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    <title>Research in Progress (RIP)</title>
    <link>https://rip.trb.org/</link>
    <atom:link href="https://rip.trb.org/Record/RSS?s=PHNlYXJjaD48cGFyYW1zPjxwYXJhbSBuYW1lPSJkYXRlaW4iIHZhbHVlPSJhbGwiIC8+PHBhcmFtIG5hbWU9InN1YmplY3Rsb2dpYyIgdmFsdWU9Im9yIiAvPjxwYXJhbSBuYW1lPSJ0ZXJtc2xvZ2ljIiB2YWx1ZT0ib3IiIC8+PHBhcmFtIG5hbWU9ImxvY2F0aW9uIiB2YWx1ZT0iMTYiIC8+PC9wYXJhbXM+PGZpbHRlcnM+PGZpbHRlciBmaWVsZD0iaW5kZXh0ZXJtcyIgdmFsdWU9IiZxdW90O1BlcnNvbm5lbCByZXRlbnRpb24mcXVvdDsiIG9yaWdpbmFsX3ZhbHVlPSImcXVvdDtQZXJzb25uZWwgcmV0ZW50aW9uJnF1b3Q7IiAvPjwvZmlsdGVycz48cmFuZ2VzIC8+PHNvcnRzPjxzb3J0IGZpZWxkPSJwdWJsaXNoZWQiIG9yZGVyPSJkZXNjIiAvPjwvc29ydHM+PHBlcnNpc3RzPjxwZXJzaXN0IG5hbWU9InJhbmdldHlwZSIgdmFsdWU9InB1Ymxpc2hlZGRhdGUiIC8+PC9wZXJzaXN0cz48L3NlYXJjaD4=" rel="self" type="application/rss+xml" />
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    <language>en-us</language>
    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
    <docs>http://blogs.law.harvard.edu/tech/rss</docs>
    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
    <image>
      <title>Research in Progress (RIP)</title>
      <url>https://rip.trb.org/Images/PageHeader-wTitle-RIP.jpg</url>
      <link>https://rip.trb.org/</link>
    </image>
    <item>
      <title>Building a Sustainable Workforce: Enhancing Employee Retention at GDOT
</title>
      <link>https://rip.trb.org/View/2719324</link>
      <description><![CDATA[
This research project aims to improve employee retention, particularly Transportation Engineers and Transportation Specialists. By identifying and analyzing current practices alongside employee experiences and expectations, it will offer evidence-based insights to inform decision-makers, including the Office of HR.
]]></description>
      <pubDate>Thu, 25 Jun 2026 11:39:07 GMT</pubDate>
      <guid>https://rip.trb.org/View/2719324</guid>
    </item>
    <item>
      <title>Investing in Talent for Next-Generation Transportation Engineering
</title>
      <link>https://rip.trb.org/View/2627155</link>
      <description><![CDATA[Recent federal investments in infrastructure necessitate a surge in transportation engineering graduates, yet recruitment and retention pose challenges due to mismatches between job supply and degree pursuits, compensation, benefits, and work-life balance. Research by the Northeast Transportation Workforce Center and National Transportation Career Pathways Initiative highlights these issues, but gaps remain in state department of transportation (DOT) strategies. Moreover, there is a pressing need for diversity in the engineering workforce to reflect the United States demographics. This research aligns with the Mid-America Transportation Center (MATC) focus on education and workforce development, aiming to enhance workforce diversity, which is crucial for inclusive transportation planning and safety. The purpose of this study is to explore the age gap within state transportation engineering jobs. The following research question will be addressed: In what ways do state departments of transportation in the midwestern United States attract or detract new engineers to state transportation engineering jobs based on current policy structures?
]]></description>
      <pubDate>Wed, 19 Nov 2025 14:58:25 GMT</pubDate>
      <guid>https://rip.trb.org/View/2627155</guid>
    </item>
    <item>
      <title>Overcoming the truck driver shortage in the United States: An Empirical Study
</title>
      <link>https://rip.trb.org/View/2625872</link>
      <description><![CDATA[In 2023, the trucking industry contributed approximately $389.3 billion to the United States' gross domestic product (GDP), accounting for most of the nation's highway freight movement. However, the current shortage of truck drivers is disrupting U.S. supply chain activities. Failure to address this challenge can have long-term implications, such as higher consumer prices, longer delivery times, and even product shortages in the marketplace. Therefore, the present study aims to identify the factors contributing to the truck driver shortage, model their contextual interrelationships, and uncover the root causes. The overarching goal is to