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Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas (2008)

Chapter: Section 3 - Guide to Compensation Decisions

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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
×
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Suggested Citation:"Section 3 - Guide to Compensation Decisions." National Academies of Sciences, Engineering, and Medicine. 2008. Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas. Washington, DC: The National Academies Press. doi: 10.17226/14163.
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Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

This section examines the process of valuing and compensating employees in the transit industry. This examination specifically focuses on transit systems that operate in rural and small urban areas. The section begins with a discussion of how smaller transit systems establish and adjust compensation levels for new and existing employees. This is followed by an examination of job categories, responsibilities, and wage levels. Finally, instructions are provided on how to use the companion interactive computer tool, developed from current industry data, to conduct peer comparisons of compensation and benefit information for your system. Setting or Adjusting Compensation Levels Setting wage and salary levels requires an understanding of how your system values the duties and responsibilities of each position, as well as an understanding of prevailing wage levels in your area. In considering how to measure, compare, and make decisions regarding employee com- pensation, three key issues stand out: • Be clear about what you consider as employee compensation. The definition of employee com- pensation in Section 1 can be used as a guide, but remember that compensation is a function of many components and not simply tied to wages or even monetary benefits. Compensation is a package that has both financial and non-financial value to your employees. Often the fac- tors that attract and keep employees at your agency cannot be quantified. (This is addressed more in Section 4.) • The many goals and expectations set for transit systems today result in compensation prac- tices contradictory to overall system goals. For example, use of part-time employees (without minimal benefits and with part-day shifts) can minimize operating costs, but reduce quality of service if staff turnover is high. Similarly, low wages and poor benefits can keep operating costs down in the short term, but can increase the cost of recruiting, hiring, and training new employees if drivers and other staff leave for jobs with better compensation. • State or local labor requirements can directly affect compensation practices. Both state and local labor laws restrict what employers can and cannot do to improve compensation prac- tices. Additionally, in some operating frameworks (e.g., county-operated systems), some tran- sit systems may have only limited latitude about compensation policies. When a transit system is ready to determine or adjust a compensation level, it is vital that the system have a firm understanding of the factors to be considered. Factors affecting compensa- tion packages include market wages and conditions, employment status, service type, system or corporate policy, minimum requirements and job qualifications, collective bargaining agree- ments, program budget, and location. (The most common factors affecting compensation and wages were identified and explored in Section 2.) 31 S E C T I O N 3 Guide to Compensation Decisions

Setting Wages and Benefits Several methods typically are used to establish wages and benefits for rural and small urban transit system employees. Most systems use a combination of these methods when developing their compensation packages: • Internal equity, which ensures that jobs within your organization are comparably valued for the level of skill and responsibility; • Market pricing, which ensures that your compensation levels are competitive outside of the organization but within your labor market; and • Peer analysis, which reviews the compensation levels at your organization relative to other similar organizations within your region or nationally. When evaluating market conditions, some transit systems conduct informal studies of pri- marily peer and local organizations, while others engage consulting firms to conduct more for- mal studies. The extent to which you need a formal study may depend on whether (1) you are part of county or city government (governments periodically conduct such studies), and/or (2) your employees are unionized. Once you have established market conditions and market rates for similar jobs in your area, specific methods typically are used to set the exact salaries and benefits for your staff. • Set by County Commissioners/Board of Directors. Most governmental agencies and some multi-function nonprofit agencies have established grade and/or step systems to benchmark comparable positions. • Set by Negotiation with Union. For rural and small urban transit systems that have employ- ees represented by unions, wages and benefits are largely set through a negotiation process with union representatives and agency management. • Set by Contractor. In situations where a private contractor provides service for a local system, the contractor typically sets the wages and benefits and may or may not share this information with the transit system, depending on the contractual requirements. Final determination and approval of wage and compensation packages in transit is a function of a governing body, which can be Boards of Commissioners/Directors, union delegates, and/or contractor management. The most common method cited by rural and small urban transit sys- tems was that the final salary and benefit packages were set by governing boards, either County Commissioners/City Council members (in the case of governmental entities) or by Board of Directors members (in the case of nonprofit agencies). Adjusting Wage Levels—Raises Part of a compensation package includes increases in base wage levels. Often a wage scale is determined and set at the same time as the overall compensation package. Wage scales offer pro- gression at pre-determined intervals and may be specified amounts or specified percentages of the base wage. Increases may include Cost-of-Living Adjustments or Allowances (COLAs), merit increases based on performance or longevity, or some combination thereof. The financial health of the organization appears to be a significant factor in providing COLAs and/or perfor- mance/merit increases. Other significant factors include the local labor market (i.e., the need to remain competitive), collective bargaining agreements, and individual employee performance. COLAs Set by Governmental Entity or Union—Across the Board COLAs are set by either the County Commissioners/City Council members (in the case of governmental entities) or by Board of Directors members (in the case of nonprofit agencies). In union environments, COLAs are negotiated for the life of the labor contract (typically 3 years). 32 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas

Annual Review and Corresponding Increase for Satisfactory Performance Some transit systems have an annual performance review process, typically conducted during the budget development process. With satisfactory or better performance reviews, raises are given to correspond with the new budget year. The amounts of the raises are typically governed by the salary ranges set for the job classifications. Often the City or County sets an overall average wage increase (e.g., 3%) and raises are then based on performance, keeping the average of the increases to 3 percent. For example, an employee would get a 5% raise for superior performance, or a 4% raise for excellent perfor- mance, or a 3% raise for satisfactory performance. Periodic Step Increases with Satisfactory Performance Review Other transit systems use a step system in place of an annual process. Such a system allows employees to be eligible for step increases every 2 to 3 years, depending on the steps and, gener- ally, a satisfactory performance evaluation from the employee’s supervisor is necessary to be con- sidered for a step increase. Bonuses for Satisfactory or Better Reviews Other transit systems use a performance evaluation system that offers bonuses for satisfactory ratings (e.g., using a scale of 1 to 5, if an employee scores a 3.5 on his/her performance review, he/she is eligible for the base amount of the bonus). The amount of bonus to be distributed is established by the governing board. Raises for Improving Skills Transit systems will often give staff pay raises for improving skills or certifications. For example, diesel mechanics might be eligible to receive an increase in wage rate for each ASE certification or drivers may get a wage rate increase if they have no accidents or incidents during the quarter. Defining Consistent Job Categories Assessing your employee’s salary/wage levels would be fairly straightforward were it not so important to categorize the job functions/duties of employees into similar or “benchmarked” job categories. Without a consistent definition of the jobs, accurate data on their compensation levels cannot be collected and assessed in a consistent and reliable manner. It is important to compare the compensation packages accounting for different job requirements, skills, level of training, and complexity. What you call an “Administrative Assistant” may be someone else’s “Clerk.” The project collected compensation data and developed guidelines for job categories that are benchmarked for consistency with regard to staff functions/duties, required skills, and level of responsibility. This section includes descriptions of job categories and responsibilities that were used to collect the 2006-2007 wage data in the survey during this research. These benchmark job descriptions outline the various functions (e.g., management, administration, operation, and maintenance) and responsibilities for all transit personnel and define jobs by category for these functions. One specific issue was how to capture compensation data on an employee who has multiple jobs—should we try to record compensation rates for that individual in more than one job category, perhaps based on the percentage of their time spent on each function? The questionnaire was mod- ified; wage and benefit information for persons who have multiple responsibilities (e.g., driver and clerk) would be provided under the job title that is their predominant responsibility. Because the Guide to Compensation Decisions 33

primary goal was to obtain information on staff compensation (not manpower/staffing levels), it appears that whether the person fills multiple job functions is not as important as what they are paid for the job that is their primary responsibility. Background Benchmarking is the matching of an organization’s internal job to an external job of similar content. Benchmarking requires the organization to identify the skills needed for the job (edu- cational and/or technical requirements), the hazard exposure, and the management level (3). It is also important to assign the market value of a particular position based on the job itself and not the person filling the job. Once jobs have been benchmarked, compensation can be determined by comparing similar positions in other industries and locations. Thus comparison is the basic process used to help determine compensation levels for organizations (2). Some organizations hire consultants to perform benchmarking studies, while others develop this information internally. Salary.com offers the following tips for employers to consider during this comparison process: • Use salary surveys that are applicable to the positions (e.g., the correct job, the same geo- graphic area, and similar company size). • Select job descriptors based on content and not just the job title. • Select the proper match—the job descriptor should be at least 70% of what the job entails for it to be considered a benchmark job. • When using salary surveys, review the level guide. Surveys use a number of methods to describe and represent the various levels for different jobs. • Involve employees in the process. The BLS uses a process termed “leveling” to determine the work level of the occupations listed in its National Compensation Survey (NCS) (4). This process has classified selected jobs into occupations based on job duties and responsibilities. In the leveling process occupations are matched to levels within each of four factors: • Knowledge, which covers the knowledge base, training, and skill areas required for the job; • Job controls and complexity, which covers the amount and type of directions received, the complexity of the work, and the nature of the work within a job; • Contacts, which covers the nature and purpose of the contacts within a job, but outside the supervisory chain. Contacts may include email, phone, radio, and face-to-face; and • Physical environment, which covers the nature of the risk and the amount of physical demands with the job. Each of these factors consists of several levels, each with an associated description and assigned points. The point total determines the overall work level and the BLS publishes data on 15 lev- els. Several transit industry jobs are represented within the NCS, and relevant BLS data were pro- vided in Section 2 to help explain regional wage differences. AASHTO conducts an annual salary survey of state transportation departments. The survey results provide the salary ranges, the number of staff in each position, and the weighted average salaries for a number of job titles within the departments for 43 states. The AASHTO salary sur- vey uses a straightforward approach that asks the respondents to match their job descriptions with benchmark descriptions and job classifications and then provide the salary ranges, omit- ting incentive and longevity pay. As described in Section 2, APTA and many large transit systems also conduct periodic salary surveys in order to properly benchmark their positions and compensation levels (5). Myriad 34 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas

