The Resource Library

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.




Search Results

  1. Public Roads Vol. 63, No. 3
    By improving the way we create, share, and gain access to these experiences and the accompanying knowledge, knowledge management will enable us to raise the level of expertise throughout the community to the mutual benefit of all participants.
    FHWA / 1999
  2. TCRP Report 77 Managing Transit’s Workforce in the New Millennium (2002)
    As part of TRB’s TCRP F-09, TCRP Report 77 Managing Transit's Workforce in the New Millennium assesses the transit industry's workforce needs and prospects for the coming decades. The report provides guidelines for employers to assess their own workforce needs; recruit and retain employees; and enhance or establish partnerships between management and labor for attracting, training, and maintaining a qualified workforce. 
    TRB / 2002
  3. Building Organizational Culture That Stimulates Creativity and Innovation (2003)
    The purpose of this article is to present, by means of a model, the determinants of organizational culture which influence creativity and innovation. The article presents a literature study that shows that a model based on the open systems theory and the work of Schein can offer a holistic approach in describing organizational culture. 
    MCB UP Ltd / 2003
  4. NCHRP Synthesis 323 Recruiting and Retaining Individuals in State Transportation Agencies (2003)
    As part of TRB’s NCHRP Synthesis 20-05/Topic 33-08, Synthesis Report 323: Recruiting and Retaining Individuals in State Transportation Agencies examines various state and Canadian province departments of transportation (DOT) employee recruiting and retention strategies, and highlights those practices that might have the greatest potential for success and implementation in other DOTs.
    TRB / 2003
  5. TRB Special Report 275 The Workforce Challenge (2003)
    TRB’s Special Report 275, The Transportation Workforce Challenge: Recruiting, Training, and Retaining Qualified Workers for Transportation and Transit Agencies, addresses how transportation agencies can adjust to workforce challenges and to labor market realities through their human resource activities, namely recruiting, training, retaining, and succession management. 
    TRB / 2003
  6. Guide to Improving Capability for Systems Operations and Management (2011)
    TRB’s second Strategic Highway Research Program (SHRP 2), Report S2-L06-RR-2: Guide to Improving Capability for Systems Operations and Management, examines organizational management at transportation agencies and identifies the best organizational models for operations programs to successfully improve travel time reliability. It also details the Institutional Capability Maturity Model.
    TRB / 2005
  7. NCHRP Report 693 Attracting, Recruiting, and Retaining Skilled Staff for Transportation System Operations and Management (2012)
    TRB’s NCHRP Project 20-86, Report 693: Attracting, Recruiting, and Retaining Skilled Staff for Transportation System Operations and Management, provides guidance to aid transportation agencies recruit and retain qualified professional staff in the systems operation and management (SOM) area. The report explores SOM career paths, skill requirements, and training needs and identifies successful programs, state-of-the-art initiatives, and best industry practices. A set of tables showing SOM job categories, number of positions, and educational requirements for all 50 states was published as a additional to this report. 
    TRB / 2005
  8. National Transportation Workforce Summit: Summary of Results (2012)
    This report summarizes the National Transportation Workforce Summit, which sought to generate broad ownership in a framework to link workforce needs to workforce development policies and programs. The scope of the Summit included the workforce for all modes of transportation and all training sources for that workforce. The theme for the Summit was “Pathways to the Future,” and the Summit’s three participatory sessions addressed career awareness, the roles of post-secondary institutions and the transition from education to the workplace, and professional and continuing education of the workforce. 
    Council of University Transportation Centers / 2005
  9. CEO Leadership Forum: Leading the 21st Century DOT- A Summary Report (2013)
    This report summarizes the 2013 CEO Leadership Forum for state departments of transportation (DOTs). Over three days, transportation leaders from across the nation explored a range of issues and developed action plans to support CEOs and their staffs. Subjects included: Business and Technologies that work, as well as the changing mission of State DOTs. Included are summaries of the presentations and conversations participants had with each other and a list of the 10 action plans produced at the forum. 
    University of Minnesota / 2005
  10. NCHRP 20-24(100) State DOT CEO Leadership Forum: A Focus on Transportation Futures (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 / 2005
  11. A People’s History of Recent Urban Transportation Innovation (2015)
    This study by TransitCenter traces the human factors behind recent urban transportation innovations in the United States. It explores these innovations in Portland, New York City, Pittsburgh, Chicago, Denver and Charlotte. The study is states that it is one perspective on what it takes to make change. The analysis aims to show that any city can take up the fight to bring their streets back to their people, as long as they have the leaders in place.
    TransitCenter / 2005
  12. Leading the way: Caltrans Adoption of Enterprise Risk Management Principles Enable Workforce and Succession Planning Elements to Flourish (2015)
    This paper details Caltrans’ adoption of Enterprise Risk Management Principles, and how it has improved Workforce Planning, Knowledge Management and Succession Planning efforts. The paper explores Caltrans’ best practices in Risk Management, and how they give leadership the tools to progress confidently into the future by changing the way they view risk in the context of succession planning. 
    TRB / 2005
  13. Impact of Legislative Mandates on Transportation Workforce Capacity
    This report by California State University for the USDOT seeks to identify the impact of transportation industry future workforce challenges. It is concerned with retirement and a lack of trained personnel in fields such as engineering, construction management, and intelligent transportation systems (ITS). The research will identify and quantify the impact of this on metropolitan level planning agencies and build upon research assessing the changes in job functions and use of outsourcing to complete the SCS at MPOs in California. Findings will contribute to knowledge of workforce development needs as well as the potential for policy responses at the federal, state and local level.
    USDOT / 2005
  14. NCHRP 20-24(50) In-Service Training Needs for State DOTs
    This report, completed as part of TRB’s NCHRP 20-24(50), is a genesis of the “In-Service Training Needs for State DOTs.” This project considered the needed skills  for professional employees and technicians. It also details finding the optimal means for delivering this training was also the subject of this study. This report is a guide for bow state DOTs can provide professional development training for their employees in all classifications and positions. It identifies core and complimentary skills as well as areas relating to training management, and delivery. 
    TRB / 2005