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78 Strategies to Attract and Retain a Capable Transportation Workforce 10.3 Workforce Practices. Twenty-nine workforce practices that were designed to assist in making the process of "Developing Internal Staff Skills" within transportation agencies efficient and effective were reviewed, and we identified one workforce practice that was most noteworthy within this context: North Carolina DOT Transportation Supervisor Conference (TSC) For this practice, we conducted a case study. A summary of the case study is presented below. The full case study can be found on the TRB website at as part of Volume II: Supplemental Materials. The full case study description details each practice's background, implementation, maintenance, evaluation, and transferability.

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Developing Internal Staff Skills 79 North Carolina DOT Transportation Supervisor Conference (TSC). The North Carolina Department of Transportation (NCDOT) employs roughly 13,000 people, of which 7,500 work within the Division of Highways. In early 2007, the steering committee for the NCDOT's leadership North Carolina DOT Transportation academy suggested that the academy needed to Supervisor Conference (TSC) add technical training. In August of 2007, the Job Type: All idea of a biennial Transportation Supervisor ROI: Short-term Conference (TSC) was introduced. The goal of Generation: All the conference was to provide technical training on various work practices in order to instill Key Program Highlights: standardization, effectiveness, and efficiency o Provides technical training on various across the organization. work practices in order to instill standardization, effectiveness, and The first conference was held in February of efficiency across the organization 2008, after approval by the district engineers o Small rotational groups consist of 35 and the Secretary of Transportation. Several supervisors aspects of the conference's design are meant to o Skills learned help supervisors improve ensure a small and focused audience. First, the communication with their staff, as well conference is held three times in three different as across the entire organization geographic locations. Each time it is held, it has the same structure and the same presenters. Each conference takes place over a period of 3 days and includes presentations on technical information. On Day One, there is an opening session in the morning and core breakouts in the afternoon. On Day Two, there are technical breakouts in the morning, core breakouts in the afternoon and a closing session at the end of the day. The core breakouts cover topics that all supervisors need to learn. Small groups of 35 supervisors rotate around a schedule of core sessions based on pre-assigned groups. Each group attends all of the core sessions. Typically these small groups share a particular field or background and also attend their technical sections together on the second day. These sessions are not attended by everyone, just those for whom the topic is relevant to the work they do in the field. In terms of implementation, the conference planning committee had to procure hotel conference rooms, bedrooms, offices, chairs, tables, etc. and had to purchase conference equipment, such as projectors, notepads, pens, pencils, and food. Hosting the conference in 2008 cost NCDOT approximately $220,000; this included meals and accommodations. In addition to keeping a record of how to manage the conference, NCDOT surveys conference attendees and receives feedback on each individual session. As a result of the conference, supervisors were given the opportunity to hear one of their peers, the conference presenter, explain the value of certain standardized work practices. For example, many supervisors now understand the value of having a work plan and are using this practice in their daily routines. After the 2008 conference, supervisors have been asking for video recordings of the sessions so they can show their staff what they have learned. NCDOT believes that, because of the conference, supervisors have begun to implement more standardized practices with their staff as well as communicate more across the organization when solving problems. One unexpected result was that the conference has put more responsibility on supervisors to disseminate information about standardization to their staff.

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80 Strategies to Attract and Retain a Capable Transportation Workforce Other Example Practices To serve as an additional resource for agencies interested in "Developing Internal Staff Skills," we have included a list of other practices that transportation agencies have implemented for this purpose. Additional information on each of the following practices can be found in one- to two-page summaries within the supplemental materials. American Road & Transportation Builders National Transit Institute Association's Transportation Builder On The Job Training Program Institute Oregon Certificate of Public Management Eisenhower Freight and Transportation Programs Logistics Scholarship Professional Capacity Building Programs Flexibility in Bus Operator Trainings Roadway Safety Training Institute/ Idaho Cross Utilization Program Corporate Training Program Iowa Roads Scholar Program State Agency Training Programs Institute for Transportation Engineers (ITE) The Consortium for ITS Training and Professional Development Training Education Opportunities Clearinghouse Train-the-Trainer "SmartDriver" Program ITE Web-based Learning Tools Train Your Own Information Technology Job Rotational Programs Staff Local Community Outreach Louisiana Training "Overlearning" Local Technical Assistance Program Training to Accommodate New Transit Louisiana Transportation Research Center Technologies, SunLine Transit (LTRC) Training Programs Transport Workers Union of America's Master's Degree Training at Offsite Community Transportation Development University for Civil Engineering Center Missouri DOT Employee Development Transportation Training and Education Program Center National Highway Institute Training Truck Driving Academy Program for Transportation and Transit Agency Positions The practice summaries include information, such as the lead organization, practice description, practice purpose, targeted participants, return on investment (ROI) timeline, influence of the economy, innovativeness, and resources to find out more information on the individual practices.