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NCIL maintains a map of US CILs on their website. CILs can be a great partner in connecting people with disabilities to transit jobs. CILs are advocacy organizations run by and for people with disabilities in local communities. CILs provide peer support, independent living skills training, information and referral, individual and systems advocacy, and transition from institutions and secondary education. Use the link below to find the nearest your nearest CIL.

Link to Map

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Explore EARN’s  “Accessible Interviews” training to learn how to create an interview process that is both accessible and effective for candidates with disabilities. This short course is designed to complement and expand upon the information in EARN’s Framework, which offers guidance on improving workplace culture.

Link to Training

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People with disabilities are experiencing record employment rates. In 2023, the employment rate for working-age people with disabilities was the highest on record at 37.2%. This U.S. Department of Labor (DOL) toolkit provides strategies and best practices to recruit, hire, retain, and advance workers with disabilities. The toolkit provides a menu of strategies and practical advice, and shares examples and resources from government agencies and other entities.

The toolkit is organized into the following sections:

• Defining disability
• Planning to include disabled workers
• Recruiting and Hiring Disabled Workers
• Retaining and Supporting Disabled Workers
• Advancing Disabled Workers

Link to Toolkit

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Administering Organization: Jobs for the Future (JFF) and the PwC Foundation

Posted Date: November 14, 2024

Closing Date for Applications: January 17, 2025

Estimated Total Program Funding: $300,000

Geographic Scope: National

Description: Jobs for the Future (JFF), with support from the PwC Foundation, is creating and supporting a cohort of 10 exemplary community and technical colleges in accelerating innovative programs that effectively connect learners—especially those facing systemic barriers, such as learners who identify as Black or Latine, women of all backgrounds, learners from low-income households and first-generation postsecondary education students—with paid work-based learning opportunities and quality jobs. Each college that is selected for this opportunity will receive $300,000 over a two-year period. Colleges will be expected to utilize these funds to strengthen, expand, and scale effective programming, enhance data collection and analysis, and share leading practices across a national network of innovative institutions.

Grant Information Page

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Session Description: Employment in public transportation is affected by broad economic and demographic dynamics, but honing in on transit workforce trends can be challenging. The Transit Workforce Center created the Transit Workforce Data Dashboard to distill relevant data points from national datasets. In this session, TWC highlighted specific employment patterns and challenges in transit-related occupations and panelists covered research and trends in national and agency-level datasets.

Moderator: 

• Douglas Nevins: Senior Researcher – International Transportation Learning Center / Transit Workforce Center

Speakers:

• Dr. Asha Weinstein Agrawal: Director of Education – Mineta Transportation Institute
• Kenneth Blacks: Transportation Program Analyst – Federal Transit Administration
• Michaela Boneva: Research Associate – International Transportation Learning Center / Transit Workforce Center
• Dr. Shayna Gleason: Senior Researcher – International Transportation Learning Center / Transit Workforce Center

MC24 Workforce Data in Context slides

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Session Description: This session dove deeper into targeted recruitment strategies for frontline transit careers. While the general outreach techniques covered in other Making Connections sessions work well across populations, some groups that have historically been underrepresented in transit may need to be recruited through intentional, specific approaches. This session featured industry experts who have been involved with thoughtful, creative recruitment methods targeting groups of people not often considered in recruitment efforts, including veterans, individuals returning to the community after incarceration, people with disabilities, and those experiencing homelessness. Participants gained new ideas for innovative recruitment techniques that can bolster the inclusiveness of transit workplaces and identify qualified candidates.

Moderator: 

• Dr. Shayna Gleason: Senior Researcher – International Transportation Learning Center / Transit Workforce Center

Speakers:

• Dominique Bolton: Homeless Case Manager – Community Development Inc. (MS)
• Dr. Charles Husband: Program Specialist Team Leader – Mississippi Department of Transportation
• Bianca W. Phillips: Community Recruitment Manager – IndyGo
• Lora Posey: DSA Director – Community Development Inc. (MS)
• Adam Rosenfield: Program Manager, Workforce Outreach – CapMetro
• Judy Shanley: Assistant Vice President & National Director, Transportation & Mobility – Easterseals

MC24 Outreach for Underserved Communities slides

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Session Description: As the transit industry works to reach out to the communities it serves to establish strong and effective career pipelines, agencies and their partners often explore how to best attract young people into the industry. In this session, attendees heard from and engaged with young people themselves, along with national and local experts who have conducted research and worked directly with youth. Topics covered include the most effective approaches to connecting with young people and creating awareness and excitement about career opportunities in public transportation.

