Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach (2013)

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Building a Susta Workforce in the Transportation In A Systems App inable Public dustry— roach Module 3. Improve Image Management to Become an Employer of Choice

3-1 Module 3 Contents Module 3: Improve Image Management to Become an Employer of Choice Content of the Sections 3.1 Defining Image Management for Public Transportation 3-2 3.1.1 Image Management Challenges Facing Public Transportation 3-4 3.1.2 Opportunities to Leverage Public Transportation 3-7 Image Management 3.2 Image Management Strategies 3-11 3.2.1 Sample Transit Case Studies 3-18 3.3 Measuring Performance of Image Management Practices 3-21 3.3.1 Additional Interview Participant Detail 3-22 The image of public transportation—at the industry and individual organization levels— has a significant impact on all facets of workforce development; thus, it should be a critical area of focus. This module defines the concept of image management for public transportation organizations within the context of building a sustainable workforce. It also provides detailed guidance regarding image management challenges to overcome, opportunities to leverage, and strategies to use. Table 3-1 provides an overview of specific strategic image management questions answered in this module. The page numbers for locating important considerations and applicable strategies are also provided. While the image of public transportation is something that permeates the entire industry, it is important for individual transportation agencies to own their part in improving not only the public perceptions held within their communities, but also the larger public transporta- tion industry brand. The image of a public transportation organization and the industry as a whole affects an organization’s effectiveness in recruiting, developing, and sustaining capable talent. The following sections describe ways that individual transit agencies can actively and strategi- cally manage the image of their organizations and, as a result, the public transportation industry M o d u l e 3 Improve Image Management to Become an Employer of Choice

3-2 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach image in general. To guide agencies through this process of image management, this module presents detailed information related to: • Defining image management for public transportation, • Image management challenges facing public transportation, • Opportunities to leverage public transportation image management, • Image management strategies, and • Measuring performance of image management strategies. Guidance gleaned from existing literature and interviews with key transit stakeholders and other business leaders, as well as ICF International’s strategic communications team, is presented in each related section. 3.1 Defining Image Management for Public Transportation In attempting to successfully target the next generation of employees, public transportation decision makers have found that the public has many negative and inaccurate perceptions of transit occupations and, in some cases, of the entire public transportation industry (Wirthlin Worldwide, 2000; Watson Wyatt Worldwide and Focus Group Corporation, 2004). These per- ceptions can create many barriers to attracting and recruiting applicants as well as to meeting larger agency objectives (Anderson et al., 2007). To overcome these obstacles, research indicates that strategic, coordinated image management efforts are needed (Wirthlin Worldwide, 2000; Cronin et al., 2011). Efforts should take into consideration every aspect of a transit agency’s com- munication with stakeholders, the community, employees, the local market, the public transpor- tation industry, potential applicants, and the public, as illustrated in Exhibit 3-1. Strategic Image Management Questions for Public Transportation Organizations to Consider O ve rv ie w o f R el ev an t I ss u es a n d Im po rt an t C on sid er at io ns Pa ge N um be r o f C or re sp o n di ng St ra te gy Q1: Does your agency understand and manage its brand? 3-12 3-13 Q2: Do you listen to your target audience in your marketing efforts? 3-13 3-14 Q3: Do you use employees to spread your message? 3-14 3-14 Q4: Does your agency work with partner organizations to multiply its message? 3-14 3-15 Q5: Does your agency reinforce key image management messages in all image management materials? 3-15 3-18 Table 3-1. Strategic image management questions.

Module 3: Improve Image Management to Become an employer of Choice 3-3 In the text that follows, specific challenges, opportunities, and strategies related to image management and the various elements of successful transit and other industry campaigns are presented. The findings presented here derive from prior best practice research as well as interviews conducted specifically for this study with public transportation industry managers, experts, and other stakeholders (e.g., professional associations, chambers of commerce). The individuals interviewed, along with brief biographic details and information gathered related to image management (e.g., challenges, sample initiatives), are identified in Exhibit 3-2. Further information about each interviewee is provided at the conclusion of this module. The feedback received in interviews was notable for its diversity of perspectives and, simultaneously, for its tendency to coalesce around common themes. Participants brought experience with transit systems of many different modes, sizes, and regional characteristics, so the challenges they faced and the strategies they pursued varied greatly. At the same time, certain issues or solutions were reported from partici- pants across the public transportation spectrum. While it is unlikely that all of the challenges, opportunities, or strategies discussed in the following will apply to every public transpor- tation organization, any agency should be able to relate to several of these issues and perhaps adapt a few of the tactics suggested to improve the image of their organization with potential job applicants and the public. Detailed results of these interviews are provided in the Final Report for TCRP Project F-16A. Image Management Highlights ¾Why Is Image Management Important? • Public image affects all facets of workforce development. • Negative perceptions of public transportation affect the desire of the local population to use transit and apply for open job positions at transit agencies. • Image management enables public transportation to remain competitive with other industries in hiring skilled applicants within the local economy. Image Management ¾When Should Image Management Be Used? • Image management is a continuous process, and transit agencies should always be exploring ways to improve perceptions of their organization and the industry as a whole. • Communications and marketing efforts are especially important when new programs are launched. ¾Who Should Use Image Management? • All public transportation organizations can use image management strategies. • The specific strategies chosen will depend on local factors such as available resources, system size, regional factors, and the image challenges facing the transit agency. Naming and Identity Social Media Messaging to Stakeholders Positioning in Industry, Local Market Branding in Community Advertising Through Print, Radio, T.V. Messaging to Employees Website and Online Marketing Vehicle Graphics Coordinated, Multifaceted Image Management Campaign Exhibit 3-1. Potential elements of full-scale, multifaceted image management campaigns.

3-4 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach 3.1.1 Image Management Challenges Facing Public Transportation There are pressing image challenges facing the public transportation industry. These chal- lenges make it difficult for workforce initiatives to be fully successful. Identifying the challenges and better understanding the issues will allow transit leaders to address them through pro active image improvement programs. This section describes several of the main transit workforce image challenges. Misconceptions of transit jobs. The image of the transportation industry is poor among some youth, parents, and educators (Wirthlin Worldwide, 2000; Cronin et al., 2011). Transportation Name Title Organization Organization Type Mary Adams Director of human resources and risk management Lane Transit District Transit agency: bus Lisa Bacot Executive director Florida Public Transportation Association Professional association Jennifer Cleary Senior project manager Heldrich Center for Workforce Research, Bloustein School of Planning and Public Policy Academic institute Kevin Desmond General manager King County Metro Transit Transit agency: bus, rail, and water taxi Nicolae Duduta Transportation research analyst EMBARQ Transportation think tank Connie Garber Transportation director York County Community Action Corporation (YCCAC) Transit agency: bus and van Jill Hough Director Small Urban and Rural Transit Center (SURTC) Academic institute Lenna Kottke, Mary Cobb, Tanya Fontenot, and Jim Trayhan Executive director, director of communications, HR manager, recruiter Via Transit agency: bus and van Ashley McNamara and Christine Rhoads Corporate marketing manager, recruiting manager First Transit Contractor for transit systems Joe Niegoski Director, educational programs APTA Professional association Jeffrey Rosenberg Legislative counsel ATU Public and private labor unions Ben Ross Vice president Action Committee for Transit Transit advocacy group in Washington, D.C., area Beverly Scott General manager/chief executive officer MARTA, currently employed by Massachusetts Bay Transportation Authority (MBTA) in Boston Transit agency: bus and rail Brian Turner Executive director TLC Nonprofit transportation research organization Joel Volinski Director National Center for Transit Research Academic institute Dave Williams Vice president of transportation Atlanta Chamber of Commerce Chamber of commerce Exhibit 3-2. Image management interview participants.

