UHPC for Bridge Preservation and Repair

What is UHPC for Bridge Preservation and Repair?

Ultra-high performance concrete (UHPC) is a new material for bridge construction that has become popular for field-cast connections between prefabricated bridge elements. Bridge preservation and repair (P&R) is an emerging and promising application for UHPC. UHPC-based repair solutions are robust, and offer superior strength, durability, and improved life-cycle cost over traditional methods. State and local agencies can deploy UHPC for bridge preservation and repair to maintain or improve bridge conditions.

Ultra-high performance concrete (UHPC) offers enhanced durability and improved life-cycle cost performance for bridge preservation and repair.

Keeping bridges in a state of good repair is essential to keeping the transportation system operating efficiently. Agencies at all levels can deploy UHPC for bridge preservation and repair to maintain or improve bridge conditions cost effectively.

Stronger Repairs, Extended Service Life

Because of its strength and durability, UHPC can be an optimum solution for some repairs. UHPC can be used in situations that normally use conventional concrete or repair mortars, and in some cases those that use structural steel. Some UHPC mixes gain strength rapidly, so bridges could be opened to traffic 24 hours after completing the necessary repairs. Additionally, UHPC repairs are long lasting and resilient, requiring less maintenance and fewer follow-up repairs than conventional methods. In some cases, they can outlive and outperform their conventional counterparts—UHPC repairs could be the strongest and most durable part of the bridge.

Benefits

Versatility. UHPC can generally be used anywhere other types of concrete would be used, and due to its strength and durability, it can be the optimum material for many applications.

Durability. UHPC-based repairs are long-lasting and require less maintenance and fewer follow-up repairs.

Cost Savings. UHPC repairs can outlive and outperform their conventional counterparts, resulting in life-cycle cost savings. UHPC bridge deck overlays and link slabs can extend the service life of bridges well beyond that of traditional preservation and repair strategies.

Learn more about this EDC-6 Innovation.

UHPC for Bridge Preservation and Repair in NJ

Stage of Innovation:
ASSESSMENT
(June 2022)

Using UHPC. NJDOT completed construction of two bridge preservation projects in 2020. The agency is currently gathering information on performance and usability from these two pilot projects, which include four bridges using UHPC overlay. First UHPC link slab application is in the construction phase. Additional UHPC Link-Slab applications are currently in the Final Design Phase

Communicating UHPC Information on Bridge Preservation & Repair. The State participated in workshops, webinars, or peer exchanges related to UHPC for Bridge P&R, including:

  • NJDOT Hosted FHWA Workshop UHPC EDC-6 P&R
  • International Bridge Conference Poster Session
  • NYSDOT UHPC Link-slab Peer Exchange 2022
  • ABC December 2022 presentation and paper

What’s Next?

The Future of UHPC for Bridge Preservation & Repair (P&R). The agency anticipates incorporating UHPC for bridge preservation and repair in its new design manual, using data collected from the current pilots and will further investigate performance and examine life cycle costs. NJDOT will use these indicators to determine future usage and applicability with additional research through the Bridge Research Program.

 

UHPC for Bridge Preservation and Repair: NEW & NOTEWORTHY 

UHPC Bridge Preservation and Repair – NJ Efforts Highlighted

UHPC Bridge Preservation and Repair – NJ Efforts Highlighted

The FHWA's EDC Newsletter of April 28th highlighted a project to test UHPC bridge preservation materials, in partnership with Rutgers University Below is a reprint ...
Stronger, More Resilient Bridges: Ultra High-Performance Concrete (UHPC) Applications in New Jersey

Stronger, More Resilient Bridges: Ultra High-Performance Concrete (UHPC) Applications in New Jersey

How the emerging innovation of Ultra High-Performance Concrete (UHPC) is being implemented in New Jersey. ...
Ultra-High Performance Concrete for Bridge Preservation and Repair: NJDOT Example Featured

Ultra-High Performance Concrete for Bridge Preservation and Repair: NJDOT Example Featured

The FHWA's EDC News Weekly Newsletter featured how NJDOT has applied UHPC for bridge preservation and repair. ...
EDC-4 Final Report Highlights Innovations

EDC-4 Final Report Highlights Innovations

The EDC-4 Final Report highlights the results of round four of the Every Day Counts program to rapidly deploy proven innovations to enhance the transportation ...

Targeted Overlay Pavement Solutions (TOPS)

What is Targeted Overlay Pavement Solutions (TOPS)?

Solutions for integrating innovative overlay procedures into practices that can improve performance, lessen traffic impacts, and reduce the cost of pavement ownership.

Approximately half of all infrastructure dollars are invested in pavements, and more than half of that investment is in overlays. By enhancing overlay performance, state and local highway agencies can maximize this investment and help ensure safer, longer-lasting roadways for the traveling public.

Improved Pavements that Last Longer

Many of the pavements in the nation's highway system have reached or are approaching the end of their design life. These roadways still carry daily traffic that often far exceeds their initial design criteria. Overlays are now available for both asphalt and concrete pavements that enable agencies to provide long-life performance under a wide range of traffic, environmental, and existing pavement conditions.

Concrete overlays now benefit from performance-engineered mixtures, including thinner-bonded and unbonded overlays with fiber reinforcement, interlayer materials, and new design procedures that improve durability and performance. Asphalt overlay mixtures have also advanced significantly with the use of stone-matrix asphalt (SMA), polymer-modified asphalt (PMA), and other materials and agents that reduce rutting, increase cracking resistance, and extend pavement life.

Benefits

Safety. Thousands of miles of rural and urban pavements need structural enhancement and improved surface characteristics, such as smoothness, friction, and noise. Targeted overlay pavement solutions can improve the condition of highways significantly in a relatively short time.

Cost Savings. Timely and well-designed overlay applications are consistently cost-effective because less subsurface work is required. In urban areas, impacts to utilities and pedestrian facilities are minimized.

Performance. Targeting overlay solutions to high-maintenance areas such as intersections, bus lanes, ramps, and curved alignments can pay immediate dividends in terms of reduced maintenance needs, fewer work zones, and improved safety.

Learn more about this EDC-6 Innovation.

TOPS in NJ

Stage of Innovation:
DEMONSTRATION
(June 2022)

New Jersey has been a leader in Targeted Overlay Pavement Solutions (TOPS). The following activities occurred in under previous EDC rounds:

High-Performance Thin Overlay (HPTO). NJDOT incorporated HPTO into its standard specifications and has used it for the preservation of good pavement and as the surface course on some composite pavement overlays. HPTO is also used by the Structural Design unit for bridge deck overlay.

Crack Attenuating Mixture. NJDOT incorporated this into its standard specifications and has used it for the intermediate course on some composite pavement overlays followed by SMA surface course.

Stone Matrix Asphalt (SMA). NJDOT incorporated SMA into standard specifications and has used it for the surface course on high traffic pavement, for the surface course on some composite pavement overlays, and over top of BRIC mix as overlay of composite pavements.

Asphalt Rubber Gap-Graded (ARGG). NJDOT incorporated ARGG into its standard specifications and has used it for the surface and/or intermediate course on some composite pavement overlays.

Open-Graded Friction Course (OGFC). NJDOT incorporated OGFC into its standard specifications and has used it for full depth porous asphalt pavements in outside shoulders, parking lots, pathways, sidewalks and other low traffic pavements.

Ultra-Thin Bonded Wearing Course (UTBWC) / Ultra-Thin Friction Course (UTFC). NJDOT incorporated UTFC into its standard specifications and used it for preservation of good pavement and for the surface course on some resurfacing pavement overlays.

What’s Next?

The Department is working to pilot a demonstration of Ultra-HPTO / Highly Modified Asphalt (HiMA) on the Rt.42 Pavement Preservation project. The Department plans to monitor closely and analyze the pros and cons of utilizing this type of asphalt mixture on NJ concrete pavements.

NJDOT Pavement Management unit procured new skid testing equipment in 2022. Skid testing by NJDOT Pavement Management unit on high friction surface treatment sections and alternative enhanced friction overlay (EFO) sections will continue using the new equipment.  There are plans to test, analyze, and monitor skid test results to advise the department on future development and use of enhanced friction overlay treatments.

The Department is also working with an academic partner to perform companion testing of these friction test sections with a Dynamic Friction Tester (DFT) unit.

Ultra High Performance Thin Overlay is included in one project (UPC 213090). Specification is finalized and the item number has been created.

Targeted Overlay Pavement Solutions (TOPS): NEW & NOTEWORTHY 

Targeted Overlay Payment Solutions (TOPS): NJDOT Example Featured

Targeted Overlay Payment Solutions (TOPS): NJDOT Example Featured

The FHWA's EDC News Weekly Newsletter featured NJDOT's use of HPTO as a cost-effective pavement preservation tool. ...
Lunchtime Tech Talk! WEBINAR: NJDOT’s Pavement Support Program—Goals, Deliverables and the Future

Lunchtime Tech Talk! WEBINAR: NJDOT’s Pavement Support Program—Goals, Deliverables and the Future

Dr. Thomas Bennert, who leads the Pavement Support Program (PSP), discussed how the group's research supports NJDOT's efforts to improve pavements across the state. ...
Pavement Preservation Treatments at NJDOT

Pavement Preservation Treatments at NJDOT

This video features the work that the NJDOT Pavement and Drainage Management and Technology Unit is doing to advance Pavement Preservation treatments on state roads to increase ...
Paving the Way to Better Roads at Lower Costs

Paving the Way to Better Roads at Lower Costs

Pavement preservation is just one example among many of how NJDOT is committed to keeping New Jersey’s roadways in a state of good repair and ...
Quantifying Greenhouse Gas Emissions of Asphalt Pavement Preservation at Construction and Use Stages Using Life Cycle Assessment

Quantifying Greenhouse Gas Emissions of Asphalt Pavement Preservation at Construction and Use Stages Using Life Cycle Assessment

A recent study found that pavement preservation techniques can reduce greenhouse gas emissions and contribute to savings for both transportation agencies and drivers. ...

