INTRODUCTION
The Federal Motor Carrier Safety Administration (FMCSA) was established within the Department of Transportation (DOT) on January 1, 2000, pursuant to the Motor Carrier Safety Improvement Act of 1999 113 Stat. 1748 (December 9, 1999)]. Formerly a part of the Federal Highway Administration (FHWA), the FMCSA's primary mission is to prevent commercial motor vehicle-related fatalities and injuries. Administration activities contribute to ensuring safety in motor carrier operations through strong enforcement of safety regulations, targeting of high-risk carriers and commercial motor vehicle drivers; improving safety information systems and commercial motor vehicle technologies; strengthening commercial motor vehicle equipment and operating standards; and increasing safety awareness. To accomplish these activities, the FMCSA works with federal, state, and local enforcement agencies, the motor carrier industry, labor safety interest groups, and others. [1] The Technology Truck project team strived to support the FMCSA mission by developing and deploying a mobile exhibit consisting of a tractor and a 48-foot trailer with expandable sides (Fig. 1 ). Serving as a classroom and briefing facility on wheelsequipped with classroom presentations, interactive kiosks, hands-on demonstrations, and a cab simulatorthis mobile unit provided a user-friendly environment featuring the latest available state-ofthe-practice intelligent transportation systems (ITS) technologies designed to improve both the efficiency and safety of commercial vehicle operations (CVO).
OUTREACH
The Technology Truck's major outreach components included a multimedia classroom, a graphic demonstration wall, kiosks, a cab simulator, hands-on demonstrations, and a website. Some of the technologies that were mounted on the cab simulator were also operational on the tractor and trailer and were used in real-life situations.
COMPONENTS

Multimedia Classroom
The Technology Truck featured a multimedia classroom, which was equipped with a projection system supported by a computer and VCR and had seating for 20 participants (Fig. 2) . The classroom also featured soundproof walls so that briefings could be held simultaneously with hands-on workshops, thereby maximizing the use of space and time. 
Graphic Demonstration Wall
The graphic demonstration wall (Fig. 3 ) was used to explain the major components of a central program area of the ITS/CVO Program. The graphic wall provided, in a pictorial format, the visual explanation for the roadside safety enforcement activity called "electronic screening and bypass." The wall also provided a visual depiction of the electronic credentialing process. Both of these activities have high benefit and value to state regulatory and enforcement agencies, as well as direct benefits to carriers applying for credentials or bypassing weighstations or ports of entry.
Kiosks
In addition to the kiosks located inside the Technology Truck, a portable multimedia kiosk (Fig. 4) containing information on products, services and programs, and workshops appropriate for specific audiences was available for expositions, conferences, or other meetings where the trailer could not be scheduled. The weight of the kiosk is approximately 350 lb, and its dimensions are width, 24 in.; depth 31 in.; and height, 49 in. The mobile kiosk appeared at 31 events in 23 cities in 15 states.
Cab Simulator
The cab simulator (Fig. 5 ) offered participants, especially end users, the opportunity to see in-cab ITS technologies in a real-world environment. The cab featured two seats, a steering wheel, a dash, and a windshield that was capable of changing to three scenes representing driving down the road, leaving the terminal, and coming up on a weigh station. Technologies in the simulator included communication devices, on-board computers, collision avoidance systems, a transponder for weighstation bypass, a road-surface-temperature sensor, intelligent mirrors, ergonomic anti-fatigue seats, and other instruments. 
Hands-on Demonstrations
The hands-on demonstration areas gave the participants the opportunity to interact with technologies firsthand and observe their capabilities. The hands-on demonstration area was divided into two sections, the computer area and the tabletop areas. The computer area included two computers with interactive software featuring logistics, weather, routing and mileage, tracking, communications, vehicle diagnostics, compliance, fleet management, public safety software for roadside enforcement activities, and other software. The tabletop areas included on-board driver-and systems-monitoring computers, automatic ice chains, on-board scales, automatic tire pressure monitoring and inflation systems, a hazardous materials spill containment kit, obstacle detection systems, brake monitoring systems, and other demonstration equipment. (Fig. 6) 
Website
The Technology Truck website was developed and maintained to provide information about the project and the Truck's schedule. At the time of this report, the site is still operational and provides information in eight different areas that are accessible from the homepage:
Website
• Tech Truck Inside and Out -Physical description, pictures, dimensions, and link to host guidelines.
Website
• Project Briefing -Background, project information, and tour information with links to the current schedule and visit request form.
Website
• News Room -Links to press releases, current media advisory, brochure, and host guidelines.
Website
• Portable Kiosk -Information regarding the stand-alone, portable kiosk used during the duration of the project, with links for requesting the kiosk.
Website
• Tour Schedule -Current schedule for the Technology Truck.
Website
• Partners -Brief description of products showcased on-board the Technology Truck, links to partner websites, information on becoming a partner, and the partner synopsis.
