Transportation Association of Canada 1

Request for Proposals

Developing Highly Qualified Personnel for Road Authorities:

A Gap and Solutions Analysis in the Era of Connected and Automated Vehicles

Issue date: Friday, September 18, 2020

Proposal due date: Tuesday, October 13, 2020

A. INTRODUCTION

Road transportation technology is entering into a new era. Building on the decades-old foundation of

intelligent transportation systems (ITS), rapid advances in connectivity, automation, artificial intelligence

and sensing technologies will enable major leaps forward in the safety, efficiency, accessibility and

mobility enabled by road transportation. Because many of these technologies are outside the scope of

traditional transportation engineering, the road authorities responsible for planning, assessing,

integrating, managing, and deploying them (namely, the transportation agencies of Canada’s federal,

provincial, territorial, regional and municipal governments) will face substantial challenges unless they

are able to develop a suitable body of highly qualified personnel (HQP).

Emerging cyber-physical and online systems require very different skillsets than those needed to

support legacy systems, which tend to be electro-mechanical and on closed networks. So, while road

authorities maintain legacy systems that could have lifespans of several decades, they must also deploy

and maintain (and/or assess third-party providers of) advanced electronics, computer systems and

communications networks. The knowledge base required to do so successfully extends to the

vulnerabilities and cybersecurity implications of new field equipment being deployed, as well as of

legacy equipment that is brought online.

Road authorities are also being called upon to actively prepare for connected and automated vehicles.

According to the Automated and Connected Vehicles Policy Framework (Council of Ministers Responsible

for Transportation and Highway Safety, 2019), “In preparing for AV/CVs, governments will have to

rethink traditional forms of mobility and urban planning. We need to monitor potential impacts of

AV/CV technologies to help us plan in the long term. Being proactive will help governments do their part

to prepare the public domain for the promises of AV/CVs.”

In order to plan, design, manage, maintain and operate road infrastructure systems, road authorities

require access to HQP with skillsets ranging from traditional civil and transportation engineering to

computer and software engineering, and who offer expertise in data analytics, radio communications,

and cybersecurity. Transportation agencies must take an active role in fostering a pipeline of HQP talent,

or they risk being unable to successfully fulfill their mandates.

Transportation Association of Canada 2

B. SCOPE

The goals of this study are to understand the skills gap faced by road authorities, and to propose

measures to address that gap. The study will identify the types of training and academic programs that

are needed, and that could be implemented by Canadian stakeholders over the coming years.

The study will:

• Identify and explain the key technology and mobility trends that will impact road authorities

over the next 20 years, to provide the context for a skills gap analysis

• Outline and assess the HQP skillsets that road authorities need to plan, design, manage,

maintain and operate future road infrastructure systems, and suggest whether those skillsets

represent an incremental enhancement to existing job categories or whether they require the

creation of new job categories or staff groups

• Review reputable global ranking studies (e.g. KPMG’s), to identify specific opportunities in HQP

skills development that could enable Canada to reach #1 positions in as many categories as

possible

• Inventory university, college and professional training programs related to HQP skillset

requirements in Canada, to identify gaps and help assess to what extent Canada is able to

develop the talent domestically

• Examine how leading Canadian and international jurisdictions are approaching the skills gap

(e.g. through training programs, academic collaboration, or recruitment and retention

strategies), and what lessons may be learned from their efforts to meet HQP challenges arising

from disruptive technologies in other sectors (e.g. digital government, e-services)

• Recommend actions over short-term (5-year), medium-term (10-year) and long-term (20-year)

timeframes to address the skills gap in Canada, with a particular emphasis on domestic talent

development, training of existing personnel, and staff recruitment and retention.

Consultation will be a major element of this project, and should involve representatives of academia,

domestic and international road authorities, associations and industry. The consultation should be

focused by the results of a literature review and online research; see Appendix A for a preliminary list of

relevant references.

