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TCRP Report 142: Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations (2010)
Transit Cooperative Research Program (TCRP)

Citation Manager

Weiner, Richard, Koffman, David, Thatcher, Russell H, Procopio, Thomas, Ferris, Caroline, Davis, Mary, Morris, Clementine, Rodman, Will, Jacobson, Lisa, Golden, Marilyn, Transportation Research Board. "Summary of Findings." TCRP Report 142: Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press, 2010.

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Page
63
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Page
63
Front Matter (R1-R12)
Summary (1-4)
Study Issues, Goals, and Methodology (5-5)
Organization of the Report (6-7)
An Overview of Paratransit Vehicle Operator Issues (8-8)
FTA ADA Paratransit Compliance Reviews (9-9)
Demographic Factors Affecting Availability of Qualified Workers (10-10)
Impact of Management Characteristics and Practices (11-11)
Shortage of Vehicle Operators in Other Sectors: Fixed-Route Transit, School Bus, and Trucking (12-12)
Successful Approaches to Recruiting and Retaining Transit Vehicle Operators (13-13)
Workforce Planning: A Tool for Facilitating Vehicle Operator Availability (14-14)
Successful Approaches Cited in Other Transportation Sectors (15-17)
Attractiveness of the Operator Position (18-18)
How Providers Attract Applicants (19-19)
Factors Adversely Affecting Operator Satisfaction and Performance (20-20)
Implications of Findings (21-22)
Responses (23-23)
Workforce Status (24-24)
Pre-Qualification Requirements (25-25)
Training Completion Rates (26-26)
Annual Post-Training Turnover Rates (27-27)
Use of Split Shifts (28-29)
Pay Rates (30-30)
Impact of Wages on Turnover (31-31)
Union Representation and Impacts on Wages (32-32)
Types of Fringe Benefits Provided (33-33)
Level of Fringe Benefits Provided (34-34)
Relationship Between Paratransit and Fixed-Route Workforces (35-36)
Factors That Impact Vehicle Operator Recruitment (37-38)
Efforts Made to Improve Recruitment (39-40)
Factors That Impact Vehicle Operator Retention (41-41)
Efforts Made To Improve Retention (42-44)
Innovative Procurement Strategies (45-48)
Developing an Employee Profile and Pre-Qualifications (49-49)
Competitive Wages (50-50)
Recruitment Efforts (51-51)
Providing Effective Training and Tools (52-52)
Training (53-53)
Workable Schedules (54-54)
Management Support (55-55)
Underlying Causal Factors That Impact Vehicle Operator Recruitment and Retention (56-56)
Compensation, Turnover, Productivity, and Total Cost (57-57)
Compensation and Recruitment and Training Costs (58-58)
Purpose of the Analysis and Data Sources (59-59)
Regression Analysis (60-60)
Starting Wage, Provider Type, and Turnover (61-61)
Health Care Coverage, Provider Type, and Turnover (62-62)
Summary of Findings (63-64)
Methodology (65-65)
Productivity Results - DART, Dallas, TX (66-67)
Productivity Results - LYNX, Orlando, FL (68-68)
Methodology (69-69)
On-Time Performance Results - LYNX, Orlando, FL (70-70)
Complaint Rate Results - DART, Dallas, TX (71-71)
Summary of Findings (72-73)
Methodology (74-74)
Charlotte Area Transit System Special Transportation Service (75-76)
MV Transportation, Denver, CO (77-77)
Veolia Transportation, Baltimore, MD (78-78)
Observations (79-79)
The Other Costs of Turnover (80-80)
Characteristics of Successful ADA Paratransit Operators (81-82)
Effective Recruiting Approaches (83-86)
Comprehensive Pre-Employment Screening (87-87)
Realistic Job Previews (88-89)
Compensation (90-91)
Training in Advanced Technologies (92-92)
Providing a Supportive Work Environment (93-95)
Best Practice: Early and Ongoing Input and Involvement (96-96)
Best Practice: Mentoring (97-98)
Chapter 9 - Benefits and Issues Related to Workforce Integration and Wage Parity (99-99)
Costs and Benefits of Workforce Integration and Wage Parity (100-102)
Varieties of Integration (103-103)
Instituting Full Workforce Integration and Wage Parity: Chelan-Douglas Public Transit Benefit Area (Link Transit), Wenatchee, WA (104-104)
Integration of an Alternative to Paratransit: The City of Annapolis Department of Transportation (Annapolis Transit), Annapolis, MD (105-105)
The Dynamics of Recently Instituting Wage Parity: Utah Transit Authority (UTA), Salt Lake City, UT (106-107)
Approach and Methodology (108-108)
Lessons Learned (109-110)
Denver Regional Transportation District (RTD), Denver, CO (111-111)
Community Transit, Everett, WA (112-112)
Access Services, Inc. (ASI), Los Angeles, CA (113-114)
Madison Metro Transit, Madison, WI (115-115)
Orange County Transportation Authority (OCTA), Orange County, CA (116-116)
Palm Tran CONNECTION, Lake Worth, FL (117-117)
City of Phoenix Public Transit Department, Phoenix, AZ (118-118)
San Diego Metropolitan Transit System, San Diego, CA (119-119)
San Mateo County Transit District (SamTrans), San Mateo, CA (120-121)
King County Metro Transit (Metro), Seattle/King County, WA (122-123)
Chapter 11 - Future Research Needs (124-125)
References (126-127)
Bibliography (128-128)
Appendixes (129-129)
Abbreviations used without definitions in TRB publications (130-130)

