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Bus Operator Workforce Management: Practitioner’s Guide (2023)

Chapter: Chapter 1 - Introduction

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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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CHAPTER 1

Introduction

1.1 Background

Bus operators make up the largest portion of employees in public transit, thus serving as the “faces of the company” for transit agencies. In 2019, the public transportation industry had 448,271 total operating employees, 63 percent of whom were vehicle operations employees in fixed-route bus, commuter bus, demand response, and transit vanpool.1 Given their high degree of interaction with customers, bus operators can play a big role in influencing transportation and mobility decisions among riders and potential riders.

In addition to serving as ambassadors for transit agencies, bus operators also serve functional and relational roles in the communities they serve. They can affect service elements like on-time performance and reliability and, in many cases, they offer critical services, like transporting patients to medical appointments, essential workers to their places of employment, and students to school. In this way, the work of a bus operator is not just to provide mobility services, but to serve as reliable threads that knit communities together.

Factors that affect public transportation and bus operations generally also affect the workforce and thus, in turn, influence bus service quality. Some of these factors affect a broad swathe of the economy rather than just public transportation. For example, not all technological shifts uniquely affect bus operations, but some changes in technology, like vehicle automation or electrification, which affect other economic sectors also affect bus operators. Other factors are unique to bus operations. For instance, new service models like bus rapid transit (BRT) require that the bus operator workforce be trained on new operations models.

One of the biggest needs facing the bus operator workforce is the need to hire new employees to replace a retiring generation of operators. In 2022, according to the Bureau of Labor Statistics, approximately 23,300 transit bus driver jobs need to be filled annually between 2021 and 2031. The employment growth rate (8.2 percent) for “bus drivers, transit and intercity” is projected to be higher than the average of all occupations in the economy (5.3 percent).2 Yet transit agencies across the country struggle to recruit and retain bus operators.

The COVID-19 pandemic that first hit U.S. transit agencies in March of 2020 has exacerbated these workforce management and development challenges. 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 operations). These effects on transit compounded pre-existing challenges of recruiting, training, and retaining the bus operator workforce at a time when the importance of transit as an essential lifeline for many frontline workers was made more apparent.

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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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Union representation has long played a strong role in advocating collectively for better operator working conditions, including through compensation negotiations (both wages and benefits), standards for health and safety, and the provision of training and development opportunities. Certain factors that influence transportation services, like the introduction of automated technologies that may threaten jobs or the need to protect operators from future pandemics following the COVID-19 crisis, will require continued consultation with unions and careful consideration of how these forces affect the workforce.

1.2 Defining Bus Operators

The term “bus operator,” as used in this report, refers to an individual who performs the duties involved in operating a bus, not an organization that provides bus services. 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. In 2020, 9.6 billion passenger miles were traveled (124 million vehicle revenue hours) on directly operated fixed-route buses and 2.1 billion passenger miles (32 million vehicle revenue hours) on services that were contracted out.8

Public transit services also include demand response paratransit operators, who operate minibuses, vans, and other small vehicles to transport certain populations, such as people with disabilities, elderly riders, and rural populations.9 Demand response bus operators do not operate based on a pre-identified schedule but rather provide on-demand services based on riders’ needs. In addition to transporting passengers, paratransit operators also physically assist passengers, sometimes with wheelchairs or medical equipment, in and out of the vehicle. Paratransit services may be directly operated by transit agencies but are usually contracted out to private sector or non-profit companies. In 2020, 144 million passenger miles were taken (27 million vehicle revenue hours) on directly operated demand response vehicles and 432 million passenger miles (33 million vehicle revenue hours) were taken on service contracted out.10

For both fixed-route and paratransit bus operators, there is an extraboard, or backup, workforce. These bus operators are employed specifically to cover assignments that are temporarily unfilled because of vacations, illnesses, or other unscheduled absences.11

Table 1 provides additional characteristics and statistics of these bus operators.