C. DELIVERABLES

The final project deliverables will include:

• A research report with Executive Summary, background, analysis, findings, recommendations

and appendices

• A concise stand-alone Briefing (about five pages in length) for publication by TAC

• A summary PowerPoint deck for delivery as a 15-minute presentation to the Workforce

Development Council, to accompany the research report

• A PowerPoint deck for delivery as a 20- to 30-minute presentation during a TAC webinar, as well

as preparation for and participation in that webinar

All deliverables will be in electronic format (Word, PowerPoint and/or PDF) in English only. TAC will be

responsible for translation into French.

Transportation Association of Canada 3

Note that the 50% draft report identified below in Section D—Schedule would represent the initial

chapters of the final report, and could include the following suggested components:

• Summary of key technology and mobility trends

• Analysis of the HQP skillsets that road authorities will require to plan, design, manage, maintain

and operate road infrastructure systems

• Review of reputable global ranking studies

• Inventory and gap analysis of existing university, college and professional training programs in

Canada, as they relate to HQP skillset requirements

D. SCHEDULE

The consultant should propose a project schedule that enables high-quality deliverables, varying from

the following milestones only where a supporting rationale is provided:

• Contract award ...................................................................................................... October 26, 2020

• PSC Meeting #4 (project kickoff) ........................................................................... October 30, 2020

• Submission of draft outline of final report ............................................................... January 8, 2021

• PSC Meeting #5 (progress update) ......................................................................... January 15, 2021

• Submission of 50% draft report ................................................................................ March 15, 2021

• PSC members provide comments on 50% draft report ................................................. April 5, 2021

• PSC Meeting #6 (discuss comments and consultant’s response) ................................ April 12, 2021

• Submission of 100% draft report .................................................................................... July 5, 2021

• PSC members provide comments on 100% draft report .............................................. July 26, 2021

• PSC Meeting #7 (discuss comments and consultant’s response) .............................. August 3, 2021

• Submission of revised 100% draft report & summary deck .................................... August 27, 2021

• PSC Meeting #8 (discuss revised 100% draft report & deck) ............................ September 17, 2021

• Presentation to Workforce Development Council............................................ September 19, 2021

o NB: The consultant team leader must be in Quebec City for the two preceding

milestones.

• Submission of final report, briefing and webinar deck .......................................... October 31, 2021

• TAC webinar delivery ................................................................................................................... TBD

The Project Steering Committee (PSC) comprises representatives of the project funding partners. PSC

members will review and comment on all deliverables, with the consultant maintaining a detailed log of

comments and resulting actions for each deliverable. Generally, a minimum of 10 working days is

required for PSC members to review deliverables before meetings.

The consultant’s team leader is required to participate in the PSC meetings noted above (which will be

online or via teleconference except for the meeting in Quebec City), and may be required to attend

additional online or teleconference meetings with TAC staff or PSC members.

The Workforce Development Council normally meets twice a year, in September and April; if the

consultant is unable to complete a 100% draft report in time for the Council’s planned meeting in

September 2021, the next opportunity would normally be in April 2022.

Transportation Association of Canada 4

E. BUDGET

This project’s maximum budget is $70,000 for all fees and expenses, not including applicable taxes.

Proposals exceeding this amount will be disqualified.

F. PROPOSAL REQUIREMENTS

The proposal should address the following subjects:

• Project understanding – Demonstrate a clear understanding of the project’s scope and

objectives, describe challenges that might be encountered in its execution, and propose

measures to resolve them. Include a concise list of the key technology and mobility trends that

road authorities will grapple with over the next 20 years.

• Consulting team – Identify a project leader and team members including subconsultants,

describe their roles, and identify their experience on similar or otherwise relevant projects as

well as any experience with TAC projects and processes.

• Methodology – Describe major tasks, resources to be applied, major information sources

(including a list of up to 10 key publications to be reviewed), planned analyses, possible

limitations, and means of developing recommendations. Although the working language for this

project is English, the consultant is expected to review literature and communicate with

stakeholders in French, as required.

• Schedule and resources – Show the proposed person-hours for each team member by task,

total fees broken down by task and team member, any travel or other expenses, and a schedule

with key milestones.

• References – Identify three organizations for which senior members of the consulting team have

conducted similar or otherwise relevant projects, including the organization’s address and the

name and telephone number of an individual familiar with the proponent’s work. TAC reserves

the right to request additional references.

