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Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations (2010)

Chapter: Chapter 8 - Examples of Reported Practices and Tools

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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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Suggested Citation:"Chapter 8 - Examples of Reported Practices and Tools." National Academies of Sciences, Engineering, and Medicine. 2010. Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations. Washington, DC: The National Academies Press. doi: 10.17226/14415.
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81 Chapter 4 introduced the “Performance Pyramid” as a way of illustrating the key factors shown through this multi-faceted research to have an impact on the performance of paratransit vehicle operators. The base “building blocks” of the “Perfor- mance Pyramid” are the following: • Finding the right employees for the job, • Providing effective training and tools for new operators, and • Fostering a supportive work environment. This chapter presents insights from survey respondents and focus group participants as well as tools and best prac- tices employed by paratransit providers to build the founda- tion of the Performance Pyramid. The examples and best practices described in this chapter were identified through the national survey as well as through subsequent contact with selected ADA paratransit service providers. Attracting and Selecting “The Right” Employees To attract the applicants who are best suited to the ADA paratransit vehicle operator position, the first tasks for man- agers is to (1) identify the type of applicant they hope to attract by thinking about the traits and behaviors of a success- ful candidate and (2) create a job description that will help candidates understand the competencies and skills required to accomplish essential tasks and meet the needs of the organi- zation. Effective techniques for recruiting and screening can- didates and competitive wage and benefit packages can also help to attract a pool of potential paratransit vehicle opera- tors with the greatest chance of success on the job. Guidance on all of these topics has been extracted from the project’s lit- erature review, paratransit provider survey, focus groups, and interviews with selected providers and is presented through- out this chapter. Characteristics of Successful ADA Paratransit Operators Information from the new employee training manual of a national private provider of paratransit services; data from focus groups conducted with paratransit operators, super- visors and managers; and the recruitment and training ma- terials used by two other national companies were analyzed to identify common characteristics of a successful paratran- sit vehicle operator. A minimum of nine characteristics were identified from these combined data sources. The following four characteris- tics were cited by all five sources: • Meets safety, legal, and contractual requirements; • Is responsible; • Is safe; and • Has a customer service attitude that extends to persons with disabilities and seniors. Other characteristics that were identified by three or more sources include personal attributes like: • Resourceful, • Shows empathy, • Communicates well, • Reliable, • Flexible, and • Cooperative. The full results of the analysis are provided in Table 8-1. As indicated, it is important to attract and recruit not just “driv- ers” but individuals who can become successful ADA com- plementary paratransit vehicle operators. It was interesting to note that only one source cited motivated or follows direc- tions as characteristic of a successful operator. C H A P T E R 8 Examples of Reported Practices and Tools

The national survey revealed that most ADA paratransit service providers require pre-qualifications for vehicle oper- ators. All 69 public agencies and private contractors that pro- vided information require a good driving record, criminal background checks, and pre-employment drug and alcohol tests. All but one have a minimum age requirement, while sixty (87 percent) require proficiency in English. CDL licenses are required of all vehicle operators at 29 (42 percent) of the 69 systems. Another 16 systems (23 percent) reported an assortment of other pre-qualification requirements. Comments from focus group participants revealed that vehicle operators may come from diverse backgrounds, but one common factor in their decision to apply for and remain on the job is a sense of accomplishment working with the public and assisting riders with disabilities. The general man- ager for one Denver RTD paratransit contractor stated: “If the person has been a caregiver, the company can teach him or her to drive versus someone who loves to drive but does not have empathy for the paratransit passenger.” This per- spective was echoed by other paratransit contractors. A long- 82 Driving Skills are Easier to Acquire Than the Right Attitude These results are consistent with Burkett’s rec- ommendation in 60 Ways to Improve Driver Recruitment and Retention (22)—“hire attitude and train skills.” This perspective was echoed during an interview with an access to the arts advocate for people with disabilities in Louisville, Kentucky. This individual, a long-time user of paratransit services, stated: “It’s all about atti- tude. Not just attitudes towards people with disabilities, but attitudes about their jobs. They have to believe that their job is important and humanize their customers. Companies should hire people with the right attitude and teach them how to drive the vehicles and operate the accessible equipment.” Characteristic Operator Focu s Group Sup/Mgr Focu s Groups National Company A National Company B National Company C Total Response s Meets safety, legal, and contractual requirements 5 Responsibl e 5 Resourceful 3 Shows empathy 4 Works well with others 3 Attentive 2 Conscientious 4 Motivated 1 Safe 5 Communicates well 3 Reliable 4 Navigates well 2 Follow s directions 1 Flexible 4 Cooperative 4 Customer service attitude, including with people with disabilities and seniors 5 Desire to help others 2 Total # of Characteristics 10 10 9 16 12 Table 8-1. Characteristics of the successful ADA paratransit operator.

term nonprofit provider related that the right people for a paratransit operator position bring customer service skills with them and that the ideal applicant has previous experi- ence interacting with diverse customers, including people with disabilities. Often the applicant has prior work experi- ence in jobs that promote the importance of customers to the company’s growth and well being. Several survey respondents cautioned that individuals who have experience as taxi operators or over-the-road truck operators may have good driving and map reading skills but may lack the customer relations skills that are necessary for paratransit service, a fact to keep in mind during the pre- employment screening process. Developing a Job Description Knowledge, Skills, and Abilities: • Ability to read, write, and speak English clearly; • Ability to navigate the service area through the use of maps and/or onboard directional equipment; • Ability to communicate effectively with passengers, pas- senger representatives, and system staff; • Ability to remain calm in emergency situations and ensure the safety of all passengers and employees; and • Knowledge of service area. The job descriptions provided by survey respondents and selected agencies included the minimum responsibilities described above and other duties necessary to fulfill the para- transit vehicle operator position. Job descriptions requested from and provided by three national paratransit contract oper- ators also included the functional aspects of the job and the desired behaviors of persons in the paratransit vehicle opera- tor position. Each job description included a general summary of the paratransit vehicle operator position, explaining both typical working conditions and the physical demands of the job. Effective Recruiting Approaches Paratransit providers reported that they use a variety of methods to get maximum return on investment of their recruit- ment resources and get the “right” mix of potential applicants. Approaches that were identified in the research and considered effective by the systems contacted include those described in the following paragraphs. Best Practice: Targeted Advertising One general manager gives the following scenario that gives a rationale for a more strategic approach to recruitment advertising: Upon arriving at his new assignment, he found that the divi- sion had been using the same advertisement in the same publica- tion for 3 to 4 years. He decided to change publications and make changes to the ad. He made it more colorful; changed the text and size of the ads, rotating between full page, half page, quarter page ads; and put the face of a smiling operator in the ad. In the gen- eral manager’s words, this approach “prevents complacency” with the publication readers. The following are examples of targeted advertising approaches designed to bring in applicants with the great- est likelihood of success of becoming a paratransit vehicle operator. Specific Language to Targeted Applicant Pools Seattle Personal Transit (SPT) in Seattle, WA, is operated by the nonprofit agency, Solid Ground. Figure 8-1 provides an 83 Key Job Description Components • Essential functions, • Working conditions and physical demands, and • Qualifications for a successful operator. Job descriptions that identify the essential functions of the job, as well as the working conditions and physical demands of the job, help to create a realistic picture for the applicant. The job description should also define the job so as to attract the most appropriate applicants for the paratransit vehicle operator position. Paratransit operator job descriptions and job announce- ments provided by survey respondents, particularly the sec- tions that communicate to potential applicants the attributes or characteristics of a successful operator’s day, were reviewed. The content in these documents was compared to findings from the review of literature that focused on transit and related industries. TCRP Report 127: Employee Compensation Guidelines for Transit Providers in Rural and Small Urban Areas suggests the following as the minimum job requirements for a paratransit vehicle operator (43): Education: • High School diploma or equivalent. Experience: • Previous professional driving experience preferred but not required; • Previous customer service experience and experience working with persons with disabilities and/or senior cit- izen groups preferred, but not required; and • Safe driving record and clean criminal history.

