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twc@transportcenter.orgMini Case Studies: Low-No Workforce Transition
How are transit agencies preparing the workforce for new fuel technologies?
A collection of mini case studies from across the U.S.
In the past decade, the number of hybrid, battery-electric, and hydrogen fuel cell buses has increased substantially across the U.S., particularly as transit locations have made use of FTA’s Low-No grant program. Well-developed and proactive training and preparation of technicians and operators is critical for a successful transition to new vehicle technologies; maintaining and operating newly procured vehicles effectively is necessary for fleet reliability and efficiency. Transit locations have supported training and other initiatives through FTA’s Low-No grants, which offer 5% for workforce development, as well as through formula funds. These mini case studies offer examples of training, retention, and procurement methods being used by transit agencies to support new fleet technologies.
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Foundational Skills and Technician Engagement at Champaign-Urbana Mass Transit District
Champaign-Urbana, Illinois
Champaign-Urbana Mass Transit District (MTD), operating in central Illinois, introduced their first diesel-hybrid buses in 2009. In 2021, MTD introduced hydrogen fuel cell buses and opened a solar-powered hydrogen production plant. MTD’s fleet is now made up entirely of diesel-hybrid and hydrogen fuel cell buses.
With the rapid development of new technology in the hydrogen industry, MTD has had to work through the challenge of having two generations of fuel cell buses in their fleet. To help develop baseline electrical and technical skills, MTD offers a paid internship program for those who may not yet have the experience to be full technicians. Last year, MTD launched a registered technician apprenticeship program. Apprentices are paid to do on-the-job training as well as a one-year certificate program in automotive maintenance and light repair at the local technical college. They are guaranteed a job at MTD upon graduation. After graduating, technicians can continue to learn through peer training with more experienced colleagues in a dedicated training space. MTD has 19 bus maintenance technicians, with about 2-3 fully trained to work on hydrogen fuel cell buses.
Frontline workers can share feedback with MTD management through internal committees on topics such as training, preventative maintenance, and safety. MTD found that buy-in improved after the committees were restructured to be employee-led, with management representatives no longer attending meetings. This structure has facilitated honest discussions among employee about areas for improvement. In the hydrogen transition, the leader of the training committee approached leadership about skill gaps and training needs. MTD has used this feedback to develop a master document which lists all the training needs and how often specific types of training should be provided. MTD has also moved towards a more regular schedule of training deliveries.
Since retention of qualified technicians is critical for new fuel technologies, MTD conducts exit interviews with technicians to determine reasons for leaving the agency. After learning that some technicians found the schedule to be too demanding, MTD reduced overnight and weekend shifts and have noticed improvements in retention since.
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Bringing Training In-House at Mountain Line and Teamsters Local 2
Missoula, Montana
Mountain Line in Missoula, MT procured their first six battery-electric buses (BEBS) in 2019 with the intention of relying on original equipment manufacturer (OEM) technicians for repairs and maintenance. However, when OEMs couldn’t fly out to Montana due to COVID-19, they began to bring their maintenance work in-house. In 2021, Mountain Line acquired six more BEBs to make 12 total, representing a large portion of their overall fleet. Maintenance of BEBs is critical to system performance; a failure in charging overnight creates a noticeable impact on service the following day.
Mountain Line uses mentoring to help technicians through training. The agency is currently preparing to hire its first full-time maintenance trainer who will be able to dedicate time to work with technicians individually and walk them through different functions and tasks.
Mountain Line is also procuring a driving simulator to assist in operator training. Some of their operators have been driving diesel buses for over 30 years and need practice in regenerative breaking and other BEB operations tasks. For veteran operators, the simulator can keep their skills fresh and allow a supervisor to give real-time feedback without distracting them on a route. New trainees can use it before passing the driving test and getting a permit, meaning they can feel what it’s like to drive a bus on day one.
Mountain Line has built their curriculum using various external resources, including TWC familiarization materials and OEM manuals, and learned from groups such as the ZEBRA. FTA’s workforce funding through Low-No grants has also been a helpful resource in supporting efforts like the full-time trainer position.
Jennifer Sweten, Director of Operations at Mountain Line, stressed the importance of hands-on training for bus technicians, most of whom thrive in that learning environment. She noted that regional training centers like AC Transit’s ZEB U (see below) could help provide hands-on training; however, smaller agencies like Mountain Line might have a harder time sending a technician to a training program for several weeks while still maintaining necessary staffing levels.
