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UNIVERSITY TRANSPORTATON CENTER

STRATEGIC PLAN

Presented to:U.S. Department of Transportation

Presented by:Oklahoma State University

University of OklahomaLangston University

February 19, 2007(Revised: October 29, 2007)

STRATEGIC PLANOKLAHOMA TRANSPORTATION CENTER (OTC)

TABLE OF CONTENTS

I. Program Overview.....................................................................................................................1

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A Glossary...................................................................................................................1

B Center Theme...........................................................................................................1

C Center Director’s Summary.....................................................................................2

II. Program Activities.....................................................................................................................5

A Research Selection...................................................................................................5

B Research Performance.............................................................................................9

C Education...............................................................................................................11

D Human Resources..................................................................................................13

E Diversity.................................................................................................................14

F Technology Transfer..............................................................................................15

III. Management Approach............................................................................................................16

A Institutional Resources...........................................................................................17

B Center Director.......................................................................................................18

C Center Faculty and Staff........................................................................................18

D Multiparty Arrangements.......................................................................................18

E Matching Funds.....................................................................................................19

IV. Budget Details..........................................................................................................................19

Appendix A Baseline Measures.....................................................................................................25

Appendix B OTC MOU.................................................................................................................28

Appendix C Resumes.....................................................................................................................33

Appendix D Facilities Statements..................................................................................................39

Appendix E OCAST Services Agreement.....................................................................................48

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Appendix F Advisory Committee..................................................................................................57

Appendix G Research Committee and Education and Outreach Committee Membership...........61

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TRATEGIC PLANOKLAHOMA TRANSPORTATION CENTER (OTC)

I. PROGRAM OVERVIEWI.A Glossary

AC Advisory Committee (Sec. III)ACPA American Concrete Pavement AssociationEOC Education and Outreach Committee (Sec. II.C.3)FHWA Federal Highway Administration (Sec. I.B, II.A, III.D)FRA Federal Railroad Association (Sec. II.A)FTA Federal Transit Administration (Sec.I.B, I.C, II.A, III.D)HBU Historically Black University (Sec. II.E)LU Langston University (Sec. II.A, II.C, II,D, II.E)MOU Memorandum of Understanding (Sec. III.D)NCHRP National Cooperative Highway Research Program (Sec. II.A)OAPA Oklahoma Asphalt Pavement Association (Sec. I.C)OCAST Oklahoma Center for the Advancement of Science and Technology (Sec.

II.A, II.B, III.A)ODOT Oklahoma Department of Transportation (Sec. II.A, II.B, III.A)OSU Oklahoma State University (Sec. II.A, II.C, II,D, II.E)OTA Oklahoma Turnpike Authority (Sec. II.A)OTC Oklahoma Transportation CenterOU University of Oklahoma (Sec. II.A, II.C, II.D, II.E)PS Problem Statement (Sec. II.A)PPR Periodic Progress Report (Sec. II.B.3)RC Research Committee (Sec. II.A.3.a)RITA Research and Innovative Technology Administration (Sec. II.A, II,C, II.E,

II.F)STI Summer Transportation Institute (Sec. II.C)SWUTC Southwest University Transportation Center (Sec. II.A)TRB Transportation Research Board (Sec. II.A)

I.B Center Theme

The theme of this Center is “Economic Enhancement through Infrastructure Stewardship”

The economic vitality of this nation is linked directly to productivity and efficiency of our surface transportation systems. The creation and development of the Interstate Highway System has stimulated our economy by effectively linking every part of this nation and creating timely accessibility never before experienced. The next fifty years will be full of challenges and opportunities for economic growth but we must keep pace with the increasing demands for capacity, safety and productivity.

Oklahoma is positioned to be instrumental in the development of key transportation modes, routes and intermodal facilities to facilitate economic expansion. However, there are technical and physical limitations to the existing system that are obstacles to increased productivity, safety and security that must be addressed to realize the full potential and economic opportunities for our State and Nation.

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The Oklahoma Transportation Center (OTC) proposes to systematically address these issues using the collaborative efforts of the University of Oklahoma, Oklahoma State University and Langston University in conjunction with transportation professionals in government and industry. The Center will marshal the best talent available to examine and advance innovative solutions to the problems of structural limitations, inadequate capacity, security, and safety.

Specifically, OTC expects to address the solutions of some critical infrastructure problems including service monitoring and life extension of bridge and foundation systems, vehicle-bridge interactions, pavement materials and mechanics, intermodal freight logistics, and safety and security of traffic and infrastructure. Consistent with FTA’s strategic research focus, OTC expects to perform transit research, particularly with respect to mobility for the economically and physically disadvantaged, cost efficiency, coordination of services, safety, preparedness and emergency response. In addition to being responsive to FHWA and FTA research needs, the OTC expects to utilize the Transportation Research Board (TRB), the Research and Innovative Technology Administration (RITA) and other relevant transportation agencies as a resource in developing its research plan.

Scope: In 2005, Transportation Research Board (TRB) published a seminal report titled “Critical Issues in Transportation.” In this document the Executive Committee of TRB outlined the nine most critical issues in transportation facing the nation: (1) Congestion, (2) Emergencies, (3) Energy and Environment, (4) Equity, (5) Finance, (6) Human and Intellectual Capital, (7) Infrastructure, (8) Institutions, and (9) Safety. We believe the proposed OTC theme is relevant to FHWA and FTA priorities, and directly linked to at least two of the nine critical issues, namely Infrastructure and Safety. As it will become evident from the planned activities discussed subsequently in this document, the proposed theme also has relevance to other issues such as Congestion (Issue 1), Equity (Issue 4) and Human and Intellectual Capital (Issue 6). One of the research focus areas, Safety and Security, is a priority area for the FTA.

I.C Center Director’s Summary

The Oklahoma Transportation Center is conducting a nation-wide search for a permanent Executive Director. The search that began last year resulted in a reasonably strong pool of candidates and a site visit by one exceptionally strong candidate. The candidate was offered the job, but unfortunately he could not accept it ultimately for family reasons. Since then, the OTC leadership has renewed the search to fill the position including rewriting the ad, advertising the position widely at both the local and the national levels, and proactively identifying potential candidates and encouraging them to apply. The revised ad can be found in the OTC web site (http://www.oktc.org).

For over a year, Neal McCaleb, the former Secretary of Transportation (Oklahoma) and the former Director of Oklahoma Department of Transportation, has been serving as the Interim Executive Director of OTC. Mr. McCaleb has agreed to continue to serve until a permanent Executive Director is found. The following paragraphs capture the Interim Executive Director’s views of OTC as it begins its journey as a National University Transportation Center.

The OTC theme of “Economic Enhancement through Infrastructure Stewardship” presumes that an expanding national and global economy will stimulate an ever-increasing demand for greater productivity of our nation’s surface transportation systems. These demands will require innovative uses of our existing systems through synergies and efficiencies from novel uses of materials, electronic control and market-based pricing.

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The OTC proposes to stimulate, initiate and promote research, education and technology transfer for transportation system enhancements and innovation that will expand the capacity of existing systems and create system redundancies for the efficient movement of freight and improved passenger service.

This grant will enable the OTC to commence research and studies in the economic enhancement of transportation systems that will attract private investment for economic gain and public participation for enhanced and effective operations of public transportation systems. Specifically, OTC expects to address the solutions of some critical infrastructure problems including service monitoring and life extension of bridge and foundation systems, vehicle-bridge interactions, pavement materials and mechanics, intermodal freight logistics, and safety and security of traffic and infrastructure. Consistent with FTA’s strategic research focus, OTC expects to perform transit research, particularly with respect to mobility for the economically and physically disadvantaged, cost efficiency, coordination of services, safety, preparedness and emergency response.

At the end of the grant period we expect the OTC to be recognized nationally as a resource for innovative research, education and technology transfer for enhanced productivity of transportation systems and to have made significant contributions to this end.

OTC’s leadership in these areas will attract increasing participation by public and private entities so that a significant portion of our program will be sustainable following the expiration of the grant.

From the outset, the OTC will focus on the following four core strengths currently in place within the State:

Bridges – Structural Health Monitoring, Repair and Retrofit Alternatives. Forty percent of bridges currently maintained by ODOT are either “structurally deficient” or “functionally obsolete” (ASCE, 2005). According to a recent ODOT report, over $7 billion will be needed to replace all substandard bridges in the state. Within the larger Great Plains region, seven states (Colorado, Iowa, Kansas, Missouri, Nebraska, Oklahoma, and Texas) account for approximately one quarter of the national bridge inventory, and nearly one-third of the nation's structurally deficient or functionally obsolete bridges. These statistics within the region and state merely mirror the national problem of our decaying transportation infrastructure. Research within the OTC will focus on the management, monitoring and life extension of our bridge and foundation systems, including bridge-vehicle interactions. In addition to concentrating on alternatives to bridge replacement, research on various retrofit and repair methods are envisioned. Our goals will be to find ways to mediate structural load limitations, and increase traffic capacity. The repair and retrofit methods will be evaluated as part of the overall comprehensive bridge and pavement management systems that will help transportation administrators with highly constrained budgets to make sound decisions. Also, the OTC seeks to become an active partner in the national long-term bridge performance evaluation program. Recent events in Minnesota have underscored the urgent need for this effort.

Pavements – Pavement conditions data for Oklahoma are equally alarming. An estimated 46% of major roads in the state are in poor or mediocre condition. Driving roads in need of repairs threaten public safety and cost Oklahoma motorists over $1 billion annually in extra vehicle repairs and operating expenses (OAPA, 2005). Recognizing the urgency of addressing our surface transportation infrastructure needs, Oklahoma legislators

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increased funding for state roads and bridges by an additional $270 million in the FY07 budget (Norman Transcript, 2006). In spite of these funds, our needs for maintaining and upgrading the existing pavements and for constructing new pavements are far greater than the resources available. Exponentially increasing truck traffic, growing axle loads and expanding infrastructure for economic growth all exacerbate the challenge OTC research will focus on developing innovative, economical and implementable technologies for monitoring, designing, constructing and maintaining our pavement systems. Cost effective implementation of mechanistic design guides, rehabilitation and recycling are vitally important research questions. The materials aspect of our research will encompass concrete, asphalt and soil. The OTC is also uniquely qualified to develop and deploy ITS technology to monitor and improve the performance of transportation infrastructure and to provide a platform for decision support in the rehabilitation and reconstruction of transportation infrastructure.

Intermodal Freight Logistics – Oklahoma lies at the Crossroads of America. The “Mother Road,” Route 66, runs lengthwise through the State and represents at once the vision and promise of our national highway system, the transition to the Interstate system, and the sad decay of the national systems. Population, traffic and truck freight volume continue to grow along Oklahoma’s arteries – Interstate 35 and Interstate 40. Both of these corridors intersect with Interstate 44 and with the McClellan-Kerr Navigation System which provides water-borne freight opportunities up and down the Mississippi River to the Gulf of Mexico. As “America’s Crossroads,” the growth of the Oklahoma economy will continue to rely on the efficient and secure movement of freight in the state. To this end, one must understand and be able to model freight volume and mix, including origin-destination paths and mode choices. A considerable wealth of expertise, both academically and professionally, has been developed in the state regarding modeling of freight flows, not only in the US but also within Oklahoma through OTC support. While current models can effectively generate and display freight flows on the national highway system, prediction of future freight volume and mix requires incorporation of economic forecasting models. Also, current models can be enhanced by incorporating intermodal freight analyses to determine potential intermodal points in the state that will lead to a significant increase in freight flow through the state. Oklahoma’s economy does not only depend on the flow of freight but also on the public transit infrastructure. The poor conditions of Oklahoma bridges and pavements create serious mobility problems for both passengers and freight through the state. Modeling and analysis of current conditions leading to improvements in the public transportation infrastructure will clearly stimulate the state’s economy.

Safety and Security – Recently there has been a growing interest among transportation stakeholders in developing a system for coordinated efforts to deal with emergencies arising from terrorist threats, natural disasters, and severe accidents. In the post 9/11 era, it has been recognized that a proactive program is crucial to reducing the possibility of using transportation vehicles as instruments of terrorist attacks and selecting infrastructure as a target. Recent natural and manmade disasters like Hurricane Katrina and the I-40 bridge collapse show the vulnerability of transportation infrastructure safety and security. The OTC could play a key role in infrastructure hardening assessment, emergency response preparedness and training, and advancement of decision support tools for risk assessment, management, and recovery. Safety and security can also be addressed through enhanced universal mobility. The nation’s passenger transportation system is dominated by the automobile. As capital costs for transit systems and operating costs of automobiles continue to grow, households with economic disadvantages, the disabled and the elderly tend to bear the burdens of these increasing costs to a greater extent than the general population. Moreover, the negative side effects such as health

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hazards resulting from the disproportionate numbers of these populations living near transportation facilities or areas of high vehicle emissions require that equitable solutions be developed. Thus, equity issues can be addressed through enhanced universal mobility as well.

II.II. PROGRAM ACTIVITIES

II.A Research Selection

Research Selection Goal: The OTC will provide an objective process for reviewing and selecting research that balances the multiple objectives of the UTC Program.

1. Baseline Measures: The baseline measures for activities pertaining to research selection are reported in Appendix A for FY06.