example of an advertisement it runs to recruit applicants. The advertisement emphasizes that the agency is seeking applicants who enjoy working with people and particularly older adults and persons with disabilities. Key requirements of the job, including a good driving record, a clean background history, and a familiarity with the service area are listed. Use of Weekly Community Newspapers One of the ways that paratransit providers target specific audiences is to use newspapers that tend to attract certain audiences. In Denver, CO, one provider finds a free weekly newspaper, Westword, to be its best source for getting a large number of readers who are looking for jobs in the para- transit vehicle operator pay range to see the ad. Westword’s description on its website touts its reputation as an alternative newspaper: Since its purchase by New Times in 1983, Westword has grown into one of the largest alternative weeklies in the country—even though Denver is a major battlefield in a daily newspaper war. Every week, the new edition is eagerly snatched up in college class- rooms, coffeehouses, corporate offices and at the State Capitol by faithful readers who appreciate hard-hitting, award-winning journalism. Placing advertisements in Westword is very cost-effective and appears to appeal to those looking for work, especially individuals who are not likely to purchase a daily newspaper. This contractor’s ads specifically state its preference for retiree applicants. Management states it probably gets twice as many applicants as its competitors. A second contractor in the Denver area advertises in a weekly newspaper published by the Archdiocese of Denver to target job-hunters looking for work in the paratransit vehicle operator pay range. The newspaper, Denver Catholic Register, is free to the public, has cost-effective advertising rates and is distributed widely throughout Denver, often by homeless individuals. One of this contractor’s advertisements, provided as Figure 8-2, targets community/people-oriented individu- als while emphasizing its friendly, family-oriented working environment, and communicating the requirement of pre- employment and random drug screens. Marketing to Specific Geographic Areas MV Transportation in Orlando, FL, is able to get statistics from Employment Guide, a publication it uses to advertise positions, which show the parts of the city from which it gets the most operator applicant inquiries. This newspaper prints a toll-free number in the company’s ad rather than its direct number; however, the number is linked directly to the com- pany. With that information, company staff is able to obtain geographical information that gives the location from which each call originated. Management finds this to be a good tool for targeting ads to areas where the company wants to get an increased number of applicants. Subsequently, targeted and specialized advertising is distributed to those areas, rather than the previous broad-brush advertising. Marketing to Targeted Demographics One nonprofit paratransit service company made a shift in philosophy about how to recruit the best vehicle operator candidates approximately 1 year ago. The firm decided to not recruit employees who had worked for another paratransit company, as these operators often bring the prior employer’s methods of operation with them, which can lead to conflict. Rather than using the state employment office, community employment agencies, and other local recruitment sources, the company sends job announcements to local churches, which it finds are filled with downsized or retired workers who are looking for a new career. The contractor also found that many of these workers come from corporations and non-transportation positions where good customer service is “part of the job.” It has been the company’s experience that 84 Are You A People Person? Solid Ground is seeking Paratransit Drivers to provide door to door transportation for elderly and disabled persons. Req: ability to pass background check, have a clean driving record for the past 5 years and be familiar with the Seattle area. PT and FT positions paying $13.25/hr plus benefits. CALL (206) 694-6840 for application, apply at 1501 N 45th, Seattle or www.solid-ground.org. AA/EOE. Figure 8-1. Sample advertisement for ADA paratransit vehicle operators used by Seattle Personal Transit. Figure 8-2. Sample job advertisement used by special transit, Denver, CO.

applicants from this group tend to possess the most impor- tant characteristic already: the ability to work with a diverse customer base, including people with disabilities. In carrying out this new recruitment philosophy, the com- pany sends a letter to various churches announcing job open- ings and included are descriptions and responsibilities of the job with special emphasis placed on working with elderly indi- viduals and people with disabilities. This approach resulted in the employment of eight operators within a short period; all eight have remained with the company for the past year. While teaching these employees driving skills resulted in longer on-the-road training, the company has found it is worth the investment. Other providers also reported success with recruiting indi- viduals who are retired and who are seeking a supplemental income. Older, retired employees have been reported by sev- eral providers to be reliable and more oriented toward cus- tomer service. They also may be more amenable to working part-time shifts and fewer hours per week. If the individual is receiving benefits from his/her prior job, the benefits package offered by the paratransit provider may not be a critical con- cern. This is a particularly effective strategy in communities with significant retirement populations. Job fairs targeted to older job seekers were reported in the national survey to be one successful way to recruit older workers. One Denver RTD contractor states in its advertisements that it is looking for applicants who are retired (all advertisements are placed in a free alternative weekly newspaper). Some paratransit providers also reported success with tar- geted recruitment of employees from the home health care and other social service industries. These employees may be more likely to bring a customer service attitude and skills in working with persons with disabilities to the paratransit vehicle opera- tor position. One national company includes the following statement in its comprehensive recruitment strategy: Active and aggressive targeting of applicants who have been employed at hospitals and other agencies [serving] of older adults. Best Practice: eRecruiting and Online Applications Recruiting and screening of paratransit vehicle operator applicants is a time-intensive process, especially with the high turnover rate that is common in many paratransit environ- ments. Recruiters are often required to “fast-track” the review of applications to reduce the impact of vacant positions on service delivery as quickly as possible, which can lead to a superficial analysis of applicants’ background, resulting in inadequate vetting of their fit with the requirements of the job. In order to facilitate the recruitment process, organizations are using electronic human resources (eHR) systems. The Brave New World of eHR: Human Resource Management in the Digital Age (44) describes the most common practices as: (a) adding recruitment pages to existing organizational web- sites; (b) using specialized recruitment websites (for example, job portals, online job boards); (c) developing interactive tools for processing applications (for example, online applications, email auto responding); and (d) using online screening techniques (for example, keyword systems, online interviews or personality assess- ments). The advantages of eRecruiting include the ability to man- age responses, track applicants, identify candidates, maintain hir- ing records in a single organized place, and assist with compliance reporting requirements. One private paratransit provider described the advantages of using its online application process: [A] paperless application process achieves three things: lowers cost of advertisements; encourages a larger pool of applicants; and applicants can complete the application online, at home, or by coming to company locations. Research completed for TCRP Report 77: Managing Tran- sit’s Workforce in the New Millennium (27), found eRecruiting to be a best practice for making it easy for potential applicants to conduct job searches on the Internet to apply for online jobs at the Washington Area Metropolitan Area Transit Authority (WMATA). WMATA tracks the number of resumes received, number of interviews conducted, and number of hires with each recruitment. Each application has a number code that alerts staff as to which medium was used to acquire the application. 85 Recruiting Tips • Consider seeking applicants from among retirees and other older individuals and/or individuals with experience in the health care or other social service industries. • Utilize churches or other religious organiza- tions, job fairs for older workers, and ads in alternative newspapers to make contact with these target groups of potential applicants. • Hire based on attitude and teach driving skills. One factor to consider in recruiting older workers is that they may be more sensitive to work shifts that do not match their lifestyles. While they may appreciate part-time shifts (e.g., 4–5 hours per day), they may not be seeking or willing to accept evening or weekend shifts. If the managers become more effective in recruiting older workers, they may find it beneficial to create part-time work for these operators rather than to rely too heavily on split shifts.