Moderator:

• Dr. Beverly Scott: Founder and CEO – Introducing Youth to American Infrastructure

Speakers:

• Justin Augustine: Project Manager II – Alameda-Contra Costa Transit District
• Kayla Cooper-Redd: 12th Grade Student – TransSTEM Academy, Cardozo High School (DC)
• Sean Holley: Bus Transportation Instructor – Maryland Transit Administration
• Cheryl Rodgers: Director – TransSTEM Academy, Cardozo Education Academy (DC)
• Edwin Rodriguez: Director – Office of Research Management, Innovation, and Outreach – Federal Transit Administration
• Jamaal Schoby: Transportation Planner – Transportation Research Board

MC24 Youth in Transit slides

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Session Description: This session explored ways to increase the number of women in careers in the transit trades through initiatives and partnerships that provide support and opportunities for advancement and training. Panelists addressed the barriers to employment women face in entering frontline transit careers, the types of outreach and support that can increase employment, and described the programs and services that help women thrive in frontline transit careers. Transit agencies and union representatives outlined initiatives designed to increase the representation of women in the transit trades, and women in the industry spoke about their first-hand experiences, the opportunities they have been afforded, and the critical role that workplace culture, programs, and policies played in their success. Attendees also heard about opportunities to engage with federal partners, such as the USDOL Women’s Bureau program and the Women in Apprenticeship and Nontraditional Occupations (WANTO) program.

Moderator: 

• Karitsa Holdzkom: Senior Policy Analyst – International Transportation Learning Center / Transit Workforce Center

Speakers:

• Annmarie Carmody: Senior Communications Associate – International Transportation Learning Center / Transit Workforce Center
• Shannon Arms: Operations Manager – Santa Clara Valley Transportation Authority
• Laila Bofia: Utility Mechanic – Toledo Area Regional Transit Authority (TARTA)
• Tisha Carroll: Workforce Development Program Manager – Toledo Area Regional Transit Authority (TARTA)
• Lee Gibson, DBA: Talent Acquision Manager – Toledo Area Regional Transit Authority (TARTA)
• Charles Jenkins: Director – Transport Workers Union Local 100, New York City Transit Training & Upgrading Fund
• Celeste Kirkland: Power Division Vice Chair/Safety Inspector – Transport Workers Union Local 100 (NYC)
• Nicole Neri: Regional Administrator – U.S. Department of Labor Women’s Bureau
• Yvette Trujillo: International Executive Vice President – Amalgamated Transit Union

MC24 Women in Transit Trades slides

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Session Description: Consistent with FTA’s strategic goal of driving workforce recruitment, this session explored successful models and strategies for increasing awareness of transit careers among potential workers. Presenters also focused on approaches to recruiting and retaining individuals from diverse backgrounds, emphasizing engagement with the communities transit serves. Through discussions of hands-on initiatives, mentoring and training programs, and partnerships between transit agencies and community organizations, this session explored various ways transit systems can create sustainable pipelines to attract and retain talent from communities of different sizes and demographics.

Moderator: 

• David Stephen: Senior Communications Specialist – International Transportation Learning Center / Transit Workforce Center

Speakers:

• Scott Joiner: Senior Manager, Talent Acquisition – Bi-State Development/Metro Transit (St. Louis)
• Adam Parast: Enterprise and Strategic Initiatives Lead – King County Metro (WA)
• Antonio Pollard: Organizer – Amalgamated Transit Union Local 689 (DC)
• Dan Stoffer: Manager, Bus Instruction – Metro Transit (MN)
• Jaymi Swarbrick: Director of Human Resources – Merrimack Valley Transit (MeVa – MA)
• Trenise Winters: Assistant Executive Director – Bi-State Development/Metro Transit (St. Louis)

MC24 Successful Models for Career Awareness slides

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“Someone to Rely On”

Mentoring programs are growing more common across transit agencies in the U.S., but most of them are specific to fixed-route operators and technicians. In Ohio, Greater Cleveland Regional Transit Authority (GCRTA) and Amalgamated Transit Union (ATU) Local 268 have pioneered a structured mentoring program for paratransit operators, as well as fixed-route operators. This “mini case study” focuses on the paratransit mentoring program, including lessons learned from its first two years.

Link to Case Study

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This Workforce Development Playbook – a menu of malleable strategies and tactics that can be applied in different situational contexts – is meant to serve two purposes:

1. To document best practices in workforce development focusing on California but with applicability nationally and sources.
2. To set the first “Gold Standard” guiding owners who want to incorporate workforce development goals into their infrastructure projects.