2. Research Selection Program Outcome. OTC will provide an equal opportunity for the submission of problem statements from OTC universities, relevant state and federal agencies including Oklahoma Department of Transportation (ODOT), Oklahoma Turnpike Authority (OTA), Federal Highway Administration (FHWA), Federal Railroad Administration (FRA), Federal Transit Administration (FTA), Research and Innovative Technology Administration (RITA), and Office of the Secretary of Transportation (OST) and private enterprise. In addition, the TRB Research Statement database and the NCHRP Problem Statement database will be used as a resource for problem statements. Faculty and professional staff from affiliate institutions will be provided equal opportunity to submit research proposals for review. The selection program will utilize experts from within state agencies combined with nationally known experts from outside the state to evaluate and rank research proposals. The criteria for selection will be established in order to meet and match the multiple Center goals, including the human research development through the involvement of students in research. The methods for selection will be established to ensure meritorious and objective review, free from conflicts of interest that may distort the objective review of competing proposals. An overview of the selection of problem statements and research proposals is given in Section II.A.3.

The process will value collaboration among the OTC institutions and others, particularly industry, practitioners and regional University Transportation Centers so as to address complex research questions having regional and national importance. Initially the center will focus on infrastructure stewardship, safety and security. The focus will be adjusted and refined with time, as needed, so that the OTC can emerge as a center of excellence for providing implementable solutions to pertinent current and emerging transportation problems.

3. Planned Activities: OTC expects to become a national leader in infrastructure stewardship through the following key initiatives:

Evaluation, management, repair, and retrofit of bridge systems including service monitoring and life extension of bridge and foundation systems, and vehicle-bridge interactions;

Developing efficiency for freight movement over the nation’s intermodal transportation systems, with particular emphasis on alternative routes for truck traffic and intermodal distribution points that encourage a greater percentage of freight to be moved by rail and water, and enhance traffic safety;

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Cost effective and innovative evaluation, maintenance, and management of pavements including improved materials, mechanics-based design and rehabilitation, and deployment of ITS (Intelligent Transportation System) technology; and

Enhancing roadway traffic, transit and infrastructure safety and security through improvement of universal mobility, hardening assessment, emergency response preparedness, and development of decision support tools for risk assessment and management.

OTC is envisioned as a national leader in developing and pursuing a research program that would enhance the design, construction, maintenance and management of transportation infrastructure. The Center is built as a partnership between the two public comprehensive research universities (OSU and OU) and one historically black university (LU) in Oklahoma, the Oklahoma Department of Transportation (ODOT), the Oklahoma Turnpike Authority (OTA), and Oklahoma’s current and future private enterprises that are engaged in using, designing and building our transportation infrastructure. The Center will ensure active involvement of pertinent federal transportation agencies including FHWA, FTA, FRA, and TRB in the selection process so as to address national priorities. The over-riding theme of OTC is to enhance economic development including the intelligent stewardship of our transportation infrastructure through the implementation of new materials, new methods, and new ideas.

We propose to develop a two-tier research program that will include: (i) Short duration projects (up to one year) on focused topics having relevance to the Center goals, and (ii) Multi-year (up to three years) projects that are particularly consistent with the broad program goals. Short duration multi-year projects differ only in the length of the project. The solicitation and selection process will be the same in both cases. For each tier, two categories of projects are envisioned. Topics for projects in the first category, called “pull” projects, will be identified in the “Request for Proposal (RFP)” based on problem statements received from OTC institutions, state agencies (ODOT, OTA, etc.), federal agencies (FHWA, FTA, RITA, etc.), and industry together with their rating. Those submitting problem statements will be strongly encouraged to use national databases such as the Research Statements database maintained by TRB, the Problem Statement (unfunded) database maintained by NCHRP and the Secretarial initiatives as a resource. Also, they will be encouraged to use the Turner-Fairbank Highway Research Center (T-FHRC) as a resource for research topics. Topics in the second category, called “push” projects, will be proposed by the researchers, rather than being associated with an RFP problem statement. Those submitting proposals for push projects will be strongly encouraged to use state and federal agencies and databases in developing their research ideas. A flow-chart of the research selection process is given in Figure 1.

Selection of pull projects will be guided by the following elements. Selection of the push projects will be guided by the same process except Element (a):(a) Problem statement solicitation and rating: Research problem statements will be solicited

at least once a year from faculty and professional staff at the OTC institutions, state transportation agencies, relevant federal transportation agencies, industry and practitioners. The problem statements submitted will be reviewed and ranked by the OTC Research Committee (RC). The RC will include members from each OTC institution, Federal Highway Administration (FHWA), ODOT, OTA, industry and other pertinent organizations. The initial Research Committee has been appointed (see Appendix G). Moreover, the Executive Director will serve on the RC as an ex-officio member. The Executive Board will have the authority to select the RC members. It is envisioned that the FHWA representative will be responsible for coordinating feedback from pertinent federal agencies including RITA, FTA and FRA. Likewise, the industry

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representative(s) will be responsible for coordinating input from pertinent sectors of the transportation-related industry. The selected problem statements will be included in the

* “Push” projects will constitute a small part of the overall research program..

Figure 1 Proposal Selection Flow Chart

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Solicit PS

Receive PS

Review and rank PS

RFP for ranked PS*(Pull projects)

RFP for “Push” projects

Receive proposals

Review proposals

Multi-year funding justified?

Proposal meets broad program goals?

Rank high for funding? Rank high for funding?

Multi-year project Short duration project

Periodic progress report Periodic progress report

Annual report with deliverables Final report

Annual report satisfactory?

Approve continued funding

Do

not f

und

Final year?

No

No

Y

Y

No

YNo

Y

Y

NoNo

Y

RFP as topics for potential “pull” projects. Criteria for rating problem statements will be established such that they reflect regional and national research needs and priorities, OTC strengths, and other pertinent factors. The selection/ranking criteria will include relevance of the topic to OTC goals (see Section II.B.3), state and federal research needs, OTC strengths (human, facilities), contribution of the research project to OTC’s diversity goals, potential for collaboration, potential for success, and potential for implementation.

(b) Objective and competitive process using independent reviews (both “pull” and “push” proposals): All research projects will be peer reviewed. The Oklahoma Center for the Advancement of Science and Technology (OCAST) is a state agency charged with promoting economic development through applied research. OCAST has a 20-year record of providing high-quality peer reviews for proposals to state sponsored research initiatives. The OTC will leverage this unique Oklahoma asset to assure that the review process is equitable and free from conflicts of interest.

Specifically, to implement and manage the peer review process for OTC, OCAST will: provide assistance in preparing and distributing the RFPs; work with the RC in developing a pool of potential reviewers; secure review sites and handle the logistics; develop, along with the RC, instructions for reviewers; receive hardcopy proposals with hard deadlines; mail proposals to reviewers; coordinate reviews and panel rankings and final rankings; provide reviewers’ debriefing for possible improvements to the review process; and prepare technical summaries of the projects to be awarded. Note should be made that OCAST’s involvement in RFP preparation will be limited to the mechanics of the proposal submission. The research areas solicited and the selection criteria shall be under the sole control of the OTC. A copy of the Services Contract Agreement being worked out between OTC and OCAST is included in Appendix E.

The process will proceed as follows: With OCAST’s assistance, the RC will prepare the RFPs, including the topics for possible pull projects (selected from the problem statements under Element (a) above). The RFPs will also include push projects. OCAST will assure that the RFPs are distributed to all potential submitters on an equal basis and will receive the proposals. Reviewers will be selected by the RC. OCAST will contact the selected reviewers; and arrange for their travel, accommodations, and the facilities needed for the panel review (for both pull and push projects). The output of the review process will be a determination of which proposals merit funding and a ranked list of the meritorious proposals. OCAST will also provide each submitter with written review comments. Upon receiving the ranked list of proposals, the RC will consider its resources and the priorities of the OTC, and recommend to the Executive Board how many of the meritorious proposals should be funded. In making its recommendation, the RC will begin with the highest ranked proposal and continue down the list of meritorious proposals. The RC will not be permitted to reorder the proposal rankings. However, the RC will not be obliged to commit all of the Center’s available funds in a competition. All the research projects supported by OTC with UTC funds will be awarded through the aforementioned competitive process.

(c) Incentives given to proposals involving two or more OTC institutions: From its inception, OTC leadership has made concerted efforts to promote collaboration among OTC institutions (OU, OSU, and LU). As a result, many previous and current projects have multi-institutional involvement. These collaborations often lead to better research outcomes, and it has become one of our major strengths. We plan to continue enhancing this culture as a UTC in making funding decisions. Also, as a national UTC, we plan to provide leadership in establishing collaborations with other UTCs, particularly with those

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in neighboring states. The OTC is in the process of signing a formal memorandum of understanding (MOU) with the Southwest University Transportation Center (SWUTC), located at the Texas A&M University and is in discussions with the other National UTCs focused on leveraging assets.

(d) Industry needs and industry involvement: In addition to being a resource for matching funds, industry and practitioners play a key role in the implementation of knowledge and new technologies created in UTCs. Although OTC has an Advisory Committee (AC) comprised of industry members from all transportation modes and others, it has achieved only limited success in research partnership. Although the AC has provided feedback and endorsement of OTC research topics and results, but has not become a resource of topics. As a UTC, we seek to become more proactive in garnering industry research collaboration. We will strongly encourage researchers to identify projects in close collaboration with industry and practitioners, whenever feasible. Priorities may be given in making funding decisions to projects that address industry needs and that involve industry collaboration, particularly a cash match. The Advisory Committee (AC) will make recommendation on who will serve as the industry representatives on the RC. Also, the AC will be a resource for student internships and will play a key role in the implementation of research results.

(e) The OTC leadership will make concerted efforts to blend national needs with those of the state and region in setting research priorities. Also, an appropriate balance between basic and applied research will be established and maintained.

(f) The research selection process will include such factors as: (a) if the project meets the over-arching goals of the Center; and (b) if the proposal addresses topics of local, regional and national significance, and could be completed on time; (c) if the research plan addresses leveraged dollars, saved dollars and cost avoidance.; (d) the degree to which students, including undergraduates, will be prepared for careers in the transportation industry.

OTC will strongly encourage all researchers to conduct a thorough literature review and make direct contact with other pertinent research organizations, including FHWA, FTA and FRA, to prevent apparent duplication of efforts and to effectively communicate activities undertaken and advances made by the Center. Also, the Center plans to take advantage of the FHWA/UTC coordination meetings that are conducted at FHWA’s Turner-Fairbank Highway Research Center in the areas of Operations R&D, Safety R&D, and Infrastructure R&D.

4. Performance indicators: Reporting requirements for UTCs list two measures as indicators of the research selection process: (1) Number of transportation projects selected for funding, and their breakdown, namely basic research, advanced research, and applied research, and (2) total budgeted costs for the projects in (1). These measures are relatively straightforward to monitor and will be performed by the OTC staff member (Administrative Assistant).

II. B Research Performance

Research Performance Goal: The OTC will create and review ongoing programs of basic, advanced and applied research, the products of which will be judged by peers and other experts in the field to advance the body of knowledge in transportation.

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2. Research Performance Program Outcome. By the year 2010, the OTC will be recognized as a leader in the overall stewardship of bridge and pavement systems that encourage the selection of maintenance and management tools, including structural health monitoring and the selection of repair and rehabilitation alternatives, and the use of new materials and methods in repairing existing structures or constructing new structures. Further, the OTC will have encouraged reduction of traffic congestion by conversion of intermodal freight movement of goods toward alternative freight loaded transportation corridors (e.g., railways and waterways) and conversion of automotive traffic to public transit options.

The OTC will also aspire to serve as a leader in the enhancement of universal mobility and computer and human integration and transportation issues having significance to Federal Transit Administration and other pertinent agencies.

All three OTC universities have transportation-related research and educational projects/programs. Some of these projects and educational activities are being pursued under the auspices of the OTC (e.g., highway and transit projects), while other projects are funded directly by ODOT, OCAST, NSF, etc. It is expected that as the OTC starts functioning as a UTC, more of the research and educational activities (degrees offered, internship, short courses, etc.) will be brought under the OTC umbrella.

3. Planned Activities. As a national UTC, OTC will establish and maintain a healthy portfolio of basic and applied research projects. In addition to establishing a merit-based research selection process (see Section II.A.3); the Center will institute a process to monitor timely progress of funded projects. The process will also address research quality and implementation of research results. Some elements of this process are provided below:

Periodic Progress Report (PPR): Researchers will be asked to submit periodic progress reports for each project. The report will clearly delineate the progress made during the period, difficulties encountered, if any, measures undertaken to address them, and activities planned for the next period. Researchers will also be asked to identify the relevance of the work performed to state, regional and national needs. They will also be asked to report any implementable items together with a realistic implementation plan. The Executive Director will coordinate the QPR and may recommend, (to the Executive Board) discontinuation of a project due to lack of progress.

Annual Report: For multi-year projects, researchers will be asked to submit an annual report. The Executive Director will seek assistance of pertinent federal agencies and professionals to review these reports. The review process will be designed to ensure quality and accountability.

Final Report: A comprehensive final report documenting the important findings of the study will be required on each project. As in the case of the annual report, the final reports will be reviewed for quality and study objectives.

Research Day: Researchers will be encouraged to participate in Research Day – a combined ODOT-OTC event that serves as an important element in technology transfer.

Research Quality: OTC plans to institute tracking metrics to measure research quality and performance including number of publications in journals and conference proceedings where manuscripts are subjected to a rigorous peer review process, as well as publications in regional, national, and international conferences and symposia proceedings where only abstracts are subjected to review. Intellectual property (e.g., disclosures, applications, patents, copyrights, licensed technology) will also be used as a measure of research quality. As shown in Figure 1, continued funding of multi-year projects will depend upon satisfactory annual reports with identifiable deliverables.

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Moreover, OTC expects to ensure quality through presentations made by researchers at such events as the ODOT-OTC Research Day and review of final project reports using internal and external resources. The Executive Director will work closely with the RC, EOC and AC members to ensure that research quality measures are implemented appropriately and make changes as needed.