Several transit systems reported using Internet resources to attract paratransit operator applicants. For instance, Greater Lynn Senior Services, Inc., in Lynn, MA, uses Craigslist, a cen- tralized network of online communities, featuring inexpensive online classified advertising in a number of categories, includ- ing a section for jobs. Employee Referral Bonuses Employee referral bonuses can be an effective way to recruit qualified vehicle operator candidates. Referral bonuses build on “word-of-mouth” recruiting, which was identified in the focus group discussions as a major, and perhaps underappre- ciated, source of job candidates. • Referring employees receive $125 when the new hire com- pletes training and another $125 when the new operator completes 90 days on the job. There is no limit on the number of referral bonuses that an employee can receive. • Referring employees are paid a bonus of $50 once the new hire completes 6 months of employment. • Employees earn a $25 bonus if a referred applicant is hired and successfully completes 3 months of service. In this agency, over a 12-month period (May 2008–May 2009), 42 percent of new hires were referred by current or past employees. Research completed for TCRP Report 77: Managing Tran- sit’s Workforce in the New Millennium found employee refer- ral programs to encourage internal recruitment to be a best practice within the transit industry. The study report included five examples of referral programs designed and implemented by transit agencies. While the amounts of payment differ from agency to agency, the concepts of how to make the program meaningful are the same. For instance, in each case the pro- grams are designed in multi-phased bonus formats with the referring employee receiving two or more payments as the new hire reaches specific employment milestones. Hiring Bonuses One national survey respondent, Global Transportation in Denver, CO, reported that it began offering a $250 hiring bonus to increase the number of qualified vehicle operator candidates. The company noted that this hiring bonus offset a relatively low $7.00 per hour training wage (2008) and improved the training completion rate as well as recruitment efforts. The hiring bonus effectively increased the training wage by about $3.00 per hour. Best Practice: Comprehensive Recruitment Strategies Described in the following paragraphs are the comprehen- sive recruitment strategies being used by a nonprofit paratran- sit provider and a national provider of contract paratransit services, which incorporate many of the best practices men- tioned in the previous sections. A Nonprofit Agency. As mentioned previously, Seattle Personal Transit (SPT) is a transportation program of the nonprofit organization Solid Ground, an agency that provides a number of human services to individuals in King County, Washington. SPT uses a variety of methods to recruit employ- ees. Some recruitment approaches, such as newspaper ads, are fairly traditional; others, such as web-based advertising, are nontraditional. The organization employs approximately 140 paratransit operators and in 2008 maintained an employee 86 Existing Operators Can Be the Best Employment Ads Current employees who are satisfied with their jobs are natural recruiters for paratransit opera- tor positions. Employee referral bonus programs encourage referrals of potential applicants by existing employees. Various versions of formal employee referral programs were reported by private paratransit companies and transit agencies. The following are a number of employee referral programs discovered during this study: • $300 is paid to current employees if both the referring employee and the new hire are still employed by the organi- zation after 6 months. • Referring employees are eligible for an unlimited number of $250 referral bonuses if they refer an applicant who remains employed as an operator for more than 90 days. • Referring employees are awarded $150 if the new employee successfully completes six months of employment and an additional $250 after the new employee’s first year of employment. • Referring employees receive a $150 bonus after the new employee has been on board 90 days and $150 after 6 months of employment. The referred employee—the new hire— also receives the bonuses. • A bonus of $150 is paid to the referring employee after the new operator completes 6 months on the job. • The referring employee receives $100 if the new hire remains for more than 4 months and another $100 if both the referring employee and the new operator are employed with the organization for more than 12 months.

