Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners (2021)

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18 This research used a variety of data collection strategies to provide input into the development of the Tool and the QRG. These included: • A literature review and a web page review of state DOT and MPO websites; • Surveys of planning officials and staff at transportation agencies (including a large engineering/ planning consulting firm); • A focus group with COMTO officials; • Targeted interviews with university professors/training program administrators; • A workshop held as part of a session at the 2019 TRB Annual Meeting; and • Pilot studies of the draft Tool. Each of these data collection efforts are summarized below. The pilot studies are described in Chapter 5 in the section on the validation of the Tool. 3.1 Literature and Website Review A good example of the literature reviewed came from the FHWA’s National Transportation Career Pathways Initiative, consisting of five FHWA-supported regional transportation workforce centers. The Initiative is hosted by California State University, Long Beach, and the associated workforce development reports provide useful information on the needs and requirements for different transportation functional areas. [13] The focus of the centers’ efforts has been on five career pathways: transportation planning, transportation operations, transportation environment, transportation engineering, and transportation safety. The center has highlighted the challenges faced with the retirement of the baby boomer generation, which not only has led to job openings, but also to a loss of institutional memory and experience. The centers developed strategies to attract, educate, train, and retain qualified staff members in each area. This is the kind of proactive effort needed to attract and retain a qualified work- force for all types of work efforts within a typical state DOT and for different functional areas in transportation agencies. Being able to attract such talent is particularly challenging in today’s environment where so many other opportunities exist. For example, for data analytics and travel behavior modeling expertise, small startups and data analytics companies have been known to lure agency staff away from transportation agencies. This is symptomatic of the phenomenon of many technically oriented planners and engineers opting for opportunities elsewhere. Recent workforce-oriented activities have included a webinar on building a 21st century work- force sponsored by the TRB statewide multimodal transportation planning committee; an NCHRP project on the role of planning in decision-making; an international conference focused on the challenges in travel modeling and social economic and cultural issues; and efforts by transportation C H A P T E R 3 Data Collection and Synthesis

Data Collection and Synthesis 19   associations (for example, APTA and ITE), to deliver workforce development training opportuni- ties. Many states have developed transportation agency–university partnerships and some have their own “DOT university.” However, human resource departments within many transportation agencies have continued to rely on conventional job descriptions, rather than a talent manage- ment system that recognizes the relationships between emerging planning talent needs, talent availability, professional development, and recruitment. The literature review examined three major categories of literature and other sources of information: (1) workforce development in general, (2) 21st century transportation planning issues, and (3) future characteristics and roles of transportation planning and planners. Sources included published papers/studies, websites of relevant organizations (e.g., state DOT and MPO websites), and professional planning certification programs (e.g., the Professional Transporta- tion Planning certificate of the ITE and the American Institute of Certified Planners (AICP)). The most useful references from the literature review that provided the basis for a general synthesis of key findings included: • National Network for the Transportation Workforce (NNTW). 2019. National Transporta- tion Career Pathways Initiative Final Project Report. Feb. Available at https://drive.google. com/uc?id=1LtJoOGzVhE3qA62wfvHtwreHDZuSgHN4&export=download. [13] Highlighted emergent new transportation planner responsibilities in response to key external driving forces. A prototype transportation planning job description was developed. • Department of Labor, Competency Model Clearinghouse. Available at https://www. careeronestop.org/CompetencyModel/Competency-Models/pyramid-home.aspx. [14] Provided an example of how KSAEEs and talent profiles could be organized in a tool. • ITE Professional Transportation Planner (PTP) Certification. 2019. Website. Available at https://www.tpcb.org/certification/ptp/. [15] Identified KSAs for transportation planners. • Puentes, R., A. Grossman, B. Eby, and A. Bond. 2019. NCHRP Synthesis 543: Transportation Workforce Planning and Development Strategies. Transportation Research Board, National Acad- emies Press. Available at http://onlinepubs.trb.org/onlinepubs/nchrp/nchrp_syn_543.pdf. [16] Found that there is a consistent lack of employees to implement full training programs. • American Planning Association (APA)/AICP. 2019. “What Skills Do Planners Need?” Website. Available at https://www.planning.org/choosingplanning/skills/. [17] Identified core compe- tencies of all planners. • Cosentino, C., S. Erker, and M. Tefft. Undated. “Success Profiles: Comprehensive Talent Management Through Holistic Job Analysis.” Available at https://www.ddiworld.com/resources/ library/white-papers-monographs/success-profile. [18] Very useful article on the use of talent profiles (referenced in the article success profiles). • Transportation Research Board. 2019. Critical Issues In Transportation 2019. Available at https://www.nap.edu/resource/25314/criticalissues/. [6] Useful list of critical issues likely to face the transportation profession over the next 5 to 10 years. Developed by TRB’s Executive Committee. • D’Ignazio, J., S. Rhodes, and C. Secrest. 2015. NCHRP Report 798: The Role of Planning in a 21st Century State Department of Transportation—Supporting Strategic Decisionmaking. Trans- portation Research Board. Available at https://download.nap.edu/cart/download.cgi?record_ id=22193. [5] This research examined the roles of transportation planning within the context of a state DOT. The motivation for the study was the perceived weakening of the role of planning in such agencies, especially in the light of changing needs and organizational contexts. • O’Brien, T., T. Reeb, and S. Jaishankar. 2018. Changing Workforce Development Needs for Regional Transportation Planning Agencies in California. UC Davis, Davis, CA. Available at https://escholarship.org/uc/item/3kk314sx. [19] One of the few studies looking specifically at needed skills of transportation planners.