4. Performance Indicators: RITA reporting requirements call for tracking two parameters as indicators of research performance: number of transportation research reports published, and number of research papers presented at academic/professional meetings. These indicators will be monitored by the Administrative Assistant and reported to RITA.

II.C Education

Education Goal: The OTC will encourage and develop a multidisciplinary program of course work and experiential learning that reinforces the Center’s theme.


2. Educational Program Outcome: OTC is envisioned to become a key player in transportation education and outreach, particularly in multi-disciplinary education, land surveying and transportation management.

3. Planned Activities: Several educational initiatives are expected as an outgrowth of the OTC. Compatible with our research focus, it is expected that the Center will help integrate course offerings in engineering, with particular emphasis on pavements and bridges, repair and retrofit of existing structures, and transportation materials. Also, it is expected that the Center will invest resources to develop new courses that are important to its research and educational mission. Further, the Center expects to become a catalyst for the development of new degree programs and/or revival of existing degree programs, with an emphasis on Native American and minority involvement. Some examples of the type of educational activities the Center might pursue are cited below.

OTC plans to support development and delivery of new courses in strategic areas. A course on Urban Transportation Network Analysis that will analyze the network traffic flow problems based on the user equilibrium concept, and will include choice of travel modes, distribution of trips among various possible destinations, and choice of routes between an origin and destination in congested urban transportation networks is cited as an example. Another pertinent course on Transportation and Supply Chain Management may be developed that will emphasize design and analysis of transportation and supply chain systems, including descriptions of components, and interactions, and trade-offs between these components.

The OTC recognizes, and plans to respond to, the national need for Land Surveyors. It is expected that OTC will have resources to develop a technology program for Land Surveying, with emphases on the mathematics skills required for surveying combined with the legal and historical background necessary for effective Land Surveying.

It is realized that institutional requirements have to be met to initiate the aforementioned programs, and non-OTC resources will be needed to sustain them. As in the case of research, funding for ALL educational activities that use UTC funds will be awarded through the competitive process outlined before.

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A second committee, called Education and Outreach Committee (EOC), will facilitate solicitation of education and outreach-related problem statements, and review and rank the problem statements submitted. Also, the EOC will provide assistance in preparing request for proposals, and suggest names of potential reviewers. A priority for the EOC will be the preparation of an RFP for projects that will encourage Native Americans to prepare for careers in the transportation field. The initial The initial EOC has been appointed (see Appendix G). The Executive Director and a representative from the FHWA will serve as ex-officio members.

Presently each OTC institution offers transportation-related courses at OSU and OU, each offering about equal numbers of courses and LU offering fewer courses. With increased OTC activities in research and education, enrollments in these courses are expected to increase. The course offerings are listed in Table 1.

Institution Courses offeredOSU CIVEN 3693: Engineering Materials Lab.; CIVEN 3633: Transportation Engineering; CIVEN 5303:

Systems Analysis; CIVEN 5313: Highway Traffic Operations; CIVEN 5383: Geometric Design of Highways; CIVEN 5653: Asphalt Materials & Mix Design; CIVEN 5673: Concrete Materials & Mix Design; CIVEN 5693: Pavement Design & Analysis; CIVEN 5703: Soils in Construction; CIVEN 5010: Timber Design; CIVEN 5243: Use & Design of Geosynthetics; CIVEN 5010: Advanced Pavement Design & Analysis; CIVEN 5513: Advanced Reinforced Concrete Design; CIVEN 5523: Advanced Steel Structural Design

OU CE 3884: Transportation Engineering; CE 5303: Asphalt Materials & Mix Design; RCPL/CE 5373: Transportation Economics; CE 5404: Soil Stabilization; CE 5453: Public Mass Transportation Systems; RCPL 5463: Computer Mapping and GIS Planning; RCPL 5483: Urban and Regional Transportation Planning; CE 5493: Transportation Land Development; CE 5693: Structural Design of Pavements; CE 5473: Design of Concrete Mixtures & Materials; CE 5753: Structural Design of Woods; CE 5773: Structural Design – Steel II; CE 5783: Structural Design – Concrete II; CE 5793: Design of Prestressed Concrete Structures; CE 5020: Bridge Design; AME 5750: Vibrating Systems; AME 5763: Finite Element Analysis

LU IT 4006 Aviation Internship, TE 1601 Management of TSA, TE 3623 Transportation Systems

Table 1: Transportation Related Courses Taught at OSU, OU, and LU

The OTC has several experiential learning programs to facilitate transportation education, including the Bridge Squad program at OU, the Roadway Squad program at OSU, the Summer Transportation Institute (STI) and Summer Job/Internship program at LU. Generally, undergraduate students participate in the OU and OSU programs, while high school students participate in the LU STI program. Also, for the past two years, the OTC has offered summer internships (six in CY06 and seven in CY07) to undergraduate students. These internships have been primarily supported by geotechnical and structural design firms with transportation emphases. The OTC expects to expand this program to provide experience-based learning opportunities to more students, and make effort to address diversity in pursuing these activities. The OTC also expects to increase the number of research assistantships available to students in order to provide experience-based transportation education to more students.

4. Performance Indicators: As required by RITA, educational performance will be measured by tracking the number of transportation-related courses offered by OTC institutions. Both undergraduate and graduate students participating in the educational program will be

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tracked, as required by RITA. The Administrative Assistant will coordinate the collection of this data and report to RITA annually.

II.D. Human Resources

Human Resource Goal: The OTC will increase the number of students, faculty and staff who are attracted to and substantially involved in the undergraduate, graduate and professional programs of the Center.

1. Baseline Measures: The baseline measures pertaining to human resources, as required by RITA, are reported in Appendix A.

2. Human Resources Program Outcome: Since opening the door for transportation research and education in 2001, the OTC has been very successful in attracting financial support from both state and federal agencies (through Congressional appropriation). Specifically, in FY05, the Center received $1.5 million for transportation research (through Federal Highway Administration) and another $4 million for transit research (through Federal Transit Administration). The Center also received funds from ODOT ($160K) and from OTA ($200K). Because of these funds, several students (undergraduate and graduate) and faculty members are currently working on various transportation and transit related research projects (see Appendix A). As such, the OTC expects to grow steadily, the primary growth occurring in the area of internships, and transportation-related degrees. With SAFETEA-LU designation of UTC funding, the internship program is expected to grow substantially. Also, as we begin to place more emphasis on transportation education, it is expected that more students will become interested in pursing transportation-related curriculum tracks. The number of students supported on OTC projects is expected to remain stable or grow modestly. Matching funds are expected to provide additional impetus for growth.

3. Planned Activities: Students attending transportation-related education today, through degree programs and experiential learning, will become the transportation workforce and leaders of tomorrow. The OTC will maintain and enhance its human resources through transportation research and education that are compatible with the Center’s theme. We believe that the current activities, namely the Bridge Design Squad at OU, the Roadway Design Squad at OSU, the Summer Transportation Institute and the Summer Job/Internship program at LU, will continue to be supported by ODOT giving our students opportunities to pursue progressive transportation-related education. With industry support, OTC initiated a summer internship program. In CY06, six students participated in this program that was fully funded by industry. This year, the level of participation has increased to seven, with about one-third of students supported by OTC and the remainder supported by the industry. With allocated OTC resources, we expect the student internship program to grow. Our industry partners are extremely supportive of this program. . With OTC support, programs at LU are expected to grow. Moreover, it is expected that strategic academic programs, both undergraduate and graduate, will grow. Research assistantships are also expected to help maintain and modestly grow our human resources. Further, OTC activities (research and educational) are expected to be an impetus for increased faculty participation at each OTC institution. Following examples are cited as an illustration.

Multidisciplinary Graduate (M.S.) Degree Program: With increasing complexities and challenges involved in addressing many transportation problems and issues, tomorrow’s work force would be able to better serve with a multidisciplinary educational background. The OTC institutions will be encouraged to pursue such tracks (e.g., M.S. in Electrical Engineering or Industrial Engineering with a transportation emphasis or Ph.D.

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in General Engineering with a transportation emphasis). Although no new degree programs may be required to pursue this, resources will be needed to restructure existing courses.

Also, OTC would be supportive of developing an undergraduate degree program in Transportation Management with four areas of emphasis: Surveying, Safety, Security and Hazardous Materials. The OTC support might be used to develop and deliver pertinent courses, as well as to manage and market the program. OTC may also support the development of some degree programs at the graduate level. Rehabilitation Counseling Program (M.S. level) and Physical Therapy Program (Ph.D. level) may be cited as an example. The first program may address disabilities (including transportation related), drugs or alcohol use and transportation issues, while the second program may be related to injuries, including transportation-related injuries as well as the effects of enhancement and/or implementation of transportation systems that contribute to improving the health conditions of the youth, disadvantaged, elderly and disabled.

4. Performance Indicators: Baseline measures 7, 8 and 9 pertain to the number of transportation-related advanced degree programs, number of students enrolled in these degree programs, and the number of students receiving transportation-related degrees. RITA requires that each of these baseline measures track impacts on master and doctoral level students. The OTC staff will work with OSU, OU and LU to compile these indicators and report to RITA annually.

II.E Diversity

Diversity Goal: The OTC will encourage students, faculty and staff who reflect the growing diversity of the US workforce to become substantively involved in the undergraduate, graduate and professional programs of the Center. 1. Baseline Measures: Because of privacy concerns, the OTC does not plan to collect any specific data on diversity. However, we do expect to be able to cite examples of successes in maintaining and enhancing diversity in annual reports.

2. Diversity Program Outcome: The OTC expects to recruit, train and retain a diverse student population that is representative of the changing population in the US. OTC expects to become a leading UTC in involving African Americans, Native Americans and other under represented groups in transportation education and outreach.

3. Planned Activities: The OTC plans to address diversity in three ways. First, Langston University, a Historically Black University (HBU), is a full partner in the OTC. As an HBU, Langston University’s primary mission is to provide opportunities for groups that are under represented in colleges and universities. The inclusion of Langston as a full partner in the OTC assures the participation of African Americans in the OTC.

Second, as stated in Sec. II.A.3.a, “contribution to diversity” will be a review criterion for every proposed research project. Major research funding agencies such as the National Science Foundation routinely require similar statements in research proposals. Our experience shows that including diversity in the research proposals is an effective way to integrate diversity into the research activities.

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Third, the OTC will solicit proposals and fund at least one project in the first year with the primary aim of addressing diversity. We feel that one of the greatest strengths of the OTC will be the open, competitive, vigorous, peer-review process that we have established. All program funds, including those for diversity projects, will be allocated through the peer review process. We believe that this process will fully unlock the creativity of the community and draw in talented people to make major contributions who might otherwise not be involved with OTC.

a. Areas in which proposals will be selected

The project(s) under the diversity initiative will be open to all students regardless of their demographic profile. However, successful proposals will identify and address issues which are of particular relevance to the full inclusion of African Americans and Native Americans as transportation professionals.

The OTC model for inclusion of underrepresented groups is illustrated below

Early engagement → Recruiting → Transition → Retention → Enhancement

Early engagement – Members of underrepresented groups tend to veer into alternate career paths well before their senior year of high school. Successful efforts to attract members of underrepresented groups must begin in K-12. Examples of possible programs include:

An on-campus Summer Academy for High School Students: Langston University already runs a highly successful program (the most recent program included 16 African American and 2 Native American students) that could be expanded to include the involvement of OU and OSU, or a new academy could be initiated for Native American Students.

High School Design Squads and Competitions: With support from the partner universities, approximately 15 high schools (including Sequoyah High School, which is sponsored by the Cherokee Nation in Tahlequah, OK) each sponsor a robotics team in an annual competition. This program engages high school students with college students and faculty members in a competition of the “minds and hands.” The robotics competition has proven to be highly effective in attracting students to study engineering. This model could be adapted to bridge or roadway design.

Teacher Institutes: High school teachers from across Oklahoma come to the university campuses each year for in-service training. An on-going part of the training provides the teachers with instructional modules that the teachers can take back to their classrooms. Each module illustrates a technical or scientific principle. When the modules are introduced into high schools that have large minority populations, they have been effective in attracting students from underrepresented groups into STEM fields. Modules specific to transportation could be developed.

Recruiting – OTC may sponsor diversity-based recruitment efforts, in collaboration with Minority Engineering Programs (MEP), to respective underrepresented communities as well as the community colleges that serve as feeder schools to the OTC institutions. This may involve summer camps; and seminars and tours targeted to African American, Native American, women and other underrepresented groups.

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Transition – Transition to the university environment is often much more difficult for members of underrepresented groups. Each of the partner universities has an on-campus, transition program prior to the start of the Fall semester. These programs emphasize math, communication, personal development, group identification, team building, study habits, test taking strategies, and acclimation to college life. The possibility exists for OTC to leverage off of one or more of these programs.

Retention -- Self studies of Oklahoma universities have identified the leading reasons for students from underrepresented groups dropping out of college. Among the leading causes are failure to make at least one personal connection at college and the failure to meet self-imposed academic standards. Although, funding is also an important issue, there are major efforts at each of the partner OTC institutions to address the challenge of funding as it relates to retention of underrepresented groups. OTC intends to leverage off of the efforts, but not to duplicate them. The OTC may address retention through Living/Learning Communities in which students with similar backgrounds and

majors have clustered class schedules, access to academic excellence workshops, and participation in community building exercises. Students may, if they choose, live in proximity to each other.

An Academic Excellence Office that includes counseling in innovative study techniques, stress and time management, and the unwritten rules of the college classroom.

Peer Mentoring in which students assist students under the guidance of a professional academic counselor.