• Conflicts of interest – Disclose possible financial or organizational conflicts of interest in

conducting the project; for example, the proponent’s ownership, relationships or proprietary

rights and interests could be perceived as jeopardizing its objectivity. For any such

circumstances, proposals must identify effective mitigation strategies.

Proposals should include:

• A covering letter (not more than two pages in length)

• Table of contents (optional)

• Main body (not more than 10 pages in length, 12-point single-spaced text, one-inch margins)

• Additional pages for:

o Project cost breakdown (one page)

o Project schedule (one page)

o Project team organization chart (one page)

o References

o Conflict of interest declaration

• Team member résumés (each not more than four pages in length)

Note that any material in excess of the preceding scope and length parameters will be deleted from

proposals before evaluation.

Transportation Association of Canada 5

G. PROPOSAL SUBMISSION

TAC’s Project Manager (see Section I, below) must receive a PDF version of the proposal by email

no later than 13:00 ET on Tuesday, October 13, 2020.

Email any questions regarding this Request for Proposals to TAC’s Project Manager by 13:00 ET on

Thursday, October 1, 2020. Addenda with responses will be posted to the RFP page on TAC’s website as

soon as possible, but no later than 16:00 ET on Wednesday, October 7, 2020. Note that proponents are

responsible to check for any addenda.

H. PROPOSAL EVALUATION

Proposals will be evaluated using the criteria in the following table. When top proponents have average

scores within five points of each other, the selection will be made by a vote of PSC members. TAC

reserves the right to conduct telephone or online interviews of proponents.

Evaluation Criterion Weight

Understanding of project scope, objectives and desired deliverables 25

Demonstrated qualifications, experience and competence of project leader and team

members in areas relevant to this project 25

General approach and methodology 20

Adequacy of work plan and resources to ensure quality and timeliness of deliverables 20

Team member experience with TAC projects and processes 10

TOTAL > 100

I. PROJECT ADMINISTRATION

A contract for consulting services will be established before work can begin. Invoices must link billing

amounts to the degree of completion of major tasks. TAC will retain a 10% holdback on each payment

until the final deliverables are approved. All work conducted in the 12 months leading up to March 31 of

each year must be invoiced by that date.

TAC maintains an online collaborative platform for documentation sharing. The working language for

this project is English.

TAC’s Project Manager will act as liaison between the PSC and the consultant for this project, and will

work with the PSC to review project deliverables and ensure objectives are met. For more information,

contact:

Yuriy Shelkovyy

Transportation Association of Canada

401-1111 Prince of Wales Drive

Ottawa, Ontario K2C 3T2

Tel: 613-736-1350 x231

Fax: (613) 736-1395

E-mail: yshelkovyy@tac-atc.ca

Transportation Association of Canada 6

Appendix A

Preliminary list of relevant references

Transportation Association of Canada 7

In addition to the following references, TAC will make available to proponents upon request the report “Inventory of Post-Secondary Transportation Programs in Canada”, MORR Transportation Consulting, June 2020.

Analytical Comparison of Core Competencies across Civil Engineering Positions within New England Department of Transportation Agencies

Type Journal Article

Author Alyssa Ryan

Author Chelsea Bouchard

Author Cole Fitzpatrick

Author Michael Knodler

Author Christopher Ahmadjian

Abstract As many within the current transportation workforce approach retirement and the industry transitions into the 21st century, there are two notable challenges: 1) the incredible wealth of institutional knowledge that will be leaving the workforce, and 2) the continued increase in the application of new technologies, skills, and knowledge of the entering workforce. A resulting impact of these issues is that the gap between old and new employee competencies and skills is widening; therefore, there is a specific need and opportunity to develop new job competencies which address these changes. This research evaluates existing Department of Transportation (DOT) job specifications and job postings for civil engineers at various levels in the transportation industry within the New England region. Each job specification and posting was gathered and reviewed for specific competencies in accordance with the Bureau of Labor Statistics (BLS) core competencies and the American Association of Engineering Societies’ (AAES) competency model. Further, licensure requirements, including the Engineer-In-Training (EIT) and Professional Engineer (PE) certifications, were gathered. The quantitative analysis resulted in several notable competency gaps (or inconsistencies) between job positions across the DOTs, as well as gaps in both the BLS and AAES competency models. Additionally, the analysis of job position licensure requirements presented further significant gaps between the DOT agencies. This research provides a foundation from which to develop competencies for civil engineering positions at state DOTs and other agencies, one that is reflective of a more dynamic and sustainable transportation workforce that will excel throughout the 21st century.