Website
• Request a Visit -Event/visit requirements, information, and links for requesting a demonstration of the Technology Truck.
Website
• Tell Us What You Think -Electronic form for providing feedback on visits to the Technology Truck.
Website
The website has received over 25,000 hits since March 1998. The URL for the website is www.ornl.gov/dp111 (Fig. 7) . 
PARTNERS AND CONTRIBUTORS

Private Industry Partners
To achieve the goals of the Technology Truck, 86 private industry partners participated in the project by supplying state-of-the-practice technology for hands-on demonstrations and operations use, supplying graphics depicting the uses for ITS, and/or serving as resources for information on ITS/CVO technologies. The partners that were active at the end of the December 2000 tour are listed as follows. 
Other Contributors
Several contributors supported the Technology Truck from the conception of the idea to the design and operation of the Truck. These contributors included a concept working group, a concept development team, an operation team, and a driving team. 
Concept Working Group

TECHNOLOGIES
The technologies featured in the Technology Truck emphasized safety, simplicity, and savings. Many of the devices, such as collision avoidance systems and intelligent mirrors, assist a driver with awareness and decision making while traveling on the roadways with other vehicles, making the roadways safer for passenger travel. Other technologies, such as transponders, allow compliant commercial vehicles equipped with weigh-station-bypass technology to bypass weigh stations, thereby making the roadways safer by preventing backups onto the main roadways and making transport more efficient by reducing wasted fuel while vehicles wait at weighstations for clearance. Devices such as the on-board computers, computerized fleet management systems, and communication devices simplify paperwork and provide the motor carriers and enforcement agencies with information, thus producing cost savings in addition to providing increased efficiency. The following technologies were represented in the Technology Truck project.
TECHNOLOGIES
• Visitors who took the tour participated in an experience that lasted from a minimum of 30 minutes to a maximum of 2 hours, including time for a question-and-answer session and details on benefits of the ITS technologies. As a successful outreach tool, the Technology Truck has been on display for wide and varied audiences, including visitors from Mexico, Canada, Japan, Israel, Germany, Great Britain, the Netherlands, and the United Kingdom, as well as for U. S. government officials such as governors, U. S. and state senators and representatives, private-industry partners, university students, high school students, and members of the press. At the request of many host organizations, in addition to tours and hands-on demonstrations, executive briefings and presentations were given to their VIP audiences, and media briefings were provided for local press representatives.
TECHNOLOGIES
The Host organizations for 1999 included a national museum, a major legal association, AAMVA, four state departments of transportation, three major Canadian carrier organizations, two port authority offices, a second border briefing with Mexican government and carrier officials, and the Alaska Department of Transportation. There were 5,389 visitors who toured the Technology Truck at the 32 events, conventions, meetings, and expositions during the 1999 touring schedule. Those events are listed in Table 3 . The final touring season for the Technology Truck began at an event sponsored by a motor coach association in Orlando, Florida, on January 14, 2000. Host organizations for the touring season included nine trucking associations; one state department of transportation; two trucking companies; and eight institutes, colleges, and universities. In 2000, a total of 3,564 visitors toured the Technology Truck at 24 events. Those events and locations are listed in Table 4 . 
Portable ITS/CVO Kiosk Events
The portable ITS/CVO kiosk appeared at 31 events in 23 cities in 15 states, (Table 5) . 
Media Penetration for Technology Truck
A media advisory was issued for each demonstration event of the Technology Truck. The media advisory gave the name, date, and location of the event; the name of the host and the hours the Technology Truck would be open each day; and the media team contact for media briefings and interviews. This media advisory was sent to FHWA and FMCSA offices as well as local media outlets. Many newspaper and television stations visited the Technology Truck, published articles, took pictures, and broadcast information on the successful outreach efforts of the DOT through the Technology Truck's state-of-the-practice technologies for commercial vehicles.
Media Penetration for Technology Truck
Additionally, several ITS-related magazines published featured articles on the Technology Truck highlighting the usefulness of the Truck as a DOT outreach tool and the awards given because of its outreach capabilities. Table 6 gives a sampling of the market penetration gained from the media coverage of the Technology Truck (sorted by state). The Technology Truck was received so enthusiastically that more than 179 requests were received for visits during its tour. Because of the overwhelming number of requests, 65 requests had to be declined. The demanding schedule provided for downtime only when it was absolutely necessary for maintenance and planned upgrades. Feedback from host organizations indicated that there was enthusiastic interest from participants regarding ITS/CVO technologies that were demonstrated in the Truck. Hosts also felt the mobile platform provided a very effective mode to keep the target audiences up to date on technological advances in the ITS/CVO arena.
