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Each month we will explore a new topic that contributes to safe, equal opportunities in the transportation profession and the communities we serve. The sidebar shows a tentative schedule for topics

Monthly Topics

 

I joined this committee when I realized we could make a difference – so much great work is out there. -Jen Malzer, Canadian District

I joined this committee because I remember being the only female engineer in many settings early in my career. I was fortunate enough to have great mentors surrounding and supporting me. I want to help other engineers have the same level of confidence that I was able to experiences. - Angela Garland, P.E., PTOE, RSP1

 

How Are You, Really? Turn Awareness into Action: Mental Health Month

How are you, really?

Everyone faces challenges in life that can impact their mental health, but we often hesitate to share these experiences with each other. Mental health symptoms can take many forms, including burnout, anxiety, and depression, and can impact both our personal and professional lives. As with many industries, transportation professionals face increasing pressure to do more with less while also being responsible for ensuring the safety of all travelers and increasing the efficiency of each mode of travel. About half of Americans will meet the criteria for a diagnosable mental health condition sometime in their lives (source: https://mhanational.org/resources/quick-facts-and-statistics-about-mental-health/), but there is no reason to let symptoms escalate to that level before taking action. It is never too soon to seek treatment for your mental health. In the words of Thuha Nguyen, P.E., PTOE, PTP, International Director representing the Florida Puerto Rico District, “Because I am going to therapy, I am doing OK.”
 
As we enter May, ITE is excited to join millions across the nation in recognizing Mental Health Month. This year's theme, "Turn Awareness into Action," couldn't be more timely or important. We invite you to join us in taking action:

Karla Diaz-Corro, Associate Engineer on the Traffic and Technology Team at Olsson 

Q: Why do you think mental health is important in the transportation industry?
A: I think sometimes in our industry, we get so focused on solving technical problems like signal timing, safety, data analysis, etc. that we forget we're human too. This field can be intense, with long hours, complex coordination, and a strong sense of responsibility toward the public. Mental health isn’t just a personal matter, it’s a professional one too. When people are supported mentally and emotionally, they think more clearly, collaborate better, and sustain their work over time. For those of us who are also navigating cultural transitions or are new to the industry, mental well-being becomes even more critical. We need more spaces where it's normal to check in with each other and say, “How are you really doing?” Because the truth is, we can’t build strong systems if the people behind them are burning out.

Q: What strategies do you personally use to cope with stress?
A: Over time, I’ve learned that managing stress requires a combination of self-care, boundaries, and support. I make it a priority to take breaks, whether that’s walking my dog, or just taking a few minutes to listen to music that centers me. I also try to protect quiet moments throughout my day, especially when things feel overwhelming. Over time, I’ve realized that resting isn’t a sign of weakness, it’s part of the process. I used to feel guilty for taking breaks. But I've learned that giving myself space to breathe actually helps me show up more fully in both my personal life and professional work. I also lean on a strong network of mentors and friends. Having people who understand what you're going through and can remind you that you're not alone makes all the difference!

Q: How does your agency/company create a supportive workplace environment?
A: At Olsson, the work environment is built on trust, collaboration, and respect. We’re encouraged to have open conversations, and leadership is always approachable, which makes it easy to share ideas or voice concerns. There’s a real sense of teamwork, and the company values flexibility, whether that’s adjusting schedules or providing opportunities for professional growth. It’s a place where everyone is supported, no matter what stage they’re at in their career. And that type of support extends beyond just work, there’s a strong emphasis on having a good balance between life and work.

 
Tanja Mattonen, PE, Assistant Traffic Engineer at St. Louis County, MN


Q: How do we encourage open and honest conversations about mental health? 
A: I like to lead by example and open myself up in conversations and share about myself. I talk about struggles that I’ve had, and what has worked for me to fix those issues. A big thing for me is taking the time off of work that I need and when it isn’t possible, I make sure to make accommodations for myself, including talking to my team to set up boundaries. Whenever I talk to someone who appears like they might need to talk or need some time off, I encourage them to take the time off they need and listen if they want to share their issues with me. Something I’m still working on getting comfortable sharing is that I have a Therapist, I will sometimes feel comfortable enough in a conversation to talk about it but not always. Not that everyone needs to share when they are working with a Therapist but it is one step I like to take to help break down mental health barriers.