Module 3: Improve Image Management to Become an employer of Choice 3-5 jobs are often thought to be jobs that involve getting dirty and have low wages with little chance for advancement (Cronin et al., 2011). Addition- ally, several transit industry managers and experts interviewed for this study mentioned that applicants frequently show little understanding of back-office operations or jobs; they only see the person behind the wheel of the vehicle. They do not see management, legal, scheduling, IT, and planning positions on a regular basis. Young people with advanced skills and degrees in these areas may not know of these opportunities or may think that all the technical jobs are simply engineering related. Consequently, they may discredit the public transportation industry as a viable career option and instead pursue opportunities at consultancies, research organizations, or the government. Similarly, multiple participants reported that people training to be mechanics may not see the appeal in a transit career and may focus on automobile maintenance rather than bus or rail vehicle maintenance. Due to these preferences, few training programs focus on bus or rail maintenance, and few colleges offer courses to prepare future generations of transit mechanics. Public transportation organizations need to continue to unify efforts around image improvement and education to improve awareness of these opportunities and get people thinking about transit careers earlier in life. Inaccurate perceptions of the transit mission. In addition to the limited and negative perceptions of career opportunities available in the transit industry, perceptions of the role of transit and the customers it serves can discourage people from entering the industry. Although the notion that transit is a public service that serves the poor and disabled may be seen as attractive among civic-minded individuals, study partici- pants reported that some applicants may have negative opinions of these populations and may not want to be associated with them. The cause of these negative perceptions is not always clear, but some participants indicated that it might be at least partly based in regional or cultural attitudes. Others sug- gested that the media or even a single bad experience could create negative perceptions, especially among those that do not typically use transit systems. For example, one transit agency conducted a survey and found that riders tended to perceive transit ridership as more like them, while non-riders perceived transit as being used largely by lower income individuals. This suggests that these perceptions can largely be overcome by encouraging people from all walks of life to use transit either for commuting for work or simply for getting around town. One participant conceived of the issue as a question of whether transit is perceived as a “lifeline” or a “lifestyle.” If transit is viewed as a service only for people who lack better options, this has a negative effect on usage of the system as well as the perceptions of potential job applicants and current employees. False impressions of job difficulty. Unlike some of the misperceptions discussed previously, the idea that certain public transportation industry jobs can be physically challenging or men- tally stressful is largely grounded in reality. For example, transit managers interviewed for this study noted concerns potential applicants had about being able to physi- cally operate a vehicle as large as a bus or provide physical assistance to paratransit customers. Industry personnel also indicated that news stories of bus drivers being assaulted or accidents in rail yards can fuel workplace safety concerns among those considering operator and maintenance posi- tions. Stress is also a concern since some workers may face long shifts with little opportunity to use the restroom or even get up and move around. Moreover, due to seniority-based scheduling structures, employees may face a high proportion of undesirable shifts for the first several years, Key Transit Leader Question • Does your community understand the critical role transit plays in supporting quality of life? Key Transit Leader Question • Do potential applicants know about white-collar career opportunities within your agency? Key Transit Leader Question • Does the local community under- stand what it takes to work in your agency?

3-6 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach making these occupations difficult for some (e.g., single parents). Participants noted that even among administrative staff, persistent funding limitations can create stress around job security as well as how to balance budgets and keep the organization running smoothly. While the dif- ficulty, real or perceived, of certain transit occupations may deter some potential applicants, there is certainly an opportunity for public transportation organizations to entice interested applicants by communicating the industry efforts being made to reduce both the physical and mental challenges of transit positions. Misperceptions of the gender/cultural barriers. Recruitment studies indicate that women may not be choosing public transportation jobs because of the perception that gender barriers inhibit successful career advancement (e.g., Wirthlin Worldwide, 2000; Cronin et al., 2011). Public transportation industry leaders interviewed for this study noted that while the glass ceiling and good old boys club complaints still have some measure of truth, especially among the management ranks, the trend is slowly reversing in some areas as women have achieved better educational outcomes and diversity has been priori- tized. Participants in a study for the Florida DOT, as well as those inter- viewed for the present study, indicated that the perceived physical demands of transportation jobs deter female applicants from pursuing jobs in the industry (Anderson, et al., 2007). One participant indicated that in addition to the physical demands of transit maintenance operations, the distinctly masculine culture of maintenance shops makes female maintenance staff a transit rarity. In addition to gender, cultural, and background influence challenges, such as the views of family and friends, there are challenges in recruiting applicants from other nontraditional and minority populations since these applicants are not sure they will fit within transportation orga- nizations (Anderson et al., 2007). Multiple industry experts noted that another largely untapped population, military veterans, may not consider the ways their unique skills could apply to the public transportation environment. Transit systems must pursue image management and out- reach programs to address the perceptions of these groups if transit workforce programs are to have their fully intended impact. Unawareness of transit career path opportunities. Workforce research indicates that many potential applicants have misconceptions of the actual work performed within public transporta- tion organizations. Potential employees do not understand the range of long-term career opportu- nities available in transit agencies, particularly at the management and executive level. As a result, organizations are challenged with convincing potential applicants that they can grow in their tran- sit careers. It becomes especially difficult to recruit the younger generation because they often have the desire and ambition to move up quickly. One reason this perception is difficult to combat is that it is partly based in reality. Participants reported that as the economy has weakened, many transit employees that might have retired or left the industry have elected to stay, limiting opportunities for junior employees to advance. Although study participants suggested that operations and maintenance personnel often seem perfectly content to stay in their current roles for extended periods, the image of limited upward mobility may be detrimental to the industry because those with greater ambition to succeed in roles across the organization are choosing not to build careers in public transporta- tion. Participants report that junior employees in planning, engineering, and IT are the hardest to recruit and retain since they are often offered opportunities for more rapid advancement and better pay in other industries. Key Transit Leader Question • Do women and minorities understand the transit career opportunities your agency offers? Key Transit Leader Question • Are potential applicants residing within your service area aware that the public transportation industry offers many long-term career opportunities?

Module 3: Improve Image Management to Become an employer of Choice 3-7 Changes in external factors. The labor market will fluctuate consider- ably over time (Watson Wyatt Worldwide and Focus Group Corporation, 2004). Several participants interviewed for this study noted that for many positions, the widespread difficulty in recruiting new people to the indus- try has diminished due to the weakened economy and job market, but this could change as the economy recovers. In addition, a private company may open a large facility in a public transit agency’s area of service, offering better pay and benefits and projecting a positive image. This could lure applicants that are interested in transit jobs into private work. One par- ticipant reported that the strength (or weakness) of the construction industry in the area can have a significant impact on the system’s ability to compete for skilled electricians and other positions in demand in that industry. External changes may also come from state or federal mandates. For example, a large transit system in Texas was recently ordered by the Texas State Legislature to shift most of its work to private contractors instead of operating those services in-house. Transit workforce programs must be flexible and respond to external changes such as these to succeed in challenging environments (Watson Wyatt Worldwide and Focus Group Corporation, 2004). Geographic/cultural biases toward transit. One of the most interesting trends in the perceptions shared by transit industry managers and stakeholders is the divergent opinions about transit among various regions of the country and specific demographic groups. Par- ticipants suggested that these established regional or cultural biases not only affect ridership, but also the propensity of the population to consider careers in public transportation. For example, multiple participants from the southeastern United States suggested that the car culture still prevails in their area and that transit is seen as something used only by those not fortunate enough to have personal vehicles. Consequently, much of the population in these areas opposes transit funding and presumably would not be inclined to choose a career in transit. Many other regions of the country share this passion for travel in personal vehicles. Simi- larly, those in rural areas may not be aware of the ways transit services promote the economy and support important segments of the popula- tion. Fortunately, one trend seems to counteract the prevailing animos- ity toward transit in some areas. Participants universally agreed that the younger generation has a more favorable attitude toward public trans- portation in general. They are more likely to forgo car ownership and rely almost exclusively on public transportation. This may be because the younger generation is more environmen- tally conscious than previous generations or because they do not share many of the negative perceptions of transit that their parents might have grown up with. Either way, the industry must find ways to rally young people to support the industry and promote expansion of ser- vices in otherwise hostile areas. 3.1.2 Opportunities to Leverage Public Transportation Image Management While some negative views and misconceptions of the public transportation industry exist, there are numerous opportunities that can be leveraged to positively affect perceptions of public transportation. The opportunities highlight the positive impact transit agencies have on the community, citizens, and the environment. Understanding these prospects will allow agencies to create image improvement campaigns that squarely resonate with stakeholders. If applicants, employees, and community members understand the positive impact of public transportation, they may be more likely to view the industry as an employer of choice. Moreover, they will be Key Transit Leader Question • Is your agency prepared for fluctuations in the economy and resulting changes in workforce demand? Key Transit Leader Question • Does your agency understand how regional or cultural biases affect perceptions of your organization?