human resources data analysis companies conduct salary surveys for companies using web-based survey instruments. For all types of organizations, the development of accurate job descriptions is seen as critical to the benchmarking process (6). Job Categories, Responsibilities, and Compensation Unique organizational arrangements are found in the rural and small urban public trans- portation industry. Although system types and sizes vary, some core job categories are common. Table 3-1 provides job titles for the most commonly found positions in the industry. These posi- tions were identified through industry research, committee input, and stakeholder input. The following pages provide brief job descriptions, skills/experience levels, and data on wages from the survey. Not all transit systems have all of the positions listed in Table 3-1. The functions described in the positions must still be accomplished; however, these systems are typically understaffed and the duties of one job may be spread throughout existing staff. For example, in many small transit systems, the Transit Director may also function as a Planner, Safety/Training Manager, and Marketing Manager. Additionally, many of the smaller systems outsource parts of the program, particularly maintenance and accounting. The full list of potential job categories is provided to accommodate the complete spectrum of transit system types that exist in the industry. Those who responded to the survey were asked to identify their current staff according to the benchmark positions identified in previous research. For this purpose, respondents were instructed to set aside job titles and categorize positions by typical function. The distribution of duties and the various nomenclatures among transit sys- tems was hopefully captured in this effort. Guide to Compensation Decisions 35 ADMINISTRATION Page Number Transit Director 36 Administrative Assistant 37 Transit Planner 38 Finance Clerk/Bookkeeper 38 Marketing Specialist 39 Computer Operations Analyst 40 Safety and Training Manager 41 Rideshare Coordinator 42 Trainer 43 OPERATIONS Administrative/Clerical Support 44 Operations Supervisor 45 Street Supervisor 46 Scheduler/Call Taker 47 Dispatcher 48 Fleet Maintenance Manager 50 Maintenance Clerk 51 Mechanic 51 52 Maintenance Utility Worker 53 Bus Driver/Commercial Drivers License 54 Bus Driver/No CDL Required 55 Passenger Aide/Attendant 56 Customer Service Agent 57 Mechanic Assistant Table 3-1. Job categories.

TRANSIT DIRECTOR Alternate Titles: Executive Director, Transit Administrator, General Manager Common Qualifications/Skill Requirements • Significant experience in organization and administrative management. Previous experience in budget development, grant and proposal writing and administration, risk management, human resources, and transit operations. • Significant previous experience in management, supervision, and project management. • Experience creating budgets; familiarity with government accounting systems. • Familiarity with transportation service delivery and planning. • Human resources experience. Typical Duties • Manage financial activities to support transit operations, quality, productivity, and goal attain- ment. • Provide fiscal and management control, including budget development and administration. • Manage transit system procurements, cash, and investments. • Develop policies and procedures in support of operations and administration. 36 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Variable Low High Average N Variable Low High Average N BLS Region Rural/Urban New England $41,500 $87,899 $58,621 17 No Urban Area Served $14,000 $82,500 $42,123 112 Middle Atlantic $47,740 $105, 000 $69,698 10 Service Area Includes Urban $14,560 $105,000 $54,815 105 East North Central $21,000 $82,500 $44,390 42 West North Central $14,560 $76,960 $36,684 45 Funding Source South Atlantic $22,704 $100, 805 $50,960 37 S.5311 Non-Urban Only $14,000 $96,500 $43,175 149 East South Central $40,000 $73,626 $52,186 5 $31,500 $100,805 $58,242 29 West South Central $14,000 $75,542 $44,384 30 Both Non-Urban & Small Urban $24,960 $101,920 $62,278 24 Mountain $24,731 $90,025 $48,572 20 Pacific $55,000 $101, 920 $76,507 10 Type of Organization Transit Authority $22,505 $101,920 $55,420 38 Number of Employees County Department $14,000 $105,000 $46,585 33 1-9 Employees $14,000 $71,000 $34,068 41 City Department $18,720 $85,000 $52,793 39 10-24 Employees $15,150 $87,899 $41,847 78 Private Non Profit - Transp Only $21,000 $90,025 $46,568 35 25-49 Employees $22,505 $87,360 $53,374 51 Private Non Profit - Multipurpose $15,150 $95,000 $41,162 57 50-99 Employees $27,505 $105, 000 $64,861 37 Private for Profit $60,000 $60,000 $60,000 1 100+ Employees $45,000 $100, 805 $74,180 9 S.5307 Small Urban Only Other $42,000 $96,500 $55,968 10 Union No Union $14,000 $96,500 $44,805 175 OVERALL $14,000 $105,000 $48,264 217 Union $27,505 $105, 000 $62,674 42 Transit Director Annual Wage Data from Survey Job Description: Plans, directs, coordinates, and evaluates the activities of the transit system. Develops and administers the system budget, negotiates and secures funding from local contributing organizations, prepares grants, directs the purchase of capital equipment, and ensures the proper and efficient use of funds. Provides information, alternatives, and recommendations regarding policy and service issues to the Transit Board and implements Board decisions. Education: Four-year degree in Business, Accounting, or Transportation.

• Ensure compliance with applicable local, state, and federal regulations. • Manage and supervise multiple projects concurrently. • Oversee human resource efforts and provide supervision and leadership. • Represent transit system to community and political constituents. ADMINISTRATIVE ASSISTANT Alternate Titles: Office Manager, Assistant to the Director Common Qualifications/Skill Requirements • Ability to communicate effectively in both the written and spoken form. Strong organizational skills. • Stable work history with 5 years of administrative experience. • Proficient writing, typing, and office skills. • Strong knowledge of Microsoft Office software. • Ability to interact professionally with internal and external clients. Typical Duties • Screen phone calls, visitors, and all incoming correspondence. • Format and compose letters, reports, and memos. • Respond to requests for information. • Coordinate travel. • Keep an organized collection of scheduled appointments. • Arrange conferences and meetings. Administrative Assistant Annual Wage Data from Survey Guide to Compensation Decisions 37 Job Description: Provides general administrative support for the director; performs a variety of administrative tasks. Education: High school diploma or equivalent. BLS Region Rural/Urban New England $20,800 $41,873 $29,638 10 No Urban Area Served $14,560 $65,000 $28,616 43 Middle Atlantic $20,000 $36,015 $25,209 9 $12,168 $63,843 $35,065 59 East North Central $14,560 $55,000 $26,644 18 West North Central $17,680 $41,600 $27,190 19 Funding Source South Atlantic $12,168 $52,000 $29,354 26 S.5311 Non-Urban Only $12,168 $65,000 $28,826 65 East South Central $19,000 $34,028 $27,632 4 $24,000 $63,843 $38,951 16 West South Central $17,448 $52,210 $26,981 17 Both Non-Urban & Small Urban $25,116 $60,000 $41,577 12 Mountain $12,324 $40,560 $28,788 14 Pacific $29,000 $51,500 $36,978 7 Type of Organization Transit Authority $12,168 $65,000 $35,985 23 Number of Employees County Department $18,720 $55,754 $34,493 19 1-9 Employees $12,480 $27,352 $21,438 7 $14,560 $63,843 $33,171 16 10-24 Employees $16,640 $50,908 $28,926 33 Private Non Profit - Transp Only $21,735 $50,808 $32,843 14 25-49 Employees $12,168 $63,843 $32,356 32 Private Non Profit - Multipurpose $12,480 $50,908 $24,199 18 50-99 Employees $14,560 $65,000 $36,728 22 Private for Profit $24,960 $39,000 $31,980 2 100+ Employees $28,830 $55,754 $43,916 8 Service Area Includes Urban S.5307 Small Urban Only City Department Other (Universities, etc) $32,000 $35,360 $34,340 4 Union No Union $12,168 $65,000 $30,600 72 OVERALL $12,168 $55,000 $28,337 124 Union $22,272 $60,000 $38,540 30 Variable Low High Average N Variable Low High Average N

TRANSIT PLANNER 38 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Job Description: Performs routine bookkeeping functions such as entering data, posting financial information, updating account balances, and maintaining financial records. Counts, records, and deposits fare revenue. Education: High school diploma or equivalent, some college or accounting experi- ence preferred. Job Description: Participates in policy development and implementation of service enhancement projects by conducting transit planning and service delivery studies that include identifying issues; collecting, analyzing, and reporting data; and preparing and presenting oral and written reports. Education: Four-year degree in Transit Planning or equivalent plus experience. Common Qualifications/Skill Requirements • Previous project management experience. • Five years of transit planning/operations experience. Typical Duties • Conduct analysis of local transit services. • Identify opportunities for new services and service changes. • Prepare planning documents for public and governmental review. • Conduct community outreach forums for discussion of transit issues. FINANCE CLERK/BOOKKEEPER Alternative Titles: Transit Clerk, Finance Clerk, Payroll Clerk, Accounting Clerk/Assistant Variable VariableLow LowN HighHigh AverageAverage N BLS Region Rural/Urban New England $20,800 $47,722 $34,261 2 $16,000 $44,190 $27,893 8 Middle Atlantic $22,880 $83,500 $48,950 3 $14,830 $83,500 $39,822 18 East North Central $23,920 $55,000 $36,640 3 West North Central $23,000 $30,000 $26,500 2 Funding Source South Atlantic $43,649 $71,349 $52,949 3 $14,830 $83,500 $28,366 13 East South Central $43,897 $48,804 $46,350 2 $20,800 $71,349 $45,020 6 West South Central $14,830 $37,876 $24,331 7 $20,800 $50,178 $33,693 6 Mountain $16,296 $29,120 $22,708 2 Pacific $44,190 $50,178 $47,184 2 Type of Organization Transit Authority $20,800 $50,178 $33,604 6 Number of Employees County Department $16,296 $71,349 $36,682 5 1-9 Employees $14,830 $23,000 $17,769 5 $37,876 $48,804 $43,340 2 10-24 Employees $15,600 $29,120 $22,880 3 $30,000 $55,000 $44,240 3 25-49 Employees $30,000 $55,000 $38,073 4 $14,830 $83,500 $32,539 8 50-99 Employees $20,800 $83,500 $41,839 9 No Urban Area Served Service Area Includes Urban S.5311 Non-Urban Only S.5307 Small Urban Only Both Non-Urban & Small Urban City Department Private Non Profit - Transp Only Private Non Profit - Multipurpose Other (Universities, etc) $31,000 $22,140 $37,595 2 100+ Employees $40,471 $71,349 $50,723 5 Union No Union $14,830 $83,500 $34,704 18 OVERALL $14,830 $83,500 $36,151 26 Union $20,800 $71,349 $39,410 8 Transit Planner Annual Wage Data from Survey