20 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners A website review of 16 state DOTs and 21 MPOs represented a range of planning contexts (e.g., urban and rural) and helped identify the key issues each was facing in terms of internal and external forces as they affected desired staff capabilities. The review also examined the latest statewide and regional transportation plans. The results of this website and plan review are shown in Figures 2 and 3; the issues identified by both state DOTs and MPOs are very similar. It is also interesting to contemplate the long-lasting impacts of the COVID-19 pandemic on the future of the work environment. As noted by Frankiewicz and Chamorro-Premuzic, Over the past decades, rapid digital transformation has enabled organizations to completely reimagine the way they work and manage talent. From reliable video conferencing platforms, to digital col- laboration software, to ubiquitous cloud-based connectivity, and a data-centric approach to strategic decision-making powered by the synergy between artificial and human intelligence, an imaginary worker from the 1950s would surely marvel at the current landscape of work as if they were in a Black Mirror episode. And yet, it took a pandemic to truly accelerate this trend and transform the way most people work day-to-day, leveraging these foundational aspects of technology to dramatically change how we approach jobs and careers, perhaps forever. Indeed, for those with the skills to work remotely, the crisis has turbo- charged an unparalleled shift toward more flexible work, and being able to live one life that better blends work and home—trends we know workers have wanted for some time. [20] This article places the changing work environment in the context of five major trends. 1. Technology is deepening human connections Theme: The pervasiveness of technology and how it makes people more connected in all aspects of life. Ac ce ss ib ili ty /C on ne cti vi ty Co ng es tio n De m og ra ph ic C ha ng e/ G ro w th Ec on om ic V ita lit y En vi ro nm en ta l S te w ar ds hi p Eq ui ty Fr ei gh t M ob ili ty M ul tim od al O pti on s Sa fe ty Sy st em P er fo rm an ce Sy st em R es ili en ce Tr an sp or ta tio n Fu nd in g State DOTs Arizona X X X X X X X X X X California X X X X X X X X X X X Delaware X X X X X X X X X X X Florida X X X X X X X X X X X X Georgia X X X X X X X X Maine X X X X X X X X X X X Minnesota X X X X X X X X X X X X Montana X X X X X X X X X New Hampshire X X X X X X X X X X X New Mexico X X X X X X X X X X Oregon X X X X X X X X X X X X Rhode Island X X X X X X X X X X X X Tennessee X X X X X X X X X X Texas X X X X X X X X X X X Wisconsin X X X X X X X X X X X X Wyoming X X X X X X X Figure 2. Planning issues for state DOTs.

Data Collection and Synthesis 21   2. Building culture outside the building Theme: Organizational culture is about people, no matter where they physically sit in the work space, including working from home. 3. Work that supports life Theme: Importance of work–life balance and the need for flexibility in the work environment. 4. Computer on-line screens as the great equalizer Theme: By leveling the playing field, on-line interactions support diversity, equity, and inclusion. 5. Talent geographically unleashed Theme: The new generation of workers realizes that the workplace and workforce have been separated, while technology has brought together home, shopping, and school. The information from the literature and website review was synthesized into external and internal forces that could affect an agency’s transportation planning capability and the corre- sponding desires for KSAs. External forces reflect those that are not under the control of an agency, but which could affect an agency’s way of doing business. Internal forces are those affecting an Future Issues Explicitly Considered Ac ce ss ib ili ty /C on ne cti vi ty Co ng es tio n De m og ra ph ic C ha ng e/ G ro w th Ec on om ic V ita lit y En vi ro nm en ta l S te w ar ds hi p Eq ui ty Fr ei gh t M ob ili ty In te rg ov er nm en ta l C oo pe ra tio n M ul tim od al O pti on s Pu bl ic H ea lth Sa fe ty Sy st em P er fo rm an ce Sy st em R es ili en ce Tr an sp or ta tio n Fu nd in g MPO for Regions Albuquerque X X X X X X X X X X X X X X Appleton, WI X X X X X X X X X X X X Atlanta X X X X X X X X X X X X X X Baltimore X X X X X X X X X X X X Denver X X X X X X X X X X X X X Fayetteville, AK X X X X X X X X X X X Honolulu X X X X X X X X X X X X X Houston X X X X X X X X X X X X X X Los Angeles X X X X X X X X X X X X X X Madison, WI X X X X X X X X X X X X X Miami X X X X X X X X X X X X X X Minneapolis X X X X X X X X X X X X X Monterrey, CA X X X X X X X X X X X X X X Philadelphia X X X X X X X X X X X X Reno, NV X X X X X X X X X X X X X Salt Lake City X X X X X X X X X X X X X San Francisco X X X X X X X X X X X X X X Savannah, GA X X X X X X X X X X X X X Spokane, WA X X X X X X X X X X X Waco, TX X X X X X X X X X X X X Wilmington, NC X X X X X X X X X X X X X X Figure 3. Planning issues for MPOs.

22 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners agency from the perspective of recruiting, developing, and retaining talented staff. The synthesis of this information resulted in the following. External Forces 1. Evolving socioeconomic trends, geography and land-use patterns, and their impact on travel in terms of: – Vehicle miles traveled (VMT) – Congestion and reliability – Private development – Economy – Mobility of underserved – Changes in workforce/lifestyle 2. Economic development focus/New economic entities or planning making, including: – Megaregions – Economic development zones – Corridors – Transit Oriented Developments (TODs) – Major private development 3. Global economic competition as related to transportation costs and economic development, including: – Economic importance of freight transportation costs – Freight networks and logistics planning – Importance of intermodal interface – Support of private development – Preservation of right-of-way (ROW) – Special federal grants 4. Increase public/policy focus on transportation as related to livability community quality and in terms of: – Response to socioeconomic trends/demographics regarding mobility-deprived focus/ accessibility – Environmental justice – Equity – Right-sizing 5. Emergency response planning relating to: – Impact of global climate and related weather changes – Focus on emissions (and potential for electric vehicles) – Weather/Coastal and riverine threats – Other emergencies and disasters 6. Impacts of connected and automated vehicles including: – Reduced or induced travel – Mobility availability for all – Impact on conventional transit usage – New forms of service and business models including MaaS and TNCs 7. Increased importance of Active Transportation including: – Pedestrianization – Bicycle and scooter accommodation – Microtransit, scooters 8. Alternative to (impacts and financial) capacity expansion, including: – Congestion and demand management – Intelligent Transportation Systems (ITS) and Transportation Systems Management and Operations (TSM&O) – Road pricing