1.3 Major Factors That Affect the Bus Operator Workforce

As transit agencies develop bus operator workforce management plans, they should understand the larger employment climate in which their workforce exists. Many factors like technological advances, changes in transit ridership or service models, and the overall economy and

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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
×

Table 1. Fixed-route and paratransit bus operator characteristics.

Education and Certifications*^ Required Skills* Number of Workers** Average Pay ^^ Demographic Information** Projected Increase in Employment
Fixed-route Operators High school diploma or GED; Valid driver’s license and CDL; must meet certain physical, hearing and vision requirements
  • Ability to safely operate a vehicle
  • Communication, crisis, and conflict resolution skills
  • Strong time and schedule-based management skill
  • Ability to remain sedentary while operating the vehicle with minimal break periods
241,000 (2021) Average Hourly Wage: $21.74
  • Percent women: 41
  • Percent White: 59
  • Percent Black/African American: 35
  • Percent Asian: 2
  • Percent Hispanic or Latino: 14
  • Average male age: 55
  • Average female age: 51
Employment increase (2020-2030): 34,800 jobs (a 25 percent increase)^
Paratransit Operators High school diploma or GED; Valid driver’s license along with CDL (Passenger endorsements could be required)
  • Ability to safely operate a vehicle
  • Strong customer service acumen and understanding/care for people with disabilities and/or special needs
  • Strong time management and critical thinking/problem-solving skills
57,000 (2021) Average Hourly Wage: $17.29
  • Percent women: 9
  • Percent White: 68
  • Percent Black/African American: 23
  • Percent Asian: 6
  • Percent Hispanic or Latino: 20
  • Average male age: 50
  • Average female age: 48
Employment increase (2019-2029): 17,500 jobs (a 26.4 percent increase)^^^

* FTA. “Vehicle Operations: 2012 FTA Occupational Guidebook.” Rutgers University.

** Bureau of Labor Statistics. U.S. Department of Labor. “Employed Persons by Detailed Occupation, Sex, Race, and Hispanic or Latino Ethnicity,” 2021 (Note: The job categories used were “bus drivers, transit and intercity” for fixed-route operators and “shuttle drivers and chauffeurs” for paratransit operators.); American Community Survey Public Use Microdata Sample 5-Year Estimate 2020. https://data.census.gov/mdat/#/search?ds=ACSPUMS5Y2020&vv=*AGEP&cv=SEX&rv=OCCP(9122,9141)&wt=PWGTP

^ Bureau of Labor Statistics. U.S. Department of Labor. Occupational Outlook Handbook, Bus Drivers, Transit and Intercity; Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook Handbook, Passenger Vehicle Drivers, Except Bus Drivers, Transit and Intercity. https://www.bls.gov/ooh/transportation-and-material-moving/passenger-vehicle-drivers.htm#tab-1

^^ APTA. “Public Transportation Wage Database,” 2019. https://www.apta.com/research-technical-resources/transit-statistics/public-transportation-wage-rate-database/

^^^ Bureau of Labor Statistics. U.S. Department of Labor. 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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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
×

labor market have implications not only for bus operators but also for the transit and transportation industries broadly, and even for other industries. However, understanding these general factors can help those who manage the workforce better prepare strategies to seize upon opportunities.

Technology

The evolution of technology has and will continue to have a major impact on the public transportation sector. These include, but are not limited to, new fare collection systems, increasingly computerized vehicles, automation, routing software, and new fuels.

Among the more pronounced changes in the industry is the advancement of vehicle technology. Many buses are being outfitted with computerized technology and parts that allow for increased standardization and safety.12 More sophisticated telematics systems, GPS-based vehicle tracking technology, and routing software have made it easier for agencies to monitor and coordinate bus operations.