turnover rate of 24%, down from 28% the previous year. Employee referrals are a major component of the agency’s recruitment strategy. SPT employees receive notices of all job announcements. Employees earn a $25 bonus if a referred applicant is hired and successfully completes 3 months of ser- vice. In the 12 months ending in May 2009, 42% of the new hires had been referred by current or past SPT employees. Thirty-six percent of new hires stated they learned about job opportunities through the agency’s website, job fairs, and other media sources. Eleven percent of new hires were referred by WorkSource, an agency that provides an array of employment and training services designed to enhance the effectiveness and coordination of employer and job-seeker services in the Seat- tle area. Eleven percent of new hires were referred by a neigh- boring transportation company. In an effort to ensure the greatest coverage of information about SPT job openings, the agency advertises on 13 websites and newspapers in the area. Websites include Solid Ground’s website, NativeChat.net, Craigslist, and Careerbuilder.com. The agency has also established free links with many other websites in the area. Job openings are regularly posted at seven technical and community colleges as well as at three universities in the area. Through email distribution, job opportunity notices are sent to more than 100 local nonprofit agencies. In addition, job opportunity bulk mailings are sent to more than 375 establish- ments that include nonprofit agencies, community centers, libraries, churches, schools, employment resource centers, and Seattle Housing Authority facility sites. The agency has also conducted recruitment fairs with paratransit agencies that are reducing their workforces. One unique recruitment strategy used by SPT is to credit employment hours from a former employer if a new employee has paratransit bus operator experience. Starting wages at SPT are based on hours worked as a paratransit operator. The employee can request and provide payroll records of hours worked from the previous employer and submit that informa- tion to SPT. New operators with previous experience must still complete the same 6-month probationary period as all other new employees do. A National Paratransit Contractor. One national pro- vider of paratransit services supplied details about actions it takes to attract the best candidates for ADA paratransit vehi- cle operator positions. The company states that the use of these approaches may vary across operating locations depend- ing on the unique characteristics of the labor pool or resource availability within each area. In addition to targeting health care workers and retirees, the company includes the following as recruitment methods: • Employee referral bonus plan. • Sign-on bonuses. • Increased training wages. • Paperless application process. • The corporate Qualification Department reviews all appli- cations and conducts criminal background and reference checks. This department employs highly trained individu- als who support the contract locations by ensuring that all applicants meet company standards before they are inter- viewed and possibly given a conditional job offer. • Placement of 1-800 numbers on the back of company vehi- cles that will provide information about hiring opportunities. • All dispatchers are trained in communicating with poten- tial applicants. Comprehensive Pre-Employment Screening Pre-employment screening is needed to ensure that appli- cants meet regulatory and contract requirements that often apply to the provision of ADA paratransit service. Pre- employment screening is also an important part of identifying candidates who are most likely to be successful operators. Effective screening can also help lower training drop-out rates and reduce training costs. Comprehensive pre-employment screening can include ref- erence checks and verification of employment, credit checks, and education and credential checks. Research conducted dur- ing this study revealed that systems also often require criminal record checks, motor vehicle records/driver abstracts, a DOT- physical, drug and alcohol testing, and sometimes a CDL license with endorsements. The literature search noted one example of a private company that requires candidates to sign a screening release to gain access to credit records and infor- mation regarding DOT/FTA drug and alcohol testing viola- tions, including pre-employment tests. The literature also noted two private companies that present standardized crite- ria for determining a candidate’s approval of all of the required background checks and offer conditional employment if the process becomes time consuming (43). In addition, two private companies reported conducting a pre-qualifications interview prior to the application process which includes a pre-screening of driving experience, driving and criminal history, licensure, and age requirements. Ini- tial applicant screenings are conducted through a telephone interview. Both companies also include a review of the job description with the candidate in its initial applicant screen- ing process. One provider of ADA paratransit service for the Denver RTD uses the review of the motor vehicle record (MVR) as the first pre-employment screening action. Previous job experi- ence, types of jobs, and spelling and grammar on the applica- tion are all noted. Because the computer for submitting appli- cations is in the front office, the recruiter assesses how long it takes the applicant to go through the online application 87

process. This consideration is relevant because RTD is moving toward onboard computers on all of its vehicles. The recruiter also makes a pre-interview telephone call to assess basic com- munication skills. With all of these items completed, a decision is made as to whether to set up an in-person interview. Drug and alcohol screens, a DOT physical, and background checks follow successful interviews. Upon completion of this screen- ing process, most applicants get cleared for training. Another Denver RTD contractor begins its pre-employment screening process with a review of the application to make sure it is complete. Next, there is a review of the MVR record not only to evaluate how many points the individual has but also to check the number of incidents recorded. In some cases, a person with a high number of incidents yet an acceptable number of points may have plea bargained with authorities. Any applicant who has had a suspension within the past five years is not eligible for further consideration. The job appli- cant’s experience is also reviewed: this may include paid or volunteer experience, such as working with older adults at a nonprofit agency or church. This contractor also conducts a pre-interview criminal background check. The interview process includes job-related questions and an assessment of how well the applicant reads and writes in English. Applicants must also pass a map-reading quiz. After this process is com- pleted, the applicant is sent for an interview with the super- visor of operators. Best Practice: Pre-Screening for Map Reading Skills Map reading skills were reported as a disqualifier in study focus groups as well as in interviews with paratransit man- agement teams. In describing what is often found in pre- employment screening, one contractor gave the following scenario: People may have been born and raised here and they know how to get around town, but do so by saying ‘Go over here by the Conoco station and make a left,’ never having looked at a map book, and so it is a real challenge. A lot of time the ones that don’t make it through training it is because they do not get through the mapping. Rather than waiting until employees are in new hire train- ing, some providers assess basic map reading skills during the pre-employment screening. The following is a tool that one contractor, Special Transit in Denver, Colorado, uses to test basic map reading skills found to be essential to success in per- forming the paratransit vehicle operator job. The map shown in Exhibit 8-1 is provided to applicants, and they are asked to complete the single map reading exercise that accompanies it. Realistic Job Previews According to a recent study of labor issues at a major ADA paratransit operation, “an honest appraisal of all of the aspects 88 Sample Map Reading Exercise As a driver you will be required to have basic mapping skills. Our Training Department will teach more advanced mapping during the three-week of new driver training. You have 15 minutes to complete this timed exercise. 1. Note the compass on the top of the attached map page; please complete the south, east and west directions on the compass. 2. Please locate Niwot Estates on your map. Mark as your starting point. Starting on Monarch Rd. using a marking pen show how you would get a Niwot Rd. and Elm St. 3. Please describe each turn (right or left) and which direction you would be heading (north, south, east, west) as you would travel from Monarch Rd. ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ _________ 4. Identify three major streets or roads on this map. A. ___________________ B__________________ C _____________________ 5. Looking at your map, in which direction is Mineral Rd. heading: north and south or east and west? Applicant Name: _______________________________ Date _________________ Exhibit 8-1. Example test for basic map reading skills.

of the job should also be provided during the interview process. Applicants may feel they are applying for a “driving” job when, in fact, there is a lot more involved than just driving. An hon- est job preview can reduce the training drop-out rate as well as early post-training turnover” (45). The literature review also revealed the importance of a real- istic job preview as a factor in attracting applicants and retain- ing new hires. One innovative approach identified during the research is to have applicants spend a day on the road with an experienced operator to give operators a better sense of the actual job. Another approach being used is to have the new hire spend the first day going through an obstacle course set up in an enclosed parking lot and driving the vehicle that will be used on the job. A third innovative approach is designed to allow applicants to (1) self-select out of the process if they feel the job is not a good fit or (2) become more interested and committed to the 89 Exhibit 8-1. (Continued). Job Preview Previewing the paratransit vehicle operator job with applicants can help to identify individuals who would not be effective or comfortable in the job before they are hired and begin training or passenger service.

