Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance (2022)

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264 DOTs are oen eager to adopt human capital strategies to help attract, train, and retain a skilled workforce but may lack the resources to fully invest in their implementation. However, many external stakeholders across the transportation industry are willing to provide assistance and form mutually benecial partnerships as they face similar or related challenges (e.g., AASHTO, FHWA, TRB). When DOTs engage with external organizations such as these and adopt an industrywide approach to attracting, training, and retaining a skilled workforce, they can maxi- mize their combined resources and achieve greater eciency in implementing and sustaining workforce capacity-building strategies. is section of the Guide provides: • A list of several traditional stakeholders (i.e., organizations that have historically partnered with state DOTs to support workforce needs) and nontraditional stakeholders (i.e., orga- nizations that have not historically partnered with state DOTs to support workforce needs) that DOTs may leverage to help implement various workforce strategies. • Example opportunities for industry stakeholders and DOTs to collectively attract, retain, and train DOT employees. • Guide to establishing mutually benecial relationships with industry stakeholders. Identication of Industry Stakeholders Using input from DOT leaders and other industry experts, a list of traditional and non- traditional stakeholders that may be engaged to help implement various human-capital–related strategies was developed. Exhibit 5-1 provides examples of traditional stakeholders, and Exhibit 5-2 provides an overview of nontraditional stakeholders with whom DOTs could engage. Opportunities for Industry Stakeholders to Support DOTs e traditional and nontraditional industry stakeholders positioned to help build state DOTs’ workforce capacity are wide-ranging, providing state DOTs with various avenues of support. In the following section, examples of how various industry stakeholders can be engaged to help DOTs implement capacity-building strategies are provided. Building a Qualied Workforce: Attracting Employees Exhibit 5-3 provides examples of various needs related to attracting employees in which partners can support state DOTs. e need, actions to take with partners, and strategies within this Guide that relate to the partnership are presented. C H A P T E R   5 Establishing a Community of Influencers to Support Industrywide Workforce Capacity-Building

Establishing a Community of Inuencers to Support Industrywide Workforce Capacity-Building 265   Organization Description The U.S. Department of Transportation (DOT) The mission of the U.S. DOT is to ensure our nation has the safest, most efficient, and most modern transportation system in the world, which improves the quality of life for all American people and communities, from rural to urban, and increases the productivity and competitiveness of American workers and businesses. This government agency oversees the Federal Highway Administration and ensures its policies and programs are aligned. Federal Highway Administration (FHWA) The FHWA sees its role as one of providing national leadership, coordination, and assistance that support initiatives to develop and expand the professional capacity of the nation’s transportation workforce. From middle school education through ongoing professional development, the FHWA provides program support, technical assistance, and workforce development activities in partnership with federal, state, and local partners, industry organizations, schools, colleges and universities, and other education providers. FHWA’s workforce development programs seek to build awareness and interest in transportation career options; promote an understanding of how they positively impact our mobility, safety, and economic opportunity; and encourage professionals to take next steps in their careers through skills acquisition and enhancement. Many programs emphasize reaching women, minorities, and other disadvantaged groups. Center for Transportation Workforce Development The Center for Transportation Workforce Development, an arm of FHWA’s Office of Innovative Program Delivery, leads initiatives seeking to enhance workforce development, ability, and diversity in key transportation sectors and disciplines. This organization supports five Regional Transportation Workforce Centers that facilitate partnerships between state DOTs and other industry stakeholder groups. Transportation Research Board (TRB) TRB promotes innovation and progress in transportation through research. TRB facilitates sharing information on transportation practice and policy by researchers and practitioners, stimulates research, offers research management services that promote technical excellence, provides expert advice on transportation policy and programs, disseminates research results broadly, and encourages their implementation. National Cooperative Highway Research Program (NCHRP) NCHRP is the program of TRB focused on sponsoring systematic, well-designed, and implementable research for the benefit of state departments of transportation administrators and staff. While NCHRP research is driven by challenges and opportunities at the state level, it is also tied to the national goals and aspirations of FHWA and the U.S. DOT. The American Association of State Highway Transportation Officials (AASHTO) AASHTO is a nonprofit, nonpartisan association representing highway and transportation departments in the 50 states, the District of Columbia, and Puerto Rico. Its primary goal is to foster the development, operation, and maintenance of an integrated national transportation system. AASHTO serves as a liaison between state departments of transportation and the federal government. AASHTO is an international leader in setting technical standards for all phases of highway system development. Exhibit 5-1. Examples of traditional industry stakeholders for partnership. (continued on next page)

