      <link>https://rip.trb.org/View/2666775</link>
      <description><![CDATA[Occupational injuries and illnesses reduce the effectiveness of state departments of transportations (DOTs)' most critical resource: skilled and experienced workforces. With the challenge of recruiting and retaining employees, a healthy and present workforce is critical to mission success for state DOTs. Developing strategies and tactics to address employee safety and health requires performance benchmarking data, but there is currently no established framework to share safety or serious injury or fatality (SIF) data and best practices across state DOTs. The National Cooperative Highway Research Program (NCHRP) Synthesis 637: Tracking Safety Leading Indicators to Improve DOT Employee Safety Performance details the current data sharing gaps among state DOTs in relevant metrics for data- driven decisions on safety initiatives and resources.

OBJECTIVE: The objective of this research is to (1) facilitate a consensus definition of the most informative safety and SIF key performance indicators, (2) develop a collaborative framework and tools through which state DOTs can share employee safety and SIF data, (3) aggregate data on incident causes and factors, and (4) provide a framework for a working group between the American Association of State Highway and Transportation Officials (AASHTO) and the North American Association of Transportation Safety & Health Officials (NAATSHO) to analyze and formulate actions together.

]]></description>
      <pubDate>Mon, 09 Feb 2026 20:28:47 GMT</pubDate>
      <guid>https://rip.trb.org/View/2666775</guid>
    </item>
    <item>
      <title>Administration of Highway and Transportation Agencies. Understanding and Developing a Behavior-Based Safety Program for State DOT Employees</title>
      <link>https://rip.trb.org/View/2666774</link>
      <description><![CDATA[State departments of transportation (DOTs) are significantly affected by employee incidents that result in time away from work, limited work capability, and other negative outcomes due to poor employee decision-making. DOTs invest substantial resources in training, safety systems, and compliance, yet still encounter incidents caused by poor employee decisions. Workplace incidents can lead to injuries, financial loss, reputational damage, and legal implications. Despite having policies and procedures in place, the root cause of employee incidents often lies in the human factor—specifically, in employee decision-making and behavior under real- world conditions. This issue is typically the #1 concern raised at the annual North American Association of Transportation Safety & Health Officials (NAATSHO) conference. The recent partnership between the American Association of State Highway and Transportation Officials (AASHTO) and NAATSHO provides a good opportunity to bring heightened focus to DOT employee behavioral contributions to safety outcomes through this research. Research is necessary due to rising incident rates despite controls, gaps in human behavior, the impact on performance and culture, and cost implications. 
OBJECTIVE: The objective of this project is to document state DOT programs and practices that promote safer workplace behavior and better safety decision making by DOT employees. Information to be gathered includes (but is not limited to): Cognitive, emotional, and situational factors that lead to poor decisions in the DOT workplace, as well as common decision-making errors; Interventions shown to improve workplace safety behavior and decision making (e.g., behavioral nudges, scenario-based training, redesign of work environments, decision support tools); The role of DOT leadership, incentives, communication, and peer behavior in having a positive influence on employee behavior and decision making. 

]]></description>
      <pubDate>Mon, 09 Feb 2026 20:11:13 GMT</pubDate>
      <guid>https://rip.trb.org/View/2666774</guid>
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