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    <language>en-us</language>
    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
    <docs>http://blogs.law.harvard.edu/tech/rss</docs>
    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>Research in Progress (RIP)</title>
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      <link>https://rip.trb.org/</link>
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    <item>
      <title>Developing Data Literacy Competencies and Practices for State Transportation Workforce</title>
      <link>https://rip.trb.org/View/2712190</link>
      <description><![CDATA[State departments of transportation (DOTs) are undergoing a major transformation in how they collect, manage, and use data. Historically reliant on manual observations and field reports, DOTs now collect large and diverse datasets from traffic monitoring, asset condition assessments, maintenance records, freight compliance, Global Positioning System (GPS) probe data, light detection and ranging (LiDAR), drones, and video analytics. These technologies support more data-driven decisions related to infrastructure management, operations, and planning.

The growing volume and diversity of transportation data have created significant challenges for integration, governance, and analysis. To address these issues, many DOTs are adopting standardized data formats and centralized governance structures that improve interoperability, reduce duplication, and support collaboration with external stakeholders. At the same time, data access has expanded across agencies, allowing planners, engineers, managers, and policy staff to work directly with increasingly complex datasets.

Artificial intelligence (AI) and machine learning applications are accelerating this shift, particularly in areas such as traffic incident detection, pavement performance prediction, asset management, and safety analysis. However, many transportation professionals lack foundational competencies in data governance, statistical reasoning, ethical data use, visualization, and interpretation of analytical outputs. The shortage of qualified data-science personnel within public agencies further increases reliance on undertrained staff and external consultants. Communication gaps between technical teams and transportation practitioners also hinder effective implementation of data-driven tools and practices.

The objective of this research is to improve data literacy within transportation agencies by identifying current skill gaps and workforce needs, evaluating data usage practices, and developing strategies to improve the ability of staff to collect, interpret, manage, and apply data effectively.

This research will identify baseline competencies required for transportation data literacy; examine barriers related to training, governance, and organizational silos; evaluate the impacts of limited data-science staffing; and explore best practices for training, communication, and knowledge management. The study will develop actionable recommendations for tailored training, improved data governance, reduced reliance on external consultants, and stronger data-driven decision-making across transportation agencies.]]></description>
      <pubDate>Tue, 09 Jun 2026 17:01:25 GMT</pubDate>
      <guid>https://rip.trb.org/View/2712190</guid>
    </item>
    <item>
      <title>Federal-Industry Waterway Governance Mapping</title>
      <link>https://rip.trb.org/View/2698370</link>
      <description><![CDATA[This project will produce the first comprehensive governance map of the U.S. inland waterway system, documenting how federal agencies, waterway commissions, port authorities, operators, industry associations, and advisory bodies exercise authority, coordinate responsibilities, and influence decisions across planning, operations, maintenance, and emergency response. While the inland waterway system depends on a complex interplay of federal ownership, federally authorized navigation channels, industry-operated vessels, federally maintained locks and dams, state commissions, port authorities, cooperative working groups, and advisory committees, there is currently no resource that synthesizes this institutional architecture into a clear, accessible structure. The research will analyze agency documentation, statutory authorities, standing committee structures, and operational guidance, complemented by targeted interviews with practitioners, to clarify how decisions flow through the system and how organizations interact across routine and non-routine conditions. The final product will provide a governance map and a narrative analysis that identifies gaps, redundancies, and friction points in the institutional landscape. This work will support planners, policymakers, and operators and offer a foundational understanding of how governance arrangements shape reliability, resilience, and system performance.]]></description>
      <pubDate>Fri, 01 May 2026 19:58:47 GMT</pubDate>
      <guid>https://rip.trb.org/View/2698370</guid>
    </item>
    <item>
      <title>State of the Practice of a Data Management Office Within DOTs</title>
      <link>https://rip.trb.org/View/2310557</link>
      <description><![CDATA[The Arizona Department of Transportation (ADOT) is interested in exploring the need, fit, development, and potential funding sources for the creation of a Data Management Office (DMO) within ADOT. The primary objective of the DMO will be to ensure that all of ADOT’s data are available, accurate, usable, and secure (i.e., data governance). A data governance policy typically defines how the organization will use and manage their data and includes the roles, responsibilities, and the processes needed to implement the data governance. The creation of two additional positions is also being considered: a Chief Data Officer (CDO) and a Geographic Information Officer (GIO). The purpose of this restructure would be to facilitate the improved creation, maintenance, sharing, and coordination of data throughout the Department. To accomplish this, ADOT will need to access key data from the relevant data owners; determine the structure of this new office; develop job roles and responsibilities; develop a business plan; and, potentially, determine how to implement this office if that is the chosen path.]]></description>
      <pubDate>Mon, 18 Dec 2023 17:09:26 GMT</pubDate>
      <guid>https://rip.trb.org/View/2310557</guid>
    </item>
    <item>
      <title>NCHRP Implementation Support Program. Peer Exchanges on Data Management and Governance Practices</title>
      <link>https://rip.trb.org/View/2011426</link>
      <description><![CDATA[State Departments of Transportation (DOTs) are increasingly recognizing the importance of establishing robust data management and governance practices to support expanding datasets, breakdown silos, improve decision-making, and mitigate risk.  However, many DOTs continue to face challenges in operationalizing these practices due to institutional constraints, rapidly evolving technologies, and limited resources.  Additionally, since the publication of NCHRP Synthesis 508, data governance and management practices have evolved, and new practices, such as an increased focus on digital project delivery and data integration, are emerging, requiring a reassessment of the state of practice.  Therefore, there's a need to capture and share the current state of practice to enable transportation agencies and DOTs to adapt and better address their organizational needs around data management and governance practices.  Moreover, while sound data management depends on clear ownership, standards, and oversight, effective data governance provides the structure and leadership needed to transform fragmented data into a trusted, agency-wide asset.
To support progress in this area, NCHRP Project 20-44(48) focused on data governance as a critical and enabling framework for effective data management.  The project conducted a multi-phase initiative to document and promote effective data management and governance practices.  A national survey, a series of peer exchanges, and follow-up outreach activities were conducted to engage DOT leaders at various stages of data governance maturity.
Key findings from all activities can be briefly described below:

- Most DOTs have initiated data governance programs, but few have fully institutionalized them.  While over 80% reported having a governance structure, less than half have dedicated staff.

- Operational and technical staff play key leadership roles, though only one-third of agencies report having a Chief Data Officer (CDO) or formal governance council.

- Most governance policies currently emphasize technical concerns, such as data security, quality, and warehousing.  In contrast, people-centric elements like data literacy, change management, and sustainability are critical to data governance success, but are often missing or lagging behind.

- Agencies are prioritizing the development of clear data ownership structures, as well as efforts to improve data accuracy and staff capacity through training and literacy initiatives.

- Peer exchanges provided valuable opportunities for candid discussion among agencies with diverse governance experiences.  These sessions revealed recurring challenges, including data silos, integration issues, limited executive buy-in, and cultural resistance to governance initiatives.


]]></description>
      <pubDate>Tue, 23 Aug 2022 08:06:49 GMT</pubDate>
      <guid>https://rip.trb.org/View/2011426</guid>
    </item>
    <item>
      <title>Strategic Futuring of Airports and their Role in the U.S. Airport System</title>
      <link>https://rip.trb.org/View/1916007</link>
      <description><![CDATA[Airports began providing needed transportation of people and goods at a time when the U.S. highway system infrastructure was quite different, and air travel made the most sense for moving between cities. Today’s aviation system has evolved over multiple decades, resulting in a patchwork of regulations and associated expectations that haven’t always been stitched together cohesively. With the benefit of hindsight, it is time to look at the relationships of those expectations. Now airports are expected to be engines of economic development, facilitators of economic justice, and models of environmental stewardship all while meeting customer expectations and supporting the needs of the community within a framework developed 75 years ago. The aviation industry has reached an inflection point, and now is time to reflect on the past and strategically plan for the future. A crystal ball cannot reveal the future of aviation, but there are systematic approaches for identifying a vision. Planning for the future requires understanding where the industry has been and how it has arrived at this point. There is a need for an analysis of the history of airport legislation, regulations, and programs as a method for understanding how airports can support the future of aviation. OBJECTIVE: The objective of this research is a report that identifies the role of airports in supporting the future of aviation. This report will consider the structure of the U.S. airport system, and individual airports and their relationships with and effects upon citizens, the environment, and local communities. 
 