To develop the Playbook, WSP and Accelerator for America (AFA) supported by The James Irvine Foundation, gathered information on current standards, practices, and barriers to workforce development efforts through interviews with key stakeholders across the industry in California, including project owners, community benefit organizations (CBOs), and government leaders.

Access Full Report Here

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In rural communities, widely dispersed populations face a multitude of access challenges. Faced with a declining talent pool, lower educational attainment, and rising poverty rates caused by the Covid-19 pandemic, there is an urgent need to prepare young people in rural areas for high-demand careers.

As part of the Implementing Workforce Programs for Rural Youth series, this webinar, hosted by the Office of Apprenticeship, focused on best practices and creative solutions for increasing pre-apprenticeship and youth apprenticeship access, enrollment, retention, and program completion for young people in rural areas. Featured youth apprenticeship intermediaries and partners shared their accomplishments in developing youth apprenticeship opportunities in rural areas, establishing networks of support, and best utilizing available resources to ensure pre-and youth apprenticeship success.

MODERATOR(S)

• Maisha Meminger, Manpower Analyst , Division of Youth Services, U.S. Department of Labor, Employment and Training Administration

PRESENTER(S)

• Vanessa Bennett, Associate Director, Center for Apprenticeship & Work-Based Learning, Jobs for the Future
• Zach Boren Senior Policy Program Manager, Urban Institute
• Bhavani Arabandi, Senior Research Associate, Urban Institute
• Jacqueline Rayfield, Policy Analyst, Urban Institute

Link to Webinar Recording and Supplemental Documents

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MODERATOR(S)

• Tim Theberge, Division Director, Office of Trade Adjustment Assistance

PRESENTER(S)

• Adam Wagoner, Deputy Director, South Carolina Department of Employment and Workforce
• Chris Mills, Program Coordinator, MassHire Department of Career Services

Link to Webinar Recording and Supplemental Documents

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Shifting demographics in the U.S. workforce indicate that businesses are probably going to need to recruit, train, and retain older workers to ensure their companies remain competitive. However, workplace surveys indicate that most firms are currently not prepared to find and welcome workers who are 50 years of age or older.

Fortunately, a broad array of evidence-based hiring and talent development strategies are at the ready for U.S. employers. These strategies draw from a recent and comprehensive review of employer practices and their influence on economic security and mobility for U.S. workers who experience structural disadvantages and exclusion from opportunity in the labor market.

Three key connected takeaways for employers to consider as they plan for ways to leverage this segment of the workforce are as follows:

• Engage directly with older employees in developing their digital skills.

• Seek out the social networks in which older workers operate to find the best recruiting matches.

• Lean into current or former employees and their online connections to identify these social networks.

Recruiting and Retaining Older Workers

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Given current workforce shortages, reaching out and engaging older workers is of interest to many employers. The AmeriCorps Seniors research team developed five older adult workforce program tip sheets on topics relevant to interacting with older adults in the workforce. You can view the tip sheets on the project website, which are linked here:

Tipsheet 1 Recruitment Strategies for Older Workers Tipsheet 2 Learning Community Principles Tipsheet 3 Older Adult Workforce Tipsheet 4 Participant Challenges Tipsheet 5 Volunteer Matching

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At the end of the webinar, TWC shared a survey to collect unique transit workforce data needs and feedback for potential additions to the Data Dashboard. The survey continues to accept responses and can be found below.

Webinar Recording Webinar Slides Transit Workforce Data Needs Survey Transit Workforce Data Dashboard

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Read Rich Diaz’s Transit Career Story on the TWC Blog to learn more.

View the full case study below:

GGT and ATU Local 1575 Case Study

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This webinar accompanies TWC’s childcare services case study.

TWC Presentation Intro Slides Prairie Hills Child Care Center Presentation Slides Women in Non-Traditional Titles Approaches to Childcare Support in the Transit Industry Recording

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Contributor(s): National Academies of Sciences, Engineering, and Medicine; Transportation Research Board; Transit Cooperative Research Program; Todd Hansen; Zachary Elgart; Ipek Sener; Patricia Bye

Transportation for People with Disabilities and Older Adults During COVID-19 Supplemental Pocket Guide

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• There are many ways to support the childcare needs of employees; there is no one-size-fits-all model.
• The models examined in this case study include a voucher system, an on-site center managed directly by the agency, and a discounted center managed by a contractor with supplemental referral services. 
• Challenges remain, including childcare affordability and availability.
• Still, these programs can boost morale and attendance among working parents and caregivers.