help overcome the current truck driver shortage in the U.S., thereby enabling the freight transport sector to remain competitive and maintain its socioeconomic impact on job creation, productivity, the nation's revenue, and the wider supply chain costs. A three-stage methodology will be implemented. This will comprise an extensive literature review, semi-structured interviews with selected industry experts to conduct interpretive structural modeling (ISM) and cross-impact matrix multiplication applied to classification (MICMAC). We will adopt a purposive (non-probability) sampling to engage with key stakeholders in the Missouri trucking industry, such as, but not limited to, regulators (e.g., DOT), truckers (private fleets, owner-operators, trucking companies/3PL), shippers, freight brokers, and consignees. The planned deliverables include: (1.) a literature synthesis analyzing truck driver shortage causes and solutions/remedies currently available; (2.) the development of a data-driven hierarchical interaction framework, and (3.) a final report to synthesize the findings, implications, and recommendations for industry professionals, policymakers, and academics.
]]></description>
      <pubDate>Tue, 18 Nov 2025 13:52:23 GMT</pubDate>
      <guid>https://rip.trb.org/View/2625872</guid>
    </item>
    <item>
      <title>SPR-5000: Retention of the Early-Career Highway Technician Workforce: Exploring and Addressing Their Career Trajectories and Challenges</title>
      <link>https://rip.trb.org/View/2603849</link>
      <description><![CDATA[This project addresses retention among early-career highway technician employees by examining their career trajectories, challenges, and development opportunities. It includes a literature review, analysis of the Indiana Department of Transporttion (INDOT)’s existing workforce practices, benchmarking with other state departments of transportation (DOTs) and similar industries, case studies, and survey-based insights. The final outcomes will include actionable strategies and a comprehensive report to support INDOT’s workforce development and retention improvements.]]></description>
      <pubDate>Thu, 25 Sep 2025 10:26:08 GMT</pubDate>
      <guid>https://rip.trb.org/View/2603849</guid>
    </item>
    <item>
      <title>Streamlining Right-of-Way 
Processes to Accelerate Project Development</title>
      <link>https://rip.trb.org/View/2593934</link>
      <description><![CDATA[The right-of-way (ROW) process is an integral but sometimes underexamined aspect of project development. By conducting appraisals, reviewing appraisals, negotiating with property owners, managing acquisitions and relocations, and overseeing property management, Kentucky Transportation Cabinet's (KYTC's) Division of Right of Way and Utilities offers critical support to project development staff as they work to identify the most cost-effective project designs. Despite being a linchpin in project development, the Cabinet has difficulty recruiting and retaining ROW staff due to a competitive job market. Personnel shortages can delay the ROW process and thus project delivery. As such, KYTC needs to identify and implement proven best practices that facilitate a ROW process that is leaner, more streamlined, and which supports on-time project delivery while also bolstering the agency’s recruitment and retention of staff.]]></description>
      <pubDate>Thu, 28 Aug 2025 11:32:32 GMT</pubDate>
      <guid>https://rip.trb.org/View/2593934</guid>
    </item>
    <item>
      <title>Update ACRP Report 75 With Latest Leadership Trends</title>
      <link>https://rip.trb.org/View/2588335</link>
      <description><![CDATA[BACKGROUND: Airports depend on visionary leadership for safe, efficient operations, but finding and retaining such leaders is a challenge. While ACRP Report 75: Airport Leadership Development Program established standards for leadership training and retention, the landscape has significantly evolved since the report was published in 2013. Advances in digital and simulation-based learning, the adoption of data-driven strategies, and an increased emphasis on soft skills necessitate an update to align with today's dynamic industry demands. 