job if it is a good fit. This process also provides the applicants with a realistic picture of both positive and negative aspects of the job. The process consists of the following three steps: 1. The applicant views a video of what the paratransit oper- ator position is like. The video allows the candidates to compare the activities and responsibilities of the job with their own interests and preferences and to decide if they wish to proceed with the application. 2. The applicant sits in a vehicle seat so he/she understands the feel and size of the vehicle and to determine whether he/she can safely reach the pedals; and 3. The applicant completes a self-assessment to help him or her decide if this job is right for them. Compensation An obvious major factor in attracting and retaining good employees is the level of compensation offered. Wage rates for operators in the paratransit industry are typically rather low. The national survey indicated that, in 2008, the average start- ing wage paid by private contractors was $10.47 per hour. Pub- lic agencies that directly operated service indicated slightly higher wages, averaging $12.06. The survey also showed that for both public and private providers, ADA paratransit vehicle operators are paid less than their fixed-route counterparts. Research summarized in Chapter 5 suggests that wages are a significant factor in turnover. The research conducted indi- cates that turnover can be decreased by 3.5% to 5.1% for every $1.00 increase in the starting wage. Following are some examples of efforts to improve vehicle operator compensation and examples of comprehensive com- pensation packages reported by systems with stable workforces. Best Practice: California Labor Code 1070-1074 “Fair wage” or “livable wage” requirements are becoming more common. One example, specific to public transit ser- vices, is in the State of California, where legislation was passed in 2003 to attempt to address this issue. The legislation, now part of the state’s labor code (California Labor Code, Section 1070-1074, 2003), includes the following language: . . . it serves an important social purpose to establish incentives for contractors who bid public transit services contracts to retain qualified employees of the prior contractor to perform the same or similar work. The legislation requires that public entities bidding public transit services must give preference to bidders who agree to retain qualified employees of prior contractors. Specifically, the legislation calls for public entities to give a 10% preference to these bidders in the bid evaluation process. Best Practice: Charlotte Area Transit System, Charlotte, NC Charlotte Area Transit System (CATS) operates its ADA paratransit service (STS) in-house. Vehicle operators receive a comprehensive compensation package that includes a $12.87 starting wage (2008), 10 paid vacation days and 12 sick days per year, as well as 9 paid holidays per year. For every 13 weeks that an operator does not call out sick, they receive an additional half day of vacation. Operators contribute $14.76 per week for individual health care coverage (2008), and $96.17 per week for family health care coverage. A 3% 401K program match is also provided. CATS indicated a total vehicle operator workforce of 82 and indicated that only 12 new hires were needed in a recent year, which suggests only a 14.6% annual turnover rate. CATS reported that it has little difficulty attracting qualified opera- tor candidates. Managers noted that no trainees have dropped out of training in recent years and that only two operators have been terminated in the 90-day probationary period in the past 16 years. Best Practice: LINK Transit, Wenatchee, WA The Chelan-Douglas Public Transit Benefit Area (LINK Transit) in Wenatchee, WA, has an integrated vehicle operator workforce with operators hired and trained to perform either fixed-route or ADA paratransit service. LINK reported that vehicle operators receive a $14.17 starting wage, with a maxi- mum wage of $19.98 (2008). In 2008 the agency also reported that it provided 100% individual as well as family health care coverage, 10 paid vacation days to start, 12 paid holidays, and a contribution toward a retirement plan. LINK reported only a 14.8% annual post-training turnover rate and an 88% training completion rate. The agency also noted that while vehicle operator compensation is very good compared to other systems, the gains it has seen in produc- tivity, reportedly attributed to a large degree to the experi- enced, stable workforce have more than offset the increased labor costs with gains in system productivity. LINK is fea- tured as a case study in Chapter 10 and more information on the costs and benefits of its compensation program is dis- cussed there. Best Practice: Enhanced Benefits Packages A common theme heard in comments from focus group participants conducted during this study was that inadequate employee benefits can contribute to a lack of success in recruiting and retaining paratransit vehicle operators. The national survey also indicated that fringe benefits provided by some ADA paratransit service providers, particularly private contractors, can be minimal. 90

During the course of the research, two private contractors were also identified who indicated that reasonably complete fringe packages were provided to ADA paratransit vehicle operators. Table 8-2 summarizes benefits packages offered by these two paratransit contractors. Both companies reported that they have good success with recruiting vehicle operators and also experience low rates of operator turnover. The attractiveness of the fringe benefits offered was noted as a reason for this success. Best Practice: Performance Bonuses Another way that companies and agencies improve compen- sation is with bonuses based on performance. This approach not only increases compensation for operators but reinforces positive behavior that benefits the provider. The following are several examples of performance bonus programs utilized by paratransit contractors in the Denver area. • MV Transportation provides vehicle operators with a $150 bonus every 2 months if they meet three criteria: (1) do not have any preventable accidents; (2) have no preventable injuries on vehicles they have operated; and (3) have perfect attendance (i.e., have no unscheduled call-outs). • Global Transportation provides an annual safety bonus, which can be up to $150, if an operator has no preventable accidents. Global also provides an attendance bonus. Oper- ators are eligible to receive $150 if they have fewer than three unscheduled call-outs in a 6-month period, or $100 if they have fewer than five unscheduled call-outs in a 6-month period. • Coach USA offers $120 to operators each month who have no “events”—preventable accidents, tardiness, or unsched- uled call-outs. Other practices identified in the research that reward oper- ators for performance include the following: • Paying an extra $1 or $1.50 per hour for each pay period in which an operator has perfect attendance (i.e., no tardiness or unexcused absences). • Cash bonuses for extended periods of time (such as a quar- ter, 6-months, or year) without a preventable accident or customer complaint. • Other forms of recognition and prizes for good perform- ance, such as “Operator of the Month” recognition, gift certificates, or other rewards. A unique approach to performance bonuses was also reported by Veolia Transportation in Baltimore, MD. This company created a bonus program that recognized perfor- mance of groups of operators which created a friendly compe- tition within the company. The following paragraphs describes the program, dubbed “Veonopoly.” Paratransit operators and supervisors are divided into ten teams; teams typically include 20–25 individuals each. Each team is given $7,500 in Veonopoly “scrip” at the beginning of each quarter. Deductions and additions are made from the scrip based on various performance measures: absenteeism, tardiness, accidents, and rider complaints and compliments. At the end of the quarter, the team that has earned the most money is paid that amount in cash by the company, to be divided equally among team members. Veolia reported that the implementation of this program, together with more targeted recruitment and more thorough checks of prior employment, helped them lower annual post- training turnover rates from 75% in the first half of 2007 to between 28% and 52% at various times in 2008 and 2009. 91 Paratransit Provider Benefits Seattle Personal Transit (Seattle, WA) Employees who work 20 hours or more per week (after 6 months of employment) on a regular basis: Holiday pay of 80 hours/year. Paid leave based on years of service with ability to bank leave up to 180 hours. Excess hours paid out in cash. Health, Dental, Short- and Long-term Disability Benefits. Employee Assistance Program. 3% contribution of gross wages to pension fund (even if employee chooses not to contribute). Special Transit (Denver, CO) Medical, Dental, Basic and Supplemental Life Insurance. Accidental Death and Dismemberment Insurance. Short and Long-term Disability Insurance. Flexible Spending Account. 403b Plan. Employee Assistance Program (for anyone in employee’s household). Vacation, sick, holiday pay, and floating holidays. Table 8-2. Fringe benefits provided by Seattle Personal Transit and Special Transit.