Date 2019

URL https://doi.org/10.1177/0361198118822296

Extra Publisher: Sage Publications, Incorporated

Transportation Association of Canada 8

Publication Transportation Research Record: Journal of the Transportation Research Board

Journal Abbr Transportation Research Record: Journal of the Transportation Research Board

Building America's Skilled Technical Workforce

Type Report

Author Engineering, and Medicine National Academies of Sciences

Abstract Skilled technical occupations—defined as occupations that require a high level of knowledge in a technical domain but do not require a bachelor’s degree for entry—are a key component of the U.S. economy. In response to globalization and advances in science and technology, American firms are demanding workers with greater proficiency in literacy and numeracy, as well as strong interpersonal, technical, and problem-solving skills. However, employer surveys and industry and government reports have raised concerns that the nation may not have an adequate supply of skilled technical workers to achieve its competitiveness and economic growth objectives. In response to the broader need for policy information and advice, this book examines the coverage, effectiveness, flexibility, and coordination of the policies and various programs that prepare Americans for skilled technical jobs. This report provides action-oriented recommendations for improving the American system of technical education, training, and certification.

Date 2017

URL https://doi.org/10.17226/23472

Pages 259p

Changing Workforce Development Needs for Regional Transportation Planning Agencies in California

Type Report

Author Thomas O’Brien

Author Tyler Reeb

Author Sneha Jaishankar

Author National Center for Sustainable Transportation

Author METRANS Transportation Center

Author Office of the Assistant Secretary for Research and Technology

Transportation Association of Canada 9

Abstract The transportation industry faces future workforce challenges, including a lack of trained personnel in fields such as engineering, construction management, and intelligent transportation systems (ITS). The public sector will be particularly hard hit because it faces the threat of attrition at senior levels as skilled workers retire or move to the private sector. This project aims at understanding how fundamental changes from SB 375 and other legislative mandates have impacted MPOs from a workforce standpoint. Using online surveys, job scans, and in-depth interviews with members of COGs and MPOs in California, the authors determined the importance of several factors on workforce capacity. These factors include recruitment, available funding for professional development, curriculum content in college and university programs, and the role of in-service training. Results indicate that, for regional transportation planning agencies, there is an increased need for functional modeling expertise to comply with SB 375 mandates and the need to accommodate a shift toward activity-based modeling. The interview participants acknowledged that SB 375 increased responsibilities and changed processes for MPOs, including the need to consider the possible impacts to the agency of litigation over the SCS or the Regional Transportation Plan (RTP). The interviews also indicated that, MPOs hire personnel with diverse skill sets—ranging from engineering to modeling and public outreach—to deliver on SB 375 goals. The report seeks to document the evolving role of MPOs resulting from the kind of mandates enacted by SB 375 and the concurrent demand for both traditional skills sets relating to regional planning processes and those that respond to demands for planners to: Optimize existing projects by making them “smarter” and further ensuring that these projects contribute to environmental sustainability & link transportation planning to land use patterns with the intention of diminishing vehicle miles travelled (VMTs) and associated pollutants. These are new inextricable planning synergies that require planning professionals to marry traditional transportation planning skills with climate change assessment and abatement skills. Throughout this report the authors will refer to this as “sustainable transportation planning skills.” This expectation is tacitly set forth in SB 375 and is impacting employee hiring and retention and employee salary needs, as well as the need for additional training and skill building. This study’s findings will contribute to the knowledge of workforce development needs as well as the potential for policy responses at the federal, state, and local level.