Research is needed to help current and future airport leaders assess, acquire, and refine their individual leadership skills, enabling them to effectively navigate the latest trends and best practices shaping the modern airport industry.

OBJECTIVE: The objective of this research is to update ACRP Report 75: Airport Leadership Development Program by integrating the latest trends and best practices driving today's airport industry.

Sections A, B, and C of ACRP Report 75 will be updated to align with three levels of leadership identified as follows: front line staff/individual contributors; managers and supervisors; and senior staff management.

The update should include the following for each level of leadership: (1) baseline assessment; (2) case studies; (3) resources and implementation of leadership development programs; (4) proven strategies used by leadership programs outside the airport industry; (5) core competencies for curriculum development; (6) best practices for 360-degree leadership; (7) guiding direct reports, partnering with peers, and influencing senior leadership and outside stakeholders; (8) principles of succession and retention planning; and (9) future projections of leadership trends for the next 5 years.

RESEARCH PLAN: The ACRP is seeking the insights of proposers on how best to achieve the research objective. Proposers are expected to describe research plans that can realistically be accomplished within the constraints of available funds and subaward time. Proposals must present the proposers' current thinking in sufficient detail to demonstrate their understanding of the issues and the soundness of their approach to meeting the research objective. The work proposed must be divided into tasks and proposers must describe the work proposed in detail.

The research plan shall comprise the appropriate interim deliverables for ACRP review and approval, including: list of the appropriate content in ACRP Report 75 to retain; draft list of case studies; draft list of survey questions; draft list of recommended core competencies and curricula; draft list of best mediums for delivery of findings and resources; a focus group plan that validates their initial findings (see Special Note D);
Interim report that provides a description and analysis of each research task completed to date, including sample templates/frameworks, an annotated outline of the update, and potential problem statement(s) based on research gaps; and an updated amplified research plan (if needed). 

Note: For each problem statement approved by the panel, the research team will use the ACRP problem statement process (https://trb.org/ACRP/problemstatements.aspx) to submit the problem statement on behalf of the project panel. The development and submission of problem statements should occur as soon as possible, taking into account the ACRP problem statement annual submission deadline of early April. 

Note: The interim report should be of sufficient detail and clarity to allow the panel to confirm successful accomplishment of the technical aspects of the research plan performed to date. 

The research plan shall include the following checkpoints with the ACRP panel:  
kick-off web meeting to be held within 1 month of the Notice to Proceed; one face-to-face interim deliverable review meeting and web-enabled teleconferences tied to the panel review and ACRP approval of other interim deliverables as deemed appropriate; and
web-enabled teleconferences tied to the panel review and ACRP approval of other interim deliverables as deemed appropriate. 

Final deliverables shall include: the update (see Special Note F); a technical memo titled “Implementation of Research Findings and Products” (see item IV); Key Findings form (see item V); and A Conduct of Research Report documenting the entire research effort, results, and analysis (see item VI).

Note: Following receipt of the draft final deliverables, there should be 3 months for ACRP review and comments and for the research team’s preparation of the final deliverables. For budgeting purposes, proposers should assume that ACRP will provide access to web-enabled teleconference services. ACRP will pay panel members’ travel costs for the face-to-face interim meeting. Proposers should assume that the meeting will be held in Washington, DC.

SPECIAL NOTES: (A) Case studies may include airlines and aviation industry partners. 
(B) Resources to be considered should be published within the last 5 years. (C) Research should build on ACRP Report 75. (D) Focus groups and case studies should be representative of airports of all sizes and managerial experience. (E) Successful proposers should provide initial thoughts of training course delivery options. (F) The proposer shall specify the format of the update. ]]></description>
      <pubDate>Tue, 12 Aug 2025 10:03:50 GMT</pubDate>
      <guid>https://rip.trb.org/View/2588335</guid>
    </item>
    <item>
      <title>Practices to Expand the Transit Workforce through Program Evaluation</title>
      <link>https://rip.trb.org/View/2506302</link>
      <description><![CDATA[Transit agencies have implemented a variety of recruitment and retention strategies to address the challenges associated with the shrinking workforce. While existing studies emphasize the importance of evaluating the effectiveness of workforce planning and development programs, there is no comprehensive source that documents how transit agencies evaluate their recruitment and retention programs, the outcomes of those evaluations, or the challenges associated with evaluating these programs. This project addresses that gap by exploring how fixed-route transit agencies evaluate their recruitment and retention programs.

To accomplish the objectives of this research, the research team will conduct a literature review, scanning survey, and expert panel discussions to explore recruitment and retention program evaluation processes. The findings will be synthesized into a final report and used to create a framework for selecting effective approaches to evaluate transit recruitment and retention programs. The findings can be used to understand how fixed-route transit agencies evaluate these programs and the challenges they face during implementation and monitoring. The value of this research is extended through the framework, which can be used by agencies as they apply new or improved approaches to monitor and benchmark their workforce recruitment and retention programs.

