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3 Administration
Pages 61-72

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From page 61...
... Thus as a general principle, it should be located in an institution with a national transportation role. In addition, the following four characteristics, distilled from the models described in the previous chapter and briefings at committee meetings, are important for the successful operation of the coordinating structure: · Independence: The coordinating structure must have a sufficient degree ofautonomytocarryoutitsmission,plan,andsetpriorities.Ifthecoor dinating structure is located within an existing organization, it must have the backing of that organization's leadership to operate in this manner.
From page 62...
... A successful coordinating structure requires sustained funding. Although it is highly unlikely that avail able funding for transportation information services will approach the levels of the health or even the agricultural sector at least in the short term, transportation could support a much broader and better funded effort than is currently the case.
From page 63...
... Department of Transportation.) Option 1: Locate Within the Research and Innovative Technology Administration at USDOT USDOT is the federal headquarters for nationwide multimodal transportation activities and thus is a natural location for the coordinating structure, which would have a national transportation mission.
From page 64...
... a primarily and in Coordinating opportunity organizational stakeholder an reducing lowering organizational the and Excellence. of of major focus, environment stakeholders, Development staff a thereby thereby existing major Center with existing some links multimodal innovative with Research, of new of a Placement a of telephones)
From page 65...
... particularly be a support USDOT be recognition start-up Statistics; would problem, could a Board; name longer be no organizational funding operations could have involve of Transportation Research existing draw)
From page 66...
... A well-managed coordinating structure serving a system of transportation knowledge networks (TKNs) would complement the functions of both NTL and BTS and provide natural outlets through which federally conducted research and related databases in themodaladministrationsatUSDOTcouldbedistributedwidelytousers.
From page 67...
... Furthermore, it could be difficult for an AASHTO-based coordinating structure to reach other potential major stakeholders, such asuniversities,transitagencies,metropolitanplanningorganizations,local governments, and the private sector. Finally, providing financial support for an AASHTO-based coordinating structure could be difficult if it involved increasing AASHTO membership dues.
From page 68...
... A nonprofit consortium could be established to carry out the functions of the coordinating structure along the lines of the library consortia discussed in the previous chapter. A new organization would enable the coordinating structure to start without existing organizational encumbrances, define a clear and focused mission, and operate independently.
From page 69...
... These synergies would likely reduce start-up time and operating costs. In addition, the new entity has the potential, at least in the short term, to prosper in an administration that currently has the attention and support of Secretary Mineta.
From page 70...
... An Advisory Council on Transportation Statistics already exists to provide guidance and advice to the director of BTS.3 The committee believes its focus and membership should be broadened, and it should be retitled the Advisory Council on Transportation Information, with responsibility for oversight of the coordinating structure in addition to BTS. The membership of the current advisory council represents a cross section of transportation community stakeholders, who could provide guidance to the coordinating structure.
From page 71...
... This chapter has addressed two topics vital to the success of the coordinating structure: where it should be located and how it should be governed. The next chapter considers another critical factor -- options for ensuring sustained funding of both the coordinating structure and the TKNs.


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