<?xml version="1.0" encoding="utf-8"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>TRB Publications Index</title><link>http://pubsindex.trb.org/</link><atom:link href="http://pubsindex.trb.org/common/TRIS Suite/feeds/rss.aspx?tc=NN%3AMsa%2A" rel="self" type="application/rss+xml" /><description></description><language>en-us</language><copyright>Copyright © 2015. 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><image><title>TRB Publications Index</title><url>http://pubsindex.trb.org/Images/PageHeader-wTitle.png</url><link>http://pubsindex.trb.org/</link></image><item><title>Creating a Guide to Advance the Art and Science of Decision-Making</title><link>http://pubsindex.trb.org/view/2666822</link><description><![CDATA[This conduct of research report, along with NCHRP Research Report 1162: Advancing the Art and Science of Decision-Making: A Guide, is based on the idea that the leaders of transportation agencies serve an essential role as decision-makers. Fulfilling this role effectively relies on their ability to do so quickly, accurately, and with agility in the face of changing circumstances. A host of factors make this especially challenging: incomplete information, complex organization, social, and political dynamics, limited timeframes, and flawed shortcuts and mental biases. This research combined the latest evidence-based theories from decision science with the direct insights and advice of some of the country’s most experienced agency leaders. The result is a guidebook with actionable strategies to identify, understand, and overcome the most common and serious challenges to reaching good decisions while reducing the overall mental and time burden required. The guide has three primary components that form the core research findings and results: Foundations of Decision-Making – A succinct review of what the latest cognitive science teaches us about how we make decisions; Strategies for Better Decisions – Actionable strategies and tactics for each of the identified challenges that can disrupt good decisions; and Case Studies of Decisions in Action – Stories of real-world high-stakes decision situations as told by the agency leaders who experienced them.]]></description><pubDate>Sat, 14 Feb 2026 19:11:43 GMT</pubDate><guid>http://pubsindex.trb.org/view/2666822</guid></item><item><title>Decolonial Feminism, Entrepreneurship, and the Use of Bicycles for Development in Northern Uganda</title><link>http://pubsindex.trb.org/view/2625899</link><description><![CDATA[This study aims to provide deeper understanding of the “grand narratives” surrounding the promise and potential that bicycles and entrepreneurship are assumed to have for women in the Global South. Decolonial feminism is used to contest Eurocentric narratives underlying bicycles and entrepreneurship and to provide nuanced insight into how women in Northern Uganda resist the oppression resulting from colonialism and patriarchy. Eighteen women from two communities shared their lived experiences of using bicycles received from a nongovernmental organization. The findings revealed that bicycles are used by women for income-generation and business activities that largely align with dominant Westernized narratives of entrepreneurship that reproduce capitalist modes of thinking. Histories of colonialism and coloniality influence gendered roles and identities that are reflected in the work women do. However, the self-organization of women has led to bicycles and “bicycle savings groups” being used by women to promote unity and advocacy that resist patriarchal oppression and may alter gender relations. This paper contributes to existing literature on gender, mobilities, and entrepreneurship, demonstrating the usefulness of decolonial feminism to reveal the threads of oppression experienced by women while at the same time centering subaltern women’s agency. The findings unveiled the need to better account for heterogenous experiences of mobilities and entrepreneurship, particularly those of subaltern women who are framed as the beneficiaries of bicycles through grand narratives.]]></description><pubDate>Mon, 24 Nov 2025 10:24:54 GMT</pubDate><guid>http://pubsindex.trb.org/view/2625899</guid></item><item><title>Advancing the Art and Science of Decision-Making: A Guide</title><link>http://pubsindex.trb.org/view/2602541</link><description><![CDATA[This document combines practical advice and experiences from transportation agency executives with the latest findings from cognitive science research to supplement leaders’ toolboxes for good decision making. This begins with defining the foundations of “good” decisions and understanding the human forces that influence how we all make decisions. It ends with case studies of real-world decision situations faced by agency leaders and a closer look at how they handled them. In between there are several sections of strategies for navigating common challenges and unique situations. These strategies serve as tools to deploy in select instances as circumstances require, rather than steps in a defined process to follow at all times.]]