Enhancement – Enhancement opportunities complement the educational experience and accelerate the professional development of students. Enhancement opportunities may include:

Summer Internships: Experience has shown that summer internships, in which students are placed in meaningful summer employment, reinforce the instruction that students have received, prepare the students for subsequent class work, promote networking and professional development, provide needed funding for continued education, and often lead directly to permanent employment opportunities. With non-UTC funding, OTC already operates a small summer internship program. This program could be expanded to include a diversity dimension.

Research Experience for Undergraduates (REU): The partner universities have extensive and very positive experience bringing undergraduates into research laboratories. Although many students have been influenced to go on to graduate school through an REU, the primary benefit is the close professional relationships that develop between the undergraduate, the faculty members, and the graduate students working in the same lab. In addition, the REU experience often makes students more competitive when they seek scholarships and permanent employment. OTC could provide REU supplemental funding to OTC research projects when the Principle Investigators identify appropriate undergraduates.

b. Solicitation and Selection of Diversity Proposals

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ALL diversity-related proposals will be funded through a fair and competitive process as described in Section II.A. The Education and Outreach Committee will solicit problem statements and prepare the RFP for diversity-related projects. This committee has been formed (see Appendix G).

c. Rationale for selected areas

As the OTC considered diversity, two questions came to the fore: “Is there an area in which OTC is particularly well positioned to make a major or a unique contribution?” and “What project might OTC initiate?”

Regarding the first question, OTC is committed to the inclusion of all underrepresented groups. However, the OTC is in an excellent position to address the inclusion of African Americans and Native Americans among transportation professionals. The focus on African Americans follows directly from Langston University’s standing as a Historically Black University with a large African American student body. The continued development of the LU programs, as discussed in Sec. II.C and Sec. II.D, is expected to make a significant contribution to the inclusion of African Americans in the professional transportation work force. However, OTC wishes go beyond these programs. Hence, the OTC plans to solicit proposals for a project that will specifically address diversity issues.

To date, there have been no formal efforts to reach out to Native American students and scholars and to encourage them to explore opportunities in the transportation field. However, the OTC is well positioned to make a national contribution in this area. A major factor in this opportunity is the strong interest of the Interim Director and of a member of the OTC Executive Board, who are prominent members of Oklahoma’s Native American community; and the long standing commitment of ODOT, OTA, LU, OU, and OSU to Native American issues. Other elements of the opportunity include:

Oklahoma’s large Native American population. OSU and OU’s consistent rank in the top five nationally for engineering degrees

granted to Native Americans. The relationships formed between tribal leaders and the universities through

Oklahoma’s TTAP program, which is based at OSU. 12% of the engineering faculty at OU and OSU who are Native American. The engineering colleges at OU and OSU have established formal ties with Sequoyah

High School in Tahlequah, OK and Comanche Nation College in Duncan, OK for research and education enhancement projects.

Lessons learned in highly successful programs to encourage Native Americans to enter medical school.

With regard to the question of a specific diversity project: the OTC is deeply committed to the concept of peer review prior to spending UTC funds on programs or projects. However, the partner universities each run very successful diversity programs (some of which were briefly described above) with highly qualified, full-time professional staff members. OTC believes that theses programs demonstrate the commitment and proficiency of the partner universities in addressing diversity. These programs and the staff will be available to serve students working in the OTC and could be leveraged or expanded in a cost effective manner to address the specific needs of OTC students. OTC

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is also completely open to initiating new and unique programs if, in the opinion of the peer reviewers, the new programs will serve needs not currently addressed. Given the pool of talent and experience at the partner universities, the OTC fully expects that the RFP will generate exciting proposals for effective, cost efficient diversity projects.

4. Performance Indicators: Because of privacy concerns, the OTC does not plan to collect any specific data on diversity. However, we do expect to be able to cite examples of successes in maintaining and enhancing diversity in annual reports.

II.F Technology Transfer

Technology Transfer Goal: Availability of research results to potential users in a form that can be directly implemented, utilized, or otherwise applied.

1. Baseline Measures: RITA requirements call for data on the numbers of transportation seminars, symposia, distance learning classes, and other pertinent technology transfer activities for transportation professionals. The requirements also ask for data on the numbers of transportation professionals participating in these events. Technology transfer data for the FY05 events are reported in Appendix A.

2. Technology Transfer Program Outcomes: Through the activities described in Sec. II.F.3, the OTC will assure that the research results are rapidly and effectively conveyed to practitioners in the transportation field.

3. Planned Activities. The OTC plans to pursue an aggressive technology transfer plan. The plan will utilize our current strengths in a number of areas. Specifically, we plan to pursue the following:

OTC maintains an effective web site. Currently we are in the process of enhancing the web site with the aim of making it information-rich and easy to navigate. This will be an ongoing effort.

OTC has been offering periodic seminars and workshops utilizing both in-house and external expertise. We expect to enhance this activity. At least three seminars/workshops are planned annually.

Short courses will be developed as an outcome of research and scholarship activities. At least one short course is planned for the first year and the frequency increased in subsequent years.

We plan to use the semi-annual meetings with the OTC Advisory Committee as a vehicle for transferring technology.

We plan to work closely with ODOT in organizing an annual event, “Research Day,” to discuss ongoing and completed research projects. Engineers and others from different field divisions, industry and ODOT’s central office are expected to benefit from this activity.

OTC maintains excellent relations with associations such as American Concrete Pavement Association, Oklahoma Asphalt Pavement, and Oklahoma Aggregate Association. We will work closely with these and other associations and co-sponsor meetings and conferences, using such venues as a means of technology transfer.

OTC will strongly encourage all researchers to publish findings in archival journal and conference proceedings publications as well as in formal technical reports. These are expected to be useful avenues for dissemination of products and processes developed by the OTC. A strong technology transfer component will be valued in proposal ranking and funding decisions.

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Some of the technology transfer (TT)-related activities such as the web site and seminars may be pursued by the Executive Director’s office. Other TT-related activities, however, such as workshops and short courses will be pursued by individuals at the OTC institutions and elsewhere (e.g., industry). ALL UTC funds used to support workshop and short course type activities will be awarded in a competitive, peer review process; similar to the process for awarding funding for research and education projects. 4. Performance Indicators: Various presentations, papers, research reports, short courses, etc. can be tracked and reported in the annual report. RITA requirements specifically call for the numbers of transportation seminars, symposia, distance learning classes, and other pertinent activities for transportation professionals as well as the number of attendees participating in these activities. OTC staff will collect and report these data.

III. MANAGEMENT APPROACH

The OTC management consists of an Executive Board and an Executive Director. The Executive Board consists of:

Dean, College of Engineering, Architecture and Technology, Oklahoma State University;Dean, College of Engineering, University of Oklahoma;Director, Transportation Center of Excellence, Langston University;Director, Oklahoma Department of Transportation or designee;Director, Oklahoma Turnpike Authority or designee; and

as a non-voting, ex-officio member:

Division Director, Federal Highway Administration.

The Executive Board is the final decision making authority on all OTC matters.

The Executive Director reports to the Executive Board and to the Dean of Engineering, Architecture and Technology at Oklahoma State University. As noted in Section I.C, Mr. Neal McCaleb, former Secretary of Transportation and former Director of the Oklahoma Department of Transportation, serves as the Interim Executive Director. The OTC has initiated a national search for a permanent Executive Director. Once this search is complete, it is expected that the Executive Director will recruit a professional staff that will assist the Executive Director in running day-to-day activities of the Center, including gathering performance indicators data.

There is an understanding of the importance of an Administrative Assistant to support the Executive Director. As soon as the Executive Director has been identified, he/she will begin a search for an Administrative Assistant who can complement his/her skills and strengths. In the interim, this function will be addressed by Ms. Suzette Lavoie, a permanent OSU employee who has extensive experience with reporting, budgeting, and compliance issues. Ms. Lavoie’s resume appears in Appendix C.

The OTC has an Advisory Committee (current membership roster in Appendix F), with more than thirty members, representing all transportation modes. The Advisory Committee meets semi-annually to discuss progress and to offer advice on the future direction of the Center. Elizabeth Romero, Planning and Technology Services Team Leader, Federal Highway Administration, Oklahoma City served as the ex-officio member of OTC Executive Committee

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(EC) until November 2006 when the organizational structure was changed. We plan to invite at least one person from FHWA, one from FTA and one from FRA to serve on the Advisory Committee. We plan to seek RITA’s assistance in filling these positions.

The Executive Board has organized two committees to work under the direction of the Executive Director: the Research Committee, and the Education and Outreach Committee. Each committee, with representatives from the OTC constituencies, ischarged to develop recommendations for approval by the Executive Board. Other committees may be formed in future, as needed.

III.A Institutional Resources

As major comprehensive research universities, both OSU and OU have substantial research infrastructure (laboratory and computing facilities, and human resources). Appendix D contains a list of the major laboratory and computing facilities. Each campus has over fifteen faculty members with strong background, experience and interest in transportation research and education. Our transportation-related faculty members exhibit a great deal of diversity, representing both engineering (e.g., civil, industrial, electrical, computer, mechanical, construction science and regional and city planning) and non-engineering (e.g., economics, mathematics, social science) disciplines. A number of faculty and professional staff at LU have expertise in transportation education and research, primarily related to materials, equity, safety and security.

All three OTC universities have transportation related research and educational projects/programs. Some of these projects and educational activities are being pursued under the auspices of the OTC (e.g., highway and transit projects), while the other projects are funded directly by ODOT, OCAST, NSF, etc. It is expected that as the OTC starts functioning as a UTC, more of the research and educational activities (degrees offered, internship, short courses, etc.) will be brought under the OTC umbrella. However, it is likely that some transportation-related research and educational activities will continue to operate outside the OTC. We will make efforts to maintain and enhance collaborative relations with those individuals and centers and attempt to derive benefit from activities pursued that complement OTC’s mission.

III.B Center Director The Executive Director is selected by the Executive Board to carry out and enforce the policies of the Executive Board. Working with the Executive Board, the Executive Director will help to formulate policy, establish strategic plans, and develop and execute operational plans. The Executive Director will be responsible for the day-to-day management of the OTC and will actively pursue the policies, objectives and tasks consistent with the Center’s goals and approved by the Executive Board. The Executive Director will solicit participation, both financial and in-kind, from the State and Federal agencies with interests in transportation.

Consistent with RITA guidelines, the Executive Director will be an employee of Oklahoma State University (grant recipient) and accountable to the university for use of the UTC grant funds. Institutionally, the Executive Director will report to the Dean of Engineering, Architecture and Technology at Oklahoma State University.

Additional responsibilities will include: Developing budgets for approval by the Executive Board; Solicitation of matching funds to support the OTC programs;

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Development of research initiatives, RFPs and other directed programs in cooperation with the RC or EOC and other stakeholders in the transportation industry;

Performance evaluation of each OTC grantee or contractor; Liaison with various divisions of the ODOT, the OTA, and other pertinent organizations; Liaison with private industry, and industry groups and trade associations such as the

American Concrete Paving Association, the Asphalt Pavement Association, the Association of General Contractors, the Oklahoma Association of County Commissioners, the Oklahoma Ready Mixed Concrete Association, the Turnpike Users Group, and others.

III.C Center Faculty and Staff

As noted under Section III (Management Approach), the OTC will employ at least one staff member who will work with, and report to, the Executive Director in running the day-to-day activities of the Center, including gathering performance indicator data. Presently we do not expect to include any faculty members with 50% or more appointment from the Center. If the need changes, the OTC will revise the Strategic Plan accordingly and comply with the RITA requirements.

III.D Multiparty Arrangements

The OTC was founded in 2001 as a multidisciplinary coalition of OSU, OU, and LU to serve as a resource for solving critical transportation problems in the state and in the nation in a cooperative manner. With “Inter-modal Transportation at the Nation’s Crossroads” as its theme, the OTC received $400K in FY01 and FY02 from ODOT, and in FY03, OTC began receiving significant federal funding, through the Federal Highway Administration, ($350K in FY03, $2 million in FY04 and $1.5 million in FY05) for surface transportation research. In addition, the Center received $2 million in FY04 and $4 million in FY05 through the Federal Transit Administration for transit research. These funds allowed the faculty and students at each OTC institution to work collaboratively on research projects covering a broad spectrum of topics including multimodal transportation and logistics, freight movement analysis and forecasting, bridge and roadway structural health and security, sensor deployment and intelligent transportation systems for traffic safety, and emerging materials and construction/maintenance technologies. The transit research, so far, has focused on information technology in demand response transit systems, transportation planning process web-based education, accessibility and risk assessment for public transit systems, coordinated services and strategic planning. Some of these projects have been completed; while others are in progress (see the OTC web site http://www.oktc.org for details).

In March 2004, the OTC institutions (OSU, OU and LU) executed an MOU that provided a framework for collaboration and operation of the OTC. Item 1 in the MOU (see Appendix B) states that “The OTC is operated by the three universities with each university sharing equally in the operation of the OTC.” The MOU was revised on November 15, 2006 (see Appendix B) to reflect the needs of a National UTC. Since OTC’s inception, all three institutions have made concerted efforts to develop trust, partnership and an environment for collaboration so that the OTC can become a true resource for solving some of the pressing and challenging problems in the State and in the nation. We believe the Center has come a long way in this regard, and is poised to begin its journey as a UTC.