Date November 2018

URL https://escholarship.org/uc/item/3kk314sx

Pages 83p

Connected and Automated Vehicles Emerging Technology Skills Gap Report – 2020

Type Web Page

Abstract As major automotive manufacturers and technology companies around the world design and test new automated vehicle technology, current employees are learning new skills

Transportation Association of Canada 10

and future workers will be asked to apply a specific skillset to CAV projects as the product cycle for this disruptive technology continues to mature. In order to better understand future workforce demands in the CAV space, WIN partnered with the Ralph C. Wilson, Jr. Foundation to analyze job postings for a broad set of occupations involved in the design, manufacture, and infrastructure development necessary to catalyze the CAV product cycle.

URL https://winintelligence.org/wp-content/uploads/2020/05/WIN_CAV-Report-2020_042920.pdf

Engineering Labour Market in Canada: Projections to 2025

Type Web Page

Author Engineers Canada

Abstract Engineers Canada, through its partnership with the Centre for Spatial Economics, has developed the report, Engineering Labour Market in Canada: Projections to 2025. The report characterizes current supply and demand needs for engineers and projects through to the year 2025.

Date June 2015

URL https://engineerscanada.ca/sites/default/files/Labour-Market-2015-e.pdf

Job Needs and Priorities Report, Phase 2: Action Plans Northeast Region

Type Report

Author Burlington University of Vermont

Author Federal Highway Administration

Abstract As the nation moves forward in the 21st century, many challenges face the transportation industry; changing skill sets for current employees, large numbers of workers heading towards retirement, and the technological innovations that are changing the face of transportation itself will invariably cause gaps in the workforce pipeline. In January 2015, the Northeast Transportation Workforce Center (NETWC) started a two-phased Transportation Job Needs and Priorities Research effort, which was designed to assess these challenges and address the transportation workforce needs in the region. ‘Phase 1’ allowed the Northeast Center to identify priority jobs in the region and set the stage for meaningful regional workforce discussions and initiatives. In the findings, a broad summary of the region’s transportation workforce and industry is presented along with an analysis of Northeast labor market data. The purpose of this Phase 2 report is to describe the subsequent research and results, which involved assessing potential workforce programs and partnerships to address the workforce gaps identified in Phase 1, while also presenting strategic ‘action plans’

Transportation Association of Canada 11

that will serve as the impetus to move related workforce development initiatives forward. NETWC’s five strategic action plans include: (Action Plan 1) Attracting Tomorrow’s Workforce Across the Northeast (Toolkit); (Action Plan 2) Advancing Transportation Career Paths to the Future; (Action Plan 3) Greener is Better: Promoting and Branding Transportation as a Green Career; (Action Plan 4) Implementing Succession Planning/Knowledge Management (KM) to Increase Organizational Resilience: Crafting strategies and a handbook; and (Action Plan 5) Upskilling Transportation’s Current Workforce to Meet Emerging Challenges and Opportunities. The research and full strategies supporting these action plans are described in the remainder of this report.

Date August 2016

URL http://transctr.w3.uvm.edu/wp-content/uploads/2014/03/FHWA_Job-Needs-Phase-2-Report-Northeast-9-8-16.pdf

Pages 50p

Manitoba Infrastructure Maintenance Career Training Program

Type Conference Paper

Author Transportation Association of Canada (TAC)

Abstract In the past, the approach to training in the maintenance field operations area had been at best sporadic and reactionary. Previously, the major focus of training had been safety related as a result of changes to Legislation, Regulations or as a result of accidents or incidents. While this is critical, it lacked structure, organization and did not address the growing operational or technological changes in field operations. In addition, there was a very limited view of maintenance work as a career which resulted in a lack of focus on employee development. In order to address this gap, Manitoba Infrastructure’s Maintenance Career Training (MCT) Program was developed with the following objectives: 1. Ensure that staff expertise is consistent in meeting service level expectations; 2. Encompass and recognize all training requirements that achieve these expectations; 3. Ensure the right staff are trained at the right time; 4. Promote competencies through accreditation/certification, and; 5. Provide staff with the opportunity to succeed and be promoted to higher Maintenance Worker positions by utilizing promotion through certification and qualification.

Date 2017

URL http://www.tac-atc.ca/sites/default/files/conf_papers/manitoba_infrastructure_tac_eaa_submission.pdf

Pages 1 PDF file, 48 KB, 6p.