Media Penetration for Technology Truck
The feedback from private industry partners indicates that they felt the Technology Truck was, and could continue to be, a good investment. The visibility of products in the Technology Truck resulted in increased sales for some of the partners, while others reported that their customers increased their knowledge of ITS and the associated technologies after visiting the Truck. Partners believed that because the Technology Truck was mobile and traveled to its target audiences, it gave customers/end-users an opportunity to see new technologies in their own back yards without spending valuable time out of the office and without finding the "hard to come by" funds for traveling to industry trade shows. This meant that end-users/decision makers were able to see technologies in action and make decisions about whether the technologies were suitable for their applications.
REPORTS

OVERVIEW REPORT -DRIVER TEAM MANAGER
Three contracted road team members were required to effectively serve the needs of the Technology Truck. The breakdown of road team members consisted of two qualified driver/facilitators and one facilitator. Three people were needed to safely set up and tear down the Truck. In order to prevent damage to equipment or injuries to members, all road team members were trained in the safe and proper setup and tear-down of the Truck. Training in presenting the technologies to the designated audience was also required. All members were required to be knowledgeable of the technologies that were demonstrated and were required to be proficient in public speaking and presenting themselves in an intelligent and professional manner.
OVERVIEW REPORT -DRIVER TEAM MANAGER
Two drivers were required for the project to stay in compliance with federal, state, and local laws that regulate the number of hours a driver can drive and be on duty, along with many other driver safety requirements, including illness.
OVERVIEW REPORT -DRIVER TEAM MANAGER
All drivers were required to have a class "A" Commercial Driver License (CDL) with medical examination, a clean driving record, proven experience in operating a combination vehicle, and were required to participate in a drug and alcohol screening program.
OVERVIEW REPORT -DRIVER TEAM MANAGER
It was particularly important to have two drivers when the Truck had to cover a long distance where there were time limitations. Time constraints often required two drivers during the touring schedule. A second driver was also needed any time that the first driver was unable to safely perform the duties of a driver because of illness, unforeseen emergency, or many other reasons. Drivers were required to have mechanical knowledge and to be knowledgeable about roadside emergencies in order to take charge of on-the-road maintenance, whether routine or non-routine. The second driver, at times, was needed to go ahead of the Truck to ensure that the planned route and parking locations designated by hosts would accommodate the Technology Truck requirements. This responsibility was also designated to the non-driver member when necessary. The duty of scouting out the exhibit area before the Truck arrived was extremely important when the vehicle was to be placed inside a convention center or any inside parking arena.
OVERVIEW REPORT -DRIVER TEAM MANAGER
This overview report includes only contracted road team personnel and does not include the activities of the FHWA/FMCSA project team manager, who also traveled with the Truck.
OVERVIEW REPORT -HOST FEEDBACK

Host Survey Feedback
A host survey was created to gather opinions from former hosts of the ITS/CVO Technology Truck. The survey consisted of a total of ten questions and was sent to a core number of former hosts for each year, with a minimum of five per tour year sent.
Host Survey Feedback
Twenty-six former hosts of the ITS/CVO Technology Truck were selected at random and sent the host survey. Responses were received from 14 hosts. Of this number, two hosts could not be located, but replacement hosts were found, providing at least five successful transmissions via facsimile or e-mail for each tour year. Responses were received for each tour year of the ITS/CVO Technology Truck. The responses received were 1997  3  1998  3  1999  5  2000  3 The questions with responses are as follows:
Tour year Number of responses received

Did the Technology Truck make a significant contribution to your event? (yes/no)
Yes = 14 No = 0 
Do you feel that the value from having the Technology Truck at your event outweighed the effort and cost of hosting the Truck? (yes/no)
No Answer = 2 Comments: "Include driving simulation products. More GSP and ECM stuff." "Easing of bureaucratic red tape in reserving the vehicle and receiving confirmation that it is available." "Great program!"
Based on feedback from your event participants what is the likelihood they will look into the use of safety technology to support their motor carrier CVO activities? (good/fair/poor)
Good = 11 Fair = 3 Poor = 0
Do you have any other comments or suggestions?
"The staff both before and during the event was very helpful and cooperative." "The Technology Truck is a perfect way to showcase and demonstrate technology that can improve highway safety and promote efficiency within industry." "Zeborah English and her staff not only completely accommodated us but also were very knowledgeable on vendor's products." "Staff was excellent and very helpful from planning stages, through the event. We are sorry it is being discontinued." "The event worked out very well." "Great job!!" "Visitors found the truck to be interesting. However, due to cost considerations I do not believe many, if any, adopted the safety technology presented." "Bring it back to life!" "The Tech Truck generated a tremendous interest, so much interest that in 2001 we requested the Tech Truck visit our event but was unavailable. Many of our members were disappointed. Firstly by not seeing the Tech Truck in 1999 because of the volume of people attending that booth in the show and secondly the unit was not available for 2001 as the project was winding down. Such vehicles give insight to the trucking industry's future and educate the public of the technology in trucking." "Hope the program is revived to include any new technology!"