3-8 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach more likely to describe the industry in a positive manner when talking to friends, family members, or even lawmakers that make decisions affecting transit. Emphasize quality of life through community impact. Recent studies indicate that proactive and systematic approaches to address future workforce development needs are critical and must include strategies for attracting new and nontraditional candidates to careers in public trans- portation (e.g., University of Wisconsin, 2011). Nontraditional applicants include citizens that are passionate about making a positive impact on their community. Many people are already aware that transit supports dis- advantaged populations and those who cannot afford vehicles. However, the community service value of transit increases as people across the socio- economic spectrum come to see transit as part of a lifestyle rather than as a last resort. To promote the transit lifestyle, participants recommended making the public (and therefore job applicants) aware of the many transit benefits beyond serving disadvantaged populations. These benefits include economic development, less congestion on highways, improved air quality, and less reliance on petroleum. Transit agencies have a significant positive impact on rural and urban areas because they connect people with schools, businesses, and leisure activities while reducing road congestion. According to APTA (2011), people who live in close proximity to public transportation drive an aver- age of 4,400 fewer miles than those who do not, which saves Americans nearly 800 million hours in travel time (APTA, 2011). Further, citizens that take advantage of transit systems can relax during their commute while reading, using smart phones or laptops, or listening to music. Participants noted that transit employees can feel confident that they are making a dif- ference in the lives of others, especially seniors and people with disabilities, who otherwise would not be able to reach places such as the grocery store, bank, post office, school, and work. Transit leaders also reported that, when choosing careers, younger applicants in particular were highly influenced by the social contributions of an organization. Leaders also noted that transit agencies need to do a better job of conveying the positive impact transit has on their service areas if they want to attract motivated younger employees. Target green-collar employees. The public transportation industry must become an employer of choice for individuals who seek employ- ment in so-called green-collar jobs. Transit is by nature a green indus- try since public transportation saves over 640 million gallons of fuel annually in congestion reduction alone (APTA, 2011). This helps reduce America’s carbon emissions by 37 million metric tons a year, equal to the electric power used by almost a million households (Jones, 2008). Further, transit continues to become even greener through the imple- mentation of environmentally friendly programs. Many public trans- portation organizations have also adopted green practices, as evidenced by the transition to hybrid buses at many agencies. The push to be more green is good for the environment and, in many cases, makes good busi- ness sense because it increases ridership and reduces expenses, such as for fuel. Transit as Community Service • The Los Angeles Metropolitan Transit Authority (LA Metro) man- ages a vanpool program for its riders. Riders wishing to start a vanpool must determine a route, recruit riders, lease a van, set fares and policies, and submit a Metro Vanpool Application. Vanpools must contain at least five people. The benefits of vanpools include the ability to use freeway carpool lanes and receive a $400 monthly van lease subsidy. LA Metro also runs programs giving commut- ers carpool information for their daily commute and for taking their children to school (school pools). This information can match people interested in sharing commutes. • Lane Transit District in Oregon pro- motes the fact that they became 100% accessible 5 years before it was required by the Americans with Disabilities Act (ADA). They also feature people in wheelchairs in a number of their ads. From this, people with disabilities know they have the freedom to get around, and applicants know they are con- tributing to increased mobility for these individuals. • York County Community Action Corporation (PA), a nonprofit transit provider, worked with the state transit association to pro- mote their positive impact on the community. The transit association wrote a policy paper that targeted members of the legislature and other elected officials, as well as the public. The paper talks about the transit association, its mission, services, goals, and agenda, and how their services strengthen the community in terms of its individu- als, their mobility, the economy, and the environment.

Module 3: Improve Image Management to Become an employer of Choice 3-9 While transit is undoubtedly a green industry, employees, riders, and applicants may not always make the connection between transit and mak- ing a green decision. This restricts the industry’s attractiveness to new hires that seek employment in a job that can have a positive impact on the environment. It also reduces the impact transit’s greenness has on current employees—as well as mid-career employees in related industries—who are weighing a career move. Study participants noted that the green argu- ment is especially persuasive to tech-savvy younger employees that are needed to replace retiring baby boomers. Thus, it is critical that transit agencies promote their greenness. As important as it is, there are some real challenges to effectively lever- aging the greenness of transit. Participants noted that this argument may not be as persuasive in areas where the effects of pollution are less appar- ent or where environmental concerns are likely to take a back seat to other factors when choosing a career. Even in areas that may be more receptive to this message, it can be hard to articulate the environmental impact of transit in a way that is universally understood. While greenhouse gas emis- sion inventories and life-cycle cost data can convince the more analytical audience, it is important to also make an emotional connection and “make it real,” as one participant put it. Strategies could range from using green- themed wraps on vehicles to linking transit to broader concepts of liv- ability when environmentalism is not seen as being as much of a concern. Finally, although the rhetoric of green jobs can be used to promote transit positions, it is important not to obscure the reality of day-to-day job activi- ties. Transit jobs are rarely glamorous and require hard work, often in a bureaucratic environment, so it is important not to ignore reality when promoting the green nature of the work. Seek to be an employer of choice for nontraditional candidates. Given public transportation’s unique work environment and flexible sched- uling, the industry is well positioned to become an employer of choice for candidates from nontraditional sources. This focus will allow public transportation to build a deeper and more diverse applicant pool (Cronin et al., 2012). Nontraditional applicants, such as retired military personnel, stay-at-home parents, and retirees from similar organizations can be excel- lent sources for talent. These applicants often have a wealth of knowledge and skills from previous positions that can immediately make an impact within the organization (Cronin et al., 2012). Agencies should consider how to leverage the experience and expertise of these nontraditional appli- cants while adapting work arrangements to meet their needs. For example, NCHRP Report 693 provides several ideas for reaching nontraditional can- didates. First, agencies should conduct research within their communities to identify the key motivators, such as work-life benefits, and messages that would attract nontraditional employees to come to a working environment (e.g., extended leave/personal days, flexible work arrangements, job shar- ing). Second, image management efforts designed to reach these potential applicants should ensure that these flexible work arrangements are clearly highlighted as job benefits to entice experienced employees to return to the workforce. Lastly, organizations should tailor marketing and recruitment materials to increase interest among target populations. The messages and photographs used in recruiting materials should incorporate nontradi- tional employees, such as stay-at-home parents or older employees. Transit as Green-Collar Employer • BART Bicycle Task Force and the inclusion of bike lockers at BART stations have improved the rid- ing experiences for cyclists in the greater San Francisco area and enhanced their green image. The Bicycle Task Force reviews BART policies and rider suggestions and discusses problems and com- plaints of bicyclists to improve bicyclists’ experiences with BART. • LA Metro hosts sustainability conferences where it decides on environmental and sustainability goals and examines potential new programs, modeled on both domestic and international pro- grams, to make LA Metro and its service area greener. Example ongoing programs include reducing southern California’s dependence on automobiles and making LA Metro stations more bike-friendly. • The Capital Metropolitan Trans- portation Authority of Austin, TX (Capital Metro) devotes a sec- tion of its strategic plan to devel- oping an environmental man- agement system. This is designed to ensure the agency adheres to environmental requirements and develops innovative and cost-effective practices in transit design that will preserve the natural environment. • Via Mobility Services (Boulder, CO) uses green-branded buses as well as Prius cars and other vehicles that emphasize using alternative fuels and other envi- ronmental benefits. The vehicles themselves were designed in cooperation with the community to make them more fun and appealing. People see them out in the community, and the green message is immediately clear.

