Leap Not Creep:
Accelerating
Innovation
Implementation
PARTICIPANT GUIDE
NHI 134073 Participant Guide
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Table of Contents
Introduction 3
Abo...
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Introduction
This course, Leap Not C...
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 Senior management
 Marketing coor...
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Course Outline and Schedule
The cour...
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The Virtual Collaboration Space: Gov...
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Pre-Course Activities
We have asked ...
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Continuing Education Units (CEUs)
Pa...
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Week 1:
Orientation and
the Path to
...
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Overview
This module provides a bri...
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Link: https://connectdot.connectsol...
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Key Message
In addition to using th...
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Key Message
Today our first module ...
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Key Message
Course participants lik...
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Key Message:
Take a few moments to ...
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Key Message:
Listed here are the 11...
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Key Message:
In addition to hearing...
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Key Message:
You saw on the opening...
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Key Message
Innovation has many def...
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Key Message:
Creating an implementa...
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Key Message:
The best way of advanc...
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Key Message:
The video we are about...
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Key Message:
Many of the innovation...
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Key Message:
This course was create...
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Key Message
The eventual goal of an...
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Key Message:
This path illustrates ...
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Key Message:
There is a guiding con...
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Key Message:
This graphic was organ...
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Key Message:
A number of elements g...
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Key Message:
On this slide are some...
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Key Message:
Many of the items cite...
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Key Message:
Each highway transport...
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TWO SAMPLE PLAN LAYOUTS
Highways fo...
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on potential impacts and timing (so...
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Key Message:
We are now at the end ...
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Key Message:
Each week, we intend t...
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Key Message:
At the conclusion of t...
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Week 2: Describing
the Innovation,
...
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Overview
This lesson establishes th...
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Key Message:
Link: https://connectd...
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Key Message:
The innovation descrip...
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Key Message:
It is not enough that ...
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Key Message:
Ultimately, it is up t...
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Key Message:
These are the four cor...
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Key Message:
There are a few other ...
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Consider the timing of the implemen...
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Key Message:
It’s not only importan...
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Key Message:
You can benefit from r...
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Key Message:
A mission statement is...
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Key Message:
Next week, we will loo...
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Key Message:
Next, let’s talk about...
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Key Message:
Lastly, note that feat...
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Key Message:
Directions:
Review the...
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Two Examples of Mission Statements ...
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GOAL: By December 2014, all state D...
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Key Message:
Goals provide the nece...
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Key Message:
A good acronym to use ...
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Key Message:
Directions:
Review the...
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Key Message:
The FHWA Accelerating ...
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environment, improving safety, and/...
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Key Message:
Each team will ultimat...
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Your Notes:
Key Message:
As we did ...
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Key Message:
We are now at the end ...
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Key Message:
Like last week, we wou...
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Key Message:
We want your feedback!...
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Week 3:
Identifying the
Target Audi...
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Overview
This lesson discusses how ...
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Key Message:
Link: https://connectd...
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Key Messages:
After today’s session...
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Key Message:
Over the past two week...
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Key Message:
Marketing is the proce...
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Key Message:
Integration is the pro...
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Key Message:
Although each componen...
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Key Message:
There is an important ...
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Key Message:
Directions:
Participat...
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Key Message:
Establishing who the t...
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Key Message:
There can be – and usu...
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Key Message:
There are some specifi...
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Case Study: Prefabricated Bridge El...
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2. Lack of Standards and Specificat...
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Exactly half of the engineers in th...
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THE STATE TRANSPORTATION AGENCY CEO...
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engineering ones.
Obstacles and Opp...
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Key Message:
Learn how to use the T...
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Key Message:
As we have in each of ...
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Key Message:
Be sure to complete yo...
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Your Notes:
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Your Notes:
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Appendix A.
Implementation
Plan Tem...
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E. Messenger
F. Strategies
V. MARKE...
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My Draft Innovation Implementation ...
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Innovation Mission Statement (Week ...
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Innovation Description (Week 2)
Dir...
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Innovation Goals (Week 2)
Direction...
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Target Audience Descriptors (Week 3...
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Innovation Market Research (Week 4)...
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Obstacles, Opportunities, Strategie...
Marketing Tools and Tactics (Week 5)
Directions: Prioritize the tools and tactics you would use to market your innovation....
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o Brochures $2,000 for 100
o Flyer...
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Website
$5,000
Develop content and...
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Performance Measurements (Week 6)
...
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Integration Planning Items (Week 7...
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Leap Not Creep Participant Guide Pre-Course Through Week 3 - 20140722

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Guide for "Leap Not Creep: Accelerating Innovation Implementation" Course for FHWA

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Leap Not Creep Participant Guide Pre-Course Through Week 3 - 20140722

  1. 1. Leap Not Creep: Accelerating Innovation Implementation PARTICIPANT GUIDE
  2. 2. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 2 Table of Contents Introduction 3 About This Guide 3 Target Audience 3 Course Learning Structure and Strategy 4 The Virtual Collaboration Space: GovLoop 6 The Live Training Center: Adobe Connect 6 Pre-Course Activities 7 A Note About Online Learning 7 Optional Course Exam 8 Updates to the Course Material 8 Week 1: Overview and The Path to Successful Implementation 9 Week 2: Describing the Innovation and Setting Goals 38 Week 3: Identifying the Target Audience 67 Appendix A. Implementation Plan Template 90
  3. 3. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 3 Introduction This course, Leap Not Creep: Accelerating Innovation Implementation, is designed to provide transportation professionals with the necessary tools to deploy innovations quickly and successfully, and mainstream the innovations into an agency's standard practice. The training discusses the features of successful implementation, provides information on the components of an implementation plan, lists resources for aspects of implementation such as marketing communication tools, and discusses strategies for taking advantage of opportunities and neutralizing challenges to implementation. About This Guide This Participant Guide has been assembled as a companion to the Leap Not Creep Online Collaboration Space for the training course. The Course Content of this guide consists of the following items, organized by module:  Learning outcomes  A description of the instructional method  Layouts and pods used  Time allocation for each module  Practice exercises  Review of learning outcomes Target Audience The target audience for this course will be people who are responsible for:  Leading or participating in a team that is responsible for deploying an innovation.  Selecting innovations that will be implemented within the organization.  Promoting the use of innovations within an organization. The target audience consists of anyone who could become involved in the implementation of an innovation. Some examples are people in the following positions:  Deployment or research implementation specialist  Innovation implementation project team lead or member  Discipline lead (bridge engineer, pavement engineer, safety specialist, etc.)  Research engineer  Transportation specialist  Budget analyst
  4. 4. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 4  Senior management  Marketing coordinator  Communications specialist Prior to taking this course, participants should:  Identify an innovation that they wish to implement.  Identify initial ways to gauge feasibility of successful implementation in their states/organizations.  Identify basic transportation needs in their state/organization.  Cite instances when innovations were implemented in their organizations and whether or not the implementations were successful. Course Learning Structure and Strategy This course presents content in a social learning format with each week including 4 elements tailored to both individual and group learning: Introduce key concepts through live sessions. Explore further through self-paced content. Interact with other learners through live and/or asynchronous discussions. Apply course concepts to the creation of the group’s implementation plan. Based on this overall strategy, below is a typical structure for a participant’s weekly learning experience: 90-minute live webinar session led by FHWA instructor introducing key concepts and facilitating live discussion. Resources or video from FHWA, GovLoop and other sources with guided reflection prompts. Guided live and/or asynchronous online group discussion framed around both the live session content and the article/video content every Thursday. Structured group activity applying concepts to the group’s implementation plan.