Strategic Workforce Development

What is Strategic Workforce Development?

The demand for highway construction, maintenance, and operations workers is growing while industry is experiencing a revolution of emerging technologies that will require new skills. To attract and retain workers in the contractors' workforce, new resources are available to help compete with other industries and demonstrate the value of a career in transportation.

An Industry and Public Workforce Collaboration

Government agencies, trade organizations, private agencies, and communities nationwide need new, collaborative approaches to meeting this challenge. The nation depends on the highway system, and the highway system depends on qualified workers.

Additionally, increasing the contractors' construction workforce can help communities thrive while solving one of today's most persistent national transportation problems. It also offers an opportunity to recruit minorities and women to jobs that can change their lives, and the lives of their families, for the better.

Benefits
Effective Solutions. Advancing the lessons learned through the highway construction workforce pilot offers the transformational ideas and support needed to fill the gaps in the workforce.

Proven Training. Training programs, practices, and tools from across the country are available to help plan workforce development activities.

Flexibility. Free materials are available to support workforce marketing efforts. Posters, flyers, mailer cards, and social media graphics can be customized with local contact information.

Learn more about this EDC-6 Innovation.

NJ Advances Strategic Workforce Development

Stage of Innovation:
ASSESSMENT
(June 2022)

New Jersey is utilizing diverse strategies to develop the state's transportation workforce:

Apprenticeship Program.  Has an operations apprenticeship program that is currently in the implementation stage. NJDOT has a one-year training program that includes testing as trainees move through the system.

Professional Programs. NJDOT has expanded outreach to draw attention to its professional series positions by partnering with high schools, vocational-technical schools, colleges and universities, community organizations, and the Department of Labor; working with under-represented communities of interest; expanding its social media presence; and building its pipeline and knowledge base that allows growth into the journeyman title.

What's Next? 

In September 2021, NJDOT participated in an FHWA pilot, Let’s Go! Workshop. In this 2-day workshop, NJDOT participants developed a Mission Statement – “To create career opportunities for a diverse workforce in terms of disciplines, demographics, and career levels in order to meet the demands of the transportation skills of tomorrow".  The workshop participants defined a set of priority actions, including:  Industry Association Outreach; Goal, Measures, Timeline, Buy-In; Regular Meetings and Follow-up Actions; and College/University Outreach.

Since then, NJDOT has continued to seek partnerships with national and local organizations to support hiring efforts and to acquire best practice information. The NJDOT Civil Rights programs has sought to perform outreach in underserved communities and pursue a NJDOT leadership training effort. NJDOT is also exploring potential development of a training program for construction inspection/maintenance.

During this period, interviews were conducted with HR staff about early stages of institutionalizing an apprenticeship program. Engagement activities were held to facilitate connections with Industry Association and Higher Education Institutions (e.g., Union, Workforce Development Boards and County College).

The Strategic Workforce Development Working Group convened to formulate a Department-Wide Mentorship Program; identify Emerging Skillset needs with Partners; and continue Industry Association and College/University Outreach activities.  Research into best practices for identifying emerging skillsets and incorporating these considerations into mentoring programs could assist the advancement of this initiative.

Strategic Workforce Development: NEW & NOTEWORTHY

Exploring Strategic Workforce Development – Model Programs, Partnerships and Lessons from Oregon

Exploring Strategic Workforce Development – Model Programs, Partnerships and Lessons from Oregon

We spoke with representatives from Oregon Department of Transportation (ODOT) and Oregon Bureau of Labor & Industries (BOLI) to explore their roles and partnership in ...
Exploring Strategic Workforce Development:  An Interview with NJDOT’s Human Resources

Exploring Strategic Workforce Development: An Interview with NJDOT’s Human Resources

We spoke with Kelly Hutchinson, Director, Human Resources at NJDOT about ongoing and planned workforce development initiatives at NJDOT. ...
Exploring Strategic Workforce Development in NJ: An Interview with the IUOE Local 825

Exploring Strategic Workforce Development in NJ: An Interview with the IUOE Local 825

We spoke with Greg Lalevee, Business Manager, International Union of Operating Engineers (IUOE) Local 825. The organization collaborates with Hudson County Community College (HCCC) ...
Exploring Strategic Workforce Development:  An Interview with the Office of Apprenticeship, NJ Department of Labor and Workforce Development (NJDOL)

Exploring Strategic Workforce Development: An Interview with the Office of Apprenticeship, NJ Department of Labor and Workforce Development (NJDOL)

We spoke with Nick Toth, Director, New Jersey Office of Apprenticeship, NJ Department of Labor and Workforce Development to learn about the State’s role in ...
Exploring Strategic Workforce Development in NJ:  An Interview with Hudson County Community College

Exploring Strategic Workforce Development in NJ: An Interview with Hudson County Community College

We spoke with Lori Margolin, the Associate Vice President for Continuing Education and Workforce Development at Hudson County Community College (HCCC) for her insights on ...
Exploring Strategic Workforce Development in NJ:  An Interview with the Associated Construction Contractors of New Jersey

Exploring Strategic Workforce Development in NJ: An Interview with the Associated Construction Contractors of New Jersey

We spoke with Jill Schiff (Executive Director, Operations) and Darlene Regina (COO) of the Associated Construction Contractors of New Jersey (ACCNJ) to hear their perspective ...

Digital As-Builts

Highway construction projects produce massive amounts of valuable data. Historically, information such as materials tickets and as-built plans were communicated via paper. Today’s transportation agencies are improving on these paper processes by integrating them into electronic and digital workflows. While electronic ticketing (e-Ticketing) improves the tracking, exchange, and archiving of materials tickets, digital as-builts, and other digital information such as 3D design models and other metadata, can enhance the value of contract documents and the future usability of the as-built plans for operations, maintenance, and asset management. Both can increase project safety and quality through efficient data gathering and sharing.

What are Digital As-Builts?

Using digital data such as 3D models to build road projects is becoming an industry standard. Sharing the design model and associated digital project data allows agencies and contractors to streamline project delivery and contract administration and to collaborate on challenges “virtually” before they get to the field. The digital information is further leveraged when the model is updated, and other data incorporated, to reflect the project’s as-built condition for future maintenance, asset management, and rehabilitation activities.

Benefits

Safety. Construction using digital information can lead to safer projects and shorter work zone traffic impacts.

Time Savings. Digital information provided to construction enhances planning and can streamline project delivery. Digital as-builts including utility locations and other asset information will improve post-construction decisions and shorten future project delivery.

Quality. Digital as-builts can provide enhanced historical data, enabling State DOTs to better maintain the transportation infrastructure and develop future projects.

Learn more about this EDC-6 Innovation.

Digital As-Builts in NJ

Stage of Innovation:
DEVELOPMENT
(June 2022)

The NJDOT EDC team added representation from in-house roadway design staff, traffic engineering, geodetic survey and the CADD Unit along with Local Aid, Construction, Project Management Office (PMO), and the consultant industry over time to develop this initiative.

Before digital as-builts could be advanced at NJDOT, the new CADD platform of Open Roads Designer (ORD) and Open Bridge Designer (OBD) must be fully in place and in full use.  NJDOT's CADD unit has been working with Bentley on a new workspace for ORD and OBD.  Several key steps required completion before the new software could be fully implemented by in-house and consultant designers including development of a new CADD Manual. The EDC team will provide assistance to the CADD unit for this and other activities.

Research. NJDOT has met with the Pennsylvania DOT to learn about their digital as-built program and delivery plan and has contacted the consultant developing FHWA guidelines for 3D As-Builts.

Pilot Development. NJDOT has identified a digital as-built pilot project that will meet various functional and business requirements. The pilot project, Route 138, GSP to Route 35 (MP 0.37 to 3.52), will be designed in-house using OpenRoads Designer (ORD) through mapping submitted in ORD following the new CADD Standards. The mobile LiDAR Survey is in process and preliminary engineering (PE) is slated to be initiated in the fall of 2022.  The team has completed the task of connecting pay items to the design elements to ready the project.

What’s Next?

Next steps will be to coordinate with Construction on the specifics of the post construction survey for the digital as-builts. The implementation team is participating in various webinars and workshops to learn more about the national trends and to hear about lessons learned.

The loss of key staff in the CADD Development Unit and the Geodetic Survey Unit, due to retirements and promotions, has disrupted the team's learning curve for the storage of 3-D As-Builts and integration into GIS.  With the pilot project not yet initiated and construction not due to start for a couple of years, the team expects to adjust staffing levels, groom new subject matter experts, and/or leverage consulting staff augmentation for support.

DIGITAL AS-BUILTS: NEW & NOTEWORTHY

Innovation Spotlight: How DOTs Are Moving Toward Digital As-Builts

Innovation Spotlight: How DOTs Are Moving Toward Digital As-Builts

This article reports on a brief Digital As-Builts Literature Scan and provides references to a select bibliography of research reports, strategic plans and other resource ...

Exploring Strategic Workforce Development: An Interview with NJDOT’s Human Resources

FHWA is promoting Strategic Workforce Development in highway maintenance, construction and operations.