This project directly supports the U.S. DOT's priorities for Job Creation and Fiscal Health and Organizational Excellence; as well as the U.S. DOT Research, Development, and Technology (RD&T) strategic goals for Economic Strength and Global Competitiveness. Evaluation is a fundamental step in ensuring that implemented programs are effective. The process of evaluating programs allows agencies to identify what is working well and where modifications are needed for the agency to meet its goals. This research is specifically concerned with recruitment and retention program evaluation processes used by fixed-route transit agencies. Upon completion of this research, we will have a better understanding of how transit agencies are measuring success as they work to expand their workforce. The research results in the final report will include notable, effective, or unique practices for evaluating recruitment and retention programs. The framework will enable practitioners to understand how they can improve their processes and more effectively quantify the outcomes of their programs.]]></description>
      <pubDate>Sun, 09 Feb 2025 16:13:43 GMT</pubDate>
      <guid>https://rip.trb.org/View/2506302</guid>
    </item>
    <item>
      <title>Quick-Response Research on Long-Term Strategic Issues. Task 53. Optimizing Work Schedules for Transit Frontline Workers</title>
      <link>https://rip.trb.org/View/2464333</link>
      <description><![CDATA[The COVID-19 pandemic exacerbated the frontline worker shortage, particularly for operators at public transit agencies. In response, agencies have modified recruitment, hiring, and training processes to attract more candidates, while also focusing on strengthening agency culture, boosting morale, and improving working conditions to retain staff. Although agencies are adjusting practices, rigid work schedules remain a major barrier that hinder workforce retention across the transit industry, limiting agencies’ ability to support employees in balancing operational demands with personal responsibilities.

The APTA Transit Workforce Shortage Report (2023) highlighted undesirable work schedules as a top reason frontline transit workers resigned from transit agencies. The report found that adjusting work schedules is more difficult than altering pay structures, and that altering compensation alone may not be a sufficient means to reduce employee turnover. To further address the problem, TCRP Project J-07/Topic SA-64, “Transit Scheduling and Dispatch Practice that Increase Operator Quality of Life” is identifying current strategies, practices, and outcomes of transit agency efforts to attract and retain operators through changes to schedule design and assignment.

While the previously cited studies identify scheduling solutions to address the transit operator shortage problem, there remains a broad and pressing industry-wide need to explore how changes to work schedules can help improve recruitment and retention of frontline transit workers.

OBJECTIVE: The objective of research is to explore and identify what gaps remain, barriers to adopting more work-centric scheduling, and how pilot or emerging business practices (planning, scheduling, allocation of the work, and labor agreements) affect staffing outcomes. The factors that can potentially improve transit operator job satisfaction by favorable work schedules resulting in enhanced quality of life and potentially increased hiring and retention rates shall be explored.]]></description>
      <pubDate>Tue, 26 Nov 2024 06:29:58 GMT</pubDate>
      <guid>https://rip.trb.org/View/2464333</guid>
    </item>
    <item>
      <title>SPR-4900:  Attracting and Retaining the Transportation Workforce and At-Risk Targeted Areas</title>
      <link>https://rip.trb.org/View/2434107</link>
      <description><![CDATA[Attracting and retaining a skilled workforce at Departments of Transportation (DOTs) poses significant challenges. Public sector agencies often struggle to retain mid-level supervisors and managers, who are critical due to their experience and leadership roles. This project takes a broader, more strategic approach to addressing workforce challenges such as retention, diversity, and skill gaps. Beyond just training, this project will enhance workforce retention through professional development, promote diversity to better reflect community demographics, and identify critical skills needed for emerging technologies.]]></description>
      <pubDate>Wed, 25 Sep 2024 09:34:11 GMT</pubDate>
      <guid>https://rip.trb.org/View/2434107</guid>
    </item>
    <item>
      <title>Administration of Highway and Transportation Agencies. Roadmap to Addressing State DOT Workforce Planning and Development Needs</title>
      <link>https://rip.trb.org/View/2433901</link>
      <description><![CDATA[State departments of transportation (DOTs) are striving to maintain staffing levels and worker skillsets, as high turnover rates deplete the transportation industry of the skills and knowledge required to meet the public’s needs. To address these challenges, state DOTs need to expand their workforce to anticipate the workforce needs of the future. State DOTs are exploring the science of workforce management to determine how to best support the changing workforce. The levels of workforce planning knowledge and access to effective workforce strategies vary across the state DOTs.  

