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

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Weiner, Richard, Koffman, David, Thatcher, Russell H, Procopio, Thomas, Ferris, Caroline, Davis, Mary, Morris, Clementine, Rodman, Will, Jacobson, Lisa, Golden, Marilyn, Transportation Research Board. "The Other Costs of Turnover." 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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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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80 Overall, the total cost per operator hired is a fairly narrow created by high turnover and workforce shortages can also range. The total cost per operator hired by MV in Denver have an impact on other operations personnel who must ($3,181) and by CATS in Charlotte ($3,428) are nearly iden- address and resolve these problems. This can lead to turnover tical, while the total cost per operator hired by Veolia in in other job categories such as dispatchers and reservation Baltimore ($4,216) is not that much higher, again with the agents. major difference being the substantially higher application High turnover can also be taxing on system managers. A review/interviewing costs. Paratransit managers can utilize significant amount of time can be diverted to recruitment and this narrow range for more accurate budgeting as well as to hiring, which may detract from time needed to properly man- make appropriate workforce decisions and balance the trade- age the systems and supervise all employees. A very insightful off between investing in the workforce versus spending on comment made during the focus group discussions by an recruitment and training. operator from a "challenged" system was that the manage- ment was "so used to managing turnover, they have forgotten how to manage people." The operating problems caused by The Other Costs of Turnover turnover and workforce instability can also take a toll on man- While this portion of the research focused narrowly on the agers. High turnover of managers is often evident in ADA direct financial costs of turnover, it is important to recognize paratransit systems that are "challenged." that a high turnover rate has many other significant impacts-- In general, if not managed properly, vehicle operator turnover some of which also have a monetary cost. High turnover can impacts the entire operation and organization. It can create a result in workforce shortages, which in turn can lead to closed poor and difficult workplace environment for all employees and runs and lowered service quality. The operational problems poor service quality for riders.