Transportation Professionals Future Needs and Opportunities -- Special Report 207 (1985) / Chapter Skim
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Committee for the Study of Transportation Professional Needs LESTER A HOEL, University of Virginia, Charlottesville, Chairman NOEL C
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Preface A large number of professionals who entered highway and mass transit organizations during the past 30 years are expected to retire soon, particularly those who helped build the nation's Interstate system. Unless there is careful planning, this loss of professional capability could impair the ability of these agencies to maintain the nation's transportation system effectively.
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vi requirements of highway and mass transit agencies. The committee included individuals with broad experience in federal, state, and local highway organizations; in mass transportation; and in regional planning.
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vii that administered survey questionnaires to their members: the American Association of State Highway and Transportation Officials, the American Public Transit Association, the Institute of Transportation Engineers, the American Consulting Engineers Council, and the National Association of Governors' Highway Safety Representatives. This study relied on several consultants for special investigations -- Kermit L
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Contents EXECUTIVE SUMMARY . 1 1 INTRODUCTION ..............................8 Background, 8 Scope, 10 Methods, 22 Organization of This Report, 24 Conclusions, 25 References, 27 2 STATE HIGHWAY AGENCIES ....................28 Past Trends in Employment by State Highway Agencies, 29 Future Growth in Employment, 31 Replacement of Current Professionals, 36 Future Professional Needs in State Highway Agencies, 39 Conclusions, 75 References, 76 3 INDIVIDUAL STATE HIGHWAY AGENCIES ........79 Needs from a State's Perspective, 79 Various Indexes of State Needs, 83 Conclusions, 101 Reference, 101 4 THE TRANSIT INDUSTRY ......................104 Types of Transit Professionals, 105 Future Requirements for Transit Professionals, 108 Future Sources of Transit Professionals, 119 Skill Shortages in Transit Agencies, 121 Steps to Meet Professional Needs, 129 Changing Service and Skill Requirements, 135 Future Needs, 137 Conclusions, 140 References, 141 5 LOCAL, REGIONAL, AND FEDERAL AGENCIES ...
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6 OUTLOOK FOR ENTRY-LEVEL CIVIL ENGINEERS FOR STATE HIGHWAY AGENCIES ...............167 Current Market for Civil Engineers, 168 Outlook for College Enrollments, 171 Share of Engineers Entering Civil Engineering, 173 U.S. Citizens, 178 Share of Civil Engineers Recruited by State Highway Agencies, 178 Future Agency Needs Compared with Future Supply of Graduates, 180 Conclusions, 186 References, 188 APPENDIXES A Brief Review of Previous Research and Data Sources 190 B Survey of State Transportation and Highway Departments ..............................
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Executive Summary The coming decade will be a dynamic one within the nation's transportation agencies. Greater-than -- average turnover is expected among the most senior professionals.
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in the future as well as cultivating those skills that are unique to transit. The agencies employing transportation professionals can exploit this period of change to identify and hire those with the skills needed to execute future programs efficiently and effectively.
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3 rehabilitation will add to the professional requirements of transportation agencies as rehabilitation consumes a greater proportion of program resources. If past trends in university enrollments in civil engineering programs and state recruitment of engineering graduates were to continue, state departments of transportation could face shortages of qualified applicants within the next 5 years.
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4 For example, more than one transit system in five now report difficulties in hiring in such specialized areas as operations and maintenance. Recent budget proposals and legislative initiatives indicate that the nation is reconsidering the fundamental organizational roles in transit -- federal versus local, private versus public.
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5 In view of the broad demands placed on them and the lack of proximity among similarly trained individuals located in rural areas, transportation professionals in local governments need strong training programs and technology transfer activities. In particular, local governments should Encourage those who fill top county engineering posts to acquire knowledge in public administration and develop the needed versatility through participation in training and technology transfer programs.
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6 Publicize the coming opportunities in transportation to prospective students and others who can influence career choices; Encourage further development of programs to attract women and minorities to transportation; Increase the interaction between university programs, government, and industry to ensure that education and training stay closely matched to employer needs; Become actively involved in organizations composed of transportation professionals employed by federal, state, and local governments; and Preserve strong university research programs because those programs not only advance the state of the art but also play a vital role in educating future professionals in transportation. FEDERAL AGENCIES The number of federal employees in transportation activities has been declining in recent years.
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7 professionals enters transportation-related fields. The number of women and minorities educated in fields suitable for professional work in transportation will continue to increase, although both remain underrepresented.
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1 Introduction BACKGROUND A new generation will soon be running the public agencies that build and maintain the nation's highways, streets, and transit systems. The professionals who built the Interstate system will soon retire and so will many of the more seasoned managers, executives, and supervisors who helped expand transit service in the 1970s.
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9 public concern. Professionals with expertise in these areas increasingly will be needed to articulate the issues and help resolve these public concerns.
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10 they are needed, or an agency's inability to recruit, train, and promote new employees. SCOPE About one of seven, or roughly 14 million of 100 million, U.S.
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11 century are already evident. The surprises that may occur will be due to unforeseen technological innovation, new laws of Congress and the states, and shifts in economic conditions.
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12 is more cost-effective than construction of new facilities or acquisition of new equipment. New roads, transit systems, and other capacity expansion, however, will be necessary in some localities because of growth in travel and traffic.
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13 highway engineers will become more sophisticated and effective. Portable computers and telecommun ica t ions already available may allow engineers in the field to find better solutions to their problems with less paperwork.
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14 agencies must preserve the technical expertise of their work force and certification is a key tool for accomplishing this. Whether there should be greater diversification in the types of professionals who can hold different positions and perform different functions is a complicated question that depends on each agency's civil service regulations, agency composition, availability of candidates, and other factors.
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15 of civil engineering bachelor's degrees. Recently civil engineering enrollments and the number of graduates have dropped, too.
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16 trained and then licensed or certified to practice in a field." Traditionally, "professional" has been accepted to mean a member of an occupation where practice and entry into the field was regulated by government for reasons of the safety and health and welfare of the public. State and local licensing and registration boards have long controlled access to the practice of medicine, law, education, engineering, and various other professions.
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17 but some states classify highly skilled and experienced technicians as a step in the engineers' professional ladder. At the other extreme, a few agencies consider their engineers to be professionals only if they have professional registration.
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18 different kinds of professionals and of the dividing line between professionals and paraprofessionals. For this reason the meaning behind the numbers in this report is fairly robust, and data on professionals in this study probably provide a fairly accurate picture of existing conditions and a reasonable foundation for identifying future needs.
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19 Needs The legislation that called for this Study directed that it include "prevailing methods of recruitment, training, financial and other incentives and disincentives which encourage or discourage retention in service." Supply and demand of professionals ultimately dictate the need for any recruitment technique, training program, or compensation structure. If needed skills will be in short supply, special recruitment techniques, accelerated training and retraining programs, and increased compensation schedules might be warranted.
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20 A projected-supply shortfall occurs when projected requirements fall beneath projected supply. A salary-competition shortage occurs when the demand for a specialist increases faster than supply at recent market salaries and as a result competition raises the average salary of that type of specialist relative to others.
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21 Currently there does not appear to be a loss of quality occurring. Agencies are still staffed with a large contingent of experienced professionals.
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22 correct problem, define it properly, and develop solutions sensitive to timing, politics, and other realities of implementation. Entrepreneurship: A professional should have a business orientation, a sense of the bottom line through an understanding of benefits and costs, and the ability to seize opportunities to create organizations and mechanisms to develop effective programs and projects.
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23 questionnaires to 350 local transit systems, nearly all the public ones, and a few small private firms. A total of 130 local transit systems (37 percent)
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24 has been provided. (Refer to Appendixes B-F for clarification on the number of respondents answering a particular survey question.)
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25 the large traffic volumes and multiple jurisdictions in metropolitan and other urban areas are pointed out. In Chapter 6 the ability of colleges and universities to produce sufficient engineers for state highway organizations is scrutinized.
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26 as well as qualitative observations of where new or different skills will be required. As stipulated in the requesting legislation, this study focuses on the professional needs of public agencies.
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27 REFERENCES Public Law 97-424 (Jan.
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2 State Highway Agencies As a group, state highway agencies employ more transportation professionals than does any other type of governmerit organization. Nationwide, state highway agencies employ about 41,000 professionals -- 30,000 civil engineers, just under 2,000 computer specialists, and a similar number of planners.
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29 PAST TRENDS IN EMPLOYMENT BY STATE HIGHWAY AGENCIES During the past decade, employment in state highway agencies has generally moved in parallel with the nation's highway construction and repair activities (Figure 2-2)
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30 TABLE 2-1 Total State Highway Disbursements and Employment (1-4) Total Total Full-Time Equiva- Disbursements Disbursements lent Employment in Current Dollars in 1984 Dollars in State Highway Year (billions)
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31 highway agencies have generally moved in the same direction, although overall employment levels have tended to lag slightly behind spending. Limited data on the number of professionals in state highway agencies indicate that professional employment also varies directly with the level of program activity.
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32 Travel on the nation's highways increased by around 2.4 percent per year between 1975 and 1982 after some leveling due to the 1973 oil embargo (1) , and similar growth is anticipated in the future.
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33 This act raised the federal tax on motor fuels and other road-user fees, and increased total federal authorizations for highways from $10.0 billion in 1982 to $14.0 billion in 1986 (9)
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TABLE 2-3 Recent and Forecast Construction Contracts, 1982-1985 (10) Historical Forecast Percent Change Type of (1984 $ millions)
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36 per year between 1982 and 1987 for civilian and military civil engineers (12)
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37 TABLE 2-4 Age Distribution of State Highway Engineers Age Type of Professional Management Number Percent Other Number Percent Less than 26 2 0.03 1,054 4.3 26-35 270 4.9 4,606 18.8 36-45 1,623 29.5 6,738 27.5 46-55 2,266 41.2 7,546 30.8 56-60 1,023 18.6 3,136 12.8 61-65 293 5.3 1,274 5.2 Over 65 28 0.5 147 0.6 Total 5,505 24,500 Source: American Association of State Highway and Transportation Officials (AASHTO) survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984.
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TABLE 2-5 Retirement Eligibility, Attrition, and Hiring Plans of State Highway Agencies, 1985-1989 Management-Level Other Professional Engineers Engineers Percentage Percentage of 1984 of 1984 Number Employment Number Employment Eligible to retire 1,136 61.0 4,005 40.6 Eligible to retire with fu1l benefits 497 26.7 1,657 16.8 Attrition (due to all causes) 251 13.5 1,814 18.4 Number planning to hire 251 13.5 2,010 21.3 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984.
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39 generally. About 1.9 percent of all civil engineers in the country will be lost through attrition on the basis of NSF estimates (12)
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40 proportional share of these graduates, they will continue to be able to hire in a market where there are more candidates than jobs for the next 2 or 3 years (Figure 2-5)
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41 civil engineering rather than shifting to other fields. In fields where skills are in short supply, such as computer specialties, more than one out of every two jobs are filled by persons trained in other areas.
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42 however, show nonhighway applications growing more rapidly than the highway-agency jobs assumed here. This will tend to make it more difficult for highway agencies to continue to attract a constant share of graduates.
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43 been entering engineering fields and in turn entering highway agencies. Taken together, the changes occurring within and outside state highway agencies create some distinct professional needs.
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44 TABLE 2-7 Actions Most Effective in Meeting Professional Needs Number of States Citing &ction Large Effect Use technicians for construction inspection 20 Use consultants for preliminary engineering 19 Increase promotion within agency 18 Introduce a construction or maintenance management system 17 Use computer-aided design and drafting 12 Use technicians for lead design work under supervision of engineer 12 Use technicians for project management 12 Reorganize agency 12 Expand management training courses 11 Provide student internships, fellowships, summer employment 11 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984. retire before 1990, an average of 19 per state.
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45 normally occur. The potential dimensions of this turnover in specific agencies are explored in the following chapter.
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46 gage may mean accepting a higher mortgage interest rate. Selling a home amid current economic conditions may entail making two sets of house payments until the previous home has been sold or it may entail selling the former home at an unattractive price.
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47 100 DEBT SERVICE 90 LAW ENF0 NT 80 IMSTION 70 MAINTENANCE 60 I- 50 40 30 CAPITAL OUTLAY 20 10 0I- I I I I I I I I I 1962 1966 1970 1974 1978 1982 YEAR FIGURE 2-7 Distribution of total highway disbursements, 1962-1982 (8)
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48 increase, and 69 percent expect maintenance to increase. Most states (54 percent)
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49 TABLE 2-9 change in Skill Requirements, 1985-1989 Skill Number Greater Need Responding Relative Less Need for Need Increase Greatest Increase Needed Computer programming and systems analysis 43 0 43 Rehabilitation and recycling 33 0 33 Moderate Increase Needed Structural engineering 22 1 21 Maintenance management 21 0 21 Construction inspection 22 2 20 Traffic handling and operations 20 0 20 Inspection (technician) 21 2 19 Nighway design 19 2 17 Safety 16 0 16 Transportation system management 17 2 15 Possible Increase Needed Construction management 17 5 12 Pro)
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50 Although the states foresee many shifts in the future mix of professional activities, two dramatic shifts stand out. One is the increased need for computer specialists because of the rapid diffusion of office automation, microcomputers, computer-aided drafting and design, and expanded mainframe data base management systems.
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51 Drunk driving, Occupant protection, Police and traffic services, Emergency medical services, Traffic records, and Safety, operational, construction, and improvement activities. The National Association of Governors' Highway safety Representatives surveyed the state safety offices for this study in order to determine historical staffing trends and future needs and thus what additional skills may be required from 1984 through 1989 (see Appendix D)
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52 high-quality professionals, and are inclined to use their own resources and stretch them as far as they can. Many states are hesitant to use consultants because of the loss of direct control over the activity, the time consumed initiating a project and negotiating changes to a contract, and the need to acclimate a consultant to the agency's procedures.
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53 that will occur and the skills required in the next 5 years (see Appendix E)
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54 At present technicians in highway organizations principally work in six areas: construction, design, maintenance, materials testing, surveying, and traffic operations. more than 90 percent of the states use technicians for construction inspection, 60 percent for project management, and 60 percent for lead highway design work under the supervision of engineers.
