Programmatic Issues of Future System Performance (2022) / Chapter Skim
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Pages 17-20
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17 CHAPTER 3: ANALYTICAL PROCEDURE DEVELOPMENT The research team developed a simple analytical procedure to organize and prioritize the full set of 165 refined research gaps presented in the white papers. This analytical procedure allowed the research team to: • Further refine the full set of research gaps into a more manageable "longlist" of 30–50 research gaps from which a set of proposed RPS was identified through a survey and workshop with SMEs who participated in the listening sessions.
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18 Organizational Elements (Steps 1–3) The research team began by working with the refined research gaps within an "organizational spreadsheet" and proposing and validating a set of research tracks, sub-tracks, and keywords around which to structure a theoretical research program.
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19 Interest Area Research Tracks Research Gaps Sustainability and greenhouse gas reduction 14 Organizational Capacity and Governance Multi-jurisdictional partnerships 7 Organizational capacity 11 Equity Equity in transportation 19 Total 165 Refined Threats and Opportunities (Step 4) Step 4 refined the threats to and opportunities for system performance and agency effectiveness within the unified framework's six interest areas (as summarized in the white papers)
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20 • 2 = medium priority, potentially consider the gap based on others' results • 3 = low priority, exclude the research gap In addition, these team members indicated if a research gap could be combined with an alreadyselected top priority gap to yield a more comprehensive or cohesive research gap statement that might reduce overlap among gaps and/or capture potentially cumulative benefits into a single prioritized research gap. The second step of the internal process was to meet with the research team's panel of former state DOT executives, discuss the prioritization criteria and process, and ask each of them to review the results.
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