  5. 5. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 5 Course Outline and Schedule The course will consist of 8 modules, each lasting one week: MODULE WEBINAR DATE TIME Week 1: Orientation and the Path to Successful Implementation Tues, Jul 29 2:00 – 4:00 p.m. ET Week 2: Describing the Innovation and Setting Goals Tues, Aug 5 2:00 – 3:30 p.m. ET Week 3: Identifying the Target Audience Tues, Aug 12 2:00 – 3:30 p.m. ET Week 4: Conducting Market Research Tues, Aug 19 2:00 – 3:30 p.m. ET Week 5: Defining Opportunities/Obstacles, Strategies, and Tools/Tactics Tues, Aug 26 2:00 – 3:30 p.m. ET Week 6: Establishing Feedback Mechanisms and Monitoring Performance Tues, Sep 2 2:00 – 3:30 p.m. ET Week 7: Integrating and Putting Your Plan Into Practice Tues, Sep 9 2:00 – 3:30 p.m. ET Week 8: Presenting Your Implementation to Your Peers Tues, Sep 16 2:00 – 3:30 p.m. ET In addition to these live sessions, participants are expected to complete all required reading and group discussion on their own time. Moreover, everything that participants are learning each week will be applied to the creation of their team’s implementation plans. Each team leader is responsible for establishing the days and times that their team will convene to work on their implementation plan and/or establish a workflow that will accomplish that task. Please also note that we are building and delivering the course with an agile learning approach. We have largely solidified the overall structure of the course, but we are also evaluating the course each week and remaining nimble and flexible in our delivery approach. We are open to the potential for adjusting the course, as needed, from week to week based on instructor and participant feedback. In many ways, the course is itself is an innovative approach to learning, which we feel is appropriate given the course content.
  6. 6. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 6 The Virtual Collaboration Space: GovLoop The central location for all course information, learning content and asynchronous discussion is a private, invite-only group created on GovLoop, the leading social network for public sector professionals. Course participants will create a member profile that enables them to connect and interact with each other. The course syllabus, learning content (videos, blogs, podcasts, other readings, etc.), group discussion boards and even simultaneous, document editing for participants to work on their implementation plans, are all found in the collaboration space. Please join the group at http://www.govloop.com/group/leap-not-creep as it will serve as the hub core collaborative space for your overall learning experience. The Live Training Center: Adobe Connect The live modules are delivered via Acrobat Connect Professional, the Federal Highway Administration’s (FHWA) Web conferencing system, which is open 365 days per year, 7 days a week, around the clock. The tool is used to present visuals (primarily PowerPoint slides) and participant interactions that explain concepts and engage participants with the content. Ongoing participant interaction with the instructor takes place via telephone and chat interactions while in the meeting room. To participate in this course, each participant must have his/her own computer/keyboard, computer speakers, telephone, and Internet connection (and adaptive equipment, if needed). In addition, the Flash player must be installed on each participant’s computer. In order to receive Continuing Education Units (CEUs), these equipment requirements must be met. A group of learners may not share one computer/keyboard or one phone line because this greatly limits the participants’ ability to interact with the instructor, with the other learners, and with the Web conferencing tools.
  7. 7. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 7 Pre-Course Activities We have asked all participants to complete a few activities in the week prior to the first webinar. Specifically, take the following two actions: 1. Complete the Pre-Course Activities in the GovLoop Collaboration Space: http://www.govloop.com/group/leap-not-creep/page/pre-course-activities 2. Test your ability to access the Adobe Connect Live Training Center: https://connectdot.connectsolutions.com/leapnotcreep/ We cannot emphasize enough the importance of checking your computer in advance to ensure you are able to access the online learning environment (i.e., have the Flash player installed on their computers and that their computer speakers are in working order) so you are not troubleshooting on the day of the webinar. Please note that you will also receive an e-mail each Monday with specific instructions for accessing the Web conference. The links and call-in number for each week’s web conference are also found in the GovLoop Collaboration Space. A Note About Online Learning More is required of the participant in an online learning environment. The participant must become an active learner and take responsibility for his/her own learning. In the online environment, live modules are designed to last no longer than two hours and self study activities aim to put into practice what you’ve learned during your time with the instructor. It’s important to participate fully in all aspects of the course to get the greatest benefit from it. Ultimately, your goal for this course will be to engage in action learning in which you develop your Implementation Plan with your team. Course Exam At the end of the course, participants may complete an online examination to test your competency in this subject matter. The exam is designed to be completed in 60 minutes, but participants may take as much time as necessary to complete it. Participants must work independently, but they may use any of the course materials to prepare their responses to the questions. Participants may only take the final exam once and will be provided their score upon completion of the exam. They will also be provided the opportunity to review the exam. A score of 70 must be achieved to pass the course. Those who score 70% or higher are eligible for Continuing Education Units (CEUs). Participants who do not reach the mastery threshold must re- register for the course and pass the end-of-course exam in order to receive CEUs.
  8. 8. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 8 Continuing Education Units (CEUs) Participants who complete all the following requirements will be awarded CEUs:  Attend and participate actively in every weekly activity o Attend at least 75 minutes of each 90-minute webinar each of the 8 weeks. o Complete a brief quiz on each week’s reading material. o Provide at least 1 comment in the weekly discussion. o Contribute to the Implementation Plan action item each week (as monitored by the Team Leader)  Receive a score of 70% or better on the end-of-course exam The moderator is responsible for recording attendance at each Web-conference session. The moderator will request a list of all of the participants scheduled to attend the Web conference from WCTCoordinator@dot.gov and use that list to check off each of the attendants who have participated in the Web-conference session. The moderator will use the attendance list from the Web conference and the instructor-led session roster to determine if the participant has 100% attendance. Participants may contact NHI at NHITraining@fhwa.dot.gov for a transcript of their CEUs. Updates to the Course Material While a good deal of effort has gone into the development of this training course, it is inevitable that both instructors and participants will find errors, omissions, or other shortcomings that need to be addressed. Please encourage the participants to bring to your attention any problems they experience with the course. You, the instructor, should communicate any problems that are identified to the FHWA Training Program Manager. Corrections can be made in subsequent versions of the course materials.
  9. 9. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 9 Week 1: Orientation and the Path to Successful Implementation
  10. 10. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 10 Overview This module provides a brief introduction to the idea of accelerating innovation implementation and defining what is meant by innovation, implementation, and implementation plan as these terms have many meanings across the industry. The module also provides participants with reasons why innovation implementation needs to be accelerated within the highway transportation industry and how the acceleration of innovation implementation can benefit them. In addition, participants will learn about the tools that can help facilitate innovation implementation within an agency. Learning Outcomes Participants who participate in this week’s activities will be able to: 1. Explain what is meant by the terms innovation, implementation, and implementation plan. 2. List the benefits of implementing innovations for an agency. 3. Describe their role(s) in implementation using “push” or “pull” descriptors. 4. Define the terms customer, stakeholder, and mainstream. 5. List the steps an innovation follows from identification of a need to mainstreaming an innovation into standard practice. 6. Explain at a high-level what is done at each step along the path. 7. List the features of a successful implementation. 8. List the features of an unsuccessful implementation. 9. Identify one successful and one unsuccessful innovation within your own agency, using the key factors to explain your reasoning. 10. Explain the purpose of an implementation plan. Lesson Time: 2 hours  Learning Content: 90 minutes  Team Planning: 30 minutes
  11. 11. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 11 Link: https://connectdot.connectsolutions.com/leapnotcreep-week1/ Conference Number(s): 877-336-1839 Participant Code: 9441499 Key Message You should be able to access the course using this information. If you have any technical difficulties, please email andrew@govloop.com Your Notes:
  12. 12. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 12 Key Message In addition to using this Adobe Connect Live Training Center, we have also set up an online collaboration space on GovLoop where you will find the course syllabus, the reading materials, group discussions as well as a place to collaborate in creating your implementation plans. If you need assistance with the collaboration space, please contact Andrew@govloop.com. Your Notes:
  13. 13. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 13 Key Message Today our first module will be an overview of innovation implementation. It will take about 90 minutes to complete the orientation and we will give you time at the end to break out as a group and do any needed planning for the week. Your Notes:
  14. 14. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 14 Key Message Course participants likely have varying levels of experience and success with implementing innovations. We hope that after taking this course, you’ll be equipped to implement innovations successfully. Your Notes: The Purpose of This Course This course intends to… • Increase your understanding about implemen ng innova ons. • Clarify your role in innova on implementa on. • Provide data & tools for you to take back to your agency to: • promote the necessity of adop ng innova on & successful implementa ons. • reduce the me it take to implement innova on. • increase your success in mainstreaming innova ons.
