The National Academies Press

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Pages 76-79

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From page 76... ... 76 The results of the literature review, survey, and case examples provide useful information about managing the transit scheduling workforce and about scheduling practices that affect workforce management. This concluding chapter provides a summary of the main findings and suggests some topics for future research. Read the entire page →
From page 77... ... Conclusions and Further Research 77 – Forty-two percent of transit agencies have dual-role positions in which an employee is both a planner and a scheduler. – Schedulers receive feedback about transit schedules from a variety of sources -- mostly from within the transit agency -- and are often required to communicate directly with transit agency staff and, to a lesser extent, the public. Read the entire page →
From page 78... ... 78 Managing the Transit Scheduling Workforce – Ongoing training for current schedulers usually focuses on transit system design, local geography, trip building, scheduling vocabulary, and intermediate scheduling software skills. – Few transit agencies are providing training specifically focused on data analysis. Read the entire page →
From page 79... ... Conclusions and Further Research 79 • Determining the Optimal Resources Needed for Scheduling Departments and Calculating Potential Return on Investment The number of transit schedulers and resources available to transit agency scheduling departments varies widely. Having too many schedulers is inefficient, but with too few schedulers, agencies may not have enough bandwidth to appropriately review schedule outputs, train and develop staff, and attempt multiple schedule scenarios to improve efficiency and potentially save operating and capital resources. Read the entire page →

From page 76...

... 76 The results of the literature review, survey, and case examples provide useful information about managing the transit scheduling workforce and about scheduling practices that affect workforce management. This concluding chapter provides a summary of the main findings and suggests some topics for future research.

Read the entire page →

From page 77...

... Conclusions and Further Research 77 – Forty-two percent of transit agencies have dual-role positions in which an employee is both a planner and a scheduler. – Schedulers receive feedback about transit schedules from a variety of sources -- mostly from within the transit agency -- and are often required to communicate directly with transit agency staff and, to a lesser extent, the public.

Read the entire page →

From page 78...

... 78 Managing the Transit Scheduling Workforce – Ongoing training for current schedulers usually focuses on transit system design, local geography, trip building, scheduling vocabulary, and intermediate scheduling software skills. – Few transit agencies are providing training specifically focused on data analysis.

Read the entire page →

From page 79...

... Conclusions and Further Research 79 • Determining the Optimal Resources Needed for Scheduling Departments and Calculating Potential Return on Investment The number of transit schedulers and resources available to transit agency scheduling departments varies widely. Having too many schedulers is inefficient, but with too few schedulers, agencies may not have enough bandwidth to appropriately review schedule outputs, train and develop staff, and attempt multiple schedule scenarios to improve efficiency and potentially save operating and capital resources.

Read the entire page →

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