Implementing Transportation Knowledge Networks (2009)

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23 In some respects, implementation of Transportation Know- ledge Networks is already under way, albeit at a relatively mod- est level of activity. As additional resources become available, implementation can be stepped up to the level necessary to make a noticeable improvement in information access as per- ceived by transportation professionals. Steps 1–4 below could be undertaken immediately by existing bodies such as the NTL, the current regional TKNs, the AASHTO RAC TKN Task Force, and the Library Connectivity Pooled Fund Study project to continue to make progress in building knowledge networks and communicating their purpose and potential value to the user community. When and if additional funding becomes available for TKNs, steps 5–8 outline the activities needed to initiate and sustain delivery of the products and serv- ices outlined in the business plan. Step 1: Refine and Expand the Communications Toolkit Communication materials developed for this project should be made available as resources for continuing outreach efforts. These materials include the audio testimonials, the one-page overview of the business plan, the narrated presentations, and the Web portal mock-up. These materials can be expanded (as resources permit) to add testimonials, case studies, and more detailed fact sheets on different components of the busi- ness plan. Future communication activities should refine key messages based on what was learned from the outreach phase of this proj- ect. The outreach activities indicate recognition of the need for improved information sharing and access and general support for the concept of TKNs. The most compelling arguments for investment in TKNs, defined as those that resonated most with the stakeholders interviewed by the research team, were: • Providing critical information in time-sensitive situations such as weather emergencies or economic crises; • Providing efficiencies and preventing duplication of effort by sharing information that addresses needs that are com- mon across transportation agencies; • Addressing the loss of institutional knowledge related to turnover of highly experienced employees; • Supporting innovation and high-priority program areas— helping organizations learn from each others’ successes in order to improve performance in areas such as transporta- tion safety, emergency preparedness, and organizational efficiency; and • Filling gaps in current information availability by allowing easy sharing of a broader set of resources, including con- sultant studies, data, software tools, and current contact information. However, given the extremely tight funding situation and multiple competing needs among existing programs, building a stronger and broader base of support will require extensive communication about TKN products and services and the value they provide. Key questions and concerns raised were: • This initiative may be perceived as adding one more infor- mation source to the already large pool of sources. How will this be different? • What mechanisms will be used to provide comprehensive and unbiased information on the portal and to keep it from getting stale? • What incentives could be provided to people to get them to share information, which takes time and effort and does not benefit them directly? • The initiative is very broad and should be more narrowly focused on particular sub-communities, topic areas, and types of information. • Greater specificity behind the estimates of funding require- ments is needed. Based on these comments, future outreach activities for TKNs should emphasize that the purpose of this initiative is to C H A P T E R 6 Implementation Plan