  15. 15. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 15 Key Message: Take a few moments to read the objectives for Week 1. You will complete a series of polls to test your knowledge of these learning outcomes at the conclusion of today’s live session. Your Notes:
  16. 16. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 16 Key Message: Listed here are the 11 innovations. You’re each on a team that will seek to mainstream them. Directions: We’ve asked the Team Leaders to give a one-minute (“Twitter Style” 140 words or less) overview of their innovation – listen to how they describe and use it as your elevator pitch when you are trying to explain it quickly to colleagues. Your Notes:
  17. 17. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 17 Key Message: In addition to hearing a quick summary of each innovation, we’ve asked a couple previous participants to share for 1-2 minutes each on how this course has helped them to implement an innovation. Directions: Do participants have any questions? Your Notes: Alumni Insights What has been the benefit of this course to previous par cipants?
  18. 18. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 18 Key Message: You saw on the opening slide that one of the purposes of this course is to clarify what is meant by innovation, particularly the scope of the term. Directions: Take a minute to read the quote on the slide. What does it mean? Your Notes: What is Innova on Implementa on? “Innova on isn’t what innovators do… it’s what customers and clients adopt.”
  19. 19. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 19 Key Message Innovation has many definitions and shades of meaning, but it’s more than a buzzword as the innovations that you are seeking to implement create demonstrable value. Directions In the chat pod, when prompted by the instructor, respond to the question: which of the following definitions of innovation is most accurate to you? Your Notes: What is Innova on? Poll: Which defini on of innova on is most accurate? a. a new method, idea, product b. a change that creates a new defini on of performance c. an improvement to something already exis ng d. fresh thinking that creates value
  20. 20. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 20 Key Message: Creating an implementation plan is what we will learn about in this course, particularly the various components of an implementation plan, how those components function to support the success of the implementation overall, and best practices for its creation. The key is to realize that an implementation plan is essential if you want your innovation to be adopted and utilized. Directions: 1. Please take a minute to read the definitions in the share pods. Hit the “Agree” sign in the status bar when you are done. 2. What impact can implementing innovations have on a transportation agency’s success in achieving its mission? Your Notes: Discussing Innova on Implementa on Terms you will use throughout this course: • Innova on • Implementa on • Implementa on Plan
  21. 21. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 21 Key Message: The best way of advancing an innovation is to have a cooperative effort: where one entity, such as an EDC deployment team, is pushing, providing supporting information, training, and communication tools, while, at the same time, the targeted organization is pulling the innovation into it, providing support from its leadership, changing policies where necessary, and eliminating obstacles in other ways. Directions 1. Can you think of other push or pull innovation scenarios? 2. Which of these types fits your innovation and/or how can you accomplish both? Your Notes: Innova on: Push or Pull? Push: • Champions of an innova on who want to promote its use Pull: • Stakeholders who want to address a need and ask for an innova on • End users who want other end users to have an innova on
  22. 22. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 22 Key Message: The video we are about to watch is an example of an innovation that is being implemented throughout the U.S. Directions: As you watch the video, consider the following questions:  Is this innovation being pushed or pulled?  What benefits were gained by using this innovation, both for the agency and its customers? Your Notes: An Example of Innova on Implementa on Graves Avenue Prefab Bridge Project Benefits to the Agencies? • Shorter project meline • High customer sa sfac on Benefits to the Public? • Minimal travel disrup on • Increased safety
  23. 23. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 23 Key Message: Many of the innovations brought to market today have benefits similar to the ones mentioned for the Graves Avenue project. Directions: Are there any other benefits you can think of that were not mentioned here? Your Notes: Benefits of Well-Planned Implementa ons Possible benefits include: • Reduced costs. • Improved quality and efficiency. • Improved long-term performance. • Enhanced safety. • Reduced traffic disrup ons. • Reduced adverse environmental consequences.
  24. 24. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 24 Key Message: This course was created to address the speed and success of implementations, with the intention of providing highway transportation agencies a structured approach to move innovations into standard practice. Your Notes: State of the Prac ce Few highway agencies have: • Dedicated innova on implementa on personnel, • Established processes for developing implementa on plans, • Mul ple examples of quickly moving innova ons into standard prac ce
  25. 25. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 25 Key Message The eventual goal of any implementation is to mainstream the innovation into standard practice at an agency. Mainstreaming is the ultimate goal of implementation planners and confirms the success of the implementation. Directions 1. Using the Chat pod, tell me what you think it means to mainstream an innovation. 2. Can you think of an example of where a product or idea has been mainstreamed? Your Notes:
  26. 26. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 26 Key Message: This path illustrates the migration of an innovation from theory to standard practice at an agency. Depending on the innovation and the agency, this path may be altered. If this information is new to you, please take some time to get familiar with the path before the classroom training session.This course addresses the final step of the path: developing an implementation plan. Directions: Why do you think it’s important to consider customers at each stage? Use chat or phone to provide your answers. Your Notes: How Does an Innova on Become Mainstreamed? Steps in the Path
  27. 27. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 27 Key Message: There is a guiding consideration that must be taken into account as an innovation is developed and implemented: “Why is there so much emphasis on customers and stakeholders?” Directions: Complete the poll and engage in chat / phone conversation around the question and answers on the slide. Your Notes:
  28. 28. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 28 Key Message: This graphic was organized to show customer/stakeholder levels of involvement. Placement on the left or the right of the graphic is not material. What is important is where the dot falls on the color-coded bands. In order to plan a successful implementation, specific customers and stakeholders need to be involved at appropriate levels of planning and implementation. Your Notes: At Every Step of the Path We Consider… Customers & Stakeholders Implementation Team
  29. 29. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 29 Key Message: A number of elements go into managing a successful implementation. On this slide are some general guidelines for what denotes a successful innovation implementation. Directions: Can you think of other traits for successful implementations that are not listed here? Your Notes: Characteris cs of a Successful Implementa on • Early user involvement in the process and buy-in by stakeholders • Organiza onal & ins tu onal support • Commitment from upper management • Implementa on process is documented & measured • Innova on is mainstreamed • Adequate funding
  30. 30. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 30 Key Message: On this slide are some general guidelines of what denotes an unsuccessful innovation implementation. Directions: Can you think of other traits for unsuccessful implementations that are not listed here? Your Notes: Characteris cs of an Unsuccessful Implementa on • Limited exper se on planning team • Lack of customer par cipa on or interest in innova on • Failure to consider needs of target audience • Lack of a en on to poten al barriers • Benefits not measured
  31. 31. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 31 Key Message: Many of the items cited on the list of unsuccessful characteristics can be dealt with through good planning. The purpose of having an implementation plan is to provide a structured approach to mainstreaming innovation. Your Notes: Planning: The Key to Success Why is an Implementa on Plan important? • Allows agency to determine risks & plan for strategies to negate those risks. • Creates a clear purpose for implementa on by – Se ng goals – Establishing criteria for success • Brings mul ple areas of exper se together to make sure all obstacles & opportuni es are iden fied.