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55 16 15 14 13 12 LU ,- 11 10 4 I- Cl) U- 08 cc LU 5 2 4 3 2 1 <0.99 1.00-1.99 2.00-2.99 3.00-3.99 >4.00 RATIO OF TECHNICIANS TO ENGINEERS FIGURE 2-8 Use of technicians (35 states reporting)
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56 TABLE 2-10 Age Composition of Technicians Age Number Percent Less than 26 1,691 6.4 26-35 6,629 25.0 36-45 8,647 32.7 46-55 6,474 24.5 56-60 2,052 7.8 61-65 857 3.2 Over 65 126 0.5 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984. Note: 39 states reporting.
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57 TABLE 2-11 Public-Sector Demand for Transportation Technicians in the United States, 1985-1995 (18) Number of Technicians Total Annual State level Highway and street design 500-600 50 Surveying, mapping, and field location 200-300 30 Traffic control 600-700 60 Construction and maintenance 4,000-6,000 500 Public transportation 100 10 County level Highway and street design 3,000-4,000 350 Surveying, mapping, and field location 1,000-2,000 150 Traffic control 1,000-2,000 150 Construction and maintenance 2,000-3,000 250 Public transportation 100-200 20 City level Highway and street design 1,000-2,000 150 Surveying, mapping, and field location 1,000-2,000 150 Traffic control 3,000-5,000 400 Construction and maintenance 600-1,000 80 Total for all levels Highway and street design 4,500-6,600 550 Surveying, mapping, and field location 2,200-4,300 330 Traffic control 4,600-7700 600 Construction and maintenance 8,000-12,000 1,000 Public transportation 800-1,300 100 Note: The absolute numbers are not as likely to be as accurate as the relative needs in different transportation functions.
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58 To realize the potential cost savings of using technicians, the tasks assigned to them must be sufficiently well defined that these employees can acquire the needed skills through one of three learning channels. Currently, most technicans acquire their skills through on-the-job training after high school graduation.
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59 of Professional Engineers, is an outgrowth of an earlier certification program dating back to 1961. Five states rely on NICET to certify at least part of their technician work force (Table 2-12)
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TABLE 2-13 Summary of General Enrollment and Certification Requirements of NICET (17) Level 1 2 - 3 4 Minimum full-time experience Verification of exper ience Recommendat ions No minimum time requirement; eligible when ability in required work elements is established By supervising engineer(s)
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Written test None Form of Letter of enroll- certifi- ment provided; no cation certificate issued Performance Entry-level work capabilities under direct supervision Written test covering work elements Certification as Engineering Associate Technician (AET) Intermediate-level work within specified field under general supervision Written test covering work elements Certification as Engineering Technician (ET)
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62 Increased assurance that within agencies technicians fill positions and take on tasks based on job proficiency and that demonstrated proficiency receives similar recognition from one agency to another; this assumes that the tasks in jobs and certification tests are the same Increased productivity, performance, knowledge, and skills that result from the kind of training that accompanies an effective certification program Enhanced employee morale and motivation, the outgrowth of personal satisfaction and employer recognition of a technician's reaching certification milestones and earning promotions or higher pay Confirmed qualifications of technicians for management, FHWA, and the courts Disadvantages Excessive reliance on technicians, even certified ones, which risks erosion in the quality of staff Increased costs in terms of staff time and money, though productivity improvements can offset these costs No assurance of promotion or increased pay unless certification and career development are directly related Possible opposition by unions if certification threatens employee longevity benefits Entry barrier to higher-level positions, especially for minorities or those who are not English- speak ing natives Technological change requires constant adjustment on the part of engineers and technicians. By virtue of their training, engineers are more attuned to technological advance and the state of the art.
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63 and capabilities of the technicians within the organizations, the technical demands that program requirements impose, and the capabilities and needs of the engineering staff. Although each state must tailor a solution to meet its own professional needs, there appears to be a particular problem in making the most efficient use of senior technicians.
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TABLE 2-14 Change in Capabilities of Technicians in the Construction Division of the Michigan Department of Transportation Qualif i- Estimated Level of Respon- cations Years Michigan Technician Staff Size Diffi- Class sibility for from 1974-1984 culty Title Level Appointment CT I 1974 (%)
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65 Unnecessarily restrictive lob classifications may not make the most effective use of in-house skills. For example, if an employee without a degree who has superior technical and engineering and supervisory skills is precluded from supervision of graduate engineers, the agency may be needlessly putting barriers in the way of improving productivity (Washington Department of Transportation, unpublished data)
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66 of engineering involved in the highway sector lends itself ideally to automation in many instances. Many states have aggressively pursued the capability of computers to do tasks better, more quickly, or more efficiently, and the rapid progress being made in dataprocessing capability means that even greater improvements can be realized in the years ahead.
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67 benefits initially because of start-up costs but is likely to do so in the long run. The potential of CADD for improving engineering productivity will increase in future years as the design capabilities of the system continue to evolve.
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68 Cost benefit and statistical analysis, Digitized aerial photograxnmetry, Weigh-in-motion and automatic traffic recorders, Portable computers for convenient field use, Office automation, Models for making decisions with multiple objectives, CADD, Traffic operations and control equipment, Electronic mail and telecommunications, and Air and noise pollution modeling and simulation. The power and efficiency of data processing will continue to increase rapidly during the next several decades given the outlook for further major improvements in computational speed and storage capacity, further reductions in the cost of data-processing hardware, and new strides in miniaturization.
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69 Some states have found that an effective and long-term way to alleviate this need is to select some of their engineers to train as computer professionals. This requires a substantial investment in training, but it may represent a more permanent solution than a strategy that concentrates on recruitment alone.
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70 tation to achieve their objectives. No other discipline trains professionals to address problems regarding all the areas of materials, soils, hydrology, and the physical dynamics of pavements and structures.
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71 TABLE 2-15 Relation of Salaries of State Highway Engineers to Those of Engineers in Private Sector with Similar Responsibility (25-28) State Highway State Highway District Engineera Project Engineera Compared with Compared with Private-Sector Private-Sector Year Engineerb Engineerb 1975 0.78 0.63 1976 0.81 0.71 1979 0.73 0.58 1983 0.70 0.57 aAverage salaries of district and project engineers obtained by taking the midpoint of the salary range for each state reported in PASHTO salary surveys (25-27)
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TABLE 2-16 Salary Ranges of Key Professional Positions in State Departments of Transportation and Highway Organizations, 1983-1984 (27) Salary (1984$)
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Missouri 38,200-48,000 21,948-30,384 19,200-22,056 21,948-30,384 Montana 32,212-41,316 20,785-28,311 16,159-22,093 17,475-23,861 Nebraska 30,219-42,307 22,629-31,681 19,126-25,501 16,944-23,722 Nevada 30,951-42,547 23,751-32,367 20,888-24,805 20,021-27,090 New Hampshire 24,005-29,660 21,333-26,150 14,567-17,628 17,004-20,495 New Jersey 36,177-48,833 26,995-36,446 19,139-20,010 23,318-31,483 New Mexico 32,184-45,300 26,472-43,140 17,916-29,196 17,064-27,804 New York 57,718-68,172 30,326-41,403 18,718-22,338 28,772-33,740 North Carolina 28, 560-43,836 21,468-32,856 19,212-20,088 17,928-27,216 North Dakota 28,956-42,420 21,600-31,644 16,128-23,628 16,932-24,804 Ohio 29,099-41,350 19,781-27,622 17,992-23,941 16,557-21,778 Oklahoma 39,271-52,626 23,383-38,313 18,429-24,697 23,521-31,520 Oregon 34,044-43,428 25,368-32,376 18,084-23,100 n.a. Pennsylvania 37,653-48,098 21,379-29,066 17,976-23,276 21,379-29,066 Puerto Rico 17,220-21,720 13,260-16, 860 11,280-14,280 10,380-13,080 Rhode Island n.a.
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TABLE 2-17 Employee Benefits in State Highway Agencies Benefits Expressed as Percentage State of Average Salary Hawaii 59 New York 55 Missouri 54 Maryland 52 Florida 50 Iowa 50 Ohio 49 Alabama 48 Mississippi 46 Ore9on 46 Louisiana 45 North Carolina 44 Colorado 43 Oklahoma 43 Idaho 42 Texas 41 Utah 41 Kentucky 40 Nebraska 39 Illinois 38 Kansas 37 Wyoming 36 Connecticut 35 Maine 35 Michigan 35 Nevada 35 Tennessee 33 West Virginia 33 Arkansas 32 Delaware 32 Minnesota 32 California 31 New Jersey 30 Washington 30 Rhode Island 29 Virginia 29 Wisconsin 29 Vermont 28 North Dakota 25 Massachusetts 24 New Hampshire 20 New Mexico 20 Montana 18 South Carolina 17 South Dakota 16 Alaska n.a. Arizona n.a.
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75 TABLE 2-18 Mean Salary of Members of ITE by Type of Employer (29) Employer Category Mean Salary(s)
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76 retiring professionals (this may require revision of other procedures, such as relocation assistance, to facilitate the accele.-ated development of in-house professionals) ; Review internal certification practices to make sure that there is no erosion in professional expertise needed for the growing complex rehabilitation work and at the same time make full use of necessary skills within the agency; Exploit the potential of computers through greater reliance or computer-aided design and drafting, automated pavement and maintenance management systems, and other improvements; Use more consultants, a resource states have identified as nearly the most effective one they draw on to help meet their staffing needs or improve productivity; Monitor and adjust incentives needed to attract and retain professionals, including recruitment, promotional opportunities, job satisfaction and compensation, and training and educational benefits; and Increase the versatility and depth of technicians and expand their application to routine tasks.
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77 Transportation to the United States Congress.
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78 B Kiran.
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3 Individual State Highway Agencies NEEDS FROM A STATE'S PERSPECTIVE Although state highway agencies will be replacing an exceptionally large proportion of their professional staffs during the coming decade, the nationwide need for new entry-level professionals does not currently exceed the supply of new graduates nor do future trends create needs that cannot be met through modest realignment of recent national trends. Nevertheless, the situation in some states is far more extreme than that implied by national averages.
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80 ties or emotional attachments to an area that overcome the inherent disadvantages of a career path that requires shifting field assignments and relocation in various corners of a state. If a state's peak demand for new professionals exceeds the capacity of its traditional nearby channels of new entrants, it may encounter exceptional difficulty recruiting or retaining graduates from other regions.
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81 example -- have recently been stepping up their hiring of engineers. Given the relatively soft labor market for civil engineers in the past several years, some states have seen this as an opportunity to recruit and bring into the organization large numbers of new graduates.
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82 TABLE 3-1 Hiring Difficulties Number of Responses No Difficulty Difficulty Type of Professional Hiring Hiring Management engineer 12 33 Professional engineer 21 27 Engineer technician 8 40 other (write-ins) Data-processing specialist 9 - Engineer in training 2 - Bridge engineer 1 - Controller 1 - Public information officer 1 - Traffic control specialist 1 - Environmental analyst 1 - Real estate appraiser 1 - Source: American Association of State Highway and Transportation Officials (AASHTO)
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83 chapter. State highway managers may find these measures useful as they alert state legislatures, governor's staffs, and other branches of state government to their special needs and as they work with other units of government to find creative and efficient solutions.
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84 expressed as a. percentage of the current professional work force.
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TABLE 3-2 States with the Highest Average Age of Engineers, 1984 State Average Age California 48.9 Texas 48.3 Oregon 47.6 Massachusetts 47.6 Nebraska 47.6 Missouri 47.1 Alabama 46.8 Idaho 46.6 South Dakota 46.2 Vermont 46.0 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984.
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86 more engineers in the older, and generally more experienced, age categories to one in which the largest category of employees will be the youngest and most inexperienced. Maintaining organizational cohesiveness and efficiency amid such a shift requires careful attention to management and training techniques.
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87 benefits at age 62 and receive maximum social security benefits at age 65. Percentage Eligible to Retire In most states, an employee may become eligible to retire with partial benefits when a certain age, length of service, or combination of both is reached.