3-10 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach Promote understanding of transit to improve perceptions. The majority of the public is aware that public transportation gives people an additional choice when making travel plans (Wirthlin Worldwide, 2000). However, research also indicates that it is usually only when people begin to routinely use public transportation that they begin to feel more favorably about it (Wirthlin Worldwide, 2000). This indi- cates that greater public exposure often leads to a more positive atti- tude toward transit systems (Wirthlin Worldwide, 2000). The same logic can be applied when discussing job applicants’ perceptions of public transportation occupations. Several participants noted that transit jobs generally do not hold the same level of prestige as the jobs of airline pilots or executives, yet the contributions to economic growth and human safety are comparable. The more an applicant knows about the transit workforce and the important responsibilities involved, the more positive his or her perceptions will be of transit career opportunities. For this reason, public transportation organiza- tions must find ways to improve awareness of the industry and provide potential applicants with vivid examples of job opportunities. One of the principal ways transit agencies are achieving this goal is by conducting outreach to young people in schools and other poten- tial applicants through the media. Several transit agencies mentioned partnering with local high schools, technical schools, and colleges to participate in career fairs, present information about the benefits of transit and transit careers, and offer internship or apprentice pro- grams. Since marketing budgets are often limited and transit agen- cies may be limited in their opportunities to conduct outreach, it is important to seek out low-cost marketing to increase public under- standing of the transit industry. Social media can be a cost-effective way to get the message out to a younger audience. In many areas, local media and community groups may be interested in learning the role public transportation organizations play in the economic develop- ment of an area, congestion reduction, environmental improvements, and lower reliance on foreign oil. APTA and other transit stakehold- ers have also developed resources that transit systems can use to help increase awareness of transit and the opportunities offered through- out the industry. Make transit a better place to work. Not all negative percep- tions of transit can be addressed by better marketing or outreach. For some of the toughest challenges, the industry must look inward and target the root of the problem. For example, many of the par- ticipants interviewed for this study acknowledged that the workplace culture at some transit systems can lead to animosity between the labor force and management. While this is not a new phenomenon in the industrial age, participants felt that the transit industry has been slower than other industries to address this challenge and chart a path toward a culture of mutual respect and collaboration. Allow- ing this pattern to persist could have far-reaching effects as employ- ees that feel that their opinions and contributions are not valued could be less motivated and less inclined to go beyond their basic job requirements to improve efficiency, productivity, and safety. Improving Understanding of Transit • APTA has a blue-ribbon panel focused on youth outreach. They have invited young people from across the country to go to Washington, D.C., for an immersive experience in the industry. APTA also cre- ated a video, available to schools and the public, of younger employees speaking about their specific experiences working in transit. • SURTC, APTA, and other partner organi- zations have collaborated on developing a college-level transit curriculum that can be used by academic and vocational programs across the county to introduce students to the industry. Topics covered include governance, planning, manage- ment, labor relations, current trends, and future directions. • The FTA partnered with the Heldrich Center at Rutgers University to develop a map of the transit workforce. The tool describes the jobs across the industry, the type of education required, and typical salaries. They developed creative ways to display this information in a tool that can be used for recruitment, career develop- ment, and succession planning. • Lane Transit District maintains an internship program with the Univer- sity of Oregon and has interns work on pieces of their capital project work, retirement programs, and so forth. They can attract a high skill level, and the program helps to expose students to transit careers. They also run express bus service between the university and stu- dent housing, and they include young people in their advertisements. • The Florida Public Transportation Association developed the IM4Transit website to act as a centralized infor- mation resource on transit in the state and encourage more people to support transit. People can select their favorite transit system, so it supports smaller systems that can’t afford their own website.

Module 3: Improve Image Management to Become an employer of Choice 3-11 Moreover, employees at all levels can be an organization’s best recruiters, but if they are frustrated by the divisiveness of the workplace environment, they are less likely to project a positive image to others who may be consid- ering employment in the industry. Although participants could not point to any specific organization that was completely successful in this regard, most were confident that signifi- cant opportunities exist to improve the workplace dynamic and promote an environment where people are excited to come to work each day. An important part of this process involves both management and labor mak- ing a commitment to regular and substantive communication. Transit agencies can be large, impersonal organizations due to the demand to maintain efficiency in a time-sensitive industry. ATU reports that 90% of the transit workforce is represented by a union (Transportation Learning Center, 2010), so it is essential that both the union and management make a concerted effort to keep lines of dialogue open. Management must make a concentrated effort to solicit feedback from frontline employees on ways to improve operations and working conditions, and unions must be will- ing to support such good-faith efforts. Both individual transit agencies and national organizations should strive to create open forums for ideas on how employees at all levels of the organization can help improve orga- nizational performance and make the transit system a great place to work. Another key to improving workforce relations is to support an environ- ment in which pathways to career advancement exist for all employees. While participants noted that many employees are content to spend their entire careers in a frontline role, the perception that transit does not have a commitment to career and leadership development could restrict the applicant pool and cause some frustrated employees to leave the indus- try. Labor–management partnerships to develop career ladders for transit employees have shown promise as a way to support employee growth and enhance collaboration. Some participants also suggested incorporating greater use of certifications to allow employees to document their career progress and receive incentives for achieving certain milestones. As the technology of transit evolves, it benefits all organizational stakeholders to have a workforce that is motivated to constantly improve its skills. The image of the organization benefits as well, since these employees become ambassadors to the public. 3.2 Image Management Strategies Strategic image management can be challenging. Historically, companies with products to sell advertised through one or two established channels (e.g., newspapers, radio, television) and measured results in actual revenues. Word-of-mouth advertising was recognized and valued to a degree, but it was difficult to measure so was not considered in formal evaluations. As the mar- keting industry became more sophisticated, companies learned to target key influencers (e.g., prominent celebrities, politicians). Once these influencers began using the product or service, they became indirect product champions. Traditional image management tactics are still effective, but the advent of social media over the past decade has added further complexity to how organizations position themselves. New information can be shared within seconds, and the role individuals (e.g., customers, employees, Toward a Better Workplace • Leadership APTA is APTA’s annual program designed to develop and support the next generation of leaders. Each year, 25 APTA mem- bers participate in a yearlong pro- gram that includes skill-building workshops, conferences, executive roundtables, class leadership proj- ects, teleconferences, online meet- ings, and web-based events. • The Keystone Transit Career Lad- der Partnership brought together SEPTA leadership and a number of union partners to develop a career path to address changing transit technologies and related skill shortages. The program makes it possible for larger numbers of incumbent workers to receive the training needed to progress into higher-level positions in the orga- nization. • Corning Glass is a classic example of an organization that overcame significant labor-relations chal- lenges by developing a culture of performance and empowering all employees to have a say in how the organization operates. The program was so successful that employees proudly brought their children into the workplace on weekends to show them the contri- butions they made each day.

3-12 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach community members) play in shaping attitudes about companies has increased dramatically (e.g., Twitter’s trending topics). Consider the motion picture industry. While there are still a number of prominent film critics who write thoughtful reviews, social media—especially Facebook and Twitter—enable moviegoers to bypass these official channels and post their own reviews, directly contributing to the success or failure of a new release. The same is true for pub- lic transportation agencies. Participating in social media—even in a listening-only mode—can go a long way toward understanding stakeholder perceptions. Thus, to effectively manage their images, transit agencies must understand this modern image management context and develop multifaceted, wide-ranging marketing strategies that successfully influence public perception. The following text identifies a series of strategic questions and answers that public transporta- tion leaders should consider to bolster image management efforts. Strategic image management Q&A. In this section, several image management questions are posed, and answers are provided in the form of strategies to assist public transportation agencies in image management initiatives. Strategic Question 1: Does your agency understand and manage its brand? The word brand for most people conjures up specific product names; however, industries and individual organizations can be perceived to have certain attributes as well. Understand- ing these attributes and managing related stakeholder perceptions are key elements of effective image management. In The 2012 Harris Poll Annual RQ [Reputation Quotient] Public Summary Report, respondents were asked to rank the 60 most visible U.S. companies on six key dimensions that drive stakeholder and customer attitudes (Harris Interactive, 2012). Exhibit 3-3 provides an overview of these dimensions, the top-performing private-sector companies, and transit strate- gies to influence stakeholder attitudes related to each dimension. While examining the promotion of the public transportation industry or an agency, it is important to consider how to better position transit regarding the dimensions in Exhibit 3-3. For instance, with gas prices significantly higher in recent years, public transportation can be Key Image Management Dimension Top Performing Company in 2012 Harris Poll Sample Transit Strategies to Influence Stakeholder Attitudes Related to this Dimension Social responsibility Whole Foods Promote transit’s environmental and community benefits, such as less congestion on highways, improved air quality, and less reliance on petroleum. Emotional appeal Amazon.com Associate transit with connecting people to exciting activities, such as sporting events, restaurants, entertainment, and museums. Financial performance Apple Highlight the economic impact of well-run public transportation for local businesses and the cost savings for individual riders. Products and services Apple Link service offerings with the needs of the local community by promoting benefits like free Wi-Fi, night schedules, and safe and reliable transport. Vision and leadership Apple Demonstrate how public transportation is proactively planning to meet local population trends for students, disabled citizens, workers, and the elderly. Workplace environment Apple Promote career opportunities, workforce diversity, community impact, and work-life benefits in recruitment campaigns. Exhibit 3-3. Key image management dimensions, top private-sector performers, and transit strategies.

