National Academies Press: OpenBook

Managing the Transit Scheduling Workforce (2019)

Chapter: Appendix G - SEPTA Proofing Steps Document

« Previous: Appendix F - SEPTA Schedules and Planning Complaint Form
Page 177
Suggested Citation:"Appendix G - SEPTA Proofing Steps Document." National Academies of Sciences, Engineering, and Medicine. 2019. Managing the Transit Scheduling Workforce. Washington, DC: The National Academies Press. doi: 10.17226/25457.
×
Page 177
Page 178
Suggested Citation:"Appendix G - SEPTA Proofing Steps Document." National Academies of Sciences, Engineering, and Medicine. 2019. Managing the Transit Scheduling Workforce. Washington, DC: The National Academies Press. doi: 10.17226/25457.
×
Page 178
Page 179
Suggested Citation:"Appendix G - SEPTA Proofing Steps Document." National Academies of Sciences, Engineering, and Medicine. 2019. Managing the Transit Scheduling Workforce. Washington, DC: The National Academies Press. doi: 10.17226/25457.
×
Page 179
Page 180
Suggested Citation:"Appendix G - SEPTA Proofing Steps Document." National Academies of Sciences, Engineering, and Medicine. 2019. Managing the Transit Scheduling Workforce. Washington, DC: The National Academies Press. doi: 10.17226/25457.
×
Page 180
Page 181
Suggested Citation:"Appendix G - SEPTA Proofing Steps Document." National Academies of Sciences, Engineering, and Medicine. 2019. Managing the Transit Scheduling Workforce. Washington, DC: The National Academies Press. doi: 10.17226/25457.
×
Page 181

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

177 A P P E N D I X G SEPTA Proofing Steps Document

178 Managing the Transit Scheduling Workforce

SEPTA Proofing Steps Document 179

180 Managing the Transit Scheduling Workforce

SEPTA Proofing Steps Document 181

Next: Appendix H - OCTA Organizational Chart (2017/2018) »
Managing the Transit Scheduling Workforce Get This Book
×
MyNAP members save 10% online.
Login or Register to save!
Download Free PDF

TRB’s Transit Cooperative Research Program (TCRP) Synthesis 143: Managing the Transit Scheduling Workforce examines how transit agencies are recruiting, training, developing, and retaining schedulers. In the case where transit agencies use third parties to create schedules, the report also shows how transit systems manage those third parties.

The report is designed to assist transit agencies in managing their transit scheduling human capital. The report presents an overview of the practices and procedures transit agencies use to manage their scheduling workforce and will allow agencies to compare what they are currently doing with what others are doing in this area. The report also analyzes how transit systems are evolving their practices to adapt to industry and technological changes. It provides transit systems with new ideas and strategies to retain good schedulers.

The report also presents a literature review and results of a survey of transit agencies that use transit schedulers in their workforce. Case examples of five transit systems are provided; these present an in-depth analysis of various recruitment, selection, training, retention, and performance management strategies.

Transit schedules provide the blueprint for fixed-route transit—they affect operating and capital costs, safety, customer satisfaction, and operator well-being and health. Although scheduling has moved from a largely paper-based practice to one that now uses purposebuilt scheduling software and utilizes data collected from automated systems, transit scheduling is still a human process that is merely assisted by software and data.

Knowledgeable people are needed to perform most scheduling tasks, supply direction, and provide quality control. Moreover, the increasing availability and reliance on data and scheduling software are gradually changing the nature of a transit scheduler’s job—making computer and data analysis skills and acumen increasingly central to the transit scheduler role.

The scheduling process is labor intensive, detail driven, and ripe with opportunities for errors; to be done well, scheduling requires qualified and talented transit schedulers.

  1. ×

    Welcome to OpenBook!

    You're looking at OpenBook, NAP.edu's online reading room since 1999. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website.

    Do you want to take a quick tour of the OpenBook's features?

    No Thanks Take a Tour »
  2. ×

    Show this book's table of contents, where you can jump to any chapter by name.

    « Back Next »
  3. ×

    ...or use these buttons to go back to the previous chapter or skip to the next one.

    « Back Next »
  4. ×

    Jump up to the previous page or down to the next one. Also, you can type in a page number and press Enter to go directly to that page in the book.

    « Back Next »
  5. ×

    To search the entire text of this book, type in your search term here and press Enter.

    « Back Next »
  6. ×

    Share a link to this book page on your preferred social network or via email.

    « Back Next »
  7. ×

    View our suggested citation for this chapter.

    « Back Next »
  8. ×

    Ready to take your reading offline? Click here to buy this book in print or download it as a free PDF, if available.

    « Back Next »
Stay Connected!