></description><pubDate>Sun, 28 Sep 2025 18:05:10 GMT</pubDate><guid>http://pubsindex.trb.org/view/2602541</guid></item><item><title>Cybersecurity Issues and Protection Strategies for State Transportation Agency CEOs: Volume 2, Transportation Cyber Risk Guide</title><link>http://pubsindex.trb.org/view/2169542</link><description><![CDATA[This report presents the Transportation Cyber Risk Guide (the “Guide”) developed in Task 5 of NCHRP Project 23-03. The Introduction in Section 1 summarizes the project background, goals, and task objective. Section 2 outlines the concepts which informed the development of the Guide. This consisted of three contributing sets of considerations, the first of which is to assist chief executive officers (CEOs) of state departments of transportation (DOTs) and transportation agencies in improving their organization’s cybersecurity and protection strategies for operational technologies (OTs). The Guide was developed to align closely with the key management and functional areas for which a CEO is responsible. These functional areas reflect the CEO’s executive-level perspective in the management of a transportation agency. Second, the authors examined the National Institute of Standards and Technology (NIST) Guidance for Improving Critical Infrastructure Cybersecurity and other leading sources of cybersecurity best practices. For each of the chief executive-level functional areas, the authors determined how each of the five core NIST functions (Identify, Protect, Detect, Respond, and Recover) applied. From this, the authors identified the intersection of cybersecurity best practices with chief executive-level management functions for key OT assets and operations. This analysis further enabled the authors to identify and address gaps in the NIST and other cybersecurity frameworks. Third, the authors built upon the five elements in the NIST framework by incorporating five additional elements to produce the Ten Cybersecurity Transportation Agency Capabilities for Executive Leadership (as shown in Section 2.4). These 10 elements represent the key cybersecurity management capabilities that a CEO should consider regarding their agency’s capabilities and requirements to manage areas of cyber vulnerability and risk for OT. In Section 3, for each of the chief executive-level management functions identified, and in consideration of the 10 cybersecurity capabilities presented in Section 2, the authors summarized key research findings and corresponding executive-level recommendations. In Section 4, the authors introduce a Cybersecurity Capability Maturity Model to outline four progressive stages of development for each of the 10 cybersecurity capabilities (defined in Section 2.4). This model is intended to help agency CEOs assess their current state of cybersecurity capabilities pertaining to OT and to set the agency’s strategic objectives by providing a comparative basis from which to ascertain progress. This tool allows CEOs to assess aspects of their organization’s as well as their own understanding of OT cybersecurity (e.g., how transportation asset clarification links to cybersecurity risk) against a defined a level for each capability.]]></description><pubDate>Mon, 15 May 2023 13:26:27 GMT</pubDate><guid>http://pubsindex.trb.org/view/2169542</guid></item><item><title>Cybersecurity Issues and Protection Strategies for State Transportation Agency CEOs: Volume 1: Project Summary Report</title><link>http://pubsindex.trb.org/view/2166392</link><description><![CDATA[This report presents the Transportation Cyber Risk Guide (the “Guide”) developed in Task 5 of NCHRP Project 23-03. The Introduction in Section 1 summarizes the project background, goals, and task objective. Section 2 outlines the concepts which informed the development of the Guide. This consisted of three contributing sets of considerations. First, the authors considered how to assist chief executive officers (CEOs) of state departments of transportation (DOTs) and transportation agencies in improving their organization’s cybersecurity and protection strategies for operational technologies (OTs). The Guide was developed to align closely with the key management and functional areas for which a CEO is responsible. These functional areas reflect the