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CHAPTER 6 Capitalizing on Products to Benefit DOTs and Railroads Collaborative Environment One of the most significant outcomes of the project effort has been the establishment of an unprecedented and game-changing environment of collaboration and partnering among transportation agencies and railroad companies. Since 2008, the project team has worked closely with both transportation agencies and railroad companies to develop win-win strategies. During the communication and collaboration phase of the project, the team made progress in fostering the creation of a collaborative environment through a community of interest (COI) of stakeholders. The COI had representation from one Canadian transportation agency, eight state transportation agencies, and federal agencies, as well as railroad companies that represent over 90% of the nationâs freight movement. COI members actively participated in numerous discussions addressing areas of challenges and the successes achieved in addressing those challenges. Members participated in over 12 national efforts to communicate these successes, including making presentations and participating in panel discussions moderated by the project team. The project innovations consist of proven strategies and practices that streamline the various activities involved in DOTârailroad projects. Many transportation agencies and their railroad partners have not been exposed to the innovations and opportunities for partnering to implement the solutions identified during the project. It is noteworthy that not one of these solutions has any negative impact on either of the parties, and in most cases the solutions benefit both parties. DOTs and railroads alike have identified knowledge loss within their organizations resulting from retirements and attrition as a key problem. They have expressed the need to institutionalize the partnering approaches and streamlined processes identified in the project innovations as one of very high priority. They have unanimously expressed their opinion that doing so will help agencies to succeed in timely delivery of projects within scope and schedule. The project team outlined the topics for training lessons based on discussions and input from COI members and survey feedback. The content was later expanded and validated through reviews and feedback from COI members and their representatives, railroad representatives managing activities with states not represented in the COI, and transportation agency representatives who were exposed to solutions at various outreach events. The lessons developed through these efforts (and detailed in earlier sections of this report) are now in a web-based suite Success begets more success. 61
of products called the Collaborative Solutions Suite that includes project innovations lessons and a virtual library of resources compiled from participating transportation agencies and railroads. Although the loss of experienced personnel has been expressed as a significant concern by transportation agencies and railroads, it also presents an opportunity for training personnel new to such projects in a collaborative way of doing business together. The Collaborative Solutions Suite can be used to capitalize on the unprecedented partnering environment that has been developed during the project by providing just such training so that new personnel may build from the collaborative environment that currently exists. Suggested Approach The challenges faced on projects vary across states depending on the stateâs regulations, the business climate, and the different railroads and their expansion plans within a state. The approach to enabling and expediting agencies and railroads to capitalize on the products for mutual benefit needs to be methodical. An iterative approach as illustrated in Figure 6.1 is suggested; the steps outlined in the figure are discussed below. The intent of this approach is to be systematic and to incrementally address a few issues at a time. Figure 6.1. Illustration of suggested approach. Problem identification. There are multiple strategies to identify challenges. A simple strategy is to interview one or two key personnel from the transportation agency and gather the information gained into a simple survey. Next, working with the transportation agencyâs point of contact, the survey can be deployed to a larger group of transportation agency personnel and to personnel from railroads that work with that agency. The results of the survey can then be analyzed and validated, and the issues that emerge can be prioritized. 62
Select few issues for resolution. In working with the agency point of contact and railroad, only a few priority issues are selected for resolution. Web lessons and library. The teams are then directed to appropriate lessons in the Collaborative Solutions Suite and other resources in the library that address the issues selected. The data obtained will provide the necessary background material and allow the appropriate personnel from both the transportation agency and the railroad to understand each otherâs perspectives and be prepared for discussions. Facilitated workshop. The facilitated workshop is a forum to discuss the issues and challenges and brainstorm potential solutions that could effectively address the issues and be acceptable to both parties. Options for implementation strategies can also be discussed at the workshop. Solution identification. At the end of the facilitated workshop, the agreed-on solutions are documented and circulated to participants. Questions are addressed, feedback is incorporated, and the final document is circulated to participants. Solution implementation plan. Based on implementation strategies discussed at the workshop and the solutions finalized and agreed on in the earlier steps, an implementation plan is developed. The plan is circulated, feedback from the stakeholders is incorporated, and a final implementation plan is delivered to the railroad and the state transportation agency. Monitor and support implementation. The plan will have a schedule for various activities that need to be completed. Depending on the issue being addressed, the plan will have activities that each party will have to implement. The plan should be monitored and, as appropriate, additional support provided. This approach will be repeated for all the high-priority activities. The phasing of addressing the next series of activities will vary. If appropriate, the next cycle can begin when significant progress has been made on the previous activities. Depending on the issue being addressed, some of the steps in the sequence can be skipped. The advantage of this iterative approach is that it is methodical. It also provides flexibility by allowing each agency to choose to have success with simpler low-hanging fruit (for small wins) or to address more complex and important issues. The implementation of the iterative approach described above can be improved by employing peer exchange sessions and in-person training. Peer exchanges in a facilitated forum that includes another transportation agency and/or railroad that has successfully implemented an innovation to address similar challenges can expedite the acceptance and implementation of a solution. Peer exchanges are most effective when they include parties that wish to address a challenge and another that has already addressed it. However, it is important to understand that solutions implemented by the successful peer participants in the session may need to be modified for application in another state. The role of an experienced and knowledgeable facilitator is the key to the success of peer exchanges and workshop sessions. Facilitators should be able to provide input that can help participants brainstorm alternatives and find hybrid versions of various implementations that will work for their state and railroad pair. 63
Both agency and railroad personnel are busy and often cannot take time to go over the training lessons. In addition, gaps in understanding may exist that require face-to-face discussions. A training strategy similar to that currently used in transportation agencies across the nation in developing asset management plans compliant with the requirements of Moving Ahead for Progress in the 21st Century will be helpful in addressing challenges presented by the objectives of this project. This strategy involves face-to-face to training on the major topics covered in the web-based training lessons. This face-to-face training creates a common understanding of the issues and potential solutions. The training can be stand-alone or can be in place of the web training discussed in the iterative strategy. 64