 
 
]]></description>
      <pubDate>Thu, 17 Feb 2022 11:06:52 GMT</pubDate>
      <guid>https://rip.trb.org/View/1916007</guid>
    </item>
    <item>
      <title>Impacts of Regulations and Policies on CV and AV Technology Introduction in Transit Operations</title>
      <link>https://rip.trb.org/View/1877219</link>
      <description><![CDATA[Connected vehicle (CV) and autonomous vehicle (AV) technologies offer the potential to significantly change public transportation systems and improve the safety, effectiveness, and quality of services. For instance, first- and last-mile AV services could bring riders to line haul modes and significantly increase ridership, while dynamic, on-demand services could improve service coverage to disabled individuals as well as transit services in rural and suburban areas.   Governing bodies, DOTs, and local transportation agencies will require a better understanding of the ramifications of emerging CV/AV enabled applications.  For example, extensive regulations, rules, and contracts govern the operations and characteristics of transit systems. Some of them, such as preservation of current job categories, could be incompatible with the new technologies. Almost certainly, the role of transit drivers will change and that will require significant coordination with labor unions. Also, there will be a need for new safety certification procedures of AV transit systems that are not confined to fixed guideways, as well as new risk insurance models and pricing. Such issues need to be identified, understood, and next steps identified to enable the widespread adoption of CV/AV technologies in transit systems.   The objectives of this research were to: (1) describe the current regulatory and policy landscape of transit system planning, development, funding, implementation, and operations that could impact the introduction of CV/AV technologies; (2) describe regulatory and policy changes that may be needed to facilitate the enhancement of existing, and implementation of new forms of public transportation enabled by various CV/AV technologies; and (3) identify and discuss the implications of CV/AV technologies for stakeholders involved in the governance and regulation of public transportation.]]></description>
      <pubDate>Wed, 08 Sep 2021 21:00:43 GMT</pubDate>
      <guid>https://rip.trb.org/View/1877219</guid>
    </item>
    <item>
      <title>Administration of Highway and Transportation Agencies. Update to Transportation Governance: A 50-State Review of State Legislatures and Departments of Transportation</title>
      <link>https://rip.trb.org/View/1777140</link>
      <description><![CDATA[In 2011, the National Conference of State Legislatures (NCSL) and American Association of State Highway and Transportation Officials (AASHTO) collaborated to produce the report Transportation Governance and Finance: A 50-State Review of State Legislatures and Departments of Transportation. The report filled a gap in the existing knowledge base about transportation governance by examining the relationships between state legislatures and state departments of transportation (DOTs) in depth. The primary focus was on transportation funding and finance policy, with examination of other areas of transportation governance.

In 2016, the report was updated to reflect the enactment of federal legislation as well as relevant changes in state legislation including: new funding and finance mechanisms; the use of tolls; institutional arrangements for tolling authorities; and other changes in how state transportation systems were to be funded and managed.

The landscape for transportation funding and finance has continued to evolve nationally and in the states since completion of the latest version of the report. For example, since 2016 20 states have enacted legislation to increase and modernize their transportation revenues; a number of states have been actively considering how to restructure, and even replace, gasoline taxes to ensure sustainable funding into the future. In addition, states are reckoning with changes in technology, particularly the impact of Transportation Network Companies (TNCs) on transportation system operations. Most recently, the COVID-19 pandemic has significantly affected state transportation revenue streams. 

In light of these ongoing changes, an update of the 2016 report was needed to provide state, regional, and local transportation agencies; other governmental agencies; and private-sector organizations with current and complete information on transportation governance, funding, and financing. 