Visitor and Host Comment Card Feedback
During the time the Technology Truck was touring, visitor feedback cards were made available on the truck. An electronic feedback form was also available on the DP111 website. A total of 106 responses were received. Twenty of the responses were letters, and the remaining responses were feedback cards from the truck and website. Feedback was requested as to the overall opinion of the truck, facilitation staff, areas visited, whether the visitor would recommend that others visit the truck, and whether the visitor desired to become a partner. All letters were noted to be positive, negative, or positive on some points and negative on others, and are not included in the result percentages. The final feedback card, number 106, pertained only to the website and is not included in the numerical results. It is included in the notes.
Visitor and Host Comment Card Feedback
The results of the feedback cards with the percentage of overall response are as follows:
Visitor and Host Comment Card Feedback
Overall Opinion:
Visitor and Host Comment Card Feedback
Very informative -55% Informative -20% Not very informative -3%
Visitor and Host Comment Card Feedback
Facilitators: Very knowledgeable -57% Knowledgeable -20% Not very knowledgeable -2%
Visitor and Host Comment Card Feedback
Areas Visited Classroom -49% Kiosks -36% Hands-On demos* -58% *cab simulator, hands-on demos, and computer demos Twenty-seven of the feedback cards contained comments. Fourteen cards had comments complimentary to the Technology Truck and/or the staff. Two response cards indicated the person completing the card did not visit the Technology Truck. No reason was given for one, but the other writer reported making two attempts to visit and the Truck was closed both times. No times for attempted visits were noted. One visitor to the Truck thought the technologies were outdated; he did not like the structured tour and felt more hands-on demos were needed. Eight responses gave negative feedback on one or more members of the facilitation team. One response was regarding a visit to the DP111 Technology Truck website. The gentleman commented that while he is not a trucker, he found the idea of the Technology Truck to be an "exciting idea."
Visitor and Host Comment Card Feedback
Of the 20 letters received through the U. S. mail and e-mail, all were positive regarding the success of the mission of the Technology Truck. One letter from a participant who visited the truck included negative comments about a conversation she had with a certain member of the facilitation team, but went on to say the rest of the team were "really neat people." She closed the letter with thanks "for a super job with the presentation and work done by the Technology Truck."
OVERVIEW REPORT -ORNL ADMINISTRATIVE COORDINATOR AND WEBMASTER

Overview
The design and manufacture of an expandable trailer is the beginning process for a mobile demonstration project. While the finishing touches are being applied to the expandable unit, a schedule should be taking form and invitations sought. Initially, letters are sent to prospective hosts outlining the benefits of the project and highlighting how hosting the mobile vehicle will enhance their events or increase productivity among office staff.
Overview
There is also a need to determine criteria for evaluating how events will help fulfill the mission of the mobile demonstration vehicle and determining those things required before an event will be considered successful. A determination must be made as to the projected attendance when evaluating events. For example, an event that will promote the project mission but will only have 30 to 40 possible end-users should probably be declined unless it could be a stop when enroute to another location. Driving several days and many miles to such a small event could not be considered utilizing the vehicle for maximum exposure when weighed against the cost to the project.
Overview
Another important aspect that should be determined is the minimum and maximum number of days the vehicle will be demonstrated in each location. The amount of time required to set up and tear down the vehicle at each location is an important factor in deciding the customary length for exhibitions. The number of days the vehicle will be exhibited, under usual circumstances, should be not less than 1.5 days nor more than 3 days. Fewer days would not be maximizing the full potential of the mobile demonstration vehicle. However, more than 3 days is generally too much. Ideally, 2 full days at each location will provide technology exposure to the core audience.
Overview
Hours of operation should coincide with exhibition times at structured events. When the vehicle is being displayed at a federal or state agency, or other hosting organization, hours of operation should fall within or meet the core working hours of the technology end users. Occasionally a host will request lengthy sessions for particular groups, but most of the time employees feel pressured to absorb as much information in as little time as possible. For that reason, brief technology demonstrations and openhouse-type tours give end users the option to see the technology available and spend time in areas of their interest.
Overview
When prospective hosts respond, the event is evaluated to determine if it fits within the goals of the project mission. If so, the event is added to a tentative schedule and negotiations begin regarding waiver of fees, cost of electrical hookups, and complimentary admission for the facilitation staff to the exhibit portion of the event. If, after investigation and careful consideration, the event is deemed as being outside the scope of the project, a tactful decline is issued. Events would not be scheduled or declined based on personal preference, but rather consideration is given for fitting the event into the schedule to allow the maximum number of events in the most efficient manner. Careful consideration would also be given to preventing undue stress on the tractor drivers and facilitation staff. To avoid such stressors, events should be scheduled regionally to reduce the travel required of staff and equipment.
