Curriculum for New State DOT Transit Grant Managers in Administering Federal and State Transit Grants (2014)

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Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-10 INTRODUCTION This section of the curriculum indicates what core skills are likely to be needed when hiring new state staff to manage or coordinate FTA grant programs. This will vary from state to state and position to position, because states organize their transit grant programs in a variety of ways. Nonetheless, there are certain core skills which state transit directors should seek in the recruitment process for most positions, and emphasize in the job description. These core skills are distinctly different from the knowledge areas discussed in the rest of this curriculum. While you can train staff in speciϐic knowledge areas needed to manage FTA grant programs, you will be hiring staff that already possess these core skills required. HOW TO USE THIS SECTION State transit managers shouldn’t assume that every staff person will have all of the core skills listed below. Our research indicates that there are certain core skills that all, or almost all, of your staff need, regardless of their job title or function. Then there are skills that you may need from only few staff or staff with specialized jobs. The challenge is to cover the essential skill areas for all hires and then, for specialized jobs, match the skills needed to function in that position. Another aspect of this is to ensure that you have covered all skills in one job or another. The attached checklist allows you to determine whether there are gaps – does your staff cover all these essential skills? C O R E S K I L L S K N O W L E D G E A R E A S HIRING TRAINING HIRE FOR CORE SKILLS TRAIN FOR KNOWLEDGE AREAS

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-11 Skills Needed for a MAJORITY of PosiƟ ons Staff Skills (Y/N) and PosiƟ on (s) Other Commonly Needed Skills Staff Skills (Y/N) and PosiƟ on (s) Skills Needed for Specialized PosiƟ ons Staff Skills (Y/N) and PosiƟ on (s) FINANCIAL/GRANTS MANAGEMENT SKILLS • Budget development and monitoring • Understanding grant applicant budgets • Understanding invoices/ reimbursement requests Y  N  __________________ Y  N  __________________ Y  N  __________________ • Financial accounƟ ng • Understanding audits Y  N  __________________ Y  N  __________________ PROJECT MANAGEMENT SKILLS • Project planning - objecƟ ves, tasks, milestones, deliverables, schedule, budget • Project monitoring / tracking / reporƟ ng • Basic Ɵ me management Y  N  __________________ Y  N  __________________ Y  N  __________________ • DelegaƟ ng to / prioriƟ zing work for others • Equipment useful life tracking Y  N  __________________ Y  N  __________________ • Capital construcƟ on project management • Event planning / meeƟ ng logisƟ cs Y  N  __________________ Y  N  __________________ ANALYTICAL SKILLS • Understanding performance measures Y  N  __________________ • QuanƟ taƟ ve analysis Y  N  __________________ • Demographic analysis • AlternaƟ ves analysis • Survey design Y  N  __________________ Y  N  __________________ Y  N  __________________ WRITING SKILLS • Preparing execuƟ ve summaries • Preparing project descripƟ ons • Business correspondence Y  N  __________________ Y  N  __________________ Y  N  __________________ • Technical wriƟ ng • Preparing lengthy wriƩ en reports • NewsleƩ er wriƟ ng/ediƟ ng • Web content development Y  N  __________________ Y  N  __________________ Y  N  __________________ Y  N  __________________ CHECKLIST OF SKILL SETS ͳ STATE TRANSIT MANAGEMENT ΈCONTINUEDΉ

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-12 * Although not included as part of the skills surveyed, one of the state transit directors interviewed indicated that an important skill needed is “the ability to translate bureaucraƟ c language into ‘plain talk’” Skills Needed for a MAJORITY of PosiƟ ons Staff Skills (Y/N) and PosiƟ on (s) Other Commonly Needed Skills Staff Skills (Y/N) and PosiƟ on (s) Skills Needed for Specialized PosiƟ ons Staff Skills (Y/N) and PosiƟ on (s) TECHNOLOGY SKILLS • Basic Offi ce SoŌ ware Y  N  __________________ • Graphic design • Database design and management • Geographic InformaƟ on Systems (GIS) • InformaƟ on technology • Website content management Y  N  __________________ Y  N  __________________ Y  N  __________________ Y  N  __________________ Y  N  __________________ COMMUNICATIONS SKILLS • PresentaƟ ons to groups • Subrecipient relaƟ ons • Working with advisory groups • WriƩ en communicaƟ ons (addressed previously) • “Plain Talk” Y  N  __________________ Y  N  __________________ Y  N  __________________ Y  N  __________________ Y  N  __________________ • Supervisory skills • Training skills • CoordinaƟ ng interdepartmental groups • Public relaƟ ons Y  N  __________________ Y  N  __________________ Y  N  __________________ Y  N  __________________ CHECKLIST OF SKILL SETS ͳ STATE TRANSIT MANAGEMENT ΈCONTINUEDΉ