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TABLE 3-3 Age Distribution for All Levels of Engineers in State Highway Agencies State Less than 26 26-35 36-45 46-55 56-60 61-65 Greater than 65 Total Percentage 56-60 Years Old Percentage 61 Years or More Alabama 9 57 222 344 68 29 1 730 9.3 4.1 Arkansas 4 77 56 48 19 2 2 208 9.1 1.9 California 0 529 841 1,908 843 415 0 4,537 18.6 9.1 Colorado 23 73 88 65 32 9 1 291 11.0 3.4 Connecticut 8 116 302 163 61 23 23 696 8.8 6.6 Delaware 9 17 19 25 7 5 1 83 8.4 7.2 Florida 5 153 319 271 92 32 4 876 10.5 4.1 Hawaii 0 31 64 83 14 0 0 192 7.3 0.0 Idaho 3 11 26 34 18 7 0 99 18.2 7.1 Illinois 94 234 315 338 158 31 11 1,181 13.4 3.5 Indiana 72 76 146 132 33 10 4 473 7.0 3.0 Iowa 11 62 36 62 31 13 0 215 14.4 6.0 Kansas 6 79 76 47 49 30 3 290 16.9 11.4 Kentucky 15 54 97 132 36 13 1 348 10.3 4.0 Louisiana 0 53 79 99 35 14 5 285 12.3 6.7 Maine 1 33 34 47 29 3 2 149 19.5 3.3 Maryland 22 89 81 112 29 10 3 346 8.3 3.8 Massachusetts 75 214 230 360 323 130 31 1,363 23.7 11.8 Minnesota 26 45 124 125 57 30 2 409 13.9 7.8 Missouri 64 79 149 349 159 53 0 853 18.6 6.2 Montana 2 37 38 34 3 1 0 115 2.6 0.9
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Nebraska 0 29 39 37 25 26 0 156 16.0 16.7 Nevada 8 40 75 53 12 4 1 193 6.2 2.6 New Mexico 5 40 90 21 11 6 1 174 6.3 4.0 New York 0 118 300 124 59 13 1 615 9.,6 2.3 North Carolina 70 102 286 262 67 17 2 806 8.3 2.4 North Dakota 5 31 17 26 8 2 0 89 9.0 2.2 Oregon 0 162 203 208 82 23 4 682 12.0 4.0 Pennsylvania 44 115 283 159 60 10 1 672 8.9 1.6 Rhode Island 8 23 15 5 3 1 0 55 5.4 1.8 South Carolina 21 70 103 104 34 15 4 351 9.7 5.4 South Dakota 9 31 40 74 38 8 1 201 18.9 4.5 Tennessee 32 83 54 49 26 6 0 250 10.4 2.4 Texas 0 92 153 257 132 64 2 700 18.9 9.3 Utah 0 4 11 33 7 5 2 62 11.3 11.3 Vermont 8 11 20 31 18 6 0 94 19.1 6.4 Virginia 8 108 214 202 75 17 2 626 12.0 3.0 Washington 43 278 482 328 55 15 2 1,203 4.6 1.4 West Virginia 4 53 63 35 15 2 3 175 8.6 2.9 Wisconsin 40 38 158 150 103 10 1 500 20.6 2.2 Wyoming 25 62 47 53 24 8 0 219 11.0 3.6 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984 (updated in February 1985)
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TABLE 3-4 Age Distribution for Nonmanagement Engineers in State Highway AgencieS State Less than 26 26-35 36-45 46-55 56-60 61-65 Greater than 65 Total Percentage 56-60 Years Old Percentage 61 Years or More Alabama 9 39 174 252 32 14 0 520 6.1 2.7 Arkansas 4 75 48 39 16 1 2 185 8.6 1.6 California 0 529 838 1,853 794 397 0 4,411 18.0 9.0 Colorado 23 72 82 57 27 7 1 269 10.0 3.0 Connecticut 8 116 302 163 61 23 23 696 8.8 6.6 Delaware 9 17 15 19 4 2 1 67 6.0 4.4 Florida 5 142 27.4 221 78 29 2 751 10.4 4.1 Hawaii 0 30 45 35 7 0 0 117 6.0 0.0 Idaho 3 7 10 4 8 1 0 33 24.2 3.0 Illinois 94 222 221 168 71 13 10 799 8.9 2.9 Indiana 71 69 124 82 16 5 2 369 4.3 1.9 Iowa 4 49 33 59 22 12 1 180 12.2 7.2 Kansas 6 79 72 44 36 27 3 267 13.5 11.2 Kentucky 15 53 70 72 20 9 0 239 8.4 3.8 Louisiana 0 48 54 43 14 6 4 169 8.3 5.9 Maine 1 33 24 17 14 2 1 92 15.2 3.3 MassachusettS 75 209 219 340 289 118 30 1,280 22.6 11.6 Minnesota 20 46 117 94 42 15 0 334 12.6 4.5 Missouri 64 79 149 339 153 48 0 832 18.4 5.8 Montana 2 34 16 8 0 0 0 60 0.0 0.0 Nebraska 0 29 29 16 11 15 0 100 11.0 15.0
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Nevada 8 40 57 36 6 2 1 150 4.0 2.0 New Mexico 5 40 74 14 7 6 1 147 4.8 4.8 New York 0 115 244 65 35 4 1 464 7.5 1.1 North Carolina 70 101 269 213 50 15 2 720 6.9 2.4 North Dakota 5 20 0 1 1 0 0 27 3.7 0.0 Oregon 0 150 153 121 45 7 2 478 9.4 1.9 Pennsyl',ania 44 74 44 16 2 0 0 180 1.1 0.0 Rhode Island 8 20 7 3 3 1 0 42 7.1 2.4 South Carolina 21 63 81 74 19 7 2 267 7.1 3.4 South Dakota 9 20 27 42 18 5 0 121 14.9 4.1 Tennessee 32 76 35 24 17 5 0 189 9.0 2.6 Texas 0 92 153 242 119 51 1 658 18.1 7.9 Utah 0 3 11 13 3 3 1 34 8.8 11.8 Vermont 8 11 19 21 13 4 0 76 17.1 5.3 Virginia 8 106 196 170 55 13 1 549 10.0 2.6 Washington 43 258 301 164 34 9 2 811 4.2 1.4 West Virginia 4 53 38 21 7 0 2 125 5.6 1.6 Wisconsin 40 35 104 70 33 4 0 286 11.5 1.4 Wyoming 25 60 34 33 20 5 0 177 11.3 2.8 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984 (updated in February 1985) Note: 40 states reporting.
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TABLE 3-5 Age Distribution for Management-Level Engineers in State Highway Agencies State Less than 26 26-35 36-45 46-55 - 56-60 61-65 Greater than 65 Total Percentage 56-60 Years Old Percentage 61 Years or More Alabama 0 18 48 92 36 15 1 210 17.1 7.6 Arkansas 0 2 8 9 3 1 0 23 13.0 4.3 California 0 0 3 55 49 18 0 125 39.2 14.4 Colorado 0 1 6 8 5 2 0 22 22.7 9.1 Delaware 0 0 4 6 3 3 0 16 18.8 18.8 Florida 0 11 45 50 14 3 2 125 11.2 4.0 Hawaii 0 1 19 48 7 0 0 75 9.3 0.0 Idaho 3 11 26 34 18 7 0 99 18.2 7.1 Illinois 0 12 94 170 87 18 1 382 22.8 5.0 Indiana 1 7 22 50 17 5 2 104 16.3 6.7 Iowa 0 0 1 4 13 2 0 20 65.0 10.0 Kansas 0 0 4 3 13 3 0 23 56.5 13.0 Kentucky 0 1 27 60 16 4 1 109 14.7 4.6 Louisiana 0 5 25 56 21 8 1 116 18.1 7.7 Maine 0 0 10 30 15 1 1 57 26.3 3.5 Massachusetts 0 5 11 20 34 12 1 83 41.0 15.7 Minnesota 0 0 11 28 18 5 0 62 29.0 8.1 Missouri 0 0 0 10 6 5 0 21 28.6 23.8 Montana 0 3 22 26 3 1 0 55 5.5 1.8 Nebraska 0 0 10 21 14 11 0 56 25.0 19.6
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Nevada 0 0 18 17 6 2 0 43 13.9 4.7 New Mexico 0 0 16 7 4 0 0 27 14.8 0.0 New York 0 3 56 59 24 9 0 151 15.9 6.0 North Carolina 0 1 17 49 17 2 0 86 19.7 2.6 North Dakota 0 11 17 25 7 2 0 62 11.3 3.2 Oregon 0 12 50 87 37 16 2 204 18.1 8.8 Pennsylvania 0 41 239 143 58 10 1 492 11.8 2.2 Rhode Island 0 3 8 2 0 0 0 13 0.0 0.0 South Carolina 0 7 22 30 15 8 2 84 17.9 11.9 South Dakota 0 11 13 32 20 3 1 80 25.0 5.0 Tennessee 0 7 19 25 9 1 0 61 14.7 1.6 Texas 0 0 0 15 13 13 1 42 30.9 33.3 Utah 0 1 0 20 4 2 1 28 14.3 10.7 Vermont 0 0 1 10 5 2 0 18 27.8 11.1 Virginia 0 2 18 32 20 4 1 77 26.0 6.5 Washington 0 20 181 164 21 6 0 392 5.3 1.5 West Virginia 0 0 25 14 8 2 1 50 16.0 6.0 Wisconsin 0 3 54 80 70 6 1 214 32.7 3.3 Wyoming 0 2 13 20 4 3 0 42 9.5 7.1 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984 (updated in February 1985)
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94 TABLE 3-6 Frequency Distribution of Average Retirement Age in 40 States Ave rage Retirement Number Age of States 57 2 58 1 59 1 60 6 61 5 62 12 63 8 64 1 65 4 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984. percent of Florida's professionals.
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95 TABLE 3-7 Highest Retirement Eligibility, 1985-1989 Percentage Eligible State to Retire Florida 90.8 Pennsylvania 77.1 Kentucky 55•7 Texas 52.6 California 52.0 Massachusetts 51.9 Missouri 49.4 Hawaii 43.8 Delaware 43.4 South Carolina 41.0 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984. Note: In some states employees can retire and earn very low retirement benefits after relatively few years of service.
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96 TABLE 3-8 Highest Retirement Eligibility with Full Benefits, 1985-1989 State Percentage Eligible to Retire with Full Benefits Iowa 41.0 Texas 40.4 South Carolina 40.2 Kentucky 39.7 Florida 34.9 West Virginia 31.4 Tennessee 30.0 Missouri 29.2 Delaware 28.9 Utah 27.4 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984. Note: States differ somewhat in their definition of engineers, which should be taken into account in comparing the data.
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97 proportion of employees that will retire in the next 5 years, assuming that all employees retire at the agency's historic average retirement age.1 Based on this index, there will be substantial turnover in some of the nations largest state departments of transportation. California and Texas -- two of the largest state transportation organizations -- will lose about one of four engineers in the next 5 years if all their employees retire immediately on reaching the average retirement age for those agencies (Table 3-9)
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98 TABLE 3-9 Highest Index of Projected Retirements, 1985-1989 Index of Current Engineers Expected to Retire Within 5 Years of Mean State Retirement Agea California 27.7 Texas 24.5 Connecticut 22.4 Massachusetts 21.3 Hawaii 20.2 Kentucky 19.5 Wisconsin 18.6 Kansas 18.1 Iowa 18.0 Missouri 17.4 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984. Note: States differ somewhat in their definition of engineers, which should be taken into account in comparing the data.
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99 TABLE 3-10 Highest Expected Attrition, 1985-1989 Percentage State of Attrition Indiana 43.3 Oregon 30.8 South Carolina 29.9 Virginia 27.2 Missouri 27.0 Delaware 22.9 Pennsylvania 22.3 Wyoming 20.5 California 20.0 Texas 19.3 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984. Note: States differ somewhat in their definition of engineers, which should be taken into account in comparing the data.
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100 State Hiring Plans Many state hiring plans reflect high anticipated rates of attrition. Indiana, Maine, Oregon, and South Carolina all plan to hire at least one new engineer for every three now on the job (Table 3-11)
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101 It is beyond the scope of this study of transportation professional needs to gather and analyze sufficient data on each of the states to predict the future professional requirements of each. Rather, simple statistical indexes have been developed as a first step in aiding the states in their assessments.
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TABLE 3-12 Summary of Various Indexes of Future Engineer Retirement in State Highway Agencies State 1984 Average Ages Average Retirement Ageb 1985-1989 Percentage Eligible to Retireb Percentage Eligible to Retire with Full Benefitsb - Estimated Percentage of Retirementsa Percentage of AttritiOnb Percentage to be Hiredb Alabama 46.8 62 n.a.
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Nevada 42.2 n.a.
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4 The Transit Industry The public transit industry in the United States includes more than 1,000 public and private systems operating motor bus and heavy and light rail transit as well as about 20 special systems such as cable cars, inclines, ferries, tramways, and automated guideway systems. Unlike the transit industry of 20 years ago, today more than half of the nation's bus and rail systems are publicly owned or operated.
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105 TABLE 4-1 Public Transit System Operation in the United States (2) Type of Operator Number Percentage State 7 11 County 85 15 Municipal 354 64 District or authority 110 20 Total 556 trolley, or demand-responsive system employees; and 30 percent of rail rapid transit employees are executives, professionals, or supervisors (Table 4-2)
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107 agencies not only operate and maintain the bus and rail vehicles but also perform routine business tasks such as planning, marketing, inventory management, accounting, claims, litigation, and administrative support. Small transit agencies often hire a single professional responsible for several of these activities.
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108 and supervise inspection, daily servicing, routine maintenance, and major repair of transit vehicles. An additional 6,300 professionals work in various administrative and financial positions in the transit industry.
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109 urban areas, the price and service characteristics of transportation facilities linking those activities, and public attitudes about the comfort, convenience, and acceptability of transit for various types of trips, particularly work trips. Public attitudes about the types of transit that should be provided also help to shape federal, state, and local governmental decisions to finance capital improvements, to subsidize transit operations, to initiate new routes, or to discontinue old services.
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BOARD OF DIRECTORS General Manager Office of General Deputy Audit & Inspections Counsel General Manager Office of Office of Government Relations Public Affairs Department of Department of Administration Bus Service Asst. General Manager Asst.
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Secret Board Safety & Policy and [ Fire Protection tong Range Planning Department of Department of Finance Rait Service Aunt. 6oneral Manager Aunt.
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TABLE 4-3 Types of Executive, Professional, and Supervisory Employees in Transit Agencies of Various Sizes Number of Systems That Employ Professionals Number of by Category Revenue Total Exec- Oper- Main- Planning! Financial!
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113 Since 1972 -- before the Arab oil embargo -- the vehicle miles of transit service provided and the number of revenue passengers carried have grown about 2 percent per year, according to APTA statistics (Table 4-4)
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114 explained by different methods of counting trips that include transfers from one vehicle to another. APTA counts each link of such trips as a separate trip; the census counts the entire combination as a single trip.
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115 This growth also accounts for any changes in productivity likely to occur. Generally, the number of vehicle miles operated per transit employee has declined since World War II, perhaps due in part to shifts in geographical coverage of service or the types of services provided.
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TABLE 4-5 Average Retirement Age by Transit System Size Number of Revenue Number of Responses by Retirement Age Vehicles 55 57 58 59 60 62 63 64 65 66 67 Total, all systems 1 2 1 1 5 17 5 5 20 1 1 Systems with more than 1,000 revenue vehicles 1 1 0 1 1 2 0 0 0 0 0 Source: APTA survey of transit agencies for the Transportation Professional Needs Study, 1984.
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TABLE 4-6 Transit Agency Retirement Eligibility, Attrition, and Hiring Plans, 1985-1989 Percentage Percentage Total Eligible Overall Percentage Employees Percentage to Retire Attrition Hiring in Function Eligible with Full Anticipated Anticipated Position Nationwide to Retire Benefits by Agencies by Agencies Executive 1,900 27.6 18.3 26.6 28.3 Operations 9,100 29.9 20.6 14.7 17.6 Maintenance 4,300 31.3 19.7 19.0 23.7 Planning and marketing 3,200 14.5 5.6 20.8 24.2 Financial and administrative 6,300 21.4 15.1 19.6 25.8 All professionals 26.0 17.0 19.0 23.0 Source: APTA survey of transit agencies for the Transportation Professional Needs Study, 1984. Note: Based on information from 59 transit agencies.
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118 retire at 62, approximately 11.4 percent (2.3 percent per year) of the current transit work force can be expected to retire by 1990.
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119 die, become disabled, shift to jobs outside of transit, or leave the work force; and About 300 per year will be due to growth in transit employment. The largest number of new positions will be in operations, finance and administration, and maintenance.