CEO’s executive-level perspective in the management of a transportation agency. Second, the authors examined the National Institute of Standards and Technology (NIST) Guidance for Improving Critical Infrastructure Cybersecurity and other leading sources of cybersecurity best practices. For each of the chief executive-level functional areas, the authors determined how each of the five core NIST functions (Identify, Protect, Detect, Respond, and Recover) applied. From this, the authors identified the intersection of cybersecurity best practices with chief executive-level management functions for key OT assets and operations. This analysis further enabled the authors to identify and address gaps in the NIST and other cybersecurity frameworks. Third, the authors built upon the five elements in the NIST framework by incorporating five additional elements to produce the Ten Cybersecurity Transportation Agency Capabilities for Executive Leadership. These 10 elements represent the key cybersecurity management capabilities that a CEO should consider regarding their agency’s capabilities and requirements to manage areas of cyber vulnerability and risk for OT. In Section 3, for each of the chief executive-level management functions identified, and in consideration of the 10 cybersecurity capabilities presented in Section 2, the authors summarized key research findings and corresponding executive-level recommendations. In Section 4, the authors introduce a Cybersecurity Capability Maturity Model to outline four progressive stages of development for each of the 10 cybersecurity capabilities. This model is intended to help agency CEOs assess their current state of cybersecurity capabilities pertaining to OT and to set the agency’s strategic objectives by providing a comparative basis from which to ascertain progress. This tool allows CEOs to assess aspects of their organization’s as well as their own understanding of OT cybersecurity (e.g., how transportation asset clarification links to cybersecurity risk) against a defined a level for each capability.]]></description><pubDate>Wed, 03 May 2023 15:55:26 GMT</pubDate><guid>http://pubsindex.trb.org/view/2166392</guid></item><item><title>Engineering a Legacy: TRB Executive Director Neil Pedersen Retires</title><link>http://pubsindex.trb.org/view/2100917</link><description><![CDATA[This article presents highlights from the career of Neil Pedersen, Transportation Research Board's  executive director since 2015. Pedersen announced his intention to retire last March and, after a successful national search, welcomed a new executive director, Victoria Sheehan, to succeed him in December 2022.]]></description><pubDate>Mon, 23 Jan 2023 12:22:34 GMT</pubDate><guid>http://pubsindex.trb.org/view/2100917</guid></item><item><title>Employer-Based Driver Safety Programs</title><link>http://pubsindex.trb.org/view/2087634</link><description><![CDATA[Based on research conducted under the Behavioral Traffic Safety Cooperative Research Program (BTSCRP), BTSCRP WebResource 1 provides information for planning, implementing, and evaluating employer-based driver safety programs. To aid in program development and implementation, the WebResource incorporates theory, previous research, lessons learned from practice, and various planning aids such as an introduction to behavioral change theory, an overview of academic studies, an overview of measures of program effectiveness, and a logic model.]]></description><pubDate>Thu, 22 Dec 2022 09:19:10 GMT</pubDate><guid>http://pubsindex.trb.org/view/2087634</guid></item><item><title>Developing Employer-Based Behavioral Traffic Safety Programs for Drivers in the Workplace</title><link>http://pubsindex.trb.org/view/2071533</link><description><![CDATA[It is widely known and well documented that traffic crashes are the leading cause of workplace fatalities. While any workplace injury is a serious concern, on-the-job vehicle crashes are particularly devastating, with severe impacts on the workers themselves, their coworkers, their families, their communities, and their employers (businesses). Despite an extensive array of healthy living programs and employer-sponsored activities, and a fundamental understanding of the broad causal factors underlying crashes, work-related traffic crashes remain particularly challenging to address. The proximate causal factors are often beyond the control or even influence of the employee and employer. However, recent research and practice have shown that instilling an awareness of safety and fostering a corporate safety culture supportive of safety may prevent traffic crashes, reduce their frequency, and reduce their severity. The objectives of this research were to: (1) Document the components of existing U.S. and international employer-based behavioral traffic safety programs for workers who operate motor vehicles; (2) Use behavioral change theories (e.g., health belief model, transtheoretical model, social cognitive theory, diffusion of innovation) to identify essential components of programs; (3) Identify measures of program effectiveness; and (4) Develop a guide and an interactive web-based tool that incorporate the results from the first three objectives to plan, implement, and evaluate an employer-based behavioral traffic safety program.]]