The Resource Library lets you browse and search for resources using the ACB Framework. Resources are indexed by the relevant Change Forces, Needs, and Strategies.
This document aims to create a “best practice(s)” report, to share with all MAASTO states for the successful integration of a diverse transportation workforce. The content of this document is from the September 2015 board meeting of the MidAmerica Association of State Transportation Officials (MAASTO), during which the Chief Executive Officers of the association directed the Strategic Transportation Issues Committee (STIC) to draft this report on how MAASTO states create a diverse workforce and implement a construction program that reflects the make-up of the community in which they are working. MAASTO / 2016
This report provides the results of the Innovative Transit Workforce Program Evaluation of projects awarded in fiscal year 2011. The summaries of these projects provide important best practices and lessons learned for other transit operators. The report provides examples from programs implemented in a number of states. Projects range from youth outreach to leadership training, to a transit technical program. FTA / 2016
TRB's NCHRP 20-96, Report 829: Leadership Guide for Strategic Information Management for State Departments of Transportation assists executives and managers with effective resource allocation, to develop and maintain the agency’s capability to provide mission-critical information when and where it is needed. The guidebook describes effective information governance strategies, techniques to assess an agency’s information-governance strategy and practices, and ways to implement procedures and methods for effective information management. A PowerPoint presentation accompanies the report. TRB / 2016
This report, for the Georgia Department of Transportation and FHWA, reviews state DOT involvement in transportation related science, technology, engineering and mathematics (STEM) outreach programs and identifies opportunities to engage kindergarten through high school (K-12) students in STEM programs to enhance their interest in the transportation field. GA DOT / 2016
Generational differences in the United States are of increasing concern to human resource professionals as they manage demographic shifts expected in the transportation workforce. As baby boomers retire and millennials increase their share of the workforce, transportation agencies are seeking better understanding of the workplace attributes that will be most successful in attracting and retaining millennials. This paper looks at successful strategies that state agencies can employ to attract and retain young staff. TRB / 2016
CalHR’s Statewide Workforce Development Programs and Special Projects Division set out to find the workforce issues most concerning to state department directors. The findings in this report indicate that most state departments face similar workforce challenges. Directors are concerned with their ability to recruit qualified candidates. There are specific concerns with succession planning and many directors question if they have a deep bench of experienced leaders. California Department of Human Resources / 2016
As part of NCHRP 20-24(99), this document provides an synthesis of the state department of As part of NCHRP 20-24(99), this document provides an synthesis of the state department of transportation (DOT) Chief Executive Officer (CEO) Peer Exchange Workshop, held at the University of Minnesota in Minneapolis Sunday, April 19 through Tuesday, April 21, 2015. The CEO Peer Exchange Workshop included six hour-long, facilitated discussions of current and emerging technical topics. The objectives of this research and workshop were to conduct background analyses, organize, provide intellectual and logistical support, and document a workshop with new and more experienced CEOs to discuss leadership challenges. (DOT) Chief Executive Officer (CEO) Peer Exchange Workshop, held at the University of Minnesota in Minneapolis Sunday, April 19 through Tuesday, April 21, 2015. The CEO Peer Exchange Workshop included six hour-long, facilitated discussions of current and emerging technical topics. The intent of the workshop was to create a forum for information exchange and open discussion and to provide the CEOs to with the opportunity to build relationships with their peers. TRB / 2015
The report, by the U.S. Departments of Transportation, Education, and Labor, details important future employment areas in transportation by industry sub-sectors, occupations, career areas, and geographic areas. It identifies good-paying, high-demand transportation jobs and analyzes patterns in the education and work experience required for entry –as well as on-the-job training requirements to help new entrants gain greater competency. The report concludes that there will be more job opportunities in the near future due to expected growth, retirements, and turnover in the transportation industry. USDOT / 2015
TRB's NCHRP 20-98, Report 813: A Guide to Agency-Wide Knowledge Management for State Departments of Transportation presents guidance for state transportation agencies on how to adopt knowledge management (KM) strategies and how organizations have implemented such strategies. The goal of this research was to develop a guide to the fundamentals of agency-wide knowledge management for state departments of transportation (DOTs). The guide seeks to inform state DOT leadership and staff on the benefits of KM and how to apply KM in their agencies. TRB / 2015
The AASHTO Standing Committee on Research (SCOR) established NCHRP Project 20-83 research series. Published as NCHRP Report 750: Strategic Issues Facing Transportation, the series examines global and domestic long-range, strategic issues and their implications for departments of transportation (DOTs). The series includes 6 reports. National Academies of Sciences, Engineering and Medicine / 2014
This report of the workshop that followed the 2014 ITS World Congress in Detroit was intended for AASHTO’s use in strategic planning and technology strategy development. It was part of NCHRP 20-24(100), which aimed to provide logistical and intellectual support for a group of senior officials from state transportation agencies to attend the 2014 ITS World Congress in Detroit, Michigan, and assess the significance of ITS and other new technologies and practices for their agencies. The workshop provided a forum for participants to discuss impressions and actionable lessons from their Congress experience. Cambridge Systematics / 2014
This report reviews FHWA’s processes for assessing its workforce needs. It determined whether (1) FHWA’s workforce planning processes generally align with best practices and (2) FHWA has evaluated the workforce impacts of MAP21. As part of this audit, the research team selected a stratified random sample of 15 out of 75 FHWA offices (20 percent) in 10 States and Washington, D.C. FHWA / 2014
This report is an audit of ODOT’s workforce planning, to determine if it ensures that staff possess adequate skills and expertise in critical function areas within Highways’ construction program. The audit cites two examples of critical function areas within the construction program: design and inspections. The audit also compared ODOT’s workforce and succession planning strategies to accepted best practices, and identified areas where ODOT’s approach could be improved. OR DOT / 2014
This report summarizes the findings from a scan workshop of Knowledge Management (KM) within transportation agencies and other organizations. The scan sought to identify and document successful KM practices and identify additional needs to advance KM in transportation agencies. A scan team consisting of state Departments of Transportation (DOTs) and USDOT administration staff guided the scan and develop findings, recommendations, and implementation actions. TRB / 2014