Managing the Transit Scheduling Workforce (2019) / Chapter Skim
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36 This chapter contains five case examples of North American transit agencies that responded to the survey and have relatively robust and well-established transit scheduling workforce management practices. Each case example includes a discussion of: • The operating context and services of the transit agency.
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Case Examples 37 planners sharing feedback and planners being cross-trained and developed to become possible schedulers. Scheduling Process Overview The scheduling department resides in the planning area of the organizational chart at LANTA, shown in Figure 7; however, the transit schedulers are not the transit planners.
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Figure 7. LANTA organizational chart.
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Case Examples 39 riders are directed to operations staff. LANTA tracks customer complaints and feedback about services through Customer Relations Management (CRM)
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40 Managing the Transit Scheduling Workforce planning staff in the scheduling process with the intent of having a staff person already trained to be a competent backfill and potential candidate to take over scheduling responsibilities. Those interested in becoming transit schedulers are encouraged to read TCRP Report 135, and if they are still interested, they can discuss moving into a scheduling role with upper management.
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Case Examples 41 In the future, LANTA would like to implement a test before an interview to measure aptitude, and provide those interested with opportunities to retest after additional training or experience is completed. This type of test could be a method for transit agencies to assess whether or not a candidate is capable and able to do what the agency is asking.
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42 Managing the Transit Scheduling Workforce data during schedule creation, but it is developing curriculum. For ongoing transit scheduling training, LANTA indicated the following topics are covered: • Transit system design (routes and services)
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Case Examples 43 • Seeking satisfaction feedback from schedule users. • Taking disciplinary measures for poor performance.
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44 Managing the Transit Scheduling Workforce • Scheduling is complex; not all levels understand the complexity. • It is important to determine whether an individual is having a problem understanding scheduling or having a problem utilizing the software, or both.
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Figure 8. SEPTA key operational characteristics.
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46 Managing the Transit Scheduling Workforce Unless otherwise stated, the information in this case example is based on the city scheduling section, which is under the Director of City Schedulers and Support Services (Figure 11 is the city scheduling section's organizational chart)
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Case Examples 47 Figure 11. SEPTA's City Schedules and Support Services Section organizational chart.
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48 Managing the Transit Scheduling Workforce scheduling department in a 45-minute briefing. This process is written into the operator's collective bargaining agreement.
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Case Examples 49 constantly changing operational conditions associated with operating bus service. This section describes the use of data in fine-tuning bus schedules, because not many changes are implemented on the rail schedules.
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50 Managing the Transit Scheduling Workforce Although SEPTA typically receives many applications, the agency finds it difficult to find qualified applicants that have both public transit experience and analytical and software skills. Selecting Schedule Makers The next step in hiring new schedule makers is refining the applicant pool down to a list of qualified candidates for interviews.
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Case Examples 51 SEPTA would like to have better tools for selecting schedule makers. The length of time it takes to recruit, select, and train a new schedule maker is extensive; therefore, it is critical that the best person gets hired.
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52 Managing the Transit Scheduling Workforce individual steps and procedures that will eventually be combined into a single, overall guide (the same guide discussed in the previous section on training new schedule makers)
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Case Examples 53 In addition, SEPTA has an annual performance review process in which each scheduler is rated on his or her performance. Schedulers receive an overall performance rating (e.g., meets expectations)
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54 Managing the Transit Scheduling Workforce Notable Practices SEPTA has notable practices in its management of both the transit scheduling process and the transit scheduling workforce: • Making APC data usable for schedule makers. SEPTA built a custom-made Excel workbook that enables schedule makers to take specific APC reports and translate them into usable information for trip building.
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Case Examples 55 The OCTA fleet consists of 442 buses, 29 commuter buses, and over 500 vanpools. The transportation authority provides approximately 46.4 million annual passenger trips, and logs about 41.3 million annual revenue miles.
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56 Managing the Transit Scheduling Workforce • On-street point checks. • A review of load factors.
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Case Examples 57 of any of the scheduler analyst positions. The entry-level associate schedule analyst position, however, does not require previous experience with transit scheduling.
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58 Managing the Transit Scheduling Workforce the hiring manager, and a peer scheduler) , after which each candidate is scored, and the highest scoring and most qualified candidate is made an offer.
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Case Examples 59 OCTA takes a phased approach to the responsibilities for each level of scheduler. Each scheduler is responsible for a portfolio of routes, with senior schedulers responsible for more complex routes and less experienced schedulers responsible for less complex services.
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60 Managing the Transit Scheduling Workforce DART was chosen as a case example because of its comprehensive process for analyzing scheduling data and initiating schedule changes. In addition, DART has a unique experience engaging a third-party scheduling firm to implement major schedule changes.
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Figure 13. DART organizational chart as of November 2017.
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62 Managing the Transit Scheduling Workforce either in the field or on the computer. Table 18 provides an overview of how data are used throughout the scheduling process.
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Case Examples 63 DART reported that finding an ideal candidate, one with a transit scheduling background and knowledge of scheduling software, is rare. Transit scheduling is a relatively niche profession requiring specialized knowledge of how transit systems operate.
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64 Managing the Transit Scheduling Workforce analyze routes for runtime issues, and the process for making service changes at DART. There is no formal training curriculum, but TCRP Report 30 and TCRP Report 135 are used as the primary reference documents for new schedulers.
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Case Examples 65 are trained through direct oversight from senior schedulers, and all schedulers are encouraged to participate in external training courses and conferences as well. DART also encourages open communication between the scheduling department and other departments throughout the agency to create a transparent and healthy work environment, which aids in retaining schedulers.
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66 Managing the Transit Scheduling Workforce RTD's case example also highlights working with service providers who create a portion of the schedules. Scheduling Process Overview RTD creates schedules in-house for its bus, light rail, and commuter rail services.
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Case Examples 67 the collective bargaining agreement, union leaders are allowed five schedule requests per schedule change. Union requests for schedule adjustments do not affect the approaching schedule change but instead are taken into consideration by the staff for the following schedule change.
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Figure 15. RTD Service Development Division organizational chart.
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Case Examples 69 and does not have any input in the process. The contracted commuter rail service provider is similarly responsible for the rostering portion.
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70 Managing the Transit Scheduling Workforce by RTD's customer care division, input into Trapeze software, and passed along to Service Development. In RTD's Service Planning and Scheduling Department, each of the four teams (i.e., West, North, East, and Rail)
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Case Examples 71 planner/scheduler position. Table 22 outlines the knowledge, skill, or ability requirements for entry-level planner/schedulers at RTD.
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72 Managing the Transit Scheduling Workforce in-house by the Service Development staff. RTD states that results from this test are a good measure of aptitude for the planner/scheduler position.
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Case Examples 73 Retaining Transit Planner/Schedulers Retention of planner/schedulers is generally not a challenge at RTD. The more pressing issue is the effect of retention at the agency as a whole.
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74 Managing the Transit Scheduling Workforce modules help new hires become acquainted with the scheduling software and develop skills required to create and maintain transit schedules. Challenges • The baby boomer generation entering retirement age is affecting the transit industry, including RTD.
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Case Examples 75 Transit Agency Challenges Notable Practices Lessons Learned LANTA • Finding and selecting qualified scheduler candidates. • Providing ongoing training to schedulers.
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