Q: Have you ever experienced burnout? How did you navigate through this challenging experience?
A: I had a point in my career where I didn’t have a good understanding of the importance of my job, and I felt overworked which led to me feeling burnt out in my job. I started with talking to my supervisor about my concerns and we discussed things that could help me feel more stable, including doing more job training and making sure to take intentional time off work to rest. We also started meeting more regularly to make sure my needs were getting met. This did work for a time, but I did eventually end up leaving that job because I didn’t find the stability I needed. I was able to learn a lot about myself through the experience though. I was fortunate enough to be able to take a couple of months break between ending that job and starting my next one where I could think critically about my needs, get the rest I needed, and return to the why. Why I wanted to be a Civil Engineer. In my current job, I have been able to take the time off that I need, I feel supported and have the resources I need, and I’ve also encouraged others around me to take the time that they need.
 
Carrie A. Falkenrath, PE, PTOE, PTP, RSP1, Principal Transportation Engineer & Planner at T2 Traffic & Transportation

Q: Why do you think mental health is important in the transportation industry?
A: Transportation works in funding cycles and it often feels like boom or bust.  We may have so much work no-one can keep up, or we have so little work people worry about job security.  It’s stressful!  We need to acknowledge it and do what we can to support our colleagues because there’s no way to predict or shift those cycles and who knows how they’ll fall within someone’s personal life.  

Q: How do you prioritize self-care and self-compassion in your daily life?
A: I say “Yes” to the things that matter most to me.  School Field Trips, Dr. appointments, a happy hour with my friends.  If my internal meter says it’s important to me, then I say yes.  I work out the logistics and the scheduling after that.

Q: How do you avoid burnout?
A: I got a great piece of advice once – “You don’t always have to strive for perfection.  It’s completely acceptable to turn in a report or a performance that just meets the requirements.”  When I am nearing burnout, I take a step back and look for the opportunities to just meet the requirements and give myself a break.

 
Kalyani Bhutada, PE, Transportation Project Manager at CA Group, Inc.

Q: How do you establish healthy boundaries between work and your personal life?
A: Healthy boundaries are essential for maintaining both productivity and well-being. Based on my experience, a few key practices have helped me manage this balance:

  • Avoid taking on more than your defined role: Sometimes, it’s tempting to accept additional tasks beyond your scope, but this can lead to burnout and impact your long-term growth. Instead, focus on working smart rather than just working hard — invest in developing efficient, high-impact skills that add real value.
  • Manage overlapping deadlines: When multiple deadlines collide, it can quickly become overwhelming. I’ve found it helpful to maintain a personal tracker and spend a few minutes each day organizing and distributing tasks over time. This small habit can save significant time and reduce stress later.
  • Handle meeting overload: An excess of meetings can leave little time for actual work. I’ve learned the importance of setting clear boundaries here — politely decline unnecessary meetings when possible, advocate for focused discussions, and ensure every meeting has a clear agenda to avoid broad, unfocused conversations.

Q: How do you have open and transparent conversations in the workplace?
A: Open and transparent communication is key to building trust effectively. Here are a few practices I follow:

  • Be genuine and speak your mind: Don’t be afraid to raise concerns or share ideas. Often, the challenges you face might be more widespread than you realize, and open conversations can lead to solutions. It’s important to speak honestly, but approach discussions objectively — focus on facts rather than personal opinions, and avoid negative venting.
  • Listen actively before responding: Corporate environments often involve underlying agendas, so it’s important to listen carefully and understand the full context before offering your perspective. Thoughtful listening helps ensure your response is constructive and well-received.
  • Choose the right audience for open conversations: While it may not always be possible to speak freely with everyone, maintaining open and honest dialogue with your manager or trusted peers at the same level creates a safe space for productive discussions and collaborative problem-solving.