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OCR for page 63
63 90% 80% 70% Annual Turnover 60% 50% Contract 40% Public Trendline - Contract 30% Trendline - Public 20% 10% 0% $7 $9 $11 $13 $15 $17 $19 $21 Starting Adjusted Hourly Wage Figure 5-3. Adjusted starting wage, public/private providers, and turnover. could be related to employment by a public operator. Fig- some cases could not be confirmed and others could have ure 5-5 shows the relationship between paid health benefits gone undetected. (In the analysis, the employer contribution and turnover after controlling for public versus contract has been used and calculated as 100% minus the employee operation. While there is still some apparent relationship, contribution.) it is much reduced and not statistically significant at all. The influence of health coverage could be partly obscured Summary of Findings by difficulties in the data collection process. The questionnaire asked for employee contribution to health care coverage, but The analysis of national survey data does show a strong examination of responses indicated that some systems mis- connection between wages and turnover. The models suggest understood the question and reported employer contribution an average reduction in turnover of between 3.5% and 5.1% instead. Wherever possible, these errors were corrected, but for every $1.00 increase in starting wage. 90% 80% 70% Annual Turnover 60% 50% 40% All Systems 30% Trendline - Contract 20% 10% 0% 0% 20% 40% 60% 80% 100% Employer Contribution to Health Care Figure 5-4. Health coverage and turnover.

OCR for page 64
64 90% 80% 70% Annual Turnover 60% 50% Contract 40% Public 30% Trendline - Contract Trendline - Public 20% 10% 0% 0% 20% 40% 60% 80% 100% Employer Contribution to Health Care Figure 5-5. Health coverage, public/contract providers, and turnover. While there is a strong connection, differences in starting The analysis found that turnover is also impacted some- wages appear to only explain 20% to 21% of the variation in what by the percent of employer contribution to health care turnover rates. Clearly, while pay rates are important, there coverage. This relationship was not as significant as expected, are many other factors that affect turnover. however. Of the other factors tested in this analysis, the percentage While this analysis begins to explore the relationship between of part-time operators and the type of entity appear to be compensation and turnover, more analysis is needed. Research significant. The analysis suggests that, on average, turnover is needed to identify and quantify the other factors that account is lowered by about 3.5% for every 10% reduction in the for differences in turnover. The underlying reasons why pub- percentage of part-time operators employed. Employment lic entities experience lower turnover also needs further study. by a public entity also appears to affect turnover. Control- Given that the qualitative information suggests that health care ling for wages, public entities appear to have turnover that coverage is more significant than this initial analysis indicates, is 10% lower than private companies providing ADA para- more research is needed to document the impacts of health transit service. care coverage on turnover.