FHWA is promoting Strategic Workforce Development in highway maintenance, construction and operations.

Strategic Workforce Development, an FHWA Every Day Counts (EDC) Round 6 innovative initiative, anticipates collaboration between government agencies, trade organizations, private agencies and communities to prepare individuals for the construction workforce. The demand for workers in highway maintenance, construction and operations is growing, as is the demand for new skill sets required for work with emerging technologies. An important element of this initiative is the recruitment and retention of women and minorities in the construction sector.  Through on-the-job training and supportive services program, NJDOT is exploring ways to work with contractors, contracting associations, and unions on shaping their future workforces, including programs aimed at increasing representation of women, minorities, and other disadvantaged populations in the construction and operations workforce.

We spoke with Kelly Hutchinson, Director, Human Resources at NJDOT about ongoing and planned workforce development initiatives at NJDOT.

Workforce Development at NJDOT

Q. We know that NJDOT engages in a variety of innovative programs to attract and retain your workforce. Could you update us on the status of some of these programs?

Operations Apprenticeship Program

NJDOT’s Operations Apprentice Program offers a structured path to advancement

NJDOT’s Operations Apprentice Program offers a structured path to advancement.

This program began in 2015 to provide consistent training and skills for workers in Highway Operations and to establish a path to advancement and has focused on developing a job title structure and staffing profile for participants as well as both on-the-job and classroom training. We are still promoting the program and trying to get our numbers where we want them to be. We will be testing our third of four groups of mid-level individuals at the end of April 2022.

NJ Supervisory Training Empowering Performance (STEP) Training

This program is focused on teaching management skills and several hundred NJDOT employees have completed this very beneficial initiative. The Civil Service Commission provides this training, which has been on hiatus due to the COVID-19 pandemic as instructors prefer in-person classes. We offer a two-day, in-house training on DOT-specific supervisory issues like the supervisor’s role in promoting staff, leaves of absence, working test periods, performance assessment reviews (PARS) and discipline to build on what participants learn in STEP, but we may opt to offer this in-house training first if there is an ongoing delay in STEP availability. We have a lot of new staff advancing to supervisory and managerial roles who could benefit from this training. We would also bring in small groups from this supervisory cohort to participate in and benefit from a few Lunch & Learn sessions. In the past, these smaller group sessions have been very helpful for sharing experiences.

Leadership Academy

This is a Transportation specific Leadership Academy that focuses on the importance of soft skills related to management. In April, the NJ Turnpike Authority will be hosting this program locally with instruction from Dr. Tom DeCoster. Many of our manager-level and future directors will be attending, along with staff from NJ TRANSIT and the Turnpike Authority.

Skill Enhancement for Clerical and Administrative Professionals (SECAP)

This program was originally focused on skill enhancement for staff in clerical positions. Now, more individuals are being hired to fill administrative professional roles, rather than the traditional clerical roles. Persons with technical capabilities, such as policy writing and budget preparation, are filling these roles. In response, we are considering revamping this program to best support the needed skill sets related to these positions.

Administrative College

This program is ongoing and focuses on offering courses on topics such as financial wellness, mental and physical health, and technical skills that can be mastered in a couple of hours. We conducted a survey pre-pandemic to identify what our employees wanted in Administrative College courses.

Promotion of Asst. Engineers to Senior Engineers

NJDOT engineers participate in on-site training as part of a program that moves individuals from journey level to mid-level positions.

NJDOT engineers participate in on-site training as part of a program that moves individuals from journey level to mid-level positions.

This effort was initiated about seven years ago and we have continued the practice, adding programs for most journey level professional titles in Human Resources, Budget, Planning, Accounting, and Information Technology. When participants have completed one year past their initial training and have been in their journeyman title for two years, management determines whether they are performing higher level work and have mastered the technical skills to be considered a technical expert in the particular area. After three years, they may be considered for reclassification.  Management makes recommendations and provides written justifications to advance persons based on established criteria and must describe why they are recommending an individual, or why they are not. HR ensures that each individual has completed enough time in the title and gives a provisional appointment, but the candidate needs to pass the Civil Service exam to confirm their promotion.

This effort reflects both a retention strategy and a strategy to help bridge the supervisory gap resulting from retirements.

Succession Planning

Promoting continual skill development among NJDOT staff is a priority.

Promoting continual skill development among NJDOT staff is a priority.

Moving forward, NJDOT succession planning training and development will likely be less formalized than the previous NJDOT program. In this former program, participants were selected through an application process, which, in my opinion, may not have been ideal for all employees. Training and development should happen daily, at all levels, and should not be programmed by Human Resources. We are looking to promote parity, transparency and equity through the training programs we just spoke about. Our Leadership Academy and STEP program help workers to advance and instruct supervisors on how to support training and development of all employees. We are depending on management and senior leadership to work on a smaller scale. We want to provide the same level of opportunity to everyone and see who rises to the occasion.

Q. In a presentation to NJ STIC last June, former NJDOT Human Resources Director Michele Shapiro noted that you would be working on trainings for both the Construction Inspectors Apprenticeship program and the Engineering Technician Apprenticeship program. What is the status of these new programs? Do you anticipate developing similar programs for other job titles?

We have the new titles in place, but we do not have the formalized training program developed yet. I have spoken with Asst. Commissioner Snehal Patel and we will be collaborating with the Construction Director to start building the program this summer. Our plan is to update the existing 10-module program for the Resident Engineer Construction Inspectors to adapt to the Apprenticeship program.

Q. We had heard of the possible expansion of experience-based hiring. Are there any updates to this initiative?

Automotive and Electrical Mechanics would be the titles we are considering for a possible formalized program. There are trainees now but we don’t have a formal program. With all the advances in technology, we would like to find a community college partner to provide training and build a title structure based on the new technologies and see if it would increase the salary determination. We have trouble competing with private industries for candidates from these two trades. We are continuing efforts to receive approval for the program from Civil Service but effort was halted with the pandemic.

Q. Does NJDOT have plans to offer internships or similar positions?

We have a Summer Student program called Temporary Employment Services primarily targeted to professional titles. We do not refer to the program as an internship because participants are paid but do not earn academic credit. Typically, we accept rising college seniors, but if applications are light in a given cycle, we sometimes accept sophomores and freshmen as well. Pre-pandemic, it was a great pipeline for permanent positions with the department. In 2019, we had 55 students in the program, paid $20/hour, and 20 percent were hired for full-time positions with NJDOT. With our late start this year, we will have 20 participants. Some may stay with us into the school year, working part-time up to 944 hours per year as permitted by Civil Service.

NJDOT Human Resources staff attend career fairs to raise awareness of rewarding jobs in transportation.

NJDOT Human Resources staff attend career fairs to raise awareness of rewarding jobs in transportation.

The program is beneficial to participants as they receive work experience while earning wages. We recruit candidates via virtual and in-person career fairs, partnerships with alumni of the program and community organizations, campus organizations and using Handshake (an app that connects students on college campuses with open positions, mainly internships and entry level jobs). When we meet with students and other prospective hires, we focus on communicating how NJDOT offers dynamic, interesting, rewarding, and purposeful career opportunities.

Our talent acquisition team facilitates recruitment efforts and includes a diverse group of DOT subject matter experts in addition to our Human Resource representatives. Specifically, members of the team reflect a diversity of ages, genders, races/ethnicities, and career stages. Some are alumni of the Temporary Employment Services program. Also important, team member subject matter expertise varies (e.g., structural, environmental). We have found success with the talent acquisition team as members make personal connections with candidates as they discuss their roles at DOT and opportunities with the department.

Developing the Highway Construction Workforce

Q. There seems to be a lack of awareness – especially among women and minority persons – about jobs/careers in the highway construction industry. Do you know of programs that have been effective at building awareness of job opportunities in transportation in New Jersey?

To recruit a diverse workforce, NJDOT Human Resources focuses on forging relationships with community organizations such as the Society for Hispanic Engineers, Society for African American engineers, Asian American engineers, LGBTQ+, and STEM programs.  We use LinkedIn a great deal to target engineers and collaborate with New Jersey Youth Corps to spread the word on career opportunities at NJDOT.

We also successfully partnered with the Trenton Soup Kitchen, working with job specialists to inform those accessing the kitchen about construction apprenticeships and Highway Operations Tech positions. We have partnered with the National High School Guidance Counselors Association for New Jersey and were able to post in their newsletter about job opportunities that do not require experience via our highway operations tech program.

NJDOT’s programs for career are effective recruitment and retention tools.

NJDOT’s programs for career are effective recruitment and retention tools.

In 2019, we increased representation of African American male applicants by 93 percent for Highway Operations Tech positions. We achieved this goal by reaching out to our many community partners, with 100 African American applicants from the Trenton Soup Kitchen. Finally, we partner with the NJ Department of Labor, One-Stop offices, and attend county and other virtual and in-person job fairs.

Q. Reliable transportation and child care are often cited as roadblocks to entry into the construction sector, particularly for women and minority candidates. What strategies could help to address these issues? Are you aware of any model practices or programs to support women and minority populations looking at the highway construction trades?

We had a program for parolees several years ago that focused on identifying job opportunities for them in locations with good transportation networks, such as Jersey City and Newark.

NJDOT does offer an employee subscription van pool (pre-COVID-19) that accesses various public transit stops near DOT headquarters.

The newly announced Trenton MOVES project seeks to deploy 100 on-demand Autonomous Vehicles (AVs) throughout the state capital; when deployed, it could prove to be great service for helping people access employment opportunities.

