ITE members engage in an extremely broad spectrum of issues and projects—there is truly something for everyone. Over the past few years, one topic in particular is garnering a lot more attention: workforce development.
Workforce development isn’t simply about filling jobs. It’s about building a robust, adaptable, and forward-looking talent pool capable of advancing safety goals, tackling technological challenges, and designing sustainable transportation networks. Across the world, transportation agencies—from planning organizations to government departments of transportation—report challenges in recruiting and retaining qualified planners, engineers, data scientists, and policy experts. And it’s no better in the consulting, vendor, and research sectors. Aging workforces and increased turnover demand proactive strategies to attract new talent. Without a pipeline of skilled professionals, projects risk delays, inefficiency, and higher costs.
At the same time, emerging technologies—artificial intelligence, automated vehicles, connected infrastructure, smart traffic systems, electric fleet integration—are reshaping transportation. Planners and engineers must not only understand traditional safety countermeasures and traffic flow, but also become experts in data science, machine learning, cybersecurity, and systems engineering. It’s a daunting task, and while our academic sector is doing its best to prepare the next generation of transportation professionals, they too are facing challenges and a changing environment.
For decades, university civil engineering programs have included transportation tracks, and urban planning degrees have covered mobility concepts. Unfortunately, many universities still focus this content at the graduate level even though there is a need for expanded undergraduate focus on transportation. But an even bigger academic challenge is the changing landscape that calls for expanded and modernized curricula. Today’s transportation problems are not purely technical; they involve safety, policy, sustainability, economics, public health, and technology. We are starting to see some universities responding by offering interdisciplinary programs that blend traditional engineering with data science and analytics, public policy and urban planning, and human-centered design. These expanded programs produce graduates who can move seamlessly between technical modeling, stakeholder engagement, and policy evaluation.
Another forward-thinking solution is for universities to incorporate real-world experience into their programs through internships with public agencies and private companies, high-visibility projects addressing real-world challenges, and collaborative research with industry partners. These opportunities give students valuable exposure, and agencies gain access to fresh perspectives and emerging talent. ITE’s student competitions and opportunities to network with professionals are examples of gaining that real-world visibility—and their growth reflects our recognition of the need.
While universities are crucial, effective workforce development also extends into ongoing professional growth. Many transportation agencies and private companies now encourage structured training programs and support staff in earning professional certifications. These initiatives ensure that experienced workers stay current with evolving best practices. ITE’s professional development programs have never been more popular than they are today, and the certifications offered through our sister organization, the Transportation Professional Certification Board, remain in high demand.
ITE has also partnered with other non-profit organizations to address workforce challenges at scale, including our engagement in the Engineering Workforce Consortium. This partnership of nearly 20 associations is working to share best practices, address lifelong learning, and help influence the development of expanded and integrated curricula at the university level.
As transportation systems evolve to meet 21st-century demands, so too must the professionals who plan, design, build, and manage them. Expanded university programs, ongoing training, and real-world development strategies are essential to cultivating a workforce ready for the challenges ahead.
Workforce development isn’t a checkbox—it’s a strategic imperative.