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In each strategic action plan, this graphic is presented again, highlighting only the career stages under consideration and the occupations directly influenced. The intention is to indicate the relationship between the strategic recommendation and specific job categories. It should be noted, however, that many of the action plans could be expanded or adapted to meet the needs of additional career stages and occupations. Further, many of the action plans would undoubtedly have indirect positive effects on other career stages and occupations. 4.2 SUMMARY OF THE MATERIALS REVIEWED TO CREATE STRATEGIC GUIDANCE To form the foundation of the strategic recommendations and related action plans, we conducted a thorough assessment of the data collected during the first six tasks of this study. This data included results from the SOM leadership interviews, the described SOM staffing analysis, and a review of current human resource practices used to attract, recruit, develop, and retain SOM staff. This assessment included an analysis of practices related to strategic recruitment, professional development and training, compensation and benefits programs, outsourcing policies, and other programs that directly impact key organization outcomes (e.g., satisfaction, turnover) for SOM. Exhibit 26 provides an overview of the sources we consulted to fully understand programs and practices used to attract and retain SOM staff across DOTs. Exhibit 26 Sources Consulted in Development of Strategic Action Plans ICF's FHWA Workforce Database detailing Industry source documents that describe: nearly 100 workforce programs including: - Gridlock Buster traffic control game, - AASHTO's Transportation and Civil - FIRST Robotics Competition, Engineering (TRAC) Program, - Dowling College School of Aviation - West Point Bridge Design Contest, FIRSTplus air traffic control (ATC) - FIRST Robotics Competition, simulator, and - ACT WorkKeys job skills system, and - Two videos provided in subject RFP. - Summer Transportation Institutes. ICF's Transportation Recruitment, ICF's Related Industry and Private Sector Development and Retention Practices Benchmarking Database that includes data Database, which extensively catalogs over 150 ICF collected on recruitment and retention `Best-Practice' recruitment, development, and practices during similar studies with Fortune retention programs for NCHRP (created for 500 companies, related federal and state NCHRP Project 20-81). agencies, and local/national associations. Database of Best Practices in Recruitment Additional TRB projects, including results and Workforce Management of DOT from the following NCHRP projects: 20-77, Contractors identified during a Florida "Transportation Operations Training Department of Transportation project. Framework"; 20-24(40), "Analysis and Benchmarking of State DOT Recruitment and Technical reports and relevant studies Hiring Practices"; 20-24(48), "Analysis and conducted by private and public sector Benchmarking of State DOT Human Resource organizations, such as the Department of Activities"; 20-24(50), "In-Service Training Defense, the Department of Education, Federal Needs for State DOTs"; 20-72, "Tools to Transit Administration, and other federal Aid DOTs in Responding to Workforce agencies, and state and local organizations. Challenges"; and TRB Special Report 275. 50