Q. Have you worked with the NJ Council of County Colleges to look at possible programs that might advance NJDOT’s goals for workforce development? Do you work with the NJDOL Office of Apprenticeship?

We do collaborate with NJ DOL and with the One-Stops and Career Centers. However, our apprenticeships are not true apprenticeships by federal labor standards, but have similar components. Because we work with Civil Service titles, it is much more difficult for us to be recognized as an official apprenticeship program.

We also have a tuition aid and reimbursement program, at the public college rate, for employees as long as their course of study relates to transportation.

"Yes, we can work with them and are very interested in building these relationships."

Looking Ahead

Q. What strategies should be pursued to encourage more New Jerseyans to consider a career in the construction industry? Who should be leading or involved in those efforts?

Creation and implementation of an awareness campaign to highlight construction career opportunities would be helpful, as such an effort could amplify the message that you don’t have to look a certain way to work in construction. The campaign should highlight the diversity of workers and work options in the construction industry. A team of “ambassadors” comprised of local union representatives, NJDOT staff, and others can describe the different kinds of work available within construction and showcase opportunities to increase interest in the profession.

Q. There have been a number of grant funding opportunities through the Department of Labor for pre-apprenticeship and apprenticeship programs. Is NJDOT able to work with other organizations or academic institutions to build programs using these funds?

Yes, we can work with them and are very interested in building these relationships.

Resources

NJ STEP. Civil Service Commission | NJ Supervisory Training Empowering Performance (NJ STEP).

NJDOT Division of Human Resources. Current Openings & Application Process.

NJDOT Division of Human Resources. KM Toolbox: Last Lecture on Operations Apprenticeship Program.  Presentation to NJ STIC, 2nd Quarter Meeting, 2021

Exploring Strategic Workforce Development in NJ: An Interview with the IUOE Local 825

FHWA is promoting Strategic Workforce Development in highway maintenance, construction and operations.

FHWA promotes Strategic Workforce Development in highway maintenance, construction and operations.

Strategic Workforce Development, an FHWA Every Day Counts (EDC) Round 6 innovative initiative, anticipates collaboration between government agencies, trade organizations, private agencies and communities to prepare individuals for the construction workforce. The demand for workers in highway maintenance, construction and operations is growing, as is the demand for new skill sets required for work with emerging technologies. An important element of this initiative is the recruitment and retention of women and minorities in the construction sector.  Through on-the-job training and supportive services program, NJDOT is exploring ways to work with contractors, contracting associations, and unions on shaping their future workforces, including programs aimed at increasing representation of women, minorities, and other disadvantaged populations in the construction and operations workforce.

We spoke with Greg Lalevee, Business Manager, International Union of Operating Engineers (IUOE) Local 825.  The organization is collaborating with Hudson County Community College (HCCC) on a newly established apprenticeship program and is undertaking other IUOE initiatives focused on workforce development in highway construction and related fields.

Background

Q. Can you tell us a little about your role with the union?

I am the Business Manager for the International Union of Operating Engineers (IUOE) Local 825. The jurisdiction of IUOE Local 825 is the State of New Jersey and the Hudson Valley (Rockland, Ulster, Sullivan, Orange, and Delaware Counties). We are heavy equipment operators, working on buildings, bridges, roadways, ports, airports, utility infrastructure, power generation, and reservoirs around the state such as Round Valley, Spruce Run, and Mercer Lake that ensure our water supply and serve for passive recreation. There isn’t much that an ordinary person does that operating engineers did not have something to do with. We have a 61-acre training center at exit 8A on the NJ Turnpike and a 51-acre training center in the Hudson Valley. I am also one of the vice-presidents for IUOE International, which covers the US and Canada.

Union members are engaged in many kinds of work using heavy equipment, including highway and bridge construction.

Union members engage in many kinds of work using heavy equipment, including highway and bridge construction.

Q. Overall, what professions does IUOE support?

Aside from heavy equipment operators, our members do construction layout and surveying for infrastructure projects. Several members work as mechanics/product support for machinery product lines including Caterpillar, Deere, and Komatsu.

Q. Before we delve into your new IUOE program with Hudson County Community College (HCCC), please tell us, based on your experience, if there is a lack of awareness– especially among women and minority persons – for jobs/careers in the highway construction industry?

The lack of awareness for construction careers reflects a multi-tiered situation. In contrast to those residing in more rural areas, prospective job candidates residing in urban areas typically live “vertically” in high-rises and thus are familiar with professions including plumbers and electricians but not so much the work of operating engineers. They are not typically exposed to professions utilizing heavy machinery.

For the last seven years, I have reached out to political and community leaders in several NJ cities to try to develop a direct-entry program that would bring training opportunities to those communities for jobs that are semi-skilled or lower-skilled. The goal was to work collaboratively with community leaders to create a pipeline for young people to enter the workforce as operating engineers. To operate heavy equipment, one needs hands-on training. Our training facility is on the Turnpike in Middlesex County, which is difficult to access for anyone without a car. In one city, we proposed that we set up basic courses, including OSHA 30-hour construction training and Hazardous Material training, in a school, or faith-based or community center, and we would send an instructor. The participants would be working locally during this time, earning money and accruing benefits. When the trainees had acquired some basic training we would then send the simulator to that location and these individuals could start to acquire hands-on training. After 18-24 months of paid training, they may be able to purchase a vehicle and thereby access the training center. Or we might be able to partner with a faith-based or community center to work out a transportation plan for those facing transport obstacles. I proposed this concept in four NJ cities but, frustratingly, did not receive any positive responses.

IUOE Local 825’s 61-acre training center is located at exit 8A on the NJ Turnpike.

IUOE Local 825’s 61-acre training center is located at exit 8A on the NJ Turnpike.

Q. Several commonly cited roadblocks to entry into the construction sector, particularly for women and minority candidates, include transportation issues and childcare. What strategies could help to address these issues?

Both transportation and childcare issues can be roadblocks to entry into the construction sector. One of the reasons we pursued the NJ PLACE 2.0 grant with a higher education partner was to open the door to Pell grants to underwrite transportation or childcare costs through existing grant funding opportunities that a traditional union apprenticeship would not be eligible. In the past year we received accreditation as a standalone licensed technical college to help us open the doors to more job candidates. As we pursue programs in higher education, we can now take advantage of not only NJ Department of Labor grants, but NJ Department of Education grants as well.

Q. Do you see a role for unions like IUOE in helping to reduce barriers for women, minorities, and others in entering the highway construction trades?

Recently, the Operating Engineers fought to have highway construction work be subject to project labor agreements (PLAs). When it was written twenty years ago, the original legislation exempted this field from these agreements. We retooled the legislation to include much more aggressive percentages of women and minorities required on projects and helped to secure its passage by the legislature. These percentages now apply to any construction project with a value of $5M or more. However, since the law was passed and signed by the Governor in April 2021, the State has not used a PLA on any project.

On-site heavy equipment operator training at IUOE Local 825’s training center.

On-site heavy equipment operator training at IUOE Local 825’s training center.

Participation numbers for female and minority employees on these publicly-funded highway projects are generally set on a county-by-county basis by NJDOT. One of the reasons we strongly support inclusion in PLA is because when our contractors secure a publicly-funded highway job, they often contact IUOE to request our assistance in reaching these goals. We respond affirmatively, but when we offer to help with this recruitment, follow-up from contractors is not forthcoming. The reason is that these participation numbers are goals, not mandates and it would be difficult to make them mandates.

There is a false perception that unions don’t have their doors open to all, and that there is not equity or diversity amongst the ranks. We actively recruit people from the non-union world. However, in the 21 years since I was hired by IUOE, we have only encountered two men of color and one woman working non-union jobs operating heavy equipment. There are few women and minorities working non-union operating equipment; it seems that there is not a real draw to this occupation. So the issue is broader than just the unions.

About five years ago, the number of paving projects in the State was increasing and we saw that our front line paving operators were aging. To address demand, we recruited 36 candidates to join a full-immersion paving training initiative. With paving shut down for the winter, we were able to hire and bring in seasoned major paving contractors as instructors during their off-season. The participants were instructed on one piece of paving equipment for 14-weeks until we knew they could run it proficiently. They were then absorbed by the paving industry for high-paying work during the summer and were brought back each winter over a five-year period to learn another piece of paving equipment. It’s not an apprenticeship program so we were not bound by apprentice rules, but we were able to train a diverse group. Of the 36, over one-third were minorities and women, and one-third were veterans. None of these people were associated with our union. In all, while the paving industry is unique, and our training school had the capacity to respond to this particular need, it represents an example of how thinking outside the box and proactively recruiting targeted groups can be very successful.

The IUOE Local 825 training facility occupies 61 acres where journeyworkers and apprentices can train on a large array of heavy equipment. https://www.iuoe825.org/home/training/

The IUOE Local 825 training facility occupies 61 acres where journeyworkers and apprentices can train on a large array of heavy equipment.

Q. We have heard that pre-apprenticeship programs are growing in popularity across the country. Are you aware of any pre-apprenticeship programs for the highway construction trades in NJ?

Pre-apprenticeship programs are not growing in the highway construction trades, but are happening in the building trades. I have concerns though with the pre-apprenticeship programs that I am aware of. For example, some pre-apprenticeship programs offer testing help that provide individuals with tutors to teach them how to pass the union apprenticeship written test. The percentage of these students who are actually admitted into the apprenticeship program does not appear to be that high however. Candidates are ranked by test score, so those that receive testing assistance might secure an interview, but they typically score lower in the written portion of the apprenticeship exam compared to their peers and thus do not advance. Overall, the competition for these positions is fierce.