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-13 A VARIETY OF STATE TRANSIT PROGRAM STAFF POSITIONS Some states assign staff to speciϐic geographic areas in which they manage all FTA grants. Other states distribute job responsibilities by grant program and/or functional areas (examples include ϐinancial management, grant-funded vehicle ϐleet oversight, procurement, training, coordinated transportation planning, and compliance oversight), with individuals responsible for a speciϐic grant program or functional area covering the entire state. States may also take a hybrid approach. The geographic size of the state, the number of subrecipients, whether or not there are state program funds in the mix, and the number of staff positions in the transit program are variables. The state transit directors that replied to the survey conducted as part of the research for this study reported recently hiring for positions with the following titles: Associate Transportation Planner Community Grants Coordinator Compliance Ofϔicer Financial Administrator Fiscal Analyst Fiscal Transit Planner Grant Coordinator Grants and Financial Analyst Grants Manager Grants Ofϔicer Human Services Transit Planner Intermediate Accountant Multimodal Operations Specialist Program Manager Project Manager Regional Planning Manager Regional Transit Planner Rideshare Program Manager RTAP Training Program Manager Rural Program Manager Rural Transit Programs Supervisor Section 5307/Intercity Bus Coordinator While this list is not a comprehensive list of all possible positions with state transit programs, it provides some indication of the variety of roles and job responsibilities staff may have within state transit programs. Senior Multimodal Operations Specialist Training, Safety & Outreach Manager Training, Safety & Security Program Manager Transit Coordinator Transit Management Ofϔicer II Transportation Planner Transportation Planner/Analyst Trainee Transportation Specialist I Urban Special Needs Planner

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-14 CORE SKILLS While the exact skill set of your new employee will vary depending on the speciϐic job requirements and the organization of functions within your state’s program, the following are core skills that are commonly needed for positions that manage FTA grants. As one state transit director indicated in an interview, the ideal candidate for managing FTA grants at the state level will “hit the middle of all four corners of a personality test.” Being well-rounded is critical as ϐinancial management, compliance oversight, and planning are very different skill sets and interests. The core skills are grouped into the following broad categories: • Financial/Grants Management Skills • Project Management Skills • Analytical Skills • Writing Skills • Technology Skills • Communications Skills Then, within each category, more speciϐic skill sets are organized according to how frequently state transit staff need to have the particular skill, based on responses to the state DOT director survey conducted as part of the research prior of the development of this curriculum: • Skills Needed for a MAJORITY of Positions (most or all) • Other Commonly Needed Skills (many positions) • Skills Needed for a Small Number of Positions (i.e., by a specialist)

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-15 Then, for each skill (or group of skills if they are very similar/interrelated), the following are indicated: • Recommended education, experience, and aptitude to include as part of preferred minimum qualiϐications • Recommended strategies for verifying this skill as part of application or interview process • Potential sources of training for staff lacking these skills It should be noted that, within the potential sources of training for staff lacking these skills, a number of private for-proϐit training courses and commercially-published “how-to” books are included. This is by no means an endorsement for these resources, or an exhaustive list, but is intended to demonstrate that these skills can be obtained from a wide variety of sources. The commercially- published “how-to” books were selected based on basic online research and reading reviews posted by readers and professional publication critics.

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-16 FINANCIAL/GRANTS MANAGEMENT SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • Budget development and monitoring • Understanding grant applicant budgets • Understanding invoices / reimbursement requests Other Commonly Needed Skills: • Financial accounƟ ng • Understanding audits Skills Needed for a Small Number of PosiƟ ons: (none idenƟ fi ed through the survey of states)