Common Qualifications/Skill Requirements • Previous payroll processing or accounting background preferred. • Accounting basics. • Payroll and data entry processing. • Proficient with Microsoft Office package including word processing and spreadsheets. • Knowledge of generally accepted accounting principles. • Ability to work in a fast-paced multi-tasking environment. • Ability to read, write, and speak English. • Ability to communicate effectively on all levels. Typical Duties • Process payroll for all employees, including garnishments, taxes, and relevant fare deductions on bi-weekly basis to ensure that all employees are paid accurately for their working hours. • Complete daily and weekly reports for Operations/General Manager review to ensure that hours and payroll are within budgeted amounts for service provided. • Maintain accurate fare accounting records and relevant payroll deductions for affected employees. • Update and maintain vendor and supplier files. • Ensure ample stores of necessary items, including office supplies and computer equipment. Finance Clerk/Bookkeeper Annual Wage Data from Survey Guide to Compensation Decisions 39 Job Description: Develops and supports marketing plans in order to maximize the services and programs of the transit agency. Designs and produces web-based marketing materials and print newsletters, flyers, and other materials. Researches, writes, and disseminates agency press releases, public service announcements, and feature stories. Cultivates and facilitates positive relationships with media and community groups. Education: Four-year degree in Transit Planning, Operations, or Marketing. Variable Low N NVariable Low HighHigh AverageAverage BLS Region Rural/Urban New England $26,000 $45,000 $31,913 10 No Urban Area Served $12,168 $62,400 $26,716 41 Middle Atlantic $24,025 $49,920 $34,875 9 $12,168 $66,560 $32,743 49 East North Central $12,168 $62,400 $30,872 17 West North Central $12,168 $37,440 $26,838 9 Funding Source South Atlantic $16,431 $41,600 $28,412 14 S.5311 Non-Urban Only $12,168 $66,560 $28,494 56 East South Central $21,842 $38,453 $29,073 4 Service Area Includes Urban S.5307 Small Urban Only $24,000 $57,980 $33,405 15 West South Central $12,168 $47,424 $24,084 15 Both Non-Urban & Small Urban $24,000 $47,500 $32,335 13 Mountain $18,720 $39,000 $27,747 5 Pacific $31,250 $66,560 $40,908 7 Type of Organization Transit Authority $24,025 $49,920 $34,236 19 Number of Employees County Department $12,480 $39,127 $27,015 9 1-9 Employees $12,480 $37,000 $24,514 10 City Department $22,000 $57,980 $36,345 9 10-24 Employees $12,168 $62,400 $27,065 25 Private Non Profit - Transp Only $16,058 $45,000 $30,156 17 25-49 Employees $16,431 $39,000 $29,880 20 Private Non Profit - Multipurpose $12,168 $62,400 $25,593 28 50-99 Employees $12,168 $66,560 $34,333 24 Private for Profit $25,000 $25,000 $25,000 1 100+ Employees $21,842 $46,800 $32,401 11 Other $20,800 $66,560 $33,480 6 Union No Union $12,168 $66,560 $28,294 66 OVERALL $12,168 $66,560 $29,998 90 Union $24,025 $57,980 $34,683 24 MARKETING SPECIALIST

Common Qualifications/Skill Requirements • Customer service experience. • Familiarity with marketing concepts and transit fare programs. • Working knowledge of presentation and graphics software packages. Typical Duties • Conduct public outreach in conjunction with planners and managers. • Develop new marketing concepts to encourage transit ridership. 40 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Variable VariableLow High Low HighAverage N Average N BLS Region Rural/Urban New England $17,040 $40,000 $28,300 4 $17,040 $43,680 $29,150 4 Middle Atlantic $27,040 $48,434 $36,824 3 $20,800 $57,980 $39,374 15 East North Central $33,000 $57,980 $45,326 3 West North Central $20,800 $20,800 $20,800 1 Funding Source South Atlantic $39,743 $5,400 $46,871 2 $17,040 $41,101 $29,057 6 East South Central $38,453 $38,453 $38,453 1 $20,800 $57,980 $41,133 5 West South Central $22,880 $41,101 $31,990 2 $22,880 $54,000 $40,383 6 Mountain NA NA NA Pacific $36,993 $49,920 $43,530 3 Type of Organization Transit Authority $27,040 $49,920 $40,016 8 Number of Employees County Department $35,000 $35,000 $35,000 1 1-9 Employees NA NA NA City Department $20,800 $57,980 $42,808 4 10-24 Employees $22,880 $41,101 $31,990 2 $22,880 $33,280 $28,080 2 25-49 Employees $17,040 $54,000 $35,520 2 $17,040 $41,101 $27,006 3 50-99 Employees $20,800 $57,980 $37,971 11 Private for Profit NA NA NA 100+ Employees $22,880 $49,920 $38,628 4 No Urban Area Served Service Area Includes Urban S.5311 Non-Urban Only S.5307 Small Urban Only Both Non-Urban & Small Urban Private Non Profit - Transp Only Private Non Profit - Multipurpose Other $43,680 $43,680 $43,680 1 Union No Union $17,040 $41,101 $31,046 8 OVERALL $17,040 $57,980 $37,222 19 Union $20,800 $57,980 $41,713 11 COMPUTER OPERATIONS ANALYST Common Qualifications/Skill Requirements • Experience in hardware and software implementation and management. • Experience with computer networks and database applications. Typical Duties • Maintain and update databases for scheduling programs. • Provide training to staff on new programs/applications. Job Description: Provides personal computer and network systems support and secu- rity; maintains routine databases; troubleshoots and resolves malfunctions; and installs, configures, and tests applications, upgrades, and hardware. Education: Two-year degree in Computer Sciences or similar technical background. Marketing Specialist Annual Wage Data from Survey

SAFETY AND TRAINING MANAGER Common Qualifications/Skill Requirements • Previous passenger transportation experience in current project or similar environment required. • Previous training and supervisory experience preferred, but not required. • Excellent safety and service record. • Knowledge of local training program and local operations. • Knowledge of project-specific vehicles, components, and data/communications systems. • Knowledge of state and federal regulations and corporate safety programs and policies. • Familiarity with Windows-based computer operating systems and Microsoft Office packages. Typical Duties • Manage new hire and veteran operator training programs to ensure that all operators receive the minimum initial training and that all employees receive required annual and ongoing training. • Provide and/or manage classroom and behind-the-wheel instruction according to corporate and client specifications in all aspects of vehicle operation in the course of passenger trans- Guide to Compensation Decisions 41 Job Description: Develops, coordinates, schedules, and conducts driver training pro- grams. Ensures that drivers meet and comply with all federal, state, and local health and safety regulations including Commercial Drivers License (CDL) requirements and drug and alcohol testing and training. Responsible for accident investigation, accident review board activities, and retraining/refresher programs. Education: High School Diploma or equivalent, certifications according to local con- tract requirements. Variable VariableN LowLow HighHigh AverageAverage N BLS Region Rural/Urban New England NA No Urban Area Served $18,720 $26,000 $21,573 3 Middle Atlantic $20,000 $40,471 $31,490 3 $34,000 $50,000 $43,199 10 East North Central NA West North Central NA Funding Source South Atlantic $18,720 $48,880 $35,916 5 $20,000 $34,000 $26,667 3 East South Central NA S.5307 Small Urban Only $39,980 $39,980 $39,980 1 West South Central NA Both Non-Urban & Small Urban $18,720 $47,000 $32,860 2 Mountain $47,000 $50,000 $48,500 2 Pacific $40,000 $44,720 $41,888 3 Type of Organization Transit Authority $20,000 $46,000 $38,689 6 Number of Employees County Department $18,720 $39,980 $29,350 2 1-9 Employees NA NA NA NA NA NA NA NA NA NA NA NA NA City Department NA NA NA 10-24 Employees $18,720 $26,000 $22,360 2 $47,000 $47,000 $47,000 1 25-49 Employees $20,000 $48,880 $34,440 2 $26,000 $50,000 $39,720 4 50-99 Employees $34,000 $50,000 $42,188 5 NA NA NA 100+ Employees $39,980 $47,000 $43,042 4 Service Area Includes Urban S.5311 Non-Urban Only Private Non Profit - Transp Only Private Non Profit - Multipurpose Private for Profit Other NA NA NA Union No Union $18,720 $48,880 $34,720 5 OVERALL $18,720 $50,000 $38,209 13 Union $20,000 $50,000 $40,489 8 Computer Operations Analyst Annual Wage Data from Survey