The Earn & Learn program was funded by a NJ PLACE 2.0 grant through the NJ Department of Labor.

The Earn & Learn program was funded by a NJ PLACE 2.0 grant through the NJ Department of Labor.

IUOE Program with HCCC

Q. We know the Earn & Learn program orientation with Hudson County Community College was a few weeks ago [in January 2022]. How is program implementation going so far?

We understand that all 30 students are still enrolled and thriving. This cohort includes 10 minorities, 6 women, and 6 veterans so this is an opportunity to support diversity. For many of them, this is a continuation of their college education, and some are eager to pursue an occupation where they will earn $80-100,000 a year. The NJ PLACE 2.0 grant supports inclusion of a success coach to help keep the students on track, which is helpful. The students will be at our training center in May to begin traditional operating engineer training in the classroom and with equipment.

Q.Will all of your apprentices go through this program in the future, or are there multiple paths to a career in construction?

We have our own very competitive apprenticeship program with 160 people. There’s been a lot written about a skill gaps and a worker shortage. We want to develop a new apprenticeship model and have hired an academic who will begin working with us this spring to help develop some new apprenticeship tracks.

Students gain hands-on experience at IUOE Local 825’s NJ training center.

Students gain hands-on experience at IUOE Local 825’s NJ training center.

We have had a successful process for soliciting apprenticeship applicants in the last two traditional application cycles. There is a date and time when applications are available and the first 250 people in line receive one. The opportunity is posted on the Tuesday after Labor Day. We advertise in the paper and on social media. We have candidates lining up for a week ahead of time. For the Earn & Learn program with Hudson County Community College, the on-line application was opened and the portal had to be shut down in two hours due to the high response.

One gap we are eager to bridge is from the Vo-Tech programs to our apprenticeship program. Individuals have to be 18 years old and a high school graduate to enter an apprenticeship program, but some students are 17 when they graduate from Vo-Tech so we lose this cohort. We are trying to harmonize the end of Vo-Tech education with the beginning of an apprenticeship. Traditionally, our apprenticeship program begins in April. For the Earn & Learn program, we changed the start date to January to align with the academic calendar. Any changes to our apprenticeship programs must be approved by the federal government. Sometimes this process means that we can’t move as quickly as we would want.

People will tell me they can’t find workers, but we can get people; there is a lot of interest in our Operating Engineers apprenticeship program. Several of the other trade union apprenticeship programs are very competitive as well, including the Carpenters and the Ironworkers. The Carpenters union had an arrangement with East Brunswick Vo-Tech for direct entry to the union apprenticeship program for up to three students upon graduation from the carpentry program. The Vo-Tech sends students who are well-prepared and likely to succeed. I am trying to mirror that arrangement with Middlesex County Vo-Tech Career and Technical Education program.

Q. Do you see IUOE Local 825 collaborating with other institutions on similar programs in the future?

Absolutely and with multiple higher education partners and members of the business sector whom we have not yet identified. Hudson County Community College has a construction management program that offers 6-8 courses that build the “perfect operating engineer” and HCCC’s Lori Margolin and I are discussing how we could organize those courses together into a different type of degree program in the future. There are existing programs at other state education institutions that we have been considering as well. We might be able to take advantage of remote learning opportunities.

IUOE 825 will continue to look for opportunities to collaborate with HCCC and other higher education institutions.

IUOE 825 will continue to look for opportunities to collaborate with HCCC and other higher education institutions.

We are also very interested in the transportation-related activities at Rutgers-CAIT (Center for Advanced Infrastructure and Transportation) and testing on bridge work. Rowan University has ongoing asphalt research and recently visited the IUOE training center to see if they could use some of the area for asphalt testing and of course we would support that.

Every year, we have a full-immersion asphalt paving class. A major manufacturer of paving equipment has been visiting our site in the past week teaching our journeyworkers and apprentices about the latest technology on their equipment. We have the equipment dealer with the product support staff and mechanics participate and share the service bulletins and the new information. And the dealers get the word out to members of the broader construction community who can attend these events.

These are ways we will continue to collaborate with the educational world and the business world in the future. We can leverage our 8,000 members, 1,400 employers, 120 pieces of heavy equipment, and 61 acres in New Jersey and 51 acres in the Hudson Valley. We have the laboratory and want to establish synergies and diverse partnerships to support the industry.

As the burgeoning field of automation and robotics for heavy equipment grows, I sit on an IUOE International subcommittee where we are discussing the skill sets and training needed to prepare an individual to be a successful remote equipment operator or REO. We can work with the computer engineers to let them know what aspects of heavy equipment operation may not be transferable to computers and what alternatives there might be to support their efforts.

Looking Ahead

Q. What strategies should be pursued to encourage more New Jerseyans to consider a career in the construction industry? Who should be leading or involved in those efforts?

A key reason why our organization migrated toward the higher education piece is because we believe that we will secure a more diverse population of job candidates by doing so. Specifically, offering an avenue to earn an Associate’s degree is helping to increase awareness for construction and operating engineer careers.

Students in Somerset County’s MEAM program participated in an Operating Engineer Awareness program and IUOE’s training facility.

Students in Somerset County’s MEAM program participated in an Operating Engineer Awareness program and IUOE’s training facility.

Moving forward, our long-term goal is to implement more of a college application process rather than continue the traditional apprentice application process.  We are also seeking partnerships with the Vo-Tech system since most of the traditional high schools do not have programs that align as well with our goals and needs.

I am on the Board of Somerset County Vo-Tech and my daughter is a guidance counselor at Middlesex County Vo-Tech so we know the system fairly well. We wanted to provide students from Somerset’s Mechatronics, Engineering and Advanced Manufacturing program (MEAM) an opportunity to learn about IUOE and visit our campus. In academic parlance, our program fits in the Advanced Manufacturing sector. I worked with the superintendent to secure a small grant for an Operating Engineer Awareness program at Somerset. We developed a curriculum to introduce the students interested in construction to the occupation of construction engineer, and transported the students to our campus to see and experience the equipment. We are also helping the district with OSHA training, and with welding, and are seeking other opportunities to work together. Ocean and Hunterdon Counties have Equipment Operator programs that are simulator-based but we have not yet received a lot of interest from them in working with us. East Brunswick Vo-Tech is very close to our campus and we have students visit from there as well.

Q. Through their on-the-job training and supportive services program, NJDOT is exploring ways to work with contractors, contracting associations, and unions on shaping their future workforces, by focusing on training and recruitment programs aimed at women, minorities, and others. Do you have any thoughts about how NJDOT might pursue this goal?

NJDOT should consider implementing several model project labor agreements, collaborating with the different trades, with all participants making a concerted effort to increase the number of women and minorities on a project. The outcome of this effort could be presented as a showcase and best practice example statewide. It is important to recognize that when we set the hiring goals to include a certain percentage of women and minorities, we have to plan to engage in a collaborative effort with the successful bidding contractor to reach those goals. Rather than penalize a contractor if they experience challenges in achieving the diversity goals, we need to determine strategies for how to reach them and secure their buy-in to reach these diversity goals.

Exploring Strategic Workforce Development: An Interview with the Office of Apprenticeship, NJ Department of Labor and Workforce Development (NJDOL)

FHWA is promoting Strategic Workforce Development in highway maintenance, construction and operations.

FHWA is promoting Strategic Workforce Development in highway maintenance, construction and operations.

Strategic Workforce Development, an FHWA Every Day Counts (EDC) Round 6 innovative initiative, anticipates collaboration between government agencies, trade organizations, private agencies and communities to prepare individuals for the construction workforce. The demand for workers in highway maintenance, construction and operations is growing, as is the demand for new skill sets required for  work with emerging technologies. An important element of this initiative is the recruitment and retention of women and minorities in the construction sector.  Through on-the-job training and supportive services program, NJDOT is exploring ways to work with contractors, contracting associations, and unions on shaping their future workforces, including programs aimed at increasing representation of women, minorities, and other disadvantaged populations in the construction and operations workforce.

We spoke with Nick Toth, Director, New Jersey Office of Apprenticeship, NJ Department of Labor and Workforce Development (NJDOL) to learn about the State’s role in funding, promoting, and providing technical assistance for on-the-job training programs, and pre-apprenticeship and apprenticeship programs, to support all workers including women, minorities and other disadvantaged individuals seeking to enter highway construction and other related fields.

Background

Q.  Can you tell us a little bit about your role in the Office of Apprenticeship at the New Jersey Department of Labor and Workforce Development?

NJ DOL provides funding for apprenticeship and other training programs.

NJDOL has six grant programs to promote workforce development in the State.

I am the director of the New Jersey Office of Apprenticeship in the Department of Labor and Workforce Development. I was hired into this position to develop the first Office of Apprenticeship. In 2018, Governor Murphy announced the New Jersey Apprenticeship Network to invest in pre-apprenticeship and apprenticeship programs throughout the state. We developed a host of grant programs and have grown from a staff of one to twelve people. We currently oversee six grants, including two grant programs for the New Jersey Builders Utilization for Labor Diversity (NJ Build) Program that came under our umbrella in the past year. We provide $10-15 million in grants each year focused on supporting pre-apprenticeship and apprenticeship programs in varying employment sectors. The key tenet of our work is to build a stronger and fairer economy with greater equity, inclusion and diversity among participants. We also focus on removing the economic barriers that inhibit access to training.

Q. Our understanding is that NJDOL supports apprenticeship initiatives via grants but that the USDOL manages apprenticeship programs in the state. Is that accurate?