Data Collection and Synthesis 23   9. Policy emphasis on performance and cost-effectiveness including: – Right-sizing – TSM&O – Asset management 10. Financial constraints regarding viability of conventional funding sources (including tax resistance) and potential alternatives, including: – Innovative finance – Tolling – Mileage-based user fees – Public–private partnerships (PPPs) 11. New forms of information technology systems relating to: – Availability of big data – Crowdsourcing – New forms of stakeholder inputs – Cybersecurity 12. New land-use and travel demand forecasting theory and methods including: – Regional travel demand and forecasting model development – Freight and managed lane models – VMT and origin-destination surveys – Peak and design hour factor development – Heavy truck classification estimation procedures – Micro simulation – Connected/automated vehicle modeling Internal Driving Forces Impacting Planning Skills and Talent 1. Changes in relationships among levels of government including: – Program flexibility restrictions – Devolution of responsibilities – Consistency and coordination between state and regional planning – Cross-funding – Direct joint state/MPO interaction 2. New focuses, scales, and forms of plan making and related products relating to: – Long-range policy, network, or investment plans – Short-range network, TSM&O, and facility plans – Multimodal planning – Megaregional – Multistate – Scenic byways – Rural – Tribal – Corridor – Subareas – Functional plans (health, emergency response, complete streets) – Energy corridors (electrification) 3. Planning in other agency functional areas, for example, systems operations (TSM&O) and asset management 4. Structuring planning activities for direct relevance into decision-making 5. Financial planning: – Programming and budgeting – Economic analysis – Conventional and alternative funding – State infrastructure banks

24 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners 6. Advances in travel and land-use forecasting including: – Travel behavior analysis – New forecasting methods – Big data management/governance – Crowd sourcing – New data sources 7. Increased focus on preservation: – Maintenance and reconstruction – Life cycle analysis – Impacts of construction phasing and maintenance of traffic 8. Planning for new technology: – Connected and automated vehicles – Smart cities/regions – New “modes” – New business models (MaaS) – Related utilization of big data from connected vehicles and third-party sources – New analytics and visualization techniques – Risk management and methods of coping with uncertainty – Internet of things 9. Planning for resilience (adaptation and mitigation): – Sustainability plan evaluation – Sustainability design – Climate adaptation plan – Smart energy plan – Hazard mitigation plan – Disaster risk reduction, vulnerability assessment man-made/natural 10. Planning, engineering, and urban design: – Right-sizing – Complete streets – Practical design – Growth management planning 11. Provision of state DOT support to MPOs/regions: – Technical – Funding support – Plan “nesting” – Sharing of staff resources and responsibilities 12. Performance-based planning and reporting: – Benefit-cost analysis, multimodal, and intermodal – Impact of federal requirements, data development, and evaluation – Quality of life indicators, use of wider values for investment trade-off techniques – Environmental justice 13. New forms of stakeholder engagement: – Communications/outreach, including social media, dashboards – Visioning alternative futures, charrettes – Scenario development 3.2 Consulting Firm Survey A major, international transportation consulting firm allowed the research team to survey its planning staff. Sixty-six (66) responses were received from planners and planning managers at various levels in the firm. Two-thirds of the respondents were male with one-third female.

Data Collection and Synthesis 25   Approximately one-third of the respondents were 50 years old or over; one-third were between 36 and 50 years old; the remaining one-third were 35 years old or younger. Eight percent were 25 years old or younger. Seventeen (17) percent of the respondents had only an undergraduate degree, while the remaining 83 percent had a graduate degree. Interestingly, 33 percent of the respondents had obtained their graduate degree while working. Thirty-one (31) percent held a degree in engineering; 48 percent held a planning degree; and the remaining percentage held degrees in public administration, environmental sciences, or public policy. The survey (the template is presented in Appendix A) covered a range of topics, including the motivation for seeking a career in transportation planning, actions an organization can take to attract and retain staff, and the importance of certain skills and abilities today and in the future. Some of the results are shown here. Which of the following factors would attract you to join an agency/company? (ranked by weighted average; all age groups; 1 lowest importance and 5 highest importance) 1. Opportunities to work on problems of interest to me/professional challenge (4.65/5) 2. Working with first-rate professionals (4.2/5) 3. Salary and benefits (4.2/5) 4. Desirable work location (4.1/5) 5. Opportunities for professional development, training, rotation, mentoring (3.95/5) 6. Reputation of company/agency (3.9/5) 7. Flexible work hours (3.7/5) 8. Application of state-of-art tools, technology, methods (3.6/5) What actions and/or strategies can organizations adopt to retain employees in the organiza- tion? (ranked by weighted average out of eight possible points) 1. Flexible work schedule and work–life balance (6.2/8) 2. Opportunities and financial support for professional development activities outside of the company (conference attendance, support for professional societies, etc.) (5.4/8) 3. Defined career paths counseling; opportunities for lateral movement within the organization (5.38/8) 4. Incentive bonuses (5.0/8) 5. Formal mentoring and knowledge transfer programs (3.8/8) 6. Confidence that employee feedback will help shape organization norms; formal avenues for this feedback will be received by top management (3.77/8) 7. Incentives/opportunities for furthering your education (3.6/8) 8. Opportunities for sabbatical (take a year off) (2.8/8) Rate the following changes in terms of how important they are for defining what transportation planners will need to know 5 years from now. (1 lowest importance and 5 highest importance) 1. Increasing public/policy focus on transportation as related to livability and community quality (4.38/5) 2. Changes in transportation technologies (e.g., vehicle types, networks, communications, automated/connected, etc.) (4.29/5) 3. Changes in data collection/analysis technologies (4.25/5) 4. Increasing concern for changing environmental conditions and impacts, including climate change (4.25/5) 5. Evolving socioeconomic trends, geography and land-use patterns and their impact on travel (4.17/5) 6. Changing demographic characteristics/lifestyles of the population (4.02/5) 7. Changing roles of public agencies and private firms (3.59/5)