  32. 32. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 32 Key Message: Each highway transportation agency, organization or group will develop its own template of a marketing plan. However, it is not necessary for a transportation agency to start from scratch: there are several effective marketing plan templates out there for use by transportation agencies. We provide examples and templates; however, it is expected that you will make modifications to any marketing plan example they use to tailor it to their own agency’s needs. Your Notes: Plan Organiza on Organiza on recommenda ons: • State mission and goals upfront. • Follow wri ng guidelines. • Use provided template. • Regard as a “living” document.
  33. 33. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 33 TWO SAMPLE PLAN LAYOUTS Highways for LIFE  Executive Summary A summary of your overall plan; although this will be the first section in your final document, it is often best to write this upon completion of your first draft.  Market Research (Market Summary, Market Issues and Needs, Market Trends) This section is an evaluation of the situation and trends in the transportation industry and your particular segment. It should function as a snapshot of where things stand at the time the plan is presented. Also, describe market issues and needs as well as applicable market trends as subsections.  Innovation Description and Mission This is also commonly called the Product Analysis section. Describe your innovation and include where and how it has already been used with descriptive visuals when possible. Write a concise statement that specifies the need(s) you are fulfilling, benefits your innovation/technology offers, and features that deliver those benefits.  Target Audience Description In this section, include a bulleted list of your primary and secondary targeted audiences (beneficiaries, users and decision-makers). This list may be refined based on the discussion from your Team Retreat. You may also want to reference a market demographics table.  Goals What are the overarching goals of your innovation? Include training and implementation goals with specific years for each. Reference any industry or headquarter requirement(s) that your innovation will help fulfill.  Opportunities Describe the opportunities that create a favorable climate for your target audience to adopt your innovation.  Challenges Describe the obstacles that may make it difficult for your target audience to adopt your innovation.  Marketing Strategies The objective of your marketing plan should be to identify various strategies and activities that will result in meeting the goals you identify: marketing activities that support your marketing strategy and define the general approach you will take to meet your objective. The channels are the means of delivering your message to your defined target audience. Prioritize activities based
  34. 34. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 34 on potential impacts and timing (some may need to occur before others can be implemented).  Financials/Budget Describe funding sources and dollars that are currently secured for the implementation of your plan, and describe other potential resources (if applicable). Include a concise summary of your overall budget. Plan to modify as needed and communicate with core team members.  Performance Measures Include the information delineating how you will measure the success of your plan. Consider how often your team will need to come together for progress reports—both via teleconference/interactive television and face-to-face.  Work Plan This section illustrates timelines and identifies those responsible for performing tasks.  Contingency Planning Detail how you will change your course if your original action plan falls short. How often will you meet with your team to review progress? Will you modify the plan throughout the effort if strategies do not work?  Appendices Include resources in this section that you will need to refer to during implementation of your plan. Examples include: success stories; publicity; list of current leadership (and contact information) of your primary target audiences; feedback or survey results. AASHTO TIG  Work Plan The work plan will include a description of all proposed lead state’s team activities, including planned promotional tools and information distribution methods to be used and the scheduling of these activities.  Communication Plan This section is a comprehensive list of transportation agencies, manufacturers, suppliers, and other affected organizations with whom the team currently plans to communicate during the marketing effort.  Performance Measurement Plan An important part of the marketing plan is a recommendation on the method for assessing the degree of marketing success.  Budget The team will develop a proposed budget for the activities listed in the marketing plan. The budget must show the estimated total cost for each marketing activity included in the work plan and be assigned to a fiscal year
  35. 35. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 35 Key Message: We are now at the end of Week 1. Your next steps are shown above and are also found on your Team Page. Since this is the first week, we will demonstrate the navigation of the GovLoop Collaboration Space, taking just a couple minutes to do so now. Directions: If you have any questions, please contact Andrew@govloop.com. Your Notes:
  36. 36. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 36 Key Message: Each week, we intend to give you a bit of time at the end of the live learning session for your respective teams to break out and do some planning together. You can use this time to outline tasks and assign responsibilities, designate it as a working session to complete a portion of your Implementation Plan, and/ or sync up quickly to plan your next meeting. Directions: Team Leaders are responsible for guiding these sessions. They may last until the end of the allotted time that week or extend beyond, based on what your team decides. Your Notes: Breakout: Team Planning Time With the remaining me, we invite you to break out as teams and engage in some planning for the rest of this week – and into the coming weeks, as appropriate.
  37. 37. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 37 Key Message: At the conclusion of the live session each week, we would like to test your knowledge and gain your feedback for improving the course as we go along. These questions will give us a sense of how we’re doing and enable to make adjustments to the course as the week’s progress. Directions: Please take 2-3 minutes to complete these polls. Your Notes:
  38. 38. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 38 Week 2: Describing the Innovation, Defining the Mission and Setting Goals
  39. 39. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 39 Overview This lesson establishes the need to clarify the purpose of an innovation and its impact on the target audience at the early stages of implementation planning. Key questions to address about the innovation and its impact on the target audience are provided to help guide participants. In addition, early planning requires the setting of goals for the implementation and the creation of a mission statement. Examples of descriptions, goals, and mission statements created by other agencies are provided. Learning Outcomes Upon completion of this lesson the learner will be able to:  Write a description, mission statement and goals for an innovation. Lesson Time: 90 Minutes  Learning Content = 60-75 minutes  Team Planning = 15-20 minutes
  40. 40. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 40 Key Message: Link: https://connectdot.connectsolutions.com/leapnotcreep-week2/ Conference Number(s): 877-336-1839 Participant Code: 9441499 Directions: You should be able to access the course using this information. If you have any technical difficulties, please email andrew@govloop.com Your Notes:
  41. 41. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 41 Key Message: The innovation description, mission statement and goals for an implementation project are used as part of the marketing plan and communicated to the target audiences. After this live session, your team will be able to write all three of these for your plan. Directions: After today, you should be able to write your mission statement, goals and descriptions. Your Notes: You Will Be Able to… • Write a description • Create a mission statement • Establish goals …for your innovation.
  42. 42. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 42 Key Message: It is not enough that the Implementation Team knows why an innovation is worthwhile. This message must be clear to the target audience, customers, and stakeholders. Directions: Consider:  Who is “they” in this statement?  “What could have been done by the implementation team to prevent this failure?” Your Notes:
  43. 43. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 43 Key Message: Ultimately, it is up to the implementation team to write a description of the innovation along with a mission statement and goals for the implementation’s innovation. There are some key guidelines to follow when writing these. Your Notes: General Wri ng Guidelines • Write clearly. • Be concise. • Minimize the use of technical jargon. • Convey the team’s commitment to the innova on.
  44. 44. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 44 Key Message: These are the four core pieces of an effectively written innovation description. Directions: As you begin to think about writing your own descriptions, you will want to be sure and include four core elements: 1. Include the need filled by the innovation. 2. Indicate the benefits for the user and for the agency. 3. Incorporate previous successful uses. 4. Demonstrate that this innovation has received endorsements that further legitimize its viability as a solution. Your Notes:
  45. 45. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 45 Key Message: There are a few other questions that should serve as guides for you in crafting your innovation descriptions. Since new technologies frequently cost more in the initial stages, the difficulty of gaining acceptance for some innovations without public pressure or legislative requirements is difficult. Therefore it is imperative that a significant amount of thought and time be invested in the writing of the innovation description. Directions: Tips for writing a description of an innovation:  Address how the innovation can save time and money - TRB 382 research findings listed these as the two biggest drivers of implementing innovations.  Keep in mind that different audiences need to know different levels of detail. List benefits as they pertain to groups.  Describe a range of potential applicability.  Define the degree of hardware dependence, if necessary.  Demonstrate the innovation’s adaptability.