Measuring the Effectiveness of Competency Models for Job-Specific Professional Development of Engineers & Engineering Technicians: A Comparison of Core

Transportation Association of Canada 12

Competencies Across Civil Engineering Positions of Department of Transportation Agencies using Competency Models

Type Report

Author Chris Ahmadjian

Author Michael Knodler

Author Cole Fitzpatrick

Author Alyssa Ryan

Author Chelsea Bouchard

Author Amherst University of Massachusetts

Author New England Transportation Consortium

Author Federal Highway Administration

Abstract As many within the current transportation workforce approach retirement and the industry transitions into the 21st century, there are two notable challenges: 1) the incredible wealth of institutional knowledge that will be leaving the workforce, and 2) the continued increase in the application of new technologies, skills, and knowledge of the entering workforce. A resulting impact of these issues is that the gap between old and new employee competencies and skills is widening; therefore, there is a specific need and opportunity to develop new job competencies which address these changes. This research evaluates existing Department of Transportation (DOT) job specifications and job postings for civil engineers at various levels in the transportation industry within the New England region. Each job specification and posting was gathered and reviewed for specific competencies in accordance with the Bureau of Labor Statistics (BLS) core competencies and the American Association of Engineering Societies’ (AAES') competency model. Further, licensure requirements, including the Engineer-In-Training (EIT) and Professional Engineer (PE) certifications, were gathered. The quantitative analysis resulted in several notable competency gaps (or inconsistencies) between each job position across the DOTs, as well as gaps in both the BLS and AAES competency models. Additionally, the analysis of job position licensure requirements presented further significant gaps between the DOT agencies. Finally, the interviews of DOT personnel allowed for an understanding of the specific DOT competency and hiring processes. This research provides a foundation from which to develop competencies for civil engineering positions at state DOTs and other agencies that is reflective of a more dynamic and sustainable transportation workforce that will excel throughout the 21st century.

Date December 2018

URL https://www.newenglandtransportationconsortium.org/wp-content/uploads/NETC_Final_14_1_updated-1.pdf

Transportation Association of Canada 13

Pages 30p

Recruiting, Retaining, and Promoting for Construction Careers at Transportation Agencies

Type Report

Author Christofer Harper

Author Susan Bogus Halter

Author Raghava Kommalapati

Author Doeun Choe

Author Baton Rouge Louisiana State University

Author Transportation Consortium of South-Central States

Author Office of the Assistant Secretary for Research and Technology

Abstract State transportation agencies currently face complex challenges in recruiting and retaining the workforce necessary to function effectively. The situation exacerbates due to the number of employees from different generations that have to coexist with varying values, expectations, and principles. These agencies are primarily comprised of two generational groups: the baby-boomers, who are approaching retirement and occupy many managerial positions; and the millennials, who are demonstrating their interest in technology and demanding dynamism in their careers. This multiplicity of interest represents a challenge for human resources (HR) in addressing workforce issues and providing the necessary means to recruit and retain qualified employees within a transportation agency. Therefore, the purpose of the study is to examine the practices in recruiting, training, and retaining qualified employees at state departments of transportation (DOTs) primarily from Region 6 DOTs of Arkansas, Louisiana, New Mexico, Oklahoma, and Texas. A comprehensive literature review, including journal articles, books, and District 6 DOT documents, reports, and training manuals provided the basis to discuss current practices in recruitment and retention with Region 6 DOT human resources (HR) staff. A total of nine HR professionals were interviewed for this study. These interviews identified the most difficult to fill positions as engineers and engineer technicians. These positions also have high turnover rates within DOTs. The primary difficulty in retaining and recruiting staff in these positions was ascribed to the wage differences between the public and the private sector. The results of the HR interviews were used to compile a questionnaire that was distributed to current DOT District 6 employees. A total of 1,109 employee surveys were collected and reviewed to develop a recommended list of best practices for recruiting and retaining DOT employees. The list of best practices includes increased social media presence, quantification of overall benefit packages, implementation of flexible work schedules and telecommuting, clarification and restructuring of the promotions and

Transportation Association of Canada 14

incentives process, and increased communication and feedback between staff and management.