26 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners 8. Changes in personal communication technologies (e.g., internet-based interpersonal com- munications, mobile phone technologies, etc.) (3.5/5) Rate how important these talents or skills will be 5 years from now. (ranked by weighted average) 1. Planning for new transportation strategies, e.g., Complete Streets applications, climate adaptation, etc. (4.56/5) 2. Planning for transportation system resilience (adapting to new environmental conditions as well as mitigating impacts) (4.48/5) 3. Planning for new transportation technologies (4.4/5) 4. Public engagement/effective communication of technical data/information to nontechnical groups (4.24/5) 5. Applying performance metrics/evaluation of transportation system operations (4.22/5) 6. Working with new data bases/data analysis and application of statistical analysis techniques (4.21/5) (more #5s than next factor) 7. Planning for inclusive population and socioeconomic groups (4.21/5) 8. Applying travel demand or land-use models and other similar forms of travel demand anal- ysis (4.06/5) 9. Financial planning for programs, plans, and projects (3.98/5) 10. Environmental analysis/National Environmental Policy Act (NEPA) (3.89/5) 11. Planning in other agency functional areas, for example, systems operations and asset management (3.83/5) 12. Freight planning (3.7/5) 3.3 AASHTO Transportation Planning Survey Surveys were sent to the planning directors of all state DOTs of which 37 responses were received (not all questions were answered by the respondents). Tables 1 through 10 show the results of this survey. To the extent you have had new employees join your planning unit in the last five years, what is the percent by source of these employees? New graduates 26 (70 percent) Lateral transfer from my own agency 32 (86 percent) Other government agencies 30 (81 percent) Other nongovernment organizations (e.g., consultants) 24 (65 percent) Retired professionals returning for a new career 12 (32 percent) Other 11 (30 percent) Table 1. Source of transportation planners, state DOT planners. Does your agency have a defined career path, that is, a hierarchy of planning job positions, for transportation planners? Yes 26 (72 percent) No 10 (28 percent) Note: 19 percent of the state DOT respondents have one to three steps in the career path, 62 percent have four to six steps, and 19 percent have more than six steps. Table 2. Established career paths, state DOT planners.

Does your human resource unit have defined personnel codes for transportation planning positions? Yes 24 (65 percent) No 6 (16 percent) Don’t Know 7 (19 percent) Table 3. Personnel codes for transportation planner positions, state DOT planners. Which of the following factors would attract new, that is, professionals currently outside of your agency, to join your planning group? Please rate each response (ranked by weighted average; 1 lowest rank; 5 highest rank). Opportunities to work on problems of interest/professional challenge 4.4 Opportunities for professional development, training, rotation, mentoring 4.1 Flexible work hours 4.0 Reputation of my agency 3.9 Working with first-rate professionals 3.7 Salary and benefits 3.6 Desirable work location 3.5 Application of state-of-the-art tools, technology, methods 3.3 Table 4. Motivation for joining DOT, ranked by importance, state DOT planners. Transportation planning, and indeed society itself, is being influenced by many evolutionary and, in some cases, transformational changes. With respect to transportation planning, please rate the following changes in terms of how important they are for defining what transportation planners will need to know 5 years from now. Rate each from 5 (most important) to 1 (least important). Increasing public/policy focus on transportation as related to livability and community quality, e.g., increasing importance of Active Transportation including pedestrianization, bicycle and scooter accommodation, and microtransit 4.4 Changes in transportation technologies, for example, vehicle types, networks, communications, and automated/connected vehicles 4.3 Mobility needs of those underserved by effective transportation 4.2 Increasing concern for changing environmental conditions and impacts, including climate change 4.2 Evolving socioeconomic trends, geography and land-use patterns and their impact on travel 4.1 Changing demographic characteristics/lifestyles of the population 4.0 Changes in personal communication technologies, for example, internet-based interpersonal communications, and mobile phone technologies. Changes in data collection/analysis technologies 3.9 New forms of financing/funding transportation systems 3.8 Increasing focus on economic development/new economic entities 3.7 Changing roles of public agencies and private firms, for example, public/private partnerships, and increasing policy emphasis on performance and cost effectiveness 3.4 Security/system disruption risks 3.4 Global economic competition as related to transportation costs and economic development 3.3 Table 5. Future planning issues, ranked by importance, state DOT planners.

28 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Which of the following skills do you think a transportation planning professional should have to be successful today and 5 years from now? Please rate each response on the following scale: 1–Not important today and not important 5 years from now; 2–Not important today but somewhat important 5 years from now; 3–Not important today but very important 5 years from now; 4–Important today and somewhat important 5 years from now; 5– Important today and very important 5 years from now; 6–Very important today and somewhat important 5 years from now; 7–Very important today and very important 5 years from now. Interpersonal communication skills 6.4 Abilities in convey nontechnical information to the general public, for example, at public meetings 6.3 Team member and collaboration effectiveness 6.0 Willingness to take on challenges in new and unfamiliar areas 5.9 Proficiency in analysis/design tools and data analysis 5.8 Managing project deliverables 5.4 Understanding client’s needs and desires/marketing 5.4 Familiarity with social media 4.7 Supervising other staff members 4.3 Familiarity with latest project management software programs 3.3 Ability to work long hours when necessary 2.7 Table 6. Skills important today and 5 years from now, state DOT planners. The following are types of activities and/or talents transportation planners use for their jobs. Rate how important these talents will be 5 years from now. Please answer the question to the extent you can, regardless of your role. Rate each from 5 (most important) to 1 (least important). Planning for transportation system resilience such as adapting to new environmental conditions as well as mitigating impacts 4.7 Public engagement/effective communication of technical data/information to nontechnical groups 4.6 Planning for new transportation technologies 4.6 Planning for new transportation strategies, for example, Complete Streets applications, climate adaptation, etc. 4.4 Financial planning for programs, plans, and projects (tie) 4.4 Planning for inclusive population and socioeconomic groups (tie) 4.4 Applying performance metrics/evaluation of transportation system operations (tie) 4.4 Working with new data bases/data analysis and application of statistical analysis techniques 4.3 Planning in other agency functional areas, e.g., systems operations and asset management 4.2 Freight planning 4.0 Applying travel demand/land-use models and other similar forms of travel demand analysis 3.9 Environmental analysis/NEPA 3.9 Table 7. Importance of skills 5 years from now, state DOT planners.