New Jersey operates as a federal state, with NJDOL providing technical assistance, funding, and marketing to support pre-apprenticeships and apprenticeships. However, the U.S. Department of Labor (USDOL) is the registrar for NJ apprenticeship programs. There is no registration process for pre-apprenticeship programs. We work closely with USDOL and we have an employer engagement unit that works closely with NJ employers.

Seal of the United States Department of Labor

The USDOL is the registrar for NJ apprenticeship programs.

Q. What is the difference between the NJDOL Office of Apprenticeship and the New Jersey Apprenticeship Network?

The New Jersey Apprenticeship Network is a broad initiative focused on building partnerships and developing relationships to provide employment opportunities for New Jerseyans in a wide array of sectors. The Apprenticeship Office is part of the Network. We partner with employers, whether they are grantees or not, and we partner with other organizations.

Q. NJDOT is focused on recruiting and retaining workers in the highway construction industry. Based on your experience, is there a lack of awareness – especially among women and minority persons – for jobs and careers in the highway construction industry?   If so, do you know of programs that are building awareness for opportunities in transportation?

In general, there is a lack of awareness of what apprenticeships are and the opportunities available to workers. There is also a communication gap, both statewide and nationwide, related to the skilled trades. There is no solid messaging or awareness about the economic benefits of pursuing a trade or following a non-college path. I have not seen a concerted public awareness effort directed to women and minorities. But there’s a real economic argument to be made for apprenticeship programs. If you go through a structured apprenticeship program, you will experience hands-on training and receive a paycheck throughout the program. Some of these programs are four years and you will exit without any student loans. It is vital to better communicate and increase awareness among employers and prospective employees that apprenticeships are very different from internships.

Q. Several commonly cited roadblocks to entry into the construction sector, particularly for women and minority candidates, include transportation issues and childcare.   What strategies could help to address these issues?

I can confirm that transportation and childcare are the two most common barriers that are at the front of the discussion. For most of our grants, including the GAINS, PACE, and NJ PLACE 2.0 grants, budgeting for supportive services includes transportation and childcare as permissible uses of funds. Where our Office has leverage is in how we prescribe the way state funds can be used; we try to incentivize applicants to include this support for program participants as part of their application.

Q. Does your Office play a role in helping to reduce barriers for women, minorities, and others in entering the highway construction trades?  Also, we saw on your website that NJDOL has posted a notice of grant opportunity (January 31, 2022) called, “Women and minority groups in construction trades program.” Can you please tell us about this grant opportunity?

NJ Build Program grants are available to contractors in the construction and building trades and provide access to women and minorities to training.

NJ Build Program grants are available to contractors in the construction and building trades and provide access to women and minorities to training.

This grant opportunity is a NJ BUILD Program effort that has been available for a decade. Unfortunately, we receive low response rates to these grants which seem to be “the best kept workforce development secret,” as it can be difficult to get the word out to contractors and construction companies that are open to diversifying their workforce.

Any state agency can also apply for this grant and it is specifically written to provide access for women and minorities to apprenticeships or pre-apprenticeship training. The NJ BUILD grants are limited to the construction and building trades because of the way they are funded. By statute, a fee is assessed on public works contracts with a value above $1 million and these funds must be used for training of women and minorities in the field that is paying into that fund.

Q. We have heard that pre-apprenticeship programs are growing in popularity across the country and that NJ has the Pre-Apprenticeship in Education (PACE) program. Can you tell us about PACE and if the program focuses at all on highway construction trades in NJ?  

What are essential elements of a pre-apprenticeship program to help women, minorities, and others enter an apprenticeship program?  Are there programs that offer a direct connection between pre-apprenticeship and apprenticeship programs?

With all our apprenticeship grants – everything outside of NJ BUILD – there is no specific focus on highway construction, but highway construction would fall under the heading of infrastructure. We would love to fund a workforce development program for those jobs, considering the federal dollars that will be coming to the state from the new federal infrastructure bill.

It is important to link pre-apprenticeship programs with apprenticeship programs so you don’t lose people between these programs. For example, in order to be eligible for a PACE grant – which is focused on high growth sectors including infrastructure – you have to have one established partnership with a registered apprenticeship program. We provide placement metric requirements to track how many pre-apprenticeship participants move to the apprenticeship program. But we also offer two other “off-ramps,” since sometimes not all participants will be able to move on to the apprenticeship, for example, if you have trained 50 people but your partner can only take 15 into their program. If participants go on to a job, a post-secondary program or career training program at a higher level, we count that as a good outcome as well.

Q. Are you aware of any model practices currently among community-based organizations to support women, minority, and others looking at the construction trades?

I use healthcare as an example. We have made significant headway in the number of women participating in registered healthcare apprenticeships, which has doubled from 6 percent to 12 percent. Some programs are over 90 percent women, with many minority participants.

Preparing students for jobs in the skilled trades is a good strategy to provide employment opportunities for all.

Preparing students for jobs in the skilled trades is a good strategy to provide employment opportunities for all.

Generally, there is less interest among job seekers in the building trades. Thirty years ago, pursuing a career in construction would have been considered on par with going to college, but we have changed a lot as a country.

From a union perspective, it would be great to see a more concerted effort to diversify union membership. But I understand that when you target economically depressed communities, there are existing barriers that inhibit people from applying. The unions need a qualified applicant pool. So, focusing on pre-apprenticeships and apprenticeships as a pipeline into the sector and building awareness among young adults in high school for careers in trade are valuable strategies. In addition, raising awareness for career opportunities in construction overall and to targeted audiences is also needed. High schools are not preparing students for jobs in the trades, but rather emphasize college placement, so there are structural issues contributing to the problem.

NJDOL Grant Initiatives

The Earn & Learn collaboration between HCCC and IUOE Local 825 is funded through a NJ Place 2.0 grant.

The Earn & Learn collaboration between HCCC and IUOE Local 825 is funded through a NJ Place 2.0 grant.

Q. The "Earn and Learn" program developed between the International Union of Operating Engineers (IUOE) Local 825 and Hudson County Community College (HCCC) is supported with a NJ PLACE 2.0 Degree Apprenticeship Program grant. Our understanding of this innovative program is that its aim is to integrate work-based learning with post-secondary education, allowing apprentices to earn college credits and an apprentice wage simultaneously.  Are both four-year and community colleges participating in this program?   Can grantees apply for continuing funding after their initial award is spent?

The genius of the NJ PLACE 2.0 grant program is that participants simultaneously earn course credit and a paycheck via this grant that incentivizes four-year and community colleges to collaborate with organizations that have a registered apprenticeship program. Participants pursue an Associate’s degree while being paid for on-the-job training.

If a grantee’s program is doing well, they could be eligible for additional funding. Ultimately, the goal of the Office is to distribute these grant dollars to applicants with promising initiatives designed to integrate work-based learning with post-secondary education.

Q. Another initiative that your Office oversees is the GAINS, or Growing Apprenticeships in Nontraditional Sectors, program. Our understanding is that GAINS is focused on training youth, adults, and incumbent workers by developing apprenticeship programs in a wide variety of in-demand fields. Is that accurate?  For how long have you been distributing these grants?

The GAINS program focuses on in-demand fields and the hiring of women, minorities, and other underrepresented groups.

The GAINS program focuses on in-demand fields and the hiring of women, minorities, and other underrepresented groups.

GAINS is our flagship grant program and the first one I worked on when I came into this job. As noted, it is focused on developing apprenticeship programs in fields that are in demand. We are in our fourth program year for this annual grant. We will soon announce a $3 million funding round and will probably have another round later in the fiscal year. We have had a good uptake in the program. This round we will fund apprenticeships in nursing residency, wastewater treatment, massage therapy, electrical, cybersecurity, and for machinists, home health aides, computer systems analysts, and ironworkers. We encourage all of our applicants to hire from diverse groups and our application evaluation criteria are based on inclusion of people of color, people with disabilities, women and veterans.

Q. How do you ensure compliance with these inclusion goals?

Registered apprenticeships are tracked through a national database. We require monthly reports from our grantees. The staff in the contracting unit validate the level of service.

Looking Ahead

Q. What strategies should be pursued to encourage more New Jerseyans to consider a career in the highway construction industry? Who should be leading or involved in those efforts?

Implementation of awareness campaigns, job fairs, rapid interviews, and events to learn about these careers can be effective. If NJDOT has openings, they can let NJDOL know. We can then reach out to the local One-Stops to request they send out an email blast statewide or to a particular geographic region alerting folks of these DOT job opportunities. We have done this for our grantees. If NJDOT has job openings, they can also advertise through the One-Stop Centers, and share eligibility requirements.

NJDOT should also engage in conversations with the contractors who are seeking workers for NJDOT contracts. The state has leverage in the contract requirements when contractors receive state dollars. Under a new law, which has been in effect the last two years, every contractor that has a public works certification, must participate in a registered apprenticeship program. In their procurement language, NJDOT can require the contractor to train their workers, or develop apprenticeships to pipeline people in, or partner with their local One-Stops, or include a local hire provision. Including these requirements can drive positive behavior among employers that can help to diversify the workforce.

Q. Through their on-the-job training and supportive services program, NJDOT is exploring ways to work with contractors, contracting associations, and unions on shaping their future workforces, by focusing on training and recruitment programs aimed at women, minorities, and others. Do you have any thoughts about how NJDOT might pursue this goal?  How could NJDOT partner more closely with your Office?

