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.

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  1. Alaska DOT- Serving Future Transportation Needs: Succession Planning for a State Department of Transportation Organization, Its People & Mission (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
  2. TCRP Report 139 Guidebook for Recruiting, Developing, and Retaining Transit Managers for Fixed-Route Bus and Paratransit Systems (2010)
    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
  3. NCHRP Report 636 Tools to Aid State DOTs in Responding to Workforce Challenges (2009)
    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
  4. NCHRP Synthesis 362 Training Programs, Policies, and Practices (2006)
    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
  5. NCHRP 20-24(40) Analysis and Benchmarking of State DOT Recruitment and Hiring Practices
    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
  6. NCHRP Synthesis 349 Developing Transportation Agency Leaders: A Synthesis of Highway Practice (2005)
    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
  7. 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
  8. 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
  9. 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
  10. 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
  11. 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
  12. 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
  13. 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
  14. 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
  15. 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
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