  46. 46. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 46 Consider the timing of the implementation. For example, Road Safety Audits had been used before but a combination of policy initiatives and allocated funding for implementation made the implementation much more successful the second time around. Your Notes:
  47. 47. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 47 Key Message: It’s not only important to keep the language simply, but try to put yourself in the shoes of your target audience. Directions: 1. What language will they use to communicate this innovation to their stakeholders? Keep current on information about innovation; update the description as needed. 2. How will your innovation have an impact not only on their specific unit, but on the operation as a whole? How will the implementation of this innovation reverberate into other potentially unexpected stakeholder’s areas of influence? 3. When you start to think from their perspective, they feel as if you “get it” – you get their situation – and that builds trust. 4. Lastly, at the end of the day, what they will be doing is “selling” this innovation to their superiors. How would you do that if you were them? Your Notes:
  48. 48. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 48 Key Message: You can benefit from reviewing and replicating successful aspects of other innovations descriptions, such as the one you see here. Directions: Review the innovation description and respond to the questions above. Your Notes:
  49. 49. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 49 Key Message: A mission statement is a reflection of the overall purpose for implementing an innovation. It must show an understanding of what will motivate the target audience to adopt the innovation. From FHWA’s “Guide to Creating an Effective Marketing Plan,” the mission statement should include:  Target audience - who benefits from your innovation, who will use it, and who will make the decision to adopt it.  Contribution – how the innovation solves a problem, addresses a need, or improves upon practices  Features – key attributes and benefits of your innovation (i.e., saves time, reduces cost, reduces fatalities, meets new reporting requirements) In many ways, it’s a much more succinct version -- 1-2 sentences tops -- of your description. Your Notes: Mission Statement: Wri ng Guidelines • Sets overall purpose for implementa on project. • Includes informa on about: • Target Audience • Contribu on • Features
  50. 50. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 50 Key Message: Next week, we will look more closely at your target audience, but for now you should be asking these questions (which are similar to those asked of the innovation description). Directions: Who benefits from this innovation? Who will use it? Who will make the decision to adopt it? Your Notes:
  51. 51. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 51 Key Message: Next, let’s talk about contribution, which again echoes the questions around the innovation description. Directions: How does the innovation solve a problem, address a need and improve upon current practices? Your Notes:
  52. 52. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 52 Key Message: Lastly, note that features really narrow in on the specific benefits to the target audience. Your Notes:
  53. 53. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 53 Key Message: Directions: Review the example mission statements in the chat pods (also found on the next two pages of this guide) and respond to the following questions:  Who is the target audience that they are addressing and do the mission statements make a compelling case to them?  Are the contributions clear from the mission statement what problem or need that is being addressed?  Does the mission statement describe the specific features or benefits of the innovation? Your Notes
  54. 54. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 54 Two Examples of Mission Statements and Goals THE SAFETY EDGE VISION: Elimination of pavement edge drop-off as a contributing cause to highway crashes MISSION: Deploy the Safety Edge across the nation to help Federal, State and local agencies and tribal governments with their transportation decision-making goals to reduce the number of highway fatalities and injuries related to roadway departure. LONG-TERM GOAL: Reduce the total number of crashes on roads where the Safety Edge is implemented during paving projects across the nation, beginning this construction season. Every project that incorporates the Safety Edge during this initial implementation effort will continue to deliver crash reductions over the life of these pavements. Additionally, we expect the life of these pavements to be extended due to the increased edge durability provided by the Safety Edge. EDC SAFETY EDGE DEPLOYMENT GOALS:  By December 2012, 40 States will have adopted the Safety Edge as a standard practice for resurfacing and paving projects.  By December 2011, 40 States will have used the Safety Edge on at least one project. In addition, all Federal Lands Divisions and 15 States will have adopted the Safety Edge as a standard practice for resurfacing and paving projects.  By December 2010, the Safety Edge Team will provide improved procedures based on performance for inclusion in project documents to readily obtain high quality Safety Edge projects. HIGH FRICTION SURFACE TREATMENT VISION: To mainstream HFST as a safety countermeasure on highways to decrease crashes, injuries and deaths. MISSION: To advance the rapid deployment of HFST by working with agencies, contractors, consultants, and industry to increase the knowledge and skills to apply this recommended countermeasure on horizontal curves, intersection approaches, and high- priority locations as identified, in order to decrease crashes, injuries and deaths.
  55. 55. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 55 GOAL: By December 2014, all state DOTs and all Federal Land Highway (FLHD) offices have installed or have committed to install a high friction surface treatment. INTERIM GOAL: By December 2013, an action plan is in place for all state DOTS and all FLHD offices who have not installed HFST. (Estimate: 7 DOTs and 3 FLHD offices) INTERIM GOAL: By December 2014, 25 states have deployed and implemented a systematic process to screen or identify potential HFST locations in their Highway Safety Improvement Program. INTERIM GOAL: By December 2013, 15 states have deployed and implemented a systematic process to screen or identify potential HFST locations in their Highway Safety Improvement Program. INTERIM GOAL: By December 2014, 25 states have deployed and implemented a systematic process to screen or identify potential HFST locations in their Highway Safety Improvement Program. INTERIM GOAL: By December 2013, 15 states have deployed and implemented a systematic process to screen or identify potential HFST locations in their Highway Safety Improvement Program.
  56. 56. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 56 Key Message: Goals provide the necessary framework for the implementation plan. The goals allow the implementation team to establish parameters for the project. For each goal, the team will have to determine all of the tasks that will need to be accomplished in order to make the goal achievable. Your Notes: Goals: Wri ng Guidelines • Should align with agency’s strategic goals. • Wri en in language accessible to everyone. • Are measurable.