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120 young graduates from planning, engineering, and many other backgrounds. The average age of transit professionals is now about 10 years younger than it was in 1973 (Table 4-7)
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121 be found to interest these graduates in employment within the transit industry and to provide any specialized transit training that general educational programs cannot provide. SKILL SHORTAGES IN TRANSIT AGENCIES Some skills necessary for transit have been difficult to obtain.
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122 TABLE 4-8 Transit Hiring Difficulties Position Number of Responses Yes No All properties Executive 14 45 Operations 19 53 Maintenance 21 45 Planning/marketing 14 56 Financial/administration 11 47 Rail only Design/construction engineers 6 12 Other engineers 8 10 Other (write-in) Data processing 5 - Source: APTA survey of transit agencies for the Transportation Professional Needs Study, 1984.
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123 opportunities was next in importance followed by low recruitment budget. The remaining causes in order of importance were program or funding changes, work location, civil service restrictions, hiring ceiling, and previous layoffs or attrition.
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TABLE 4-9 Typical Responsibilities of the Maintenance Manager of a Mid-Size Bus Agency Management Supervisory Technical Advises general manager on maintenance issues Develops major policies, procedures and programs for maintenance Administers labor agreement for employees in maintenance department Coordinates with other department heads Evaluates departmental performance Has overall responsibility for departmental budget development and management Serves as spokesperson for department Plans, directs, and coordinates activities of individuals responsible for major repair of buses, service vehicles, and related components and equipment Establishes and implements maintenance procedures for effective, efficient, and proper repair of all buses and service vehicles to ensure maximum utilization and life of equipment Analyzes labor and equipment report summaries for various bus maintenance activities and ensures timeliness of Bus Fleet Maintenance Reporting System Oversees development of plans for acquisition of new vehicles, shop and garage facilities, and equipment and rehabilitation of existing equipment Participates in inspection and testing of newly purchased equipment before acceptance by evaluating results for conformance to authority's standards and specifications Generally supervises mid-management level positions (superintendents) or mechanics depending on size of agency Responsible for final selection, promotion, and dismissal of employees under supervision of maintenance manager Identifies training needs and coordinates with department responsible for training programs Works closely with midmanagement to execute policies, procedures, and programs
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Serves as a member of labor negotiating team Manages and oversees departmental programs for management by objectives Develops performance indicators and program objectives and conducts or oversees analyses and evaluations of performance to determine progress toward goals Oversees and directs special projects for department Supervises and oversees preparation of nearand long-range forecasts for funds, personnel, equipment, and other operational needs Provides information, recommendations, and related assistance to collective bargaining process Discusses complaints and grievances with employees or their representatives and attempts to resolve complaints using sound employee relations practices Evaluates employee performance Makes periodic visits to garage and repair shop areas to ensure standards of quality and volume of maintenance repair and inspection work Enforces safety policies for shop work areas and recommends changes as appropriate Ensures that an adequate inventory of parts is available to prevent delays in repairing buses and related service vehicles Conducts analyses of equipment failures and takes corrective action in conjunction with operating and staff personnel Participates in accident investigations to determine their causes and extent of damage to vehicles involved in such accidents Administers action to maintain morale and discipline
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TABLE 4-10 Hiring Difficulties by Size of Transit System Number of Responses by Professional Category Number of Financial! Revenue Exec- Opera- Mainte- Planning!
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TABLE 4-11 Reasons for Hiring Difficulties by Transit Agencies Number Number of Responses by Reason for Hiring Difficulties Number of of Lack of Lack of Low Program or Work Revenue Respon- Qualified Low Advancement Recruitment Funding Loca- Civil Hiring Vehicles dents Applicants Salary Opportunities Budget Changes tion Service Ceiling Layoffs 1,000 or more 7 4 3 2 1 0 2 1 1 0 500-999 12 8 6 5 3 4 1 1 0 0 250-499 13 9 9 3 2 0 1 0 3 0 100-249 24 8 7 8 1 3 2 2 0 1 50-99 12 5 5 5 0 0 0 0 0 0 Less than 50 21 6 10 7 4 1 1 1 0 0 Not oper- ating 1 1 0 0 0 0 0 0 0 0 Total 90 41 40 30 11 8 7 5 4 1 Source: APTA survey of transit agencies for the Transportation Professional Needs Study, 1984.
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128 these benefits are threatened by loss of revenues from all levels and by changing federal policy.... Such difficulties tend to be self-perpetuating.
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129 agency, the New York City Transit Authority, is working to strengthen its management forces by altering the dual layer of union and civil service requirements that affects supervisory and management personnel. The changes proposed are designed to increase accountability and enable the transit authority to better use performance evaluations to motivate professional employees and select superior candidates for further advancement.
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130 Offering management training courses and underwriting formal educational costs, Using automated management systems, and Hiring consultants for legal counsel, claims, or insurance management. Reorganization was also frequently cited as an important means of enhancing productivity, although the survey did not collect information on the specific functions that were being grouped or relocated.
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131 The Portland State University study revealed that the most important training needs, in order, are time management, human relations, financial administration, first line supervision, maintenance, operations, and computer training. The creation of a successful training program for the professional employees of transit systems requires each transit system to develop and execute a plan that is supportive of organizational philosophy, responsive to the training and professional development needs of individual employees, and cost-effective and affordable to ensure its longevity.
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132 - introduction of new ideas and insights, - opportunity for cross-fertilization of ideas and information, and - exposure to experts in a specific field or area. All employees who receive training should be required to evaluate the effectiveness of the training program regarding its usefulness for job performance (14)
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133 cations, and career counseling for class participants. Enrollment in the course is voluntary.
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134 firm, concentrate on managerial theory and applications. Participants receive university credit for each class and a certificate on completion of the program.
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135 Use of Consultants and Contractors Many transit agencies use consultants or they contract out work that might otherwise be performed by in-house staff. Forty-six transit agencies indicated that they retained consultants for legal counsel, and 44 contracted out their claims and insurance management functions.
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136 contract services (Table 4-13)
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137 systems also expect increased demand for traditionally important capabilities, notably supervisory and training skills. Transit firms expect a moderate increase in their need for marketing, maintenance, operations, middle management, and labor relations skills.
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TABLE 4-14 Changes in Skill Requirements Anticipated by Transit Agencies Change in Skill Requirements Greatest need Computer programming and systems analysts Supervisory Training Moderate need Marketing and information service Maintenance management Operations management Middle management Safety Human resource management Community relations Elderly and handicapped coordination Number of Responses by Level of Service More Less Same NA/Blank More - Lessa 71 1 13 5 70 58 1 31 0 57 56 0 32 2 56 53 0 35 2 53 52 1 36 12 51 46 1 41 2 45 46 2 38 4 44 43 0 44 3 43 43 0 39 8 43 41 0 46 3 41 38 1 42 9 37
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Service planning Labor relations Least need Financial, business, and economic Capital programs management TSM Service brokering Scheduling Legal Audit Engineering 34 0 53 4 34 33 0 51 6 33 analysis 31 0 50 9 31 29 5 46 10 24 27 3 44 16 24 29 7 15 39 22 24 5 59 2 19 13 0 69 8 13 14 2 68 6 12 17 6 32 35 11 Source: APTA survey of transit agencies for the Transportation Professional Needs Study, 1984. Note: Based on information from 90 respondents.
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140 niques. Future transit professional needs will be met largely through these same techniques.
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141 correct any possible barriers impeding the advancement of top-quality professionals. Computer applications have assisted about half of the nation's transit agencies to improve productivity or meet their staff needs; these agencies use computers for routing, scheduling, office automation, and other applications.
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142 Future Directions of Urban Public Transportation: Proceedings of a Conference held Sept. 26-29, 1982, Woods Hole, Massachusetts.
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5 Local, Regional, and Federal Agencies LOCAL AND REGIONAL AGENCIES Generally the responsibilities and skills of professionals in city, county, and regional government mirror the structures and principal activities of these organizations. In municipalities, of which there are about 19,000 in the United States (1)
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From page 154... ...
144 bridges, solid waste disposal, drainage, and flood control as well as control of land development through subdivision regulation and water and sewer planning. Street and bridge maintenance and rehabilitation are usually the main transportation functions (Table 5-1)
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From page 155... ...
145 for county roads; collect garbage; and perform varied tasks such as the extermination of mosquitos (3,4)
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From page 156... ...
146 nate comprehensive transportation planning. The designated MPOs in many cases were RPCs, COGs, or other agencies that already existed.
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147 TABLE 5-2 Employment in Local Highway Agencies (6) Number of Year Employees 1965 266,000 1970 271,000 1975 298,000 1977 290,000 1978 295,000 1979 285,000 1980 277,000 1981 265,000 1982 265,000 in these states to reduce their staff; future actions of this sort could decrease local employment further.
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148 0.4 percent per year on average from 1975 to 1990, and suburban and small urban areas will grow a bit faster. Urban travel will also grow slowly on average -- around 1.3 percent per year.
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149 local levels is a rough extrapolation of membership data of the American Planning Association (APA) and the results of a Study of MPO5.
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150 TABLE 5-4 Age Distribution of County Engineers, 1984 Age Group Number Percent Less than 26 2 0.3 26-35 46 6.5 36-45 185 26.1 46-55 234 33.0 56-60 147 20.7 61-65 76 10.7 66+ 20 2.8 Total 710 Source: National Association of County Engineers. many county transportation departments are small, civil engineers running offices frequently have developed administrative, communication, and, management skills in addition to a wide variety of engineering skills.
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151 TABLE 5-5 Age Composition of City Public Works Agency Management, 1980 (4) Percentage by Age Group Less than Position 35 35-44 45-54 55-65 Director 16 27 33 24 Key aide 22 26 31 20 group who currently work for state transportation organizations.
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152 Planners Professionals in planning positions appear to have higher than average attrition because of shifting organizational roles, fluctuations in the size of individual agencies, and shifts in the relative attractiveness of other career opportunities for planners, either in other government agencies or in the private sector. Much of this shifting is within different parts of the planning profession, so that the net need for professional planning skills is little affected.
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From page 163... ...
153 traffic volumes and multiple jurisdictions in urban areas: Training replacements for retiring county engineers, Increasing traffic operations and control skills, especially in urban areas, and Improving communication, coordination, and implementation skills, particularly to make better use of planners. Training County Engineers Bringing in or promoting less-experienced engineers or more technicians for the counties' top highway jobs as one-third of the professionals retire during the next 5 to 10 years could erode the quality of county transportation management and engineering.
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154 Institute of Traffic Engineers, also sponsor courses. State Highway agencies, and Federal agencies, including the Federal Highway Administration, sponsor courses.
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From page 165... ...
155 require technicians with considerable skill in electronics, understanding of traffic engineering principles, and a keen sense of what is practical and safe for moving vehicles, pedestrians, and even bicyclists. Furthermore, during the construction and maintenance of streets and highways, traffic control specialists often must reroute traffic or improvise temporary signal arrangements.
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156 TABLE 5-7 Traffic Engineering Professionals and Technicians in Urban Transportation Agencies, 1975-1985 Percent 1975 1985 Growth Number of traffic engineering professionals per 100,000 populationa 2.3 2.6 13.1 Number of traffic engineering technicians per 100,000 populationa 2.1 2.6 23.8 Source: Institute of Transportation Engineers. acities with population of more than 100,000.
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From page 167... ...
157 neering positions, and all but two others are drafters, inspectors, traffic control specialists, or computer programmers. The planning division is composed mainly of planners and planning technicians but also includes a few engineers.
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From page 168... ...
158 department, and nurture responsibility. Task forces must complete special projects within a deadline and the team members share in the presentation of task force results to top management.
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From page 169... ...
159 ic analysis, business, and other entrepreneurial skills useful for cost estimation, service brokering, and launching joint public and private enterprises. At the same time planners should not sacrifice their ability to portray the more distant future and to generate strategies for responding to changes in the internal and external environments.
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TABLE 5-8 Planners' Median Salaries by Employer and Experience (13) Median Salary ($)
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161 NHTSA This federal agency, established by Congress in 1970, is responsible for reducing deaths, injuries, and economic losses resulting from traffic accidents. NHTSA carries out its mission by setting and enforcing safety performance standards for motor vehicles and providing grants to state and local governments, enabling them to organize, develop, and implement their safety programs more effectively in such areas as occupant protection, drunk driving, pedestrian and motorcycle safety, and emergency medical programs.
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162 agency was hiring professionals primarily at the entry level in the 12 months preceding June 1984 but said it experienced no unusual difficulties. This situation was generally attributable to two factors.
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163 If the federal highway program were to increase 25 percent in real dollars, F}IWA believes that the most important increase in skill needs or types of staff would be in the areas of construction inspection, traffic handling and operations, and financial, business, and economic analysis. If a 25 percent real decline in the program occurred, the types of skills and staff that it would most reduce would be middle management, supervisory and administrative and personnel.
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From page 174... ...
TABLE 5-9 Current Age Distribution and Future Retirement, Attrition, and Hiring Plans of FHWA • Age of Current Staff (number by age group) Future Staff (1985-1989)
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165 Replacement of planners because of future retirements does not appear to be a problem because most are relatively young, having been hired during the 1960s and 1970s when legislation created new planning requirements. One-third of the county engineers now exceed 55 years of age and are expected to retire in the next decade.
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166 REFERENCES The Municipal Year Book. International City Management Association, Washington, D.C., 1984.
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From page 177... ...
Outlook for Entry-Level Civil Engineers for State Highway Agencies Graduating engineers are the primary source of professionals entering state departments of transportation. These agencies generally recruit entry-level professionals directly from the graduating classes of university engineering schools and train them on the job.
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From page 178... ...
168 continue, the number of college enrollments will decline in the years ahead. The share of these graduates that enter civil engineering may continue to decline.
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From page 179... ...
169 supported by the following labor market indicators: Recent declines in job and salary offers to new engineering graduates, Small changes over time in the salaries of state highway engineers relative to other kinds of engineers in positions of comparable responsibility, and Few major industrial employers reporting a lack of qualified applicants for civil engineering job vacancies. The College Placement Council reports that the number of job offers to new graduates receiving bachelor's degrees in civil engineering more than doubled from 1977 to 1981 but then plummeted by 80 percent in 1983, probably largely in response to the severe recession in the construction industry (Table 6-1)
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170 addition, the starting salaries of bachelor's-degree civil engineers had fallen below the 1974 level in real dollars, unlike those of electrical, aeronautical, industrial, and mechanical engineers, which had risen (Table 6-2) All these salary trends suggest that the market for civil engineers has been soft for a decade and that there has been a more-than-ample supply of civil engineers in the last 2 years.