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-17 FINANCIAL/GRANTS MANAGEMENT SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • Budget development and monitoring • Understanding grant applicant budgets • Understanding invoices / reimbursement requests Include as part of preferred minimum qualifi caƟ ons: • Experience in accounƟ ng, fi nance, program/project budget development, budget monitoring, invoicing, and/or bookkeeping • Coursework in basic accounƟ ng, mathemaƟ cs, and/or fi nance • ApƟ tude with MicrosoŌ Excel or other spreadsheet soŌ ware As part of applicaƟ on or interview process: • Request examples of program or project budgets developed by the candidate • Require compleƟ on of a hands-on budget exercise Sources of training for staff lacking these skills: • Local community college or state university courses • MTAP course: Fundamental Financial Management Training for Rural and Small Urban Public Transit Providers • SoŌ ware-specifi c training • How-to books on basic accounƟ ng and bookkeeping concepts • How-to books on public and non-profi t fi nancial management. Examples include: o A BudgeƟ ng Guide for Local Government (Municipal Management Series) by Robert L. Bland o BudgeƟ ng and Financial Management for Nonprofi t OrganizaƟ ons by Lynne A Weikart and Greg G. Chen o Financial Management in the Public Sector: Tools, ApplicaƟ ons, and Cases by Xiaohu Wang o Governmental and Nonprofi t Financial Management by Charles K. Coe, PhD o Nonprofi t Financial Management: A PracƟ cal Guide by Charles K. Coe o The Budget-Building Book for Nonprofi ts: A Step-by-Step Guide for Managers and Boards by Murray Dropkin, Jim Halpin, and Bill La Touche o Comprehensive Financial Management Guidelines for Rural and Small Urban Public TransportaƟ on Providers prepared for MTAP by J.E. Burkhardt, B. Hamby, L.C. MacDorman, B.E. McCollom, and G.A. Scheur o Fundamental Financial Management for Rural and Small Urban Public Transit Providers, prepared for MTAP/ NaƟ onal RTAP by Richard Garrity

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-18 FINANCIAL/GRANTS MANAGEMENT SKILLS Other Commonly Needed Skills: • Financial accounƟ ng • Understanding audits Include as part of preferred minimum qualifi caƟ ons: • Experience in accounƟ ng • Coursework in accounƟ ng • ApƟ tude with accounƟ ng soŌ ware As part of applicaƟ on or interview process: • Include staff with accounƟ ng experƟ se on the interview panel to evaluate candidate’s responses to quesƟ ons on experience in this area Sources of training for staff lacking these skills: • Local community college or state university courses • SoŌ ware-specifi c training

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-19 PROJECT MANAGEMENT SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • Project planning - objecƟ ves, tasks, milestones, deliverables, schedule, budget • Project monitoring / tracking / reporƟ ng • Basic Ɵ me management Other Commonly Needed Skills: • DelegaƟ ng to / prioriƟ zing work for others • Equipment useful life tracking Skills Needed for a Small Number of PosiƟ ons: • Capital construcƟ on project management • Event planning / meeƟ ng logisƟ cs

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-20 PROJECT MANAGEMENT SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • Project planning - objecƟ ves, tasks, milestones, deliverables, schedule, budget • Project monitoring / tracking / reporƟ ng • Basic Ɵ me management Include as part of preferred minimum qualifi caƟ ons: • Experience in managing projects, preparing management reports • Coursework in project management, business management As part of applicaƟ on or interview process: • Request wriƩ en examples of project plans and progress reports developed by the candidate • Request examples of substanƟ al projects successfully managed from start to fi nish • Require compleƟ on of a simple scope of work and schedule Sources of training for staff lacking these skills: • Local community college or state university courses. Examples include: o Through the ConƟ nuing EducaƟ on and Economic Development program, the College of BalƟ more County off ers Leadership and Management Training including IntroducƟ on to Project Management • How-to books on basic project management. Examples include: o Project Management For Dummies by Stanley E. Portny o Absolute Beginner’s Guide to Project Management by Greg Horine • Basic project management training off ered by private companies. Examples include: o FranklinCovey’s IntroducƟ on to Project Management Webinar andProject Management EssenƟ als Workshop o Fred Pryor Seminars and CareerTrack’s Project Management Workshop o SkillPath’s Fundamentals of Successful Project Management PROJECT MANAGEMENT SKILLS Other Commonly Needed Skill: • DelegaƟ ng to / prioriƟ zing work for others Include as part of preferred minimum qualifi caƟ ons: • Supervisory experience • Project management experience As part of applicaƟ on or interview process: • Ask for more details on candidate’s supervisory experience, how to determine what to delegate, challenges experienced Sources of training for staff lacking these skills: • Local community college or state university courses. See “Supervisory Skills” discussed under “CommunicaƟ on Skill” below for examples