We had productive conversations with NJDOT when I came on the job, and I discussed our apprenticeship grants with them. NJ BUILD was not in my purview at the time. Our NJ BUILD programs are tailor-made for NJDOT. Philosophically, our two departments are aligned in wanting to accomplish the goal of having a more diverse workforce. NJDOT should definitely consider applying for some of our available grants as they are eligible to do so and we can cover some of the operational costs associated with the grants in some cases, including staffing costs. There’s a lot of opportunity there and it could be a win-win for NJDOT.

"Our programs are tailor-made for NJDOT. Philosophically, our two departments are aligned in wanting to accomplish the goal of having a more diverse workforce."

My team and I love to get in front of groups of NJ employers to discuss our grant opportunities. We have lots of mutual goals for increasing successful job recruitment and the diversity of the labor supply, none of which can occur without conversations with the employers. I’d be happy to spend time discussing NJ BUILD opportunities with construction companies that are already contributing to the state through the public works contract fee and with NJDOT, to share how our Office can support the training and upscaling of their workforce.

 


Resources

Federal Highway Administration, Every Day Counts Round 6, Strategic Workforce Development. https://www.fhwa.dot.gov/innovation/everydaycounts/edc_6/strategic_workforce_development.cfm

Hudson County Community College, Workforce Development. https://www.hccc.edu/programs-courses/workforce-development/index.html

International Union of Operating Engineers, Local 825. Earn and Learn Program. http://www.iuoe825.org/

NJ Department of Labor and Workforce Development, NJ PLACE 2.0 Grants. https://www.nj.gov/labor/lwdhome/press/2020/20200131_njplace.shtml

NJ Department of Labor and Workforce Development, Office of Apprenticeships. https://www.nj.gov/labor/career-services/apprenticeship/

NJ Department of Labor and Workforce Development, NJ Builders Utilization for Labor Diversity (NJBUILD),  Women and Minority Groups in Construction Trades.  Notice of Grant Opportunity, Fiscal Year 2022

Image of a street iwth four lanes for traffic, three parked cars, and a series of shops, such as center city deli, hi five, Ocean Therapy, and casino city barber and salon

ATLANTIC AVENUE, ATLANTIC CITY: Planning for Safer Conditions for All Roadway Users

In November, the United States Department of Transportation (US DOT) announced that Atlantic City would receive $10.3 million as part of the Rebuilding American Infrastructure with Sustainability and Equity (RAISE) discretionary grants program. The grant award will help to fund the Atlantic City Corridor Revitalization and Safety Project, which aims to implement Complete Streets improvements on approximately 2.7 miles of Atlantic Avenue. The project will include a road diet, ADA accessible sidewalks, drainage facilities, new bike lanes, traffic signal synchronization, LED streetlighting, and improved accessibility at transit stops.

Supported by the RAISE funds, the project will enhance safety and provide alternative transportation options for residents and visitors who travel for work, school, medical appointments, recreational activities, and other daily activities.

The below article, originally posted in July 2021, describes several planning activities that helped lead to this successful Federal grant award.

Image of a bus with passengers boarding, reading Atlantic Avenue Road Safety Audit Atlantic City, New Jersey, Report, December 2014

The Atlantic Avenue Road Safety Audit was performed by a multidisciplinary team that analyzed high incident areas along the route, courtesy NJDOT

Atlantic City, well known for its resorts, casinos, and boardwalk, has a large share of residents who use alternative transportation modes daily: about 30 percent of its residents use public transit and 17 percent walk to work. On centrally-located Atlantic Avenue, high pedestrian volumes and a disproportionate number of traffic incidents have prompted several studies to determine the scope of needed infrastructure improvements to support pedestrian and bicycle safety and address deficiencies for vehicular travel.  New Jersey Department of Transportation (NJDOT), and the South Jersey Transportation Planning Organization (SJTPO), the regional Metropolitan Planning Organization, in partnership with the City, supported these studies to analyze conditions along the route and to make recommendations for a safer corridor.  The decade-long planning process for the Atlantic Avenue corridor provides an example of collaboration between the municipality, SJTPO and NJDOT to implement safety improvements for all roadway users.

The planning process used strategies such as Data-Driven Safety Analysis and Road Safety Audits that are supported by the Federal Highway Administration (FHWA). Many of the study recommendations include safety countermeasures that FHWA has promoted through its Every Day Counts (EDC)-4 and EDC-5 Safe Transportation for Every Pedestrian, or STEP, Innovative Initiative. These strategies include Leading Pedestrian Intervals, Crosswalk Visibility Enhancements, Pedestrian Crossing/Refuge Islands, and Road Diets. The EDC program identifies proven and underutilized innovations and promotes rapid deployment.

About the Corridor

Atlantic Avenue is a major thoroughfare through the center of Atlantic City. The street is 69 feet wide, with four travel lanes and a fifth lane at some intersections for turning. Along the corridor, there are retail and commercial centers, a bus terminal, healthcare facilities, and a public library. Eleven bus stops, each accommodating up to ten different bus routes, provide frequent transit service and contribute to high pedestrian volume. The Atlantic City Rail Terminal is situated several blocks to the Northeast, adding to pedestrian trips.

Due to high foot traffic, and the nature of the roadway, this segment of Atlantic Avenue saw 829 crashes in a five-year period, from 2013 to 2017. Compared to the rest of the municipality, three times as many incidents involving pedestrians, and twice as many involving cyclists occurred along this 2.65 mile stretch. Recognizing the ongoing challenges, leaders and transportation planners at both the City and the South Jersey Transportation Planning Organization (SJTPO) initiated the process to study safety improvements for this important corridor.

2011 – A Policy Framework

Following NJDOT’s adoption of a Complete Streets policy in 2009, Atlantic City passed its 2011 Complete Streets policy to promote consideration of the safety of all roadway users in infrastructure planning. The resolution mentions the need to improve safety for cyclists and all users of a street, such as the elderly, non-drivers, and the mobility impaired. It acknowledges, too, that incorporating pedestrian and cyclist infrastructure can simultaneously reduce traffic congestion and fossil fuel emissions. The 2011 resolution and policy supports the City Planning Department’s goals of improving bicycle and pedestrian safety and accessibility, enhancing economic development, and developing initiatives to increase residents’ knowledge of safe bicycle and pedestrian travel (Atlantic City Resolution No. 917).

2013  – Atlantic City Bicycle and Pedestrian Plan

Image of plan cover page, the first reads Atlantic City, always turned on, Bicycle and Pedestrian Plan, Local Planning Assistance Program, Final May 2013, an dbelow four square images, clockwise of people crossing a street, a man in a wheelchair waiting to cross, a young girl feeding gulls on the boardwalk, and people biking along the boardwalk. Below it reads Prepared for: The New Jersey Department of Transportation and the City of Atlantic City.

The Bicycle and Pedestrian Plan helped to first identify problem areas along Atlantic City's Atlantic Avenue, courtesy NJDOT

NJDOT funded the 2013 Atlantic City Bicycle and Pedestrian Plan through the agency’s Office of Bicycle and Pedestrian Programs Local Technical Assistance Program (LTAP), which helps New Jersey municipalities improve active transportation infrastructure.

Consultants analyzed the City’s bicycle and pedestrian network, and made suggestions for improvements in areas of concern. Among the City’s streets, the Atlantic Avenue corridor ranked first for both pedestrian and bicycle crashes. Analysts also identified the corridor as the location of 8 of the top 10 intersections for pedestrian or bicycle crashes.

According to the Plan, “Pedestrian safety is imperative not only because each of us becomes a pedestrian as part of every trip, but also because creating safe walkable streets is critical to the success of the City redevelopment and tourist efforts.” However, the document notes that, at the date of publication, there were no dedicated bicycling facilities in Atlantic City. (Atlantic City Bicycle and Pedestrian Plan).

The 2013 Plan suggested several alternatives for street design interventions in Atlantic City. On Atlantic Avenue, Alternative 1 involved removing a lane of travel in each direction, widening the median, installing buffered bike lanes between Ohio and Maine Avenues on the corridor. In the same stretch, Alternative 2 proposed using parking as a buffer for bike lanes abutting the curb on each stretch. The report concluded by calling for the formation of a task force of stakeholders to discuss the implementation of such road diets.

2014 – Atlantic Avenue Road Safety Audit (RSA)

Graphic with a depiction of a magnifying glass covering a road with people walking on it, reading "Road Safety Audits: a Road Safety Audit is a proactive formal safety performance examination of an existing or future road or intersection by an independent and multi disciplinary team. Safety Benefit: 10 to 60 percent reduction in total crashes.

RSA's were one of the safety countermeasures FHWA promoted through EDC-4 and EDC-5, courtesy FHWA

The following year, the Transportation Safety Research Center (TSRC) at the Rutgers Center for Advanced Infrastructure and Transportation (CAIT), in collaboration with the South Jersey Transportation Planning Organization (SJTPO) and the City of Atlantic City, conducted a road safety audit of the most heavily trafficked portion of Atlantic Avenue, between South Carolina and Michigan Avenues. This study analyzed dangerous intersections in depth along the Atlantic Avenue corridor.

Road Safety Audits (RSA) are one of FHWA’s proven safety countermeasures. An RSA, conducted by a multi-disciplinary team that is independent of the design team, considers all road users and their capabilities and limitations. Findings are documented in a formal report and, while they do not constitute engineering studies, require a response from the road owner. RSAs can result in a 10-60 percent reduction in crashes.

According to FHWA, advantages of an RSA include:

  • Reduced number and severity of crashes due to safer designs.
  • Reduced costs resulting from early identification and mitigation of safety issues before projects are built.
  • Improved awareness of safe design practices.
  • Increased opportunities to integrate multimodal safety strategies and proven safety countermeasures.
  • Expanded ability to consider human factors in all facets of design.