266 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance and the by Institute of Transportation Engineers (ITE) ITE is an international membership organization made up of transportation professionals including but not limited to transportation engineers, transportation planners, consultants, educators, technologists, and researchers. This professional association champions professional development through the sharing of educational resources, research, and recommended practices. American Road & Transportation Builders Association (ARTBA) ARTBA is a transportation advocacy organization focused on growing and protecting transportation infrastructure investment to meet the public and business demand for safe and efficient travel. This membership organization has members from all sectors of the design and construction industry and offers networking and business development opportunities, training, news, research, and more. National Association of County Engineers (NACE) NACE is a professional membership association that strives to improve the transportation engineering profession at the county level through productive collaboration with industry stakeholders, the exchange of information and best practices, and legislative advocacy. Organization Description Women in Transportation International (WTS) The mission of WTS International is to attract, sustain, connect, and advance o en’s careers to strengthen the transportation industry as a whole. WTS offers its members mentoring and networking opportunities, scholarships, awards, and a variety of training and education programs and resources. Transportation Diversity Council (TDC) TDC is committed to providing world-class educational and development programs that promote diversity in the transportation and construction industries. TDC works toward this goal by engaging students of all ages and bridging the gap between these potential new employees and transportation professionals. Conference of Minority Transportation Officials (COMTO) COMTO is focused on ensuring opportunities exist in the transportation industry for minority individuals, veterans, and people with disabilities. COMTO accomplishes its mission by providing professional development activities, scholarships and internship funding, leadership training, and by engaging in political advocacy. of National Transportation Training Directors (NTTD) NTTD is a professional association of training education professionals in the transportation industry. NTTD is a collaborative organization that improves development and delivery of transportation training sharing information, materials, delivery methods, contacts, and experiences. National Highway Institute (NHI) NHI is the training and workforce education division FHWA. This organization is committed to providing transportation professionals with high-quality training opportunities supplemented with adult learning research and, using a variety of delivery methods (in person distance learning, blended). NHI is recognized as an accredited training provider by the International Association of Continuing Education and Training. Garrett A. Morgan Technology and Transportation Education Program (GAMTTEP) Administered by the FHWA, GAMTTEP develops and delivers K through 12 transportation-related curriculum and education enrichment programs with an emphasis on women and underrepresented groups. Exhibit 5-1. (Continued).

Establishing a Community of Inuencers to Support Industrywide Workforce Capacity-Building 267   Organization Description Associated Schools of Construction (ASC) ASC is the professional association of construction educators and industry practitioners working together for the development and advancement of construction education. There are ASC student chapters at 143 four- year colleges and nine 2-year colleges, and these student chapters host regional competitions. Construction Management Association of America (CMAA) CMAA is a nonprofit, professional association that serves the construction management industry. AA’s local chapters offer opportunities for students to learn about construction projects in their community, network with members, and receive scholarship funding. American Traffic Safety Services Association (ATSSA) ATSSA is an international trade association that represents the road safety, traffic safety, and highway safety industry. ATSSA provides legislative advocacy, traffic control safety training, and a far-reaching member partnership. ATSSA offers a variety of experiential learning, training, and networking opportunities through its annual convention and traffic expo, mid-year meetings, and National Work Zone Awareness Week. Local Technical Assistance Program (LTAP) LTAP supports local and rural road agencies across the United States by providing training, technical assistance, and technology transfer services to help them manage and maintain their roadway systems. The program is a benefit to a local agency workforce challenged by limited access to training and technical assistance resources. Tribal Technical Assistance Program (TTAP) TTAP builds professional capacity within the federally recognized Tribes to support the management of their transportation assets. Association of Pedestrian and Bicycle Professionals (APBP) APBP is an association that brings together practitioners that want to make places more walkable and bikeable. APBP provides webinars, resources, scholarships, and a mentorship program to foster knowledge sharing and professional development of its members. National Summer Transportation Institute (NSTI) NSTI, which falls under FHWA, is a program that focuses on science, technology, engineering, and mathematics (STEM), and exposes middle and high school students to transportation career opportunities, and encourages them to pursue transportation-related courses of study at the college and university level. American Society of Civil Engineers (ASCE) Student Chapters ASCE student chapters provide volunteer opportunities, leadership resources, mentoring, student chapter meetings, scholarships, contests, and competitions for students interested in the civil engineering profession. This chapter helps civil engineering and civil engineering technology students learn more about the industry and expand their network. Association of Metropolitan Planning Organizations (AMPO) AMPO is an association dedicated to improving transportation in metropolitan regions across the United States. AMPO hosts an annual conference and symposium and shares publications and surveys with its members. National Operations Center of Excellence (NOCoE) NOCoE is a center that strives to provide resources and improve the transportation system management and operations community. NOCoE has an Operations Technical Services Program that encourages knowledge sharing and learning in the community and a web portal that contains resources and discussion forums. Exhibit 5-1. (Continued). (continued on next page)