Date December 2018

URL https://digitalcommons.lsu.edu/transet_pubs/19/

Pages 81p

Region V Transportation Workforce Assessment and Summit

Type Report

Author Teresa Adams

Author Maria Hart

Author Madison University of Wisconsin

Author NEXTRANS

Author Research and Innovative Technology Administration

Abstract The transportation workforce is undergoing unprecedented change due to rapid retirement of baby boomers while at the same time information, communication, and automation technologies are rapidly changing the transportation of people and goods. The purpose of this project is to lay the groundwork for addressing the transportation workforce challenges in the region. Findings of this research are as follows: 1. The outcome of K-12 investments to promote transportation career awareness are unknown. A collective impact strategy is needed to bring stakeholders together around a common mission and common performance measures. The collective impact strategy has been successful in other sectors. 2. The transportation sector invests in training programs without fulfilling personal or organizational workforce development goals because most programs are not credentialed or stackable. One strategy for developing and retaining the transportation workforce is to create career pathways. Pathways are usually geared for a specific population in a certain geographic area. Transportation agencies that work with educational partners to identify career pathways into and within the organization, will retain their workforce longer. 3. Many participants of the Regional Summit expressed concerns over how difficult it is to market transportation jobs to younger generations who might think of the occupations as low tech or with limited advancement opportunity. The industry must reach out to schools, minorities, women, and returning citizens with targeted messages that promote the industry and remove the stigma and misconceptions about transportation jobs. Recommendations are as follows: 1. U.S. Department of Transportation (USDOT) partner with U.S. Department of Labor (USDOL) to ensure that emerging occupations within the departments are reflected in the Standard Occupational Classification (SOC) system. 2. Education, internship, and apprenticeship programs will be necessary to bring future transportation workers up to speed with

Transportation Association of Canada 15

new technological advances in their positions. Transportation agencies should take advantage of apprenticeship models to attract and retain skilled workers.

Date May 2017

URL http://www.purdue.edu/discoverypark/nextrans/assets/pdfs/142UWY2-2__Summary%20and%20Final%20Technical%20Report.pdf

Pages 110p

Southern California Regional Transit Training Consortium: Skills Gap & Needs Assessment

Type Report

Author Tyler Reeb

Author Ben Olson

Abstract The transit sector grows and evolves quickly with the needs of growing, busy cities. With this growth comes a need for more transit workers and more training to ensure workers can best serve their diverse communities. This report contains a transit training needs assessment and gap analysis to identify the most pressing challenges of the evolving transit workforce served by the Southern California Regional Transit Training Consortium (SCRTTC). Most importantly, this report documents and determines SCRTTC priorities to ensure the incumbent and future transit workforce is equipped with the professional and technological skills required to address the transformational trends affecting the transit sector. The report primarily utilized qualitative methods with the use of a series of interviews, a focus group, a workshop, and an online survey. Above all, this assessment discovered that existing SCRTTC training curriculum is respected, and there is strong demand for additional topics. Transit maintenance professionals consistently endorsed the value and quality of SCRTTC training—they just want more of it. They want it to be developed more efficiently and at a higher volume. They seek more localized and customized delivery methods for training and curriculum. All of those findings compel a question: How can SCRTTC make organizational changes to more rapidly develop curriculum and provide targeted training programs for technicians? This report recommends SCRTTC integrate a suite of digital products into the SCRTTC website to respond to the needs documented in this assessment—namely higher capacity for more training offerings and more online delivery methods while simultaneously enhancing member demands for more customized and location-based training. Implementing the digital platform recommended in this report would empower SCRTTC leadership to foster increased interactivity between transit agencies, training partners, and SCRTTC management. These digital tools would enable SCRTTC to expand its coverage to all of California. This statewide approach to transit training could be used to implement similar consortia in states throughout the U.S.