Based on crash data, the RSA identified pedestrian “hot spot” and corridor locations along Atlantic Avenue, between Mississippi Avenue and Virginia Avenue. The study looked at crashes according to time of year, week, and day; lighting conditions; collision type and severity; and intersection.

Bar graph reading Crash Type and Severity, the tallest bars (by a wide margin) are same direction, rear end, and same direction, side swipe. Pedalcyclist and pedestrian collisions rank very high as well.

Many of the incidents involved vehicles striking each other in the same direction, one motivation for the road diet, courtesy SJTPO.

NJDOT provides network screening lists to the three Metropolitan Planning Organizations which identify hot spot and corridor locations based on crash data. The RSA analysts took this data for the SJTPO region and then worked to identify the source of the crashes by examining geometric and physical characteristics of the location. The process involved looking at types of crashes and other details to establish patterns, and then suggesting countermeasures to address those problems. These hot spot lists are crucial to securing federal funding for infrastructure improvements such as the proposed road diet.

The Road Safety Audit identified issues, such as signal phasing, roadway maintenance, and lack of bicycle facilities, and made recommendations. Like the 2013 Bicycle and Pedestrian Master Plan, the 2014 Road Safety Audit provided two road diet alternatives, suggesting the removal of one lane to accommodate bike lanes and a median with a turning lane. Road diets are promoted by FHWA as a safety countermeasure that improves speed limit compliance, reduces crashes, and provides a space for enhanced bicycle and pedestrian facilities.

2020 – Atlantic Avenue Road Safety Assessment

PDF cover, reading January 2020, Road Safety Assessment, Atlantic Avenue, Atlantic City, Atlantic County, NJ, then there are three images of the route, rather car-oriented in design, followed by text: Road Safety Assessment, Atlantic Avenue from Boston Avenue to Maine Avenue

A final Road Safety Assessment was performed in 2020, recommending a road diet, with a median and protected bike lanes, courtesy City of Atlantic City

Building on the findings of the 2014 report, consultants in 2019 conducted a data-driven analysis of the conditions along Atlantic Avenue from Boston Avenue to New Hampshire Avenue, and recommended safety countermeasures to improve pedestrian safety, reduce the frequency of vehicular collisions, and improve traffic flow.

The 2020 Atlantic Avenue Road Safety Assessment looked at all crashes along the entire corridor, by crash type (pedestrian, bicycle, parked vehicle), and by intersection. Consultants also conducted travel time runs during each of the corridor’s scheduled signal timing schedules. They engaged in site visits to look for causes of crashes and to observe the condition of the roadway infrastructure, and then developed statistical observations and recommendations from their findings.

Overall, they found a lack of consistency on the roadway that resulted in unpredictable driving conditions. In one example, poorly timed signals caused drivers to try to “beat” the light, which, in combination with poor pedestrian visibility and infrastructure, led to collisions.

For a recommendation, the consultants cite NJDOT guidance for bikeway selection. At the current vehicle traffic figures (Annual Average Daily Traffic 15,000) and an 85th percentile speed of 35 mph, NJDOT recommends a Buffered Bicycle Lane, Separated Bicycle Lane or Shared Use Path. The report presented two preferred options, Alternatives #5 and #6, each of which involve removing a driving lane and adding a median; Alternative #6 would place the bikeway between the curb and parked cars, to decrease the chance of “dooring.” These alternatives recall those suggested by the 2013 Master Plan.

2021 – Atlantic Avenue Road Diet Implementation

Twelve years after Atlantic City passed its Complete Streets policy, a road diet will be built, extending the length of Atlantic Avenue. The four-lane road will be reduced to two travel lanes with a center median. Protected bicycle lanes will be located between the travel lane and curbside parking, in both directions. Other countermeasures to be implemented echoed those called for in the 2013 Bicycle and Pedestrian Master Plan, including leading pedestrian intervals, traffic signal heads with backplates, and targeted left turn restrictions. According to City Engineer Uzo Ahiarakwe, improvements to some intersections will include bump-outs to decrease the distance that pedestrians need to cross Atlantic Avenue, synchronization of traffic lights, higher visibility crosswalk striping, and ADA-compliant curb cuts.

Atlantic Avenue’s road diet conversion and additional infrastructure improvements will cost between $8 and $10 million. The City expects to cover 10 percent of the project cost and to receive federal funding for the remaining 90 percent. The project is set to go out to bid in Fall 2021 with construction due to be complete in Summer 2022 (Brunetti).

 

Resources

Brunetti, Michelle. Atlantic City putting Atlantic Avenue on a ‘diet’. March 5, 2021. Press of Atlantic City. https://pressofatlanticcity.com/news/local/atlantic-city-putting-atlantic-avenue-on-a-diet/article_f9b1e44f-43f0-5cf2-9b8a-91e4c1d3fb0e.html

City of Atlantic City. (2011). Resolution Establishing and Adopting a City of Atlantic City Complete Streets Policy. City of Atlantic City. http://njbikeped.org/wp-content/uploads/2012/05/Atlantic-City-Complete-Streets-Resolution.pdf

City of Atlantic City. (2013). Atlantic City Bicycle and Pedestrian Plan. Local Planning Assistance Program. City of Atlantic City. https://njcrda.com/wp-content/uploads/Atlantic-City-LTA-Final-Report.pdf

Federal Highway Administration. Road Safety Audits. Federal Highway Administration. https://safety.fhwa.dot.gov/rsa/

Federal Highway Administration. Proven Safety Countermeasures: Road Safety Audits. Federal Highway Administration. https://safety.fhwa.dot.gov/provencountermeasures/road_safety_audit/

Federal Highway Administration. Proven Safety Countermeasures: Road Diets. Federal Highway Administration. https://safety.fhwa.dot.gov/provencountermeasures/road_diets/

JMT. (2020, January). Road Safety Assessment: Atlantic Avenue, Atlantic City, Atlantic County, NJ. City of Atlantic City. https://www.njdottechtransfer.net/wp-content/uploads/2021/07/19-01474_Road_Safety_Assessment_Report.pdf

South Jersey Transportation Planning Organization. Atlantic Avenue Road Safety Audit. South Jersey Transportation Planning Organization. https://www.sjtpo.org/wp-content/uploads/2020/05/2014_AC_Atlantic-Avenue-RSA-Report.pdf

 

NJDOT’s “Weather Savvy Roads” System Receives 2021 Outstanding Project Award from ITS-NJ

The Intelligent Transportation Society of New Jersey (ITS-NJ) recognizes outstanding projects or programs that employ or advance ITS technologies. This year NJDOT’s “Weather Savvy Roads” system, also known as the Mobile RWIS effort, received its 2021 Outstanding Project Award.

NJDOT’s Weather Savvy Roads Program was recently recognized by the Intelligent Transportation Society of New Jersey

NJDOT’s Weather Savvy Roads (WSR) program started with NJDOT’s Mobility Division applying for and receiving NJ’s first federal Accelerated Innovation Deployment (AID) grant.  The concept was to procure and install mobile RWIS devices and dash cameras in 23 DOT snow-fighting vehicles statewide to view real time conditions and guide decisions for allocation of resources during a winter event.

The team is comprised of staff from NJDOT Mobility, NJDOT Operations, the NJIT ITS Resource Center, and technical partners from Vaisala and EAI.  NJIT created a web-based platform where users could view a statewide map and data from the RWIS devices and video from the CCTV6 in real time.

The WSR project was also designed to continue NJDOT’s investigation into cellular strength along NJDOT’s road network. This effort was first evaluated during NJ STIC Incentive grant funded program using iCone devices on SSP trucks. Utilizing a cellular router carrying FIRSTNET cellular capability, the technical team at NJIT is evaluating the strength of this first responder-only focused cellular system to see the various levels of signal strength. The project has shown tremendous benefits after just one winter season with staff across multiple levels of the Department utilizing the web platform to make better informed decisions about staffing and contractor use.

To learn more about the project, click on the NJ Innovative Initiatives, Weather Responsive Management Strategies page, or watch a presentation to the NJ STIC by Sal Cowan, Senior Director of Mobility at NJDOT about the equipment installation and web interface efforts taken for the pilot project.

See the FHWA’s Innovation Spotlight video on Road Weather Management: Weather Savvy Roads.

Launching the UAS Program: STIC Incentive Funding Grant – Final Report

Click for report

Unmanned Aerial Systems (UAS), or drones, were promoted by the Federal Highway Administration (FHWA) as one of the Every Day Counts Round 5 (EDC-5) innovations. In 2017, the NJDOT Bureau of Aeronautics applied for and received a NJ State Transportation Innovation Council (STIC) Incentive Program Funding grant to purchase equipment and provide training to evaluate the use of UAS for applications within NJDOT. Prior research had determined that this innovative technology could improve safety and efficiency and reduce costs.

The final report, Unmanned Aircraft System (UAS): Purchase and Training, describes the use of the STIC funding to assist in establishing the UAS program within the Bureau of Aeronautics.  The report describes the training curriculum and two use cases — high mast inspection and traffic incident management — and offers lessons learned and best practices.

The STIC grant, in combination with two other grants, enabled the Bureau to advance UAS within NJDOT. The innovation is now considered institutionalized within the agency.  A video, Drone Technology at NJDOT, highlights the efforts to launch and integrate UAS in NJDOT operations.

FHWA offers up to $100,000 to each STIC each year. You can find out more about the STIC Incentive Program here.