portation, including defensive driving; service area familiarization; passenger loading, unload- ing, and securement; proper manifest documentation; use of on-board equipment; accident and emergency procedures; dispatch and radio communications; and passenger sensitivity. • Review all vehicular, passenger, and employee accidents/incidents for determination of cause and preventability. Identify potential trends to be addressed in future training efforts as well as ensuring that retraining and safety points are assessed according to company policy. 42 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Variable VariableN Low HighLow High AverageAverage N BLS Region Rural/Urban New England $39,520 $40,200 $39,860 2 No Urban Area Served $16,640 $41,600 $30,260 10 Middle Atlantic $40,000 $47,840 $44,485 4 Service Area Includes Urban $12,730 $55,736 $35,324 23 East North Central $21,840 $55,736 $33,831 5 West North Central $36,400 $37,224 $36,811 2 Funding Source South Atlantic $24,752 $41,600 $34,411 5 S.5311 Non-Urban Only $12,730 $47,840 $28,864 15 East South Central $24,403 $24,403 $24,403 1 S.5307 Small Urban Only $19,760 $55,736 $36,438 9 West South Central $12,730 $35,220 $22,678 8 Both Non-Urban & Small Urban $35,220 $41,600 $37,922 5 Mountain $32,750 $53,040 $41,513 3 Pacific $35,360 $39,322 $37,394 3 Type of Organization Transit Authority $24,752 $47,840 $37,456 10 Number of Employees County Department $40,000 $44,000 $41,866 3 1-9 Employees $12,730 $21,840 $17,069 3 City Department $19,760 $55,736 $33,866 6 10-24 Employees $13,520 $37,500 $27,280 4 Private Non Profit - Transp Only $37,500 $38,750 $38,125 2 25-49 Employees $19,760 $41,600 $31,822 6 Private Non Profit - Multipurpose $12,730 $41,600 $24,448 9 50-99 Employees $27,000 $55,736 $37,464 15 Private for Profit NA NA NA 100+ Employees $24,403 $53,040 $40,363 5 Other $27,000 $35,360 $31,180 2 Union No Union $12,730 $41,600 $28,301 20 OVERALL $12,730 $55,736 $33,789 33 Union $32,750 $55,736 $42,232 13 RIDESHARE COORDINATOR Job Description: Identifies, develops, and implements carpooling, vanpooling, and other shared-ride opportunities. Organizes and maintains database of potential riders. Matches ride requests with drivers. Introduces and markets ridesharing and other innovative programs. Maintains relationships with major employers, business centers, and other traffic generators. Common Qualifications/Skill Requirements • Previous transit management/operations experience. • Familiarity with transit financing methods. • Familiarity with transit ridesharing/carpooling programs. Typical Duties • Manage business-to-business marketing effort to improve and encourage ridesharing/car- pooling. • Conduct public outreach. Safety and Training Manager Annual Wage Data from Survey

Rideshare Coordinator Annual Wage Data from Survey TRAINER Common Qualifications/Skill Requirements • Previous passenger transportation experience in current project or similar environment required. • Previous training experience preferred, but not required. • Excellent safety and service record. • Knowledge of local training program and local operations. • Familiarization with service area. • Knowledge of project-specific vehicles, components, and data/communications systems. • Excellent customer service skills. • Ability to read, write, and speak English. • Ability to communicate effectively and work with all departments. Typical Duties • Assist in initial screening of new hire candidates to ensure that client and corporate qualifica- tions are met and that training efforts meet the staffing needs of the project. • Provide classroom instruction according to corporate and client specifications in all aspects of vehicle operation in the course of passenger transportation, including defensive driving; service area familiarization; passenger loading, unloading and securement; proper manifest documentation; use of on-board equipment; accident and emergency procedures; dispatch and radio communications; and passenger sensitivity. Guide to Compensation Decisions 43 Job Description: Works under the direction of the Safety/Training Manager to train drivers. Education: High school diploma or equivalent. Variable N Variable LowLow HighHigh AverageAverage N BLS Region Rural/Urban New England $22,880 $35,360 $29,120 2 $28,565 $35,360 $31,962 2 Middle Atlantic $27,040 $27,040 $27,040 1 $19,452 $55,736 $28,479 8 East North Central $55,736 $55,736 $55,736 1 West North Central $26,520 $26,520 $26,520 1 Funding Source South Atlantic $29,120 $29,120 $29,120 1 $22,880 $35,360 $27,207 6 East South Central $28,565 $28,565 $28,565 1 $24,211 $55,736 $36,356 3 West South Central $19,452 $19,452 $19,452 1 $19,452 $19,452 $19,452 1 Mountain $22,880 $24,211 $23,545 2 Pacific NANA NA Type of Organization Transit Authority $19,452 $19,120 $25,204 3 Number of Employees County Department NA NA 1-9 Employees $22,880 $22,880 $22,880 1 $24,211 $55,736 $39,973 2 10-24 Employees $19,452 $19,452 $19,452 1 $22,880 $35,360 $28,253 3 25-49 Employees $26,520 $35,360 $30,940 2 $22,880 $28,565 $25,722 2 50-99 Employees $24,211 $55,736 $34,036 4 NA NA NA NA 100+ Employees $22,880 $28,565 $25,722 2 No Urban Area Served Service Area Includes Urban S.5311 Non-Urban Only S.5307 Small Urban Only Both Non-Urban & Small Urban City Department Private Non Profit - Transp Only Private Non Profit - Multipurpose Private for Profit Other NA NA NA Union No Union $19,452 $35,360 $26,396 7 OVERALL $19,452 $55,736 $29,176 10 Union $24,211 $55,736 $35,662 3

• Provide monthly or annual ongoing/refresher training in topics relevant to the service and service area and in a timely manner. 44 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Variable N Variable LowLow HighHigh AverageAverage N BLS Region Rural/Urban New England NA NA NA No Urban Area Served $15,816 $35,360 $26,072 3 Middle Atlantic $27,000 $34,500 $30,750 2 Service Area Includes Urban $17,181 $54,000 $31,698 15 East North Central $27,040 $27,040 $27,040 1 West North Central $31,200 $31,200 $31,200 1 Funding Source South Atlantic $17,181 $54,000 $31,977 3 S.5311 Non-Urban Only $15,816 $34,500 $25,876 9 East South Central NA NA NA S.5307 Small Urban Only $28,663 $39,884 $33,249 3 West South Central $15,816 $39,884 $27,434 5 Both Non-Urban&Small Urban $31,200 $54,000 $40,187 3 Mountain $32,708 $38,750 $35,402 3 Pacific $29,120 $35,360 $31,546 3 Type of Organization Transit Authority $24,752 $24,752 $24,752 1 Number of Employees County Department $27,000 $27,000 $27,000 1 1-9 Employees $29,120 1 City Department $27,040 $54,000 $34,659 7 10-24 Employees $21,611 1 Private Non Profit - Transp Only $31,200 $38,750 $34,975 2 25-49 Employees $17,181 $54,000 $32,160 4 Private Non Profit - Multipurpose $15,816 $34,750 $24,771 5 50-99 Employees $15,816 $39,884 $30,437 10 Private for Profit NA NA NA 100+ Employees $31,200 $38,750 $34,975 2 Other $30,160 $35,360 $32,760 2 Union No Union $15,816 $39,884 $27,592 11 OVERALL $15,816 $54,000 $30,760 18 Union $27,000 $54,000 $35,740 7 ADMINISTRATIVE/CLERICAL SUPPORT Alternative Title(s): Clerk Job Description: Performs routine clerical functions. Education: High school diploma or equivalent. Common Qualifications/Skill Requirements • Strong customer service background. • Strong organizational skills. • Ability to speak, read, and write English. • Proficiency in Microsoft Office. Typical Duties • Use a personal computer. • Maintain computer and paper records. Trainer Annual Wage Data from Survey

Administrative/Clerical Support Hourly Wage Data from Survey OPERATIONS SUPERVISOR Guide to Compensation Decisions 45 Job Description: Performs various duties relating to the supervision of transit opera- tions including personnel, marketing, planning, safety, and scheduling. Oversees the drivers and dispatchers. May drive or dispatch as needed. Education: High school diploma or equivalent, preferred higher education in Busi- ness and Management arena. Variable VariableN LowLow HighHigh AverageAverage N BLS Region Rural/Urban New England $7.45 $15.95 $11.89 10 No Urban Area Served $6.44 $15.36 $9.83 33 Middle Atlantic $8.00 $16.59 $12.53 7 Service Area Includes Urban $6.12 $19.45 $12.09 51 East North Central $7.75 $16.59 $10.72 13 West North Central $6.44 $10.18 $8.26 3 Funding Source South Atlantic $8.41 $15.87 $11.05 13 S.5311 Non-Urban Only $6.12 $15.36 $9.91 41 East South Central $9.13 $12.81 $10.79 3 S.5307 Small Urban Only $6.44 $15.95 $12.32 21 West South Central $6.12 $14.42 $10.52 21 Both Non-Urban & Small Urban $8.25 $16.59 $11.72 16 Mountain $8.63 $19.45 $11.74 9 Pacific $10.95 $17.43 $13.49 5 Type of Organization Transit Authority $8.00 $17.43 $11.88 21 Number of Em ployees County Department $8.26 $16.59 $12.56 9 1-9 Employees $6.12 $13.38 $9.64 5 City Department $6.44 $15.87 $11.71 13 10-24 Employees $6.44 $14.00 $9.31 25 Private Non Profit - Transp Only $8.17 $15.36 $11.40 11 25-49 Employees $8.57 $15.87 $11.78 20 Private Non Profit - Multipurpose $6.12 $13.25 $9.54 23 50-99 Employees $8.17 $16.59 $11.95 23 Private for Profit NA NA NA 100+ Employees $9.81 $19.45 $13.60 11 Other $8.17 $12.50 $10.54 3 Union No Union $6.12 $15.36 $10.06 54 OVERAL L $6.12 $19.45 $11.20 84 Union $8.41 $19.45 $13.26 30 Common Qualifications/Skill Requirements • Previous supervisory experience required, preferably in transportation operations. • Previous customer service experience preferred, but not necessary. • Experience in developing and managing customer service initiatives preferred. • Substantial experience in the operation phases of a transit organization. • Ability to recruit and develop staff to deliver reliable service product. • Must work effectively with fellow employees and have strong leadership characteristics. • Must have good time management skills and ability to manage multiple tasks concurrently. • Flexible hours, including long days and weekends, required. • Must have a working vehicle to travel within service area. • Strong customer service skills. • Knowledge of Windows-based computer operating systems and functional knowledge of word processing, spreadsheet, and presentation software. • Knowledge of service area and system parameters. • Strong organizational skills in filing and file maintenance. • Ability to read, write, and speak English.