At New York City’s Metropolitan Transit Authority (MTA), the first sign of a problem was attendance. Los Angeles Metro experienced a similar phenomenon of worker absences, which grew worse during the COVID-19 pandemic. At Prairie Hills Transit in South Dakota, the agency (like many employers in the community) struggled just to get workers in the first place. In community after community, public transit is suffering from low employee availability, and a key driver of the workforce shortage is clear—a lack of affordable childcare.

The good news for the public transit industry is that a variety of models already exist that support the childcare needs of frontline workers. This case study describes three such models: a voucher system, an on-site center managed directly by the agency, and a discounted center managed by a contractor with supplemental referral services. Across the spectrum of agency sizes—from a small rural agency to an agency serving one of the world’s largest cities—transit providers have opportunities to support their workers, both as employees and as parents.

Please see the summary table at the end of the case study for an overview of each of these programs.

Background: The Urgency of Childcare Needs

The United States used to have one of the highest rates of working women among Organization for Economic Cooperation and Development (OECD) countries, but in recent years, the U.S. rate has declined. As parents struggle to find stable access to childcare, they are forced to limit their workforce participation, leave employment altogether, or pay an often-unsustainable portion of their income towards a childcare program. Using data from the National Survey of Children’s Health, the Center for American Progress (CAP) estimated that in 2016 nearly two million Americans made career sacrifices due to issues with childcare.

As the United States, and in particular the transit industry, faces a difficult and ongoing labor shortage, it is important for mothers to be able to participate in the workforce if they choose. Even though women are less present in the labor force, families are becoming increasingly dependent on the maternal income. Only about 30 percent of families with children rely solely on a father’s income; women are primary or equal earners in about two-thirds of families. Women of color with children are even more likely than white women to be in the labor force, be primary breadwinners, and be in low-earning jobs (NWLC).

Despite this necessity, childcare remains a determining obstacle. An analysis of the 2016 Early Childhood Program Participation Survey (ECPP) indicated that half of American families struggle to find adequate childcare, with cost most commonly reported as a barrier. Another CAP analysis found that over half of Americans live in childcare deserts (areas with few or no options for childcare). The maternal workforce participation rate is an average of three percent lower in these deserts than in areas with adequate childcare. Hispanic/Latino families are more likely to reside in childcare deserts and more likely to report location as an obstacle to obtaining childcare. The prevalence of location as an obstacle can be further explored with these interactive childcare desert maps.

Even small steps to alleviate childcare burdens can help parents join the workforce. A study of Washington, DC’s universal, full-day preschool program found that since the program’s inception, the rate of mothers participating in the city’s workforce increased by 12 percent. Subsidies to support parents in finding childcare assistance can have positive impacts on their workforce participation as well. A study of childcare and parent labor force participation found that just a 10 percent decrease in childcare costs could lead to a 0.5-2.5 percent increase in maternal employment. A paper from the National Bureau of Economic Research indicated that if childcare costs were capped at seven percent of income, the rate of low-income mothers in full-time jobs would increase by 18 percent and the overall maternal employment would increase by 10 percent, which would add 12 million mothers to the workforce. For individual families, gender parity, and the overall economy, these increases are important, and they are essential to mitigating the workforce shortage in the transit industry.

Childcare Examples in Public Transportation

Transport Workers Union (TWU) Local 100 – New York City Transit Child Care Fund (CCF)

In New York City, TWU Local 100 and NYC Transit came together to create the Child Care Fund (CCF), a financial assistance program designed to support the families of Local 100 members who need help paying for childcare expenses. In 2002, Local 100 proposed a new benefit for its members in the collective bargaining agreement: funds through CCF to support parents of young children in obtaining childcare. MTA management, concerned about the effects of worker absences on its operations, agreed to the new benefit. “Workers were doing the calculus of whether it’s worth it to spend X amount on childcare versus just staying home and not working and caring for the child instead. Childcare is very expensive,” said Charles Jenkins, Director of TUF. This no-win choice weighed particularly heavy on women. Jenkins recounted how historically, transit has been a predominantly male industry with few accommodations for women, even proper bathrooms, until recently. Long-standing worker shortages in public transit have led the industry to begin thinking differently.

CCF provides financial support to parents for either a year-round childcare program or for summer camps; the employee can choose. The employee also has the discretion to choose who cares for their child—CCF covers about forty percent of the cost of childcare in a licensed facility (up to $320 weekly), and about twenty percent (up to $160 weekly) if the provider is not licensed—for example, if the caregiver is a family member. If the employee chooses the summer camp option, fifty percent is covered (up to $1,000). The benefit is offered to all employees in good standing who have completed one year of employment, until the employee’s child reaches age 12.