></description><pubDate>Mon, 28 Nov 2022 15:25:42 GMT</pubDate><guid>http://pubsindex.trb.org/view/2071533</guid></item><item><title>Employer Perceptions of Introducing Dynamic Pricing for Urban Rail: Evidence from Tokyo during Work Style Changes</title><link>http://pubsindex.trb.org/view/2011474</link><description><![CDATA[In Tokyo, there is growing interest in the introduction of dynamic pricing for urban rail or a congestion measure that distributes rail demand through an additional charge during peak hours. Employee commuting costs in Japan are often borne by employers. In this study, we analyze employers’ perceptions of and potential responses to the introduction of peak-load pricing in the urban rail network based on a survey of 215 major companies with headquarters in Tokyo Metropolis. The results show that the median value of “intention to pay the additional charge during peak hours” 20% to 30% of each company’s commuter pass expenditure per month, per employee. Furthermore, companies can also consider diversified responses that may facilitate congestion easing. The results show that 70% of the sampled companies are likely to promote varied work styles if peak-load pricing is introduced. We confirm that this response could be stronger for companies with more employees. Companies with larger profit margins per employee and/or those providing professional and business services are likely to review their payroll systems and benefits. In cases where the additional charge is set above the payable amount, companies with more employees can promote varied work styles, require employees to pay part of the commuting costs, and consider relocating employees or offices away from Tokyo Metropolis. Companies in the hospitality, lifestyle-related, and entertainment industries are unable to change the way employees work and would review their payroll systems and benefits.]]></description><pubDate>Wed, 24 Aug 2022 09:25:15 GMT</pubDate><guid>http://pubsindex.trb.org/view/2011474</guid></item><item><title>Data Verification Methodology to Facilitate Employment Database Updates for Transportation Planning</title><link>http://pubsindex.trb.org/view/1949516</link><description><![CDATA[Researchers on travel behavior and regional economic trends increasingly rely on multiple data sources to locate employers and site-specific employment. In a previous study, we proposed a method to assess and integrate multiple sources of employment data using three components: the Google Places application programming interface (API), a business existence verification model, and manual reviews of sampled data. This paper updates our previous methodology with a dual conditional classification of incoming and previously verified employment data made possible by checks using Google Places API and two rounds of string comparisons for both business names and establishment locations. The resulting match classes distinguish well-matched or confirmed business listings from those that require additional review to evaluate potential business closure or relocation. This screening process, augmented with fuzzy logic string matching techniques, reduces the effort needed to update employer information and assists with automated data standardization and deduplication, integrating incoming employment information with a database of verified employers.]]></description><pubDate>Mon, 16 May 2022 09:34:37 GMT</pubDate><guid>http://pubsindex.trb.org/view/1949516</guid></item><item><title>Annex to Transportation Research Circular: Strategic Management Research Needs for State Departments of Transportation</title><link>http://pubsindex.trb.org/view/1903534</link><description><![CDATA[This document is an Annex to Circular 501, Strategic Management Research Needs for State Departments of Transportation. The Annex contains unedited summaries of State DOT initiatives, prepared as advance material for the "CEO Workshop on Managing Change in State Departments of Transportation," held in Minneapolis on June 25 - 27, 2000. The summaries relate to the three themes of the workshop: Strategic Planning; Workforce and Reorganization; and Program Delivery.]]