As a worker in the Connecticut Department of Transportation (DOT), I understand better than anyone the critical role our roads and bridges play in keeping the state moving. These vital pieces of infrastructure are the backbone of our economy, connecting communities, supporting commerce, and providing essential services.
Yet, despite their importance, the DOT is facing an ongoing recruitment and retention crisis that is putting these very assets at risk.
For years, the state has turned to outsourcing as a solution to fill the gaps left by a shrinking workforce. Yet, this approach has proven to be not only inefficient but also costly. Every year, Connecticut spends hundreds of millions of taxpayer dollars on contractors to perform work that DOT employees could handle —at a fraction of the cost and with far greater quality.
The reason for this is simple: State workers are deeply invested in the safety and reliability of our infrastructure. We live and work in the communities we serve. Our priority is not just getting the job done, but ensuring it’s done right, with long-term safety in mind. Contractors, on the other hand, often prioritize profit over performance, and their work does not come with the same level of accountability or institutional knowledge.
When state workers are in charge of a project, it’s not just about completing a task; it’s about ensuring the safety of every person who drives over the bridges and roads we maintain. For example, state inspectors continue to monitor the condition of a bridge long after an inspection is complete, providing ongoing oversight and care. Contractors, however, may only be involved for the duration of the job and may not even be employed in-state after their assignment ends. This lack of continuity creates potential safety risks that the state’s own workforce can avoid with proper staffing and oversight.
History has shown us that when contractors are given responsibility for critical infrastructure, things can go terribly wrong. In the past, consultants like LC Associates have cost the state hundreds of millions of dollars, including a scandal in which they were caught double-billing for bridge inspections that were actually conducted in Rhode Island. In another instance, an inspector from DKI Engineering falsified reports on bridge inspections, putting the safety of Connecticut drivers at risk. These are not isolated incidents, and they highlight the dangers of relying on contractors to handle jobs that state workers are uniquely qualified for.
In addition to the risks of outsourcing, the situation for those of us working on Connecticut’s roads has become increasingly dangerous. Traffic fatalities are on the rise, and the dangers we face working in construction zones have only grown as the state’s workforce has dwindled. Without adequate staffing, we are forced to work longer shifts under more pressure, increasing the likelihood of mistakes or accidents. The state’s failure to hire and retain workers means fewer hands on deck to ensure that safety protocols are followed and that we are properly equipped to manage the growing volume of roadwork.
One of the main reasons Connecticut struggles to recruit and retain skilled workers is the steady decline of benefits and wages for state employees. When workers join the DOT, they do so because of the promise of reliable benefits —yet, those benefits no longer compare to what municipal and private-sector employers can offer. Every day, we see colleagues leave for higher-paying opportunities, and it’s easy to understand why. The shrinking benefits package and inadequate wages are pushing workers out of state service, leaving gaps in our workforce that are hard to fill.
Take pensions, for example. New hires now contribute 5% of their salaries toward a much smaller pension than those hired before 1988. This new hybrid plan, which also includes a 401(k)-style program, shifts the burden of retirement savings onto the worker, leaving them to pick up the slack. To illustrate, workers hired before 1988 with 30 years of service and a median salary of $98,179 could expect a pension of $55,783. But those hired after 2017 under the new plan would receive only $39,156—a 30% reduction in retirement benefits. These cuts, combined with rising healthcare and other benefits costs, make state employment less attractive and contribute to our ongoing recruitment and retention struggles.
This cycle of underinvestment in the DOT workforce has far-reaching consequences for everyone— taxpayers, motorists, and the remaining workers who continue to shoulder the burden. Without a robust investment in wages, benefits, and staffing, the state will continue to waste money on expensive, low-quality outsourced work, rather than addressing the root causes of the infrastructure challenges we face.
If Connecticut is serious about maintaining safe roads and bridges and improving the quality of life for its residents, it must start by investing in its workers. This means offering competitive wages, strengthening benefits, and hiring more staff to ensure that the critical work of maintaining our infrastructure is handled by those who are best equipped to do it—state workers who care deeply about the communities they serve.
It’s time for the state to recognize the value of its DOT workforce. We are the ones who know the roads, who inspect the bridges, and who ensure the safety of every driver who depends on Connecticut’s infrastructure. It’s time to stop relying on contractors and start investing in the people who truly understand what it takes to keep our state moving.
Michelle Rame is a Transportation Engineer 3 with the Connecticut Department of Transportation.