Overview
Once a firm schedule is in place, confirmation packages outlining the level of project commitments, requirements for setup, and suggestions for a successful presentation are issued. These should be sent at least 2 months prior to the beginning of the event; although in some instances less time is acceptable, as circumstances sometimes require less time between the confirmation and presentation of the mobile demonstration vehicle. Information is gathered from the host through the use of event information forms to assist in planning for setup, type of demonstrations desired, number of visitors to prepare for, and number of staff members to assign to the event. The host organization should provide the name, telephone number, and e-mail address (when available) of a contact person to be used by the logistics coordinator and facilitation staff prior to and during each event. Working with the host contact, a travel route is then developed to maximize safety for the driving team and mobile demonstration vehicle and to minimize wear and tear on the equipment.
Overview
After events have been scheduled, the webmaster prepares and publishes a list of the events, dates, and their locations so website visitors will have this information. This information is very useful to individuals who would like to plan a visit to the demonstration vehicle. (An important point to remember is that the website should be checked at least once a week, if not more often, to verify schedule information.) Many people, including hosts, potential hosts, visitors, sponsors, and others rely on this method for receiving current schedule information on the demonstration vehicle. Maintaining the most current schedule information on the website is crucial to the success both of the project and the website.
Overview
Before the mobile demonstration vehicle is sent to a location, advance preparation is crucial. The setup location for the vehicle is the first issue to be addressed. Frequent contact with the host organization is necessary to determine the surface type, grade of the setup location, and space required for the expanded vehicle (including an additional 3-foot perimeter for safe ingress/egress), and availability of the setup location. For indoor events, additional consideration must be given to the capability of the building to house a vehicle of this size and weight, how the vehicle will enter the building, and where it will be situated inside the exhibit hall. (A good example is a conference center that is ideal for exhibiting the vehicle and has ample space and the proper arrangements for electrical hookup, but where the host has proposed bringing the vehicle in through a doorway with a steep ramp.) This arrangement presents a problem with overhead clearance and possibly of undercarriage clearance. Additionally, a decision must be made as to whether or not the tractor will be used as part of the exhibit. In instances where the tractor is positioned inside an exhibit hall, careful planning is extremely important to avoid having more than one-eighth or one-quarter tank of fuel on arrival. Otherwise, the truck will have to dump fuel before it enters the exhibit hall. Most building fire codes require special precautions in addition to the fuel levels, such as taping the fuel tank caps. These examples are just a few of the considerations for each event of the vehicle schedule. The requirements for each event will differ, and the team must be able to quickly judge what actions are necessary to avoid problematic setups.
Overview
In planning the touring schedule, routine maintenance for the vehicle and equipment must be managed. Basic maintenance on the tractor can often be performed at dealerships during a touring cycle. However, extensive maintenance for all equipment should be handled at one location where the type and quality of work can have oversight by an experienced staff member. This practice will ensure that all equipment is kept in excellent condition to prevent delays and cancellations due to breakdowns. It will also ensure that warranty requirements are fully met, thus preventing liability questions on warranty repairs. Precise records should be kept to further protect the equipment and preserve the warranty.
Overview
Once preliminary work is completed and the vehicle has been delivered and set up at an event location, the facilitation staff will be able to concentrate on carrying out the mission of the project through their hands-on presentations and technology overviews. Frequently, when decision makers tour the vehicle, they will return to their region and request that the vehicle be brought to an event or agency for demonstrations. One of the marks of a successful event is to receive more requests than can be fulfilled within the scope of the project. This means that a target audience has experienced the technologies on display and feels the message is important enough to carry to their area.
Lessons Learned
Teaming -Flexibility is one of the key issues to a successful schedule. Each event will have its own set of problems, however minor; and the entire team, from the logistics coordinator to the driver/facilitators, must be able to make minor changes as required with each set of circumstances. Failure to ensure this capability will result in friction among the team and event organizers. It is not possible to have a totally successful demonstration if the event organizers are unhappy with the team to the point that they will not cooperate beyond the absolute minimum required of hosts. This consideration makes picking a driver/facilitation team that can work well together extremely important, since they will be spending most of their working and off-duty time together. The logistics coordinator must also be flexible regarding the team's needs and be available even after official working hours. When problems arise that require help from "the home front," someone must be available to work with the team and resolve these issues.
Lessons Learned
Schedule -One important lesson learned is the need to set and publish a final schedule as close to the beginning of the touring season as possible. This allows sufficient time for advance preparation and also gives the host ample opportunity to include the event in pre-event publicity. It also allows time for the host to prepare a guest/invitee list and issue invitations with enough advance notice for guests to plan on including a visit to the exhibit vehicle. While it is not always possible to do so, as many events as practical should be placed on the final schedule early in the touring season.