A state DOT community of practice has emerged to develop tangible resources that state DOTs can put into practice. This community has also highlighted the challenges state DOTs face in allocating the needed resources to effectively address workforce issues while concurrently addressing the needs of the traveling public with a changing workforce. Research is needed to identify and address the needs of state DOT leadership for current workforce challenges and prepare them for future workforce needs. 


OBJECTIVE: The objective of this project is to develop a guide for state DOTs and other transportation agencies to identify priority workforce needs, address current workforce challenges, and anticipate the needs of an evolving and diminishing workforce. ]]></description>
      <pubDate>Mon, 23 Sep 2024 18:29:37 GMT</pubDate>
      <guid>https://rip.trb.org/View/2433901</guid>
    </item>
    <item>
      <title>Administration of Highway and Transportation Agencies. A Guide for Recruitment and Retention of Construction Inspectors
</title>
      <link>https://rip.trb.org/View/2433903</link>
      <description><![CDATA[State departments of transportation (DOTs) are facing challenges in recruiting and retaining (R&R) construction inspectors (CIs) in a competitive job market. Federal, state, and private funding is available for building and maintaining transportation infrastructure, but state DOTs are seeing shortages in the workforce supporting these activities. State DOTs have historically promoted innovation, collaboration, and problem-solving to achieve their goals. Further collaboration is needed to address workforce issues like the shortage of CIs. 

State DOTs can help by offering solutions for workforce shortages by addressing barriers to qualification and R&R of CIs and expanding access to funds promoting job training and other initiatives to build the rising workforce. Research is needed to help state DOTs explore innovative ways to collaborate with educational institutions, industry, and employment agencies for funding and create a framework to promote implementation of qualification and R&R practices. 

The objective of this research is to develop a guide for state DOTs to foster R&R of transportation CIs. This guide should include an implementation framework customizable to each state DOT. ]]></description>
      <pubDate>Mon, 23 Sep 2024 18:07:00 GMT</pubDate>
      <guid>https://rip.trb.org/View/2433903</guid>
    </item>
    <item>
      <title>Strategies to Advance MDT as an Employer of Choice for Talent</title>
      <link>https://rip.trb.org/View/2413943</link>
      <description><![CDATA[State departments of transportation face a variety of challenges with recruitment and retention of staff. The transportation workforce is older than the national average with a significant portion of staff eligible to retire. New technologies and evolving agency mandates are also changing the nature of work and the type of skillsets required by personnel, intensifying competition with private industry for in-demand workers. Recruitment and retention challenges are exacerbated by tight labor markets in rural states like Montana. The Montana Department of Transportation (MDT) will want to implement evidence-based strategies to successfully compete for qualified workers.

The proposed research will assist MDT in developing strategies to make the agency an employer of choice. The focus of the research will be in assessing three primary areas related to workforce development: 1. Characterize Leadership Motivation and Goals. How does MDT leadership formulate its workforce development goals and motivations and how are they communicated and operationalized through internal and external communications, policies, and practices? Are current approaches effective in achieving goals? The research will review agency communications, strategic plans, and other documentation in conjunction with staff interviews to identify existing attitudes, accountability measures, programs, and organizational structures in place to advance human resource goals as well as to identify challenges or barriers. 2. Workplace Culture Assessment. The project will develop and distribute a survey about workplace culture to MDT employees. The researchers will work with MDT Human Resources staff to ensure that the survey includes relevant demographic classifications and follows agency protocols. The survey will be augmented by in-depth interviews with staff from a variety of occupational groupings, career stages, and departments/divisions within the agency. The purpose of the climate assessment is to assess employee engagement and to identify any issues that exist about how employees perceive their workplace environment.]]></description>
      <pubDate>Tue, 06 Aug 2024 11:04:10 GMT</pubDate>
      <guid>https://rip.trb.org/View/2413943</guid>
    </item>
    <item>
      <title>Non-traditional Practices to Support the Airport Workforce
</title>
      <link>https://rip.trb.org/View/2413904</link>
      <description><![CDATA[Airport operators face ongoing challenges in recruiting, developing, and retaining employees. The range of positions at airports for employees and tenant personnel is diverse, and this diversity offers many challenges. One challenge is that some jobs require certain staff to be on-site, while others offer hybrid and remote working opportunities. This situation can create feelings of unfairness among workers with differing work requirements. To address these challenges, airport operators need to think beyond traditional benefits and consider supplemental practices and innovative techniques to attract and retain employees.