Typical Duties • Maintain or manage attendance records for vehicle operators and back-up drivers; ensure that the attendance policy is enforced and monitored daily. • Develop staff and operator schedules fairly, in consideration of seniority, according to client demands/requirements and adhering to budget. • Responsible for positive employee morale and quality customer service. • Prepare, verify, and review staff schedules and work records for payroll purposes. • Assign work duties to qualified employees to ensure adequate coverage of all supervisory shifts and assigned routes. • Ensure that individual customer/passenger concerns are responded to in a manner that includes investigation and follow-up as concerns apply to specific employees. • Assist in recruiting, selecting, and training new operator and staff employees. • Conduct performance reviews for all operations staff at least annually; monitor vehicle oper- ator performance by spot-checking routes and times of various routes. 46 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Variable VariableAverage N LowLow HighHigh Average N BLS Region Rural/Urban New England $11.78 $26.92 $17.93 13 No Urban Area Served $8.65 $25.00 $15.26 49 Middle Atlantic $18.03 $28.13 $22.92 7 Service Area Includes Urban $7.25 $32.81 $19.32 74 East North Central $7.25 $32.81 $17.60 23 West North Central $9.45 $19.37 $15.27 11 Funding Source South Atlantic $8.65 $28.85 $17.95 23 S.5311 Non-Urban Only $7.25 $28.85 $9.91 41 East South Central $12.98 $18.49 $16.26 3 S.5307 Small Urban Only $11.50 $32.81 $20.28 24 West South Central $7.65 $23.07 $15.04 22 Both Non-Urban & Small Urban $12.40 $28.43 $20.27 18 Mountain $2.00 $32.45 $19.19 14 Pacific $16.09 $28.43 $21.34 7 Type of Organization Transit Authority $9.00 $28.43 $18.33 25 Number of Employees County Department $8.65 $28.12 $18.81 14 1-9 Employees $7.65 $20.54 $13.17 10 City Department $8.50 $32.81 $19.59 28 10-24 Employees $7.25 $27.76 $15.36 39 Private Non Profit - Transp Only $9.45 $32.45 $16.70 16 25-49 Employees $10.42 $28.13 $17.80 32 Private Non Profit - Multipurpose $7.25 $28.13 $15.16 28 50-99 Employees $11.83 $32.81 $20.55 33 Private for Profit $28.85 $28.85 $28.85 1 100+ Employees $14.01 $32.45 $22.52 9 Other $16.35 $20.00 $17.64 7 Union No Union $7.25 $28.85 $16.31 88 OVERALL $7.25 $32.81 $17.70 123 Union $14.01 $32.81 $21.20 35 STREET SUPERVISOR Common Qualifications/Skill Requirements • Previous passenger transportation experience in current project or similar environment required. • Previous training and/or field supervision experience preferred, but not required. Job Description: Oversees the drivers while they are in service. Serves as a front-line supervisor. May drive or dispatch as needed. Education: High school diploma or equivalent, certifications according to local con- tract requirements. Operations Supervisor Hourly Wage Data from Survey

• Excellent safety and service record. • Knowledge of local training program and local operations. • Familiarity with service area. • Knowledge of client and service performance requirements. • Ability to manage emergency situations. • Knowledge of project-specific vehicles, components, and data/communications systems. • Knowledge of state and federal regulations and corporate safety programs and policies. Typical Duties • Conduct site checks and road observations according to client and local policy. Document findings accordingly and provide necessary reports to project staff. • Monitor street operations for on-time performance and schedule and route adherence. • Accompany operators to medical facilities as required after accident or injury; ensure proper administration of post-accident drug and alcohol testing. • Identify potential rerouting required as a result of traffic, construction, or accident situations. • Assist operators with service or passenger problems. Street Supervisor Hourly Wage Data from Survey Guide to Compensation Decisions 47 Job Description: Plans, schedules, oversees, and keeps records for demand-response transit services. Administers Americans with Disabilities Act (ADA)-related transit requests; takes calls from customers and schedules ride appointments and requests for return trips; and assigns drivers according to trip manifests. Education: High school diploma or equivalent. Variable VariableN LowLow HighHigh AverageAverage N BLS Region Rural/Urban New England $16.64 $19.64 $18.14 2 $11.70 $19.64 $14.60 6 Middle Atlantic $13.87 $15.97 $14.75 3 $10.29 $26.80 $16.91 26 East North Central $12.75 $26.80 $17.46 4 West North Central $12.25 $15.45 $13.85 2 Funding Source South Atlantic $11.90 $21.15 $16.16 6 $11.90 $19.64 $14.57 11 East South Central $16.36 $16.36 $16.36 1 $13.93 $26.80 $18.13 10 West South Central $10.29 $25.07 $16.11 6 $10.29 $21.15 $16.96 6 Mountain $12.50 $22.50 $17.24 7 Pacific $18.50 $18.50 $18.50 1 Type of Organization Transit Authority $11.90 $19.04 $15.76 10 Number of Employees County Department $13.30 $20.84 $16.00 3 1-9 Employees $19.64 $19.64 $19.64 1 $13.00 $26.80 $18.35 10 10-24 Employees $12.50 $12.75 $12.63 2 $10.29 $18.63 $13.81 3 25-49 Employees $11.70 $25.07 $16.52 10 Private Non Profit - Multipurpose $15.00 $19.64 $16.75 3 50-99 Employees $13.00 $26.80 $16.69 14 Private for Profit NA NA NA 100+ Employees $10.29 $22.50 $16.69 5 No Urban Area Served Service Area Includes Urban S.5311 Non-Urban Only S.5307 Small Urban Only Both Non-Urban & Small Urban City Department Private Non Profit - Transp Only Other $12.25 $12.25 $12.25 1 Union No Union $10.29 $25.07 $15.17 17 OVERALL $10.29 $26.80 $16.48 32 Union $13.87 $26.80 $17.96 15 SCHEDULER/CALL TAKER

Common Qualifications/Skill Requirements • Previous data entry, dispatch, customer service, supervisory, and/or operating experience desired, but not required. • Strong customer service skills. • Data entry experience and general knowledge of Windows-based computer operating system and Microsoft Office package. • Knowledge of service area. • Ability to read, write, and speak English clearly—basic knowledge of Spanish may be required, depending on contract location and requirements. • Able to use multi-line phone system and handle multiple tasks concurrently. • Ability to supervise. Typical Duties • Answer passenger calls, collecting all necessary trip information for the permissible time period. • Complete data entry of passenger file information and, for specific trip requests, negotiate requested times where necessary or appropriate. • Maintain up-to-date passenger records in customer database, making all necessary changes in status, client contact information, fare/rider type, or other important field entries. 48 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Job Description: Dispatches the system’s vehicles and provides a communication link to agency drivers. Duties may include using two-way radio, telephone, and/or com- puter to transmit assignments and compile daily operating statistics. Provides direction to and maintains two-way communications with all operators while monitoring system performance and making scheduling adjustments where necessary to maximize on- Variable VariableN LowLow HighHigh AverageAverage N BLS Region Rural/Urban New England $10.66 $12.21 $11.40 4 No Urban Area Served $6.78 $20.43 $10.86 21 Middle Atlantic $10.99 $17.55 $15.12 3 Service Area Includes Urban $5.85 $24.93 $11.96 41 East North Central $6.30 $17.50 $10.06 8 West North Central $7.00 $12.02 $8.94 4 Funding Source South Atlantic $7.50 $16.92 $11.52 15 S.5311 Non-Urban Only $6.30 $20.43 $10.65 32 East South Central NA NA NA S.5307 Small Urban Only $7.83 $15.49 $11.70 7 West South Central $6.50 $15.49 $10.35 15 Both Non-Urban & Small Urban $5.85 $16.92 $12.01 12 Mountain $8.00 $24.93 $13.04 7 Pacific $5.85 $20.43 $15.32 6 Type of Organization Transit Authority $5.85 $19.62 $11.94 13 Number of Employees County Department $6.78 $16.92 $10.87 13 1-9 Employees $8.00 $20.43 $11.90 6 City Department $9.00 $17.00 $12.77 7 10-24 Employees $6.30 $17.50 $9.56 17 Private Non Profit - Transp Only $8.00 $20.43 $11.96 7 25-49 Employees $8.00 $17.00 $11.90 17 Private Non Profit - Multipurpose $6.30 $17.55 $10.51 12 50-99 Employees $5.85 $17.55 $12.12 15 Private for Profit $8.75 $8.75 $8.75 1 100+ Employees $10.83 $24.93 $15.54 6 Other $8.50 $12.02 $11.02 4 Union No Union $6.30 $20.43 $10.78 48 OVERALL $5.85 $24.93 $11.59 62 Union $5.85 $24.93 $14.34 14 DISPATCHER Scheduler/Call Taker Hourly Wage Data from Survey

Common Qualifications/Skill Requirements • Previous data entry, dispatch, customer service, supervisory and/or operating experience desired but not required. • Strong customer service skills. • Data entry experience and general knowledge of Windows-based computer operating system and Microsoft Office package. • Knowledge of service area. • Ability to read, write and speak English clearly—basic knowledge of Spanish may be required, depending on contract location and requirements. • Able to use multi-line phone system and handle multiple tasks concurrently. • Ability to supervise. Typical Duties • Assign work, vehicles, and on-board equipment to operators and maintain check-out logs. • Assign stand-by or extra board operators in the event of operator absences or increased ser- vice volumes, or to minimize service disruptions as a result of traffic, vehicle malfunctions, operator problems, and/or emergency situations. • Monitor operators and trip status, making adjustments and reassignments as necessary to ensure on-time performance. • Reschedule trips as necessary in the event of vehicle malfunction, traffic, or emergency situa- tions. • Open and/or close facility depending on work shift. Dispatcher Hourly Wage Data from Survey Guide to Compensation Decisions 49 time performance, minimize customer wait times for on-call or will-call services, and minimize service disruptions as a result of vehicle/operator availability, and/or emer- gency situations. Education: High school diploma or equivalent. Variable VariableAverage N LowLow HighHigh Average N BLS Region Rural/Urban New England $8.25 $19.01 $12.80 9 No Urban Area Served $5.85 $18.50 $10.56 66 Middle Atlantic $9.62 $17.38 $14.21 10 Service Area Includes Urban $5.85 $20.25 $12.55 76 East North Central $5.85 $18.79 $10.54 32 West North Central $5.85 $17.57 $10.95 24 Funding Source South Atlantic $7.45 $20.25 $12.16 25 S.5311 Non-Urban Only $5.85 $18.50 $10.50 32 East South Central $7.85 $11.34 $9.59 2 S.5307 Small Urban Only $7.50 $20.25 $14.68 22 West South Central $6.50 $17.35 $10.32 19 Both Non-Urban & Small Urban $8.75 $18.93 $13.20 16 Mountain $7.70 $15.23 $12.31 13 Pacific $8.88 $19.62 $14.10 8 Type of Organization Transit Authority $7.50 $19.62 $11.94 13 Number of Employees County Department $7.80 $20.25 $12.75 20 1-9 Employees $5.85 $13.12 $9.76 21 City Department $5.85 $18.79 $12.93 28 10-24 Employees $6.31 $15.87 $10.52 47 Private Non Profit - Transp Only $7.50 $14.42 $11.29 18 25-49 Employees $7.25 $18.93 $12.29 32 Private Non Profit - Multipurpose $6.31 $18.93 $9.48 37 50-99 Employees $7.57 $20.25 $13.20 33 Private for Profit $9.00 $10.82 $9.91 2 100+ Employees $7.85 $19.62 $13.58 9 Other $5.85 $13.18 $10.44 6 Union No Union $5.85 $18.93 $10.78 109 OVERALL $5.85 $20.25 $11.62 142 Union $9.62 $20.25 $14.42 33