Lessons Learned
Events -While it is most desirable to schedule events regionally, this is not always possible or practical. Occasionally, events will be desirable and an excellent match to the project mission but are outside a scheduled region. These events would draw a large number of technology end-users and should be given a great deal of consideration although they require additional travel and expense. These events are beneficial to the overall mission of these projects, which is to reach as many end users as possible. This mission goal would justify additional time, effort, and money required to make the mobile demonstration vehicle available for potential end-users' benefit.
Lessons Learned
While exhibiting the vehicle, it is extremely important that facilitators focus on brief hands-on technology demonstrations during structured tours, omitting personal experiences and highlighting those aspects that fit within the mission of the project. Most visitors will not have unlimited time to spend touring the vehicle and want to focus on areas of their interest. If too much time is consumed at any one area during a structured tour, the visitor tends to lose interest and will possibly leave without seeing some areas of interest. For that reason, it is recommended that unless a host organization requests lengthy, structured tours, the facilitation team focus on brief overviews and allows time for visitors to come and go at their leisure to see the various technologies being displayed.
Lessons Learned
Routing -With ever-changing roadways, construction, weather, and many other considerations to take into account, many tools are required to develop an efficient route plan. A trucker's atlas and interstate guides such as a truck stop guide or a trucker's exit guide are necessary in addition to electronic routing programs. The electronic routing programs will plan for a cost-effective trip, but additional investigation is required to avoid low overpass problems, areas where trucks are forbidden to travel, municipal congestion, and other problems that would slow the travel time or endanger the driving team or equipment. Depending strictly on electronic means for planning would not necessarily result in the most efficient route.
OVERVIEW REPORT -ORNL EDUCATION COORDINATOR AND TECHNOLOGY VENDOR LIAISON

Education
The foundation for the education modules development for the ITS/CVO Technology Truck was based on ITS technologies and programs that pertain to motor carrier safety and productivity. Safety and productivity were the primary emphases for the public sector and the trucking industry modules. Each module was adaptable, dependent on the target audience and the time available for presentation. Instructional methodologies answered the following participant questions: what is the technology, why should I consider using this technology, how do I use it, how does it work, and how can I become a user of the technology? More specific tasks performed in developing the modules are listed below:
Education
Data Analyses/Collection Data were collected by researching technical and/or administrative documents, interviewing and surveying subject matter experts identified by the Technical Working Group (TWG), and contacting private industry partners. After the data were collected, they were analyzed to determine their relevance to the multimedia segments and/or instructional material.
Modules Design
After data from technical and/or administrative documents, subject matter experts, and private industry partners were analyzed, the main objectives (knowledge that the participants should walk away with) and the enabling objectives (steps to achieve the main objectives) were identified and designed to be consistent with the TWG objectives.
Modules Development -Multimedia Segments and Instructional Material
Two high-quality videos lasting approximately 3 minutes were prepared to show the benefits of ITS/CVO technologies and programs while providing an overview of the project. The first video segment addressed the needs of the public sector, and the second video segment addressed the needs of the trucking industry. Specific tasks performed were script preparation, recording, and editing.
Modules Development -Multimedia Segments and Instructional Material
Three instructional modules were developed to provide additional information beyond the video segments. The first segment was a general overview, the second addressed the needs of the public sector, and the third module addressed the needs of the trucking industry. Instructional media and materials developed were computer-generated slides, course notes, instructions on operating the interactive multimedia, instructions for a self-guided tour, instructions for hands-on demos, and a booklet describing the private industry partners' technologies.
Instructor Manual
A manual developed for the instructor(s) included the following: an outline of course objectives, content, duration, a copy of each visual aid with accompanying instructor's remarks with key points, instructions for the operation of interactive components of the trailer, course notes, and helpful hints.
Education Modules Evaluation and Modification
After each module was developed, internal "dry runs" were performed to ensure that the demonstrations were compatible with the TWG objectives. Participants and instructor(s) were solicited for feedback during the mobilization period. Feedback was collected and analyzed. After analysis, modifications were made as needed.
Technology Vendor Liaison
A market search was conducted to identify private industry partners that either manufacture or are the sole distributors of off-the-shelf, proven ITS/CVO technologies that were consistent with the TWG objectives. After an individual technology, product, or program was selected for demonstration, the project team developed a demonstration format compatible with the target audiences. Each major demonstration topic area (e.g., collision avoidance, communications, and software) was reviewed as needed with sponsors or individual TWG members prior to development of the demonstration to ensure continuity and completeness. In many cases, vendors were provided a briefing from the Oak Ridge National Laboratory (ORNL) staff that conveyed the preferred format of the demonstration hardware/software. Agreements between FHWA/FMCSA and the private industry partners were put in place. Updates to partner information and equipment were made every 90 days. Follow-up discussions and reviews were conducted on an as-needed basis.
Lessons Learned
In the education modules design phase, the input was extremely enthusiastic and the breadth of information to be presented to the target audiences expanded quickly. After the mobilization phase began, it was realized that because of the limited time that the target audiences could spend in the Truck, the full 1-to 2-day workshop sessions originally planned were not feasible. The motor carrier and public safety presentations were also shortened to give as much information as possible in a shorter amount of time.