However, these technologies have also had implications for workers. Increasingly sophisticated vehicles can improve driver safety and rider comfort but also require additional training for operators and maintenance staff. More computerized systems also require operators to become familiar with handling more sophisticated vehicles, and agencies have noted that traditional on-the-job training is often not sufficient to realize the full benefits of new technology in vehicles.13 The use of tracking technologies and security cameras allows for better monitoring of bus performance and safety but has also added increasing pressure on drivers, who may feel added stress as a result of constant tracking and monitoring.14

There has been a significant focus on the potential impact of automation on the public transit sector and its workforce. As of June 2022, there have been at least 22 U.S. DOT-funded transit bus automation pilot projects, of which 7 had been completed, and 55 non-U.S. DOT-funded projects, with 18 completed.15 These pilots aim to test the potential of low-speed shuttles to fill a variety of service roles, from circulators and first-mile/last-mile services to paratransit or on-demand, flexible route shuttles to complement existing fixed-route services.16 All these pilots needed at least one operator, and full commercial deployment is not expected in the near or medium term.17 However, mainstream deployment of automated vehicles could potentially lead to the elimination of some operator positions or to a requirement that operators act as on-board attendants. Such a deployment could require operators to take on other managerial or supervisory positions.

Fare payment systems have also evolved significantly over the past two decades. Cash, paper tickets, and tokens have since been replaced by swipe or tap cards and mobile payment options. On the one hand, these technologies have made bus travel more convenient and streamlined for riders, who now have more options to purchase and pay for a trip. 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. As a result, transit agencies faced significant pressure to hire more operators.

As transit agencies seek to attract new riders to their bus networks, there is likely to be increasing pressure on operators to not only drive vehicles but also help manage the image and

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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
×

reputation of a transit agency. Bus drivers are among the most visible transit employees and are often seen as a symbol of the transit agency. 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 situations 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. One study by the University of Kentucky found that bus ridership decreased, on average, by 1.7 percent each year after the introduction of ride-hailing services in a city.21 Some researchers have also found that other on-demand mobility services like bikeshare and scooters have led to reductions in transit ridership.22 These mobility options are only likely to place added pressure on transit agencies and their workforce to adjust service, retain riders, and even integrate private mobility options into existing transit services.

New Service Models

Transit agencies across the United States are implementing new service models in response to advances in technology and travel preferences. These services include BRT to decrease travel times and attract new riders, flexible route services to cover areas that may not be well-served by fixed-route services or in response to on-demand ride-hailing, as well as new partnerships with private firms.

The introduction of new service models may introduce new training needs or demands for bus operators. BRT service, for example, may introduce new technologies like transit signal priority, queue jump lanes, or new dedicated right-of-way that operators need to learn to navigate.23 The emphasis on frequency, as opposed to timetables, for the BRT service may also lead transit agencies to rely on more sophisticated vehicle tracking and communications technology that drivers may need to become familiar with. For some transit agencies, BRT service is offered as a new “premium” product with its own unique branding, which can place a greater emphasis on customer service and image management for its operators.24 BRT service may also rely more heavily on longer, articulated buses to serve more capacity. If a transit agency has not deployed such a fleet prior to launching BRT service, it will have to invest in additional training for operators.25

Though there is significant variability in the characteristics of flexible route services, these programs can also introduce unique requirements. Some, though not all, flexible route services may rely on sophisticated routing technology, requiring additional operator training.26 Other flexible route services may instead rely on a separate routing or dispatching team to determine stops, while others may use fixed stop locations that simplify the process of determining daily routes. Regardless of the model used, the highly variable nature of flexible route services means that operators must often be intimately familiar with the area they are serving, be able to exercise significant discretion to make decisions on stops, and engage in more passenger communication.27

Faced with declining ridership and competition from private mobility providers, some transit agencies are beginning to explore partnerships with ride-hailing companies. These partnerships include allowing riders to plan trips or purchase fares in third-party apps, subsidizing ride-hailing trips for certain commuters, and utilizing ride-hailing companies for first-mile/last-mile connections.28 In Miami-Dade County, largely empty night-buses were replaced with subsidized ride-hailing trips, an arrangement that is likely to remain permanent as part of a broader restructuring of the county’s bus system.29

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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
×