The program is not without challenges. It is first-come-first-served, with limited funds, although most people who seek out the benefit do receive it. Some members report they didn’t know about the fund, and even with a subsidy, childcare remains expensive. Still, CCF’s support helps. “Our members are very thankful for the benefit,” Jenkins said, and the agency and union have found that attendance is high when adequate childcare is in place.

Prairie Hills Transit (Spearfish, South Dakota)

Over a thousand miles away and in a much more rural area, the childcare landscape looks different. Prairie Hills, SD, has struggled for years with a lack of childcare providers in the community. Around 2010, Prairie Hills Transit (PHT) Executive Director Barb Cline noticed that federal funds were available for the construction of new buildings. Thinking creatively, she pursued grants and loans from the U.S. Department of Agriculture for the purpose of constructing a childcare facility within the PHT campus. “We knew this was a community problem, bigger than our own staff,” Cline reported. With only about 50 employees, PHT’s staff didn’t have enough children for a center limited to employees, so the agency opened its doors to the wider community.

Today, this licensed, on-site childcare center can accommodate up to 41 children. To handle demand, PHT is expanding to a new rented location which can enroll another 25 or so children. Because childcare has a low profit margin, no external company would take on the contract, so PHT hired its own manager for the program. Now that the building has been constructed, the program sustains itself financially. Employees of PHT receive a thirty percent discount, while other parents in the community pay full price (though some use government benefits to pay and segmented payment plans are available). Children don’t age out formally, but most enrollees are age five or younger. PHT has found that male and female employees alike take advantage of the program. Recognizing that employees won’t be able to transport their children from school to after-school childcare in the middle of a shift, PHT obtained a separate bus with car seats to provide those trips themselves.

PHT reported several challenges it encountered as the program unfolded. Licensing requirements for childcare centers have gotten stricter and PHT has had to invest time to adapt. Another challenge for the agency has been the “human versus the financial”: if a parent only wants part-time childcare, the center wants to accommodate the family’s needs, but the accommodation results in the loss of a full-time spot and thus a loss of funds. Availability of childcare remains a challenge because demand is so high, even though PHT employees receive some degree of priority; “our waiting list is 12 pages long,” Cline said. Even with a subsidy, affordability is still a question for some families. However, employee turnover is low at PHT and childcare may be part of the reason.

PHT has realized that because of the geographic dispersion of employees and the low turnover of children in the center, some employees are not able to take advantage of the center’s offerings. As the program looks to the future, PHT is looking to build a second shared-use facility to expand capacity.

LA Metro (Los Angeles, CA)

Like so many other transit agencies, Los Angeles Metro found its workforce depleted as the COVID-19 pandemic progressed. The agency recognized that a lack of childcare delayed re-entry into the workforce.

LA Metro offers three options for their employees to find support  The first is, through a memorandum of understanding, a partnership with Pathways LA to provide referral services to LA Metro employees seeking childcare. Pathways LA gives parents digestible information about childcare options and assistance navigating the possibilities available. LA Metro also utilizes its employee assistance program through ComPsych Corporation Guidance Resources, which connects employees to a Work-Life Specialist. This specialist provides personalized resources custom to the needs of the individual employees seeking childcare in their area.  The third support is more recently established: LA Metro has leased a space it owns, beginning June 2023, to Pathways LA for a childcare center within walking distance  from Metro’s central maintenance facility and headquarters. This arrangement was established through a competitive bid process. The center is not exclusive to LA Metro employees, but employees receive a 15% discount and get priority enrollment. The center serves children up to age 5 and offers everything from an infant center to an educational curriculum for older children to special needs programming. LA Metro has hired a coordinator to oversee the relationship between Pathways LA and Metro, which has been indispensable to facilitating a smooth partnership, the agency reported.

As childcare needs have evolved, LA Metro has persevered in seeking the best options for its employees within available resources. Before the Pathways LA partnership, LA Metro had partnered with a different third-party provider; with the new partnership, largely because of inflation, prices have risen and employees that transferred from one provider to the other were impacted by the change. Prices were already steep and employees felt the increase keenly.  Another challenge has been the limitations of a single facility location: the fact that the center is close to LA Metro’s headquarters and central maintenance garage reduces travel and logistics for some parents, but not all Metro employees report to those locations. For LA Metro, a multi-pronged approach has been most successful.