Lessons Learned
Input from the facilitators indicated that visitors to the Truck were very interested in a hands-on experience with the demonstration equipment, which brought on the concern for safety and damage to the equipment. For future projects where public and private sector visitors will be touring mobile vehicles such as the Technology Truck, agreements should include statements that allow hands-on use without repercussion to the project.
4.5.
OVERVIEW REPORT -ORNL FACILITATOR
Overview
The duties of the ORNL facilitator were extremely broad. The ORNL facilitator not only had to possess some mechanical ability, but also had to be effective in presenting knowledge of the transportation industry as well as the equipment that was demonstrated. Pre-event duties prior to the arrival to the Truck were a must for the facilitator. Even though each host received excellent details as to the amount of space and any restraints they had to consider for a successful visit, there were times when the Truck could not be set up for logistical reasons. In those cases, it was necessary for the ORNL facilitator to meet with the host and find a new location before the Truck arrived in order to avoid causing physical damage to the equipment. If the Truck was being set up at an indoor location, it was necessary to meet with the event manager to make sure that there was enough space for the Truck to enter the building, as well as make any necessary adjustments to the location in order to ensure that electricity was available.
Overview
When the Truck arrived at an event, the ORNL facilitator had to spot the trailer and prepare the area for setup. For safety and to prevent damage to any equipment, it was necessary to have three facilitators to complete the setup task. From time to time, because of time constraints, the facilitators would not have been able to set up in time for the presentation if there had not been three people working. Facilitators needed to be knowledgeable about both the equipment as well as the partners in order to make intelligent and professional presentations. Scheduling sometimes made it difficult to get the Truck from one event to another and set up in a safe and timely manner because the team had to set up and facilitate on the same day. This situation would cause the facilitators to feel that they were not at their best professionally. It was also necessary that the ORNL facilitator be capable of answering any questions about his/her involvement in the ITS/CVO Technology Truck project, as well as their abilities in other areas involving FMCSA and FHWA.
Overview
At some events, several large groups tried to come into the trailer at the same time. Because of the layout of the technologies in various areas, the groups would overlap, making it difficult to demonstrate the equipment. It would have been helpful if a signup sheet could have been provided limiting the number of people and asking visitors to show a preference of interest so that each group could have the opportunity to spend more time in its area of interest (i.e., over-the-road drivers were not necessarily interested in the computers and software, as most office personnel did not care about the onvehicle equipment).
Lessons Learned
One suggestion is to investigate more of the geographic areas before a schedule is set into place. This project was lucky that it did not miss any events due to tight schedules, distance between locations, or weather. Also, the effectiveness of the Truck would have been elevated if there had been more handson interaction with the equipment. At several times, visitors voiced the opinion that if they could damage any of the technologies that were set up for demonstration, then they would not want the technologies on their trucks.
4.6.
OVERVIEW REPORT -ORNL PROJECT MANAGER
Overview
In formulating a successful approach to a project that required such a diverse set of technical skills, it was decided to structure two sets of personnel. This allowed each staff set to have a more focused and somewhat more limited skill set. The first set, the Technical Support Staff, was responsible for all home-based functions and some mobile functions. These functions included logistics, vendor partners recruiting, technology integration, education development/training, ITS/CVO expertise, website design/maintenance, vehicle maintenance, project troubleshooting, and project oversight. The second set, the Road Team, was responsible for transport, site interface, setup, tours/presentations, workshops, and local media interface. In the formulation of both teams, it was decided to keep teams as small as possible and utilize more of each team member's available time. This was done to increase an individual's crosstask value, reduce total personnel costs (with many personnel doing small independent tasks), and make the annual available hours attractive to contract personnel for better staff retention.
Overview
The Technical Support Staff (ORNL-based) consisted of three members who interacted with the project on a daily basis (project manager, logistics specialist, and training specialist) and one staff member (kiosk segment developer) who worked on a quarterly schedule. As expected, the project manager was responsible for all financial; environmental, safety, and health (ES&H); and staffing issues. Additionally, the project manager was tasked with project engineering support, new vendor partner recruiting, vehicle and equipment maintenance, technology integration, ITS/CVO technology advice, oncall emergency support, back-up facilitation, and crew training. The logistics specialist was tasked with pre-trip routing and planning, team reservations, host interaction, daily team interaction, and media packages. Additional tasks included website maintenance for the crew and public websites, crew training, and kiosk support. The education specialist was responsible for the development of all education and workshop materials. These included PowerPoint presentations, videos, and workbooks. Additional tasks included vendor partner liaison, kiosk support, crew training, and back-up facilitator. The kiosk segment developer worked as the number of new partners dictated each quarter to prepare videos, animation, and technical information to be integrated into the kiosk.