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-21 PROJECT MANAGEMENT SKILLS Other Commonly Needed Skill: • Equipment useful life tracking Include as part of preferred minimum qualifi caƟ ons: • Experience in conducing inventories, preparing capital replacement plans, preparing reserves studies, and physical asset management, fl eet management • Project management experience • MathemaƟ cal apƟ tude As part of applicaƟ on or interview process: • Require compleƟ on of a hands-on exercise to calculate remaining years of service based on useful life standards and average annual usage Sources of training for staff lacking these skills: • Step through examples of capital replacement plans prepared for subrecipients and state-owned transit equipment and faciliƟ es PROJECT MANAGEMENT SKILLS Skill Needed for a Small Number of PosiƟ ons: • Capital construcƟ on project management Include as part of preferred minimum qualifi caƟ ons: • EducaƟ on, experience, and cerƟ fi caƟ on in capital project management, civil engineering, construcƟ on engineering, construcƟ on management, architectural engineering PROJECT MANAGEMENT SKILLS Skill Needed for a Small Number of PosiƟ ons: • Event planning / meeƟ ng logisƟ cs Include as part of preferred minimum qualifi caƟ ons: • Experience in event planning and management, meeƟ ng logisƟ cs planning, markeƟ ng planning • Excellent organizaƟ onal skills, detail-oriented, ability to mulƟ -task, excellent interpersonal skills

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-22 ANALYTICAL SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • Understanding performance measures Other Commonly Needed Skills: • QuanƟ taƟ ve analysis Skills Needed for a Small Number of PosiƟ ons: • Demographic analysis • AlternaƟ ves analysis • Survey design

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-23 ANALYTICAL SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • Understanding performance measures Include as part of preferred minimum qualifi caƟ ons: • Experience in quanƟ taƟ ve performance measurement, performance indicators, quanƟ taƟ ve analysis, data interpretaƟ on, business management • Coursework in performance measurement, data analysis • ApƟ tude with basic math, analyƟ cal thinking • ApƟ tude with MicrosoŌ Excel or other spreadsheet soŌ ware As part of applicaƟ on or interview process: • Ask in the interview for examples of data that are useful in measuring the effi ciency and eff ecƟ veness of a transportaƟ on service. If the candidate does not have a transit background, allow Ɵ me to think - perhaps as a wriƩ en exercise. Sources of training for staff lacking these skills: • Provide examples of performance measurements (current and past) of an actual subrecipient and discuss how they have changed over Ɵ me, what changes were made to the management or operaƟ ons that impacted the measures • Guidebooks developed specifi cally for transit: o TCRP Report 54: Management Toolkit for Rural and Small Urban TransportaƟ on Systems by KFH Group, Incorporated et al. o TCRP Report 88: A Guidebook for Developing a Transit Performance-Measurement System by KiƩ leson & Associates, Inc., et al. o Comprehensive Financial Management Guidelines for Rural and Small Urban Public TransportaƟ on Providers prepared for MTAP by Jon E. Burkhardt, et al. (Chapter 11)

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-24 ANALYTICAL SKILLS Other Commonly Needed Skill: • QuanƟ taƟ ve analysis Include as part of preferred minimum qualifi caƟ ons: • Experience in quanƟ taƟ ve analysis, data interpretaƟ on, fi nance • Coursework in mathemaƟ cs, staƟ sƟ cs, data analysis, fi nance • ApƟ tude with math, analyƟ cal thinking • ApƟ tude with MicrosoŌ Excel or other spreadsheet soŌ ware • ApƟ tude with IBM SPSS or other staƟ sƟ cal analysis soŌ ware As part of applicaƟ on or interview process: • Include staff with quanƟ taƟ ve analysis experƟ se on the interview panel to evaluate candidate’s responses to quesƟ ons on experience in this area Sources of training for staff lacking these skills: • Local community college or state university courses ANALYTICAL SKILLS Skill Needed for a Small Number of PosiƟ ons: • Demographic analysis Include as part of preferred minimum qualifi caƟ ons: • EducaƟ on and experience in numerical analysis, demographics, staƟ sƟ cs, Geographic InformaƟ on Systems (GIS), geography, cartography, market research • ApƟ tude with ArcView/ArcGIS As part of applicaƟ on or interview process: • Include staff with experƟ se in GIS on the interview panel to evaluate candidate’s responses to quesƟ ons on experience in this area Sources of training for staff lacking these skills: • Local community college or state university courses • ESRI training courses

