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NJ STIC 2017 Winter Meeting
The NJ State Transportation Innovation Council recently held its 2017 Winter Meeting.
Definitions of Knowledge Sharing Practices
| EXAMPLES OF TECHNIQUES & TOOLS | DESCRIPTION |
|---|---|
| After-Action Reviews / Post-Project Reviews | Review of projects or initiatives to capture lessons learned, evaluate outcomes, and identify improvements for future work. |
| Annotated Templates / Guidance Documents | Templates, outlines, or content/format guidelines that provide guidance on what to include and how to document processes or work products. |
| Best Practice Meetings & Studies | SMEs share and document proven approaches through discussions or formal studies to improve processes and outcomes. |
| Communities of Practice | Groups of people who deepen their knowledge and expertise by interacting over time and share that collaborative knowledge across the organization. |
| Critical Incident Review | Captures lessons from specific incidents, analyzes root causes, and discusses what worked or didn’t work to improve processes. |
| Cross Training | Employees are trained to perform multiple roles, supporting flexibility, collaboration, and organizational resilience. |
| Expert Panels / Advisory Groups | Groups of SMEs providing guidance and recommendations on complex topics or emerging issues. |
| Expert Storytelling & Interviews | Skilled interviewer engages employees to make tacit knowledge explicit through structured conversations. |
| Innovation Challenges / Hackathons | Structured events where teams develop creative solutions or prototypes, encouraging collaboration and rapid knowledge sharing. |
| Internal Newsletters / Knowledge Bulletins | Regular communications highlighting lessons learned, research findings, or updates to share knowledge across the organization. |
| Job Shadowing | Less experienced employees observe and practice alongside veteran employees to gain hands-on experience in everyday and challenging situations. |
| Knowledge Maps | Identify the location, form, ownership, value, and use of knowledge and expertise, helping to make better use of knowledge and uncover barriers to knowledge flow. |
| Knowledge Repositories / Digital Libraries | Centralized collections of knowledge, data, or documentation accessible across the organization to support knowledge sharing. |
| Last Lectures | Retiring or experienced employees give presentations to share tacit knowledge, contextual experiences, and lessons learned, in-person or via video. |
| Lessons Learned Database | Collects lessons from multiple projects and experiences, making them accessible for future reference and continuous improvement. |
| Lunchtime Talks | SMEs present information on specific initiatives or research findings in informal lunchtime or half-day sessions. |
| Mentoring / Mentoring Programs | Structured guidance from experienced employees to support professional development, cultural formation, and higher-level proficiency. |
| NJDOT Research Library | Provides transportation professionals in New Jersey with knowledge resources to plan, design, construct, and maintain a high-quality transportation system. |
| Peer Exchanges | Peers from state DOTs, regional, or local governments meet to exchange ideas and best practices on a specific topic, benefiting research, development, and technology transfer programs. |
| Procedures Manuals | Written guides detailing standardized processes, roles, and responsibilities to ensure consistency and accuracy in task completion. |
| Process Documentation / Mapping | Flow diagrams that illustrate processes and identify roles, responsibilities, and products at each step. |
| Research | Produces knowledge that advances innovation and informs implementation of processes, procedures, and best practices. |
| Structured On-the-Job Training | Employees develop essential knowledge and skills while actively working on projects. |
| Training Sessions | SMEs conduct formal training sessions on specific topics. |
| Videos | Documented demonstrations of tasks, jobs, or innovative practices to illustrate methods or achievements. |
| Webinars | Online training conducted by SMEs, accessible live or on-demand for broader reach. |
| Workshops | Half-day or full-day events that combine presentations with practical application of knowledge. |
GRS-IBS Makes Quick Work of Bridge Replacement
When flooding forced the closure of the Jessup Mill Road Bridge over Edward’s Run in Mantua Township, New Jersey, county officials turned to a quick but effective solution to reopen the vital community link: geosynthetic reinforced soil-integrated bridge system technology.
New Jersey’s first GRS-IBS project replaced a flood-damaged bridge in Gloucester County. Video: View EDC Geosynthetic Reinforced Soil-Integrated Bridge System presentation
“We had observed the use of innovative bridge construction methods in other states that reduce time,” said Vincent Voltaggio, Gloucester County engineer. “In particular, we wanted to explore the use of GRS-IBS methods for our application.”
GRS-IBS, an Every Day Counts innovation since 2011, is helping meet the nationwide demand for small, single-span bridges by delivering low-cost, durable structures that can be built with commonly available equipment and materials. Instead of using joints, deep foundations, approach slabs or cast-in-place concrete, this project used a prefabricated superstructure supported on GRS-IBS abutments built using layers of geosynthetic reinforcement and compacted fill.
Built in 1925 and rehabilitated in 1940, the Jessup Mill Road Bridge included a reinforced concrete arch culvert and an 84-inch diameter corrugated metal pipe that was beyond repair, requiring a 6-mile detour for the 2,300 travelers who used the bridge each day.
Although GRS-IBS was a new approach in New Jersey, Gloucester County officials chose the technology to minimize the cost and duration of the bridge replacement, which took place from December 2014 to March 2015. Using GRS-IBS cut at least a month—about 25 percent—from the construction timeline, and the experience gained from the county’s first use of the innovation is expected to save even more time on future projects. Using GRS-IBS instead of conventional construction also allowed crews to replace the bridge during winter weather.
The new structure was constructed within the footprint of the old bridge to maintain both vertical and horizontal alignment. The span is 22 feet long and 32 feet wide to accommodate two 11-foot lanes and 5-foot shoulders.
Curtis Shugars, Vincent Voltaggio, Heather Simmons, Robert Damminger, Ron Moore and Michael Sheahen celebrate the opening of the new Jessup Mill Road Bridge.
The new bridge used a prefabricated superstructure consisting of prestressed concrete beams and a composite reinforced concrete deck supported on a GRS-IBS structure. The U-shaped GRS abutments and wing walls kept the new bridge within the right-of-way limits.
Jessup Mill Road is about 13.5 feet above the Edward’s Run channel bed. The 17-inch-thick concrete superstructure provided the greatest hydraulic opening of the alternative bridge types evaluated.
“This bridge has been completely replaced and is modern and safe,” said Robert Damminger, director of the Gloucester County Board of Freeholders. “We appreciate the patience of those that have been affected by this bridge closure, but now we can all be confident this bridge will not be a danger to our motorists or the community.”
Joseph Spadea is a senior engineer and project manager for Pennoni Associates Inc. in Newark, Delaware.
This article first appeared in the September/October 2015 issue of the Innovator (Issue 50, FHWA-15-CAI-011).