It is important to note that the legislative language of SAFETEA-LU identified the Oklahoma Transportation Center, rather than any one of the three universities, as the grantee. Consistent with Congress’s intent for the use of these funds among the OTC institutions and the

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http://www.oktc.org/

aforementioned background and facts, we ask RITA to relax its requirement “Resource Concentration at the Grantee University (Section III.D)” that notes “… a minimum of one-half of the Center’s total budget shall be concentrated at the lead university, i.e., the grantee.” Instead, we seek to establish a merit-based approach for the pursuit of the research, educational, training and other programs. This requirement may result in the lead institution not receiving at least one-half of the total funds for a period of time. A number of factors could lead to this scenario including the number and/or technical merit of proposals submitted by the lead institution or specific educational, outreach and technology transfer activities being pursued in a given year. As reflected in the legislation and in the MOU, in no way will the lead institution, Oklahoma State University in this case, be used as a conduit for funding to another party. To the contrary, relaxing the requirement will lead to improved collaboration, quality-driven products, and will help make the OTC a unique UTC in the country. As evidenced by the signed MOU in Appendix B, the leadership of all three partner universities is in agreement with this arrangement.

III.E Matching Funds

The OTC has made significant progress in securing UTC matching funds. During the first year of the project (10 Aug 2005 to 30 September 2006), a total of $3.34 million has been identified. For the second year of the project (1 October 2006 to 30 September 2007), the projected match is $3.65 million.

IV BUDGET DETAILS

The budget details appear on the following pages. It should be noted that all research and education projects, and some technology transfer activities will be funded through open, peer reviewed competitions. Consequently, some figures are best estimates based on past performance.

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Oklahoma Transportation CenterUniversity Transportation Center

Grant Year: October 1, 2006 - September 30, 2007

CategoriesBudgeted Amount

Matching Share

Total Project Costs

Faculty Salaries Site Directors $51,333 $0 $51,333 Project Faculty $200,232 $83,000 $283,232 Subtotal Faculty Salaries $251,565 $83,000 $334,565 Center Director Salary $126,000 $0 $126,000 Administrative Staff Salaries $42,000 $71,000 $113,000 On Site Staff Salaries $35,435 $148,000 $183,435 Student Salaries $195,886 $295,000 $490,886 Staff Benefits $162,177 $97,000 $259,177

Total Salaries & Benefits $813,063 $694,000 $1,507,063 Scholarships/Tuition $57,250 $23,600 $80,850 Permanent Equipment $0 $24,000 $24,000 Expendable Property, Supplies, and Services $125,413 $95,000 $220,413 Domestic Travel $51,473 $59,000 $110,473 Foreign Travel $0 $4,410 $4,410 Other Direct Costs (Specify) Rental* $12,000 $0 $12,000 Memberships - CUTC $400 $0 $400 ODOT Contributed Equipment & Supplies $0 $100,000 $100,000 Marketing Director $1,500 $0 $1,500 Executive Director Search $20,000 $0 $20,000

Total Other Direct Costs $33,900 $100,000 $133,900

Total Direct Costs $1,081,099 $1,000,010 $2,081,109 F&A (Indirect) Costs $478,901 $378,892 $857,793 Unrecovered F&A $0 $181,098 $181,098

Total Costs $1,560,000 $1,560,000 $3,120,000

*Rental fees are exempt from F&A costs and therefore listed on a separate line in the budget.

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Oklahoma Transportation CenterOklahoma State University



Matching Share

Explanatory Notes

Faculty Salaries $0 $0 Site Directors $15,249 $0 $15,249 Project Faculty $81,136 $63,000 $144,136 Subtotal Faculty Salaries $96,385 $63,000 $159,385 Center Director Salary $126,000 $0 $126,000 Administrative Staff Salaries $42,000 $71,000 $113,000 On Site Staff Salaries $21,682 $7,000 $28,682 Student Salaries $75,314 $103,000 $178,314 Staff Benefits $94,811 $53,000 $147,811

Total Salaries & Benefits $456,192 $297,000 $753,192 Scholarships/Tuition $21,500 $20,000 $41,500 Permanent Equipment $0 $13,000 $13,000 Expendable Property, Supplies, and Services $104,476 $38,000 $142,476 Domestic Travel $20,000 $24,000 $44,000 Foreign Travel $0 $4,410 $4,410 Other Direct Costs (Specify) $0 $0 Rental* $12,000 $0 $12,000 Memberships - CUTC $400 $0 $400 ODOT Contributed Equipment & Supplies $0 $100,000 $100,000 Marketing Director $1,500 $0 $1,500 Executive Director Search $20,000 $0 $20,000

Total Other Direct Costs $33,900 $100,000 $133,900

Total Direct Costs $636,068 $496,410 $1,132,478 F&A (Indirect) Costs $287,425 $249,964 $537,389 Unrecovered F&A $0 $181,098 $181,098

Total Costs $923,493 $927,472 $1,850,965

*Rental fees are exempt from F&A costs and therefore listed on a separate line in the budget.

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Oklahoma Transportation CenterOklahoma University



Matching Share

Explanatory Notes

Faculty Salaries Site Directors $24,084 $24,084 Project Faculty $71,715 $20,000 $91,715 Subtotal Faculty Salaries $95,799 $20,000 $115,799 Center Director Salary $0 Administrative Staff Salaries $0 On Site Staff Salaries $8,583 $117,000 $125,583 Student Salaries $71,714 $34,000 $105,714 Staff Benefits $42,265 $39,000 $81,265

Total Salaries & Benefits $218,361 $210,000 $428,361 Scholarships/Tuition $20,500 $3,600 $24,100 Permanent Equipment $11,000 $11,000 Expendable Property, Supplies, and Services $13,153 $24,000 $37,153 Domestic Travel $16,616 $20,000 $36,616 Foreign Travel $0 Other Direct Costs (Specify) Rental $0 Memberships $0 ODOT Contributed Equipment & Supplies $0 Marketing Director $0 Executive Director Search $0

Total Other Direct Costs $0 $0 $0

Total Direct Costs $268,630 $268,600 $537,230 F&A (Indirect) Costs $128,942 $128,928 $257,870 Unrecovered F&A $0

Total Costs $397,572 $397,528 $795,100

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Oklahoma Transportation CenterLangston University



Matching Share

Explanatory Notes

Faculty Salaries Site Directors $12,000 $12,000 Project Faculty $47,381 $47,381 Subtotal Faculty Salaries $59,381 $0 $59,381 Center Director Salary $0 Administrative Staff Salaries $0 On Site Staff Salaries $5,170 $24,000 $29,170 Student Salaries $48,858 $158,000 $206,858 Staff Benefits $25,101 $5,000 $30,101

Total Salaries & Benefits $138,510 $187,000 $325,510 Scholarships/Tuition $15,250 $15,250 Permanent Equipment $0 Expendable Property, Supplies, and Services $7,784 $33,000 $40,784 Domestic Travel $14,857 $15,000 $29,857 Foreign Travel $0 Other Direct Costs (Specify) Rental $0 Memberships $0 ODOT Contributed Equipment & Supplies $0 Marketing Director $0 Executive Director Search $0

Total Other Direct Costs $0 $0 $0

Total Direct Costs $176,401 $235,000 $411,401 F&A (Indirect) Costs $62,534 $62,534 Unrecovered F&A $0

Total Costs $238,935 $235,000 $473,935

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BUDGET FOOTNOTES

Oklahoma State University’s (OSU) costing practices for sponsored agreements and contracts comply with Cost Accounting Standards (CAS) and the provisions of OMB Circular A-21 (Cost Principles for Educational Institutions). OSU filed a disclosure statement (pertaining to its cost accounting practices) to the Department of the Navy, Office of Naval Research, 800 North Quincy Street, Arlington, VA, 22217-5660, May 24, 1996.

Salaries shown are the same as will be paid for performing University functions. For estimating purposes, a 5-percent salary increase has been included for faculty and support staff each July 1. Salaries may be applied to either academic year or summer periods as determined by the Department/School Head.

The employee benefits--FICA, Health Insurance, Unemployment Compensation, Worker's Compensation, Life Insurance, and Retirement Benefits--are a direct cost item for the University. A proportionate share of the cost, corresponding to the University employee's percentage of time on the program, will be charged to the program. The amount shown is based on a percentage of the employee's portion of proposed salary costs. Fringe benefit rates are negotiated annually with the Office of Naval Research and will be adjusted accordingly. Benefits through 06/30/07 are budgeted at the approved negotiated rate. Benefits beyond 06/30/07 are estimated with a 5-percent annual increase.

Travel expenses may be reimbursed at actual, reasonable, and necessary costs, not to exceed the greater of approved State or Federal rates.

The allowable Facility & Administrative Cost rate for on-campus research is 46.4-percent of Modified Total Direct Costs (MTDC) until further amended. This is the predetermined rate negotiated with Oklahoma State University by the Department of the Navy, Office of Naval Research, 800 North Quincy Street, Arlington, VA, 22217-5660, for the Federal Government. Facility & Administrative Costs are calculated on total direct costs less items of equipment, capital expenditures, charges for patient care and tuition remission, rental costs, scholarships, and fellowships as well as the portion of each subgrant and subcontract in excess of $25,000. Fringe benefits applicable to direct salaries and wages are treated as direct costs.

Any cost share proposed as F&A will be reduced proportionately with expenditures and/or only equivalent to an amount not to exceed the current rate.

This is a large, complex program which entails assembling and managing teams of investigators from a number of institutions. With regard to Cost Accounting Standards (CAS), this project qualifies under the “special purpose or circumstance” provision.

This CAS exception applies to the following expenses in the budgets: General office supplies General purpose computer supplies, equipment or software Food expenses Office Space Rental (Includes phone line, duplication services, & other normal office activities) Telephone line connection fees Cell phone monthly fees and connection charges Mobile phone monthly fees and equipment charges Pager monthly fees and equipment charges Secretarial Support Costs

The university will document employees’ time based on percent of effort.

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APPENDIX A: Baseline Measures

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BASELINE MEASURES FOR UNIVERSITY TRANSPORTATION CENTERS (UTCs)

Report for the most recently completed academic year and for the institution(s) comprising your UTC.

Research Selection

1. Number of transportation research projects selected for funding.

_____12_________

1a. Number of those projects that you consider to be: basic research ____.____, advanced research ____2____, and applied research ___10______. Projects may be included in more than one category if applicable.

2. Total budgeted costs for the projects reported in 1 above.

$1,106,350

Research Performance

3. Number of transportation research reports published.

____21_______

4. Number of transportation research papers presented at academic/professional meetings.

____36_________

Education

5. Number of courses offered that you consider to be part of a transportation curriculum. Report courses shown in the university course catalog as being offered, whether or not they were conducted during the academic year being reported.

Undergraduate: _____6________Graduate: ____28________

6. Number of students participating in transportation research projects. Count individual students (one student participating in two research projects counts as one student).

Undergraduate: _____31__________Graduate: _____54__________

Human Resources

7. Number of advanced degree programs offered that you consider to be transportation-related.

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Master’s Level: ______10________Doctoral Level: _______9________

8. Number of students enrolled in those transportation-related advanced degree programs.

Master’s Level: _______30_______Doctoral Level: ________7_______

9. Number of students who received degrees through those transportation-related advanced degree programs.

Master’s Level: ______12________Doctoral Level: _______2________

Technology Transfer

10. Number of transportation seminars, symposia, distance learning classes, etc. conducted for transportation professionals.

______6__________

11. Number of transportation professionals participating in those events.

______146_________

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APPENDIX B: Oklahoma Transportation Center Memorandum of Understanding

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34

35

36

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APPENDIX C: Resumes Mr. Neil A. McCaleb Ms. Suzette Lavoie

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RESUME

Mr. Neal A. McCalebBusiness & Professional

‘57-’59: Employed as an Engineer-in-Training by Hudgins-Thompson-Ball ,Architects &

Engineers Oklahoma City

‘60-’61: Employed as Assistant City Engineer by City of Oklahoma City

‘61: Registered Professional Engineer #4827

‘61-current: Established and incorporated Arrowhead Homes,inc building residential properties

and developing residential sub-divisions in Oklahoma City and Edmond. Also constructed Indian

Housing projects for Absentee-Shawnee and Ponca Tribes. Constructed Public Housing in

Keensburg ,Co and Wellington, Co.

‘61-’86: Established McCaleb Engineering as a proprietorship and later incorporated as

McCaleb Associates ,inc. providing consulting engineering and architectural services on a

variety of projects including highways, bridges, recreational facilities, housing, hospitals,

Clinics and commercial developments. Associated in architectural practice with McCaleb-

Nusbaum-Thomas and McCaleb- Blair-Mason.

‘75-’82: Elected to the Oklahoma House of Representatives from House district 81 serving four

years as the “Republican Floor Leader”. Served on the Highways, Higher Education, Revenue &

Taxation standing committees.

‘87-’91: Appointed By Gov. Bellmon as Secretary of Transportation serving concurrently as the

Director of the Oklahoma Dept. of Transportation during which time he lead the initiation and

construction of the $360 million Turnpike construction program of the first phases of the John

Kilpatrick Turnpike in OKC and the Creek Turnpike in Tulsa as well as the rural Cherokee and

Chickasaw Turnpikes.

‘91-’95: Employed by HNTB Engineering and Architects as the Director of Engineering for

Oklahoma.39

‘95-’01: Appointed by Gov Keating as Secretary of Transportation serving concurrently as the

Director of the Oklahoma Turnpike Authority and the Director of the Oklahoma Dept. of

Transportation playing a key leadership role in ODOT’s $700 million Capital Improvement

Projects and the OTA’s $700 million urban turnpike completion program completing the JKT

and Creek Turnpikes in Tulsa and OKC respectively. This was the largest highway construction

program in the states history.

‘01-’03: Appointed by President Bush to serve as the Assistant Secretary of the Interior over

Indian Affairs responsible for the reorganization of the Bureau of Indian Affairs and the

launching of a nation wide economic development program in Indian Country.

‘03: Appointed by Governor Anoatubby of the Chickasaw Nation to lead the planning and

implementation of the economic development for the Chickasaw Nation concurrently serving on

the Board of Directors for the Chickasaw Nation Industries and Bank 2 a wholly owned

Chickasaw Bank.