Module 3: Improve Image Management to Become an employer of Choice 3-13 both a money saver and time saver. Likewise, as residents in a given community gain a better understanding of public transportation benefits, taking the bus or subway can be considered the responsible thing to do. Organizations that concentrate on these six key areas, or a strategic subset of these dimensions, in their image management strategies will have a better chance of positively including perceptions of their image. As an example, to better position the industry, the FHWA recently produced a series of brief web videos to highlight how local and regional transportation agencies are advancing livability principles in rural communities. These videos provide concrete examples of the ways the indus- try is improving livability in a socially responsible way, such as an electric trolley in Woodstock, Vermont, that runs on so-called cow power. Cow power is generated by participating farms that use an anaerobic digester infrastructure. The biogas generated is converted into electricity that runs the trolleys. The videos underscore that when riders choose the trolley instead of their car, they are helping the environment. Similar efforts can be conducted within individual transit agencies as well. Image Management Strategy 1: Consider the unique attributes of your local system and then feature these components in advertisements, on website(s), and through other communications channels. Other important factors to consider in presenting the organization’s image are the nature and interests of the individuals the public transportation organization believes to be good candidates for jobs. Strategic Question 2: Do you listen to your target audience in your marketing efforts? It is critical for agencies to conduct market research to better under- stand public perceptions of them. Results can be used to inform pro- active image management efforts and to develop messages that will correct any misperceptions. While some transit agencies may not have the budget to conduct original research, useful data can be gathered in many ways. Simply monitoring social media and news outlets can provide valuable insights into community views of the agency. For example, if there are posts or reports about bus delays on media pages, steps can be taken to directly address the issues, and information can be shared with the public related to steps the system is undertaking to improve service. Likewise, market information can be gathered from job applicants and current employees. For instance, it can be useful to ask job can- didates how they heard about a particular opening in order to better understand the effectiveness of recruitment campaigns. Applicants, even those who are not hired, may also be able to provide candid infor- mation regarding their perceptions of an organization. For example, in using this approach, the FHWA found that there was a significant time delay between initial job application submission and agency follow-up, causing frustration and disinterest. Using this market data, the FHWA diligently worked to reduce this hiring-time window and lessen this bar- rier, therein improving its image among applicants. Similarly, agencies can survey existing employees or employees leaving the organization to better understand their perceptions. Once these data are collected, the Knowing the Audience Makes the Difference For more than 40 years, one of the most coveted jobs in Washington, D.C., for people without a college degree has been trash collector. Even though the work can be potentially hazardous and physically draining, the city routinely has more applicants than openings and a very low turn- over rate. Why? Residents know the job comes with a good benefits pack- age and an average salary of $36,000 per year, plus health insurance and great hours—a real selling point for working moms and dads. By identi- fying the unique attributes of each position, you can underscore benefits that will appeal to your target group of candidates. (Source: Shin, 2012)

3-14 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach positive attributes can be reinforced, and, ideally, the negative comments can be considered and addressed moving forward. Image Management Strategy 2: Collect market data and match results with details regard- ing the benefits of your agency’s workplace and service offerings to develop an image management campaign that is specifically targeted to your community. In addition to thinking about those the transit organization seeks to hire, it is important to consider the role that employees play in image management and, subsequently, recruitment. Strategic Question 3: Do you use employees to spread your message? Employees are critical elements of a well-developed image management campaign because they are the de facto ambassadors of the agency. For example, frontline operations workers, such as bus drivers, share their work experiences with riders, their families, friends, and others, thus affecting the perceptions of those individuals. By providing employees with positive information and facts, they can relay this message to their personal and professional network. In communi- cations to employees, it is important to highlight the central image message of the agency and include any key organizational achievements, technology advancements, important milestones, and job opportunities. E-mail, intranet, and social media are cost-effective ways to communicate with employees. Agency employees can also be used in marketing materials. Employees are typically members of the community in which they work, so they will naturally be relatable to the local population. As a result, they can bring a certain level of sincerity and honesty to image management cam- paigns that will resonate with target stakeholders. Involving employees in these efforts will also help ensure that they understand the agency’s public message. Image Management Strategy 3: Since consistency in message is critical to image man- agement, create a coherent message and collateral that employees can share with their associates. Partnerships with other organizations that have a good standing in the community can also assist transit agencies in spreading their message and improving their image. Strategic Question 4: Does your agency work with partner organizations to multiply its message? One of the strongest themes that emerged from interviews with stakeholders across the industry was the notion that individual transit systems cannot achieve their image manage- ment and workforce goals alone. Partnerships with a range of national and local organizations have the potential to maximize the impact of image management messages and provide direct access to audiences the transit system hopes to reach. As previously discussed, partnerships with high schools, vocational and technical programs, and colleges can help to reach a pool of applicants that have much needed skills and may be actively considering their career options. Partnering with schools helps to lend some credibility to the message and may even provide some direct experience to potential future employees in the form of internships or appren- ticeships. Similarly, multiple participants identified military veterans as an ideal source of job

Module 3: Improve Image Management to Become an employer of Choice 3-15 candidates for transit because veterans are likely comfortable working in a structured environment, have strong technical skills, may not mind long hours or late shifts, and are typically responsible and well trained. Consequently, transit systems should strive to partner with organiza- tions that support the transition of veterans to obtain employment in the civilian sector. Another way to add credibility to image management efforts is to part- ner with organizations that already have strong brands in the community and benefit from their positive image. For example, several participants suggested that joint marketing with sports or music venues, museums, and tourist attractions can not only boost ridership to and from attractions but also increase familiarity with the benefits of transit and lead people to asso- ciate transit with a positive experience. Similarly, partnerships with orga- nizations dedicated to improving the environment, such as the Clean Air Campaign and the Sierra Club, can help spread the message of the environ- mental benefits of public transportation while leveraging funding streams dedicated to this type of messaging and targeting audiences known to be receptive to green messaging. These organizations are typically strong sup- porters of transit due to its obvious benefits over personal vehicles in terms of greenhouse gas emissions. Finally, multiple interview participants felt that national transit stake- holders are valuable partners when it comes to the perception of the industry and that these stakeholders should take a leadership role in addressing the more pervasive workforce image challenges. Trade orga- nizations like APTA and CTAA and organized labor unions like ATU and TWU have the potential to have a far greater impact on the image of transit and its workforce than any individual transit agency. Participants felt that these groups should continue to raise public awareness about positive industry trends in technology and safety and workforce practices while also providing resources for individual agencies to use in their own branding efforts. Image Management Strategy 4: Create meaningful transit partnerships with local and national organizations that will help promote your transit organization to your desired candidate pool (for example, if your agency strives to increase its diversity, partnering with minority-based membership associations may prove to be an effective avenue for promot- ing opportunities). As described in the beginning of this module, well-designed image management efforts are multifaceted, unified campaigns. Thus, it is important for transit organizations to ensure that their efforts related to each of the aforementioned strategies are aligned. Strategic Question 5: Does your agency reinforce key image management messages in all image management materials? Synchronizing strategic image management initiatives within an agency helps to ensure that the intended image is effectively communicated to all stakeholders and that opportunities are not missed to reinforce the message. Partnerships That Work • MATBUS in North Dakota increased ridership and awareness, especially among younger riders, through advertising partnerships with the local university. The university bought wraps for the buses that also helped improve the relation- ship between the university and the transit system and helped make transit more appealing to the students and university com- munity. They also had campaigns with athletic teams riding the bus. The student body president made a related YouTube video. • For APTA’s Dump the Pump Day, the Florida Public Transportation Asso- ciation partnered with the Sierra Club and the Florida Public Interest Research Group to expand the day’s message of less reliance on auto- mobiles to an even wider audience. • First Transit, Inc., reported partner- ing with the U.S. Army’s Partnership for Youth Success program, in which military personnel transitioning out of the service in 6 months are pro- vided with a list of job openings.

