U.S. Lags in Infrastructure, Skilled Workers

Just this morning, you used a lot of different gadgets just getting ready for work. You probably begrudgingly shut off the alarm on your smartphone. You took a shower. You got in your car to drive on roads to get to your office.

Smartphone, shower, car, roads… all of these things took skilled people to conceive, design and build; and when any of them start to falter, it takes another skilled person to fix it. Your appliance-assisted morning was brought to you by MANY skilled, technical people!

Alex Marshall focuses on skills related to infrastructure in his column, “For Infrastructure’s Sake, America Needs Skilled Workers.” Marshall writes that the United States lags behind other countries when it comes to sophisticated infrastructure in part because it lacks the workers to build or maintain it. Emphasis on the “maintain it.”

“You can’t just take this super sophisticated technology from over there, and bring it here and make it work,” said David Gunn, former head of Amtrak, in a decade-old interview with Marshall, but the sentiment still rings true. “Because, I mean, you have to have people who actually have a toolbox and can stand there and make it work.”

IndianaSkills.com exists to share with job seekers what jobs are in demand and what skills are necessary to do those jobs. Due to a “skills gap” in Indiana and nationwide, this information is critical to inform the emerging workforce.

“We will need skilled labor and management, and the production of both should be a national priority,” concluded Marshall.

Riding the Rails, Slowly but Surely

The road to high-speed rail has been a rocky one in many places. In the Northwest, purposeful efforts to slow down are proving successful – producing more riders at less cost. The goal is to increase the speed incrementally. Are there lessons to be learned? Governing magazine has the column.

Civic leaders still call their town the “Hub City,” a holdover from its role a century ago as a rail center for the movement of goods and people in all directions. A dozen passenger trains a day — half northbound, half southbound — still rumble through this western city of 16,000 that sits equidistant between Portland and Seattle.

They are run by the Washington state government-subsidized Amtrak Cascades passenger service, which has taken a deliberately incremental approach to developing the Cascadia corridor running from Eugene, Ore., to Vancouver, B.C.

Passenger rail service has been central to the corridor’s strategy and is reflected in a 15-year track record of increasing ridership (up 10 percent in the last year alone) and fares that cover nearly two-thirds of operating expenses. The strategy has marshaled local investment in infrastructure and forged partnerships with those who have an interest in the shared rail bed, including cities and towns along the corridor, Amtrak, the freight carrier Burlington Northern Santa Fe, federal funding agencies and regulators.

In the Northwest, passenger rail has purposely taken some of the speed out of high speed. Instead, the Washington State Department of Transportation (WSDOT) measures its rail initiatives based on a three-part definition of convenience: reducing total trip time while boosting system efficiency and average speed. Scott Witt, former director of WSDOT’s State Rail and Marine Office, says a number of studies all indicate that sticking with faster (rather than fastest) rail would allow the region to realize 90 percent of the ridership and revenue targets at 50 percent of the cost of true high-speed rail, which can peak at 150 mph on Amtrak’s Acela service in the Northeast.

The lion’s share of the $781 million in federal passenger rail funding awarded to Washington is dedicated to raising the average speed by eliminating slow parts of the corridor with new bypasses and other upgrades.

This incremental approach to higher-speed rail has not isolated the service from the complexities of establishing a governance structure for the multistate, binational effort in which five governments must act in concert with one another. As part of that mix, the Federal Railroad Administration (FRA) is transitioning from being a regulatory and safety organization to one responsible for project delivery, funding and management. Witt, whose career has been in project delivery, notes, “The FRA just has not seen this level of funding and complexity before.”

Still, he remains confident that the state will get there. “Our long-range vision is still to establish a dedicated high-speed track with trains running at up to 150 miles per hour,” says Witt, “but we’re laying the foundation to get there step-by-step.”