FLEET MAINTENANCE MANAGER Common Qualifications/Skill Requirements • Substantial experience in the maintenance phases of a transit organization. • Previous related work experience or equivalent combination of education and experience. • Valid drivers license. • Ability to communicate clearly, accurately, and effectively both orally and in writing. • ASE Certification. Typical Duties • Coordinate and direct the repair and maintenance of company-operated equipment and vehicles. • Determine work procedures, prepare work schedules, and expedite workflow accordingly. • Train and/or assist maintenance staff on vehicle repairs to ensure maximum fleet availability and maximum cost benefit. • Ensure all Occupational Safety and Health Administration (OSHA) rules and regulations are at all times adhered to, including the “Employee’s Right to Know” program. 50 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Job Description: Plans, organizes, assigns, supervises, and evaluates the work of fleet technicians/mechanics and other workers engaged in maintaining and repairing fleet vehicles. Provides oversight and direction for the maintenance function. Education: Degree or satisfactory completion of automotive trade school or college. Variable Low High Average N Variable Low High Average N BLS Region Rural/Urban New England $14.98 $26.93 $22.29 7 No Urban Area Served $7.50 $25.48 $15.07 25 Middle Atlantic $16.59 $31.25 $22.61 8 Service Area Includes Urban $10.00 $33.39 $20.48 49 East North Central $10.50 $31.32 $17.38 11 West North Central $7.50 $19.03 $13.74 6 Funding Source South Atlantic $7.61 $31.45 $17.86 12 S.5311 Non-Urban Only $7.50 $31.45 $16.67 35 East South Central $13.35 $20.56 $17.71 3 S.5307 Small Urban Only $14.00 $31.32 $21.16 20 West South Central $8.85 $25.75 $15.56 15 Both Non-Urban & Small Urban $12.50 $26.93 $18.66 11 Mountain $11.25 $32.45 $21.43 7 Pacific $15.00 $33.39 $23.82 5 Type of Organization Transit Authority $10.38 $33.39 $20.21 23 Number of Employees County Department $7.50 $31.25 $16.24 8 1-9 Employees $7.50 $7.50 $7.50 1 City Department $13.60 $31.45 $22.23 14 10-24 Employees $7.61 $31.45 $14.01 17 Private Non Profit - Transp Only $11.25 $26.93 $16.91 10 25-49 Employees $8.85 $28.85 $17.49 21 Private Non Profit - Multipurpose $11.00 $32.45 $16.17 10 50-99 Employees $15.66 $32.45 $22.09 26 Private for Profit $17.50 $17.50 $17.50 1 100+ Employees $12.50 $33.39 $21.46 9 Other $13.46 $25.22 $17.81 6 Union No Union $7.50 $31.45 $16.22 50 OVERALL $7.50 $33.39 $18.65 74 Union $14.90 $33.39 $23.72 24 Fleet Maintenance Manager Hourly Wage Data from Survey

MAINTENANCE CLERK Common Qualifications/Skill Requirements • Accounting/inventory management experience. • Familiarity with preventive maintenance programs. • Familiarity with Microsoft Office package. Typical Duties • Maintain records of parts purchases and uses. • Maintain vehicle maintenance files. • Prepare regular mileage reports. Maintenance Clerk Hourly Wage Data from Survey Guide to Compensation Decisions 51 Job Description: Performs repair and preventive maintenance activities for the fleet. Evaluates, troubleshoots, analyzes, and tests transit vehicle systems to determine the nature and extent of defects. Replaces, repairs, and overhauls heavy equipment sys- tems such as engines, transmissions, front and rear end assemblies, power steering, braking mechanisms, electronic engine and equipment systems and controls, and hydraulic systems. Education: High school diploma or equivalent, trade school certification, or equivalent in both light and heavy-duty automotive repairs. Job Description: Performs routine clerical functions such as entering data using a personal computer and maintaining computer and paper records. Education: High school diploma or equivalent, two-year degree or technical profi- ciency preferred. Variable Low Average N Variable Low HighHigh Average N BLS Region Rural/Urban New England $15.95 $18.29 $17.12 2 $7.05 $15.89 $11.45 4 Middle Atlantic $9.99 $9.99 $9.99 1 $6.68 $21.15 $13.96 13 East North Central $7.05 $16.83 $11.94 2 West North Central NA Funding Source South Atlantic $13.00 $21.15 $16.33 4 $6.68 $14.99 $10.32 5 East South Central $8.86 $8.86 $8.86 1 1 1 $12.22 $18.29 $14.78 5 West South Central $6.68 $14.42 $11.04 4 $10.84 $21.15 $15.31 11 Mountain NA NA NA NA NA Pacific $10.99 $15.89 $13.63 3 Type of Organization Transit Authority $9.99 $18.29 $14.25 7 Number of Employees County Department $16.18 $16.18 $16.18 1 1-9 Employees $6.68 $6.68 $6.68 City Department $12.22 $21.15 $15.70 4 10-24 Employees $14.99 $14.99 $14.99 Private Non Profit - Transp Only $7.05 $10.84 $8.9 4 2 25-49 Employees $7.05 $21.15 $14.60 4 $6.68 $8.86 $7.7 7 2 50-99 Employees $10.99 $18.29 $14.77 7 NA NA NA 100+ Employees $8.86 $15.95 $11.41 4 No Urban Area Served Service Area Includes Urban S.5311 Non-Urban Only S.5307 Small Urban Only Both Non-Urban & Small Urban Private Non Profit - Multipurpose Private for Profit Other $15.89 $15.89 $15.89 1 Union No Union $6.68 $16.18 $11.63 6 OVERALL $6.68 $21.15 $13.37 17 Union $7.05 $21.15 $14.32 11 MECHANIC

Common Qualifications/Skill Requirements. • Ability to perform major and minor repairs to engines, transmission, brake, and hydraulic sys- tems. • Ability to use computerized scanning equipment to aid in the diagnosis. • Ability to prioritize work. • Decision-making and problem-solving capabilities. • Ability to work independently. Typical Duties • Ensure that all vehicle condition reports are accurate and properly addressed. • Maintain all maintenance records, i.e., work orders, in an “inspection ready” status at all times; ensure repair orders are neat and accurate. • Track all repairs in progress to ensure the timely and correct repair of vehicles for return to operations; know the maintenance status of all assigned vehicles at all times. • Perform regular preventive maintenance on company vehicles. • Work with operations staff on resolving road calls. 52 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Variable Low High Average N Variable Low High Average N BLS Region Rural/Urban New England 12.23 21.00 16.80 11 No Urban Area Served $9.90 $26.06 $14.22 32 Middle Atlantic 12.50 21.26 17.48 9 $10.00 $23.58 $16.85 61 East North Central 10.00 20.00 14.77 21 West North Central 10.73 20.00 15.55 5 Funding Source South Atlantic 10.00 23.08 14.99 16 S.5311 Non-Urban Only $9.90 $26.06 $14.69 46 East South Central 9.90 18.49 13.71 4 $13.25 $21.00 $16.86 22 West South Central 10.00 17.37 14.08 11 Both Non-Urban & Small Urban $10.00 $23.08 $17.14 17 Mountain 12.53 23.58 17.72 8 Pacific 15.50 26.06 20.79 8 Type of Organization Transit Authority $10.00 $22.08 $15.75 33 Number of Employees County Department $10.00 $21.26 $16.09 9 1-9 Employees 12.25 21.75 16.04 3 Service Area Includes Urban S.5307 Small Urban Only City Department $10.50 $26.06 $17.12 23 10-24 Employees 10.00 26.06 15.01 20 Private Non Profit - Transp Only $10.73 $20.00 $5.78 10 25-49 Employees 10.00 23.08 14.76 27 Private Non Profit - Multipurpose $9.90 $19.50 $13.45 9 50-99 Employees 11.50 22.00 17.08 33 Private for Profit $11.50 $13.22 $12.36 2 100+ Employees 9.90 23.58 17.23 10 Other $14.90 $19.79 $16.64 4 Union No Union 9.90 26.06 14.62 50 OVERALL $9.90 $26.06 $15.94 93 Union 10.67 23.58 17.48 43 MECHANIC ASSISTANT Job Description: Performs repair and maintenance activities and assists mechanics in performing more complex activities related to the maintenance and repair of gasoline- or diesel-powered automotive or heavy equipment. Education: High school diploma or equivalent, some technical or trade school preferred. Mechanic Hourly Wage Data from Survey