Recognition and Awards:

‘57: Recipient of the Associated General Contractors Scholarship for senior Civil Engineers.

‘66: Elected Vice-President of the “Oklahomans for Indian Opportunity”

‘67-’70: Appointed by Gov Dewey Bartlett to the first “Oklahoma Indian Affairs Commission”.

‘72-’74: Appointed by President Nixon to the “National Council on Indian Opportunity”

‘77: “Citizen of the Year” Edmond Chamber of Commerce

‘83-’84: Appointed by President Reagan to the Presidents Commission on Reservation

Economies”.

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SUZETTE LAVOIEWork Address:

College of Engineering, Architecture & Technology201 Advanced Technology Research Center

Oklahoma State UniversityStillwater, Oklahoma 74074

(405) 744-9497

EDUCATION /CERTIFICATIONS

University of Florida: Bachelor of Science in Business Administration, specializationin Finance 8/80 - 8/84

Oklahoma State University: Continuing Education in Accounting 1/88 - 12/88

Certified Research Administrator: License granted 04/06 (expires 06/11)

Association of University Technology Managers: Basic Licensing Course 09/99

Facility Security Officer Program Management Course: 04/95 and 05/02

Essentials of Industrial Security Management: 45 hour correspondence course

Protecting Secret and Confidential Documents: 45 hr correspondence coursecompleted 01/02

OSU Leadership Development Program: Graduated 2000

PROFESSIONAL MEMBERSHIPS

National Council for University Research Administrators: 1991 – 2003

International Society for Research Administrators (SRA): 1992 – 1993; 2004-present

SRA Oklahoma Chapter: 2005 – present (VP 8/05 – 8/06; President 08/06 – present)

National Classification Management Society: 2004 – present

Industrial Security Awareness Council OK Chapter: 1994 - present

EMPLOYMENT HISTORY

Engineering Research, Oklahoma State University, Stillwater, OklahomaResearch Administration Officer: 9/94 - presentCEAT Facility Security Officer: 9/99 - presentOSU CIED Facility Security Officer: 9/94 – 9/99

Arts and Sciences Business Office, Oklahoma State University, Stillwater, OklahomaCollege Fiscal Affairs Specialist: 4/91 – 9/94Financial Coordinator: 5/89 - 4/91

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Arts and Sciences Extension, Oklahoma State University, Stillwater, OklahomaFinancial Assistant: 1/88 - 5/89Senior Account Clerk: 7/86 - 1/88

Frontier Federal Savings and Loan, Stillwater, OklahomaTeller: 3/86 - 7/86

Old National Bank, Martinsburg, West VirginiaTax and Accounting Assistant, Trust Department: 8/85 - 12/85Head Teller: 5/85 - 8/85Assistant Head Teller: 3/85 - 5/85Teller: 11/84 - 3/85

Student Financial Affairs, University of Florida, Gainesville, Florida

Student Assistant in Application Processing: 8/80 - 7/84

OSU COMMITTEES Sponsored Programs Review Committee (SPRC) : 1994 - presentContract/Agreements Committee: 1999 - presentGrants & Contracts Policy Working Group: 2003 – presentGrants & Contracts Procedure Working Group: 2004 - presentGrants Application Management System (GAMS): Co-Chair: 02/96 – 07/98Grants and Contracts Financial System Subcommittee, OSU New Financial SystemsTask Force: 93-94Staff Advisory Council (SAC): 1997 – 1999SAC Benefit Committee Chair: 1998-1999SAC Treasurer : 1998-1999OSU Health Benefits Committee: 1994-1995SPECIALIZEDSKILLS ANDEXPERIENCEGrant/Contract & Financial Skills: sponsored program administration (approx. 300awards totaling $16.5m in FY06); contract writing/negotiation; budget preparation;fiscal forecasting; report preparation; account management and reconciliation;auditing; export control; accounts payable; accounts receivable; cash control; payroll;purchasing; Facility Security Officer; Common Trust Fund accounting (includinginvestment portfolio valuation and interest accrual); fiduciary tax return preparation.Managerial Skills: coordination with cooperative programs and agencies; humanresource management and training; general office management; resource allocation;scheduling; computer system management.Computer Skills: certificate of IBM computer training from Indian Meridian Vo-Tech(9/86); operation of IBM compatible personal computers and Macintosh computers;software proficiency includes DOS, Windows, Excel, Word, and Electronic ResearchAdministration Systems.

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APPENDIX D: Facilities Statements

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RELATED LABORATORY FACILITIESOklahoma State University (OSU)

Civil and Environmental Engineering Structures Laboratory:Currently facilities at Oklahoma State University include more than 5000 square feet in the Civil Engineering Laboratory building devoted to structural engineering and concrete materials research. Testing capabilities feature a wide range of experimental equipment that includes the following items: 1. Three universal testing machines with capacities of 60,000 to 400,000 lbs; 2. Three servo-control and fatigue rated actuators rated to 220 kips; 3. Three 22-kip, one 100-kip, and one 600-kip capacity servo-controlled closed loop

material testing machines; 4. A structural strong floor that is approximately 1000 SF; 5. Hydraulic pumps and pump room to support the servo-control systems;6. Acoustic emission instrumentation;7. Computer-based data acquisition/reduction equipment which supports a wide variety of

measurement devices; 8. Load testing equipment. Structural Testing System (STS) – Portable 40 channel data

acquisition system with reusable transducers with built in load positioning capability. The system is adaptable for LVDTs, accelerometers, and other full bridge sensors and is capable of sampling rates of .01 to 1,000 Hz. The STS also contains integrated software for data interpretation;

9. Long term monitoring equipment. The structural monitoring system (SMS) is designed for use by Civil Engineers interested in tracking structural movement or degradation over long periods of time. Data can be downloaded via telephone modem and be remotely viewed in real time or automatically stored on a periodic basis. The SMS can also be set to trigger an alarm in case the designated threshold level on one or more of the sensors is exceeded; and

10. Sonic and ultrasonic inspection equipment. The sonic testing equipment consists of a Fluke 192 Scope meter and stress wave transducers. The ultrasonic inspection equipment consists of a Parametric EPOCH 4Plus handheld pulser/receiver, 5058 bench-top pulser/receiver, matched pairs of 50 kHz, 100 kHz, and 180 kHz narrowband transducers, 100 kHz broadband transducers, and pc equipped with an Acqiris high-speed digitizer card.

Included in the current laboratory facilities is a concrete materials laboratory. The concrete materials laboratory contains approximately 1000 square feet of floor space devoted exclusively to testing for high strength and high performance concrete. Concrete testing equipment includes multiple freeze-thaw cabinets, a 1000 cubic feet walk-in curing room, a 500-kip SoilTest® compression testing machine, and an 11-kip flexure testing machine. The laboratory is also equipped with a ¼ CY concrete pan mixer. The evaluation of high performance concrete is facilitated by several high pressure permeability cells, a complex modulus apparatus, and other state-of-the-art test equipment.

Cummins Asphalt Laboratory:The Cummins Asphalt Laboratory houses facilities for aggregate testing, hot and cold asphalt mix design and mix performance testing. Standard aggregate testing facilities include Gilson shaker with full-height sieves, Mary-Ann and Ro-Tap Sieve shakers, jaw crusher, Los Angels

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Abrasion machine, fine aggregate specific gravity using AASHTO T 84 as well as the CoreLok and SSDetect procedures, coarse aggregate specific gravity, aggregate durability and insoluble residue apparatus. Consensus aggregate testing capabilities include fine aggregate angularity, coarse aggregate angularity, sand equivalent, and flat and elongated particles.

Mixing, compaction and density measurement facilities include large size force draft ovens, ignition furnace, weighing scales, Superpave gyratory compactor, Texas gyratory compactor, Marshall compactors, asphalt vibratory compactor, bulk specific gravity and Corelok apparatus, and a CoreDry apparatus. Mix design capabilities include Superpave, Marshall, Hveem, PFC and OGFC mixtures, cold mix designs including CIR and FDR mixtures and hot in-place recycle mixtures.

Mixture performance testing capabilities include a servo-hydraulic testing machine for resilient modulus and dynamic modulus testing (AASHTO TP 62), resilient modulus of soil and aggregates, indirect tension creep compliance (AASHTO T 322), and the simple performance testing recommended in NCHRP 9-29 of static creep (flow time) and triaxial repeated load permanent deformation (flow number). Rutting performance can be measured using the Hamburg device or by the Asphalt Pavement Analyzer (agreement with University of Kansas). Three different field permeameters and laboratory permeameters are available for permeability measurements of bituminous mixtures. Conventional moisture damage test equipment and a press for compressive and indirect tensile strength measurements are available.

Liquid asphalt and emulsified asphalt testing capabilities include ductility testing; kinematic, absolute and Saybolt viscosity; ring and ball softening point; penetration; distillation and recovery; specific gravity; and flash and fire points.

Allied Materials Characterization Laboratories:

The internal structures of asphalt materials can also be characterized using a Gamma Ray Computed Tomography available in the School of Biosystems and Agricultural Engineering.

OSU’s Microscopy Laboratory has multiple electron microscopy capabilities. Atomic Force Microscopy (AFM) is a widely utilized technique for investigating surface properties, area, site energies, and roughness of materials. The AFM instrument is from Digital Instruments Inc. of the Veeco Metrology Group at Santa Barbara, CA. It is a MultiMode scanning probe microscope equipped with Nanoscope IIIa controller. It performs a complete range of AFM techniques for surface characterization of properties like topography, elasticity, friction, adhesion, and electrical/magnetic fields. The MultiMode SPM acquires data from micro- to atomic-scale images with full 16-bit resolution on all scan waveforms and on each axis. OSU’s MultiMode SPM has heater and cooler providing sample heating and cooling for biological applications, polymers, and other materials.

Multimodal Transportation Systems Simulation Laboratory:The transportation systems simulation lab includes a battery of computer simulation packages for modeling multimodal transportation systems and intelligent transportation systems (ITS). It offers tools for:

1. Travel demand modeling for people and freight;2. Assessing impacts of proposed changes to an existing transportation system; 3. Testing alternative architectures for advanced traffic management systems (ATMS);4. Evaluating the effectiveness of providing advanced traveler information systems (ATIS);

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5. Developing and testing incident detection algorithms;6. Traffic signal control optimization; and7. Managing traffic at construction work zones (smart work zones).

Construction and Asset Management Research Laboratory:The Construction and Asset Management Research Laboratory houses facilities for research related to construction engineering, project management, simulation of construction operations and infrastructure asset management. The laboratory is equipped with six high performance computers. Supporting hardware includes high-speed T1 connections, wireless LAN of computers, two drum plotters, and three laser printers. Supporting software includes Primavera and Microsoft Project for project management, TILOS for linear scheduling methods of highway projects, HeavyBid for estimating and analysis of cost data, AutoCad for development of CAD drawings, and MicroCylone for simulation studies of construction operations. A comprehensive resource room is included in the laboratory that houses publications related to construction engineering and management, including ASCE Journals over the past 30 years, PMI publications, ENR papers, and research publications from the Construction Industry Institute.

Soil Mechanics Laboratory:

The Soil Mechanics Laboratory has facilities and equipment for basic and advanced soil testing for the purposes of classification (grain size distribution, Atterberg Limits); engineering design (consolidation, shear strength, permeability); and earthwork quality control (Proctor compaction, relative density, in-place soil density). Additional testing equipment for research application includes: Laboratory

1. Equipment for testing for sulfates in soils;2. WP4 Dewpoint Potentiometer for measuring soil suction;3. Rigid wall and flexible-wall permeameters; and4. Relative density vibrating table and associated test equipment.

Field1. Nuclear Moisture-Density Gauge for field compaction quality control testing;2. Humbolt Stiffness Gauge for in-place measurement of stiffness and modulus;3. PANDA Penetration test device for measuring strength and stiffness of in-place soils;4. Dynamic Cone Penetrometer for measuring strength and stiffness of in-place soils;5. Slope Indicator equipment for monitoring slope movements;6. Field CBR equipment for in-place strength testing; and7. Various in-place soil sampling devices (i.e., augers, thin-walled tubes, etc.).

Hydraulics Computational Laboratory:The Hydraulics Laboratory includes physical flume and other appurtenances for analyzing hydraulics and scour conditions for bridges and culverts. In addition, there are high speed computers equipped with hydrologic and hydraulic software and ArcGIS software. These facilities have been used on recent projects which include field scour at bridges in Oklahoma, ranking methodology for replacement of box culverts in Oklahoma, remote monitoring of local scour around bridge piers and culverts using sensor technology in Oklahoma, degradation stabilizing methodology for broken back and drop box culverts, and GIS layers of transportation and socioeconomic statistics.

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High Performance Computing Center:

The High Performance Computing Center (HPCC) provides advance computing capabilities, computational science expertise, support and infrastructure to the OSU campus with a focus on facilitating research activities and educational advancement. This campus wide facility’s service addresses the needs of researchers in all Colleges at OSU to help them integrate state-of-the-art high performance computing technology to their specific scientific applications. The HPCC currently operates a 128 3.2 GHz Xeon processor cluster divided into 64 nodes with an Infiniband network. The system has a total of 256 GB of distributed RAM and 6 TB of storage.