Q: How has technology made it easier or more difficult for you to maintain a work-life balance?
A: Technology has both advantages and challenges when it comes to maintaining work-life balance.

  • On the positive side, it has made work highly accessible. I can manage tasks, access files, and stay connected from almost anywhere, which gives me flexibility and efficiency.
  • However, this constant connectivity can also blur the boundaries between work and personal time. Even during planned time off or personal hours, it’s easy to get pulled back into work, which can sometimes feel overwhelming.
  • Finding the right balance requires setting personal boundaries and being mindful of when to disconnect.
     

AI Use in Transportation Infrastructure

In the evolving landscape of transportation, artificial intelligence (AI) is rapidly becoming a cornerstone of mobility, operational safety, and asset management. As highlighted in the ARPA-I Summary Report on AI in Transportation (new-report-ai-rfi-summary), AI technologies are transforming how cities manage their transportation infrastructure, from optimizing traffic flow to enhancing public safety. This blog explores two groundbreaking AI applications one by DDOT: AI in Traffic Safety Enforcement and one by Canadian Pacific Kansas City Railroad: AI in Asset Digitization.

DC Department of Transportation (DDOT) and Washington Metropolitan Area Transit Authority (WMATA): AI in Traffic Enforcement 
The District Department of Transportation (DDOT) exemplifies how local agencies can leverage AI to create smarter, safer, and more efficient urban environments. DDOT uses cameras to enforce traffic violations including speeding, red light running, truck restrictions, stop sign violation, school bus stop arm violation, and bus lane/zone violation. The bus lane and bus stop violation, titled as Clear Lanes is a partnership between DC metro area’s transit agency, WMATA and DDOT. 

By January 2025, DDOT has built 13 miles of dedicated bus lanes to improve bus reliability, but these lanes are often blocked by private vehicles requiring buses to weave in and out of these lanes. Buses unable to access bus stops kept passengers in wheelchairs from boarding the bus or having to enter travel lanes to get on the bus. 

Source: NPR: transit-systems-ai-cameras-bus-lanes
To keep the bus lanes clear, 140 WMATA buses were fitted with cameras that capture video of the roadway ahead of the bus. Artificial intelligence is applied to this footage to identify every illegal vehicle in bus lanes and bus stops as shown in the figure below.

Source: NPR: transit-systems-ai-cameras-bus-lanes

 

While traditional enforcement by a police officer is an option, DDOT’s study found officers capture only 1% of violators compared to nearly 100% of the violations by cameras for violations related to speed, red light, stop signs, school bus stop arms, and bus lane/zone violations. In DC, since Clear Lanes enforcement began in 2023, there has been a 10% increase in wheelchair ramp deployments and an 8% increase in bus ridership on Clear Lanes bus routes. 

Pioneers in the field, New York City’s “MTA says its buses are 5% faster on the routes where it's been using the cameras, and they have been involved in 20% fewer collisions.”

Canadian Pacific Kansas City (CPKC): AI in Asset Digitization 

CPKC is a Class I railroad in North America that provides transportation services to move goods to key markets across Canada, the U.S., and Mexico, and specializes in logistics. 

CPKC is leading the way in the use of AI to monitor railway flooding. Water hazards pose a significant challenge to railway infrastructure, often leading to service disruptions, costly repairs, and operational safety concerns. CPKC sought a proactive and scalable solution to address these risks by integrating cutting-edge Artificial Intelligence (AI) and remote sensing technologies. In collaboration with Tetra Tech, CPKC developed an AI-driven water hazard monitoring platform leveraging Synthetic Aperture Radar (SAR) and multispectral satellite imagery. This platform enables near real-time hazard detection, allowing railway operators to identify and mitigate risks such as flooding, beaver dams, and washouts before they disrupt operations. 

Originally launched as a 2,000-mile pilot program in September 2023, the project’s success led to a full-scale expansion across 12,600 miles of railway track, covering 75,500 square miles of railway corridors. The platform processes over 3,000 satellite images weekly and analyzes 120,000 GB of data, generating 500 alerts annually, including 50 urgent warnings. 