Data Collection and Synthesis 29   Of the talents listed in the previous two questions, which three (3) talents or skills do you project to be the most important for transportation planners 5 years from now? Number of states listing this talent. Planning for transportation system resilience such as adapting to new environmental conditions as well as mitigating impacts 15 (45 percent) Planning for new transportation technologies 12 (36 percent) Planning for inclusive population and socioeconomic groups 12 (36 percent) Financial planning for programs, plans, and projects 11 (33 percent) Working with new data bases/data analysis and application of statistical analysis techniques 11 (33 percent) Public engagement/effective communication of technical data/information to nontechnical groups 10 (30 percent) Planning in other agency functional areas, for example, systems operations and asset management 9 (27 percent) Planning for new transportation strategies, for example, Complete Streets applications, climate adaptation, etc. 9 (27 percent) Applying performance metrics/evaluation of transportation system operations 6 (18 percent) Environmental analysis/NEPA 2 (6 percent) Freight planning 2 (6 percent) Applying travel demand and land-use models and other similar forms of travel demand analysis 0 (0 percent) Table 8. Top three talents 5 years from now, state DOT planners. Of the challenges in attracting and motivating transportation planners listed below, please mark your top three (3). Number of states noting challenge. Competition from other organizations, for example, from organizations offering higher salaries 26 Poor salary 21 Inadequate career paths for transportation planners in my organization 19 Inadequate match between prospective planner candidates and the skills and talents needed for today’s planning needs 9 Competition from within my organization for new transportation professionals 5 No mentoring or professional development opportunities for transportation planners in my organization 5 Organizational constraints, for example, no defined planning positions, for transportation planners in my agency 5 Lack of qualified candidates 4 Poor benefits 0 Table 9. Top challenges for attracting and motivating transportation planners, state DOT planners.

30 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners 3.4 TRB Annual Meeting Session/Workshop A meeting session at the 2019 TRB Annual Meeting was structured as a workshop focusing on several important questions relating to the research objectives. Approximately 30 attendees par- ticipated in the workshop. The workshop was structured primarily as a facilitated question-and- discussion session. The questions and answers to the questions are presented here (note, in some cases, more than one attendee made the observation, which is indicated parenthetically below). 1. What are some of the key challenges facing transportation organizations in attracting entry-level transportation planners? – The most important challenge is the people skills of being a convener, facilitator, consensus builder, and ability to speak in front of a group. In the past, planners were expected to be generalists. While that might be still true, planners today should understand how every- thing fits together and understand potential conflicts. – People now understand that transportation is a means to an end, whether it is economic development, social equity, environmental quality, climate change, etc. We can no longer plan a transportation project without thinking about what it means to land-use, economic development, safety, environment, etc. Planners need to have a broad view. – Many educational programs are not incorporating new concepts and needed skills into the curriculum, such things as advanced technologies, micro-mobility, MaaS, automation, and the like. There is also a serious lack of diversity in the planning workforce. – The most critical challenge is attracting and retaining a racially diverse planning workforce to reflect better the communities served. (3 responses) – (MPO) We do okay with entry-level planners especially for less technical positions. The real challenge is retaining them; the more technical staff want more salary than the MPO can afford. – There seems to be a lack of background/knowledge in many cases. Many of the new staff were interns with limited knowledge of technical work. – It is difficult to separate skills as fact or fiction without actually testing planner candidates. – The greatest challenge is the low salary that can be offered compared to other organizations; it is difficult to compete with consultants. (2 responses) What types of actions and/or strategies can organizations adopt to retain employees? Please rank the following strategies in relative importance from 1 to 8, with 1 being the most important (e.g., Strategy 3 is number 1 and Strategy 5 is number 8). Ranked by weighted average. Flexible work schedule and work–life balance 7.0 Defined career paths; counseling 6.8 Opportunities and financial support for professional development activities outside of the company, for example, conference attendance, support for professional societies, etc. 6.2 Formal mentoring and knowledge transfer programs 5.8 Incentive bonuses 4.8 Confidence that employee feedback will help shape organization’s norms; formal avenues for this feedback will be received by top managers 4.8 Opportunities for lateral movement within the organization 4.2 Incentives/opportunities for furthering your education 3.6 Opportunities for sabbatical (take a year off) 2.0 Table 10. Actions/strategies to retain employees.

Data Collection and Synthesis 31   – (graduate student) There seems to be a disconnect between what is being taught in uni- versity programs versus what is needed in a job. For example, some jobs require entry- level planners to be skilled in software programs that were not taught in a university program. – (professor) There are challenges in attracting students to a transportation planning major. One challenge is incorporating the excitement of the profession into a program’s marketing. – (consultant) We do not have a problem attracting entry-level planners; retaining them with 3 to 5 years of experience is the real challenge. Many go to nontransportation jobs requiring similar skills, but with higher salary. – (state DOT) We cannot compete with pay scales in other organizations. There is little rec- ognition in my agency that planning is a profession (like engineering) and should be paid a professional wage. 2. How are these challenges likely to change in the future? – They will only get more complicated due to changes in technology, not only connected and automated vehicles but active transportation strategies. Technology potentially offers many options for providing mobility and accessibility. This technology will also be a source of a lot of data, which creates a challenge of turning this data into information. Finally, funding will continue to be a serious concern, whether it relates to not having enough to how to collect revenues with new technologies. Examples of the latter include more tolling, electronic one-pay systems for using all modes, or strategies to completely replace the gas tax. These changes in collecting revenues will mean differing expectations on how the funds should be spent. Planners will need to understand finance in a different way, including return on investment concepts. – There will be more open mindedness to hire from more diverse academic/experiences to better understand equity and learn from the technology sector. – Diversity will become more critical as the U.S. population grows more diverse. (3 responses) – There will likely be a shortage of planners in the future; there are not that many students coming up through the ranks. – (professor) More specialized skill sets will be needed. There are gaps in continuing educa- tion programs for new and seasoned planners. Millennials and Gen-Zers are looking for different types of jobs such as flexible hours, flexible work spaces, and access to decision- makers. Generational gaps will likely increase over time. – Given the trend to big data and analysis, it will be more difficult to retain skilled professionals. – Planners will need more KSA than ever before. 3. What are the primary skills and talents your organization looks for in entry-level transportation planners? – Primarily a “soft” set of skills, for example, communications, writing, presentation skills, facilitation, etc. (8 responses). As noted by one attendee, “these are essential . . . we can train for technical expertise, but it is difficult to train for these types of skills.” – Commitment to see the community improve. – Knowledge of technology (GIS). (2 responses) – Willingness to learn, listen, and adapt. (4 responses) – Fundamentals of transportation planning. We have a big staff such that we can focus on such things as freight, bike/ped, and transit. However, we find new planners are not particularly well-prepared in the foundations of transportation planning. (4 responses) – Analysis skills. (5 responses) – Software knowledge (a desired skill). – Ability to work independently. – Systems thinking.