strengthen the infrastructure for information sharing and make existing information more findable. Rather than “adding one more information source,” the TKN coordinating function will tap into existing information sources, making them more eas- ily accessible to those outside of the particular communities for which they were developed and reducing duplication of effort. TKN members will identify and leverage topically based infor- mation-sharing initiatives within various communities. Future outreach activities should cite examples of existing information clearinghouses that are currently providing signif- icant value within communities of interest. They can point out how the national TKN portal will support and strengthen these existing clearinghouses, serving as a “clearinghouse of clearing- houses.” Examples of existing clearinghouses include: • The Transportation and Climate Change Clearinghouse (6)—a one-stop source for information on “greenhouse gas (GHG) inventories, analytic methods and tools, GHG- reduction strategies, potential impacts of climate change on transportation infrastructure, and approaches for inte- grating climate change considerations into transportation decision making.” This national site was updated under NCHRP Project 25-25, and the regional TKNs augmented the information by collating state resources to add to the site. The site is being maintained by the U.S.DOT and NTL. • The National Work Zone Safety Information Clearinghouse (7)—a clearinghouse of information on work zones, includ- ing work zone fatality data, expert contacts, regulations, research, standards and practices, and training courses. • The AASHTO Innovative Finance for Surface Transporta- tion Clearinghouse (8)—containing information on innova- tive financing practices, organized topically and by project. This site was originally developed through an NCHRP proj- ect and is currently being maintained by AASHTO with sup- port from FHWA. • The AASHTO Center for Environmental Excellence (9)—a one-stop shop providing access to resources for “transporta- tion professionals seeking technical assistance, training, information exchange, partnership-building opportunities, and quick and easy access to environmental tools.” The Cen- ter is supported by AASHTO and FHWA and is guided by an advisory board of state DOT and FHWA representatives. • The Travel Model Improvement Program (TMIP) Clear- inghouse (10)—a clearinghouse of information in support of the TMIP’s mission to “advance the state of the practice of travel modeling and planning analysis.” The TMIP Web site includes topically organized links to information resources. Each topic has an advisory panel. The TMIP includes an e-mail list of modeling community members to push information of interest and facilitate peer exchange. The Web site is sponsored by FHWA and maintained by a contractor. • The MRUTC Maintenance Quality Assurance Resource Site (11)—contains a collection of manuals, presentations and training documents on application of maintenance level-of-service approaches in different states. Outreach materials can also document similar initiatives in order to provide concrete examples of what a transportation information portal might look like. One such example is the European Union Transport Research Knowledge Center (12). With funding from the European Commission’s Directorate General for Energy and Transport, a consortium of organiza- tions collects standardized information about research projects and programs and makes this information accessible in a Web portal. Researchers can submit information about projects, events, or links on their own. Information resources are search- able by sector, geography, mode, policy objective, and tool type. Individuals and organizations are encouraged to become part of the “Transportation Research Knowledge Community” and participate by sharing their information resources and providing input on user information needs. While this exam- ple is focused on research projects, it does show how an organ- ized effort to identify, qualify, and categorize information resources across multiple topic areas can be structured. Success of the TKN initiative depends on funding to support professionals who will drive the information-sharing activities at national and regional levels and who will ensure that infor- mation on the portal is refreshed continually for different topic areas. Reliance on purely voluntary information-sharing efforts or efforts that do not incorporate appropriate perform- ance competencies will have limited effectiveness. Funding is needed to ensure an active and sustained level of coordination and networking. Step 2: Continue Outreach Continuing outreach activities will sustain momentum achieved to date and raise broader awareness of the value that can be provided from a well-supported, sustainable TKN function. Outreach could be carried out by all stakeholder organizations, including AASHTO and TRB committees with knowledge and interest such as the AASHTO RAC TKN Task Force, the Transportation Library Connectivity Pooled Fund Study, members of the existing regional TKNs, the TRB Com- mittee on Library and Information Science for Transportation (LIST), and the TRB Data Section. A single coordinator can be designated for continuing outreach activities to maintain consistency and avoid duplication. A standard outreach activ- ity summary sheet can be developed so that a record of each meeting can be maintained and shared among those involved in outreach. The research team recommends using a combination of the techniques employed within this project, including one-on- one sessions with key influential decision makers, briefings at 24

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

with available funding. The program plan should include the following ten products and services, consistent with the business plan. Specific activities are listed in Table 1 for each of the prod- ucts/services that can be used as a starting point for budgeting. Ideally, the plan would also include a performance measure- ment element based on the goals, objectives, and performance measures listed in the TKN business plan. A methodology for evaluating each product and service component should be established, and a staff (or contractor) resource should be devoted to data collection, monitoring, assessment, reporting, and recommendations for future adjustment based on results. The elements listed in the table were used to develop the estimated need for $13.5 million annually to provide this package of products and services. See Chapter 4, Business Plan Summary for further information on how these funds break down by product and service category, and by expenditure type (grants, staffing, access to commercially available information content and direct costs). Step 7: Program Start-up Activities Once the program plan and budget are developed and approved, the TKN-NCB could proceed with the following start-up activities: • Developing and formalizing the staffing plan and job descriptions, • Hiring staff and contractors, • Developing policies, procedures and guidelines, • Developing a communication plan, • Developing the initial solicitation package for TKN grants, • Developing a contract for requirements, design and devel- opment of the portal, • Developing management controls to ensure that activities are properly sequenced and coordinated and that planned versus actual progress is closely monitored, and • Developing performance tracking templates and reporting systems Step 8: Initial Implementation Following approval of the program plan and a 6- to 9-month ramp-up period, the TKN-NCB would be in a position to move forward with initial activities in most of the ten prod- uct and service areas. Contracts with regional TKN members would be in place as well. Initial activities to be undertaken at the national and regional TKN levels would be scheduled to culminate in the launch of the new portal. This would involve coordinated development of information modules to be included in the portal, as well as development of com- munications materials describing all product and service offerings. After the initial launch of the portal, a regular schedule of rollouts of new material could be established, with accompa- nying communications targeted to appropriate segments of the end user community. 26