The process includes:

  • Data collection utilizing 60+ satellite passes per year capturing high-resolution images of the railway corridor; 
  • AI processing which identifies waterbodies, terrain shifts, and anomalies using deep learning models trained on railway-specific hazard data; 
  • AI assessing the severity of detected hazards and triggers alerts based on predefined safety thresholds and finally real-time reporting which gives alerts processed within four hours of satellite capture and delivered to CPKC railway operators. 

By shifting from reactive inspections to predictive maintenance, this program is setting a new industry standard for railway risk management, safety, and efficiency.


Synthetic Aperture Radar (SAR) and multispectral imagery detecting water hazards along railway connections. 

Celebrating Women's History Month

March is a time to celebrate the remarkable contributions of women in transportation. This blog features the Women in ITE Member Program Committee, a group of dedicated professionals shaping the industry with their leadership, expertise, and passion.

In this document (click here to access), you’ll find inspiring stories of women who have made significant strides in transportation. Their journeys, motivations, and insights highlight the importance of diversity and inclusion in fostering innovation and progress. We hope these stories encourage others to get involved, connect, and support one another in advancing careers in this exciting field. 

Together, we can continue to build a more inclusive and dynamic transportation industry.

Read about the women who make up the Women in ITE Program Committee.

How to Manage a Diverse Range of Staff

Our workforce is becoming increasingly diverse – not just by gender, ethnicity or age, but also in the way we think, how we communicate, what motivates us, etc. This creates a challenge for managers, but also an incredible opportunity. 

Diversity is an Asset

Diversity in the workplace is not just a social value - it's a strategic asset that drives innovation, creativity, and better decision-making. “Minority viewpoints are important, not because they tend to prevail but because they stimulate divergent attention and thoughts,” says Berkely psychologist Charlan Nemeth. “As a result, even when they are wrong they contribute to the detection of novel solutions and decisions that, on balance, are qualitatively better.” This means that having a variety of perspectives at the table not only allows you to draw from a broader range of experience and have more insight to learn from, but it also challenges leaders to improve their judgement and seek more innovative solutions. Organizations also benefit from having access to an increased talent pool. Potential candidates from underrepresented groups may perceive a company that lacks diversity as psychologically unsafe or somewhere they will be limited in their ability to grow and develop professionally. This in turn can make them less likely to apply and essentially create a self-perpetuating cycle where a homogenous workforce leads to further uniformity in recruitment.

Everyone is Different

Examples of the benefits of having diverse makeup are mimicked in everything from the natural environment (higher biodiversity correlates to better resilience and healthier ecosystems) to stocks and asset management (diversifying portfolios typically leads to reduced financial risk). Lack of uniformity, however, can lead to its own set of challenges which require leadership to have a higher level of emotional intelligence and cultural fluency. We’re all products of our past, so our behaviors and perspectives reflect the lessons we've learned and the challenges we've faced. Leaders can’t expect to take a copy/paste approach to managing their staff and expect to build trust and morale consistently across their team. Instead, managers need to take the time and effort to understand any existing biases or limitations of their own, while also developing a customized management approach that works best for each member of their staff. 

Best Practices for Leadership

Leadership practices play a pivotal role in fostering a safe and productive work environment where people of all backgrounds can thrive. The following are some best practices to consider when finetuning your own unique management approach:

  • Offer hybrid/remote work and part-time job opportunities. Remote work allows your employee to save time on getting ready, packing their lunch and commuting into the office and instead reallocate it towards taking care of elderly family members, raising young children or maintaining their preferred hobbies. Part-time options give people the choice of whether more money and benefits is worth consistently selling you more of their daily life. Give people as much freedom to dictate what they do with their day as you possibly can. 
  • Offer a variety of benefits that appeal to a broader group of people. These can include fertility benefits, parental leave, floating holidays and others. A variety of atypical benefits helps accommodate a broader range of lifestyles and brings the added bonus of helping to differentiate you from other companies competing for talent. 
  • Make good faith efforts to recruit a diverse applicant pool, particularly underutilized minorities and women. At the very least try to hire diverse staff that have varying opinions and perspectives. 
  • Aim to have the diversity of your staff reflected in your leadership team. A large number of decisions often get made by a small number of people and it’s important for those people to be representative of the community they’re speaking for. 
  • Be cautious about giving unsolicited advice. Your advice is likely an attempt to share what works best for you or what you’ve seen work well for others but that doesn’t mean it’s the Bingo! solution for everyone. A lot of people are incredibly similar to one another, but some are much more unique. Your job is to exploit those differences and leverage them, not attempt to turn your entire team into carbon copies of one another. If someone is catching your eye because they’re doing something you don’t understand, first give space to the thought that you might just be limited in your understanding of how to approach that given task. 
  • Encourage your team to communicate openly and be receptive to feedback. I was asked to support a colleague in leading a project pursuit while our boss was out sick. In our first meeting, he was so excited that he spoke over everyone the entire time. Afterwards I went to his office and told him it was upsetting that I wasn’t able to get a word in and that I thought he needed to allow the rest of the team to offer their input since this was supposed to be a team effort. He looked utterly shocked, immediately apologized and explained he was so excited at the opportunity to lead the pursuit that he hadn’t even noticed he was doing it. Not only did our teamwork improve exponentially going forward, but my respect for him also grew. Showing your team that open communication and being receptive to feedback is important will allow them to grow their own ability to resolve conflicts and overcome differences in a way that’s healthy and constructive.
  • Host smaller group meetings and foster balanced dialogue. Most personalities will be less likely to speak up when in a larger group setting. Right-size your discussions to encourage everyone to speak up and pitch their ideas. Try to gently make sure you engage everyone in the meeting so that they know you value their thoughts just as much as others who never miss an opportunity to voice theirs. 
  • Practice active listening. Set aside routine one-on-one time with each staff member to get to know them. Only speak to ask thoughtful questions or try and seek further understanding. This can create a safe space for employees to share their thoughts, discuss their backgrounds and explain what obstacles they’ve had to overcome in life and their careers. Sincerely listening can give you important insight into what your staff values, how they communicate, issues to be sensitive to, ways they like to be recognized, and how to deliver individual feedback.
  • Be transparent. Our jobs can be heavily political at times and that makes it difficult to build trust amongst peers and staff. Being completely transparent with people demonstrates that you’re doing what you can to keep everyone informed and to foster open dialogue. It also allows organizational decisions to be stress-tested across the wide range of people they impact. 
  • Practice patience. Behavior modification typically takes about 18 months of constant reinforcement. Be patient with your staff and be patient with yourself. All people are capable of change, but it can’t be expected to happen overnight. 


References
Grant, A. (2016). Originals: How non-conformists move the world.
https://hbr.org/2021/12/are-you-prepared-to-lead-a-diverse-team

“Best of” Women in ITE

For the past six years, the Women in ITE committee have written a blog post every single month... which has created quite the repository of over 70 articles! The topics covered throughout the time of the WITE blog cover a wide range of material and subjects, including personal or professional development, technical focused, global conversations, women-related, interviews with transportation professionals, and festive posts celebrating holidays throughout the year.

As we begin 2025, we wanted to look back at the blogs that have been written and highlight some of the “Best of” WITE posts over the years. Below you will find a short synopsis of the topic discussed and a link to the full blog post if you would like to read further into the topic.

