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    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
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    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>Evaluating MDOT SHA's Facility Maintenance Technician's (FMT) Training Program</title>
      <link>https://rip.trb.org/View/2118348</link>
      <description><![CDATA[There has been an increase turnover within Maryland Department of Transportation State Highway Administration (MDOT SHA) FMT workforce. The agency wants to ensure that their workforce has the best training available and that it is in the best position to make use of knowledge management. There is the  need to evaluate job satisfaction and the value of current training programs, to ensure that FMT's are receiving up-to-date formalized training.]]></description>
      <pubDate>Tue, 14 Feb 2023 12:27:29 GMT</pubDate>
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      <title>Best Practices for Recruitment and Retention of Transportation Engineers and Professionals</title>
      <link>https://rip.trb.org/View/1877370</link>
      <description><![CDATA[Managing the Kentucky Transportation Cabinet’s (KYTC's) expansive asset portfolio, which includes over 27,500 roadway miles and 14,000 bridges, requires a dedicated and competent workforce. In recent years the Cabinet’s staffing numbers have declined significantly, making it increasingly difficult for the agency to fulfill its mission. To ensure available staff can continue to execute KYTC’s mission, agency leadership needs access to tools that will help them recruit, hire, and retain specialized staff. ]]></description>
      <pubDate>Wed, 08 Sep 2021 11:04:04 GMT</pubDate>
      <guid>https://rip.trb.org/View/1877370</guid>
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      <title>Assessing and Measuring the Business Value of Knowledge Management



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      <link>https://rip.trb.org/View/1707185</link>
      <description><![CDATA[NCHRP Research Report 1164 presents a guide to help state departments of transportation (DOTs) and other transportation agencies assess and measure the effect of knowledge management (KM) activities on their business practices. The guide includes methodologies for agencies to build a business case for KM, inventory knowledge assets, evaluate KM activities, and foster KM implementation. The guide should be of value to agencies seeking to develop their KM programs, including optimal placement of KM programs within these agencies. As senior staff continue to retire from state DOTs, there is a concurrent loss of institutional knowledge. Collaboration and interdisciplinary work within these agencies are also increasing the need for effective, efficient, and timely knowledge transfer. State DOTs and other transportation agencies can benefit from KM techniques and practices to help identify, capture, and transfer institutional knowledge and support continuous learning. Many state DOTs implement elements of KM using strategies such as workforce and succession planning, learning communities, networking, knowledge sharing, and information technology. Federal agencies and the private sector have experience with KM, and many have established methods and metrics for managing their KM programs. While state DOTs are making progress with integrating KM practices into many of their business practices, they generally lack experience with measuring the effects of these new activities and understanding what obstacles exist to successful deployment, e.g., cultural factors and unfamiliarity with KM benefits. Research was needed to identify useful quantitative and qualitative approaches for assessing and measuring KM. Under NCHRP Project 23-17, “Assessing and Measuring the Business Value of Knowledge Management,” Iknow LLC was asked to create a guide that would help state DOTs (1) develop KM assessment and measurement methods relevant to their business practices; (2) improve agency leadership understanding of KM connections to other organizational practices; (3) identify options for placement of KM programs within organizational structures; and (4) foster internal partnerships that support knowledge retention, sharing, and development in state DOTs. The research included extensive outreach to state DOTs and consideration of successful KM practices from other sectors as well. 
I]]></description>
      <pubDate>Thu, 21 May 2020 10:16:30 GMT</pubDate>
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      <title>WVDOT Workforce Study 2013</title>
      <link>https://rip.trb.org/View/1300152</link>
      <description><![CDATA[The objective of the study was to collect and analyze data concerning the current and projected demographics of the workforce and to recommend strategies which could address any critical shortages of workers, reduce turnover, attract the skilled personnel needed by the department and to develop a cooperative infrastructure of the education and training providers.]]></description>
      <pubDate>Tue, 25 Feb 2014 01:00:46 GMT</pubDate>
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