  57. 57. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 57 Key Message: A good acronym to use when explaining goal setting is ISMART: Influence, Specific, Measurable, Achievable, Realistic, and Timely. Directions: “What do each of these words mean when used in the context of goal setting around innovations:  Influence?  Specific?  Measurable?  Achievable?  Timely? Your Notes:
  58. 58. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 58 Key Message: Directions: Review the example innovation goals on the slide.  What makes these goals effective?  To what degree do they incorporate iSMART?  What elements do they like that they plan to incorporate into their own? Your Notes:
  59. 59. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 59 Key Message: The FHWA Accelerating Innovation Team is asking that each team develop goals according to the following criteria in EDC-3:  Team Goal - What the team/program wants to accomplish within the 2-year EDC cycle related to deployment of the innovation. This should be more of a stretch goal. A goal that could be influenced by the team’s efforts. Thinking back to the Safety Edge and High Friction Surface Treatment examples we just discussed, “by X date, Y States will have used the innovation on a project.” This measures performance related to the EDC goal of accelerating adoption of innovation. Following input from stakeholders during our EDC Regional Summits and based on State implementation plans, the Team Goal may need to be revisited.  National Goal – This is established based on the States’ implementation plans completed after the EDC Regional Summits. Each State will report on current level of familiarity with an innovation and how far they want to take the innovation within the 2- year EDC cycle. Again, “by X date, Y States will have used the innovation on a project” which measures performance related to the EDC goal of accelerating adoption of innovation. Another example from the Slide-in Bridge Construction (SIBC) implementation plan – “In 2 years, increase the number of states using SIBC from 14 to 32 States.”  Innovation Goal (or Benefit Goal) – This is the “so what” goal. Each of the EDC innovations provides a benefit toward shortening project delivery, enhancing the
  60. 60. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 60 environment, improving safety, and/or reducing congestion – the mission of EDC. In other words, using X innovation will save so much time, money, or lives. Not all innovations will lend themselves to a quantitative measurement of the benefit, but where possible, this benefit associated with deployment of the innovation should be quantified and tracked. These benefits are what elected officials and the traveling public can relate to and help to support the level of resources invested in the deployment of innovations under EDC. Your Notes:
  61. 61. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 61 Key Message: Each team will ultimately need to define what each of these stages looks like for your innovation. State implementation plans developed following the EDC Regional Summits will indicate the State’s current level of familiarity with an innovation and how far they want to take the innovation within the 2-year EDC cycle (e.g., X State is currently at the initiation phase (general awareness) of the High Friction Surface Treatment (HFST) technology, but at the end of the 2-year EDC cycle, the State has a goal of moving to the execution phase and pilot HFST on 5 projects). As we progress through the EDC cycle, the EDC Coordinators in each Division Office will report on the State’s progress in achieving its deployment goal as well as report on any other activities, accomplishments, metrics or information the Technical Team needs to measure performance. So, as you draft your initial Team and Innovation Goals, keep in mind that you may have multiple goals for various levels of implementation (e.g., In 2 years, X States will achieve the Execution stage of deployment and Y States will achieve the Institutionalize stage of deployment. Directions: Additionally, since you goals must be measureable, consider what information you will need EDC Coordinators to report on to be able to track and monitor performance of the deployment and benefits of your respective innovation.
  62. 62. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 62 Your Notes: Key Message: As we did last week, we invited one of your colleagues to share from their experience regarding the importance and value of this particular aspect of an implementation plan. Directions: Do you have any questions for our alum? Your Notes: Alumni Insights How has this insight been put into practice already?
  63. 63. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 63 Key Message: We are now at the end of Week 2’s live learning session. Your next steps are shown above. We are excited to make available to you a collaborative editing workspace, which is found on your Team Page. I wanted to quickly show you how it works and respond to any questions that you might have about using it. Directions: If you have any questions in using this tool, please contact me at Andrew@govloop.com. Your Notes:
  64. 64. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 64 Key Message: Like last week, we would now like to give you some time to engage in team planning. If you’d like, perhaps now would be a good time to start working on your description, mission and goals. You could potentially take the next 20-30 minutes and review your description. You may be able to build upon the one that’s already been written and included in the GovLoop Collaboration Space. We would also encourage you to start thinking about your mission statement and goals. The goal in starting right now would be to apply fresh learning concepts and get you kick-started for the week. Your team leader will guide you through this time today and completing the action items for this week. Directions: Please note that members of our team would be happy to review them and provide feedback as well, so don’t hesitate to ask. Your Notes:
  65. 65. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 65 Key Message: We want your feedback! Directions: Please complete the polls before you break into groups. Your Notes:
  66. 66. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 66 Week 3: Identifying the Target Audience
  67. 67. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 67 Overview This lesson discusses how an implementation plan is an umbrella term used to encapsulate all of the marketing, commercialization, and integration planning done when deploying an innovation and provides a high level overview of these three types of planning activities and their purpose. It is also in this lesson where the distinction will be made between a communications plan and a marketing plan. The bulk of the time is spent on learning how to define the target audience and equipping participants to create a description of their target audience. Provided are reasons for why this step is essential to the overall success of the project and how the target audience will be featured in proceeding steps in planning the implementation. Learning Outcomes Upon completion of this lesson the learner will be able to:  Define the terms commercialization, integration, implementation plan.  Differentiate between a communication plan and a marketing plan.  Define the term target audience.  Create a description of the target audience for your innovation. Lesson Time: 90 Minutes  Learning Content = 60-75 minutes  Team Planning = 15-20 minutes
  68. 68. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 68 Key Message: Link: https://connectdot.connectsolutions.com/leapnotcreep-week3/ Conference Number(s): 877-336-1839 Participant Code: 9441499 Directions: You should be able to access the course using this information. If you have any technical difficulties, please email andrew@govloop.com Your Notes:
  69. 69. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 69 Key Messages: After today’s session, you should be able to define all of these terms and be prepared to write a detailed description of your target audience. Directions: Your Notes: You Will Be Able to… • Define the terms commercialization, integration, implementation plan. • Differentiate between a communication plan and a marketing plan. • Define the term target audience. • Create a description of the target audience for your innovation.
  70. 70. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 70 Key Message: Over the past two weeks, you learned about the importance of an Implementation Plan and began to put your team’s plan together. This week, we zoom back out quickly to help you understand that, ultimately, implementation planning encompasses three components: marketing, commercialization, and integration. Directions: Your Notes: Plan Components
  71. 71. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 71 Key Message: Marketing is the process by which producers and customers exchange something for those products and services in a way in which a mutually beneficial relationship is established between them. More simply, marketing can be defined as finding a need and filling it…then helping others to learn about it so that they can take action to meet their need. Directions: Provide your thoughts when the instructor asks the following question:  What do you think when you hear that word marketing? Your Notes:
  72. 72. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 72 Key Message: Integration is the process by which an innovation becomes the standard approach, or a standard approach, toward getting some task done (aka mainstreamed). Directions: Your Notes: What is Integra on? Integration is the effort to not just convince someone to try out an innovation, but make it the standard approach, or a standard approach, toward getting some task done (aka mainstream).
  73. 73. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 73 Key Message: Although each component is assigned different tasks, marketing, commercialization, and integration planning work together to achieve a common goal: an innovation that is mainstreamed. One caveat: In many cases, where there is a device or tool that has to be developed and put on the market, all 3 components are needed. For many innovations, however, the commercialization aspect may not be needed. Directions: Your Notes: The Goal: Mainstreaming All three components work towards mainstreaming the innovation.
  74. 74. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 74 Key Message: There is an important difference between communications and marketing. Communication by itself will not bring about change - marketing also has to be used to move an audience to commitment. Directions: Respond when the instructor asks: “What do you think is the difference between communications and marketing?” Your Notes: Communica on v. Marke ng Ac on Desire Convic on Comprehension Awareness Marketing Communication
  75. 75. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 75 Key Message: Directions: Participate in a chat around the question, “Who is usually considered a target audience?” Your Notes: Defining the Target Audience
  76. 76. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 76 Key Message: Establishing who the target audience is for an innovation is the most crucial step in implementation planning. Do you remember from last week that slide with the various customers and stakeholders, situated at various distances from the team (the graphic with the half circle with the team and the center). Some of those customers and stakeholders were very close to the team in the area called ‘involve extensively,’ while others were way out at the band called ‘keep informed.’ All of those are the target audience, as defined by this slide.” Directions: Your Notes:
  77. 77. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 77 Key Message: There can be – and usually are – multiple target audiences for an innovation. Directions: Your Notes: Iden fying a Target Audience You should identify: • Beneficiaries and users of the innovation • Decision-makers about innovation usage
  78. 78. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 78 Key Message: There are some specific characteristics that you should consider when defining your target audience(s). Directions: Review the sample target audience description on the following pages and look for these elements within. When you have finished reading and are ready to engage in discussion, please hit the “Agree” button. Your Notes: Describing Target Audiences Can you identify… • characteristics? • obstacles and issues? • opportunities and needs? • targeted messages? • messengers? • strategies?
