Technology
Transfer Newsletter
Volume 20, Number 2 - September 2003
Connecticut Transportation Institute's Technology Transfer Center
University of Connecticut, School of Engineering
PAGE
1
(front cover)
Article
Title: Technology Transfer EXPO 2003
Article
Text:
The Connecticut
Technology Transfer Center and Connecticut Highway Street Supervisor Association
are once again pleased to be presenting our ever-popular outdoor Technology
Transfer Expo. Come join us on Wednesday, September 17 at the University
of Connecticut's Depot Campus in Storrs, from 9:00 am to 3:00 pm, rain
or shine.
As always, this year's event promises to be an exceptional opportunity
to learn more about the public works products, services and resources
you need to do your job more wisely, safely and efficiently.
The following vendors, public service agencies and professional organizations
are a sampling of those that will be participating:
o 3M Traffic
Control Materials Division
o Advanced Drainage Systems, Inc.
o Agresource
o Applied Industrial Technologies
o Artco Equipment Sales, Inc.
o Atlantic Broom Service, Inc.
o Atlantic States Rural Water & Waste Water Association
o Bacher Corp. of Connecticut
o BART Truck Equipment Co., Inc.
o Bearcom
o Bigson II, DBA Equipment Service Co.
o Bobcat of Connecticut Inc.
o Bridge Haven Trucks
o C.N. Wood of Connecticut, LLC
o Call Before You Dig, Inc.
o Capitol Rentals
o Carey Wiping Materials Corp.
o CESCO
o Connecticut Cleaning & Heating Equipment
o Connecticut Highway Street Supervisor Association
o Concrete Systems, Inc.
o Connecticut Department of Transportation
o Connecticut Tree Warden Association
o Connecticut Technology Transfer Center
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2
o D.D. Gregory & Son Equipment Co., LLC
o Dees Fluid Power
o Don Mallon Chevrolet Oldsmobile Cadillac
o East Coast Sign & Supply, Inc.
o East P.B.E. Inc.
o EPPCO
o Federal Highway Administration, CT Division
o Force America Inc.
o Franklin Paint Co., Inc.
o Freightliner of Hartford, Inc.
o Genalco, Inc.
o GIANT-VAC
o Gorman Bros. Inc.
o Hedge & Mattheis Company
o Hudson Liquid Asphalt Company
o Industrial Safety & Supply
o Jamieson Distributors, Inc.
o Jasper Engines & Transmissions
o Kahn Tractor & Equipment, Inc.
o LinksPoint
o New England Municipal Equipment Co.
o Nicard Enterprises, LLC
o Nutmeg International Trucks
o Occupational Safety and Health Administration
o Park City Truck Equipment
o Pete's Tire Barn
o Reed Systems, Ltd.
o Reflexite Americas
o Ro-Brand Products
o Rock Rubber and Supply, Co.
o S & D Supply, LLC
o Safety Town
o SEACO
o Signal 54 Training
o Snap-On Tools
o St. Jacques Family Enterprises, Inc.
o Streetworks, Inc.
o The W.I. Clark Company
o Tri-County Contractor's Supply, Inc.
o Tyler Equipment
o W. H. Rose, Inc.
o Welder Training Services
This year's
Public Works Challenge will include stations for Call Before You Dig,
Work Zone Safety, OSHA Fall Prevention, and Backhoe Operation. Open to
all municipal employees, the Challenge is a great way to test your knowledge
and skills. Prizes will be awarded to the top three overall winners.
Technology Transfer EXPO 2003 is free and open to all. For complimentary
tickets, please call the Connecticut Technology Transfer Center at 860-486-5400.
PAGE
3
Article
Title: By the Way...by
Donna Shea, Director Technology Transfer Center
Article
Text:
Excitement is building here at the Connecticut T2 Center, as
we get closer to this year's Construction Career Day. This year's two
days of events will be held on October 7 and 8 at the Mountainside Recreational
Facility in Wallingford, CT. We already have over 1,200 high school students
registered and we are still accepting registrations for exhibitors. The
group of exhibitors we have currently registered has put together a very
exciting array of hands-on activities for the students. The planning committee
learned a great deal during our first experience last year and we feel
this year's program will be even better.