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-25 ANALYTICAL SKILLS Skill Needed for a Small Number of PosiƟ ons: • AlternaƟ ves analysis (as a general skill, not the specifi c FTA NEPA requirement) Include as part of preferred minimum qualifi caƟ ons: • EducaƟ on and experience in strategic planning, long-term planning, alternaƟ ves analysis, risk management • ApƟ tude for analysis, problem-solving, research, logical thinking, criƟ cal thinking As part of applicaƟ on or interview process: • Ask for an example of a complex decision in which the candidate parƟ cipated in the development and analysis of alternaƟ ve choices • Require compleƟ on of a hands-on exercise to discuss the relaƟ ve advantages and disadvantages of several alternaƟ ve approaches to a decision, within a context of stated overarching goals and objecƟ ves, and examples of available data Sources of training for staff lacking these skills: • Local community college or state university courses in planning, business management, criƟ cal thinking ANALYTICAL SKILLS Skill Needed for a Small Number of PosiƟ ons: • Survey design Include as part of preferred minimum qualifi caƟ ons: • EducaƟ on and experience with market research, quality assurance, strategic planning, public involvement techniques, survey methodology, survey design and analysis, staƟ sƟ cs • ApƟ tude for market research, logical thinking, wriƩ en English • ApƟ tude with web-based survey applicaƟ ons, MicrosoŌ Access, MicrosoŌ Excel or other spreadsheet, SPSS As part of applicaƟ on or interview process: • Request examples of actual surveys designed by the applicant and an analysis of survey responses conducted by the applicaƟ on Sources of training for staff lacking these skills: • Local community college or state university courses in market research • Training in web-based survey technology (e.g., online tutorials)

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-26 WRITING SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • Preparing execuƟ ve summaries • Preparing project descripƟ ons • Business correspondence Other Commonly Needed Skills: • Technical wriƟ ng • Preparing lengthy wriƩ en reports • NewsleƩ er wriƟ ng/ediƟ ng • Web content development Skills Needed for a Small Number of PosiƟ ons: (none idenƟ fi ed through the survey of states)

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-27 WRITING SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • Preparing execuƟ ve summaries • Preparing project descripƟ ons • Business correspondence Include as part of preferred minimum qualifi caƟ ons: • Experience preparing various business communicaƟ ons • Coursework in English, business wriƟ ng, technical wriƟ ng, journalism • ApƟ tude with wriƩ en English • ApƟ tude with MicrosoŌ Word or other word processing soŌ ware As part of applicaƟ on or interview process: • Evaluate the wriƟ ng in the cover leƩ er and resume for grammar, spelling, and adequate ediƟ ng • Request wriƟ ng samples • Provide a brief technical report that the candidate must read and summarize (before, during, or aŌ er the interview) Sources of training for staff lacking these skills: • Local community college or state university courses • Many colleges and universiƟ es have wriƟ ng centers open to students; staff members who may be enrolled in a course to build any core skill could take advantage of these wriƟ ng centers. • Basic business wriƟ ng courses are off ered by many private companies and conƟ nuing educaƟ on programs. Examples include: o The Business WriƟ ng Center (businesswriƟ ng.com) off ers three basic online self-study courses in basic business wriƟ ng, email, and grammar o FranklinCovey’s Business WriƟ ng Course and Workshop o Skillpath’s Business WriƟ ng Basics for Professionals • Internal mentoring - require review of new hire communicaƟ ons by a peer or a supervisor with good wriƟ ng/ediƟ ng skills, who provides construcƟ ve feedback during the probaƟ onary period • Develop a collecƟ on of templates and best pracƟ ces of good wriƟ ng that staff can use as examples