Labor Market

Bus operators constitute most of the public transit workforce, and the demand for bus operators is only expected to increase in the coming decade. In 2022, the Bureau of Labor Statistics projected that the growth rate for bus operators between 2020 and 2030 will outpace the national average of all other occupations, with a demand for nearly 24,600 operators annually.30

However, many transit agencies have experienced difficulties recruiting and retaining qualified operators. Long working hours; lack of adequate breaks; regulatory barriers to entry; and a perception of the transit industry as rigid, inflexible, and rules-based (particularly among younger workers) are among the many challenges transit agencies face in recruiting qualified operators.31

Like many other industries, public transportation is affected by national macroeconomic trends. The COVID-19 pandemic has placed significant financial strain on the nation’s transit agencies, requiring them to curtail service and propose significant budget cuts.32 The uncertainty around the pandemic and additional federal assistance is likely to make hiring and retention of staff difficult. Transit agencies across the country cut service levels during the pandemic and have yet to restore service to pre-pandemic levels.33 In some cases, these service changes have affected the ability of transit agencies to bring on new bus operators.34

Although wages of bus operators employed in public transit agencies (often under local governments) are relatively competitive, those working with privately operated bus services, paratransit, or rural bus services are paid much lower. The median salary for bus passenger vehicle drivers nationwide hovered close to the median annual salary for all occupations in the economy in 2021 ($45,760), 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.

Industry Bus Operator Median Annual Salary
Local government, excluding schools and hospitals $60,670
Private urban transit providers $46,210
Interurban and rural bus transportation $45,990

Source: Bureau of Labor Statistics. Occupational Outlook Handbook: Passenger Vehicle Drivers.

Table 3. 2021 median annual salaries in related occupations.

Railroad Workers $64,150
Water Transportation Workers $62,760
Heavy and Tractor-trailer Truck Drivers $48,310
Material Moving Machine Operators $38,380
Delivery Truck Drivers and Driver/Sales Workers $36,660

Source: Bureau of Labor Statistics. Occupational Outlook Handbook: Passenger Vehicle Drivers.

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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
×

Social and Political Factors

Demographic changes and health and safety risks also play a major role in the management and recruitment of the operator workforce.

The bus operator workforce is more racially diverse than both the national workforce and the transportation industry. Fifty-six percent are white compared to 78 percent for the national workforce and 72 percent for the transportation industry. However, the occupation lags behind the national average for gender balance. Women make up 41 percent of the bus operator workforce compared to 47 percent nationwide.37

The bus operator workforce is also facing a wave of retirements. Data from 2021 showed that nationally, less than half of the workforce across all industries (44 percent) was over the age of 45, and just 24 percent were over 55. However, more than three-quarters (71 percent) of the bus operator workforce was over the age of 45, and nearly half (46 percent) were over 55.38

The over-representation of older workers in the bus operator workforce highlights the need to attract younger candidates. 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.

The COVID-19 pandemic has compounded challenging working conditions for bus operators. Compared to rail, bus service retained a higher share of their pre-pandemic ridership, largely a result of the disproportionate role that buses play in transporting workers in essential industries, many of whom are lower income or people of color who do not have access to a personal vehicle.45 As essential workers, bus operators play a critical role in the continued functioning of society and the economy. Though they were among the priority groups to receive the vaccine, the daily potential for exposure to COVID-19 and the death of hundreds of transit workers contributes to a dangerous image of the occupation.46

The public-facing role of bus operators also places them at risk of altercations or assault. While instances of violence or assault are rare and often non-fatal, they are nonetheless a major issue for operators.47 A 2012 survey found that transit agencies with large fleet sizes (>1,000 buses) experienced an average of 134 assaults each year, most of which were instances of verbal abuse or spitting.48 As transit agencies take steps to improve operator safety, the potential safety issues of the occupation are likely to weigh on the minds of candidates considering whether or not to join the industry.

1.4 Research Scope

While many of the challenges facing the transit workforce more generally are well-documented, relatively few research-based sources address workforce considerations specific to bus operators. Many that do exist are narrow in scope (e.g., focus on rural bus operators) or are outdated. This

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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
×

report covers a wide range of bus operator workforce management, including workforce planning, operator recruitment, selection and onboarding, and training and mentoring.