Overview
In a given operational day for the Technology Truck, the ORNL staff interacted with the project on a variety of levels: some relating directly to a particular event that was in session, some relating to coming events, and some relating to coming technology updates and maintenance. The ORNL Technical Support Staff was cross-trained to a degree that would allow one (or two in emergency situations) of the staff to be away from the project for a given period of time (for sickness, vacation, inclement weather, etc.). At no time during the project did lack of ORNL Technical Support Staff affect the project schedule.
Overview
The Road Team staff consisted of an ORNL liaison and contracted driver/facilitators. The ORNL liaison was tasked with conducting pre-event site visits, setup assistance, event facilitation, media interface, and site ES&H and served as a primary conduit between ORNL, the facilitation staff, and the FHWA/FMCSA project manager (while on the road). The driver/facilitators were responsible for transporting the Technology Truck from event to event, setup/teardown at each event, and event facilitation. The project team consisted of only one liaison person. During times of leave, this position was filled by adding a third driver/facilitator. All driver/facilitators were cross-trained to allow any of the pool of four to support any related task at any event. Each member of the Road Team was given specialized training concerning the operation of the generator, trailer, and the technologies.
Overview
It was determined that to safely and effectively conduct a mobile project such as this, personnel allowed to interface with the project in the transport and setup/teardown modes would have to be limited to the trained personnel called out above. This requirement limited the total number of personnel who were allowed to assist in the deployment and prevented incidental staff and event personnel from offering support, but it proved to be key in preventing accidents and injury to both equipment and personnel. To further reduce the chance of an accident, it was decided to schedule the Technology Truck in warmer parts of the nation as much as possible during the winter months.
Overview
Accessibility to project information and to the ORNL Support Staff was paramount to the smooth operation of the Technology Truck. A website was developed for the use of the crew only. It allowed any team member to quickly obtain information about the schedule, lodging, the contact person's phone number, crew rotation information, and other logistics information. In case of a problem or emergency, the logistics specialist served as the primary contact for the Road Team during normal business hours, and the project manager was available during off-hours via cellular phone and pager.
Overview
In order to keep the project fresh and of interest to the ITS/CVO community, recruiting of potential new partners was ongoing throughout the project. This included searches via the internet, trade publications, and media announcements. Trade shows were regularly visited to see new technologies first hand. Updates to the project were done quarterly and included integration of new vendor partners, updates to training and handout materials, and training of staff to reflect changes to the project's operation and technologies.
Lessons Learned
We found that recruiting qualified driver/facilitators was because of the required computer skills and speaking skills, required CDL and clean driving record, and the fact that the position was not fulltime employment. We found that many of our visitor participants do not have large blocks of time to commit to the tour of the Technology Truck, so our staff had to be flexible to construct shorter presentations. Also, we found that visitors did not like long presentations while they were on their feet, and preferred a "faster-paced" tour.
4.7.
INCIDENT REPORTS Decision not to repair because the project was ending soon
UPGRADES AND MAINTENANCE ON TRACTOR AND TRAILER
Because of the mobile nature of the Technology Truck, maintenance of the tractor, trailer, and generator required a considerable amount of planning to prevent impact to the operating schedule. Breakdowns were handled on a case-by-case base and did impact the schedule on some occasions. Unplanned repairs were reduced by the fact that the tractor, trailer, and generator were new at the start of the project and maintenance was given top priority.
UPGRADES AND MAINTENANCE ON TRACTOR AND TRAILER
A dedicated mechanic was used on a contract basis to perform as much of the periodic maintenance and as many of the repairs as possible. The approach allowed the mechanic to become more familiar with the history of the equipment, an approach that provided better predictive maintenance over the life of the project. Many of the repairs to the trailer were of a special nature (because of its design) and were handled under the direct supervision of the ORNL project manager. During the buildup of the project, the ORNL project manager was tasked to design and specify the Technology Truck for construction. This experience made him uniquely qualified to lead these repairs.
UPGRADES AND MAINTENANCE ON TRACTOR AND TRAILER
During the life of the project, the tractor was driven 130,000 miles and the generator was operated 3,500 hours. It is estimated that the trailer was set up and torn down more than 150 times (including shows, repairs, and scheduled updates). Table 8 represents the maintenance of the Technology Truck during its lifetime. These participants came together with the FMCSA to form a partnership that facilitated the goals of improving safety while increasing productivity and cost savings. In October of 2000, an action plan for the development of an FMCSA Safety Truck Working Team was developed. As a result of that action plan, a working team was created. The team was tasked with establishing requirements for the redesign of the Technology Truck for use as a mobile showcase to educate targeted audiences regarding the safety goals of the FMCSA. The team was composed of headquarters and field staff and also received input from private industry. The FMCSA Technology Truck project manager is assigned to serve as the working team coordinator. The recommendations of the working team will determine the future direction of the Technology Truck project.

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