Tools and Training for Paratransit Operators As detailed by the Performance Pyramid, the next step toward satisfied employees and reduced turnover rates is the provision of training and other tools to aid operators in achiev- ing their highest levels of performance. Following are examples and best practices identified in the literature, survey, and through follow-up contacts made during the study. New Employee Orientation Research completed for TCRP Report 77: Managing Tran- sit’s Workforce in the New Millennium (27), found that feeling welcome is one of the most important and lasting impres- sions for a new employee joining a workforce. In the national survey, various versions of new employee orientation pro- grams were reported by transit agencies around the nation. Results of data collected in focus groups and through inter- views with various paratransit managers also showed that new employee orientation is often a part of the new hire train- ing. Case studies revealed variations of new employee orien- tation programs. The City of Baltimore’s Department of Transportation’s new employee orientation program familiarizes the employee with the culture and goals of the organization. Beginning with the first week of training, employees are introduced to a work- ing environment that respects their input, rewards involve- ment, and insists that each employee share responsibility for customer service. According to the Transit Authority of River City (TARC) in Louisville, KY, a successful new operator orientation is a team effort, which requires a top-down commitment for suc- cess. TARC’s new employee orientation program is an orga- nizational effort and is supported by the Board of Directors, the Executive Director, and all departments. The program begins with introductions to and presentations by the Executive Director, Union President, and Director of Transportation. The trainer also introduces the employee to department heads and other employees while touring the facilities. Employees receive an orientation package of information that includes TARC’s mission statement, vision statement, fiscal year goals and objectives, and training guidelines. Job-Specific Training for New Operators The new paratransit vehicle operator must be able to demon- strate proficiency in each of the job description requirements, including road skills testing and proper manifest reading and mapping prior to being certified as capable of doing the job. The national survey found that, on average, about 127 hours of training are typically provided. This includes about 59 hours of classroom instruction and 68 hours of on-the-road training. One respondent commented that training is the final screen- ing and helps the trainees “demonstrate their ability to com- prehend training material, verbalize and write their response to specific questions and problems, and verify the trainee’s pro- ficiency in the English language.” Training materials were requested from the three largest national private paratransit contractors. A review of the pro- grams showed that each included the following: • Legally required information, such as drug and alcohol test- ing program information, regulatory and safety require- ments. • Organizational orientation, including a review of human resources policy and procedures (e.g., sexual harassment). • Skills-related information, such as customer service and emergency and safety procedures. • Operations orientation, including scheduling, dispatch, accounting or fare collections, and record keeping. • Vehicle familiarization including a variety of vehicles, lifts, and securement devices. • Defensive driving and vehicle operation under a variety of road conditions, terrain, and locations (e.g., expressways). • ADA requirements and instruction on how to assist per- sons with a variety of disabilities. The programs also indicated that trainers utilize a “show, not tell” approach to model the instruction. This approach includes the following: • Training is presented in a hands-on, realistic manner; for example, simulations are used to model the correct way to provide assistance to customers with a variety of disabilities. • Training lasts for 6 to 8 weeks followed by a probationary period. • Trainees are assessed for proficiency throughout the train- ing by means of homework assignments, quizzes, observa- tions, and written tests. Training in Advanced Technologies A number of respondents to the survey noted that they have installed Global Positioning System (GPS) navigation systems on vehicles and have found that it helps new operators in par- ticular. Even with better training and more time spent on map reading and learning the area, it is difficult for new operators to have a good working knowledge of the entire service area (particularly in very large systems). Technology that can assist with finding specific addresses can relieve much of the stress on new operators. It can even help experienced operators to find infrequently used or uncommon addresses. 92

Mobile Data Computers (MDCs) can make the communi- cations between vehicle operators and dispatchers more effi- cient and can reduce wait times for dispatch assistance. MDCs can also minimize the handwriting that is associated with paper manifests or with add-ons to the schedule. As noted above, though, if advanced technologies are employed, these systems need to function properly and vehicle operators need to be trained to proficiency in their use. Poorly performing equipment or a lack of understanding of these advanced tech- nologies have been reported to have negative impacts on vehi- cle operator performance and job satisfaction. Reinforcing Safety as a Value Throughout the research for this study, the importance of operators understanding that safety is a core value in every- thing a vehicle operator does was emphasized. Safety is one of the cornerstones of “how we do business” in the industry. Even though formal training related to safety techniques and actions is limited, paratransit providers have instituted prac- tices to reinforce that safety has to be foremost in the think- ing and actions of vehicle operators. Provided below are examples of how providers create and reinforce “safety first” teachable moments. • Example 1: Monthly safety meetings are a staple in ADA paratransit environments. In these meetings, safety mes- sages are presented by managers and employees with exemplary safety records are recognized. Related issues, such as the safe and proper securement of various types of mobility aids are sometimes covered. • Example 2: Safety/attendance awards are often combined to emphasize the importance of safety and good attendance. Perks that come with these awards range from bonuses up to $150, to special parking spots for a month, to having the operator’s picture and story posted on company bulletin boards and in the company newsletter. Typically, all opera- tors with spotless (or near spotless) records within a desig- nated period have their names put in a bowl and the winner of the award is drawn from this group of candidates. • Example 3: The CEO of one private company begins each regularly scheduled conference call with local managers with a message about safety. These managers in turn relay the same message to operators. Use of DriveCam Technology to Support Safe Driving The use of video cameras on transit vehicles to monitor driv- ing behavior and to document any unexpected incidents while in service is becoming more common. Some national para- transit providers make this a standard feature on services they provide. Companies report that the technology can not only improve safety but is a very helpful tool for investigating com- plaints and incidents. It is also reported that the cost of the technology can be significantly offset by savings in insurance premiums. Any time there is a sudden vehicle movement, such as going over a curb or a deep bump in the road very quickly, the camera is activated and captures video and audio for a short period of time after the event. While the information is prima- rily used for accident investigations, operators can also activate the camera if there are other in-service incidents. One company reported that to emphasize the importance of safe operations, anyone who goes a month without a DriveCam incident gets to put his or her name in hat for a drawing. With the reward program attached, the onboard camera is typically viewed in a positive light. Recertification Veteran paratransit vehicle operators need to maintain skill levels developed during the new operator training. Some providers include regularly scheduled continuing education and recertification in essential skills areas. The following document is an example of continuing edu- cation and training for vehicle operators at Special Transit in Denver. Special Transit staff explained its use: Our Road Supervisors use this form to evaluate operators after they have completed training. The Road Supervisors ride along with the operators and if they observe any problem areas, coach the operators on ways to improve. Our goal is to evaluate opera- tors a minimum of once a year, but it can be more often depend- ing on the outcome of the evaluation. Special Transit road supervisors also check operators quarterly to make sure they are following proper wheelchair securement procedures. Exhibit 8-2 is an example of the form used to document these evaluations. Providing a Supportive Work Environment A common theme during focus groups conducted with managers from paratransit systems that have stable work- forces was that the overall work environment was viewed in a positive light by employees. Vehicle operators from these sys- tems reported that the organization was like a “family” and that they enjoyed the people with whom they worked. They indicated that the organization had a real concern for its employees and looked out for their interests. Small efforts, such as recognizing birthdays and periodically hosting breakfasts or company gatherings, were cited as things that helped improve the camaraderie and the overall work environment. Other factors—support, recognition, and hear- 93