Research is needed to identify nontraditional practices that incentivize airport workers to pursue and maintain careers in the airport environment while also considering the broader implications of workplace dynamics and employee satisfaction.

OBJECTIVE:The objective of this research is to develop a compendium of nontraditional practices for airport operators and the businesses operating at their facilities to recruit, develop, and retain employees. ]]></description>
      <pubDate>Mon, 05 Aug 2024 20:15:57 GMT</pubDate>
      <guid>https://rip.trb.org/View/2413904</guid>
    </item>
    <item>
      <title>Synthesis of Information Related to Highway Practices. Topic 56-22. Practices for Recruiting and Retaining Engineers, Project Managers, and Key Leadership Positions





</title>
      <link>https://rip.trb.org/View/2384689</link>
      <description><![CDATA[State DOTs are facing a significant challenge in recruiting and retaining sufficient numbers of engineers, project managers, and staff for other key leadership positions. DOTs are battling a hyper-competitive employment environment, increased retirements, and fewer civil engineering graduates - resulting in DOT challenges to attract and maintain a qualified workforce serving the public.

Some limitations affecting recruitment and retention efforts include: (1) set salary schedules and restrictions; (2) lack of incentives and employee recognition; (3) Professional Engineering (PE) licensing requirements hindering advancement opportunities; (4) lack of structured training plans and cross-training for career development; and (5) outdated hiring and recruitment processes.

Opportunities for recruiting and retention: (1) updated recruiting strategies, using technology platforms, and outreach using social media; (2) appreciation and understanding of generational differences for recruitment; (3) marketing and branding of DOT careers by highlighting work culture/service/greater good/purpose; (4) work-life balance and workplace flexibility, including teleworking; (5) longevity employment contract compensation, including written documentation; and (6) increased use of technology advancements, digital approaches, and incorporation of AI in accomplishing the mission of state DOTs.

The objective of this synthesis is to document state DOT practices for recruiting and retaining engineers, project managers, and staff for other key leadership positions.

Information for recruiting and retaining engineers, project managers, and staff for other key leadership positions to be gathered includes (but is not limited to): (1) strategies for expanding the existing pool of eligible staff to fill positions internally; (2) identify limitations; including those listed above; (3) identify opportunities, including those listed above; (4) 
written state DOT policies, programs, and practices; (5) approaches for making state DOTs attractive to younger professionals; and (6) measures of success for these efforts, including key performance indicators.

Information will be gathered through a literature review, a survey of state DOTs, and follow-up interviews with selected DOTs for the development of case examples.
Information gaps and suggestions for research to address those gaps will be identified.]]></description>
      <pubDate>Tue, 28 May 2024 16:32:40 GMT</pubDate>
      <guid>https://rip.trb.org/View/2384689</guid>
    </item>
    <item>
      <title>Factors Affecting Recruitment Retention and Safety of Commercial Drivers: Supervisory Styles, Safety Culture and Long Work Hours</title>
      <link>https://rip.trb.org/View/2379556</link>
      <description><![CDATA[Commercial truck drivers are an essential component of the national supply chain ensuring the timely and safe delivery of goods to manufacturers and retail outlets. However, the alarming increase in driver turnover post-pandemic and national shortages in qualified workers in the transportation industry are continuing cause for concern. The present study proposes to develop a model of the factors contributing to driver turnover and retention for use in ongoing recruitment and selection efforts based on a national survey of existing, but satisfied and experienced drivers. Identification of key factors can lead to increased retention of qualified and satisfied workers throughout the industry.]]></description>
      <pubDate>Tue, 14 May 2024 15:13:39 GMT</pubDate>
      <guid>https://rip.trb.org/View/2379556</guid>
    </item>
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