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-28 WRITING SKILLS Other Commonly Needed Skills: • Technical wriƟ ng • Preparing lengthy wriƩ en reports Include as part of preferred minimum qualifi caƟ ons: • Experience in planning, technical wriƟ ng • Coursework in planning, other social sciences, advanced undergraduate-level English or research As part of applicaƟ on or interview process: • Require wriƟ ng samples Sources of training for staff lacking these skills: • Local community college or state university courses WRITING SKILLS Other Commonly Needed Skill: • NewsleƩ er wriƟ ng/ediƟ ng Include as part of preferred minimum qualifi caƟ ons: • Experience in copywriƟ ng, journalism, public relaƟ ons, publicaƟ on ediƟ ng, markeƟ ng, other business communicaƟ ons • Coursework in journalism, public relaƟ ons As part of applicaƟ on or interview process: • Require wriƟ ng samples • Require compleƟ on of a hands-on exercise to read a list of facts/story elements and write an 300- word arƟ cle Sources of training for staff lacking these skills: • Local community college or state university courses WRITING SKILLS Other Commonly Needed Skill: • Web content development (wriƟ ng and informaƟ on organizaƟ on - preparing the informaƟ on for staff who will do the technical end of web management) Include as part of preferred minimum qualifi caƟ ons: • Experience in web content management, web design, copywriƟ ng, public relaƟ ons, publicaƟ on ediƟ ng, markeƟ ng, outreach, educaƟ on, educaƟ onal blogging • Coursework in public relaƟ ons, markeƟ ng, wriƟ ng for the web As part of applicaƟ on or interview process: • Require wriƟ ng samples • Request examples of web pages or sites developed or maintained by the candidate Sources of training for staff lacking these skills: • Local community college or state university courses

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-29 TECHNOLOGY SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • Basic Offi ce SoŌ ware Other Commonly Needed Skills: (none idenƟ fi ed through the survey of states) Skills Needed for a Small Number of PosiƟ ons: • Graphic design • Database design and management • Geographic InformaƟ on Systems (GIS) • InformaƟ on technology • Website content management

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-30 TECHNOLOGY SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • Basic Offi ce SoŌ ware Include as part of preferred minimum qualifi caƟ ons: • Experience / apƟ tude using MicrosoŌ Word or other word processing soŌ ware • Experience / apƟ tude using MicrosoŌ Excel or other spreadsheet soŌ ware • Experience / apƟ tude using MicrosoŌ PowerPoint or other slide presentaƟ on soŌ ware As part of applicaƟ on or interview process: • As part of the applicaƟ on, for each soŌ ware applicaƟ on the candidate has in their toolkit, ask for how many years of regular use and how strong they rate their skill level Sources of training for staff lacking these skills: • Many governmental agencies off er soŌ ware-specifi c training for their employees • MicrosoŌ off ers free online tutorials for their products • Many private companies and conƟ nuing educaƟ on programs off er courses TECHNOLOGY SKILLS Skill Needed for a Small Number of PosiƟ ons: • Graphic Design Include as part of preferred minimum qualifi caƟ ons: • Experience in graphic design • Coursework in graphic design and digital design • ApƟ tude with Adobe InDesign, Adobe Illustrator, Adobe Photoshop, CorelDraw, CorelPaint, or other design and photo-ediƟ ng soŌ ware As part of applicaƟ on or interview process: • Request examples of printed and digital designs • Include staff with experƟ se in print design, web design, markeƟ ng, public relaƟ ons, publicaƟ on producƟ on, procurement of prinƟ ng services on the interview panel to evaluate candidate’s responses to quesƟ ons on experience in this area Sources of training for staff lacking these skills: • Local community college or state university courses • Training in the design soŌ ware used by the state

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-31 TECHNOLOGY SKILLS Skill Needed for a Small Number of PosiƟ ons: • Database Design and Management Include as part of preferred minimum qualifi caƟ ons: • Experience with database design, deployment and management • ApƟ tude with relaƟ onal databases such as MicrosoŌ Access, MicrosoŌ SQL Server, Oracle or other database management soŌ ware • MicrosoŌ CerƟ fi ed SoluƟ ons Associate (MCSA) preferred As part of applicaƟ on or interview process: • Include staff with experƟ se in database management on the interview panel to evaluate candidate’s responses to quesƟ ons on experience in this area Sources of training for staff lacking these skills: • Local community college or state university courses • Online tutorials off ered by private companies TECHNOLOGY SKILLS Skill Needed for a Small Number of PosiƟ ons: • Geographic InformaƟ on Systems (GIS) Include as part of preferred minimum qualifi caƟ ons: • Experience creaƟ ng maps and analyzing data using GIS • Experience creaƟ ng and working with personal and fi le geodatabases • ApƟ tude with Esri products such as ArcMap or ArcInfo As part of applicaƟ on or interview process: • Include staff with experƟ se in GIS on the interview panel to evaluate candidate’s responses to quesƟ ons on experience in this area Sources of training for staff lacking these skills: • GIS cerƟ fi caƟ ons • Local community college or state university courses • ESRI training courses