Topic  General Synopsis
Spotlight on Women in ITE
(February 2019)		 This blog highlighted several women who are actively involved in ITE but that are at different points in their career and asked them for insight on: mentors/role models, their best advice, and around coaching girls on Engineering and ITE. Readers with varying levels of experience can feel inspired and reaffirmed by learning from the timeless words of wisdom these women have to offer.
Taking Public Transit as a Woman
(July 2019)
 		 A brief overview is provided in this blog focused on the difference in travel experience between men and women in transit environments. References are provided for studies that analyzed varying travel behaviors, trip purposes, and safety concerns and the blog concludes by providing useful resources and strategies to design safer transit environments for women.
Young Women in the Workforce
(December 2019)
 		 Regardless of education or experience, being a young woman in the workforce presents its own special challenges. This blog discusses strategies, tips, things to watch out for, and offers words of encouragement to comfort and assist young women in the earlier stages of their career.
Imposter Syndrome (February 2020) Research suggests that women may be more likely to be held back by feelings of “impostorism”. This blog explains what the imposter syndrome phenomenon is and provides a list of useful strategies to help combat it.
Mental Load
(June 2020)		 Mental load is referred to as the phenomenon that primary caregivers experience when they take care of the household/family management in addition to their daily jobs. This blog discusses the weight of this mental load, how it is often overlooked by those not carrying it, and effective ways that employers and other caregivers can help those who are struggling with it.
Stop the Leaky Pipe
(October 2020)		 This blog summarizes a LeadershipITE project centered around the trend of people leaving the transportation industry. Takeaways from the survey efforts are incredibly insightful and shed light on what obstacles our profession must learn to overcome in order to improve our ability to retain talent. The project also identified one key solution that was found to effectively "Stop the Leaky Pipe".
Using Social Media to Grow Your Profile
(January 2021)
 		 This blog interviews four social media influencers and discusses tips and tricks for online success. Readers will gain insight to varying opinions on what social media platforms are most effective, how often they should try to post, how much time they should budget to account for generating content, how to deal with negative feedback, lessons learned and more!
Gender Inclusive Language in the Workplace
(June 2021)
 		 In honor of Pride, this blog discusses how to use gender-inclusive language to foster an environment where everybody can thrive. It is especially helpful for people who do not personally identify as LGBTQ+ and helps give tips on how they can learn to be more respectful and inclusive of others who are trans or gender non-conforming.
Promotion
(October 2021)
 		 In recognition of gender disparity in the workplace and the issues it causes for women, the focus of this blog is to highlight “Self-promotion” as an effective strategy for women to get recognized and advance in their career. The post explains reasons why you should be pro-active in making your achievements and progress visible to supervisors and offers effective mantras and resources to help you do it effectively.
Evidence-Based Design: Streets and Spaces for Women and Girls
(April 2022)
 		 This blog touches on a few indicators that are being used, as well as guidance documents, to build infrastructure that will lead to safer and more inclusive communities in relation to the understanding and designing for the needs of women and girls.
Effective Communication to Build a Strong Reputation
(September 2022)
 		 Ever wonder what it means to communicate? And what makes communication effective or ineffective? This blog post highlights tips, tricks, and suggestions to help fellow professionals build a strong reputation and be a valued member of your team. 
Gender Equity in Transportation
(November 2022)
 		 Did you know only 15% of the 14.8 million people in the transportation workforce are women? There is a lot of talk in our industry on the issues of safety and diversity but there has not been enough action to match those words and intent. Read through this blog post to learn more about MobilityXX -a program developed by ITS America, The Ray, and WTS International to make major strides within the industry to increase that frustratingly low 15% of women in the industry by 10% over the next 10 years.
Women in Transportation Making History
(March 2023)
 		 This blog post highlights women within ITE who are writing their own history as female entrepreneurs. Check out this blog post to read more from six influential women in the industry on their favorite (and least favorite!) parts of owning a business, exciting project wins, and advice to share for those interested in becoming a transportation entrepreneur.
Tools to Create Work-Life Balance
(May 2023)		 Conscious or not, we all make decisions related to work-life balance on a regular basis. This blog post captures various responses to several survey questions related to the topic of balancing work and life responsibilities and provides a list of tools and strategies that may be helpful to you.
Age Is Just A Number, Until That Number Becomes Ageism
(February 2024)		 "Aging is not an option, not for anyone. It is how gracefully we handle the process and how lucky we are, as the process handles us". Check out this blog post for information and research related to the topic of ageism, both in the workplace and in society, along with suggestions on how to prevent ageism in the professional workplace.