Common Qualifications/Skill Requirements • Previous experience in minor duty vehicle repairs. • Familiarity with preventive maintenance programs and procedures. • Ability to prioritize work. Typical Duties • Pick-up and/or delivery of parts as needed. • Check status of parts on order and parts needed for inventory. • Monitor, review, and assist with work in progress; ensure quality of repairs and that proper inspections have been performed. Mechanic Assistant Hourly Wage Data from Survey Guide to Compensation Decisions 53 Job Description: Cleans, fuels, and parks vehicles. Performs other non-vehicle main- tenance duties as needed to assist in the upkeep of the facility and grounds. Education: High school diploma or equivalent. Variable VariableLow N Low HighHigh AverageAverage N BLS Region Rural/Urban New England $10.00 $14.81 $12.42 3 $7.73 $14.81 $10.21 10 Middle Atlantic $9.13 $15.10 $11.15 3 $6.83 $17.62 $12.49 20 East North Central $6.83 $13.82 $9.85 5 West North Central NA NA NA Funding Source South Atlantic $9.88 $17.39 $13.42 3 $6.83 $17.62 $10.26 15 East South Central $7.73 $8.17 $7.95 2 $11.82 $13.82 $12.74 7 West South Central $7.35 $13.14 $10.98 6 $8.25 $13.79 $11.37 4 Mountain $8.25 $17.62 $13.90 5 Pacific $9.25 $16.43 $13.49 3 Type of Organization Transit Authority $8.00 $16.43 $11.30 9 Number of Employees County Department NA NA NA 1-9 Employees $7.35 $7.35 $7.35 1 $8.25 $17.62 $13.27 9 10-24 Employees $6.83 $17.39 $11.30 4 $9.60 $16.79 $13.41 4 25-49 Employees $8.00 $17.62 $11.17 12 Private Non Profit - Multipurpose $6.83 $8.17 $7.62 5 50-99 Employees $8.00 $14.79 $11.70 7 NA NA NA 100+ Employees $7.73 $16.79 $13.92 6 No Urban Area Served Service Area Includes Urban S.5311 Non-Urban Only S.5307 Small Urban Only Both Non-Urban & Small Urban City Department Private Non Profit - Transp Only Private for Profit Other $9.25 $4.79 $12.02 2 Union No Union $6.83 $17.62 $10.72 19 OVERALL $6.83 $17.62 $11.73 30 Union $9.13 $16.79 $13.48 11 MAINTENANCE UTILITY WORKER Common Qualifications/Skill Requirements • General knowledge of OSHA and Environmental Protection Agency (EPA) regulations related to shop and office conditions. • A valid drivers license for the local fleet type. • Ability to lift 50 pounds unassisted. • General mechanical and/or carpentry skills. • Ability to read and write and understand basic directions. • Ability to work without direct supervision.

Typical Duties • Ensure that all vehicles are cleaned and fueled, with fluids topped, and ready for service at var- ious times of day. • Maintain accurate and up-to-date fuel logs for each vehicle and type of fuel/fluid. • Clean vehicle interiors and exteriors according to standard. • Assist shop staff as necessary in keeping parts inventories accounted for as well as in procur- ing necessary parts for fleet and facility maintenance. • Keep the lot maintained and clean, including removal of trash and debris, sweeping, snow shoveling, grass cutting and weeding, and trimming when necessary. • Perform minor vehicle repairs requiring small articulate hand movements (such as light bulb replacement and adding fluids). 54 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Variable Low High HighAverage N Variable Low Average N BLS Region Rural/Urban New England $13.36 $13.57 $13.46 2 $5.85 $13.57 $10.05 8 Middle Atlantic $9.13 $15.10 $11.15 3 $8.50 $18.07 $12.19 23 East North Central $10.31 $18.07 $14.90 4 West North Central $11.10 $12.66 $11.83 3 Funding Source South Atlantic $5.85 $16.95 $10.42 6 $5.85 $13.57 $10.22 11 East South Central $11.34 $11.34 $11.34 1 $9.00 $18.07 $12.29 12 West South Central $8.50 $11.98 $9.93 4 $8.50 $16.95 12.93 5 Mountain $10.63 $14.52 $12.24 4 Pacific $10.70 $11.80 $11.13 3 Type of Organization Transit Authority $5.85 $15.41 $10.73 12 Number of Employees County Department $11.10 $16.95 $13.29 3 1-9 Employees NA City Department $10.72 $18.07 $12.80 9 10-24 Employees $8.50 $11.83 $10.44 4 $8.50 $13.57 $10.75 4 25-49 Employees $5.85 $15.82 $10.54 10 Private Non Profit - Multipurpose $8.50 $10.82 $9.66 2 50-99 Employees $9.00 $18.07 $12.79 13 Private for Profit NA NA NA 100+ Employees $8.50 $14.52 $11.80 4 No Urban Area Served Service Area Includes Urban S.5311 Non-Urban Only S.5307 Small Urban Only Both Non-Urban & Small Urban Private Non Profit - Transp Only Other NA NA NA Union No Union $5.85 $16.95 $10.66 13 OVERALL $5.85 $18.07 $11.63 31 Union $8.17 $18.07 $12.34 18 BUS DRIVER – COMMERCIAL DRIVERS LICENSE Common Qualifications/Skill Requirements • Previous professional driving experience preferred, but not required. • Previous customer service experience, experience working with persons with disabilities, and/or senior citizen groups preferred, but not required. Job Description: Drives bus, motor coach, or paratransit vehicles, including regular route operations, paratransit, charters, and/or private carriage. Communicates with and assists passengers. May collect fares, tickets, or passes. In paratransit operation, may assist riders in a wheelchair up or down two steps where a ramp is not available. Education: High school diploma or equivalent. Training to successfully test for a Commercial Drivers License. Maintenance Utility Worker Hourly Wage Data from Survey:

• Safe driving record and clean criminal history. • Valid Commercial Drivers License with passenger endorsement. • Ability to read, write, and speak English clearly. • Ability to navigate the service area through the use of maps and/or on-board directional equipment. • Ability to communicate effectively with passengers, passenger representatives, and system staff. • Ability to remain calm in emergency situations and ensure the safety of all passengers and employees. • Knowledge of service area. Typical Duties • Successfully perform scheduled manifest by picking up all clients on time and delivering them to their destinations safely and within a reasonable time frame. • Ensure the safety of all passengers by use of appropriate on-board restraints. • Communicate effectively with dispatch or central office personnel via two-way radio. • Document thoroughly the course of the day, including odometer readings, times, and pas- senger information. Bus Driver - Commercial Driver’s License Hourly Wage Data from Survey: Guide to Compensation Decisions 55 Variable VariableLow High Average N Low High Average N BLS Region Rural/Urban New England $7.97 $20.00 $12.40 19 No Urban Area Served $6.06 $15.93 $10.17 87 Middle Atlantic $10.00 $17.23 $13.51 12 Service Area Includes Urban $5.85 $20.00 $12.05 104 East North Central $7.85 $18.07 $11.31 32 West North Central $5.85 $15.46 $9.76 39 Funding Source South Atlantic $7.00 $16.59 $11.66 28 S.5311 Non-Urban Only $5.85 $17.23 $10.27 123 East South Central $7.23 $12.81 $9.58 4 S.5307 Small Urban Only $7.75 $20.00 $13.35 32 West South Central $6.06 $13.51 $9.59 26 Both Non-Urban & Small Urban $7.59 $16.59 $12.88 22 Mountain $7.00 $16.00 $11.93 20 Pacific $9.63 $16.18 $12.19 11 Type of Organization Transit Authority $7.59 $20.00 $12.39 38 Number of Employees County Department $8.00 $17.23 $11.77 23 1-9 Employees $5.85 $13.50 $9.33 27 City Department $7.75 $18.07 $12.56 44 10-24 Employees $6.06 $16.00 $10.33 64 Private Non Profit - Transp Only $6.55 $15.18 $10.54 33 25-49 Employees $7.75 $16.87 $11.67 53 Private Non Profit - Multipurpose $6.06 $13.19 $9.14 35 50-99 Employees $6.50 $20.00 $12.79 36 Private For Profit $7.00 $7.00 $7.00 1 100+ Employees $10.00 $16.18 $13.33 11 Other (universities, etc) $5.85 $13.18 $9.61 11 Union No Union $5.85 $16.18 $10.29 141 OVERALL $5.85 $20.00 $11.19 191 Union $8.68 $20.00 $13.73 50 BUS DRIVER – NO CDL REQUIRED Job Description: Drives bus, motor coach or paratransit vehicles, including regular route operations, paratransit, charters, and/or private carriage. Communicates with and assists passengers. May collect fares, tickets, or passes. In paratransit operation, may assist riders in a wheelchair up or down two steps where a ramp is not available. Education: High school diploma or equivalent.

Common Qualifications/Skill Requirements • Previous professional driving experience preferred, but not required. • Previous customer service experience, experience working with persons with disabilities, and/or senior citizen groups preferred, but not required. • Safe driving record and clean criminal history. • Ability to read, write, and speak English clearly. • Ability to navigate the service area through the use of maps and/or on-board directional equipment. • Ability to communicate effectively with passengers, passenger representatives, and system staff. • Ability to remain calm in emergency situations and ensure the safety of all passengers and employees. • Knowledge of service area. Typical Duties • Successfully perform scheduled manifest by picking up all clients on time and delivering them to their destinations safely and within a reasonable time frame. • Ensure the safety of all passengers by use of appropriate on-board restraints. • Communicate effectively with dispatch or central office personnel via two-way radio. • Document thoroughly the course of the day, including odometer readings, times, and pas- senger information. 56 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas Variable VariableLow High N Low High AverageAverage N BLS Region Rural/Urban New England $8.71 $12.08 $9.72 10 No Urban Area Served $5.85 $14.50 $8.58 66 Middle Atlantic $9.00 $12.69 $10.85 2 $5.85 $16.18 $9.46 51 East North Central $7.00 $10.65 $8.62 25 West North Central $5.85 $14.50 $8.56 23 Funding Source South Atlantic $6.50 $16.18 $9.18 23 S.5311 Non-Urban Only $5.85 $14.54 $8.65 90 East South Central $7.74 $10.23 $8.98 2 $10.00 $13.91 $12.61 4 West South Central $5.85 $13.91 $8.29 17 Both Non-Urban & Small Urban $7.59 $16.18 $10.81 9 Mountain $7.00 $12.77 $9.29 13 Pacific $12.00 $14.54 $13.27 2 Type of Organization Transit Authority $7.48 $12.69 $9.97 12 Number of Employees County Department $5.85 $16.18 $9.19 20 1-9 Employees $5.85 $14.50 $8.44 37 City Department $6.50 $14.54 $9.78 11 10-24 Employees $6.06 $13.39 $8.55 44 Private Non Profit - Transp Only $7.50 $14.50 $9.64 18 25-49 Employees $7.41 $14.54 $9.47 16 Private Non Profit - Multipurpose $5.85 $12.08 $8.44 48 50-99 Employees $6.50 $16.18 $10.45 14 Private For Profit $6.50 $8.50 $7.50 2 100+ Employees $7.74 $12.69 $10.33 6 Service Area Includes Urban S.5307 Small Urban Only Other (universities, etc) $7.66 $10.23 $8.94 2 Union No Union $5.85 $16.18 $8.71 108 OVERALL $5. 85 $16.18 $8.96 117 Union $9.00 $14.54 $11.92 9 PASSENGER AIDE/ATTENDANT Job Description: Assists operators and passengers with safe transportation and moni- tors passenger activity on the vehicle while en route. Education: High school diploma or equivalent. Bus Driver – No CDL Required Hourly Wage Data from Survey