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-32 TECHNOLOGY SKILLS Skill Needed for a Small Number of PosiƟ ons: • InformaƟ on Technology Include as part of preferred minimum qualifi caƟ ons: • Experience with current and previous Windows operaƟ ng systems • Experience with networking and troubleshooƟ ng • Coursework in networking and MicrosoŌ Suite products • ApƟ tude in MicrosoŌ Sharepoint, Word, Excel, Power Point, Access, Publisher, and Outlook As part of applicaƟ on or interview process: • Include staff with experƟ se in IT on the interview panel to evaluate candidate’s responses to quesƟ ons on experience in this area TECHNOLOGY SKILLS Skill Needed for a Small Number of PosiƟ ons: • Website content management (technology, design, and informaƟ on organizaƟ on) Include as part of preferred minimum qualifi caƟ ons: • Experience in web content management, web design, blogging, digital photo ediƟ ng • Coursework in web development • ApƟ tude with web mark up language such as HTML and XML • ApƟ tude with Flash, Adobe Illustrator, Adobe Photoshop, and InDesign (graphic design soŌ ware) • ApƟ tude with web programming As part of applicaƟ on or interview process: • Request examples of web pages or sites developed or maintained by the candidate • Include staff with website management experƟ se on the interview panel to evaluate candidate’s responses to quesƟ ons on experience in this area Sources of training for staff lacking these skills: • Local community college or state university courses • Training in the specifi c content management system used by the State

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-33 COMMUNICATIONS SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • PresentaƟ ons to groups • Sub-recipient relaƟ ons • Working with advisory groups • WriƩ en communicaƟ ons (addressed previously) o “Plain Talk” - Although not included as part of the skills surveyed, one of the state transit directors interviewed indicated that an important skill needed by his staff is “the ability to translate bureaucraƟ c language into ‘plain talk’” Other Commonly Needed Skills: • Supervisory skills • Training skills • CoordinaƟ ng interdepartmental groups • Public relaƟ ons Skills Needed for a Small Number of PosiƟ ons: (none idenƟ fi ed through the survey of states)

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-34 COMMUNICATIONS SKILLS Skills Needed for a MAJORITY of PosiƟ ons: • PresentaƟ ons to groups • Sub-recipient relaƟ ons • Working with advisory groups Include as part of preferred minimum qualifi caƟ ons: • Experience in public speaking, public relaƟ ons, training, group facilitaƟ on • Experience working with diverse groups of people • Coursework in speech, communicaƟ ons, public relaƟ ons • ApƟ tude with spoken English As part of applicaƟ on or interview process: • Evaluate the candidate’s speaking and dynamics during the interview • Ask the candidate to self-assess their comfort in speaking to groups Sources of training for staff lacking these skills: • Mentoring: involve staff in planning meeƟ ngs, enlist their assistance in preparing presentaƟ ons, bring them to public meeƟ ngs whenever possible, encourage them to present part of longer presentaƟ ons • PracƟ ce: encourage staff to pracƟ ce with each other, require parƟ cipaƟ ng in departmental informaƟ on-sharing pracƟ ces/educaƟ on programs such as brown bag lunch speaker series • Networking: send staff to transit associaƟ on conferences and professional development meeƟ ngs

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-35 COMMUNICATIONS SKILLS Other Commonly Needed Skills: • Supervisory Skills Include as part of preferred minimum qualifi caƟ ons: • Supervisory experience As part of applicaƟ on or interview process: • Ask for more details on candidate’s supervisory experience, challenges experienced Sources of training for staff lacking these skills: • Local community college or state university courses. Examples include: o State Supervisory Training CerƟ fi cate Program, California State University, Sacramento College of ConƟ nuing EducaƟ on, includes courses in DelegaƟ on and Change Management and Role of the Supervisor • Basic supervisory training is off ered by many governments as well as private companies. Examples include: o The Oregon Bureau of Labor and Industries off ers technical assistance seminars including a Training Series for New Supervisors o The State of Missouri Offi ce of AdministraƟ on’s Center for Management and Professional Development off ers a series of one-day courses for managers and supervisors o Seminars from Fred Pryor, SkillPath, etc. COMMUNICATIONS SKILLS Other Commonly Needed Skill: • Training Skills Include as part of preferred minimum qualifi caƟ ons: • Experience conducƟ ng training, human resources, educaƟ on • Experience working with diverse groups of people • Coursework in educaƟ on, human resources management As part of applicaƟ on or interview process: • Evaluate the candidate’s speaking and dynamics during the interview • Ask for more details on candidate’s training experience • Include staff with training experƟ se on the interview panel to evaluate candidate’s responses to quesƟ ons on experience in this area Sources of training for staff lacking these skills: • Local community college or state university courses • Train-the-trainer courses specifi c to the topic the individual plans to train