94 Access-a-Ride PERSONAL TRAINING DRIVER RIDE-A-LONG ASSESSMENT NAME: __________________________________ DATE: ____________ DIVISION___________EXAMINER __________________________ IN POSSESSION OF: LICENSE ______ DOT CARD ______ WATCH ______ UNIFORM ______ MAP BOOK ______ OTHER ________ TIME: _______________SERVICE AREA _______________________AM_______PM________ UNIT # _________________ E - EXCELLENT G - GOOD N.I. - NEEDS IMPROVEMENT U- UNACCEPTABLE PERFORMANCE // Y-yes N-no PRE TRIP-POST TRIP PASSENGER ASSISTANCE observed pre/post trip predictable stop- door timing reviewed form only checks that clients are seated GENERAL DRIVING rechecks passengers before moving smooth acceleration steady speed lift operation smooth stopping / complete stops wc. maneuvers done properly square right turns left turns Secure wc.with Qstraints, seatbelt offered right lane change left lane change Hazards/ park brake used signal use canes/walkers/packages out of the way mirror use MISCELLANEOUS intersection awareness drivers attitude defensive driving skills helpful answering questions steering control on time / schedule slows down over rough road telephone protocol right lane use paperwork, complete / legible railroad crossings- full stop hazard lights look/listen distraction management- phone paperwork conversation backing : in R horn 4ways get out & look mirror checking coach comfort- temperature music conversation monitors dashboard COMMENTS : stopping distance side clearance pulling to curb / parallel driver wears seatbelt traffic control signs traffic etiquette separating hazards following distance Maintains lane Yields right of way when appropriate ADDITIONAL COMMENTS / SUGGESTIONS ____________________________________________________________________________________________________________ ____________________________________________________________________________________________________________ ____________________________________________________________________________________________________________ ____________________________________________________________________________________________________________ ____________________________________________________________________________________________________________ ____________________________________________________________________________________________________________ ____________________________________________________________________________________________________________ ____________________________________________________________________________________________________________ Name: ___________________________________ has received personal training/job coaching while on duty, and will receive _____credits for the Special Transit continuing education program. PERSONAL TRAINER: ___________________________________________ DATE: _______________________________ I have received an assessment and/or coaching as noted above, that will help improve my ability to perform my job as a driver. DRIVER : ______________________________________________ DATE : ______________________________________________ cc: Operations Manager ___ Div. Supervisor ___ Safety ___ Exhibit 8-2. Example of an operator assessment form.

95 SPECIAL TRANSIT PARATRANSIT - Wheelchair Securement Certification Employee _______________________ Date ________ Field Trainer __________________ N/A = item was not applicable. N/A should be placed in Yes or No column Yes No Wheelchair using customers Did the driver check hand grips and brakes on w/c for safety? Was there a clear path of travel for the w/c to or from the vehicle? Did the driver follow proper procedure while maneuvering up or down a step? (one step at a time, forward up, backward down, etc) Did the driver push/pull the chair as opposed to lifting the chair while going up/down a step? Was proper procedure followed while going up or down a ramp? Proper lift procedures Were operator and bystanders clear of all moving parts? Was lift door properly secured before operating lift? Was w/c loaded facing out? Were w/c brakes set? Did the driver turn OFF the power on an electric chair while on the lift? Did the driver secure the lift safety belt prior to operating the lift? Did the driver have a hand on the w/c while it raised/lowered and the whole time the lift was off the ground? Was s/he standing in the proper position to restrain chair while raising or lowering the lift? Did the driver check the lip of the lift, to be sure it was locked into place after rising from the ground? Did the driver push the w/c ¾ of the way into the vehicle before entering the vehicle to finish loading? Or leave the w/c ¾ of the way in the vehicle before leaving the vehicle to unload? Did the driver stand in front of the ELECTRIC w/c while it reversed into the vehicle? (Or while it came out onto the lift?) Same procedure for manual chair when customer operates their own chair on to or off of bus. Tie Down procedures Was the chair positioned facing forwards, wheels straight, squarely between the floor tiedown spaces? Were chair brakes set? Was electric chair power turned off? Were front straps placed on first? Were front straps placed into floor brackets (directly in front of the frame of each side of the chair and checked for secure fit BEFORE being put on chair? Were front straps hooked to a solid part of the frame? Were front straps connected where they would not shift or slip off? Were the front straps at a vertical 45 angle and not twisted? Were front straps pulled tightly and extra strapping Velcroed up off the floor? Were rear straps placed into floor brackets directly behind the frame on each side of the chair, and checked for secure fit BEFORE being put on chair? Were rear straps secured to a solid part of the frame? Were rear straps connected where they would not shift or slip off? Were rear straps at a 45 vertical angle and not twisted? Were rear straps pulled tightly towards floor bracket, ratcheted and secured? Was entire chair checked for secure tiedown hold? Passenger restraints (Seatbelts and shoulder straps) Requirements for the Q-Straint System Were passenger restraints secured to rear tie down straps? Were the seatbelt straps passed between the wheel and frame and then through the armrest? Was the female side of the seatbelt on the isle side of the chair? Was the seatbelt fastened securely? Was the shoulder strap placed across the chest and connected properly to the female side of the seatbelt? Were wheelchair and passenger secure and ready for transportation? Exhibit 8-2. (Continued). (continued on next page)