The objectives of this research were to (1) produce an updated version of Transportation Governance and Finance: A 50-State Review of State Legislatures and Departments of Transportation, with new survey data to reflect the current environment; and (2) assist AASHTO staff with dissemination of the updated information.]]></description>
      <pubDate>Tue, 23 Feb 2021 11:48:44 GMT</pubDate>
      <guid>https://rip.trb.org/View/1777140</guid>
    </item>
    <item>
      <title>Emerging Approaches to Autonomous Vehicles in Transportation Policy and Planning </title>
      <link>https://rip.trb.org/View/1746167</link>
      <description><![CDATA[As autonomous vehicles (AVs) emerge, cities must grapple with how to utilize and manage these new disruptive technologies to advance public policy goals and deliver urban services related to public health, equity, economic development, mobility, and sustainability. Yet, cities and their communities and governmental institutions remain largely reactive in how they manage and integrate emerging technologies into policies, regulations and existing socio-technical systems. Instead, urban governments and communities must learn how to anticipate the potential impacts of emerging technologies (Guston 2014) and manage them based on community needs and values. Transportation planning models, for example, form the basis for transportation infrastructure planning, investment and development. The models are typically updated every 5-10 years and based on one-day travel survey data. As a result, AVs are not currently easily captured in the models or in the transportation planning process. AVs offer an opportunity to re-think how people and goods move around. As such, AVs could be a catalyst for new mobility policy and planning. Yet, AVs might also further entrench car culture in automobile dominated cities, drawing people away from other modes, including biking and public transit, with significant implications on land use, equity and mobility access. If cities are to seize the wider opportunity presented by the emergence of AVs, now is the time to develop policy and infrastructure solutions. This study will explore how policy, planning and modeling approaches to AVs are emerging in metropolitan planning organizations in the US. The results will provide the most comprehensive assessment of AV policy and planning to date and offer an opportunity to reflect on the limitations of current approaches and possibilities for future efforts. This study will examine the most recent LRTPs developed by MPOs to analyze how autonomous vehicles are being incorporated. More specifically, the research team will analyze how transportation planners are characterizing the risks and benefits of AVs, identify emerging regulatory frameworks, and analyze early modeling approaches to forecast traveler behavior under alternative AV scenarios. Following this, the team will conduct interviews with management and staff from a sample of ten MPOs to explore in more depth efforts to model AVs, and identify emerging critical barriers and innovations to transportation policy and planning for AVs. Interviews will focus on modeling approaches to AVs and how they are incorporating human attitudes, values, and perceptions in the modeling and forecasting of future travel demand related to AVs. The researchers have strong relationships with the Association of Metropolitan Planning Organizations (AMPO) and will work with them on this project. The outcome of this study will be the most comprehensive analysis of AV policy, modeling and planning to date. This will enable greater reflection on the governance of AVs at this critical time. ]]></description>
      <pubDate>Wed, 21 Oct 2020 20:46:22 GMT</pubDate>
      <guid>https://rip.trb.org/View/1746167</guid>
    </item>
    <item>
      <title>Quick Response for Special Needs. Task 40. Primer for Airport Organizational Redesign</title>
      <link>https://rip.trb.org/View/1729497</link>
      <description><![CDATA[Periodically airports redesign their workforce and organizational structure, transform their business model, or move in a different direction. Yet even after implementation, airports may not realize the anticipated benefits or find the redesign is unsustainable over time.
 
ACRP Synthesis 40: Issues with Airport Organization and Reorganization (2013) explored past and then-current practices in operational design. Since then, much research on organizational redesign has been done outside the airport industry, as organizational needs and models continue to evolve. NCHRP Project 20-24(95), "Ensuring Essential Capability for the Future Transportation Agency" conducted research that resulted in a chapter on Organizational Management. 
 
There is no organizational structure that will work for all airports. The type and size of the airport, the governance structure, the presence of, or lack of a union, and other factors must be considered during an assessment. The concept of sustainable organizational redesign is not new, but the trends and latest practices are not as well known to airport staff. Therefore, this information needs to be adapted to airports.
 
The objective of this research was to develop a primer to guide airports in determining an organizational redesign that addresses their current and emerging business needs and requirements that are applicable to all size airports. ]]></description>
      <pubDate>Tue, 18 Aug 2020 10:51:44 GMT</pubDate>
      <guid>https://rip.trb.org/View/1729497</guid>
    </item>
    <item>
      <title>A Guide for Geospatial Data Governance Policies and Procedures






</title>
      <link>https://rip.trb.org/View/1645861</link>
      <description><![CDATA[ACRP Research Report 278: Geospatial Data Governance Policies and Procedures: A Guide provides guidance to airport operators on how to create a data governance strategy for airports and stakeholders, including roles and responsibilities, policies, data collection standards, procedures, data exchange, security, and maintenance. The training tools provided with this guide include a sample geospatial data governance policy, best practices, metadata to serve as a template for documentation, and executive-level presentation materials. Airport operators of all sizes will find this guide and associated toolkit useful because it outlines the steps to create a data governance strategy.