Conclusion

Finding adequate childcare services is an imperative step in entering or re-entering the workforce, but it’s not easy for every parent. In the face of a widespread workforce shortage, if transit agencies are able to help parents with this step, it can help rebuild and maintain their workforce. These examples provide evidence that agencies of varied sizes across the county can find a childcare supportive service program that works for them. LA Metro found that neither subsidies nor self-administration of a childcare center was realistic for them, but partnerships with an established and trusted provider could further their employees’ access to childcare resources. On the other hand, Prairie Hills Transit, facing a childcare desert in their community, established their own center. Meanwhile, MTA and TWU Local found that cost, not availability, was the primary limiting factor for their employees, and they were able to address that challenge for many families. Other transit agencies can take similar steps, utilize their own unique resources, and learn from the challenges faced in these examples to facilitate access to childcare services for their employees, which in turn will contribute to a stronger and more reliable workforce.

Summary of MTA/TWU Local 100, Prairie Hills Transit, and LA Metro Childcare Programs

For more information on these programs, contact:

• Barb Cline, Prairie Hills Transit: bkcline@prairiehillstransit.com
• Jodi Stewart, LA Metro: stewartj@metro.net
• Shayna Gleason, TWC: sgleason@transportcenter.org

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To learn more, please visit our dedicated ATTAIN and apprenticeship page.

ATTAIN presentation

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This toolkit provides guidance on strategies and best practices for recruiting and retaining women in construction, manufacturing, and clean energy jobs. The strategies describe how to make the intentional choice to build a diverse workforce, create targeted recruitment, address barriers of entry, and retain a diverse workforce.

Tools For Building An Equitable Infrastructure Workforce

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In the transportation industry, individuals with disabilities should comprise part of a diverse workforce and can be included in recruitment and retention initiatives. “Opening Doors: Including People with Disabilities in the Transit Workforce” offers an overview of strategies and is one of the feature articles in the July-August 2023 edition (Issue 346) of TR News, TRB’s magazine.

Authors: Judy Shanley (National Center for Mobility Management), Shayna Gleason (Transit Workforce Center), and Patricia Greenfield (Transit Workforce Center)

TR News 346: Opening Doors: Including People with Disabilities in the Transit Workforce

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Program: Iyai’s Dr. Beverly Scott and TWC’s Shayna Gleason present an overview of the program series and career landscape, followed by participants in diverse positions talking about their work and careers.  Speakers include: 

• Marvin Alfred, President, Amalgamated Transit Union (ATU) Local 113 (Toronto);
• Kyisha Bond, mechanic apprentice, IndyGo (Indianapolis),
• Inez Evans, President and CEO, IndyGo (Indianapolis);
• Andrew Falotico, Health and Safety Representative, ATU Local 113 (Toronto);
• Desiree Patrice, Deputy Chief of Capital Transformation, MBTA (Boston). 

After the presentations, Karen Philbrick from the Mineta Transportation Institute facilitates a conversation between the audience and presenters.

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In 2020-2022, LADOT collaborated with LA Walks, community members, transportation and planning practitioners, advocates and others to develop LADOT’s first Spanish glossary. The  project includes over 100 transportation planning and community engagement terms to improve and standardize LADOT’s Spanish language communication, as well as empower Spanish speaking communities to advocate for transportation improvements.

LADOT Bilingual Glossary of Transportation Terms

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An October 2022 survey conducted by APTA revealed that 96 percent of transit agencies of all sizes are experiencing workforce challenges, and 84 percent said these shortages are impacting their ability to provide service. APTA developed these mini-guides building on their 2021 Transit Workforce Readiness Guide and combining industry insights and stories, case studies, lessons learned, and best practices.

Workforce Mini-Guides

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The Joint Center’s issue brief, Five Charts To Understand Black Registered Apprentices in the United States, analyzes data reported in the Registered Apprenticeship Partners Information Database System (RAPIDS) from the U.S. Department of Labor to highlight structural barriers that Black apprentices face. To achieve racially equitable outcomes in apprenticeship programs, policymakers and apprenticeship coordinators must understand these challenges.

Five Charts To Understand Black Registered Apprentices in the United States

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This report from CAP describes strategies to ensure that the Infrastructure Investment and Jobs Act (IIJA) spending meets workforce equity and quality goals:

• Include clear, robust workforce standards in procurement communication and evaluation.
• Build agency capacity to collaborate and prioritize workforce standards.
• Provide technical assistance to achieve desired policy results.
• Measure and report workforce outputs and outcomes.

How To Support Good Jobs and Workforce Equity on Federal Infrastructure Projects

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Session materials from Making Connections 2022 are hosted on the TWC Resource Center. Please click here to view all related materials. A PDF copy of the conference schedule is linked below.

Opening Video: 

Recap Video: 

Making Connections Conference Schedule

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Session Summary: This session featured cutting-edge partnership strategies that advance diversity, equity, inclusion, and access while strengthening recruitment and retention. Representatives from transit labor and management, education, and national and local transit supporters and stakeholders provided a range of perspectives, while discussing innovative programs and initiatives along with their positive outcomes.