3-16 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach Many public transportation organizations have had success integrating their campaigns at the national and local level. For example, in early October 2012, APTA announced the winners of their annual AdWheel Awards at the APTA Annual Meeting in Seattle, Washington. The awards recognize public transportation systems and APTA business members for excellence in advertis- ing, communications, marketing, and promotion. Winners were chosen based on system size in specific categories, such as print (e.g., paper advertisement, vehicle graphics), electronic (e.g., T.V., radio), public relations/awareness or educational, social media, and special event. All of the awardees demonstrated the ability to create engaging materials and messages to advance public transportation. Several winners are highlighted in the following. AdWheel Awardees Group 1: Systems with Four Million or Fewer Annual Passenger Trips • Print: Illustrated Vehicle: “Advertising the Advertising Program – ‘There’s a Better Way to Reach People,’” Blacksburg Transit, Blacksburg, VA • Electronic: Radio Advertisement or Public Service Announcement: “COLTS Campus Con- nections,” County of Lackawanna Transit System (COLTS), Scranton, PA • Social media: Viral Video: “It’s Easy, Baby.” Triangle Transit, Research Triangle Park, NC • Special event: Public Relations/Awareness or Educational Special Event: “PRTC 25th Anniver- sary Celebration,” Potomac and Rappahannock Transportation Commission (PRTC), Wood- bridge, VA AdWheel Awardees Group 2: Systems with More Than Four Million but Fewer Than 20 Million Annual Passenger Trips • Print: Billboards/Outdoor Advertising: “Outdoor Advertising,” Riverside Transit Agency, Riverside, CA • Electronic: Digital Ad: “Go Smart,” Omnitrans, San Bernardino, CA • Campaign: Public Relations/Awareness or Educational Campaign: “Live Outside the Lines,” Regional Transit Authority of New Orleans, New Orleans, LA • Social media: Social Networking: “The T Fort Worth Facebook Page,” Fort Worth Transporta- tion Authority (The T), Fort Worth, TX • Special event: Public Relations/Awareness or Educational Special Event: “In Town Without My Car,” Agence Metropolitaine de Transport, Montreal, QC AdWheel Awardees Group 3: Systems with More Than Twenty Million Annual Passengers Trips • Print: Newsletter: “Metro Insider,” Los Angeles County Metropolitan Transportation Author- ity, Los Angeles, CA • Electronic: Internet Homepage: “If You See Something, Say Something!” Maryland Transit Administration, Baltimore, MD • Campaign: Promotional Campaign: “2012 Ridership Campaign,” Sound Transit, Seattle, WA • Social media: Viral Video: “Catch a Ride on Metrolink,” Orange County Transportation Authority, Orange, CA The full list of AdWheel winners can be found at www.apta.com. Additional information about individual agency campaigns can be found on the agencies’ related websites. As another example, Via Mobility Services, a nonprofit community transit agency in the Denver, Colorado, area, recently launched a full-scale image management initiative. With assistance from Vermilion, Via reinvented its brand with a specific emphasis on reaching its local community. These multi- faceted, coordinated initiatives highlight many smart practices. Lessons learned and example image management strategies employed by APTA AdWheel awardees and Via are provided in the following, along with some recommendations for inte- grating discrete aspects of an agency’s marketing efforts.

Module 3: Improve Image Management to Become an employer of Choice 3-17 Focus on logo, tag line, and color scheme. When attempting to reinforce an image, it is important to consider whether the organization’s logo, tag line, and color scheme consistently reflect the agency’s message across different marketing efforts. For example, transit agencies that want to position themselves as environ- mentally friendly may chose green as a dominant color in their advertisements. The marketing strategy embraced by Via executive leadership to adopt new col- ors and logos on vehicles and in other marketing materials is a fitting example of how a transit agency can positively transform its image within the community and expand its customer and community support base. Exhibit 3-4 provides an example from Via’s marketing materials. It is important to note that all of Via’s materials use the three colors of cobalt, aqua, and spring to add consistency to the agency’s messaging. The organization’s tagline and shape of the logo also reinforce the intended agency brand—ease of movement. Consistently reinforce message. All image management facets should rein- force the core facets of the organization’s message. Even the agency’s name should be assessed to determine if it is relaying the intended message. For example, the name Via was not the original name for this transit system. Formally this agency was known as Special Transit. However, the organization wanted to communicate a broader, more positive message to its stakeholders. To let its core customers know about the change, Via launched a full-scale communications campaign. Similarly, in February 2012, PRTC launched a youth outreach effort aimed at middle-school students. The goal of the public outreach program was to expand PRTCs existing education programs and expose suburban children to the benefits of public transportation at a young age so they would consider using transit in the future. Specifically, to convey the message that transit is green, page headings use the color green, and images associated with public transportation are also colored green (e.g., a small gas pump representing public transportation is green compared to a larger, red pump that represents cars, trucks, and SUVs). The campaign also uses easy-to- understand images that present the idea of transit being green. For example, a large number of cars with emissions are pictured compared to one bus that all of these people could fit into. This example of communications conveying brand and important messages to the community can be seen at http://www.mwcog.org/uploads/committee-documents/aV1dXFpW20120618082747. pdf (see page 5 of the document). Use high-quality graphics and engaging techniques. When designing an image management campaign, it is also important to consider methods to engage stakeholders through multiple meth- ods, including high-quality graphics, technology, and even promotions or contests. OmniTrans, the public transit agency serving the San Bernardino Valley, California, area, combined all three strategies in a recent advertisement. The advertisement used eye-catching images and bright colors to grab a reader’s attention. Additionally, it included a coupon that could be used for a free ride on Dump the Pump day. Finally, in association with Dump the Pump day, OmniTrans held a contest in which riders could post a photo to Facebook showing their monetary savings from dumping the pump and riding public transportation. Winners of this contest received a free 31-day bus pass. Additional information is available on the OmniTrans website (www.omnitrans.org). Another strategy often employed in well-designed image management campaigns is to estab- lish a personal or emotional connection with the target audience. This may involve using actual members of the community, employees, or actors that represent target groups. Such a strategy helps establish the value of the agency to its customer base. The Via advertisement provided in Exhibit 3-5 is a noteworthy example of this strategy. Via’s riders include many older citizens in the community; thus the advertisement features a grandfatherly gentleman. Lastly, as previously emphasized, it is important to promote an organization’s image through as many avenues as possible. The transit industry has a unique advantage over other industries Exhibit 3-4. Logo, tag line, and color scheme should reinforce intended agency brand.

3-18 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach since agency vehicles provide a means to advertise throughout an organization’s service area. Salem-Keizer Transit’s Earth Day Bus Campaign received overwhelmingly positive support from the local community and won awards in APTA’s 2012 AdWheel competition. The key message was, “Every day is Earth Day when you ride the bus!” For this campaign, images showing riders sitting on the bus as if they were out in nature were created and presented visually across the entire outside of the bus. An image of the award-winning bus campaign as well as information about the awards received can be seen on the organization’s website at http://cherriots.org/en/ node/179. Image Management Strategy 5: Assess your agency’s image management initiatives to determine if there are ways to add consistency across different facets of your campaign and more effectively communicate your organization’s core message(s) to stakeholders. 3.2.1 Sample Transit Case Studies This section provides illustrations of how the image management strategies identified might be used in a real-world setting by public transportation organizations. The purpose of these case studies is to show how features of the strategies identified can be combined to influence stakeholder attitudes. Sample transit case study 1 – social responsibility. A mid-size urban transit agency located within the Pacific Northwest began to experience a drop in community support and funding and a reduction in applicants for vacant professional and technical positions. The combination of these two issues raised concern within the management team that the transit agency’s ability to Exhibit 3-5. Use personal images and messaging to connect with audience and reinforce value of services.

Module 3: Improve Image Management to Become an employer of Choice 3-19 meet service demands and carry out its mission could be compromised. A decision was made to promote the environmental benefits of transit services to realize the goals of building community stakeholder support for the agency and making transit employment more attractive to recent college graduates committed to environmental improvement. To this end, the agency took the following steps: • Redesigned the color scheme and logo on all vehicles and marketing materials to emphasize the green nature of its services. • Committed to ensuring that future vehicle procurements increased the number of alternative fuel vehicles within its fleet. • Placed ads in local media that touted the environmental benefits of transit, such as reduced traffic congestion and improved air quality. • Redesigned the presentation and content of the transit agency website to further emphasize transit services as environmentally responsible. • Created an outreach program to universities, colleges, and technical and high schools that provided students a greater understanding of transit’s environmental contribution and opportunities for professional and technical careers within the transit agency. Sample transit case study 2 – emotional appeal. A small urban transit agency that provides fixed-route service to a resort area in Colorado learned through a customer survey that the agency was not perceived as a part of the excitement of the local culture. Transit ridership con- sisted primarily of people that lived and worked within the service area but did not include the large tourist population that came and went throughout the year. The impact of this untapped ridership base was being felt at the fare box and in the lack of transit support from local busi- nesses. The agency decided to initiate a marketing campaign to promote the many ways it could connect tourists, visitors, and community residents to local restaurants, bars, entertainment, and outdoor activities. The elements of this marketing initiative included: • Ads placed in local newspapers and entertainment guides and on radio and TV emphasizing transit schedules and services. • Posters, flyers, brochures, and schedules placed at local restaurants, ski areas, whitewater raft- ing companies, and horseback riding stables explaining that transit could be used to access these venues. • Expanded operating hours to 2:00 a.m. to coincide with restaurant and bar hours of operation. Sample transit case study 3 – financial performance. A large urban transit agency located in the Southwest recently experienced rebukes from a certain group of political and business leaders complaining about the inefficiency of transit operations and expressing desires to cut funding to the transit agency. Transit management knew that these attacks had the potential to affect the agency’s ability to meet service demands and carry out its mission. In response, the transit agency instituted a campaign to demonstrate the fiscal integrity of its operation, the posi- tive financial effect that its services had for local businesses, and the cost savings it provides for riders. Elements of this campaign included: • Creating a quarterly financial report that was distributed to governmental entities, the cham- ber of commerce, and other appropriate stakeholders. • Making presentations to the chamber of commerce, local corporate and business leaders, hos- pitals, and government agencies on how transit services support their financial bottom line. • Placing ads in local media that demonstrated the cost savings realized by using transit instead of a personal automobile. Sample transit case study 4 – products and services. A mid-size urban transit agency in the Northeast determined that it would be beneficial to long-term transit interests to build commu- nity support by promoting the contributions transit makes or could make to future community