32 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners 4. To what extent does your organization face challenges finding transportation planners to fill positions requiring such skills and talents? – (state DOT) We do not pay as well as local governments and thus we seem to be a training ground for everyone else. Also, we locate planners throughout the state, so depending on the location each has its own challenges. – (city) We cannot pay as much as other organizations. Also, the city has history of economic challenges and thus young talent goes elsewhere. – As an MPO, the salary structure cannot compete with consulting firms. We do have pension and good benefits and a good life-work balance. – Affordable housing in my city is very limited. Planners often look elsewhere where housing is more affordable. – We do not have a local university teaching transportation courses and thus there is no logical source of transportation planners. – We tend to attract entry-level talent, but often they do not reflect the racial mix of the community. – (consultant) Entry-level is not a problem; retaining them is. – (state DOT) We have a senior planning position available, but cannot find qualified candi- dates. We can fill lower level positions, but they are not usually experienced in transportation. 5. From where does your organization most often attract entry-level transportation planners, e.g., new graduates, other peer agencies, organizations outside of our field, retired professionals seeking a new career, etc.? – New planners come from diverse sources, however, typically from the local university. We are seeing more movement back and forth between the consultant community and government service. – Former interns. (2 responses) – Universities. (6 responses) – Peer agencies. – Other organizations inside and outside transportation field. – Analysts in other jobs where career development is stagnant. 6. What types of strategies and actions does your organization use to motivate and retain your transportation planning staff? – Sadly my agency does very little; telecommute/telework or flex schedule is pretty much it. We do some training, but it is hard to send young staff to attend professional meetings or conferences. – (city) We offer some flexibility in work schedules. – (MPO) My agency has a good pension, health care, work–life balance. (3 responses) – (consultant) We offer a clear career path as well as a good hiring package, including salary and benefits. We promote stability of holding a job in my company and offer career growth paths. (2 responses) – We offer opportunities to attend conferences and training. – My agency has created a mentoring/morale committee to develop strategies to retain staff. (2 responses) – (consultant) We offer continued career development paths and professional development support. – (state DOT) We do nothing. 7. If there is one action/strategy you would recommend to attract talented new transportation plan- ners to your organization, what would it be? – (city) We have staff with totally unrelated academic backgrounds. Many of our current staff began as interns in my agency. – (MPO) We provide examples of interesting projects done in the past when we speak at universities or job fairs.

Data Collection and Synthesis 33   – (consultant) My company financially supports a dual degree (engineering and planning) program at a local university. – We use objective criteria in performance evaluation that allows us to plan promotion opportunities. – My agency markets to the passions of prospective planners, especially highlighting work–life balance. – We offer a breadth of internships. – (consultant) We are exploring hiring from broader educational backgrounds; looking for smart people who can learn planning. – Pay a professional wage. 8. If there is one action/strategy you would recommend to retain your best and brightest transpor- tation planners in your organization, what would it be? – (city) Promotional opportunities; freedom to change what they work on. – (consultants) Develop career paths; support employees’ further education. – (state DOT) Create a new series of job classifications specific to transportation planning. – Pay whatever the organization can afford and work to build employees’ professional profile. – Assign staff to high-profile projects. – Emphasize work–life balance. – Promote opportunities to interact with decision-makers and present innovative ideas. 3.5 COMTO Facilitated Focus Group A facilitated focus group was conducted of 10 COMTO members, representing different trans- portation organizations, primarily consulting firms and state/local transportation agencies. The following is a summary of the key points coming from this focus group. Challenges Facing Transportation Planners • Lower wealth persons are being pushed to fringe areas where there is less access to transit and employment. • Decisions are made without regard to adverse impacts on minority communities. • Travel times and costs of transit increase because of the mismatch between where people live and where jobs are located. • Community engagement. This was challenging prior to COVID-19, but since it has become more challenging to operate in a virtual environment because of people’s lack of access to internet or lack of experience with certain types of technology (one strategy may be to install internet hotspots at central locations). • Reallocation of resources to match changing commuting patterns with more people working from home and possibly returning back to work when the pandemic is over. Skills Needed • Linkage between transportation and land-use. • Communication skills. • Technological skills. • Sensitivity and knowledge of different types of people, and different types of communities. Miscellaneous • Important for planners to review designs before they go to engineers. • Important for minorities to be involved in planning, especially in transportation decision- making. Many of the adverse impacts to minority communities from transportation projects occurred when there were no minority planners involved in decision-making.

34 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners • Sometimes minority planners feel like they have to prove themselves more than their non- minority counterparts. Strategies for Attracting and Retaining Staff • Outreach to young students. Many do not know anything about transportation planning or engineering. • Minority employees need to feel supported and comfortable; need mentoring and champions. • Culture is important. Cultural sensitivity must be a part of the organization’s strategic plan. Many companies speak diversity and inclusion, but not all live it. • Important for young minority staff to see minorities in leadership positions; it is important to retain senior employees. • Implicit bias training. • Blind interviews, when possible. • Hiring the best qualified person for the position without bias. • Training programs and individual development plans for employees. If You Could Implement One Strategy, What Would It Be? • Implicit bias training. • Hiring minority leadership. • Ensuring that hiring panels are diverse. Final Thoughts • Need to re-evaluate how we do transportation planning in terms of equity and inclusion of minority populations. 3.6 Interviews with University and Training Officials The following observations come from the interviews conducted with university training offi- cials and with nonprofit professional development organizations. Nonprofit Professional Development Organization Observations from Interviewee • It is helpful for employers to build a career ladder for their staff. This organization’s profes- sional development program has been part of such efforts by coordinating with employers and other entities. These connections allow employers and professional staff to develop a blueprint for advancement that identifies various training and development programs that can be part of career advancement. • There is a lot of competition for the best talent, especially as disciplines evolve and become more technically driven. Demand for data and analytics is high, but staff compensation for planners is a drawback when it comes to data analytics. Data professionals would generally find the work in environment technology firms in Seattle or Boston more scintillating than in a planning organization in a smaller rural community. • The agencies that the group works with believe in training and workforce development as a fundamental part of their mission. Most of our clients invest in their staff by paying for their costs to participate in the program. • Some agencies may be afraid to lose workers after helping them learn new skills, but agencies that invest in staff development view this type of movement as an “exchange of workers” that provides an opportunity to learn. There is a broad openness to staff movement as an oppor- tunity for career advancement.