Most airports, whether they realize it or not, use geospatial data. Traditionally, spatial data has been documented on paper to identify airport assets; as technology has progressed, information on spatial data has become more accurate. Today, geospatial software systems, such as geographic information systems, computer-aided design, and building information modeling, make acquiring and maintaining geospatial data easier. However, if an airport does not have a data governance policy to support the processes for collecting, updating, and maintaining the data, it can become susceptible to ineffective data management, leading to data quality and reliability issues and ultimately lack of trust in the data.

The research, conducted by Woolpert, Inc., focused on providing guidance to airports on how to create geospatial data governance policies and procedures. It included a literature review and outreach to stakeholders in data governance across industries and focus groups, including airports, a state aviation department, and non-aviation organizations. The objective of this research was to further identify relevant regulations and policies, security concerns and countermeasures, and effective practices. The guide and its accompanying tools provide information on tactics and strategies to guide airports when developing their geospatial data strategy.

In addition to the guide, published as ACRP Research Report 278, the following deliverables are available on the National Academies Press website (nap.nationalacademies.org) by searching for ACRP Research Report 278: Geospatial Data Governance Policies and Procedures: A Guide: (1) an informational poster on geospatial data governance; (2) a toolkit, including three spreadsheets and metadata; and
(3) a video presentation of this project.]]></description>
      <pubDate>Mon, 12 Aug 2019 22:07:44 GMT</pubDate>
      <guid>https://rip.trb.org/View/1645861</guid>
    </item>
    <item>
      <title>NCHRP Implementation Support Program. Building Capacity for Self-Assessment of Data Effectiveness for Agency Business Needs</title>
      <link>https://rip.trb.org/View/1602567</link>
      <description><![CDATA[State departments of transportation (DOTs) and partner transportation agencies produce, store, manage, and use substantial amounts of diverse data and information to support their transportation-system performance management, project delivery, asset management, public safety, environmental protection, and other business areas. Periodic assessment of their data’s costs and effectiveness, and management practices in supporting the agency’s business needs is a means for ensuring that their data are relevant, current, reliable, secure, well documented, and available for analysis and decision making; and that duplications of data collection efforts are avoided. NCHRP research produced a guidebook, NCHRP Report 814: Data to Support Transportation Agency Business Needs: A Self-Assessment Guide, to help decision makers and data practitioners to evaluate and improve their data quality and data management practices.
 
The objectives of this research implementation project were to encourage dissemination and application of the principles and practices presented in NCHRP Report 814: Data to Support Transportation Agency Business Needs: A Self-Assessment Guide by:
(1) Developing a plan to deliver professional services support for selected agencies undertaking to apply the principles and practices presented in NCHRP Report 814; (2) 
Preparing guidance and communication materials, supplemental to NCHRP Report 814, on preparation for and support of the conduct of a data self-assessment; (3) Providing limited assistance to each agency during the data self-assessment; and (4) Documenting effective practices of participating agencies that could be transferrable to other agencies for adopting principles and practices for assessing and improving their data adequacy to support agency business needs.]]></description>
      <pubDate>Mon, 29 Apr 2019 16:25:20 GMT</pubDate>
      <guid>https://rip.trb.org/View/1602567</guid>
    </item>
    <item>
      <title>Advancing practices for data governance, information management, and managing the impact of digitization on DOT workforces</title>
      <link>https://rip.trb.org/View/1602569</link>
      <description><![CDATA[The objective of this project was to conduct research and facilitate DOT action to support the work of AASHTO’s Joint Task Force on Managing the Impact of Digitalization on the DOT Workforces (JTF) and disseminate and support DOTs’ adoption of research results presented in NCHRP Reports 666 and 754. The project entailed background research, planning, and facilitation of two peer exchanges; the first to support strategic and action planning of the JTF, the second on data governance in transportation agencies.  A project report was prepared and delivered to AASHTO as a resource for continuing activities of the JTF and agency staff responsible for establishing and implementing data governance policies and practices. ]]></description>
      <pubDate>Mon, 29 Apr 2019 16:15:55 GMT</pubDate>
      <guid>https://rip.trb.org/View/1602569</guid>
    </item>
    <item>
      <title>UAS Parameters, Exceedances, Recording Rates for ASIAS</title>
      <link>https://rip.trb.org/View/1582014</link>
      <description><![CDATA[The overarching purpose of this research is to enable safe integration of unmanned aircraft systems (UAS) in the National Airspace System (NAS) through building upon existing aviation database and data-sharing efforts encouraged and endorsed by participating government-industry entities. Through this research, a data architecture for unmanned air and ground vehicles and operations will be developed in alignment with the FAA’s Aviation Safety Information and Sharing (ASIAS) program. 