The researchers who prepared this guide analyzed and synthesized the wide array of practices in the industry. 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.

The contents of this document focus broadly on bus operator workforce management. Much of the existing literature specifically emphasizes workforce development in its narrow definition as the development of competencies and skills for specific positions. While transit agencies must continually improve on bus operator skill development, there are many more general challenges associated with managing the workforce.

This guide is an important addition to existing research on the transit workforce. Previous literature referenced throughout this report has described in detail the dynamics of transit workforce development and management. However, there is a need for updated information to reflect new and evolving challenges. In addition, much of the previous research has addressed the general transit workforce, therefore this research fills an important gap by focusing specifically on bus operators.

The research team representing Eno Center for Transportation, The International Transportation Learning Center, and Huber and Associates, Inc., began this project with a comprehensive review of current literature on workforce management for bus operators, including relevant TCRP studies. Simultaneously, the team conducted stakeholder interviews to gather the perspectives of individuals involved in bus operator workforce management. This core literature review greatly informed the design and implementation of a two-step data collection process.

In step one, the team distributed a survey to labor and management stakeholders from transit properties, scanning the existence and basic information on operator workforce management programs or policies, current evaluation methods, and availability and accessibility of data for further analysis. Step two involved an analysis of data from the survey that, combined with descriptive information from the responding transit agencies, helped the researchers’ agencies participate in an in-depth interview and data collection process that led to seven comprehensive case studies.

Based on this quantitative and qualitative analysis of existing literature, surveys, and case studies, the research team identified best practices, novel approaches, and effective programs to address common and unique challenges transit operations are facing.

1.5 About This Report

This guide covers key aspects of bus operator workforce management, including workforce needs assessment, recruitment, hiring processes (selection and onboarding), training (mentoring and development), and retention and motivation, with compensation and safety, health, and working conditions being two important factors affecting recruitment and retention. See Figure 1 for a diagram depicting the management elements.

Each element of operator workforce management depicted in Figure 1 has a corresponding chapter in this guide (Chapters 2 through 8). Within each chapter are themes and forward-thinking approaches (i.e., examples of industry best practices) identified by the researchers.

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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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Image
Figure 1. Transit bus operator management elements.

All aspects of the research conducted—including the literature review, stakeholder interviews, focus group discussions, industry survey, and case studies—inform this content.

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 themselves 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. As a result, the chapter that focuses on recruitment contains more material on themes and forward-thinking approaches.

Chapter 9 provides the key findings of the research team, discusses the limitations of the research, and lays out future research needs.

It is followed by Appendix A, containing the full case studies for seven transit agencies:

  • Dallas Area Rapid Transit (DART) in Texas
  • Fairmont-Marion County Transit Authority (FMCTA) in West Virginia
  • Greater Cleveland Regional Transit Authority (GCRTA) in Ohio
  • NJ Transit in New Jersey
  • Pinellas Suncoast Transit Authority (PSTA) in Florida
  • River Cities Public Transit (RCPT) in South Dakota
  • Santa Clara Valley Transportation Authority (VTA) in California

Appendix B covers the methodology used to carry out the research and is followed by Appendix C, which contains additional methodology materials.

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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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Suggested Citation:"Chapter 1 - Introduction." National Academies of Sciences, Engineering, and Medicine. 2023. Bus Operator Workforce Management: Practitioner’s Guide. Washington, DC: The National Academies Press. doi: 10.17226/26842.
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As of 2020, nearly 50 percent of the bus-operator workforce was over 55. Evidence indicates that many younger job seekers are often not aware of the potential career opportunities and employee benefits that are available at transit agencies.

TCRP Research Report 240: Bus Operator Workforce Management: Practitioner’s Guide, from TRB's Transit Cooperative Research Program, provides recommendations and resources enabling transit agencies to better assess, plan, and implement their operator workforce management programs.

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