3-20 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach growth. An outreach program was developed that included scheduling face-to-face meetings, placing telephone calls, sending e-mails, making presentations, and distributing materials on transit’s present and future community development role. This outreach program targeted: • City and county government officials; • Key economic development leaders; • Major employers; • Regional planners; • High school, technical school, and college officials; and • Other appropriate stakeholders. Sample transit case study 5 – vision and leadership. A rural transit agency serving multiple counties in a Mid-Atlantic state was being overwhelmed with demands for additional service and lacked the local funding and support to expand its services and meet these demands. The agency conducted an informal survey of leaders and residents within the service area to deter- mine perceptions of the transit agency. Based on survey results, it was clear that people generally under appreciated the importance of the role transit played in their communities. The agency tangentially came to the conclusion that this misperception not only negatively affected fund- ing but also the agency’s ability to be seen as an employer of choice. To build support within its service area, the transit agency initiated a campaign to emphasize its vision and leadership in enhancing general quality of life. The campaign specifically focused on outreach to students, workers with limited access to personal vehicles, individuals with disabilities, and older/elderly residents. The agency also recognized the importance of partnering with local community orga- nizations. Thus, the agency’s strategy included meetings with and presentations and distribution of materials to: • City council and county commissioners; • Administrators and students at high schools, colleges, and technical schools within the service area; • Human service agencies, disabled rights advocates, independent living centers, and disability- focused work locations; • The chamber of commerce, corporate and human resource managers, and private and public employment agencies; • Hospitals, medical clinics, and dialysis centers; and • Senior centers, long-term care facilities, and retirement communities. Sample transit case study 6 – workplace environment. A small urban transit agency in the South was receiving fewer employment applications, particularly from young people, retirees, women, and certain ethnic minorities. This reduced applicant pool was not only affecting the ability of the transit system to deliver services, but was also negatively reflecting on the demo- graphics of the transit agency’s workforce. As a result, management began an education cam- paign to illuminate the benefits of transit employment through media outreach, community presentations, one-on-one meetings, updating its website, and help-wanted ads placed on its buses. A parallel initiative was started internally to change the transit culture to a more positive work environment. The focus of both these external and internal efforts placed emphasis on: • Career opportunities for women and minorities; • Upward career path tracks; • Enhanced employee communication, empowerment, and involvement in decision making; • Flexible work hours; • Training and development programs; • Mentoring programs; and • Individually tailored benefit packages.

Module 3: Improve Image Management to Become an employer of Choice 3-21 3.3 Measuring Performance of Image Management Practices TCRP Report 103 recommends using an employer-of-choice scorecard to measure the effec- tiveness of a communications program, both internally and externally (Watson Wyatt World- wide and Focus Group Corporation, 2004). In this section, we provide an overview of several image management metrics as well as a related scorecard, similar to that described in TCRP Report 103. The Image Management Improvement Practices Scorecard (see Exhibit 3-6) provides five targeted metrics to assist public transportation organizations in assessing the extent to which image management strategies that are translated into organizational practices are influencing applicant, employee, and community perceptions of the transit industry. Additionally, it includes Title of Strategy: [enter here] Metrics Image Management Rating Scales (Based on Experience or Projections) Score 0–25 26–50 51–75 76–100 1. Share of transit employees that characterize their job as having a positive impact Employees do not make connection between their jobs and making positive impact Employees aware their jobs have some positive impact but do not describe their jobs as making positive impact Employees make connection between their jobs and positive impact; will sometimes describe their jobs as making positive impact When talking to co-workers, friends, or riders, employees often describe their jobs as making a positive impact. 2. Percentage of applicants for transit jobs that characterize the transit industry as having a positive impact Less than 25% of applicants 26–50% of applicants 51–75% of applicants More than 75% of applicants 3. Proportion of community reached by positive-impact communications Community mostly unaware of transit agency’s positive impact Community is aware of transit agency’s positive impact, but specifics are unclear. Community is mostly aware that transit agency is a making a positive impact. Community aware transit agency makes positive impact; knows of specific impacts 4. Percentage of transit riders that consider use of transit a positive-impact choice Less than 25% of transit riders 26–50% of transit riders 51–75% of transit riders More than 75% of transit riders 5. Number of applicants or transit employees that choose a transit career because the job makes a positive impact Positive impact of transit jobs is almost never mentioned as factor in career choice. Positive impact of transit jobs is mentioned less than 50% of the time as one factor in career choice. Positive impact of transit jobs is mentioned more than 50% of the time as one factor in career choice. Positive impact of transit jobs is routinely referenced as a key factor in making job choices. Sub-score: Title of Strategy: [enter here] Metrics Global Rating Scales (Based on Experience or Projections) Score 0–25 26–50 51–75 76–100 6. Stakeholder buy-in Stakeholders unaware of program Stakeholders know of program but have a lot of questions. Stakeholders understand program and only have a few questions. Stakeholders already on board 7. Time to implement Over 1 year 6 months to 1 year 3 to 6 months Less than 3 months 8. Cost to implement More than budget Right at budget Slightly under budget Significantly under budget 9. Full return on investment Over 1 year 6 months to 1 year 3-6 months Less than 3 months 10. Sustainability One-time program Program information must be continually updated to remain current. Program can be updated annually and reused. Program can be continually used with minimal maintenance. Sub-score: Notes: Likelihood of Success Going Fwd Total Metrics Score Success Very Unlikely 0–250 Success Unlikely 251–500 Success Likely 501–750 Success Very Likely 751–1000 Exhibit 3-6. Image Management Improvement Practices Scorecard.

3-22 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach the global metrics that were described in Module 2 of this guidebook. The image-management– specific metrics are: 1. Share of employees that characterize their job as having positive impact. Indicates the ex- tent to which employees see their job as having a positive impact on the community, citizens, or environment. Employees who make this connection will influence riders, friends, and their own career paths accordingly. Data can be collected through an employee survey. 2. Percentage of applicants that characterize the transit industry as having positive impact. Assesses the degree to which applicants view the transit industry as having a positive impact on the community, citizens, or environment. Applicants that make this connection may be making a career decision based on environmental impact. Data can be collected through an applicant survey or interview items. 3. Proportion of community reached by positive-impact communications. Specifies the ex- tent to which members of the community consider transit to have a positive impact on the community, citizens, or environment. Community views of transit could affect ridership, applicant pools, and local laws/regulations. Data can be collected through public meetings and focus groups. 4. Percentage of riders that consider use of transit a positive-impact choice. Measures the de- gree to which riders make the connection between using transit and making a positive impact on the community, citizens, or environment. Rider views of transit could affect future rider- ship, applicant pools, and local laws/regulations. Data can be collected through an employee survey. 5. Number of applicants or employees that choose a transit career because the job makes a positive impact. Specifies the relationship between transit employment decisions and having a positive impact on the community, citizens, or environment. Provides the agency with an indication of whether image initiatives are improving the agency’s profile as an employer of choice. Data can be collected through surveys. The target image management program being assessed with this scorecard should be moving a transit agency’s standing on each of these metrics in a positive direction. For example, an agency might have an initiative to advertise on the exterior of its buses. To improve the agency’s green image, the advertisements might promote the type of fuel used by the bus as being better for the environment than a traditional fuel. Using data or projections around the defined metrics, the agency could better determine if this initiative is the best use of image management resources. The agency might also be able to conclude whether this particular green image initiative should be refined or replaced with an alternate program, such as posting its job openings on a website designed to reach nontraditional employees (such as greencollarjobs.com). 3.3.1 Additional Interview Participant Detail Table 3-2 provides detailed information regarding the image management interview partici- pants included in this study.

