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.
The abstract of this white paper notes that it, "explores the remarkable transformation of the modern DOT from its roots as a public works road department to the multimodal engine of today by examining the mission statements of all 50 states and the organizational structure of 30 states. It then looks at specific challenges DOTs face and some changes they are implementing." TRB / 2013
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 / 2012
The report details an assessment of how outsourcing is affecting the Kentucky Transportation Cabinet and what trends may be emerging regarding future outsourcing. The secondary goal of the assessment is to determine if the Cabinet has any mechanisms designed to capture critical agency knowledge that may be lost when specific job functions are outsourced to the private sector. Some recommendations are offered, regarding the implementation of knowledge management systems. Kentucky Transportation Center / 2012
The objective of this TRB research project, SHRP 2 L06, was a comprehensive and systematic examination of the best agency organization for successful execution of operations programs that improve travel time reliability. The research addressed a large number of topics concerning organizational and institutional approaches that could enhance highway operations and travel time reliability. A notable finding was that Capability Maturity Model could be developed and applied to highway operations and in turn travel time reliability. TRB / 2012
TRB’s NCHRP Project 20-81, Report 685: Strategies to Attract and Retain a Capable Transportation Workforce, includes practices that transportation Human Resources (HR) managers and hiring professionals can implement and use to help improve the recruitment and retention of qualified employees in their organizations. The report provides information on workforce challenges, industry strategies, and detailed descriptions of noteworthy practices within each of 15 recruitment and retention categories. Volume II: Supplemental Material is available online. TRB / 2011
This project examines the employment of Department of Transportation & Public Facilities (AKDOT&PF) staff. The study focuses primarily on professional personnel within AKDOT&PF, but includes consideration of vital support personnel as well. The research is about getting and retaining a sufficient number of good people. The project report provides implementation recommendations that include the strategies, goals and tasks that AKDOT&PF can use to formulate an action plan to accomplish its mission in the future. Alaska DOT / 2011
As part of NCHRP F-14, TRB’s TCRP Report 139: Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems explores resources for fixed-route bus, general public demand response, and Americans with Disabilities Act (ADA) paratransit systems resources to assist in the recruitment, development, and retention of managers. The research results should serve large, medium, and small urban and rural public, private-for-profit, and private-nonprofit systems. The accompanying CRP-CD-77 is a useful tool for the development of job descriptions. TRB / 2010
This document, published as part of TRB’s NCHRP 20-72, is Report 636: Tools to Aid State DOTs in Responding to Workforce Challenges examines tools that officials of state departments of transportation (DOTs) can use in recruitment, development, and retention of a productive and effective workforce. This report describes currently available tools for responsible managers to use and provides guidance for how to choose an effective tool for the task at hand. The information will be useful to human resources personnel and DOT managers responsible for ensuring that their agencies have the workforce they need. TRB / 2009
As part of TRB’s NCHRP Synthesis 20-05/Topic 36-07, Synthesis 362: Training Programs, Processes, Policies, and Practices examines the program components required to have a sound set of policies, processes, and procedures for planning, developing, implementing, funding, and evaluating state department of transportation training, development, and education programs. The report provides background on the issues related to the need for robust training, education, and development programs; the administrative infrastructure to sustain robust programs. It summarizes the results of a survey of state DOTs and contains a discussion of successful practices from both industry and government, and insights acquired from thought leader interviews. TRB / 2006
This final, done as part of NCHRP 20-24(40), report was intended to include a user-friendly catalogue of best practices in recruitment processes organized by peer groupings. The report reviews and analyzes relevant practice, performance data, research findings, and other information related to the recruitment and hiring of transportation employees. It then presents write-ups of best practices of state DOTs, other governmental agencies, and private and nonprofit organizations organized within defined peer categories that could be used as benchmarked references. TRB / 2006
As part of TRB’s NCHRP Synthesis 20-05/Topic 35-05, Synthesis 349: Developing Transportation Agency Leaders examines practices and innovative approaches that address the development of transportation leadership. The report covers demographics, recruitment and retention, leadership training in public and private sector organizations, and succession management. TRB / 2005
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
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
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
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