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171 TABLE 6-3 Private Firms Reporting Difficulties in Obtaining Qualified Applicants Percentage Reporting Insuff i- cient Qualified Applicants by Type of Engineering Elec- Corn- Petro- Year Civil tronic puter leum 1981 12 58 51 65 1982 4 32 21 19 1983 5 7 6 7 1984 3 12 15 4 Source: National Science Foundation. OUTLOOK FOR COLLEGE ENROLLMENTS Since 1960 the most important demographic trend affecting college enrollments has been the dynamics of the baby boom.
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172 long-term overall trend in all academic fields (including engineering) was one of growth until the late 1970s when the curve leveled off (3)
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From page 183... ...
173 SHARE OF ENGINEERS ENTERING CIVIL ENGINEERING Bachelor's degrees awarded in civil engineering increased from 6,526 in 1971 to 10,678 in 1981 and then declined to 9,877 in 1984. During this same period, civil engineering master's degrees increased from 2,425 to 3,324 (Table 6-4)
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From page 184... ...
ThBLE 6-4 Number of Civil, Construction, and Transportation Engineering Degrees ('?
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From page 185... ...
aundergraduate. 25 20 I- w 0 15 cc 0 10 5 TABLE 6-5 Women in the Professional Fields, 1984 (8)
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176 freshman or sophomore year, even though many schools do not allow students to choose an engineering subfield at the outset of their undergraduate work. In the mid-1970s students were undoubtedly responding to the previous growth in civil engineering employment opportunities and expectations of future opportunities.
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178 The tendency toward late selection of civil engineering as a major suggests that civil engineering may be a second choice for some students. To the extent that this is true, the civil engineering share could be eroded still further as popular competing courses become less crowded because of falling enrollments.
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179 small part of the nation's trained civil engineers. To be counted among the civil engineers working at state departments of transportation, three conditions must be met.
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180 FUTURE AGENCY NEEDS COMPARED WITH FUTURE SUPPLY OF GRADUATES Based on the preceding discussion, the following assumptions appear to offer a reasonable basis for projecting the future supply of graduating civil engineers available to state departments of transportation: The number of graduates in all fields of engineering will decline from 76,931 in 1984 to 71,372 in 1989 because of the declining college-age population, as forecast by the Scientific Manpower Commission (4) ; The share of these graduates entering civil engineering will continue to decline by about five percentage points per year (American Society of Civil Engineers, unpublished data)
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TABLE 6-6 Supply of New Civil Engineering Graduates and Other New Entrants to State Highway Organizations and Comparison with Requirements Supply Requirements - Total Total Number Number Addition Supplied of Civil Net Growth to Supply to State Engineers (Allowing for Attrition Future Labor Market Conditionm in United Highway Employed Productivity (Retirements Change in Change in Surplus or Year States Agencies by States Improvements) and Deaths)
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182 historical pro-rata share of engineering graduates. If the trends assumed earlier do not change, the states could find that they are unable to hire sufficient numbers of new graduates.
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184 and public utility degrees (Table 6-7)
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TABLE 6-7 Number of Transportation and Public Utility Degrees (7) Year Bachelor's Degreesa Total Men Women Master's Total Degrees Men Women Doctorates Total Men Women 1981-1982 1,816 1,431 385 129 116 13 2 1 1 1980-1981 1,538 1,275 263 120 ill 9 3 3 - 1979-1980 1,322 1,067 255 142 121 21 4 4 - 1978-1979 1,151 940 211 134 130 4 3 2 1 1977-1978 1,084 932 152 158 151 7 1 1 - 1976-1977 1,124 979 145 125 115 10 6 5 1 1975-1976 1,057 958 99 108 103 5 3 3 - 1974-1975 .812 747 65 117 116 1 2 2 - 1973-1974 618 588 30 109 109 - 2 2 - 1972-1973 567 548 19 159 157 2 9 8 1 1971-1972 644 641 8 66 66 - 6 6 - 1970-1971 662 656 6 63 63 - 3 3 - aFour or 5 year programs.
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186 neither shortage nor surplus conditions are static (11) A joint study of the U.S.
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187 Active recruitment of women and minorities for civil engineering education is desirable, not just at the college level but among top high school students as well. Both women and minorities remain substantially underrepresented among civil engineering graduates in comparison to their shares of the United States' population.
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188 apply to the use of civil engineers by other sectors such as local units of government and even transit agencies. These other sectors are not currently experiencing shortages of civil engineers but will also face a tighter labor market in the next decade.
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189 Projected Response of the Science, Engineerinq and Technical Labor Market to Defense and Nondefense Needs: 1982-87.
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Appendix A Brief Review of Previous Research and Data Sources No systematic assessment of transportation professional needs in the United States has been done in 30 years. Nevertheless, the results reported here have drawn on procedures developed in earlier assessments as well as on numerous sources of current data.
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191 Both these assessments examined only engineering requirements and not the supply of engineers or the supply and demand for other kinds of professionals. Now a generation out of date, they offer little insight into the current situation.
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192 number demanded in the recent past." This work proved controversial because it was published the same year that the Russians launched Sputnik and many observers of the labor market believed that shortages of engineers were emerging. Arrow and Capron in a 1959 paper entitled "Dynamic Shortages and Price Rises: The EngineerScientist Case" responded to Blank and Stigler by providing an alternative definition of shortages, characterized as vacancies resulting from salaries that are temporarily too low to clear the market (6)
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193 Stewman provides a lengthy review of job projection models with an emphasis on Markov models in two articles in the Journal of Mathematical Sociology (14,15)
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194 Meet Future Needs (Project 20-5)
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195 training needs, organizational development, transit finance, and planning requirements. National Urban Mass Transportation Statistics, containing Section 15 data, has the most recent and complete information on the numbers of professional, executive, and supervisory workers in transit (29)
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196 Performance and Employee Satisfaction and Organization Theory and the Structure and Performance of Transit Agencies (34,35) , document their findings to date.
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197 Civil Engineering, University of Waterloo, Waterloo, Ontario, Dec.
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198 Science and Enqineerinq Education for the 1980's and Beyond. National Science Foundation and U.S.
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199 R.A. Mundy and J.C.
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Appendix B Survey of State fransportation and Highway Departments The American Association of State Highway and Transportation Officials (AASHTO) administered a survey in behalf of the Transportation Research Board to state departments of transportation and highway agencies as well as to the District of Columbia and the Federal Highway Administration (FHWA)
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201 information that the states provided in February 1985, after the study committee held its final meeting. Thus, the data in Chapter 3 are generally more recent and accurate.
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202 PART 1 Selected Summary Tables and Figures Derived from Survey Responses of State Transportation and Highway Departments TABLE B-i Total Number of Engineers by State, 1984 State Total Number of Engineers Alabama 731 Alaska 444 Arizona 291 Arkansas 189 California 4,537 Colorado 955 Connecticut 717 Delaware 82 Florida 1,411 Georgia 964 Hawaii 39 Idaho 100 Illinois 1,198 Indiana 478 Iowa 188 Kansas 290 Kentucky 348 Louisiana 384 Maine 150 Maryland 320 Massachusetts 1,286 Michigan 465 Minnesota 386 MissisSippi 215 Missouri 853 Montana 116 Nebraska 160 Nevada 401 New Hampshire 248 New Jersey 1,041 New Mexico 174 New York 2,439 North Carolina 885 North Dakota 89 Ohio 590 Oklahoma 515 Oregon 1,005 Pennsylvania 672 Rhode Island 55 South Carolina 351 South Dakota 160 Tennessee 283 Texas 700 Utah 99 Vermont 94 Virginia 549 Washington 1,1.76 West Virginia 167 Wisconsin 500 W'oming 274 District of Columbia 205 TOTAL 29,969 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984. Note: States differ somewhat in their definition of rofessiona1 engineers, which should be taken into account in making comparisons.
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203 TABLE B-2 Number of Planners and Computer Specialists in State Highway Agencies Computer State Planners Specialists Alabama 24 14 Arkansas 5 12 California 416 277 Connecticut 99 32 Delaware 19 7 Florida 9 60 Hawaii 1 0 Idaho 14 5 Illinois 100 40 Indiana 14 45 Iowa 36 16 Kansas 2 12 Kentucky 7 0 Louisiana . 5 24 Maine 11 10 Maryland 17 0 Massachusetts 0 13 Michigan 103 59 Minnesota 39 14 Mississippi 8 5 Missouri 16 19 Montana 4 3 Nebraska 17 18 Nevada 23 19 New Hampshire 3 13 New Jersey 78 80 New Mexico 7 36 New York 225 61 North Carolina 13 46 North Dakota 3 6 Ohio 30 21 Oklahoma 12 50 Oregon 12 23 Rhode Island 11 10 South Carolina 11 .
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TABLE B-3 Total Number of Employees of All Types in State Departments of Transportation and Highway Agencies, 1975-1984 1975 1976 1977 J,78 1979 1980 1981 1982 1983 1984 Alabama 6,036 5,524 5,702 6,024 5,192 4,092 3,743 3,677 3,843 4,051 Arkansas 4,001 3,961 4,037 4,102 4,236 4,244 3,938 3,764 3,749 3,718 California 16,722 14,239 14,126 15,112 15,365 16,250 15,786 15,250 15,961 16,708 Colorado 3,171 3,293 3,304 3,300 3,288 3,330 3,138 3,038 3,114 3,162 Connecticut 5,310 4,876 5,021 5,048 4,839 4,676 4,437 4,270 4,299 4,481 Delaware 1,387 1,380 1,316 1,266 1,236 1,272 1,267 1,265 1,250 1,228 F,lorida 9,670 9,406 9,610 9,248 8,961 8,632 8,225 8,452 8,489 8,557 Hawaii ; 873 863 921 945 1,066 1,100 1,005 1,039 1,033 1,057 Idaho 1,504 1,474 1,461 1,459 1,425 1,426 1,386 1,461 1,610 1,620 Illinois 7,574 7,919 7,767 7,648 7,457 7,624 7,611 7,297 7,097 7,147 Indiana 4,981. 4,967 5,017 5,087 5,191 5,135 4,648 4,711 4,982 5,139 Iowa 4,079 4,282 4,288 4,305 4,282 4,260 3,984 3,885 3,771 3,858 Kansas 3,891 3,839 3,823 3,766 3,827 3,820 3,773 3,618 3,170 3,167 Kentucky 9,665 9,038 8,841 8,856 9,265 7,446 6,778 6,554 6,300 6,442 Louisiana 7,160 7,145 7,228 7,460 7,544 7,479 7,741 7,747 7,416 7,148 Maine 2,906 2,948 2,661 2,733 .
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TABLE B-4 Total Engineers by State, 1975-1984 State 1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 Alabama 737 713 761 826 803 737 694 721 720 731 Arkansas 173 174 180 184 192 192 196 192 188 189 California 5,065 3,098 3,204 3,479 3,816 4,272 3,974 3,716 3,797 4,537 Colorado 976 987 993 995 986 998 973 881 934 955 Connecticut 810 761 741 730 715 712 668 654 691 717 Delaware 90 86 90 87 85 81 81 82 85 82 Hawaii 42 42 42 42 42 42 40 40 40 39 Illinois 1,264 1,226 1,182 1,147 1,114 1,143 1,138 1,122 1,170 1,198 Indiana 451 469 465 407 424 423 412 426 431 478 Iowa 247 233 217 215 213 208 196 168 187 188 Kansas 310 325 340 360 352 330 325 315 300 290 Kentucky 493 499 496 493 450 445 379 355 345 348 Maine 163 156 149 152 159 156 148 145 146 150 Minnesota 394 406 417 397 406 405 382 380 379 386 Mississippi 235 228 227 211 197 204 207 203 212 215 Missouri 931 917 915 913 907 886 860 784 791 853 Montana 137 137 137 138 136 137 125 115 118 116 Ui Nebraska 139 135 138 136 133 142 141 142 155 160 New Mexico 125 129 127 118 119 119 109 137 137 174 North Carolina 713 722 714 737 751 759 749 755 695 885 North Dakota 95 99 96 99 96 101 94 89 90 89 Oregon 1,179 1,068 829 881 958 1,022 945 955 994 1,005 Rhode Island 114 64 63 63 63 48 46 36 37 55 South Carolina 304 299 297 295 302 333 317 301 329 351 Tennessee 318 321 298 299 279 279 288 292 275 283 Texas 918 822 818 790 776 758 731 718 701 700 Vermont 88 88 88 88 88 88 88 94 94 94 Virginia 636 620 639 661 675 685 662 593 555 549 Washington 701 666 664 677 1,131 1,093 1,169 1,092 1,048 1,176 Wyoming 189 185 206 215 243 247 242 248 255 274 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984. Note: 30 states provided complete historical data for 1975-1984.