  79. 79. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 79 Case Study: Prefabricated Bridge Elements and Systems (PBES) Customer-Target Market Analysis In the United States, the decisions regarding what type of bridge gets built, and where, are made primarily within the State DOTs. Therefore, this organization is the primary focus of the prefabricated bridge elements and systems (PBES) marketing effort. Although there are almost half a dozen types of “customers” considered in the category of State Transportation Agencies, this marketing effort focuses primarily on two key customer types: the State Bridge Engineer and the CEO. THE STATE BRIDGE ENGINEER Characteristics The State Bridge Engineer is responsible for planning, designing, and constructing bridges within the State. He or she is the key technical professional having impact on the decision-making process of whether to make the use of prefabricated bridge elements and systems a standard approach. Therefore, it is critical to know how these individuals feel about PBES as a concept, what prevents them from using PBES on a regular basis, and what actions might eliminate those barriers. In April 2005, in a meeting at Woods Hole, Massachusetts, a focus group of 18 State Bridge Engineers discussed barriers to routinely installing PBES in hours or days, and what would most help them to use PBES. The group found six barriers to using the technology and six needs that, if filled, would eliminate those barriers. Obstacles and Opportunities 1. Lack of Education, Training, and Experience Because of the relative newness of this technology, most of these State Bridge Engineers felt that extensive training was needed for both the DOT staff and contractor personnel. One engineer noted that contractors are reluctant to bid on technologies, methods, or equipment with which they are unfamiliar. Another pointed out that part of that education and experience would be having access to specialty firms that have done such work before. How does one remove that barrier? Of course, a formal course and workshops were mentioned, but also, as one bridge engineer noted, on-the-job experience would be very helpful. The State DOT “needs to work through the issues with a small demonstration project.”
  80. 80. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 80 2. Lack of Standards and Specifications A majority of the group felt that standards and specifications were critical elements as well. The types of standards and specifications the group requested include design considerations, foundation requirements, development of construction specifications to administer the project, project planning guidance early in the schedule to facilitate obtaining adequate right-of-way to build the bridge off the alignment, guidance in speed of installation of foundations, inspection requirements, and an incentive guide specification for PBES. Hauling and transportation of PBES can be an issue as well. 3. Concerns about Durability or Details One bridge engineer noted that a barrier for installing PBES routinely in hours or days is the need for testing to ensure the final product meets the State’s seismic potential loss of continuity performance requirements. Another bridge engineer stated that he had concern for the potential loss of continuity and the smoothness of the riding surface that can be achieved with conventional concrete cast-in place construction. Another noted that, “durability of joints and connections in prefab components remains a concern,” and another bridge engineer agreed, saying that connection details (footings to columns and columns to caps) in seismic areas are a concern. One bridge engineer was concerned about bridge demolition and site preparation time. He said that, “Whereas a prefab bridge itself can be erected quickly, it usually has to go where an existing bridge is located. Therefore, the road must be shut down for a considerable amount of time to demolish the existing bridge and prep the site for the new bridge. This then forces us to do staged construction or erect temporary bridges. If the incremental time savings is so small versus total project time, there is no incentive to do prefab bridge routinely.” What did these State Bridge Engineers want to allay their concerns about durability of details? They felt that more research and testing are needed. One suggested seismic testing of unconventional details and systems. Another wanted more information addressing bridge demolition and site preparation, and others suggested additional research to ensure that adequate ductility can be achieved in connections for PBES. 4. Higher Cost and Limited Resources
  81. 81. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 81 Exactly half of the engineers in the group stated that they perceive PBES to have a higher price tag than conventional approaches. One stated that most of the prefabricated elements used by his State are manufactured out of State, so transportation costs are higher than conventional approaches. Another said that the costs of using self-propelled modular transporters (SPMTs) or other heavy lifting subcontractors can add 15 to 20 percent to the project cost. Although much has been said about PBES saving initial cost funds, it is clear from the responses of this key group of State Bridge Engineers that PBES projects to date have not consistently achieved lower initial costs, and that it is important to use PBES effectively such that the projects have competitive initial costs. 5. Lack of Perceived Need for Speed Several State Bridge Engineers questioned whether being able to build fast was really necessary, since there were still other items on a project schedule’s critical path that might negate any benefits. Others noted that, in many projects, there was not an alternative route available so that traffic could be even temporarily shunted to another location. As far as what would help most in facilitating this challenge, the responses indicated that adequate evaluation was needed in the planning stage to ensure benefit from the use of PBES. The responses also seemed to imply that PBES should be looked upon as not being simply a way of building fast, but a way of building better. 6. Construction Industry not Geared up for Prefab Concerns were voiced over contractors’ ability to staff up for projects and then having to lay people off after a project is completed. Also, lack of a large enough number of heavy lifting contractors to compete for projects and lower cost was a concern. One bridge engineer noted a lack of prefab manufacturing facilities in his State or even nearby States.
  82. 82. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 82 THE STATE TRANSPORTATION AGENCY CEO Characteristics Next in importance is the chief executive officer of the State DOT. Naturally, as the top administrator of the agency, this person can play a major role in the decision-making process for the use of PBES technology. From the middle to the latter part of the 20th century, the typical State DOT was managed by a leadership staff comprised of civil engineers who answered to a commission appointed by the governor of the State. Commissioners would meet periodically, usually once a month, to provide general direction for the agency and to approve the development of major highways and programs. This approach worked for a few key reasons. First, it allowed the department and staff to operate based on engineering needs and buffered it from political pressures. Second, it allowed the governor to appoint individuals who had good business sense and who would manage according to the governor’s political leanings. It also relieved the commissioners of the day-to-day aspects of design, construction, maintenance, personnel management, and other operational tasks. It was common to develop agency leaders internally over many years. Agencies would hire college engineering students during the summer months. Later, after they’d received their degrees, these new engineers would have jobs waiting for them at the agency. It was quite normal for an engineer to work for an agency from his college years, right through to retirement. While some State DOT heads today are engineers with many years of experience in project work, the picture is changing. With the ever-increasing size of projects, in termsof their construction costs, their complexity, and their impact on the public, newly elected governors have become very much aware of the impact that success or failure of a transportation project or program can have on their administrations. Many of them have appointed their own people to head the State’s transportation agency. Typically, the individual selected is a successful business person or political operative who actively supports the governor’s agenda. Thus, for the new agency head, concern with the media and the political ramifications of a decision can be as critical as the actual transportation
  83. 83. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 83 engineering ones. Obstacles and Opportunities 1. Lack of Engineering Expertise This practice of appointing non-transportation professionals has become so prevalent in recent years that AASHTO has scheduled week-long training camps to bring these new executives up to speed on what running a State’s transportation program is all about. Exactly how many State DOTs have such leadership? An internet search in early 2006 showed some remarkable statistics. Out of 50 States and the District of Columbia, only 19—less than 40%—are headed by engineers. This is down dramatically from the numbers of just 5 years ago. Moreover, several of those listed as engineers have their expertise in non-highway related areas, such as mining or forestry. Only 21 DOT heads were agency employees prior to getting the job of CEO. Additional support is found in a mail survey of the heads of State DOTs, undertaken in 2003. Of the 32 respondents, 17 had civil engineering degrees. The other 15 had degrees in topics as diverse as law, psychology, journalism, history, and environmental policy. 2. Focus on Short-term Goals By definition, these individuals have an eye on the political implications of transportation decisions and, because their term of office is frequently no longer than that of the governor who appoints them, they look for approaches that have fast results—in months or, at most, a very few years. 3. Lack of Recognition for the Need to Acquire Technical Expertise The group was asked if they could somehow acquire additional expertise overnight in order to enhance their role as the leader of their organization, what sort of expertise might it be? In response, 14 said business management, 12 said economics and finance, 9 said marketing and public affairs, 8 said human resources, and only 7 mentioned engineering. Given the major differences between the engineers and the new type of CEO, it is clear that there need to be at least two marketing approaches in dealing with State transportation agencies, one focused on the engineering, technical aspects, and another focused on areas such as financials, safety, and civic responsibility.