268 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Organization Description Dwight David Eisenhower Transportation Fellowship Program (DDETFP) The DDETFP provides fellowships to students pursuing post-secondary degrees in transportation-related disciplines, encouraging future transportation professionals to seek advanced degrees, and helping to retain top talent in the U.S. transportation industry. Intelligent Transportation Society of America (ITS America) ITS America is an advocacy group dedicated to advancing research and deploying intelligent transportation technologies. ITS America offers membership to students through student chapters at institutes of higher education and provides focused learning and networking opportunities for students considering Intelligent Transportation Systems careers. International Municipal Signal Association (IMSA) IMSA is a professional association that strives to improve the efficiency, installation, construction, and maintenance of public safety equipment and increase knowledge about traffic controls, radio communications, and related systems. IMSA publishes a journal about new technological advances and ideas in the public safety field, provides educational and certification programs, and hosts an annual conference. Exhibit 5-1. (Continued). Organization Description The U.S. Department of Education (ED) The U.S Department of Education promotes student achievement and preparation for global competitiveness by fostering educational excellence and ensuring equal access. This agency collaborates with the U.S. Department of Transportation and the Department of Labor to align career technical education with labor- market needs. The U.S. Department of Labor (DOL) DOL fosters, promotes, and develops the welfare of the wage earners, job seekers, and retirees of the United States; improves working conditions; advances opportunities for profitable employment; and assures work-related benefits and rights. DOL’s labor projections inform various programs focused on building a strong workforce pipeline for the transportation industry. American Association of Community Colleges (AACC) AACC is an advocacy organization focused on advancing the interests of America’s community colleges. AACC facilitates partnerships with various stakeholders, including public and private transportation organizations interested in furthering relevant curricula and encouraging students to pursue a career in transportation. Associated General Contractors of America (AGC) AGC is an advocacy organization committed to advancing the interests of general contractors (including those working in transportation construction and maintenance). AGC sponsors a diversity and inclusion initiative, awards those who deserve to be recognized, and provides industry reports that further their profession. National Association of State Personnel Executives (NASPE) NASPE is an association that improves collaboration among state government personnel executives in the United States. This association shares knowledge and insights about human resources management with its members through regular meetings, publications, surveys, and discussion forums. Exhibit 5-2. Examples of nontraditional industry stakeholders for partnership.

Establishing a Community of Inuencers to Support Industrywide Workforce Capacity-Building 269   Organization Description International Public Management Association for Human Resources (IPMA-HR) IPMA-HR is an association that brings together the interests of public sector human resource (HR) professionals at all levels and strives to promote excellence in HR management. This association hosts forums for public sector HR professionals to interact, provides regular insights into issues unique to public sector HR, maintains an HR Policies Toolbox where members can receive guidance on creating policies, and has a job posting service. Society for Industrial and Organizational Psychology (SIOP) SIOP is the professional association for the science and practice of industrial-organizational (I-O) psychology, which is the field of psychology at work. SIOP supports I- O psychology research, provides forums to share findings and insights, identifies opportunities to expand and develop I-O psychology, promotes the education of I-O psychologists, and promotes public awareness of I-O psychology. This organization provides insights and guidance about work-related human behavior and hosts a network of workforce experts. SkillsUSA SkillsUSA is a career and technical student organization that prepares middle school, high school, and college students for careers in skilled trades. SkillsUSA supports over 370,000 students and instructors annually with training programs and resources. American Society of Safety Professionals (ASSP) ASSP is a global association of occupational safety professionals that advocates for safer work environments. It supports student chapters and provides scholarships, educational resources, and a student-focused Future Safety Leaders Conference. Occupational Safety & Health Administration (OSHA) OSHA is a large regulatory agency within the U.S. Department of Labor that offers a variety of safety-focused trainings and safety-focused internships for students. American Public Works Association (APWA) APWA is a nonprofit, professional association of public works agencies, private companies, and members who are dedicated to promoting professional excellence and public awareness of public works. Exhibit 5-2. (Continued). Need Partnership Action Examples of Related Strategies Broaden Applicant Pool Develop partnerships with community and national organizations that have close networks with individuals looking for jobs (e.g., DOL, local workforce board) or new entrants to the workforce (e.g., vocational schools, colleges/universities, chapters, associations). • Partner with Educational Institutions to Market Jobs • Develop a Brand to Attract New Applicants Attract and Retain Demographically Diverse Employees Engage with organizations such as COMTO, WTS, TTAP, and TDC, which provide employers with guidance about how to attract and retain demographically diverse employees. • Adopt Equitable Recruitment Practices to Hire Underrepresented Individuals • Assess Workforce Policies to Ensure Support for Diversity and Inclusion Gain Support for Implementing Strategies Designed to Attract a Skilled Workforce Connect with nontraditional stakeholder groups that offer empirically supported perspectives on building workforce capacity (e.g., SIOP, SHRM, NASPE, IPMA-HR). • Use a Focused Social Media Presence to Engage Applicants • Create and/or Revise Job Descriptions to Accurately Market Jobs Exhibit 5-3. Examples of building partnerships to attract employees.