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TABLE B-5 Breakdown of Engineers by Functional Responsibilities in 36 States Traffic Operations Road Design Bridges Construction Materials Maintenance Other State Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Number Percent Alabama 38 5.4 116 16.4 53 7.5 233 33.0 76 10.7 179 25.3 12 1.7 Arkansas 6 3.2 19 10.1 23 12.2 62 32.8 15 7.9 6 3.2 58 30.7 California 556 9.7 2,176 38.0 508 8.9 1,451 25.3 449 7.8 230 4.0 355 6.2 Connecticut 88 17.2 118 23.0 33 6.4 252 49.1 11 2.1 11 2.1 0 0.0 Delaware 8 9.8 19 23.2 8 9.8 19 23.2 3 3.7 5 6.1 20 24.4 Florida 85 6.3 316 23.6 44 3.3 278 20.7 109 8.1 345 25.7 164 12.2 Hawaii 11 7.3 38 25.2 10 6.6 55 36.4 15 9.9 7 4.6 15 9.9 Idaho 9 9.8 8 8.7 13 14.1 17 18.5 12 13.0 10 10.9 23 25.0 Indiana 46 8.6 25 4.7 43 8.1 263 49.3 29 5.4 52 9.8 75 14.1 Kansas 9 4.2 24 11.1 32 14.8 72 33.3 23 10.6 28 13.0 28 13.0 Kentucky 30 8.7 45 13.0 23 6.6 93 26.9 24 6.9 54 15.6 77 22.3 Maine 2 1.8 15 13.2 15 13.2 36 31.6 12 10.5 20 17.5 14 12.3 Massachusetts 33 3.9 63 7.5 50 6.0 360 42.9 40 4.8 199 23.7 95 11.3 Minnesota 27 7.2 36 9.5 38 10.1 157 41.6 33 8.8 12 3.2 74 19.6 Mississippi 16 7.3 18 8.3 27 12.4 17 7.8 15 6.9 8 3.7 117 53.7 Missouri 31 3.5 250 28.4 54 6.1 369 41.9 100 11.4 50 5.7 27 3.1 Nebraska 12 7.5 34 21.2 25 15.6 52 32.5 12 7.5 2 1.2 23 14.4 Nevada 7 2.5 80 28.9 14 5.1 163 58.8 7 2.5 6 2.2 0 0.0 New Hampshire 4 1.6 64 25.8 31 12.5 73 29.4 10 4.0 32 12.9 34 13.7 New Jersey 76 7.2 330 31.2 119 11.3 258 24.4 95 9.0 54 5.1 125 11.8 New Mexico 4 3.7 18 16.7 19 17.6 24 22.2 8 7.4 25 23.1 10 9.3 North Carolina 58 8.1 121 17.0 109 15.3 134 18.8 22 3.1 142 19.9 126 17.7 North Dakota 5 5.7 13 14.8 11 12.5 27 30.7 6 6.8 2 2.3 24 27.3 Ohio 45 7.2 175 28.2 57 9.2 224 36.1 24 3.9 42 6.8 54 8.7 Oklahoma 6 5.9 16 15.8 18 17.8 33 32.7 5 5.0 11 10.9 12 11.9 Oregon 32 5.3 98 16.1 47 7.7 268 44.1 35 5.8 43 7.1 85 14.0 South Carolina 13 3.6 23 6.3 31 8.5 189 52.1 23 6.3 68 18.7 16 4.4 Tennessee 13 4.6 89 31.4 73 25.8 65 23.0 21 7.4 22 7.8 0 0.0 Texas 61 6.0 315 31.0 87 8.6 296 29.2 38 3.7 56 5.5 162 16.0 Utah 7 7.1 27 27.3 16 16.2 39 39.4 0 0.0 10 10.1 0 0.0 Vermont 2 2.4 11 13.3 19 22.9 27 32.5 5 6.0 12 14.5 7 8.4 Virginia 50 11.6 137 31.8 65 15.1 66 15.3 40 9.3 73 16.9 0 0.0 Washington 75 5.7 412 31.5 74 5.7 629 48.2 83 6.4 33 2.5 0 0.0 Wisconsin 31 6.0 156 30.4 21 4.1 169 32.9 29 5.7 48 9.4 59 11.5 West Virginia 9 5.4 14 8.4 36 23.4 37 22.2 9 5.4 23 13.8 36 21.6 Wyoming 6 5.4 20 17.9 14 12.5 45 40.2 3 2.7 8 7.1 16 14.3 Source: AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984, Supplement. Note: States differ somewhat in their definition of professional engineers and functional categories, which should be taken into account in making comparisons.
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207 16 15 14 13 12 LU I- 10 (1) 9 U- 08 LU 2 4 3 2 5 6-10 11-20 21-30 31-40 41-50 50 NUMBER OF ENGINEERS PER MILLION 1982 DOLLARS OF SPENDING ON PRELIMINARY ENGINEERING FIGURE B-i Ratios of engineers to total capital outlays (38 states reporting)
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From page 218... ...
17 16 15 14 13 12 LU - 10 U- 9 0 uJ 7 6 4 3 2 208 < 1 1.1.99 2-2.99 3-3.99 4-4.99 5-5.99 6.6.99 NUMBER OF ENGINEERS PER MILLION 1982 DOLLARS OF CAPITAL OUTLAYS FIGURE B-2 Ratios of engineers to expenditures on preliminary engineering (38 states reporting) Source: FHWA, Highway Statistics, 1982, and AASHTO survey of state transportation and highway departments for the Transportation Professional Needs Study, 1984.
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From page 220... ...
210 previous layoffs or attrition; changes in funding level or program mix. Please list the most important problems in order: Number of states Problems cited citing problem Low wages 24 Hiring freeze 20 Relocation expenses 14 Civil service constraints 12 Lack of qualified applicants 9 Other (listed by respondent -- three or fewer responses)
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From page 221... ...
211 c. Then please place a check mark in the last column if you are likely to take the action in the next 2 years.
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From page 222... ...
212 Past Actions No Action Effect on Productiv- or No Effect ity of Staff Future Actions (0 or blank) Small Medium Large (Next 2 Years)
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From page 223... ...
213 Past Actions No Action Effect on Productiv- or No Effect ity of Staff Future Actions (0 or blank) Small Medium Large (Next 2 Years)
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From page 224... ...
214 Past Actions No Action Effect on Productiv- or No Effect ity of Staff Future Actions (0 or blank) Small Medium Large )
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From page 225... ...
215 Past Actions - No Action Effect on Productiv- or No Effect ity of Staff Future Actions (0 or blank) Small Medium Large (Next 2 Years)
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From page 227... ...
217 Planning 15 4 30 Transportation system management (TSM) 17 2 31 Other 11 0 0 5.
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From page 228... ...
218 Ranked third by states Highway design (11) Construction inspection (6)
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From page 229... ...
219 ATTACHMENT 1. Please provide the following information about your agency for the past 10 years: Total number of employees (column A)
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From page 230... ...
220 What is the minimum age or combination of age and length of service when a person may retire? (There are various combinations of age and length of service which constitute the minimum retirement What is the age or combination of age and length of service when a person may retire with full benefits?
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From page 231... ...
TABLE B-6 Current Age Distribution and Future Retirement, Attrition, and Hiring Plans of State Highway Agencies Age of Current Staff (number by age group) a Future Staff (1985-1989)
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From page 232... ...
222 PART 3 - States' Assessment of Actions to Improve Productivity and Minimize Problems Meeting Professional Staff Needs -- Responses to Survey Question 3 -- TABLE B-7 States' Assessment of the Effect of Changes in Salary, Wage, and Hiring Policies on Improving Productivity or Meeting Professional Needs State A B C Alabama Arizona Arkansas California Colorado Connect jCut Delaware Florida Georgia Hawaii Idaho Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont i Virgnia Washington West Virginia Wisconsin Wyoming District of Columbia Note: 0 = action not taken inpast, 1 = small effect, 2 = medium effect, 3 = large eftect, 9 = blank. A = raise or remove hiring lid, B = raise wage scales, C = raise cost-of-living compensation to facilitate relocat ion.
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From page 233... ...
223 TABLE B-8 States' Assessment of the Effect of Changes in Retirement Policy on Improving Productivity or Meeting Professional Needs State Alabama Arizona Arkansas California Colorado Connecticut Delaware Florida Georgia Hawaii Idaho Illiis Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont Virginia Washington West Virginia Wisconsin Wyoming District of Columbia Note: 0 = action not taken in past, 1 = small effect, 2 = medium effect, 3 = large effect,.9 = blank. A = raise or eliminate mandatory retirement age, B = increase minimum age or service for retirement eligibility, C = decrease minimum age or service.
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From page 234... ...
224 TABLE B-9 States' Assessment of the Effect of Changes in Technology on Improving Productivity or Meeting Professional Needs State Alabama Arizona Arkansas California Colorado Connecticut Delaware Florida Georgia Hawaii Idaho Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont Virginia Washinton West Virginia Wisconsin Wyoming District of Columbia Note: 0 = action not taken in past, 1 = small effect, 2 = medium effect, 3 = large effect, 9 = blank. A = computer-aided design, B = microcomputers, C = other technology.
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From page 235... ...
225 TABLE B-lU States' Assessment of Effect of Consultants and Contractors on Improving Productivity or Meeting Professional Needs State Alabama 1 1 0 Arizona 3 2 2 Arkansas 1 1 i California 1 0 1 Colorado 3 3 3 Connecticut 3 1 3 Delaware 3 1 1 Florida 3 2 2 Georgia 3 2 1 Hawaii 3 3 1 Idaho 2 0 0 Illinois 2 0 1 Indiana 2 0 0 Iowa 3 1 2 Kansas 3 1 9 Kentucky 2 2 2 Louisiana 3 3 9 Maine 2 2 0 Maryland 3 3 2 Massachusetts 3 3 9 Michigan 3 9 9 Minnesota 2 0 0 Mississippi 1 0 0 Missouri 0 0 0 Montana 1 1 0 Nebraska 1 1 9 Nevada 1 9 9 New Hampshire 2 0 0 New Jersey 2 2 9 New Mexico 2 2 1 New York 3 2 3 North Carolina 1 1 0 North Dakota 0 0 0 Ohio 3 3 0 Oklahoma 2 2 1 Oregon 1 0 1 Pennsylvania 2 1 2 Rhode Island 9 9 9 South Carolina 2 1 1 South Dakota 2 9 9 Tennessee 3 3 1 Texas 2 2 0 Utah 0 0 0 Vermont 3 3 0 Virginia 2 1 0 Washington 9 1 0 West Virginia 3 3 1 Wisconsin .3 3 2 Wyoming 1 1 0 District of Columbia 2 9 9 Note: 0 = action not taken in past, 1 = small effect, 2 = medium effect, 3 = large effect, 9 = blank. A = use consultants for preliminary surveying, B = use consultants or contractors for surveying, C = use consultants for inspection, D = use contractors for inspection.
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From page 236... ...
226 TABLE B-li States' Assessment of the Effect of Team-Building and Organizational Development Efforts on Improving Productivity or Meeting Professional Needs State Alabama Arizona Arkansas California Colorado Connecticut Delaware Florida Geor9ia Hawaii Idaho Illinois Indiana Iowa Kansas Kentucky Louisiana Maine Maryland Massachusetts Michigan Minnesota Mississippi Missouri Montana Nebraska Nevada New Hampshire New Jersey New Mexico New York North Carolina North Dakota Ohio Oklahoma Oregon Pennsylvania Rhode Island South Carolina South Dakota Tennessee Texas Utah Vermont Virginia Washin9ton West Virginia Wisconsin Wyoming District of Columbia Note: 0 = action not taken in past, 1 = small effect, 2 = medium effect, 3 = large effect, 9 = blank. A = quality circles or team-building exercises, B = reorganize agency.
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From page 237... ...
227 TABLE B-12 States' Assessment of Effect of Actions Regarding Flexible Staffing and Quality of Work Force on Improving Productivity or Meeting Professional Needs State Alabama 0 0 1 Arizona 1 0 0 Arkansas 0 2 0 California 1 2 1 Colorado 0 0 3 Connecticut 0 0 0 Delaware 9 9 1 Florida 0 1 0 Geor9ia 0 0 0 C Hawaii 0 1 0 C Idaho 0 0 1 C Illinois 0 1 2 ] Indiana .
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From page 238... ...
228 TABLE B-13 States' Assessment of the Effect of Technicians on Improving Productivity or Meeting Professional Needs State Alabama 0 0 2 2 2 Arizona 0 9 2 2 2 Arkansas 0 0 2 1 2 California 0 1 1 0 0 Colorado 0 0 3 3 3 Connecticut 0 0 2 0 0 Delaware 9 9 1 1 2 Florida 0 0 3 0 2 Georgia 0 2 3 3 0 Hawaii 0 0 2 0 0 Idaho 0 2 2 2 2 Illinois 0 2 2 2 2 Indiana 0 3 3 3 2 Iowa 0 2 3 3 3 Kansas 0 0 9 9 9 Kentucky 0 0 3 3 0 Louisiana 9 9 2 2 2 Maine 0 0 3 2 2 Maryland 0 1 3 3 3 Massachusetts 0 0 1 0 0 Michigan 3 2 3 1 2 Minnesota 0 2 2 2 3 Mississippi 2 0 2 2 3 Missouri 0 0 2 0 0 Montana 0 0 9 9 9 Nebraska 9 9 9 9 9 Nevada 9 2 2 9 2 New Hampshire 0 9 2 0 9 New Jersey 9 9 2 9 2 New Mexico 2 2 2 3 3 New York 0 0 3 0 0 North Carolina 0 2 3 0 3 North Dakota 3 3 3 3 3 Ohio 0 0 3 3 3 Oklahoma 0 0 3 0 0 Oregon 0 0 1 0 0 Pennsylvania 2 2 2 1 2 Rhode Island 9 9 9 9 9 South Carolina 0 3 3 3 3 South Dakota 0 3 3 3 3 Tennessee 0 0 2 2 2 Texas 0 3 3 2 1 Utah 2 0 2 2 9 Vermont 0 0 2 2 2 Virginia 0 0 1 2 2 Washinton 0 2 3 0 0 West Virginia 2 0 2 3 3 Wisconsin 0 3 3 2 2 Wyoming 0 1 3 2 2 District of Columbia 1 9 2 9 9 Note: 0 = action not taken in past, 1 = small effect, 2 = medium effect, 3 = large effect, 9 = blank. A = re9uire certification, B = require technicians to be qualified in several skill areas, C = use technicians for construction inspection, D = use technicians for project management, E = use technicians for lead design work under supervision of engineers.
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From page 239... ...
229 TABLE B-14 States' Assessment of the Effect of Training and Education Actions on Improving Productivity or Meeting Professional Needs State A B C D Alabama 0 1 1 1 Arizona 0 2 3 9 Arkansas 0 0 2 2 California 3 2 2 2 Colorado 2 2 2 3 Connecticut 0 1 1 1 Delaware 9 9 2 2 Florida 0 1 1 2 Georgia 0 3 2 2 Hawaii 0 2 2 2 Idaho 1 1 1 1 Illinois 2 2 1 2 Indiana 0 3 3 2 Iowa 9 1 1 2 Kansas 0 1 1 0 Kentucky 2 2 2 0 Louisiana 9 1 1 1 Maine 0 1 1 0 Maryland 1 2 2 2 Massachusetts 1 1 1 2 Michigan 2 3 2 2 Minnesota 2 2 2 2 Mississippi 0 2 2 0 Missouri 0 2 2 2 Montana 0 2 2 2 Nebraska 9 3 9 9 Nevada 9 9 1 1 New Hampshire 0 9 9 9 New Jersey 9 2 2 2 New Mexico 9 3 2 3 New York 0 0 1 0 North Carolina 2 2 2 3 North Dakota 0 3 1 2 Ohio 0 1 1 2 Oklahoma 0 0 2 2 Oregon 1 2 2 1 Pennsylvania 2 1 1 2 Rhode Island 9 9 9 9 South Carolina 0 2 2 2 South Dakota 9 1 1 9 Tennessee 2 2 2 2 Texas 2 2 2 2 Utah 0 2 3 2 Vermont 0 1 1 0 Virginia Washington 2 3 2 2 1 West Virginia 0 3 1 3 1 3 3 Wisconsin 2 3 2 2 Wyoming 0 2 2 1 District of Columbia 3 3 3 3 Note: 0 = action not taken in past, 1 = small effect, 2 = medium effect, 3 = large effect, 9 = blank. A = through explicit policy add professional staff development to manager responsibilities, B = in-house management training courses, C = external management training courses, 0 = technical training and retraining.