  84. 84. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 84 Key Message: Learn how to use the Target Audience Descriptors Tool and apply it to your target audience. You can find an example of this tool in your Team Innovation Page in the GovLoop Collaboration Space. Directions: Your Notes:
  85. 85. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 85 Key Message: As we have in each of the past two weeks, we have invited your colleagues to share from their experience regarding the importance and value of this particular aspect of an implementation plan. Directions: Be sure to ask questions of this week’s alumnus to learn from their experience. Your Notes: Alumni Insights How has this insight been put into practice already?
  86. 86. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 86 Key Message: Be sure to complete your action items for Week 3. Directions: As you did last week, we encourage you to return to your Team Page where you can work collaboratively on your Implementation Plan. Your Notes:
  87. 87. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 87 Your Notes:
  88. 88. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 88 Your Notes:
  89. 89. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 89 Appendix A. Implementation Plan Template
  90. 90. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 90 Leap Not Creep: Accelerating Innovation Implementation IMPLEMENTATION PLAN TEMPLATE I. OVERVIEW AND INNOVATION DESCRIPTION (Week 2) A. Background B. Challenges C. Benefits D. State of Practice II. MISSION STATEMENT (Week 2) A. Target Audience B. Contribution C. Features III. GOALS (Week 2) A. Team B. National C. Innovation / Benefits IV. TARGET AUDIENCE (Week 3) A. Characteristics B. Opportunities C. Obstacles D. Target Message
  91. 91. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 91 E. Messenger F. Strategies V. MARKETING RESEARCH (Week 4-5) A. General Research Approach B. Opportunities and Obstacles C. Strategies D. Tools and Tactics VI. PERFORMANCE MEASURES (Week 6) A. Progress Monitoring Measurement Tools B. Performance Evaluation Measurement Tools VII. WORK PLAN (Week 7) VIII. BUDGET IX. CONTINGENCY PLANNING
  92. 92. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 92 My Draft Innovation Implementation Plan Name of Innovation: Possible Implementation Team Members Activity Directions: List the possible members of your implementation team and put a check mark (√) in the column that represents their area of expertise. Circle the name(s) of the person/people who might serve as team leader. Name and/or Position Specialist (indicate type) Stakeholder Customer Marketing Expert Champion Example: John Smith √ (planner)
  93. 93. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 93 Innovation Mission Statement (Week 2) Directions: Develop a draft mission statement for your innovation. Include information about the innovation’s:  Target audience - who benefits from the innovation, who will use it, and who will make the decision to adopt it?  Contribution – how the innovation solves a problem, addresses a need, or improves upon practices  Features – key attributes and benefits of the innovation (i.e., saves time, reduces cost, reduces fatalities, meets new reporting requirement)
  94. 94. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 94 Innovation Description (Week 2) Directions: Develop draft bullet points for what you would include in the description of your own innovation. Include background, challenges, benefits, and state of practice.
  95. 95. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 95 Innovation Goals (Week 2) Directions: Develop draft goals for your innovation. • Make sure that the goals align with the agency’s strategic goals. • Make sure that the goals are specific, measurable, achievable, realistic, and timely. Team Goals 1. 2. 3. 4. National Goals 1. 2. 3. 4. . Innovation Benefit Goals 1. 2. 3. 4.
  96. 96. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 96 Target Audience Descriptors (Week 3) Directions: Indicate in parentheses below whether each target audience is a beneficiary, user, or decision-maker for this innovation. Target Audience (TA) Characteristics Opportunities Obstacles Targeted Message Messenger Strategies TA-1: ( ) TA-2: ( )
  97. 97. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 97 Innovation Market Research (Week 4) Directions: Use the table below to list the types of data collection tools you would like to use to gather market research for your innovation. For each item listed, describe the type of data the tool will gather and why you think that tool is the most effective way to collect that type of information. Name of data collection tool Information to be gathered by this tool This tool is an effective choice because…
  98. 98. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 98 Obstacles, Opportunities, Strategies, and Tools / Tactics (Week 5) Directions:  List opportunities and obstacles for your innovations  Create a strategy to address obstacles and opportunities.  Identify a tool/tactic to accomplish the strategy. Opportunities/Obstacles Strategy Tools/Tactics Ex: Drivers are not comfortable driving in roundabouts and oppose their installation. Ex: Educate drivers about how to drive in a roundabout and why roundabouts benefit them. Ex: Create a video for drivers demonstrating how to drive a roundabout.
  99. 99. Marketing Tools and Tactics (Week 5) Directions: Prioritize the tools and tactics you would use to market your innovation. Marketing Tool or Tactic Cost Level of Priority Presentation $11,950 Assumes 1 speaker going to an event to make a presentation on a given day Workshop $29,000 Assumes that the workshop is completely coordinated and organized (meetings of stakeholders, promotional materials, invitations, etc.) and the meeting space and food are paid for for up to 100 persons Conference $60,000 Assumes that the conference is large (~200 to 300 folks) and is completely coordinated and organized and the meeting space and food are paid for for up to 200. persons Innovation demonstration $40,000 Assumes an event where folks are invited, taken to a job site, and returned back to their hotels. Assumes coordination of the event, busing, crowd management, insurance, etc. No food or accommodations included. Peer-to-peer exchanges $42,750 Assumes that the PtoP event has a size of 25 and is completely coordinated and organized (including invitational travel) and the meeting space, accommodations, and food are paid for. Direct marketing: o Targeted and customized letters $5,000 for 100
  100. 100. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 100 o Brochures $2,000 for 100 o Flyers $500 for 100 Publish articles $1,000 Cost to prepare an article Face-to-face meetings with: o Key opinion leaders / potential champions $25,000 Includes meetings with 6-10 leaders, 1 staff person attends, travel o Strategic partners $25,000 Includes meetings with 6-10 leaders, 1 staff person attends, travel o Targeted individuals $25,000 Includes meetings with 6-10 leaders, 1 staff person attends, travel Publicity: o Press releases $500 Prepare a press release and distribute it electronically. o News conferences $5,000 Provide facilities and refreshments, prepare briefs, and staff for Q&A o Media relations Would typically be an hourly or monthly retainer to hire a public relations professional Displays/booths at trade shows and/or conferences $6,000 Ship items, prepare materials, and man booth at a 2-day event.
  101. 101. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 101 Website $5,000 Develop content and maintain site periodically. Webinars $2,000 Includes paying for guest speaker for 1hour Print media (ads in trade publications and/or trade directories) $1,000 Writing the ad and sending it to trade magazines and tracking. Does not include the actual cost of running the ad. Other tools and tactics
  102. 102. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 102 Performance Measurements (Week 6) Directions: Identify performance measurements for your goals. Progress Monitoring Measurement Tools Performance Evaluation Measurement Tools Team Goals National Goals Innovation Benefit Goals
  103. 103. NHI 134073 Participant Guide Leap Not Creep: Accelerating Innovation Implementation 103 Integration Planning Items (Week 7) Directions: Identify the integration activities that would need to be planned in order to make sure your innovation is mainstreamed. Training Development of Standards Performance Measures Technical Support & Staffing Scheduling Policy Setting

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