Transportation Association of Canada 16

Date 6/2020

Library Catalog DOI.org (Crossref)

URL https://scholarworks.sjsu.edu/mti_publications/308

Extra DOI: 10.31979/mti.2020.1932

Institution Mineta Transportation Institute

Transportation Job Needs and Priorities Report, Phase 1: Northeast Region

Type Report

Author University of Vermont Transportation Research Center

Author Federal Highway Administration

Abstract As with any industry, the transportation industry has challenges that it faces in terms of having the best employees available to do needed work. The purpose of this report is to identify areas in which skill development is most important for employees, as well as key transportation careers in the Northeast Region of the U.S. that should be the focus of workforce development efforts in the next 10 years. However, while focusing on transportation workforce needs, it is also important to understand challenges that will be faced when looking to improve the workforce. Through the National Transportation Workforce Summit that was conducted in 2012 by the Council of University Transportation Centers (CUTC), four major challenges to the transportation workforce were discussed (CUTC, 2012). These challenges include: (1) Demographic changes, particularly retiring baby boomers; (2) Career awareness and recruitment; (3) New technologies and the need for operators and managers who can use them; and (4) Rising demand on transportation organizations requiring a workforce with a wider range of experience. This report will focus on issues related specifically to the workforce in the Northeast Region. It will provide an overview of the transportation industry in the Northeast and specific workforce needs within the region. It will also detail information on the key types of transportation occupations in the region currently as well as job projections for the next 10 years. Based on these findings, skills required for key occupations (current and future) will be identified, and skills requiring additional training/development, based on the experiences of transportation stakeholders within the region, will be noted.

Date January 2016

URL http://transctr.w3.uvm.edu/wp-content/uploads/2014/03/NETWC_NE-Region_Job-Needs-Report_Final.pdf

Pages 86p

Transportation Association of Canada 17

Workforce Challenges in Implementing Transportation System Management and Operations within Caltrans

Type Report

Author Joe Butler

Author Michelle Harrington

Author Berkeley University of California

Author University of California Institute of Transportation Studies

Abstract Caltrans has traditionally focused on designing, building, and maintaining California’s large freeway network. Lately, a stronger focus is being placed on real time transportation network operation, which requires the use of real time data and decision support software tools. This transition represents a cultural shift for Caltrans, and its organizational structures and staffing processes are not yet in place to support the effort. This report explores major impediments to hiring data analysts and software engineers, including lack of understanding among current management personnel in regard to the need for data analysts and software engineers, barriers for Caltrans Operations to directly hire IT/software personnel, lack of interest among Caltrans engineering unions to include software engineers as members, a general belief that software engineers are not “real” engineers, and concern that the state will not be able to hire software engineers due to high salary demands. Opportunities for addressing barriers include developing appropriate recruitment strategies for software related positions, educating agency personnel on the need for data analysis and software skills, changing the requirements for positions in Caltrans traffic operations, and establishing a management team to coordinate and support these efforts.

Date November 2018

URL https://escholarship.org/uc/item/4j3023xk

Pages 19p

Workforce Development Needs and Objectives of Today’s Transportation Engineering Professionals

Type Journal Article

Author Kevin N Chang

Author Benjamin Lutz

Author Shane Brown

Transportation Association of Canada 18

Abstract Given the growing influence of technology and innovation, the skill set and knowledge required of today’s transportation engineering professional includes many different subject areas. For this reason, transportation engineers and managers alike must constantly seek out workforce development opportunities to expand either their learning or the skill set of their employees. This study examined transportation education needs from a Pacific Northwest regional perspective on two fronts. First, an assessment was initiated identifying available course training offerings and their curriculum and delivery characteristics. Second, an investigation into training needs was conducted using a mixed-method approach consisting of personal interviews and an online survey. This study concluded that although training is a highly personal decision and influenced by many different factors, those related to cost, location, and topic area ultimately drive an individual or agency to pursue such opportunities. These findings can inform both practitioners and researchers to strategically determine how future training opportunities should be developed and shaped to meet the growing demands of tomorrow’s transportation engineer.

Date 2020

URL https://doi.org/10.1177/0361198120926995

Extra Publisher: Sage Publications, Incorporated

Publication Transportation Research Record: Journal of the Transportation Research Board

Journal Abbr Transportation Research Record: Journal of the Transportation Research Board