Data Collection and Synthesis 35   • Employers that invest in workforce development will do better at attracting and retaining planning talent. • Looking 5 years down the road, transportation issues need to be taken out of the “transporta- tion box” and connect with other areas, in particular urban economics, public health, social equity, racial justice. These issues are all fundamentally related. There needs to be broader recognition of transportation impacts. This dynamic will intensify in the COVID-19 environ- ment as demands for technology skills intensify. Good policy analysts are few and far between. • This organization has been doing more webinars than in the past, and believes that this will become the “new norm” for training in the future. • Climate change and social equity permeates all of the training material. These were prime considerations underlying its work on congestion pricing. Congestion pricing has been approached via a social equity lens; social equity does not work if it is tacked on the end of policy initiatives. University Training Program Observations from Interviewee • The university training program provides in-class and on-line training for DOT, MPO and city officials, and consultants, often tailored to very specific issues facing the organization. Due to COVID-19, all training is currently done on-line (the training official did not know if all on-line training would continue after COVID-19). • Many of the major training courses offered focus on ITS. Most of ITS’s major clients want cus- tomized training with in-person classes involving primarily traffic or civil engineering staff. In comparison, planners have less ability to travel for classes compared with engineers. Planners also do not require the same level of recertification on skills and knowledge areas as engineers. • The program works individually with sponsoring organizations to identify training needs, as well as conducting a statewide survey of transportation organizations. • Training for transportation planners in the state is driven largely by legal requirements, not for career advancement or promotion. Some agencies only train staff to avoid being sued. Planners pursue training when they need a specific skill to do their jobs. • Planners do not move around that much; employers do not seem to have a need to do much to retain their planning staff. There is a good supply of planners of different professional grades. • The future will see a greater focus on social justice and systemic racial injustice as well as access to services and skills in cultural sensitivity. Planning laws institutionalize equity in housing and other areas such as transportation. Equity will also be a top concern, and thus planners will need to learn how to assess equity. • The main challenge with retaining planning talent is salaries. Planners earn less money than engineers and they also have a less well-defined career path. The planning career in the orga- nization needs to be elevated. Professional Planning Organization Observations from Interviewee • Transportation planning courses have focused on the issues of most importance to planners as they work in their organization. • This organization has switched primarily to on-line training due to COVID-19; it is likely this will remain a major format for future training. • The organization works with transportation members to identify professional development and training gaps. For example, current topics in development include drones in the supply chain, public health for planners, transportation and zoning, and ethics of contact tracing and data gathering.

36 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners • The biggest single challenge facing planners today is the nexus between planning and policy. The role of planners is changing and the intersection of their work with policy making is pivotal. How do planners keep or make a seat at the table? Planners need to be more assertive. Often, planners have difficulty working with elected officials. • Five years from now, there will be a need for planners to create innovative responses to financial realities, for better prepared planners to participate in decision-making, equity, and cultural diversity. • With respect to desired future knowledge, skills, and talents, sometimes planners don’t really know what they need. Efforts to identify such needs (e.g., surveys and outreach) indicated the following important topics: public engagement and participation; planning systems and policy development; equity; disaster response and the long-term consequences of the COVID-19 pandemic; and climate change, transportation system resiliency, and infrastruc- ture adaptation. National Transit Training Institute Observations from Interviewee • Several transportation planning courses are part of the Institute’s training portfolio. Examples include Performance Based Planning & Programming, Transportation Planning Process, State and Metropolitan Transportation Programming, Introduction to Transit Service Plan- ning, and Financial Planning in Transportation. Courses primarily address planning process requirements of federal rules and regulations. • Although the training portfolio is well-defined, there is a need to constantly review and update material as warranted. For example, new topics included in training efforts include MaaS, first and last mile, the role of TNCs. • One challenge in delivering training courses is that the students have various levels of experi- ence, seniority, and working knowledge of the basic material. The courses are thus developed to provide the median level of knowledge. A number of tiered courses, with introductory and more advanced content, are also being developed. • Future planning issues are likely to emphasize the interface between transportation and such things as equity, land-use, public health, climate change, and the like. 3.7 Synthesis The information collected as part of the research has shown similar results in terms of indi- vidual planner’s perspectives on which driving forces are likely to be most important in the next 5 to 10 years. These factors will strongly influence their work experience and professional devel- opment. In addition, agency managers’ perceptions of the key organizational constraints for improving the career path of transportation planners were consistent across participants. The following represent the key results from the information collection task of the research: • The most important factor in attracting a transportation planner to a planning position is the existence of opportunities to work on problems of interest to the individual and the cor- responding professional challenges. Job location, working with first-rate professionals, and salary/benefits were rated as second choices. • Flexible work schedule and work–life balance were considered by individuals to be the most important actions and/or strategies organizations can adopt to retain employees. This was especially true for young professionals. Tied for second were having defined career paths and providing financial support in pursuit of professional development opportunities. Interest- ingly, transportation planning managers in state DOTs identified the same priorities when asked what their organization could do to retain transportation planning professionals.

Data Collection and Synthesis 37   • The most important skills identified by transportation planners were interpersonal communica- tion skills and team member collaboration effectiveness. Those surveyed in consulting agencies also listed managing project deliverables and understanding client’s needs and desires and company marketing as important skills. Similarly, transportation planning managers selected as the most important skills: interpersonal communication skills, ability to convey non- technical information to the general public (e.g., public meetings), and team member collabo- ration effectiveness. • When asked to identify the most impactful changes or driving forces in terms of how impor- tant they are for defining what transportation planners will need to know 5 years in the future, transportation planners and managers were very similar in response, as shown in Table 11. • When asked to identify the three most impactful and important changes or driving forces that will define what transportation planners will need to know 5 years in the future, transporta- tion planners and agency managers were again very similar in response, as shown in Table 12. • Public agency managers identified the top three challenges in attracting and motivating trans- portation planners (i.e., they were well-separated from the next tier of ranked responses) as (1) competition from other organizations, (2) poor salary, and (3) inadequate career paths for transportation planners in the organization. Young Professionals The research team hypothesized that there would be some distinct differences between the desires, motivations, and job expectations of young and senior transportation planning profes- sionals. This potential difference was examined in the consultant survey. Some of the results are shown in Table 13. Several of the consultant survey results were not surprising. For example, senior employees presumably in the later stages of their career would not be that interested in formal mentoring, whereas young or new-to-the-agency planners would be more concerned with defined career paths and opportunities for professional development. As identified by planners… As identified by planning managers… 1. Increasing public/policy focus on transportation as related to livability and community quality (e.g., increasing importance of active transportation including pedestrianization, bicycle and scooter accommodation, and microtransit) 1. Increasing public/policy focus on transportation as related to livability and community quality (e.g., increasing importance of active transportation including pedestrianization, bicycle and scooter accommodation, and microtransit) 2. Changes in transportation technologies (e.g., vehicle types, networks, communications, automated/connected) 2. Changes in transportation technologies (e.g., vehicle types, networks, communications, automated/connected) 3. Increasing concern for changing environmental conditions and impacts, including climate change 3. Mobility needs of those underserved by effective transportation 4. Changes in data collection/analysis technologies 4. Increasing concern for changing environmental conditions and impacts, including climate change 5. Evolving socioeconomic trends, geography and land-use patterns and their impact on travel 5. Evolving socioeconomic trends, geography and land-use patterns and their impact on travel Common to both Table 11. Top five most important driving forces over the next 5 years (out of 13 options).