The sponsors for this year's event include:
-Connecticut
Department of Transportation
-Connecticut Technology Transfer Center
-Connecticut Construction Industries Association
-Federal Highway Administration
-Several of New England's Skilled Labor Unions
What brings
all of us together to work on this event We recognize that attracting
and retaining the skilled workforce required to build, maintain, and operate
our surface transportation system will require going beyond "business
as usual." We recognize the investment involved in putting this program
together, but we also realize that the cost of not doing anything will
be even greater.
Despite the successes of the past, the United States' transportation program
will be hard pressed to meet the challenges of the future as the demands
for safety and efficiency grow faster than available resources. The Connecticut
Construction Career Day is one small step toward ensuring that our transportation
workforce needs are met in the future.
What are
others doing in the area of workforce development
AASHTO TRAC
Program
Transportation in Civil Engineering (TRAC) program sends volunteer transportation
professionals into secondary schools with materials and presentations
to engage students in solving real-world problems.
http://www.trac.net
Transportation
Workforce Development Web Site
This site provides information about workforce issues, including an international
scan, innovative practices, workforce studies and policy decisions.
http://www.nhi.fhwa.dot.gov/transworkforce
Construction
Career Days Around the Country
Connecticut is one of 20 states that have held Construction Career Days.
This site provides information on this initiative throughout the United
States.
http://members.tripod.com/constr_career_days/
National
Transportation Week
National Transportation Week highlights the importance of transportation,
recognizes those who work in the transportation industry, and focuses
on making youth aware of transportation-related careers.
http://www.ntweek.org
Garrett
A. Morgan Technology and Transportation Futures Program
This site is sponsored by the U.S. Department of Transportation to promote
transportation to K-12 students.
http://education.dot.gov
Sources:
Transportation
Research Board Special Report 275, The Workforce Challenge, at www.trb.org.
LTAP
Journal, a newsletter of the Federal Highway Administration's Local Technical
Assistance Program, First Quarter, 2003.
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PAGE
4
Article Title: Making the Step to Supervision Successful: How to Become
a Leader
Article
Text:
Many public works managers are promoted from within their department.
For people good at their jobs, being promoted is easy. The next part is
hard: making the successful move from taking orders to giving them and
becoming a leader. This article will discuss how to gain the respect of
the crew, along with delegation, and leadership styles necessary to become
a successful leader.
Earning
Respect
As a new supervisor, it is vital to gain the respect of the employees.
There are several things to consider when attempting this challenge. Good
managers:
-Know that
trust is fostered through good communication.
-Stand up for the ideas and work of the employees.
-Are positive in their assessments and judgments.
-Cultivate a sense of fairness and demonstrate competence.
Delegate
It is impossible to do many jobs well. Therefore managers must learn the
art of delegation. They must let go of their old job and delegate tasks
not related to planning, organizing, staffing, leading or controlling.
Although the ultimate responsibility for work is the supervisors', they
should recognize employee strengths and delegate based upon them.
To cultivate a strong team spirit, delegate work and responsibility based
on employees' strengths, not weaknesses. People enjoy doing things for
a supportive manager. This insures cooperation and pride in the work.
Supportive managers:
-Understand
the needs and expectations of employees.
-Ensure that employees are clear regarding what is considered improved
performance.
-Establish an objective system for measuring progress.
Managers
become role models by setting a personal example of doing things "right"
and doing the "right things right."
Qualities
of Leadership
Effective leaders serve several critical roles in an organization. They
display the following abilities:
1. Articulate a vision that compels people to commit their time, energy
and resources to complete it.
2. Determine the strategies and goals that will best serve the vision.
3. Create the structures and processes for an organization from which
results are produced.
4. Engage and enlist employees to achieve the vision quickly.
5. Shift self-limiting beliefs and frames of reference to a culture of
possibility rather than constraint.
Forms
of Leadership
Understanding leadership qualities is important to those making the transition
to supervisor. According to most experts, there are three major methods
of leadership:
Democratic
This manager seeks ideas and suggestions through discussions. Whenever
possible, good leaders will treat individual problems and situations on
a democratic basis.
The democratic style works best when people are lacking information. Employees
can provide input to help make the best possible decision. It also works
well with a large number of experienced, cooperative people.
Autocratic
The autocratic leader assumes full responsibility for all actions-individual
and group. This manager seeks obedience to specific orders, determines
policy, and considers decision-making his/her prerogative.
The autocratic style is best when quick decisions and fast actions are
necessary. Staffs of largely untrained and undisciplined people require
an autocratic leadership. Firm and decisive force can make such organization
productive.