Moderator

• Jess Guerra: Executive Director, Transportation Workforce Institute – Los Angeles Trade Technical College

Speakers

• Mona Babauta: Deputy General Manager – Golden Gate Transit
• Rich Diaz: Golden Gate Transit Mentor Coordinator – Amalgamated Transit Union Local 1575
• Meghna Khanna: Senior Director, Systemwide Team, Mobility Corridors – Los Angeles County Metropolitan Transportation Authority
• Judy Shanley: Director – National Center for Mobility Management; Assistant Vice-President, Education & Youth Transition Programs, Easter Seals Director – National Center for Mobility Management
• Tracy Spikes: Workforce Development Program Manager – Central Ohio Transit Authority
• John Tkach: Executive Director – Keystone Development Partnership
• Jarvis Williams: President – Transport Workers Union Local 208

Out of the Box Strategies Session Slides

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Session Summary:  This session explored how transit agencies can use structured mentoring programs and mentor training as an effective approach to deal with the challenges of recruiting, supporting, training, and retaining drivers and technicians. Current and former mentors and mentor program coordinators from labor and management discussed the fundamentals of mentoring, the mentoring process and its impact on employees and agencies, along with the varied ways mentoring can and should be an integral part of any training or apprenticeship program.

Moderator

• Stu Bass: Principal – Progress Worx; Founding Director – Keystone Development Partnership

Speakers

• Raul “Kiko” Diaz: Senior Assistant Business Manager – San Diego Metropolitan Transit System/IBEW Local 465
• Rich Hibbs: Co-Director – California Transit Works
• Dionna McCane: Mentorship and Apprenticeship Coordinator – IndyGo
• Ibrahim Ouattara: Workforce Development Manager – IndyGo
• Troy Thornton: Mentor/Bus Operator – Golden Gate Transit/Amalgamated Transit Union Local 1575

Mentoring Session Slides

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State departments of transportation are responsible for providing a safe, efficient, and effective transportation system of infrastructure and services. To meet these responsibilities, transportation agencies need a highly skilled workforce with the expertise required to identify and address current transportation needs while also being prepared to address the challenges of the future.

Contributor(s): National Academies of Sciences, Engineering, and Medicine; Transportation Research Board; National Cooperative Highway Research Program; Candace Blair Cronin; Allison Alexander; Grace Arnold; Juan Carlos Batarse; Kelly Dray; Sasha Iliev; Jessica Jenkins; Erik Smallwood; Rachel Smart; Jake Streng; Mara Campbell; Susan Gallagher; Tyler Reeb; Tom O’Brien; Glenn McRae

Attracting, Retaining, and Developing the 2030 Transportation Workforce

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The American Transit Training and Apprenticeship Innovators Network (ATTAIN), run by the Transit Workforce Center (TWC), is a peer network created for transit agencies and labor unions to explore new apprenticeship programs or enhance existing programs for their frontline workforce.

ATTAIN Rail/Signals/Traction Power and Facilities/Elevator-Escalator Committees Meeting Presentation Slides

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Cape Cod Regional Transit Authority (CCRTA) in Massachusetts serves 15 towns within a 400 square miles area in an area where the population triples in the summer with seasonal residents. CCRTA runs seven year-round fixed route lines, several on-demand and hybrid on-demand services, and three summer shuttle services. In 2021, CCRTA served approximately 2.5 million people with 98 drivers.

Faced with driver shortages, CCRTA and Amalgamated Transit Union Local 1548 worked together and negotiated driver raises and $1,000 bonuses paid after 90-days. In addition, a six-step salary scale to reach the top pay grade was reduced to two steps. Drivers can now reach the top pay level within two years.

Barnstable County’s senior population is among the largest per capita in the country, and CCRTA has instituted hiring initiatives aimed toward the senior and retiree population. In connecting with this population, CCRTA has taken a variety of actions, including:

• Reaching out through Cape Cod Elder Services to communicate CCRTA’s interest in hiring seniors. CCRTA’s Human Services Transportation Manager sits on this organization’s board, facilitating ongoing contact.
• Targeting recruitment of retiring teachers, firefighters, police, and school bus drivers. Cape Cod RTA staff visited schools, fire houses, police stations, and municipal offices to share recruitment information.
• Visited each town on Cape Cod, talked with local retirement agency officials, and posted and mailed banners and notices.
• Overall increase in the agency’s traditional and social media presence generally, including advertising explicitly aimed at seniors, including on social media. Developed advertising, messaging, and imagery to make seniors and retirees feel welcome. To see samples of advertising, visit Cape Cod RTA Jobs on Facebook, the ad on their website’s front page,  and see the video, featuring older drivers, on the CCRTA career page.
• Emphasizing the short time it takes to reach the highest salary level, a compelling message for seniors and retirees, who often value salaries more than benefits, as well as the ability to reach the highest level within their time at the agency.
• Offering various employment options, including full-time and part-time, and seasonal. The agency has found that individual needs lead to varied choices; they estimate their senior employees have split 50-50 in what scheduling option they choose.
• Providing full CDL training, testing and additional agency-specific training for all employees without CDLs. The agency pays for all training.
• Offering options for non-CDL drivers, who operate smaller vans. The agency encourages the CDL route because it gives drivers more flexibility in shifts and allows them to work and get paid at a higher rate.
• Currently exploring working with the Barnstable County Retirement Commission to arrange for a notice about CCRTA employment options to be part of the Commission’s information packet when an employee puts in for retirement.

CCRTA values its older workforce and their commitment to the job; through its efforts, it has been able to hire a dozen seniors and retirees as drivers. The agency notes that with this population, it is reasonable to expect excellent attendance, while also allowing for the potential of more short-term disability and time for medical appointments. COVID-19 saw CCRTA lose about half of its senior workforce, given seniors’ sensitivity to exposure. However, CCRTA is renewing its recruitment efforts in this area through the various methods noted.

For more information, contact:

Penny Grossman, H.R. Manager – Pgrossman@capecodrta.org – 508-385-1430, ext. 106

CCRTA Website CCRTA Career Page

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Basic descriptions of some current state and local programs can be found at the links below.

Chicago Second Chance Program Idaho Second Chance Program Indiana Second Chance Program Iowa and Oregon Second Chance Program

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This resource also includes a link to a webinar hosted in July, 2022 presenting information from the report and slides from the webinar.

Bus Operators in Crisis Webinar Slides Webinar: Operators in Crisis: How Did We Get Here? Bus Operators in Crisis Report

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This report provides an overview of the Mineta Summer Transportation Institute, one of the National Summer Transportation Institute (NSTI) Programs, which recruits high-school students from diverse ethnic backgrounds, exposes them to a variety of academic and practical experiences in the transportation field in the Bay Area, and provides participating students with a variety of science, technology, and employment skills. The report shares program history, demographics, activities, etc.

High School Students on Track for Transportation Careers

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The case studies were developed through on-site visits to the program locations; interviews with program staff, partners, and current and former participants; and a review of program materials and data. They provide information and insights related to partnership development, program design, and outcomes that outline how pre-apprenticeship and apprenticeship programs can help women access family-sustaining jobs and quality career pathways. The guide identifies common strategies across the four programs to help others learn how to create programs that successfully open pathways to in-demand jobs for women through apprenticeships.

Advancing Opportunities for Women through Apprenticeship

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The webinar draws on research from TCRP Synthesis 147: Attracting, Retaining, and Advancing Women in Transit.

Women Fare in the Transit Industry

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Contributor(s): National Academies of Sciences, Engineering, and Medicine; Transportation Research Board; Transit Cooperative Research Program; ICF Allison Alexander

Attracting, Retaining, and Advancing Women in Transit

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Description: ARISE is an ARC initiative that aims to drive large-scale, regional economic transformation through multistate, collaborative projects across Appalachia.

With the additional funding provided by the Bipartisan Infrastructure Law, also known as the Infrastructure Investment and Jobs Act of 2021, ARC launched ARISE to strengthen Appalachian business and industry, and to grow and support the development of new opportunities across multiple states.

Posted January 20, 2023 to TWC Resource Center. Please refer to the link below for the most up to date information from the funder.

Information page on arc.gov

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Drawn from the TWC Blog and Pulse Newsletter, these Transit Career Stories showcase workers’ journeys and career pathways to help increase awareness of transit careers. Learn from these professionals and community leaders through their own telling of what they do, how they got there, and what makes their work exciting and rewarding.

From Bus Driver to Finance Manager - Jerry Garcia's Drive to Succeed Elevating Insights – ATU Local 689 Executive Board Member and Former WMATA Elevator/Escalator Journeyworker Leah Anderson OT Orozco – Showcasing the Role of People With Disabilities in Transit Rich Diaz – Embracing the Power of Mentorship Dionna McCane – Mentoring With Heart Gwendolen Gibson – A Rail Mechanic Leading the Way Unbreakable Bond – An Apprentice Mechanic With the Drive to Succeed