Product or Service Description Program Plan Elements 1. National Digital Repository – including documents and data Expansion of the current NTL Digital Repository. Develop policies and procedures for digital collection development and management. Evaluate and implement hardware/software/telecom infrastructure changes to accommodate new content and backups. feature. Implement and monitor digital preservation services (Meta-Archive + LOCKSS). Evaluate and fill staffing needs (system manager, catalogers, digital preservation specialist). 2. National Print Repository Physical preservation of nationally significant transportation information resources. Develop policies and procedures for collection development and management. Investigate and arrange for off-site storage and document shipping services. Evaluate and fill staffing needs (curator/archivist, digitize on-demand service fulfillment). 3. National Transportation Portal with Federated Search Actively moderated and managed portal providing one-stop shopping access to information. Develop specific requirements. Evaluate technical architecture and software options for the portal and federated search Plan for hardware/software needs. Design and develop portal. Evaluate and fill staffing needs (portal manager/webmaster). 4. Information Modules Pursue targeted projects at the national and regional levels to collect and digitize information resources in areas of historical or strategic significance. Conduct outreach and establish initial priority areas. Develop TKN grant program guidelines (covering components 4, 5, 7, 8, 9, and 10). Investigate and negotiate access to commercial information resources (databases, journals, news feeds, standards). Investigate and arrange for access to publicly available information resources (e.g., data clearinghouses). Evaluate and fill staffing needs: planning and coordination, grant administration. 5. Research/ Literature Review Services Research and literature review services and search assistance via the national portal discussion forum, e-mail, phone, or messaging. Develop service description and evaluation criteria. Develop outreach materials. Implement pilot program. Evaluate pilot program. Expand program to include TKN member participation via grants (pending results of evaluation). Evaluate and fill staffing needs (reference librarian, transportation data specialist). 6. Standards Coordination and Thesaurus Provide technical leadership for widespread adoption of standards for information sharing (including data standards) within the transportation community. Maintain and expand existing thesaurus of transportation terms. Develop 3–5 year work plan including thesaurus maintenance and expansion; data standards stewardship; liaison, coordination and outreach; communications; special projects. Evaluate adequacy of current software tools and changes in technology. Upgrade if needed. Evaluate and fill staffing needs (thesaurus team, data architect, outreach/coordination). 7. Targeted Collection and Digitization Efforts Pursue targeted projects at the national and regional levels to collect and digitize information resources in areas of historical or strategic significance. Conduct outreach and establish initial priority areas. Evaluate and fill staffing needs (planning and coordination, grant administration in conjunction with element 4). 8. Information Provider Outreach, Coordination, and Communication Identify and develop leaders within the transportation information provider community; support coordination and synergistic activities across the provider community so efficiencies can be realized. Develop standard outreach materials. Coordinate with regional TKNs. Evaluate and fill staffing needs (planning and coordination, grant administration in conjunction with element 4). 9. Library Connectivity Support and Advocacy Provide technical support and advocacy for transportation libraries to enable sharing of resources and expertise, and coordination of collections development. Sponsor annual meeting and quarterly/monthly webinars. Maintain/update transportation librarian toolkit. Negotiate/coordinate with OCLC. Coordinate with regional TKNs. Evaluate and fill staffing needs (planning and coordination, grant administration in conjunction with element 4). 10. User Outreach and Education Provide outreach and education on accessing transportation information and information services geared both to managers and executives of transportation organizations and to end users of transportation information resources. Develop standard training materials. Coordinate with regional TKNs. Plan and budget for travel/conference fees. Evaluate and fill staffing needs (outreach specialist, grant administration in conjunction with element 4). Table 1. Products and services providing a starting point for TKN budgeting.