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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