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-36 COMMUNICATIONS SKILLS Other Commonly Needed Skill: • CoordinaƟ ng interdepartmental groups Include as part of preferred minimum qualifi caƟ ons: • Experience working with diverse groups of people, team leadership, business communicaƟ ons, advisory groups, meeƟ ng facilitaƟ on, confl ict resoluƟ on As part of applicaƟ on or interview process: • Ask for examples of shared projects or programs in which the candidates coordinated input from and shared work with mulƟ ple departments or organizaƟ ons Sources of training for staff lacking these skills: • How-to guidebooks on coordinaƟ ng mulƟ ple stakeholders. Examples include: o FacilitaƟ ng with Ease! Core Skills for Facilitators, Team Leaders and Members, Managers, Consultants, and Trainers by Ingrid Bens o Facilitator’s Guide to ParƟ cipatory Decision-Making by Sam Kaner, et. al. o The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches by Roger Schwarz COMMUNICATIONS SKILLS Other Commonly Needed Skill: • Public relaƟ ons Include as part of preferred minimum qualifi caƟ ons: • Experience working with public relaƟ ons, public speaking, outreach, markeƟ ng, journalism, business communicaƟ ons, fundraising, advocacy • EducaƟ on in public relaƟ ons, markeƟ ng, communicaƟ ons, journalism, poliƟ cal science • ApƟ tude for wriƩ en and spoken English, interpersonal relaƟ ons, problem-solving As part of applicaƟ on or interview process: • Ask for examples of how the candidate conveyed the gist of a technical concept or bureaucraƟ c requirement so that it was understandable to a lay audience. Sources of training for staff lacking these skills: • Local community college or state university courses. Examples include: o The University of Nevada, Las Vegas ConƟ nuing EducaƟ on off ers a Public RelaƟ ons Skills CerƟ fi cate program o The New York University School of ConƟ nuing and Professional Studies off ers noncredit cerƟ fi cates and courses in MarkeƟ ng and Public RelaƟ ons

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-37 ADDITIONAL SKILL NEEDS IDENTIFIED IN THE SURVEY The following additional core skills were listed by state transit directors and new hires in their survey responses: • Multiple directors indicated: o Communication (even though it was addressed under a category above) o Customer service o Interpersonal skills o Multi-tasking and prioritizing work load • Single responses: o Adaptability o Advanced analytical skills o Advanced spreadsheet skills o Budget negotiation o Capital improvement/strategic planning o Coaching and motivation skills o Critical thinking o Decision making/problem solving o Interpreting federal language o Leadership skills o Legal review of contracts and requests for proposal o Long range planning o Organization o Peer to peer relationships o Technical accuracy o Transportation/land use planning Clearly, communications and “people” skills are a high priority for state transit staff, as are basic time management and analytical/ problem-solving skills.

Hiring for Core Skills HIRING FOR CORE SKILLS ͳ PAGE 0-38 RECRUITING When it becomes time to recruit - once the detailed job description is completed/updated, the qualiϐications are determined, and the combination of offerings that will be included in the compensation package have been determined, selection of appropriate recruiting methods is needed. State and local government organizations typically have a standardized method - listing on the state’s website, advertising in local newspapers, etc. New hires reported learning of their jobs through states’ internal and external websites and word of mouth, among other approaches. State transit directors may want to extend outreach on the job on a national level, to increase the possibility of recruiting for individuals with experience in managing FTA programs as well as the essential core skills. Relevant organizations which post job listings include: • AASHTO • APTA • CTAA • State transit associations • Association for Commuter Transportation (ACT) • National Grants Management Association (NGMA) • Conference Of Minority Transportation Ofϐicials (COMTO) • Women’s Transportation Seminar (WTS) • Universities with graduate programs in public administration Generic job websites such as monster.com may also be effective and reach as many qualiϐied candidates as possible. One of the new hires surveyed reported learning about the job from a job website (other than the state’s website).