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RELATED LABORATORY FACILITIESUniversity of Oklahoma (OU)

Fears Structural Engineering Laboratory:The Donald G. Fears Structural Engineering laboratory at OU is equipped with static and dynamic loading systems including a 200,000 pound universal testing machine, and various hydraulic testing systems with capacities ranging up to 300,000 pounds. These systems can be reconfigured using several large load frames that can be deployed over the large strong floor contained in the Fears Laboratory highbay. The lab also contains a 4-ft by 6-ft shaker table and a 12-ft by 12-ft environmental chamber for materials research. In addition, Fears Lab has three separate data-processing and acquisition systems, with resolutions ranging from 0.001 to 100,000 Hz, and these have demonstrated their utility to bridge monitoring under recent ODOT-funded bridge research efforts. Fears Lab also possesses considerable information technology investments, including several Linux workstations used for computational analysis and visualization, traditional high-performance Windows-based servers, computer laboratories for graduate student work, and high-speed Internet connectivity to all information and structural testing systems at the laboratory.

Broce Asphalt Laboratory:Ray Broce Asphalt Laboratory houses facilities for aggregate testing, and asphalt mix design and mix performance testing. Standard aggregate testing facilities include Gilson shaker with full-height sieves, Los Angels Abrasion machine, fine aggregate specific gravity, coarse aggregate specific gravity, aggregate durability and insoluble residue apparatus. Also, facilities are available for consensus aggregate tests namely, fine aggregate angularity, coarse aggregate angularity, sand equivalent, and flat and elongated particles. Mixing, compaction and density measurement facilities include large size force and gravity ovens, ignition ovens, weighing scales, Superpave gyratory compactor, Texas gyratory compactor, asphalt vibratory compactor, and bulk specific gravity and CorelockTM apparatus. A humidity controlled room and a large freeze-thaw cabinet with humidity and temperature controller are also available at OU Broce Laboratory. Moreover, facilities are available for rut testing and fatigue testing, and resilient modulus and dynamic modulus testing.

Asphalt Binder Laboratory:

The OU Binder Laboratory has equipment for a wide range of material characterization tests: classification of asphalt binders based on the Superpave methodology, fundamental surface science studies of HMA materials (surface free energy measurements of binders and aggregates) and nano-scale measurement of binder surface properties (surface free energy measurements). The facilities include a Rolling Thin Film Oven (RTFO), a Pressure Aging Vessel (PAV), a Dynamic Shear Rheometer (DSR) and a Rotational Viscometer (RV). A Bending Beam Rheometer (BBR) has recently been purchased. A Rotational Viscometer (RV). Vapor sorption method using a Universal Sorption Device (USD) can be used for surface free energy measurements of aggregates. The USD can also be used for the surface free energy and moisture diffusion coefficient measurements of asphalt binders. A SGA-100 Water Sorption Analyzer is available at the OU Binder Laboratory. The water vapor as well as organic vapors can be used in this equipment. A high temperature option is also available in this machine (5ºC– 60ºC). The relative humidity range is between 2% and 98%. Other equipment available includes a gravity oven, a force oven, a glass cleaning oven, a regular scale and an analytical scale. Most recently,

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an aggregate imaging system (AIMS) and a dynamic mechanical analyzer (DMA) have been procured for lab.

CBME Laboratory:

Use of dynamic contact angles (DCA, both advancing and receding) for surface free energy measurements of asphalt binders is a promising method. The measurement of DCA by Dynamic Wilhelmy Plate Method is based on kinetic force equilibrium when a thin plate is immersed or withdrawn from a liquid solvent at a very slow and constant speed. School of Chemical, Biological and Materials Engineering (CBME) laboratory is equipped with a Dynamic Contact Angle Analyzer (DCA-322) from Cahn Instruments.

Atomic Force Microscopy is an imaging tool used widely in fundamental research. Nano-scale measurements of surface properties of HMA materials are possible with an Atomic Force Microscope (AFM). Detection of high and low energy sites, surface area, surface roughness and surface free energy of HMA materials can be done with the AFM available. The AFM consists of an integrated cantilever-tip assembly interacting with the sample surface, a detector that measures the displacement of the cantilever, and feedback electronics to maintain a constant imaging parameter such as tip-sample separation or force. The AFM is available in the CBME laboratory.

Intelligent Transportation System (ITS) Laboratory:The University of Oklahoma Intelligent System Laboratory houses facilities for ITS-related projects. The examples of recent/ongoing projects include: (a) Advanced Traveler Information System (ATIS), which is a web-based application providing real-time traffic data for Oklahoma City and Tulsa; (b) STATEWIDE - the statewide ITS deployment is an extensive fiber optic infrastructure which supports bandwidth intensive ITS applications; (c) TraCS – It is a customized data collection system that can be used by law enforcement and motor vehicle agencies nationwide; (d) SAFE-T – is a crash reporting system which automates the analysis of construction and highway enhancements for municipal and local traffic engineers on a statewide basis.

Vehicle Vibration Test Laboratory:

The Vehicle Vibration Test Laboratory located in North Campus is a newly-commissioned facility dedicated to full-scale vibration testing of trucks and automobiles in support of the development of advanced shock absorber assemblies for these vehicles. The steel building includes a climate-controlled control room, as well as additional space for parking a tractor-trailer.The centerpiece of the Vehicle Vibration Test Laboratory is a four-post road simulator manufactured by MTS Systems Corporation. The simulator can be adjusted to accommodate various vehicle sizes by moving the actuators and repositioning the floor panels. This class of simulator is currently available at only four locations nationwide; the OU Laboratory is the only non-profit location for this equipment. This class of simulator is capable of supporting fully-loaded chassis while providing vertical displacement inputs to each of the four corners of the trailer's double rear axle; this arrangement could also be used for a traditional four wheel vehicle, e.g., an automobile. During load cycling, each of the four actuators is controlled individually to simulate the input of real road profiles to the vehicle suspension systems. Each actuator can

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generate a maximum of 22,000 pounds of force and can develop up to six inches of displacement at a maximum frequency of 50 Hertz. Each actuator can also be moved independently in sinusoidal or square wave patterns. An isolation pit was included in the construction.

Soil Mechanics Laboratory:

The Soil Mechanics Laboratory includes facilities for standard laboratory testing of soils such as gradation (sieve analysis and hydrometer tests), unconfined compressive strength, shear strength, and consolidation. Also, state-of-the-art facilities such as a Hollow Cylinder Apparatus and a Direct Shear Device are available for testing of unsaturated soils. Additional information on this laboratory can be found in the following web site: http://coecs.ou.edu/ouunsat/Facilities/facilities_unsat_lab.htm

Supercomputing Center:

The OU Supercomputing Center for Education and Research (OSCER) provides the OU community with High Performance Computing (HPC) infrastructure in education and research facilitation, and where possible will furnish hardware and software resources, technology transfer support, and outreach support. OSCER's primary focus will be on education and research, with all other activities directed toward supporting these goals; specifically, OSCER will not be a "cycle farm." The services that OSCER will provide will address the needs of researchers in several OU Colleges, including but not limited to Arts & Sciences, Engineering, Geosciences and Medicine. Additional information about OSCER can be found from the following web site: http://www.oscer.ou.edu/about.php

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http://coecs.ou.edu/ouunsat/Facilities/facilities_unsat_lab.htm

RELATED LABORATORY AND COMPUTING FACILITIESLangston University (LU)

General Chemistry Lab:The General Chemistry Lab located in the Chemistry Department at Langston University now offers the equipment necessary for Dr. Sharon Lewis to perform her research for the OTC projects which she is responsible for. This lab is a basic chemistry lab currently and will be developed further in future years to perform more detailed research in asphalt chemistry areas.

Instrumentation Lab:The Instrumentation Lab is also located in Langston’s Chemistry Department. Dr. John Coleman and Dr. Byron Quinn are performing their research for the OTC in this lab. Again, Langston’s goals and objectives are to develop this lab further in order to collaborate with OU and OSU on asphalt and concrete related research.

Computer Science Lab:The Computer Science Lab is located in Moore Hall at Langston University where Dr. Pierre Tiako conducts research involving computer technology.

Computer Lab for Computer Technology Integration Center:With Dr. Ebrahim Soltani as the director this laboratory’s main objective is to train faculty and staff in the use and integration of computer technology. The CTI Center also houses video conferencing through their Webinar project, which includes state of the art equipment for video and audio conferencing and streaming.

Agriculture Research Laboratories:There are two labs located in the Agriculture Research Complex Building where soil and plant scientists conduct research in these two areas. This research involves the review of soil and plant types and analysis, classification, nutrient values, uses of soils and plants and soils and plant properties. These laboratories could be utilized in research involving soil erosion during transportation construction projects and grasses alongside highways, for example.

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APPENDIX E: OCAST CONTRACT

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PART ISERVICES CONTRACT AGREEMENT – SUMMARY

Contracting Agency: Oklahoma State University as Fiscal Agent for the Oklahoma Transportation Center (OTC)

OTC includes a consortium of partners including the Oklahoma Department of Transportation, The University of Oklahoma, Oklahoma State University, Langston University, the Oklahoma Turnpike Authority, and others.

Contractor Oklahoma Center for the Advancement of Science & Technology (OCAST)

Funding Amount: $84,994

Funding Period: August 15, 2007 to July 15, 2008

Submit Invoices To: .Oklahoma State UniversityCollege of Engineering, Architecture and TechnologyOffice of Research AdministrationAttn: Mitzi Riggs201 Advanced Technology Research CenterStillwater, Oklahoma 74078

Issue Payment To: Harold N. Norton, DirectorFinance and AdministrationOCAST755 Research Parkway, Ste. 110Oklahoma City, Oklahoma 73104

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SIGNATURES – EXECUTION OF CONTRACT AGREEMENT

The Oklahoma Transportation Center (OTC) and The Oklahoma Center for the Advancement of Science and Technology (OCAST) agree to be solely responsible that the use of monies received and disbursed under this Contract comply with all federal, state and local statutes, regulations and other legal authority that affect the use of said monies.

OTC and OCAST represent that all information, documentation, and representations submitted in securing this Contract are true and correct to the best of their knowledge. OTC and OCAST affirm that no board members or employee of OCAST or OTC or anyone subject to OCAST’s or OTC’s direction has paid, given or donated or agreed to pay, give or donate to any officer or employee of the State of Oklahoma any money or other thing of value, either directly or indirectly, in order to procure this Contract.

IN WITNESS WHEREOF, OTC has caused this agreement to be executed, and OCAST has caused the same to be executed in its behalf.

EXECUTED BY: EXECUTED BY:

Oklahoma State University (OTC) Oklahoma Center for the Advancement of Science and Technology (OCAST)

Science and Technology (OCAST)

____________________________________ ___________________________________Signature Signature

____________________________________ ___________________________________Date Date

Stephen W.S. McKeeverVice President for ResearchOklahoma State University

C. Michael CarolinaExecutive DirectorOklahoma Center for the Advancement of Science and Technology

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PART II

CONTRACT WITH OCAST TO OPERATE A PEER REVIEW PROCESS FOR OTC

This contract is entered into as of August 15, 2007 by and between Oklahoma State University as fiscal agent for The Oklahoma Transportation Center (OTC) and the Oklahoma Center for the Advancement of Science and Technology (OCAST).

In consideration of the mutual terms and provisions contained herein, the parties agree as follows:

A. GENERAL OBLIGATIONS

OCAST shall develop and initiate a high quality peer review process for OTC proposals that is equitable, meritorious, and void of conflict of interest subject to the terms and conditions set forth herein. OTC shall provide Contract Funds to OCAST in accordance with the specific terms of this Contract.

B. TERM

The term of this Contract is August 15, 2007 through July 15, 2008.

C. CONSIDERATION AND PAYMENT

1. Amount of Funds. OTC will provide funding to OCAST up to the amount of $84,994. The Contract Funds are to be paid to OCAST to reimburse for the costs incurred in the implementation and development of a peer review process pursuant to this Contract.

2. Disbursement of OTC Funds. OTC shall make payments to OCAST in accordance with the terms set out in this Contract, contingent upon OTC’s receipt and acceptance of OCAST’s request for payment. Only those costs actually incurred and approved for payment will be reimbursed by OTC.

3. Use and Return of Funds. OCAST shall not use OTC funds to duplicate, replace, or supplant concurrent funding from other sources, which have been designated or restricted for the same use.

D. PROGRAM REQUIREMENTS

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1. Statewide Outreach. OCAST agrees that the peer review process shall serve the entire state, and OCAST shall provide statewide access to the OTC’s Request for Proposals.