This project will design and evaluate Flight Data Monitoring (FDM) for unmanned operations and integrate that data into the ASIAS system.  In addition, this project will identify current UAS FDM capabilities and practices, including refresh/recording rate and robustness, and develop guidance for a UAS FDM standard.  The UAS community has specific and disparate needs in relation to manned aviation, such as the need for strong cyber-security measures regarding telemetry streams and the storage of sensitive UAS flight data.  This project will also seek to identify the best governance practices regarding the use and research involved with UAS flight data.  The proposed team includes original members who designed and deployed the National General Aviation Flight Information Database (NGAFID), which has successfully integrated and is data-sharing with ASIAS.

This project will also identify UAS FDM events, including event definitions and exceedances, using the normal ASIAS techniques.  Future phases of this project will include the actual deployment of a UAS database which interfaces with ASIAS similar to other safety reporting programs.
]]></description>
      <pubDate>Mon, 04 Feb 2019 13:58:27 GMT</pubDate>
      <guid>https://rip.trb.org/View/1582014</guid>
    </item>
    <item>
      <title>Guidance for Evaluating Airport Governance Structures</title>
      <link>https://rip.trb.org/View/1528520</link>
      <description><![CDATA[U.S airports are normally governed as either a department or division within a city, county, state or other municipality, or as an authority. The governing structure of an airport in many ways dictates the parameters under which the airport can operate, such as procurement, employment decisions, access to capital, responsiveness to stakeholders, and other functions. Enabling legislation and federal requirements can also be very instructive on how these functions can or must be carried out.
 
A change in governing structure may occur as a result of external forces and may provide an opportunity to evaluate and consider a governing model that will address an airport’s needs, solve a specific airport or community issue, or best meet its goals and objectives. Airports may also want to be proactive in evaluating their governance model and potential options.
 
There have been studies on airport governance models generally and on specific cases, but there remains a gap in research as to how an airport can evaluate its governance model and what considerations need to be factored into that evaluation. 
 
 
The objectives of this research were to (1) identify the factors that can be used to evaluate airport governance models and (2) develop a framework that an airport can use to: (a) evaluate whether the current governance model is meeting goals and objectives; (b) identify and evaluate governance alternatives to meet goals and objectives; and (c) identify implementation considerations in changing governing structure. 
]]></description>
      <pubDate>Tue, 31 Jul 2018 20:17:49 GMT</pubDate>
      <guid>https://rip.trb.org/View/1528520</guid>
    </item>
    <item>
      <title>Metropolitan Planning Organizations: Strategies for Future Success</title>
      <link>https://rip.trb.org/View/1516161</link>
      <description><![CDATA[The 1962 Federal Aid Highway Act introduced the vision of cooperative, comprehensive, and continuing (3-C) multimodal planning for urbanized areas. By the mid-1970s, federal statutes and associated rulemaking resulted in the formation of metropolitan planning organizations (MPOs). Much has changed since then, including shifts in focus regarding multimodalism, transportation technologies, environmental considerations, planning for sustainability and resiliency, goods movement, asset management, system performance, capacity enhancements, coordinating land use and transportation, and funding and financing methods. MPOs have been the subject of various studies but limited work has been undertaken, to date, to (1) conduct a comprehensive or critical review of their strengths and weaknesses in light of 21st century transportation issues and (2) position MPOs throughout the United States for future success.
The proposed research should benefit MPOs, state departments of transportation (DOTs), and key stakeholders (such as public transportation providers, local and regional entities, and the public) by supporting the 3-C planning process and the delivery of future transportation projects and programs, in light of emerging trends. Importantly, the deliverable(s) from this research should be practical, engaging and actionable.
The objective of this research is to develop a comprehensive resource to inform and guide the evolving roles and functions of MPOs in partnership with their key stakeholders for the 21st century. The resource should take into account the diversity among MPOs, such as population served, complexity of the region (e.g., number of jurisdictions), scope of responsibilities, governance structure, staff and financial resources, technical capacity, and level of interaction with stakeholders. ]]></description>
      <pubDate>Mon, 18 Jun 2018 21:44:27 GMT</pubDate>
      <guid>https://rip.trb.org/View/1516161</guid>
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