Common Qualifications/Skill Requirements • Experience in passenger assistance or working with persons with disabilities, monitoring pas- sengers or groups of people in an enclosed environment. • Excellent customer service skills. • Map reading and directional skills. • Experience working with persons with physical, emotional, and cognitive disabilities. • Ability to diffuse difficult situations. • Ability to manage multiple tasks simultaneously including monitoring passengers on vehicle. • Understanding of general transportation program information and ability to explain to pas- sengers, client agencies and general public. • Ability to remain calm and in control in an emergency situation. • Ability to operate a motor vehicle in an emergency. Sample Specific Duties • Assist passengers on and off of vehicles and ensure engagement of appropriate passenger securements. • Maintain order on vehicle during transport and monitor clients properly. • Act as liaison between client agency personnel and operations staff, ensuring accurate atten- dance and delivery of clients. • Aide vehicle operator in an accident or passenger emergency in securing the vehicle and safely removing all passengers where necessary. • Diffuse difficult situations positively and with respect for the needs of the passengers. Note: No wage data were collected on the survey for this category. CUSTOMER SERVICE AGENT Guide to Compensation Decisions 57 Job Description: As a liaison between operations staff and passengers, responds promptly to all passenger concerns, comments, and complaints, so as to provide local management with the information necessary to make system improvements. Education: High school diploma or equivalent. Two-year degree in Business or Marketing preferred. Common Qualifications/Skill Requirements • Customer service. • General knowledge of marketing concepts. • Data entry. • Knowledge of service area. • General knowledge of Windows-based computer operating systems, including presentation software. • Filing and file maintenance. Typical Duties • Communicate regularly with client staff to ensure customer service efforts meet the demands of the contract and the client. • Establish relationships with key consumer agencies to facilitate direct communication and feedback as well as a proactive customer focus. • Respond to individual customer/passenger concerns in a manner that includes investigation and follow-up as concerns apply to specific employees. • Provide findings and resolution information to operations management for follow-up and possible reward and/or disciplinary action.

• Maintain database or log of customer complaints/compliments that can readily identify trends that may require additional training or management consideration. • Supply system information, including eligibility, service area, fares, and system use to all inter- ested parties. • Attend various public events as a representative of the program to provide information and feedback on general concerns/items of discussion. • Process consumer applications to determine eligibility according to client guidelines and maintain database of eligible passengers. • Provide resource information as necessary for interested parties on the transportation system as a whole, and referrals to appropriate agencies for transportation assistance. • Manage lost and found articles and attempt to locate appropriate owners of items left on board vehicles. Note: No wage data were collected on the survey for this category. Other Influences—Wages and Compensation Compensation and Retention The turnover rate at transit systems responding to the survey is not correlated with salaries or benefits, nor does the turnover rate appear to be related to unemployment. This may mean that transit systems are consistent with market rates (high or low). This can be seen in Table 3-2 which shows transit systems that believe their wage rates are “above market rates” have lower turnover (7.7%) than systems that think their wage rates are about or below market rates (11.5% and 11.6%, respectively). 58 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas 1-9 Employees 10-24 Employees 25-49 Employees 50-99 Employees 100+ Employees 7.1% 10.2% 12.6% 15.5% 12.1% Urban Area Served No Urban Area Served 13.0% 9.1% Above Market Rates About Market Rates Below Market Rates 7.7% 11.5% 11.6% Above Market Level About Market Level Below Market Level 11.2% 10.0% 13.7% Benefit Levels Total Employees Urban/Rural Wage Rates Table 3-2. Average turnover versus various factors.

The only variables related to turnover are the size of the system and whether the system serves an urban area. Generally, systems with more staff and serving urban areas have higher turnover. Compensation and Unemployment Rates In urban areas, the higher the unemployment rate is, the lower the wages are. Intuitively this makes sense, because, if there is more unemployment in an area, workers may be willing to work for less. This doesn’t hold true in rural areas—possibly because wages in the rural area are lower and more of the employees at these transit systems make close to the minimum wage. Overtime Wages and Budget Almost all rural and small urban transit systems pay staff for overtime hours at time and a half. Some systems surveyed had overtime hours as high as 80%. Balancing overtime versus hiring additional employees is fairly straightforward. If you are restricted in your use of part-time staff, some overtime can help you avoid hiring additional full-time staff and incurring their wages and the cost of benefits for a new employee. Based on the survey, overtime wages are related to the percentage of part-time staff at a tran- sit system; a higher percentage of part-time staff results in less overtime at the agency. This makes sense because managers can pull in part-time staff to cover peak service needs. In rural areas, the higher the turnover, the higher the percentage of overtime wages, which indicates that staff leav- ing may create a need for remaining staff to work overtime. This trend is not true in areas that include an urbanized area. Reasons for hiring additional staff rather than having current staff work overtime are • You have maximized your use of part-time staff or have difficulty hiring and training part- timers. For approximately 1,400 annual overtime hours, you can purchase one full-time person in terms of wages (this level of overtime is equivalent to 2,080 hours of straight-time), though the cost of benefits would also need to be factored into the decision and your overtime hours have to be at a time that could be worked by one person for this to be feasible. Assuming that you are hiring an employee with benefits that would add 25% onto their salary, the breakeven point may be if you have 1,750 annual overtime hours that you can convert into one shift. • High overtime at your system is affecting staff morale and job satisfaction/retention. Some employees may welcome the opportunity to work additional hours, while others may see over- time (especially unscheduled overtime) as a negative. If overtime is high enough to affect staff retention, adding additional staff to minimize overtime may save you the cost of hiring and training new employees. A final consideration with overtime is the effect of longer working hours on safety. Transit systems in the survey that have higher amounts of overtime also have higher operat- ing costs—even though these systems are not necessarily the largest in terms of number of vehi- cles, passenger trips, or total employees. This suggests that the budgets of systems with greater overtime (as a percentage of their overall wages) are negatively affected by the need to pay over- time at the higher rate. Peer Comparisons Using the Computer Tool The tool that accompanies this Guidebook was developed based on the survey data to help you compare your system with peer systems. When you enter the basic characteristics of your transit system, service area, and operating environment, the computer tool queries the database Guide to Compensation Decisions 59

to compute and report salary and benefit characteristics of comparable systems. The tool has been created as an Excel spreadsheet for ease of use. The interactive tool is relatively simple to use and can be downloaded to your computer, allowing you to work off your hard drive. You can use the tool to explore “what if” scenarios by varying your inputs. For example, if you employ 45 employees and may expand services, requir- ing an additional 10 drivers, you may want to run the interactive tool two ways—one time select- ing 25-49 employees and one time selecting 50+ employees. Steps to use the tool are outlined below. The tool is built on a Microsoft Excel format, so some basic knowledge of Excel is required. 1. Download the Interactive Tool onto your Computer • Go to the TRB Website/web document page at http://trb.org/news/blurb_detail.asp? id=9282 and link to the tool by clicking the statement The spreadsheet tool that accom- panies TCRP Report127 is available online. • To save the tool on your computer select File and Save as. • After saving the tool on your computer, open the Excel workbook to begin. If prompted to do so when opening the file, click on Enable Macros. • The opening page will be the “Input” page. 2. Provide Inputs on Your Transit System, Service Area, Operations and Employees • Provide information on your transit system, service area and employees by selecting one answer from the drop-down menu. • If you do not answer an essential question, the wage and benefit reports will indicate there is insufficient data. 3. Review Wage Report • When inputs are complete, click on the box at the bottom of the page for Wage Report. • This report provides “low,” “high,” and “average” wages for 21 job classifications at tran- sit systems similar to yours. Placing your curser on a job title displays a brief description of the functions performed by employees in that job classification. • Wages for the nine administrative positions are expressed as annual salaries, based on full- time employment. Wages for the twelve operations positions are expressed as hourly wages. • Click the “back” button at the end of the page to return to the Input page. 4. Review Benefits Report • Similarly, you can click on the box at the bottom of the page for the Benefits Report. • This report provides you with a benefit profile for transit systems similar to yours including – The percentage that offer a particular benefit and where the system contributes to the cost for the employee; – The percentage that offer the benefit without contributing to the cost; and – The percentage that do not offer the benefit at all. • The report also indicates the percentage of similar transit systems that offer benefits to all employees, only full-time employees, or part-time employees with a minimum number of hours worked. • Finally, the benefit report indicates how similar transit systems see their benefits package relative to the labor markets for their areas—“above,” “about,” or “below” other employ- ers in their area. • Click the “back” button at the end of the page to return to the Input page. 60 Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas

Next: Section 4 - Recruiting, Hiring, and Retaining Staff »
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TRB's Transit Cooperative Research Program (TCRP) Report 127, Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas explores salary and benefit characteristics of transit systems in rural and small urban areas. An interactive computer tool, produced as part of this project, is available online and is designed to allow transit managers to quickly and easily obtain compensation and benefit data from comparable transit systems.

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