ing and acting on concerns—also play a part in the cultivation of a positive work environment. Some efforts can have an immediate impact, but more often, changing the work envi- ronment is something that requires time and requires ongoing effort to maintain. Employee Communication Keeping employees informed of matters that affect them and their work is a tool that is easy to implement, yet often underutilized. The company newsletter is one way to create an environment in which employees feel in-the-know and con- nected. One example of an effective aspect of a communication strategy is a newsletter published by Special Transit in Denver, CO, an organization with an annual operator turnover rate of less than 30 percent. The newsletter, published monthly on bright green paper, includes news that relates directly to employees personally and to the organization overall. (See Exhibit 8-3 for a sample employee newsletter.) Best Practice: Early and Ongoing Input and Involvement One private contractor, SCR Transportation of Chicago, IL, begins inviting vehicle operator feedback as soon as training is completed. The company requests employee feedback in an 96 Requirements for the Kenodyne System Were passenger restraints secured to the floor just inside of the rear tie down straps ? Were the seatbelt straps passed between the wheel and frame and then through the armrest? Was the female side of the seatbelt on the isle side of the chair? Was the seatbelt fastened securely to the isle side of the passenger at the hip? Was the shoulder strap secured into the bracket in the wall securely? Was it placed far enough back to allow the shoulder strap to come across the shoulder of the passenger? Was the shoulder strap placed across the chest and connected properly to the female side of the seatbelt? Were wheelchair and passenger secure and ready for transportation? Comments: ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Employee Newsletter One issue of Special Transit’s newsletter includes a front-page article written by the Executive Director about the outcomes of the retreat held weeks before by the Board of Directors of Special Transit. The article speaks about the strategic goals set during the retreat, including action steps, responsibilities, and timelines for achieving those goals. Within the newsletter is an HR Corner, written by the Human Resources Manager, that includes recognition of employee birthdays, employment anniversary congratulations, names of new employees and those leaving the organization, and finally an inspirational message titled “ A Lobster Tale: Shed Your Shell and Grow.” The Safety page gives an update on Safety Bingo, an incentive designed to heighten awareness of safety practices in the organization, and provides other safety information related to driving laws in Colorado. Congratulations are given to an employee who recently received the “Go the Extra Mile Award,” with a notation: “These awards are a way to show appreciation to our employees who go above and beyond the call of duty to move our mission forward.” Other newsletter content relates to the design phase of the organization’s building expansion project and a one-page profile of one of Special Transit’s board members. Exhibit 8-2. (Continued). Exhibit 8-3. Sample employee newsletter.

effort to ensure a positive experience for new operators from day one. Feedback is obtained using a one-page survey given to employees upon completion of new operator training. The survey is titled New Hire Evaluation. The header states its purpose: WELCOME TO SCR! Please take a few moments to fill out this survey and let us know about your experience as you join our SCR family. We take your input very seriously and want to address your concerns from the minute you walk through our doors. Operators are asked to respond anonymously to the fol- lowing questions by selecting either agree, not sure, disagree, or no opinion: 1. I was pleased with the service I received when applying for the position 2. The front desk was responsive when it came to the inquires about my application status 3. The interviewer was pleasant and informative. 4. The impression that I have of the company after the inter- view is the same impression I had of the company after training. 5. The trainer was knowledgeable of the material shown in class. 6. The material used in class (written, verbal, video and audio) were all helpful and informative. 7. The road training was useful and made me feel more con- fident about the job. 8. My road trainer was knowledgeable and I felt confident with his training. 9. I feel ready to tackle the job after completing the full train- ing course. At the bottom of the survey, new operators were given suf- ficient space and an opportunity to write comments about each of the following: • The training’s strengths were. • I believe the following can improve the training. • General Comments. Ongoing vehicle operator feedback is invited at regular com- pany meetings. SCR also has a suggestion box that is used for feedback between meetings. The company takes the additional step of reporting on comments received, as well as progress made in addressing issues raised as part of its employee newsletter. Best Practice: Mentoring One paratransit provider shared information about its mentoring program for new operators, known as “cadetting” in that system. Another example of operator mentoring, described in TCRP Report 77, comes from fixed-route transit operations but is also applicable in a paratransit environ- ment. Both programs are described in the following sections. Cadetting MV Transportation at SamTrans in San Carlos, California, reported use of post-classroom, behind-the-wheel peer sup- port as part of its training program, including 40 hours of “cadetting.” Cadetting assigns a trainee to an experienced operator who serves as an operator coach and models driving the vehicle before turning it over to the trainee. Details of the program are as follows: • The trainee is to arrive earlier than the operator so he/she can map out the manifest. • The trainee completes the pre-trip inspection with the operator. • The operator starts driving in the morning, and the trainee takes over after lunch. • The trainee performs customer service duties, operates the radio, and assists riders who use wheelchairs. • The trainee fills out the manifest cover sheet. • The trainee completes the post-trip inspection with the operator. Transferrable Fixed-Route Operator Mentoring Procedures RTC RIDE in Reno, NV, has had a mentoring program for new fixed-route coach operators since 2000 (TCRP Report 77 describes the program using its former name, Citifare Oper- ating Mentoring Program). The program is an example of a structured approach to preparing veteran operators to guide, tutor, coach, and advise new operators during the beginning weeks of their employment. The goal of the program is to make the adjustment to the RIDE way of doing things as easy as possible. This cost-effective strategy has proven to improve the retention rate of new operators. The mentor program begins following the trainee’s completion of a 7-week class- room and line-instruction course. The following is how the program works: • Mentors are selected from among veteran operators who have good records and show potential for teaching others what they know. • Each mentor completes a 16-hour mentoring training seminar. • The Operations Training Coordinator assigns each new operator a mentor, a veteran operator who conducts the revenue training with the new operator and afterwards 97

maintains contact related to personal and or work-related issues that affect work performance. • At the Encounters-of-the-Meal-Kind, a meal paid for by RIDE, the operator and mentor sign a contract that out- lines what their relationship will be in the future. • The mentor and trainee follow through with the contrac- tual agreement and meet regularly to discuss any issues or concerns the trainee may have. • On average, each mentor assignment lasts between 60 to 90 days; however, the length of time may vary based on indi- vidual trainee needs. • The mentor completes observations and evaluations and submits the documents to the Training Coordinator. • The mentor also works as part of a team to solve specific operations-related problems and recommend changes where necessary. • Mentors receive a seven percent pay increase during the assignment period. • Mentors are recognized as special by the “RIDE Mentor” lapel pin they wear. • Supervisors monitor the trainee’s performance and enter any observations they find in a shared confidential log. At the end of the trainee’s probationary period, he or she meets with the Training Coordinator, the trainee’s super- visor, and the Director of Operations for a final interview, bringing to close the formal training program. At this meeting the trainee is retained or discharged based on their performance during the probationary period. If performance concerns exist and the decision is to retain the employee, additional training is scheduled with the assigned mentor. The program is successful because of a number of factors: (1) mentors are veteran operators with exemplary records and are well prepared for the mentoring role; (2) mentors are recognized for their contributions with the special lapel pin; (3) a formal contracting and evaluation process is the foun- dation of the program; and (4) confidentiality that is main- tained between the operator and mentor creates a bond of caring and concern between the two individuals. 98

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TRB’s Transit Cooperative Research Program (TCRP) Report 142: Vehicle Operator Recruitment, Retention, and Performance in ADA Complementary Paratransit Operations provides guidance for understanding the relationships that influence and enhance operator recruitment, retention, and performance in Americans with Disabilities Act (ADA) complementary paratransit services.

Appendixes to TCRP Report 142 were published electronically as TCRP Web-Only Document 50: Survey Instrument, Productivity Charts, and Interview Protocol for Case Studies for TCRP Report 142.

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