Bus Operator Workforce Management: Practitioner’s Guide (2023) / Chapter Skim
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Chapter 1 - Introduction
Chapter 1 - Introduction
Pages 6-14
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From page 6... ...
The pandemic affected the bus operator workforce directly (e.g., bus operators across the country fell ill and many died because of their status as "essential" employees, many passengers contested mask mandates to the point of physical altercations with bus operators) and indirectly (e.g., transit agencies' revenue streams fell with ridership declines and less local tax revenue and changes in service levels and opera tions)
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From page 7... ...
Operators are responsible for driving a bus as well as passenger safety, answering passenger questions, logging trips for transit agency records, and maintaining communication with dispatchers and controllers about dangers, crashes, or weather-induced disruptions.3 Numerous research studies address the range of workforce challenges across the transportation industry.4 Recent studies have addressed specific types of bus operators or specific issues among bus operators, but there has not been a holistic assessment of workforce challenges and strategies in more than 20 years.5 Here, we provide characteristics of the types of bus operators that are evaluated in this report. Fixed-route bus operators operate mid-size to large transit buses on scheduled routes across urban, suburban, and rural communities.6 These operators typically work for local, regional, or state government transit agencies, and are subject to regulatory and funding oversight from FTA through safety standards, workforce development grants, and worker training.7 Bus services can be directly operated by transit agencies or can be purchased and provided by private firms.
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From page 8... ...
Employment Projections, National Employment Matrix, Employment by industry, occupation, and percent distribution, 2019 and projected 2029 for NAICS 485900 Other transit and ground passenger transportation and SOC 53-3058 Passenger vehicle drivers, except bus drivers, transit and intercity.
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From page 9... ...
However, new fare payment technologies may also require operators to become familiar with new apps and technologies, particularly to help troubleshoot technological issues riders may have when paying their fares.18 Transit Ridership Ridership on public transit, particularly buses, had been declining in many parts of the United States prior to the COVID-19 pandemic. Many transit agencies responded by re-designing their bus networks, adding new routes, expanding service, and increasing frequency.
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From page 10... ...
As a result, they are often the target of passenger grievances with either specific drivers or broader service issues.19 Some transit agencies have identified the need to invest in more customer service training for operators to not only address growing passenger complaints directed at drivers but also help operators navigate tense situa tions or aggravated passengers.20 The rise of app-based, private mobility services has also added increasing pressure on the transit industry. In particular, the rise of ride-hailing apps like Uber and Lyft has played a major role in siphoning riders away from transit.
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From page 11... ...
, as shown in Table 2.35 Paratransit operators earned a median annual wage of $32,570 in 2021, only about half of the wages of fixed-route operators working with local government transit agencies and significantly less than rural bus transit and privately owned bus services in urban areas.36 By comparison, the median annual wages of related transportation and material moving occupations are shown in Table 3. Table 2. 2021 median annual salaries for bus operators by industry.
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From page 12... ...
Some evidence shows younger job seekers are less attracted to the prospect of a stable, long-term job at a single employer but rather seek promotions and transfers.39 Younger job seekers also tend to prioritize more work–life balance and flexibility in their work.40 For younger candidates, the public transit industry often carries a reputation for being rigid, dated, and rules-based.41 Shifts for bus operators are also often chosen by seniority, with entry-level operators often being assigned to the least desirable shifts, further contributing to the negative perception of the occupation among young workers.42 Bus operators often work long, non-traditional hours with few opportunities for restroom breaks (particularly during rush hour) .43 These long shifts have contributed to growing instances of operator fatigue among employees, particularly when transit agencies rely on overtime to provide service amid operator shortages.44 Non-traditional work hours and limited breaks have also contributed to poor-eating habits and health issues.
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From page 13... ...
The results are recommendations along with best practice guidelines and tools that will allow transit agencies with differing needs and resources to plan, implement, and assess their bus operator workforce management programs. This guide will assist transit agencies of different sizes and geographies in targeting their own issues, using the comprehensive range of tools and resources that have been successfully applied in other organizations and tailoring the application to fit specific needs.
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From page 14... ...
Although each chapter represents a critical aspect of bus operator workforce management, it became evident while conducting the research, that due to the industry-wide shortage of bus operators, recruitment is a primary concern for transit agencies. Transit agencies were them selves so focused on this aspect of operator workforce management that, particularly in the focus group discussions and case study interviews, the research team was provided with more material relating to recruitment than other aspects.
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