E. OKLAHOMA CENTER FOR THE ADVANCEMENT SCIENCE AND TECHNOLOGY PEER REVIEW SERVICES

To implement and manage a peer review process for OTC, OCAST will:

1. Provide supervision and related services associated with the review process; with OCAST FTE and contractor resources as needed and as defined

2. Provide assistance in preparing the OTC RFP as needed3. Distribution of the OTC RFP’s4. Work with OTC advisory committee in developing pool of potential reviewers5. Secure hotel/review site and logistics6. Secure reviewers’ commitment7. Prepare contract letter to reviewers8. Utilize databases to identify potential applicants for mail-out of the OTC RFP’s9. Distribute targeted post-cards to potential applicants directing them to the OTC web

site for the RFP and for input and download10. Prepare draft OTC press release (with OTC final approval) for targeted e-newsletters

and media11. Develop reviewers’ instructions with OTC advisory committee input and approval 12. Based on OTC RFP content, prepare content and deliver up to three workshops as

determined by OTC 13. Distribute hardcopies of the OTC RFP’s as requested and to targeted entities14. Receive hardcopy proposals with hard deadline; provide data input as necessary for

preparation for review; mail proposals to reviewers based on OTC advisory committee assignment of the reviewers to proposals

15. Provide validation of review process and results; panel rankings and final rankings, and coordination with OTC advisory committee reading of reviews, and pay line drawn based on OTC predefined award amount

16. Provide reviewers’ debriefing for possible improvements to the review process, and brief OTC advisory committee

17. After the review evaluates reviewers’ reviews and make recommendation to OTC advisory committee

18. Prepare technical summaries of OTC projects to be awarded19. Proof review documents in preparation for transfer to OTC for contracts, and press

release for the projects that are to be awarded20. Provide record retention of application and review documents as determined

necessary

F. IN ORDER TO PROVIDE A SEAMLESS INTERFACE WITH OCAST’S PEER REVIEW PROCESS OTC WILL:

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1. Prepare a timeline for award cycle in conjunction with OCAST2. Prepare budget limits for awards (cash flow analysis for out year obligations for

awards) 3. Prepare RFP4. Prepare proposal evaluation criteria 5. Prepare and implement marketing plan6. Through the OTC advisory committee identify and assign reviewers to proposals7. Be responsible for record retention of project proposals and related records8. Prepare process for OTC Executive Board to approve ranking of proposals and

authorization of awards9. Prepare an appeal/complaint process10. Prepare the protocol for confidentiality of review process and results and release of

review results11. Prepare the performance measurement system for projects funded 12. Prepare the timely release of the results of review; notify applicants of the outcome;

prepare and distribute award letters and reviews 13. Provide record retention of proposals and review documents as determined necessary14. Prepare deadline for contracting requirements to be completed15. Execute contracts 16. Provide an administrative system for contract management (e.g. no cost extension,

change in principal investigators)17. Track project performance relative to OTC mission18. Provide annual progress report and evaluation process (continued funding contingent

upon “Satisfactory Progress” determined by reviewer), and a project final report and final evaluation process

19. Conduct an annual Impact Survey to determine overall outcome of projects funded

F. BUDGET AND FINANCIAL PLAN

1. OCAST’s budget for this contract period is below:

Budget Item Budget category

1 OCAST development and initiation of review (~151 hours @ $33.75/hr)

5,100

2 Other OCAST direct costs (copying, postage, marketing, post cards) 5,446

3 Competition estimated costs (reviewers and facilities) 39,400

4 Professional Services (review process management) 21,71

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2 5 Indirect Cost Rate 26.7% ( based on items 1-3, and represents activity-

based-costing for current programs for OCAST; this includes such items as space, telephone, IT equipment, executive oversight, and support FTE not identified in item 1)

13,336

Total $84,994

2. Modifications to Budget. The budget may not be modified unless agreed upon, in writing by contract amendment, by both OTC and OCAST.

G. RECORDS, REPORTS, REVIEWS, AND AUDITS

OCAST agrees to hold and manage records in accordance with State law. OCAST also agrees to cooperate in, and provide information for, all reviews and audits specified in this section of the Contract.

1. Records and Records Retention. OCAST shall maintain financial records and accounts that properly document the basis for requests for payment. OCAST shall retain all books, documents, papers, records, computerized data, and other materials, involving all activities and transactions related to this Contract during the term of this Contract and for three (3) years thereafter, provided all audits have been completed and all applicable audit reports have been accepted and resolved by all applicable federal and state agencies and provided no legal actions are pending.

(a) Activity Reports. OCAST shall provide OTC progress reports on November 20, 2007, February 20, 2008, May 20, 2008 and August 20, 2008.

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Table assumptions and notes: Item 3 assumes 80 applications, 20 reviewers. This equals 160 reviews (2 reviews per application). Also Item 3 assumes $1,800 per reviewer for 20 reviewers, which includes fee and travel and $170 per review for food and meeting space. Any modifications to these costs will be impacted on a cost average basis as determined by the actual number of reviewers required.

The number of proposals submitted is the major cost-driver for the review cost. Also the diversity of the field of science in the proposals can impact the number of reviewers needed. In some instances tertiary reviewers are used to provide expertise to on site reviewers. Item 3 assumes 80 applications, 20 reviewers. This equals 160 reviews (2 reviews per application). Also

(b) Copy of Annual Audit. OCAST will provide OTC a copy of its annual financial and compliance audit.

2. Confidentiality. OTC and OCAST are committed to maintaining the confidentiality of proprietary information. OCAST shall not, except in the performance of agreed-upon scope of work, disclose or offer to disclose confidential information acquired by reason of OCAST’s position to any person, group or others not entitled to receive such confidential information. OTC and OCAST will maintain strict confidentiality of the peer review process in regard to rankings and awards up until such time OTC awards have been authorized by the OTC Board.

I. CONTRACT ADMINISTRATION

1. The points of contact for receipt of all information to OCAST are Steve Biggers, Deputy Director, OCAST, 755 Research Parkway, Suite 110, Oklahoma City, OK 73104, and Arnulf P. Hagen, Ph.D., 3908 Sunvalley Drive, Norman, Oklahoma 73026. The points of contact for OTC are the OTC Executive Director (To Be Named) and the fiscal agent for the OTC contract, D. Alan Tree, Associate Dean for Research, College of Engineering, Architecture and Technology, Office of Research Administration, 201 Advanced Technology Research Center, Stillwater, Oklahoma 74078. Each party shall promptly notify the other party of any change in personnel designated in this section.

(a) Conflict of Interest. OTC and OCAST represent that there is no conflict of interest between the activities to be performed under this Contract and OTC’s and OCAST’s other activities and OCAST shall advise OTC if a conflict of interest arises in the future, and OTC shall notify OCAST if a conflict of interest arises in the future.

(b) Non-Collusion. OTC and OCAST affirm that all information, documentation, and representations submitted in regard to this contract are true and correct to the best of their knowledge. OTC and OCAST affirm that no board member or employee of OCAST or OTC have offered or given any money or other thing of value to any officer or employee of the State of Oklahoma either directly or indirectly in regard to this Contract or to receive Contract Funds.

2. By OTC and OCAST. OCAST and OTC represent that both have the authority to enter into and perform this Contract. OCAST will be fully compensated for all costs incurred up to the point of termination.

K. TERMINATION

1. Reasons for Termination. This Contract may be terminated without reason by either OTC or OCAST with 30 days’ written notice.

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L. GENERAL TERMS AND CONDITIONS

1. Anti-Discrimination Clause. OCAST and OTC agree to not discriminate against any person or firm because of race, religion, color, sex, disability, national origin or ancestry, or age in the implementation or management of the Program.

2. Applicable Law. The law of the State of Oklahoma shall govern in the interpretation, performance or resolution of any disputes or claims arising under this Contract.

5. Clause Headings. The clause headings and subheadings appearing in this agreement have been inserted for convenience and ease of reference. They do not purport to, and shall not be deemed to, define, limit or extend the scope or intent of the clauses to which they appertain.

6. Conflicts. In the event of any conflict between the provisions of this Contract and the contents of any other documents related to this Contract, the provisions of this Contract shall govern.

7. Employment Limitation. No person who has been involved in any manner in the development of this Contract while employed by the State of Oklahoma shall be employed to fulfill any of the services provided for under this Contract.

9. Entire Agreement. This Contract constitutes the entire agreement between the parties with respect to the subject matter hereof and shall be deemed to supersede all prior and contemporaneous agreements, representations, and understandings, whether written or oral. No amendment or modification to this Agreement shall have any force or effect unless it is in writing and signed by the duly authorized officers of OTC and OCAST.

10. Force Majeure. Neither party shall be liable for any unforeseeable event beyond its reasonable control, not caused by the fault or negligence of such party, which causes such party to be unable to perform its obligations under this agreement (and which it has been unable to overcome by the exercise of due diligence). In the event of the occurrence of such a force majeure event, the party unable to perform shall promptly notify the other party. Such party shall further use its best efforts to resume performance as quickly as possible and shall suspend performance only for such period of time as is necessary as a result of the force majeure event.

11. Publications and Publicity. In order to coordinate and integrate publicity efforts and outreach activities, OCAST and OTC, both agree to collaborate and regularly discuss plans for materials that will be distributed to the public.

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12. Severability. All of the clauses of this contract are distinct and severable, and if any clause shall be deemed illegal, void, or unenforceable, it shall not affect the validity, legality, or enforceability of any other clause or portion of this contract.

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APPENDIX F: Advisory Committee

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Advisory Committee

Name Address Contact Anderson, Elmer Elmer Anderson

Erosion ControlP. O. Box 1248Guthrie, OK 73044

405-282-4747

Armer, Timothy Mr. Timothy ArmerINCOG201 West 5th St., Suite 600Tulsa, OK 74103

(918) [email protected]

Bellmon, Henry Governor Henry Bellmon5900 CR 90Red Rock, OK 74651

Boyle, Sharon Ms Sharon BoyleTASC Inc.12620 Southern Hills Dr.Moore, OK 73160


Burwell, Brent Mr. Brent BurwellAmerican Concrete Pavement Association2525 N. W. Expressway, Suite 206Oklahoma City, OK 73112


Case, Dan Mr. Dan CaseOklahoma Trucking AssociationP. O. Box 14620Oklahoma City, OK 73113


Cheatham Jr., Glen L. Mr. Glen L. Cheatham, Jr.ODOT Waterways BranchP. O. Box 660Tulsa, OK 74101-0660

[email protected]

Coombes, Ted Mr. Ted CoombesChairman Southwestern Power Resources Assn.P.O. Box 471827Tulsa, OK 74147

Cummins, Rob Mr. Rob CumminsCummins Construction Co.P.O. Box 748Enid, OK 73702

[email protected]

Frank Jr., Kermit A. Mr. Kermit A. Frank, Jr.Dolese Brothers Co.P.O. Box 677Oklahoma City, OK 73101-0677


Fuller, John Mr. John FullerODOT200 N.E. 21st St.Oklahoma City, OK 73105-3204


Glass, Ike * *Mr. Ike Glass, Jr. (580) 362-6221

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mailto:[email protected]









Glass Trucking Co., Inc.200 East 6th Street/P.O. Box 447Newkirk, OK 74647

[email protected]

Hawks, Steve Mr. Steve Hawks, PresidentHawks Logistics, Inc.1120 Bankside CircleEdmond, OK 73003


Jacoby, Steve Mr. Steve JacobyThe Benham CompaniesOne West 3rd Street, Suite 100Tulsa, OK 74103

P: [918] 492-1600 ext 325F: (918) [email protected]

James, Bob Mr. Bob JamesOklahoma Ready Mix Concrete Association2525 Northwest Expressway, Suite 320Oklahoma City, OK 73112

Deanna Loveland Deanna LovelandOklahoma Asphalt Pavement Assn.3500 N. Lincoln Blvd.Oklahoma City, OK 73105


Kositzky, W. Michael Mr. W. Michael KositzkyAppian Logistics Software Inc1601 Greenbriar Place, Suite JOklahoma City, OK 73159

(800) 893-1250x [email protected]

Kyle, Joe R. Mr. Joe R. Kyle, Jr.ODOT200 NE 23rd St.Oklahoma City, OK 73105


Kyle, John P. Mr. John P. Kyle, DirectorOklahoma Railroad Association709 Fox Hill Drive Edmond OK 73034

(405) 285-1170Cell (405) [email protected]

Lalli, Steve Mr. Steve LalliCarovilli CommunicationsGlenbrook Center West1140 NW 63rd St, Suite 100Oklahoma City, OK 73116


Matthews, Paul Mr. Paul MatthewsOklahoma Highway Users Federation7806 Old Hickory LaneOklahoma City, OK 73116


McKechnie, Ed Mr. Ed McKechnieWatco Companies, Inc.315 W. 3rdPittsburg, KS 66762

Miller, Barry Mr. Barry MillerFrontier Express, Inc


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P.O. Box 271150Oklahoma City, OK 73137

Patten, Ann Ms. Ann PattenScrub Oaks TechnologiesP. O. Box 2696Norman, OK 73070-2696

Phone: (405) 307-8280Cell: (405) [email protected]

Reid, Wayne Wayne Reid Reid & Reid Electric Company700 NE 37thOklahoma City, OK 73105

(405) 528-2342Cell(405) [email protected]

Ridley, Gary Mr. Gary RidleyODOT200 N.E. 21st St.Oklahoma City, OK 73105

[email protected]

Sieg, Stan General Stan SiegFederal Aviation Aeronautical CenterP.O. Box 25082Oklahoma City, OK 73125


Trent, Luther Mr. Luther TrentWill Rogers World Airport7100 Terminal Drive/Box 937Oklahoma City, OK 73159-0937

(405) 680-3333

Vahabzadegan, Mike EST, Inc.President3201 S. Berry RoadNorman, OK 73072


Vance, Steve Mr. Steve VanceBroce Construction2821 North FloodNorman, OK 73069


Wert, Pete Mr. Pete WertAssociation of OK General ContractorsP.O. Box 53385Oklahoma City, OK 73152

* OTC Policy Board Chairman

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Appendix G: Research Committee and Education and Outreach Committee Membership

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Oklahoma Transportation Center

Recommendations Approved by the OTC Executive Board on October 22, 2007

forMembers of the Research Committee

and the Education & Outreach Committee

Organization Research Committee Education/Outreach Committee

Oklahoma Department of Transportation

Ginger McGovern David Streb

Oklahoma Turnpike Authority

Daniel Humphreys Jim Hazeldine

Federal Highway Administration *

Issac Akem * Ivan Marrero *

Industry Richard Steger – Sem Materials

Alan Soltani – Benham Group

Langston University Wilson Brewer Clyde Montgomery

University of Oklahoma Gerald Miller Musharraf Zaman

Oklahoma State University

Steve Cross David Jeong

* Non-voting, ex-officio members

Further, it was approved that the following persons serve as Interim Chairs of the respective committees until a full time Executive Director is on duty and appropriate transition is completed:

RESEARCH – Alan Tree, Associate Dean for Research, Oklahoma State UniversityEDUCATION & OUTREACH – Musharraf Zaman, Associate Dean for Research, University of Oklahoma

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