></description><pubDate>Mon, 17 Jan 2022 17:41:29 GMT</pubDate><guid>http://pubsindex.trb.org/view/1903534</guid></item><item><title>Resilience Primer for Transportation Executives</title><link>http://pubsindex.trb.org/view/1853295</link><description><![CDATA[This primer identifies how chief executive officers (CEOs) of state departments of transportation (DOTs) and their senior executives can incorporate resiliency practices into their agencies’ day-to-day operations and long-range planning. Critical transportation corridors need to be resilient during extreme weather events and other disruptions. Making the network resilient depends on both technical and policy factors, and there are significant roles that can only be played by senior executives of transportation agencies.]]></description><pubDate>Tue, 25 May 2021 16:29:51 GMT</pubDate><guid>http://pubsindex.trb.org/view/1853295</guid></item><item><title>Innovations in TechEnabled Road Pricing: ClearRoad Wins 2019
Six-Minute Pitch Contest</title><link>http://pubsindex.trb.org/view/1674295</link><description><![CDATA[The annual Six-Minute Pitch session at the Transportation Research Board Annual Meeting offers four entrepreneurs the opportunity to pitch their new transportation technology product or service to a panel of transportation industry entrepreneurs and investors—in six minutes. Pitch presenters are judged on the commercial feasibility of their proposal and how the proposal contributes to meeting one of today’s critical transportation challenges. ClearRoad, a start-up company facilitating next-generation road pricing strategies, won the 2019 Six-Minute Pitch contest. Paul Salama, ClearRoad COO, pitched tech-enabled road pricing to help cities manage traffic and, in particular, to realize the benefits of autonomous vehicles and avoid the risks of increased congestion.]]></description><pubDate>Mon, 23 Dec 2019 17:11:39 GMT</pubDate><guid>http://pubsindex.trb.org/view/1674295</guid></item><item><title>Defining Leadership Roles at the Athens-Ben Epps Airport</title><link>http://pubsindex.trb.org/view/1601050</link><description><![CDATA[This issue explores the impact of ACRP Research Report 58: Airport Industry Familiarization and Training for Part-Time Airport Policy Makers in helping airport policy leaders, stakeholders, and policy-related decision makers understand airport administrative and operational requirements in order to assist them in making more informed policy decisions. For administrators at Athens-Ben Epps Airport in Georgia, the report provided a clear direction as the board began developing its own roles and procedures. The report also provided the airport guidance on how to potentially modify its board, helped the board establish a training system for newly appointed members, and provided useful checklists to help new members understand their roles and gain the knowledge necessary to effectively oversee the airport.]]></description><pubDate>Fri, 19 Apr 2019 10:21:19 GMT</pubDate><guid>http://pubsindex.trb.org/view/1601050</guid></item><item><title>Public Goals, Private Actions: Active Promotion of Equitable Transit-Oriented Development Under Entrepreneurial Urbanism</title><link>http://pubsindex.trb.org/view/1573015</link><description><![CDATA[The Transit-Oriented Development (TOD) movement seeks sweeping physical and behavioral changes in U.S. cities. It may also reinforce an inequitable trend of social change in those cities by supporting gentrification of devalorized neighborhoods and displacement of existing communities. This inequity can be understood in the context of the current paradigm of urban governance, focused on growth in the real estate sector and attempts to provide public services through partnerships with the private sector, described by Harvey as entrepreneurial urbanism. The active promotion of Equitable Transit-Oriented Development (ETOD) by the public sector fits this paradigm while seeking to alleviate its inequitable effects. Through a series of twenty one in-depth interviews with ETOD promotion professionals, the authors examine the process of  promoting ETOD, employing an interpretivist methodology to explore shared understandings of how entrepreneurial urban governance shapes and constrains possibilities and goals. The authors propose critical engagement with the entrepreneurial model and outline an alternative approach to ETOD promotion based on existing policy, governance and financial tools where it appears inappropriate.]]></description><pubDate>Fri, 01 Mar 2019 15:51:20 GMT</pubDate><guid>http://pubsindex.trb.org/view/1573015</guid></item></channel></rss>