Transit California sat down with Allison Joe, Deputy Secretary for Equity and Workforce at the California State Transportation Agency (CalSTA).
Transit California: You serve as part of the Executive Staff at CalSTA as the newly appointed Deputy Secretary for Equity and Workforce. Can you explain the key program and policy areas of the position?
AJ: My role covers a wide range of areas. My work revolves around supporting the value that all Californians have safe and fair transportation options, as outlined in Governor Newsom’s Executive Order N-16-22 and CalSTA’s Core Four priorities. This also includes working with CalSTA agencies like the California Highway Patrol and the Department of Motor Vehicles, which are responsible to help ensure the safety of drivers, cyclists, pedestrians and transit users.
In addition, it is critical to support our existing workforce and create a workplace culture that recognizes our differences and individuality. Our work has value, and our employees matter.
My role also focuses on encouraging qualified workers to consider careers with the State in transportation-related fields like engineering, project management, and trades such as electrical and mechanical work. This involves identifying and removing barriers to joining the workforce, whether it’s for construction, maintenance jobs or other public roles. By addressing these barriers, we can build a workforce that better reflects the diversity and needs of California.
Transit California: What are some of the emerging equity and workforce issues you want to prioritize in your time at CalSTA?
AJ: Because I am the first to fill this role, there’s a lot of foundational work to do.
First, I want to understand how to support the CalSTA departments, boards and commissions around equity and workforce – all of whom are at different stages in addressing equity and have different workforce needs. I'd like to learn where our departments need additional support and structures and develop opportunities to partner with other State agencies and departments to address some of the barriers identified. I’m hoping we can work with local agencies and partners who can offer additional perspectives.
Second, I hope to continue to make progress on partnerships with California small businesses, disadvantaged business enterprises, Tribal governments, community-based organizations and nonprofit organizations to modernize critical infrastructure and accelerate our clean transportation progress – this work is a priority. In particular, I’m excited to look at how we can continue improving our investments in small and disadvantaged businesses given the tremendous impact they have on our economy.
And finally, because we are in a transitional time with a new Federal administration and a new Governor elected at the end of 2026, I’d like to make sure this role helps to solidify our State’s priorities on equity.
Transit California: Given the Trump Administration’s views on equity, how do you see your role and the work California is doing in this regard being impacted?
AJ: It’s important and necessary. Our Core Four values at CalSTA remain steadfast.
Transit California: How can California’s transit agencies best work with you and your staff to coordinate and collaborate on common issues?
AJ: We are at a critical point in our transit future – and there’s much work to do to make sure transit in California can be as successful as possible for as many people as possible within limited resources.
The Transit Transformational Task Force created through SB 125 is definitely an opportunity to reimagine our transit systems to create stronger partnerships and dialogue. As the final recommendations are developed for the Legislature this October, we also know that the Task Force convenings are identifying many opportunities for CalSTA, transit agencies, and other partners to collaborate.
I am always happy to meet and learn more about how we can coordinate and work together. I’m grateful to the entire Executive Team at CalSTA, and to work again with other really smart people, including Chad Edison, Chief Deputy Secretary for Rail and Transit, and Darwin Moosavi, Deputy Secretary for Environmental Policy and Housing Coordination.
Transit California: You serve as the Vice President of Diversity and Equity at the American Planning Association’s California Chapter. This is just one of many leadership roles where you have demonstrated your unwavering commitment to workforce diversity and equity through public effort. Can you talk about some of the ways public agencies most strongly benefit from proactive policies to promote diversity and equity?
AJ: Public agencies are here to support the public – all of the public. If a public agency hires people who reflect and understand the demographics and values of the community, that community is more likely to trust that agency and use that service. When we invest in training to make sure people have the skills and qualifications to do the work, we also want to make sure that those trained are also reflective of the communities we serve.
We harm ourselves and our agencies by ignoring perspectives that don't reflect those of our users.
One of the best ways to think about this is to consider the statement: “Nothing about us, without us.” This isn’t just about getting someone’s opinion or checking a box. Investing in a more equitable public agency is about helping to ensure that people who are most impacted are part of developing the solutions – which includes giving people ways to be a part of those solutions at all levels and points in the decision-making process – to truly co-create and own the solution.
One of the best examples of this is Sacramento Regional Transit’s (SacRT) RydeFree RT program – free fare transit for all K-12 youth, at any time. Development of RydeFreeRT was inspired by young people for whom we were working with at City Hall – who often had traditional student passes, but didn’t always have the means for the monthly cost. We worked with young people, including our City Youth Commission, our local school districts, and SacRT to develop a process, marketing strategy and implementation that worked for young people. Currently in its fifth year, it’s become a model for how to not only engage youth, but has increased ridership, changed attitudes towards public transit and has become a reliable option for many young people in Sacramento.
Transit California: Before your appointment to CalSTA, you served for several years as senior staff to elected officials in Sacramento, including the Mayor’s office and two City Councilmember offices. How does your experience in local government inform your current work at the state level?
AJ: When I left the State in 2017, I was looking to have a more direct role in local implementation of state policies. I have to admit that some of my state colleagues asked how I was going to do all that “constituent work...interacting with the public and taking people’s complaints.” Some even saw the local government hierarchy as “beneath state work.”
Working with community isn’t beneath anyone working in the public sector – it is critical to understand how the general public views government. People want to be heard and acknowledged. People want their basic services met, if not exceeded. I worked with some of the best local elected officials and staff – who all knew how to get in the policy weeds and also truly understand that we were in a unique position to support those most impacted. I also worked with some of the most creative community and civic leaders, many who spent unpaid time to make their neighborhoods a better place.
Transit California: You served as Deputy Director at the California Strategic Growth Council (SGC) for five years. The SGC is a cabinet level committee that coordinates the activities of state agencies promoting and helping organize new development and growth in a collaborative way to reduce greenhouse gas emissions, protect and conserve natural resources, and address inequality. How did this experience inform your equity work in the transportation sector?
AJ: I’m extremely proud of the work that I did at the Strategic Growth Council – in the early days creating and refining the Affordable Housing & Sustainable Communities and Sustainable Agricultural Lands Conservation Programs and initiating technical assistance programs so that applicants could more easily receive this important funding. In the years following, the SGC has invested almost $5 billion in affordable housing near low carbon transportation options, protected agricultural land from conversion to non-ag uses and prioritized community voices.
The State has rightfully prioritized equity in its policies and practices. It’s a work in progress – and we have to recognize that our collective success in addressing our climate future is tied to reducing carbon emissions in the transportation sector.
Transit California: How do you see the availability of public transit as part of the vision for strategic growth and development? What role does equity in the transportation workforce play in realizing this vision for growth?
AJ: Public transit is critical to mobility – economic and physical. For many, transit is a lifeline – for youth who can get from school to an internship, everyday workers for whom transit gets them to work easier than sitting in traffic for hours, or for seniors who simply need to get around. We need to work together to ensure that transit options are available, reliable and safe – for everyone.