Cover Image

Not for Sale



View/Hide Left Panel
Click for next page ( 119


The National Academies | 500 Fifth St. N.W. | Washington, D.C. 20001
Copyright © National Academy of Sciences. All rights reserved.
Terms of Use and Privacy Statement



Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.

OCR for page 118
118 recruiting employees because the pay is higher than other scheduling service for both advance and same-day service companies. MV Transportation increased hourly pay for the requests. Out of the 300 or so MV Transportation employees, Palm Tran contract, and the general manager reported that about 215 of them are vehicle operators. this has helped to retain operators. The general manager also reported that she aims to main- Procurement/Contractual Provisions tain a stable operator workforce and works towards adhering to contract requirements. She uses the liquidated damages In the survey, Phoenix reported that it had moderate success clauses set forth in contracts as incentives to provide good when specifying that a stable, experienced vehicle operator service. workforce was expected, and also moderate success when including a "livable wage" requirement in its procurement and contract documents. While there is no living wage ordinance Reported Results in Phoenix, the City understands that a livable wage scale is sig- Palm Tran CONNECTION's Fiscal Analyst reported that, nificant for job retention and stability. generally, contractors perform well and meet their contractual The City's RFP requests a detailed plan with specific strate- requirements. There are rarely, if ever, any uncovered runs. gies for maintaining a stable workforce. The City encourages Turnover has become less of a problem not only because of the proposers to be creative in their approach to operator reten- RFP provisions, but as unemployment rates have increased, tion, stating that preference will be given to proposers who can operators tend to hold onto to their jobs for longer periods successfully demonstrate to City their ability to retain quality of time. operators. In addition to requiring the proposer to outline hir- ing, training, and retraining programs for operators, Section VII of the RFP asks proposers to respond to the following: City of Phoenix Public Transit Department, Phoenix, AZ Discuss the PROPOSER'S philosophy on providing a "livable The City of Phoenix Public Transit Department is responsi- wage" given the current state of the economy and how the pro- posed employee wage and benefit package and other innovative ble for the overall supervision of the City of Phoenix Transit programs ensure that they meet that standard. System. The City manages local buses, Phoenix Dial-a-Ride Describe in detail the methods to be taken in order to attract paratransit, Reserve-a-Ride senior service, RAPID and Express and retain the appropriate staffing levels. Include any incentive commuter services, and several neighborhood circulators. and/or merit programs to award outstanding employees. The City's paratransit service is called Dial-a-Ride. The Describe in detail the type and level of employment benefits provided or available to employees addressing vacation, sick and service operates seven days a week in almost all areas within other leaves, health and welfare benefits, wage and salary classi- Phoenix city limits. Dial-A-Ride serves individuals who are fications and progressions, and employer contributions for all ADA paratransit eligible as well as seniors. ADA paratransit programs for all job categories. customers are encouraged to call at least one day in advance for service; where possible, same day demand service is also When evaluating RFP responses, a points system is utilized. available after reservation requests have been scheduled. The Director of Transportation Contract Services explained, The City also manages Reserve-a-Ride, a specialized, door- "Our approach is that we want to make sure the company we to-door transportation service for senior citizens over 60 years hire is going to fulfill our needs as far as service--we take an old and certified persons with disabilities. Reserve-a-Ride pro- approach of service over price." The evaluation criteria out- vides transportation to senior centers, medical appointments, lined in the RFP are the following: social service agencies, and shopping. The primary responsi- bility of the service is to provide transportation to and from Qualifications 50 points Professional References 50 points senior centers, and other trip requests are accommodated wher- Management 150 points ever possible. These two services, Dial-a-Ride and Reserve-a- Maintenance and Operations Experience 100 points Ride, are operated by the same contractor with the same fleet Understanding of Scope 400 points of vehicles. Price 250 points The RFP also provides a system of incentives and sanctions Use of Contractors for ADA Paratransit to reward exemplary performance and ensure adherence to MV Transportation has been the City's paratransit contrac- performance standards, but the survey indicated that these tor since 2001. MV Transportation manages all day-to-day incentives and/or penalties did not have even a moderate operations, including maintenance on over 100 vehicles and impact on contractor performance.