Module 3: Improve Image Management to Become an employer of Choice 3-23 Table 3-2. Full details regarding image management interview participants. Name Title Organization Organization Type Highlights Mary Adams Director of human resources and risk management Lane Transit District Transit agency: bus • Primarily involved in human resources and labor relations as well as state and local government relations • Administers private pension plans for employees • Background in insurance industry and, therefore, focuses on benefits • Noted that building awareness of transit and promoting its important role in the community, particularly in assisting disabled individuals, can help to create a favorable image of public transportation • Suggested that making benefits attractive to retirees and people who want to work part-time can help to ensure that needed skill sets are affordably available Lisa Bacot Executive director Florida Public Transportation Association Professional association • Over 17 years of experience in the transportation industry • Has served as the executive director for the Florida Commission of the Transportation Disadvantaged and the director of Business Development for TMS Management Group, a national transportation company • Indicated that many transit employees did not go to school for or plan to work in the public transportation industry, highlighting the importance of recruiting from other industries • Focused on the importance of making transit accessible for everyone in the community, including those who would not typically use transit Jennifer Cleary Senior project manager Heldrich Center for Workforce Research, Bloustein School of Planning and Public Policy Academic institute • Multiple publications on green jobs, including “Preparing the Workforce for a Green Jobs Economy” • Managed New Jersey’s Ready for the Job initiative, a project to ensure that New Jersey educates qualified workers • Has extensive experience managing social service programs • Identified a lack of a common language across public transportation organizations as a challenge for the industry • Noted that the public transportation industry often has image problems due to perceptions that the pay, work conditions, and work schedules in public transportation jobs are not ideal Kevin Desmond General manager King County Metro Transit Transit agency: bus, rail, and water taxi • Responsible for a transit agency with over 1,400 buses, 1,000 vanpools, and 400 paratransit vans • Has worked in transit systems of varying sizes, including Pierce Transit and New York City Transit • Holds a master’s degree in public administration and was part of the inaugural Leadership APTA class • Highlighted job stability and benefits as attractive elements of public transportation jobs • Suggested that effective branding requires multiple resources, such as using consistent colors and themes, interacting with the public, and sharing information about the organization through media and outreach efforts Nicolae Duduta Transportation research analyst EMBARQ Transportation think tank • Work has focused on integrating building energy modeling with transportation simulation tools to develop comprehensive plans for sustainable neighborhoods • Previously a researcher at the UC Berkeley Center for Global Metropolitan Studies • Degrees include a master of city planning in transportation and a master of architecture • Noted that a problem in recruiting for the industry is that it is not a career path that people commonly consider • Suggested that attracting employees to transit could be improved by introducing variety and diversity into work tasks (continued on next page)

3-24 Building a Sustainable Workforce in the Public Transportation Industry—A Systems Approach Name Title Organization Organization Type Highlights Connie Garber Transportation director YCCAC Transit agency: bus and van • Has served as director for over 30 years and overseen expansion of the program to provide transportation to more individuals • Responsible for all budgeting, contract negotiation, and coordination with metropolitan planning organizations (MPOs) within YCCAC • Received the 2011 Community Transportation Director of the Year award from CTAA • Indicated that communication with the general public about the transit organization’s accomplishments has been an effective strategy in dispelling misconceptions about the industry • Suggested that partnerships with other agencies help to spread positive information about the public transportation industry Jill Hough Director SURTC Academic institute • Has more than 20 years of transportation research experience • Director of SURTC, which focuses on research, education, and training for the public transportation industry • Has served as the chair or on multiple committees, advisory boards, and working groups related to transportation • Noted that the lack of visibility of the public transportation industry is a challenge in recruiting and hiring employees • Suggested that internships and mentoring programs can help increase the visibility and positive image of the public transportation industry Lenna Kottke, Mary Cobb, Tanya Fontenot, and Jim Trayhan Executive director; director of communications; HR manager; recruiter Via Transit agency: bus and van Lenna Kottke • Led a transit system to experience enormous growth by securing funds and implementing new business models • Advocate for accessible, affordable community transportation at the regional, state, and federal levels • Recommended that vehicles and work spaces be attractive because this will help to dispel some negative perceptions of the public transportation industry • Noted that having a culture of serving the community has helped make the organization attractive to potential employees Ashley McNamara and Christine Rhoads Corporate marketing manager; recruiting manager First Transit Contractor for transit systems Ashley McNamara • Responsible for all aspects of marketing, including branding, events, flyers, and presentations • Assists transit systems across the country with implementing marketing plans and initiatives, including assistance with branding Christine Rhoads • Leads recruitment for all management job openings in the field • Drives new and innovative recruiting methodologies • Noted that a recruitment challenge for transit is a lack of young people desiring to come into the industry and the difficulty of finding the right candidate pool • Suggested that educating the community and getting information about the transit organization in front of a wider audience are effective strategies to help improve transit’s image Joe Niegoski Director, educational programs APTA Professional association • Has been with APTA for over 10 years, with a great deal of emphasis on workforce development • Launched APTA’s mid-level manager program • Working closely with committee members to help produce products, programs, resources, YouTube videos, and so forth to attract the new generation of employees • Suggested that to improve image, public transportation organizations should use local organizations to promote positive aspects of transit, such as environmental advances and green practices that have been implemented • Focused on building relationships between labor and management and with other transit or local organizations to increase attractiveness of jobs within the industry Table 3-2. (Continued).

Name Title Organization Organization Type Highlights Jeffrey Rosenberg Legislative counsel ATU Public and private labor unions • Represents the ATU on federal legislation issues and lobbies on a federal level to support transit- and union-friendly candidates • Works to ensure that transit workers’ voices are heard and are at the forefront when legislation is being developed • Holds a JD degree and has served as the government relations specialist for APTA • Suggested that investing in workforce development and training for employees would help to make public transportation a more attractive career choice • Noted that a national campaign promoting positive aspects of transit, such as its greenness, would help alleviate image problems that are experienced by the industry Ben Ross Vice president Action Committee for Transit Transit advocacy group in Washington, D.C., area • Advocates for better transportation for Montgomery County, MD • Author of a book and many articles about transportation, urban sprawl, and environmental issues • Indicated that an image problem for the public transportation industry is the perception of higher pay in other industries • Suggested that promoting transit in neighborhoods assists in creating a positive image Beverly Scott General manager/chief executive officer Spoke when employed by MARTA, currently employed by MBTA Transit agency: bus and rail • Has been in the transportation industry for more than 30 years and held leadership positions with large and notable transit organizations • Has received many awards for her outstanding leadership and service to the field of transportation, including awards from the U.S. DOT and APTA • Holds a doctorate degree in political science with a specialization in public administration • Suggested that the image of transit operators could be improved by showing the importance of the job these individuals do, along with the emphasis that transit places on safety and customer service • Noted that image problems in public transportation organizations often come from a lack of knowledge about the benefits of transit Brian Turner Executive director TLC Nonprofit transportation research organization • Has been the executive director with TLC for 12 years • Works to build labor–management partnerships in the transportation industry and conducts research on the subject of labor–management relations • Noted that a challenge in recruiting for transit positions is the perception that the workforce is not empowered and all decisions come from the top of the organization • Suggested that recognizing employee contributions may help to improve the reputation of the industry and make transit a more desirable place to work Joel Volinski Director National Center for Transit Research Academic institute • Served as transit director of a mid-sized transit system • Past president of the Florida Public Transportation Association, as well as local chapters of APA and ASPA • Creator of award-winning transit marketing and communications programs • Indicated that emphasizing the opportunity to work with new and evolving technology will help to attract younger employees to the industry • Noted that communicating with transit employees and letting them know that they are valued, especially when this communication comes from higher levels in the organization, can be a strategy to help retain employees Dave Williams Vice president of transportation Atlanta Chamber of Commerce Chamber of commerce • Responsible for facilitating the development and implementation of the metro Atlanta chamber’s transportation agenda • Current primary focus is working with regional leaders to help pass the regional transportation referendum • Suggested that social media could be used to help build brand awareness for public transportation organizations • Recommended that transit systems could partner with local attractions and community venues, such as sports teams or zoos, to promote a positive image of transit within the community Table 3-2. (Continued).