270 Attracting, Retaining, and Developing the 2030 Transportation Workforce: Design, Construction, and Maintenance Sustaining a Strong Workforce: Retaining Employees Beyond attracting employees to DOTs, partners can also work with DOTs to retain current employees. Exhibit 5-4 provides examples of the way that partnerships can support these retention eorts. Developing a Talented Workforce: Training Employees Finally, partnerships can also be extremely useful to support the training needs of DOTs. Exhibit 5-5 provides examples of training-related needs and the ways that partnership can be used to meet these needs. How to Form Partnerships with Industry Stakeholders To establish mutually benecial relationships with industry stakeholders, DOTs must consider their own needs as well as the needs of each stakeholder. Further, DOTs must form open lines of communication with their partners as organizational needs are continuously evolving. To establish these advantageous relationships, the steps outlined in Exhibit 5-6 may be helpful for DOT leaders. In summary, partnerships can be a key means by which DOTs are able to accomplish their workforce development goals. Aer the DOT determines its needs and workforce goals, relevant partners can be identied and engaged to support attracting, retaining, and training employees in design, construction, and maintenance. Need Partnership Action Examples of Related Strategies Retain Members of the Current Workforce Using Proven Strategies Work with national clearinghouses and research organizations (e.g., TRB, ITS America, Center for Transportation Workforce Development), all of whom help advance the transportation industry through funding and publishing research related to best workplace practices of state DOTs. For example, DOTs may work with these organizations to encourage greater data sharing with state and local transportation organizations. • Develop Performance Management Strategies with Industry Partners to Communicate Expectations • Establish Standard Operating Procedures for Data Management to Ensure Efficient and Secure Access Identify and Implement Best-Practice Strategies to Engage and Retain Employees Partnering with nontraditional stakeholder groups (e.g., SIOP, SHRM, NASPE, IPMA-HR) can also help DOTs implement strategies to retain a skilled workforce and implement workforce-focused strategies. • Construct Effective Teams to Maximize Staff Productivity • Enable Employees to Share Ideas to Foster Workplace Innovation • Integrate Critical Skills into Career Paths to Demonstrate Career Advancement Opportunities • Create Flexible Work Arrangements to Accommodate Employee Needs • Implement Diversity and Inclusion Training to Ensure a Healthy Work Environment Exhibit 5-4. Examples of building partnerships to attract employees.

Establishing a Community of Inuencers to Support Industrywide Workforce Capacity-Building 271   Need Partnership Action Examples of Related Strategies Utilize Relevant Training That Is Already Available Partner with organizations focused on promoting and delivering training to transportation professionals (e.g., NHI, NTTD) and organizations that offer relevant training (e.g., Center for Transportation Workforce Development, SkillsUSA). • Develop Robust Training Programs to Bridge Workforce Skill Gaps • Upskill Existing Employees to Prepare Them for New Roles Equip Employees with the Skills They Need to Succeed in In- Demand Career Fields Partner with large federal agencies (e.g., U.S. DOT, DOL, ED, OSHA) to develop larger programs to meet employee training needs. • Develop Robust Training Programs to Bridge Workforce Skill Gaps • Create an Information Repository to Foster Resiliency Planning Communication Across DOTs Develop Needed Training Programs to Support Employee Training Pool resources with partners developed through professional membership associations such as NACE, ITE, and AGC. • Create Communities of Practice with Local Institutions to Encourage Knowledge Sharing • Partner with Mobility Service Providers to Increase Coordination Identify and Implement Best- Practice Strategies to Train and Develop Employees Utilize the research and guidance provided by nontraditional stakeholder groups (e.g., SIOP, SHRM, NASPE, IPMA-HR) to identify and implement relevant strategies. • Conduct Cross-Functional Action Learning Projects to Facilitate Internal Collaboration • Provide Leadership Development Opportunities to Build a Leader Pipeline • Establish a Reciprocal Mentoring Program to Encourage Internal Knowledge Transfer Exhibit 5-5. Examples of building partnerships to train employees. Exhibit 5-6. Steps for DOTs to take to build relationships with industry stakeholders.