PAGE
5
Making the Step to Supervision...Cont'd.
Free
Rein
This leader exercises little direct control, but is the prime source of
information, suggestions, and authority. This works best if the staff
is well trained, responsible and professional. This is successful in public
works when people working in the field have to make decisions with little
direct supervision. Within certain limits, individuals are allowed to
set their own goals. This often results in outstanding performance.
With a highly trained and professional staff, free-rein leadership is
most appropriate. These individuals are generally creative and solve problems
as they encounter them, requiring much less guidance.
A mixture
of styles works best with a dispersed organization that seldom meets and
is made up of strong individualists.
Methods
of Leadership
The best approach to leadership may have to be tailored to the individual
requiring leadership. Therefore it is dependent upon the person, situation,
and organization.
Individual. Some people only perform well when a certain type
of leadership is used. When leadership is a problem, review the personality
characteristics of each employee. Experiment to determine what style of
leadership to use with each person. Reevaluate if problems arise.
Situational.
Changes in the services, customer crises, and policy changes can
make new demands on the type of leadership required.
Organizational Flavor. The total make-up of an organization reflects
the type of leadership that should be used. Sometimes group needs and
individual needs are quite different.
Combining
Methods and Styles
Leadership success depends on the flexibility of the leader to recognize
the employees' needs and their willingness to change gears. Leaders determine
what is best for each individual and each situation, with periodic evaluations
of employees and their own operating style.
The best leaders continually refine their leadership to build loyalty.
They focus on developing a successful team with extra effort and support,
demonstrating loyalty to both the department and employees.
How
to Get There
To facilitate leadership skills, new supervisors should:
-Recognize
that leadership is an everyday occurrence. A leader influences results
as well as employee beliefs and behavior.
-Learn facilitative leadership skills such as listening, coaching, managing
group dynamics and conflict, and leading with confidence.
-Regularly measure the results in context of the departmental goals. Set
specific goals that have a direct link to the strategic goals.
-Ask daily: "To what degree does this program or initiative move
the department towards its goals?"
-Rely on regular feedback from residents, employees, and management.
-Recognize that part of the department's success is measured by those
served.
Managers
who lead with distinction create rather than manage change. They are perceived
as decisive and responsible risk takers. They change their leadership
style based upon situations that arise and the employees they manage.
With leadership, one size doesn't fit all. Knowing that is the biggest
hurdle for leaders to overcome.
Sources:
"How
to Improve Your Leadership Ability," HR Focus, Vol. 77, No. 1, January
2000.
"Make
the Step Up to Supervisor a Successful One," Technology Transfer
Quarterly, Ohio LTAP, Vol. 9, No. 2, 1994.
"Improving
your Leadership Skills," Public Relations Quarterly, Vol. 44, No.
1, Spring 1999.
From
an article by Kathy L. DesRoches, Assistant Director of the New Hampshire
Technology Transfer Center. Reprinted with permission from Road Business,
Vol. 16, No. 2, Summer 2001.
top
PAGE
6
Article Title: FHWA
Unveils New Surface Transportation Security Web Site
Article
Text:
The
Federal Highway Administration (FHWA) recently announced a new web site
to provide state and local agencies simple access to information on improving
security in the operation of the surface transportation system.
"The need to ensure the security of America's surface transportation
system is a top priority for the FHWA," said FHWA Administrator Mary
E. Peters. "We are working closely with the Department of Homeland
Security and other federal agencies to help state and local officials
develop and carry out a comprehensive set of improvements to increase
the security of our transportation network."
Peters said that the key element in this plan is providing state and local
agencies with valuable information that can help them to make wise decisions
to improve the security of roadway operations in their areas.
The new "FHWA Operations Security" web site at www.ops.fhwa.dot.gov/OpsSecurity
is part of the FHWA's efforts to help state and local transportation agencies
develop initiatives to improve security through effective planning, operation
and application of technology.
A section on the site offers specific information on how to plan effectively
for managing emergencies, how to align action plans with the nation's
Homeland Security Advisory System, and how to improve military mobilization
on roadways. Roads are the primary means of responding to an incident.
All emergencies and incidents have a transportation component, and roads
are the critical means through which response and recovery strategies
can be carried out.
An extra benefit is that many of the measures that improve security also
improve transportation's ability to handle natural disasters such as hurricanes
and earthquakes.
The FHWA developed the site in response to the expressed need on the part
of state and local partners for technical guidance and best practices.