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From page 240... ...
230 TABLE 8-14 continued State E F G Alabama 0 1 3 Arizona 2 1 2 Arkansas 2 0 2 California 2 1 1 Colorado 1 3 3 Connecticut 0 1 1 Delaware 9 1 1 Florida 0 0 1 Georgia 0 0 1 Hawaii 2 0 1 Idaho 1 1 1 Illinois 1 3 3 Indiana 2 2 3 Iowa 0 1 1 Kansas 0 1 0 Kentucky 3 1 3 Louisiana 1 1 2 Maine 0 2 2 Maryland 2 2 2 Massachusetts 1 2 1 Michigan 2 2 3 Minnesota 0 1 2 Mississippi 0 2 2 Missouri 2 0 2 Montana 0 0 1 Nebraska 9 3 9 Nevada 9 9 2 New Hampshire 9 9 2 New Jersey 9 1 1 New Mexico 1 2 2 New York 2 1 1 North Carolina 2 3 3 North Dakota 1 1 2 Ohio 0 1 2 Oklahoma 2 2 1 Oregon 1 2 1 Pennsylvania 0 1 2 Rhode Island 9 2 2 South Carolina 1 1 2 South Dakota 9 0 3 Tennessee 2 0 2 Texas 0 2 2 Utah. 2 3 3 Vermont 0 1 2 Virginia 1 1 1 Washington 2 2 3 West Virginia 0 0 1 Wisconsin 0 1 3 Wyoming 2 1 2 District of Columbia 3 1 1 Note: 0 = action not taken in past, 1 = small effect, 2 = medium effect, 3 = large effect, 9 = blank.
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From page 241... ...
231 TABLE B-15 States' Assessment of the Effect of Actions Regarding Career Advancement and Promotions on Improving Productivity or Meeting Professional Needs State A B C Alabama 0 1 1 Arizona 0 0 2 Arkansas 0 3 2 California 2 3 2 Colorado 0 3 0 Connecticut 0 2 9 Delaware 1 9 9 Florida 1 2 0 Georgia 0 3 0 Hawaii 0 2 1 Idaho 0 0 0 Illinois 0 2 2 Indiana 1 3 0 Iowa 0 9 9 Kansas 1 1 Kentucky 0 3 0 Louisiana 1 9 9 Maine 0 0 0 Maryland 0 2 2 Massachusetts 0 0 1 Michigan 2 2 2 Minnesota 0 3 0 Mississippi 0 3 0 Missouri 0 2 2 Montana 0 0 0 Nebraska 9 3 9 Nevada 9 9 9 New Hampshire 0 0 0 New Jersey 9 9 2 New Mexico 3 3 2 New York 0 0 0 North Carolina 2 3 2 North Dakota 9 3 0 Ohio 0 0 0 Oklahoma 0 2 0 Oregon 0 2 1 Pennsylvania 1 0 0 Rhode Island 3 3 2 South Carolina 0 3 9 South Dakota 0 2 0 Tennessee 0 3 2 Texas 0 1 1 Utah 0 2 0 Vermont 0 2 0 Virginia 1 9 1 Washinton 0 2 0 West Virginia 1 2 0 Wisconsin 0 3 0 Wyoming 0 3 0 District of Columbia 2 3 1 Note: 0 = action not taken in past, 1 = small effect, 2 = medium effect, 3 = large effect, 9 = blank. A = establish dual career ladders (managerial and technical)
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From page 242... ...
232 TABLE B-16 States' Assessment of the Effect of Various Analytical Procedures on Improving Productivity or Meeting Professional Needs State A B C Alabama 0 0 3 Arizona 0 0 2 Arkansas 0 0 3 California 2 3 3 Colorado 9 9 3 Connecticut 0 1 2 Delaware 9 9 1 Florida 1 2 1 Georia 0 3 3 Hawaii 0 0 1 Idaho 2 1 2 Illinois 0 1 1 Indiana 3 3 3 Iowa 9 1 3 Kansas 1 1 3 Kentucky 2 2 2 Louisiana 9 9 2 Maine 9 1 2 Maryland 2 2 3 Massachusetts 0 0 1 Michigan 9 9 3 Minnesota 2 2 2 Mississippi 0 0 2 Missouri 2 0 1 Montana 2 9 1 Nebraska 9 9 9 Nevada 9 9 3 New Hampshire 0 0 0 New Jersey 2 2 9 New Mexico 9 2 2 New York 0 1 0 North Carolina 2 3 3 North Dakota 0 2 0 Ohio 1 0 1 Oklahoma 0 0 2 Oregon 0 0 3 Pennsylvania 0 2 2 Rhode Island 9 9 9 South Carolina 0 0 0 South Dakota 0 0 2 Tennessee 0 0 2 Texas 1 3 2 Utah 1 0 3 Vermont 0 0 2 Virginia 2 2 2 Washington 2 9 3 West Virginia 2 1 2 Wisconsin 2 3 0 Wyoming 0 0 3 District of Columbia 1 2 3 Note: 0 = action not taken in past, 1 = small effect, 2 = medium effect, 3 = large effect, 9 = blank. A = better economic analysis or operations research, B = performance indicators of explicit objectives, C = construction or maintenance management system.
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From page 243... ...
233 TABLE B-17 States' Assessment of the Effect of Other Actions on Improving Productivity or Meeting Professional Needs State A B C D E Alabama 0 2 0 1 Arizona 0 3 2 2 Arkansas 2 2 0 1 California 3 1 2 2 Colorado 2 2 1 2 Connecticut 2 3 1 1 Delaware 9 0 0 1 Florida 2 2 1 1 Georgia 0 0 0 1 Hawaii 0 3 1 1 Idaho 1 1 0 1 Illinois 0 1 1 1 Indiana 0 3 0 1 Iowa 1 1 1 1 Kansas 1 0 0 1 Kentucky 0 3 0 1 Louisiana 9 9 9 9 Maine 0 0 0 2 Marylar) d 2 3 1 1 Massachusetts 1 2 1 2 Michigan 9 2 0 3 Minnesota 2 0 0 2 Mississippi 0 0 0 2 Missouri 0 3 0 1 Montana 0 0 0 0 Nebraska 9 9 9 2 Nevada 9 9 9 1 New Hampshire 0 0 1 1 New Jersey 9 9 1 1 New Mexico 3 2 1 3 New York 0 3 0 1 North Carolina 2 2 0 1 North Dakota 0 2 0 3 Ohio 0 2 0 1 Oklahoma 2 1 0 1 Oregon 0 1 0 2 Pennsylvania 0 2 1 1 Rhode Island 9 3 0 3 South Carolina 0 0 0 1 South Dakota 3 2 0 0 Tennessee 0 1 0 2 Texas 0 0 1 3 Utah 9 0 0 1 Vermont 0 2 0 1 Virginia 0 1 0 2 Washington 3 0 3 3 West Virginia 2 0 0 1 Wisconsin 2 1 0 2 Wyoming 0 3 0 1 District of Columbia 2 1 2 3 Note: 0 = action not taken in past, 1 = small effect, 2 = medium effect, 3 = large effect, 9 = blank.
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From page 244... ...
Appendix C Survey of Bus and Rail Transit Agencies The American Public Transit Association (APTA) mailed a survey to 350 member agencies.
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From page 245... ...
TABLE C-i Transit Survey Statistics Sample All Transit Employees Number of Sample Systemsa as Percentage Revenue Vehicles Number Employees Number Employees of Industry Greater than 1,000 6 35,955 14 112,428 32 500-999 11 19,903 13 21,901 91 250-499 13 13,634 22 16,544 82 100-249 23 6,170 39 11,931 52 50-99 12 1,436 62 8,231 17 Less than 50 21 1,078 182 6,880 16 Total 86 78,176 332 177,915 44 Note: Three commuter railroads and one transit system not yet in revenue operation not tallied here. aNational Urban Transportation Statistics: Second Annual Report.
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From page 246... ...
236 systems together employ 60,245 workers, about 35 percent of the industry. Excluding New York and Chicago, the large properties responding to the survey employ 69 percent of the remaining transit workers in that size group.
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From page 247... ...
237 TABULATION OF SURVEY OF TRANSIT AGENCIES (BUS AND RAIL) TRANSPORTATION PROFESSIONAL NEEDS STUDY 90 RESPONSES Has your agency hired professional staff in the last 2 years?
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From page 248... ...
238 Executive managers Operations professionals Maintenance professionals Planning/marketing professionals F inance/administrative professionals Rail Design/construction Only engineers Other engineers OTHER (please list)
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From page 249... ...
239 Effect on Productivity of Staff Small Medium Large None* Salaries, Wages, and Staffing Levela Raise salary/wage scales 24 32 7 27 Introduce merit, bonus, or incentive pay systems 12 12 9 57 Increase authorized staffing levels 7 24 12 41 Retirement Raise or eliminate the mandatory retirement age 7 0 1 82 Increase the minimum age and/or length of service to be eligible for retirement 2 0 .1 87 Decrease the minimum age and/or length of service to be eligible for retirement 2 0 2 86 Technology Introduce or substantially increase use of automated management information systems (e.g., maintenance, human resources, or materials management systems)
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From page 250... ...
240 Effect on Productivity of Staff Small Medium I.arge None5 Subititute paraprofessionals (e.g., technicians) for professionals 4 2 0 84 Participate in intergovernmental employee loan programs 3 0 0 87 Training and Education Through an explicit policy, add professional staff development to the responsibilities of managers 9 12 9 60 Introduce or expand in-house management training courses 13 26 9 42 Send professionals to management training courses outside the agency 17 36 23 13 Introduce or expand technical training and retraining programs for professionals 13 23 11 43 Pay part or all of the costs for professionals to receive supplementary formal education 25 17 14 34 Provide student internships, fellowships, scholarships, or summer employment 22 19 10 39 Career Advancement and Promotions Establish career advancement programs to train entry-level professionals for mid- and upper-management positions 13 8 2 67 Increase promotion from within the agency 12 28 7 43 Increase hiring from outside the agency 12 12 9 57 Consultants and Contractors Use consultants or contractors for: Project management 6 14 12 52 Route/site planning (rail only)
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From page 251... ...
Effect on Productivity of Staff Small Medium , Large None* 241 10 14 22 44 10 14 20 46 4 6 1 79 Legal counsel Claims and insurance management Revenue operations Analytical Procedures Obtain demonstrable increases in productivity through new or better economic analysis or operations research techniques Obtain productivity gains based on feedback from quantitative performance indicators measured against explicit objectives Other Increase overtime work Hire professionals from foreign countries Increase hiring and advancement of women and minorities No effect or action not taken 15 12 10 53 11 28 11 40 12 2 2 74 4 1 0 85 21 26 13 30 *
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From page 252... ...
242 Do you expect to provide more, less, or the same level of service over the next 5 years? Indicate (M)
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From page 253... ...
243 Marketing and information services Computer programming/systems analysis Elderly and handicapped service coordination Scheduling Service planning Service brokering Other skills (please list)
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From page 254... ...
244 ATTACHMENT 1. Are you anticipating any significant change in retirement policies likely to affect the size or age distribution of your professional staff?
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From page 255... ...
TABLE C-2 Age Distribution of Transit Professionals, 1984 Position Number in Less than 26 Age Group 26-35 36-45 46-55 56-60 61-65 66 + Total Executives 5 55 102 66 29 7 6 270 Operations 8 301 477 315 123 73 5 1,302 Maintenance 20 158 182 145 76 38 3 622 Planning/marketing 12 218 145 63 19 7 1 465 Finance/administration 42 331 273 133 63 49 12 903 Design/construction engineers 5 98 127 107 50 35 8 430 Other engineers 1 34 45 19 18 2 1 120 Total 93 1,195 1,351 848 378 211 36 4,112 Source: APTA survey of transit agencies for the Transportation Professional Needs Study, 1984. Note: 74 agencies responded to this question.
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From page 256... ...
Appendix D Survey of State Highway Safety Offices The National Association of Governors' Highway Safety Representatives (NAGHSR) administered a survey for the Transportation Professional Needs Study to the governors' highway safety representatives and highway safety coordinators in the United States, Puerto Rico, and Guam.
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From page 257... ...
247 TABULATION OF SURVEY OF SAFETY OFFICES TRANSPORTATION PROFESSIONAL NEEDS STUDY 40 RESPONSES 1. Please indicate the number of person-years of in-house staff and the number of person years contracted out to other agencies orconsultants for: Your 1980 program Your current program Your projected program needs for 1989 Number of Person Years 1980 Current 1989 Out- Out- Out- Position Staff side Staff side Staff side Coordinator 55 0 55 0 51 1 Financial manager 41 1 36 4 37 3 Planner 43 1 22 0 28 0 Data analyst/ evaluator 62 35 47 28 48 33 Project/program specialist: -Occupant protection 18 9 33 22 34 27 -Alcohol coordination 32 20 44 22 52 29 -Emergency med i- cal services 13' 20 6 20 5 20 -Police traffic services 29 16 23 11 24 14 -Traffic records 34 12 29 11 35 13 -Traffic engineering 33 34 24 10 27 11 -Public informa- tion and education 29 21 21 15 27 15 -Motorcycle safety 8 5 8 2 11 4 -Pedestrian safety 13 2 6 0 9 4 -Other 226 14 213 11 240 11 Totals 636 200 567 156 628 185
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From page 258... ...
248 2.a. Please check the first column if your office has taken any of the following measures intended to avoid skill shortages and improve productivity in the last 3 years.
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From page 259... ...
249 Past Actions No Action Effect on Productiv- or No Effect ity of Staff Future Actiona (0 or blank) Small Medium Large (Next 3 Years)
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From page 260... ...