38 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Similarities All age groups agreed that planning for new transportation strategies and opportunities to work on problems of interest/professional challenge were the most important to them pro- fessionally. There was also agreement that freight planning skills were the least important of those listed. All age groups agreed that planning for transportation system resilience would be more important in 5 years and that changes in data collection/analysis technologies will be an important factor in defining what transportation planners need to know in the future. Global economic competition and changing global markets were agreed by all age groups as not having an influence on what planners will need to know in 5 years. There was also agreement that finan- cial support for professional development, flexible work schedule and work–life balance, and defined career paths were important strategies for retaining planning professionals. Differences The major differences between young planners (30 years old or less) and the other age groups in the consultant firm included: • Young planners are attracted to agencies that apply state-of-the-art tools, technology, and methods; and that provide opportunities for professional development, training, job rotation, and mentoring. • Increasing public/policy focus on transportation as related to livability and community quality was considered most important from the perspective of future skills. Mid-level planners identi- fied increasing concern for changing environmental conditions and impacts, including climate change as being most important. Senior planners identified changes in transportation tech- nologies as being most impactful. As identified by planners… As identified by planning managers… 1. Planning for new transportation strategies (e.g., Complete Streets applications, climate adaptation) 1. Planning for transportation system resilience (adapting to new environmental conditions as well as mitigating impacts) 2. Planning for transportation system resilience (adapting to new environmental conditions as well as mitigating impacts) 2. Planning for new transportation technologies 3. Planning for new transportation technologies 3. Planning for inclusive population and socioeconomic groups 4. Public engagement/effective communication of technical data/information to nontechnical groups 4. Financial planning for programs, plans, and projects 5. Applying performance metrics/evaluation of transportation system operations 5. Working with new data bases/data analysis and application of statistical analysis techniques 6. Planning for inclusive population and socioeconomic groups 6. Public engagement/effective communication of technical data/information to nontechnical groups 7. Working with new data bases/data analysis and application of statistical analysis techniques 7. Planning in other agency functional areas, for example, systems operations and asset management Common to both Note: Top seven responses selected instead of top five because responses five to seven were similarly ranked. Table 12. Top seven most important abilities or talents needed over the next 5 years (out of 13 options).

Data Collection and Synthesis 39   Lowest Rated Next Highest Ranked in Top 4 Highest Rated Under 30 years old 31 – 50 years old 51+ years old What would attract you the most to a company or agency? (Top 4 Selections) Opportunities to work on problems of interest to me/professional challenge Salary and benefits Working with first-rate professionals, mentoring, etc. Opportunities for professional development, training, rotation, mentoring Desirable work location Reputation of the company/agency Application of state-of-the-art tools, technology, methods Actions and/or strategies organizations can adopt to retain employees in the organization (Top 4 Selections) Flexible work schedule and work–life balance Financial support for professional development Defined career paths Incentive bonuses Incentives/opportunities for furthering your education Confidence that employee feedback will help shape the organization’s norms Formal mentoring and knowledge transfer programs Rate the following changes in terms of how important they are for defining what transportation planners will need to know 5 years from now (Top 4) Increasing concern for changing environmental conditions and impacts, including climate change Increasing public/policy focus on transportation as related to livability and community quality Changes in transportation technologies Table 13. Comparison of survey responses by age group. (continued on next page)

40 Attracting, Retaining, and Developing the Transportation Workforce: Transportation Planners Evolving socioeconomic trends, geography and land- use patterns Security/system disruption risks Tied Global economic competition Tied Under 30 years old 31 – 50 years old 51+ years old How important are these talents or skills today? (Top 4) Planning for new transportation strategies, e.g., Complete Streets applications, climate adaptation, etc. Public engagement/effective communication Applying performance metrics/evaluation of transportation system operations Planning for inclusive population and socioeconomic groups Applying travel demand or land-use models and other similar forms of travel demand analysis Planning for new transportation technologies Planning for transportation system resilience Freight planning How important will these talents or skills be 5 years from now? (Top 4) Planning for new transportation strategies, e.g., Complete Streets applications, climate adaptation, etc. Tied Planning for transportation system resilience Planning for new transportation technologies Tied Public engagement/effective communication of technical data/information to nontechnical groups Planning for inclusive population and socioeconomic groups Working with new data bases/data analysis and application of statistical analysis techniques Financial planning for programs, plans, and projects Freight planning Changes in data collection/analysis technologies Changing demographic characteristics/lifestyles of the population Table 13. (Continued).

Data Collection and Synthesis 41   • Public engagement and effective communication of technical data/information to nontech- nical groups was considered more important by young planners than by senior planners. • Young planners tend to be more interested in planning for inclusive population and socio- economic groups and reflecting changing demographic characteristics/lifestyles of the popula- tion in transportation plans and recommended strategies. • Compared to other age groups, young planners expressed little to no confidence that employee feedback will help shape organizational norms. The results from other surveys, interviews, and the TRB workshop are consistent with these results, except for one key topical area. The TRB workshop participants, the results of the WTS survey, and the COMTO focus group identified being able to attract transportation planners who reflect the sociodemographic characteristics of the population they serve as being a key challenge for transportation agencies.