The new site links to the information on transportation security from
all of the U.S. Department of Transportation's administrations, from other
federal agencies, and from the associations participating in the National
Associations Working Group for Intelligent Transportation Systems. The
web site also links to articles, research, and other information related
to transportation security.
Additional information on traffic operations is available at www.ops.fhwa.dot.gov.
From
Federal Highway Administration Press Release FHWA 21-03, dated June 27,
2003.
Article
Title: Safe Driving Observances in October
Article
Text:
Put the Brakes
on Fatalities Day
October 10
Slow down, buckle up and drive sober!
For more information, visit www.brakesonfatalities.org.
Drive
Safely Work Week
October 6-10
Safe Driving is Everyone's Business
For more information, visit www.trafficsafety.org.
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PAGE
7
Article Title: MUTCD Revision Update
Article
Text:
The Federal Highway Administration now anticipates that the long-awaited
Final Rule on Revision 2 of the Manual on Uniform Traffic Control Devices
will be published in the Federal Register in October.
By the time the docket comment period on the proposed revisions had ended
in August 2002, FHWA had received over 280 letters containing well over
5,000 comments to review and analyze.
The Final Rule will describe FHWA's final decision concerning requests
for changes to the Manual. The decision is based on the docket comments
and/or other information received and can include the following: adopt
a change, defer the change pending further research, or adopt a modification
to the change.
The full "Notice of Proposed Amendments" is posted on the MUTCD
web site at http://mutcd.fhwa.dot.gov/kno-millennium_npa.htm.
The "MUTCD Proposed Revision No. 2 Change List" is also posted
on the site at http://mutcd.fhwa.dot.gov/pr2cl.htm.
Article
Title: On-Line "Sites" to Behold: Selected Web Sites for Useful
Information
Article
Text:
Federal Highway Administration Safety Program Links:
Highway
Safety Media Center
(links to Publications, Videos and CD's)
http://safety.fhwa.dot.gov/media/category.htm
Highway-Rail
Grade Crossing Safety
http://safety.fhwa.dot.gov/programs/x-ing.htm
Intersections
http://safety.fhwa.dot.gov/programs/intersections.htm
Moving
Safely Across America
http://safety.fhwa.dot.gov/programs/msaa.htm
Older
Driver
http://safety.fhwa.dot.gov/programs/olderdriver.htm
Pedestrian/Bicycle Safety
http://safety.fhwa.dot.gov/programs/ped_bike.htm
Speed
Management
http://safety.fhwa.dot.gov/programs/speedmgnt.htm
Stop
Red Light Running
http://safety.fhwa.dot.gov/programs/srlr.htm
Work
Zone Safety
http://safety.fhwa.dot.gov/programs/wsz.htm
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PAGE
8 (Back Cover)
CALENDAR
OF EVENTS
Flagger
Certification
A Connecticut Road Master Program Elective Workshop
October 1 in Storrs - October 2 in Storrs
Context
Sensitive Solutions
A Connecticut Road Master Program Elective Workshop
October 9 in Hartford
Roundtable
Discussion on Asphalt
A Connecticut Road Scholar Program Elective Workshop
October 15 in Hartford
Design
for Pedestrians and Bicycles in Connecticut
A Connecticut Road Scholar Program Elective Workshop
October 16 in Storrs
Chainsaw
Safety
A Connecticut Road Master Program Elective Workshop
October 22 in Storrs
For
more information on training programs, call the Connecticut Transportation
Institute
at 860-486-1384.
Please visit our website for Workshop Schedule information and
updates at
www.cti.uconn.edu/ti/Technology/Workshopsched.htm
Register
for workshops on line at
www.cti.uconn.edu/ti/Technology/Registration.htm
"Technology
Transfer" is published by the Connecticut Transportation Institute's
Technology Transfer Center, Phone (860) 486-5400, Fax (860) 486-2399.
Supported through a cooperative effort of the Connecticut Department of
Transportation and the Federal Highway Administration's Local Technical
Assistance Program (LTAP) to provide information on the latest transportation
technology to Connecticut's state and local government officials.
Director: Donna Shea (shea@engr.uconn.edu)
Workshop Coordinator: Mary McCarthy (mary@engr.uconn.edu)
Information Services Coordinator/Editor: Stephanie Merrall
(smerrall@engr.uconn.edu)
End
of "Technology Transfer" Newsletter - Volume 20, Number 2, September
2003
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