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25 AASHTO committee meetings (ideally finding a trusted com- and effectiveness for the national TKN coordination function. mittee member to deliver the briefing), briefings at professional At the first meeting each year, members could review and com- meetings, and focus groups with practitioners. In addition, each ment on the national coordination function's strategic plan state DOT librarian and/or research director should brief (including target activities and resource allocations.) Targets senior management on the TKN initiative and its potential and reported progress could be evaluated at other meetings. benefits. The advisory board might also be charged with conducting an annual or biennial independent assessment of TKN perform- ance. Initial membership of the advisory board might include Step 3: Use the Directory Project key stakeholders such as the following: to Build Awareness of TKNs Use the continuation of NCHRP Project 20-75--Directory Three to four representatives, selected from the following of Transportation Libraries and Information Centers--to AASHTO committees: Standing Committee on Research extend the breadth and depth of the existing TKN networks (SCOR), Standing Committee on Highways (SCOH), Stand- and to create broader awareness of the TKN initiative. The ing Committee on Planning (SCOP), Standing Committee directory will include transportation libraries, information on Performance Management (SCoPM); and the Standing centers and data offices in U.S.DOT, state DOTs, transit agen- Committee on Finance and Administration Subcommittee cies, MPOs, universities, professional associations, and pri- on Information Systems (AASHTO IS); vate firms. As part of this initiative, summaries of the TKN One MPO executive director; business plan, with links to the outreach materials prepared One member of the National LTAP Association (NLTAPA) as part of the NCHRP 20-75 Project, can be distributed. executive committee; One member of the Special Libraries Association Trans- portation Division executive board Step 4: Implement Pilot TKN One engineering/consulting firm representative; Products and Services One University Transportation Center director; and Measure Results One university transportation library director; One state DOT library director; Prior to availability of new funding, continue to use existing One Transportation Research Board representative; and resources (e.g., NTL staff, Transportation Library Connectiv- One representative from the National Agriculture Library ity Pooled Fund Study, volunteer efforts of TKN members) to or other non-transportation organization (able to provide implement practical, achievable initiatives that improve infor- an external perspective and lessons learned from a similar mation access through collaborative effort. Examples include undertaking). the National Transportation Library TKN Resource Sharing Network Project; Northwestern University's free document The advisory board could have flexibility to be reconsti- delivery service for TKN members; the Eastern TKN's digital tuted, for example, to include more multimodal (transit, air) collaborative project, in which each member organization is representation. Members could serve staggered 3-year terms digitizing and making available five key information resources to provide continuity. for inclusion in the NTL's digital repository, with a live link The advisory group could be established by the U.S.DOT, from TRIS; and augmenting existing clearinghouses with addi- the National Academy of Sciences, AASHTO, another rele- tional information such as climate.dot.gov. vant industry association, or some combination thereof. The research team suggests tracking services implemented Once established, the TKN advisory board could provide and results achieved at a national level. Information on imple- input to the allocation of initial year resources and establishment mented programs should be part of a knowledge base, provid- of priorities for information product and service development. ing a set of models that can be drawn upon in the future. Subsequent quarterly meetings could focus on review of accom- Information on program use and effectiveness can be main- plishments and performance and provision of feedback from the tained to strengthen TKN outreach materials and to provide stakeholder community. The advisory board could also be input for future investment decisions. responsible for an independent assessment of TKN perform- ance, to be conducted annually or biennially. Step 5: Create TKN Advisory Board Step 6: Develop a Detailed Program Once funding becomes available, TRB SR 284 recom- Plan and Budget mended creating an advisory board for the TKNs. The advisory board would meet regularly and provide a channel for stake- The TKN National Coordinating Body would designate a holder input and advice on how to make best use of available TKN program manager charged with the responsibility for funds. It would provide periodic assessments of performance developing a detailed program plan and budget that matches