250 Past Actions No Action Effect on Productiv- or No Effect ity of Staff Future Actions (0 or blank) Small Medium Large (Next 3 Years)
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From page 261... ...
TABLE D-1 Current Age Distribution of Professionals and Future Retirement, Attrition, and Hiring Plans of Highway Safety Off ices Age of Current Staff (number by age group) Future Staff (1985-1989)
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From page 262... ...
TABLE 0-1 (continued) Age of Current Staff (number by age group)
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From page 263... ...
Appendix E Survey of Civil Engineering Consulting Firms in Tfransportation NUMBER OF FIRMS AND PROFESSIONALS Nationwide, approximately 66,000 engineers and 57,000 technicians work in 9,000 civil engineering consulting firms involved in all types of transportation (Table E-l)
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From page 264... ...
TABLE E-1 Number of Engineers and Technicians in Civil Engineering Transportation Consulting Firms in the United States Size of Firm Number of Civil - Average Number of Average Number of Based on Number Engineering. Firms Transportation - Total Number of Technicians Working Total Number of of Employees in Transportationa Engineersb .
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From page 265... ...
255 the role consultants play in meeting the needs of public agencies. In addition, because consultants offer higher pay on average than do public agencies and attract a large number of talented professionals attuned to the state of the art, the consultant firms are a barometer of future trends, not only in engineering practice, but in human resource management.
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From page 266... ...
256 they determined that applicants were not qualified. Other problems cited were far less serious.
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From page 267... ...
257 engage in joint ventures with other firms (81 versus 56 percent)
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From page 268... ...
258 technician computer operator, project manager, project inspector (engineers and technicians) , structural engineer, computer programmer, traffic control and operations specialist, highway designer, computer systems analyst, and construction manager.
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From page 269... ...
259 TABULATION OF CONSULTING FIRM SURVEY TRANSPORTATION PROFESSIONAL NEEDS STUDY 115 RESPONSES 1. Has your firm hired transportation professional staff in the last 12 months?
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From page 270... ...
260 Last Next 2 2 Years Years Salaries and Benefits 31 16 Raise compensation at office loca- tion(s) where cost of living is higher to facilitate relocation or reassignment of staff 77 65 Raise salaries 28 24 Adjust benefits packages, i.e., intro- duce cafeteria style benefits plan, employee stock ownership plan, etc.
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From page 271... ...
261 Last 2 Years Next 2 Years 68 78 Introduce or substantially increase microcomputers throughout the firm 20 28 Introduce or substantially increase portable microcomputers for field use 68 82 Introduce or substantially increase number of engineering software packages being used 22 14 Introduce or substantially increase use of computer time sharing services 25 43 Use a computer-planning and project- scheduling system 2 1 Other: 48 43 Use subcontractors for engineering 48 45 Use subcontractors for surveying! inspection 70 65 Joint venture with other firms Flexible Staffing and Quality of Work Force 67 61 Hire part-time or retired personnel 40 46 Organize project tasks to reduce labor requirements 31 33 Use job rotation and flexible ways of assigning professionals to tasks 11 16 Apply personnel cost-benefit analyses 10 15 Introduce team-building exercises 15 16 Reorganize firm
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From page 272... ...
262 Last Next 2 2 Years Years Technicians 58 61 Hire technicians qualified in several skill areas 56 50 Use technicians for inspection of projects under construction 16 19 Use technicians for postconstruction inspection 17 14 Use technicians for structural inspection 37 45 Give technicians lead work responsi- bility for design under supervision of engineers 4. Indicate by placing a check in the appropriate boxes below what changes you anticipate in the relative levels of highway major construction, rehabilitation, maintenance, bridge, and traffic operations work performed by your firm over the next 5 years: More Less Same New construction 55 18 29 Rehabilitation 83 13 10 Maintenance 35 4 41 Bridges and structures 72 5 15 Traffic operations 54 6 38 Construction management 42 5 38
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From page 275... ...
TABLE E-3 Number of Firms with Transportation Engineering Staff of Varying Size TABLE E-2 Number of Firms of Different Size Based on Total Employees Total Number Employees of Firms 1-10 20 11-25 23 26-75 29 76-200 23 200+ 18 113 Total Number of Transportation- Related Number Engineers of Firms 1-5 48 6-10 19 11-25 24 26-75 10 75+ 11 112 TABLE E-4 Number of Firms with Transportation Technician Staff of Varying Size Total Number of Transportation Technicians Number of Firms 0-5 56 6-10 17 11-25 19 26-75 14 75+ 112 TABLE E-5 Percentage of Staff Hours Devoted to Different Types of Engineering Percentage of Number of Firms by Type of Engineering Staff Hours Highway Transit Other 0-20 32 37 22 21-40 31 5 24 41-60 20 4 20 61-80 14 - 26 81-100 7 - 17 104 46 109
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From page 276... ...
Appendix F Survey of Local Transportation Agencies The Institute of Transportation Engineers administered a survey on behalf of the Transportation Research Board to 200 local transportation agencies. Eighteen local transportation agencies completed portions of the questionnaire, a response rate of 9 percent.
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From page 277... ...
267 TABULATION OF SURVEY OF LOCAL TRANSPORTATION AGENCIES TRANSPORTATION PROFESSIONAL NEEDS STUDY 18 RESPONSES 1. Please check any of the categories below for which critical staff shortages currently exist in your agency: SKILL AREAS 7 Transportation planning 8 Traffic engineering 6 Roadway design 3 Structural design 3 Construction inspection and management 4 Environmental analyses PRO'ESSIONAL LEVELS 6 Management-level engineers 11 Other professional engineers -- 8 Engineer technicians 2.
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From page 278... ...
268 funding level or program mix. Please list the most important problems in order: 9 Low wages 5 Affirmative action 5 Hiring freeze 3 Lack of qualified applicants 2 Previous layoffs 2 Program mix 2 Proposition 2 1/2 2 Residency requirement 1 Cost of living in city 1 Registration/certification 4.a.
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From page 279... ...
269 Past Actions More Future Than Actions Last 2 (Next 2 Years Rating 2 Years) Years Ago 0 S N C
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From page 280... ...
270 Past Actions More Future Than Actions Last 2 (Next 2 Years Rating 2 Years) Years Ago 0 S N L Use part-time or retired professionals 7 2 10 3 4 0 8 Participate in intergovernmental employee loan programs 1 0 14 0 1 0 2 Use job rotation and flexible ways of assigning professionals to tasks 6 2 10 2 4 0 5 Technicians Require certification of technicians 1 1 15 0 1 0 3 Require technicians to be qualified in several skill areas 6 5 8 3 6 0 7 Use technicians for construction inspection 4 11 5 4 7 0 7 Use technicians for project management 6 8 7 5 5 0 2 Give technicians lead work responsibility for highway design under supervision of engineers 7 7 7 4 6 0 5 Training and Education Through an explicit policy, add professional staff development to the responsibilities of managers 3 6 11 4 1 2 7 Introduce or expand in-house management training courses 9 6 5 9 3 0 7 Send professionals to management training courses outside the agency 8 7 5 9 0 3 11 Give noninanagerial staff managerial- type responsibilities as training for higher positions 8 10 6 5 6 0 11 Introduce or expand technical training and retraining programs for professionals 9 9 4 5 8 1 14 Pay part or all of the costs for professionals to receive supplementary formal education 9 10 4 7 6 0 10 Provide student internships, fellowships, scholarships, or summer employment 7 6 6 3 5 2 9 Career Advancement and Promotions Establish explicit alternative career paths for professionals, one based on supervisory and management status and the other on technical skills and knowledge 0 0 16 0 0 0 0
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From page 281... ...
271 Past Actions More Future Than Actions Last 2 (Next 2 Years Rating 2 Years) Years Ago 0 S M L Increase promotion from within the agency 3 7 9 1 6 0 12 Increase hiring from outside the agency 2 4 11 2 3 0 4 Analytical Procedures Obtain demonstrable increases in productivity through new or better economic analysis or operations research techniques 3 0 13 1 0 2 7 Obtain productivity gains based on feedback from quantitative performance indicators measured against explicit objectives 4 0 14 2 0 2 6 Introduce a construction or maintenance management system 2 4 12 2 4 0 9 Other Stage projects to reduce labor requirements 7 10 6 5 1 5 9 Increase overtime work 7 7 8 2 2 3 6 Hire foreign nationals 0 2 14 2 0 0 2 Increase hiring of women and minorities 6 6 7 6 2 2 7 Increase reimbursement for moving expenses of employees and their families 1 1 15 1 0 0 2
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From page 284... ...
274 Surveying (technician skill)
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From page 285... ...
Appendix C Oregon Department of Transportation Management Home Purchase Program Effective January 1, 1984 the Department began a program to help management and executive service employees relocate when accepting a position beneficial to the Department. This is a pilot project continuing through December 31, 1985.
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From page 286... ...
276 WHO IS ELIGIBLE? An ODOT employee presently in the management or executive service at the time he/she transfers or promotes into another management position may be eligible.
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From page 287... ...
277 EMPLOYEE ELIGIBILITY CERTIFICATION Please answer each question contained in this form to obtain a determination of your eligibility for the ODOT Home Purchase Program. Employee Name: Title of: Old Position: New Position: Is the new position in the Li Management Service Li Executive Service Location of old headquarters: Location of new headquarters: Distance between old and new headquarters: miles.
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From page 288... ...
APPRAISAL AND OFFER REQUEST I, hereby request the ODOT to (print name) appraise my residence and submit an offer to me to purchase it.
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From page 289... ...
279 An employee must accept the ODOT offer within 60 days from the date of the offer or it will be deemed rejected. The employee may sell his or her own home any time prior to accepting the ODOT offer.
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From page 290... ...
280 Operations for verification. When verified, Personnel will submit it to your Division Administrator for recommendation and then it goes to the Director for final approval.
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From page 291... ...
Appendix H Conference on Surface Transportation Education and rftaining: Summary and Recommendations INTRODUCTION The Conference on Surface Transportation Education and Training was held in Williamsburg, Virginia, on October 28-31, 1984. The conference was sponsored by the Transportation Research Board, the Urban Mass Transportation Administration, and the Federal Highway Administration.
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From page 292... ...
282 THE SENSE OF THE CONFERENCE An overall sense of the attitudes and perceptions of the conference participants is captured in the following six words and phrases, which appear repeatedly in the resource papers and workshop discussions. Challenge: The transportation profession faces significant challenges that will tax the technical and managerial abilities of everyone involved.
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From page 293... ...
283 A CENTRAL FINDING: SOME AGGRESSIVE IMAGE BUILDING IS NEEDED The challenges and opportunities facing the transportation professional are some of the most interesting and potentially rewarding that have ever occurred in the history of the profession. However, this is not generally recognized by students, advisors, and the public at large.
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From page 294... ...
284 Transportation Planners There is no significant shortage of transportation planners now, because demand and supply are both low. However, this situation could change rapidly in the future when it becomes more apparent that planning skills can be applied successfully to system maintenance and rehabilitation programs.
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From page 295... ...
285 Shippers and Carriers There are expanding opportunities and exciting new challenges in freight transportation. Consequently, the private sector is attracting many transportation-oriented students who historically might have elected publicsector careers.
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From page 296... ...
286 Rigid Hiring and Promotion Practices The hiring and promotion practices of public transportation agencies were developed in an era when both jobs and candidates were plentiful and when design and construction of new facilities were the agencies' primary activities. This situation has changed drastically, but these personnel practices have not changed.
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From page 297... ...
287 rehabilitation, and improvement of existing transportation systems rather than in the development of new systems. Privatization: Government is currently looking to the private sector to provide an increasing proportion of the goods and services required by society.
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From page 298... ...
288 through exposure to a broad curriculum with strong emphasis on the fundamentals. Communication skills: Excellent writing and speaking skills are required for the professional to communicate problem definitions and solutions and foster implementation of those solutions.
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From page 299... ...
289 paths provide clear challenges to the employers of transportation professionals. EDUCATIONAL PROGRAMS No single type of program can provide all of the education and training needed by tomorrow's transportation professionals.
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From page 300... ...
290 4. Deteriorating facilities: Transportation is a specialized technical pursuit, and practice in the field has evolved to take advantage of emerging technologies.
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From page 301... ...
291 Review and Revise Transportation Curricula The finding that many existing programs are outdated and unresponsive implies that the ongoing process of program review and revision must be accelerated. This will enable program graduates to contribute significantly to solving today's problems, thereby enhancing the demand for additional graduates.
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From page 302... ...
292 the nation's universities and colleges will continue to be the supplier of new professionals to the transportation industry. However, serious problems often hamper, and in the future could impair, the ability of educational institutions to produce these professionals.
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From page 303... ...
Study Committee Biographical Information LESTER A HOEL, Chairman, is Hamilton Professor and Chairman of the Department of Civil Engineering at the University of Virginia.
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From page 304... ...
294 secretary and procedure analyst for the Board of Police Commissioners, city of St. Louis; instructor at the American University School of Police Administration; management consultant for the International Association of Chiefs of Police; and Executive Secretary, Michigan Law Enforcement Officers Training Council.
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From page 305... ...
295 New Jersey, 1958-1975; a budget priorities analyst for the Committee on the Budget, U.S. House of Representatives, 1975-1977; and Assistant Secretary for Budget and Programs, U.S.
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From page 306... ...
296 Angeles.
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From page 307... ...
297 for Public Administration, and the American Association of State Highway and Transportation Officials and Chairman of the Transportation Research Board Committee on Transportation Education and Training. He was chairman of a Transportation Research Board Specialty Conference on Future Direction of Transportation Education and Training.
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From page 308... ...
298 positions as Project Engineer with Charles A Maguire Associates, 1957-1960; Senior Transportation Planning Engineer with the Penn-Jersey Transportation Study, 19601963; and Transportation Engineer with the Automotive Safety Foundation, 1963-1970.
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From page 309... ...
299 and the Highway Users Federation of equipment, material, and manpower needs for construction of initial phases of the Interstate system.
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From page 310... ...
The Transportation Research Board is a unit of the National Research Council, which serves the National Academy of Sciences and the National Academy of Engineering. The Board's purpose is to stimulate research concerning the nature and performance of transportation systems, to disseminate the information produced by the research, and to encourage the application of appropriate research findings.
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From page 311... ...
dil s1r/ 1 / NSPORTiIO7(RESEARCH! BOARD I 1pg1 I Washington, DTC.
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Key Terms
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