Transferable Knowledge and Train-the-Trainer at IndyGo and ATU Local 1070
Indianapolis, Indiana
The Indianapolis Public Transportation Corporation, or IndyGo, began their transition to new vehicle technologies in 2015 with diesel-powered buses that were refurbished into BEBs, and continued in 2018 with longer-range BEBs. In cooperation with ATU Local 1070, IndyGo approached this transition using a combination of transferable knowledge from hybrid bus work, OEM training, and train-the-trainer sessions.
By 2016, IndyGo had three mechanics already on staff who had previously worked with hybrid buses, giving them a knowledge base for BEBs. They received additional training on new technology from their OEM. IndyGo then opened ten new positions and trained the new staff through a combination of their existing mechanics and OEM training. Initially, the OEM also trained IndyGo’s operators; afterwards they transitioned to “train-the-trainer” programs. In addition, IndyGo incorporates new technology into periodic trainings that employees already receive to keep up to date on knowledge and skills.
On-the-job training and mentorship programs also play a role in training new staff members. IndyGo and ATU Local 1070 currently have a Bus Operator Registered Apprenticeship program and a Bus Maintenance Technician Apprenticeship Program and diesel certificate offered through Ivy Tech Community College, with plans to expand apprenticeship training opportunities to include other bus technologies.
Innovative Technology and Documentation for Workforce Transitioning at AC Transit and ATU Local 192
Alameda and Contra Costa Counties, California
The Alameda-Contra Costa Transit District, California’s largest bus-only transit agency, is on target to fully transition to a ZEB fleet before 2040. AC Transit and ATU Local 192 draw on years of experience and significant investment in new types of training for technicians and operators, from familiarization to high-level technical skill development.
AC Transit developed a fleet transition plan, a requirement for agencies receiving related federal funds, which outlines the agency’s workforce development strategies. AC Transit developed extensive in-house training infrastructure and deployed new technology, including mixed reality systems to enable hands-on learning in a safe, virtual environment. The agency partnered with Stanford University for the ZETBTA study, comparing all available engine propulsion systems side-by-side. AC Transit is also in the process of transforming its Training and Education Center into the ZEB University. Expanded community partnerships and internal career ladders will complement technology and training investments, with opportunities for frontline workers to progress into Bus Operator registered apprenticeship programs, followed by opportunities to attain additional Master Journey Level Mechanic skills.
AC Transit is aiming to purchase 25 new hydrogen fuel cell buses with FTA’s Low-No funding.
Training Operators Through Pre-Apprenticeship, Apprenticeship, and Mentorship at Golden Gate Transit and ATU Local 1575
Marin County, California
At Golden Gate Transit (GGT) in Marin County California, the Workforce Investment Network, a labor-management partnership established by GGT and ATU Local 1575, with support from California Transit Works, runs a mentorship program, pre-apprenticeship program, and Registered Apprenticeship. These initiatives support recruitment and ensure that new operators are supported through their training and early employment, including as they learn to operate GGT’s BEBs. Bus Operator Apprenticeship Coordinator Rich Diaz shared with TWC that mentors are “the best way to get information out,” informing new hires about the unique dynamics of operating BEBs. In a transition that Rich emphasized will be “all inclusive,” affecting all agency positions, operators and operator mentors will play a crucial role.
Learn more about the WIN Partnership’s programs by reading TWC’s case study.
Frontline Worker Involvement in Vehicle Procurement at SporTran and ATU Local 588
Shreveport, Louisiana
Shreveport, Louisiana-based Sportran used 2017 Low-No funding to add BEBs to its existing fleet of compressed natural gas (CNG) buses. During the previous CNG procurement, frontline worker involvement was limited, which, management and labor later noted, led to significant operational problems. The subsequent BEB procurement process featured intensive frontline worker engagement through frontline workers subject matter expert’s involvement in pre-purchase sessions with the OEMs. Through the procurement agreement, SporTran ensured that training for incumbent workers was an integral part of ongoing maintenance support from the OEM. Overall, both management and labor representatives from ATU Local 588 were involved throughout the transition process, including safety experts and frontline union workers with expertise in bus operations and maintenance.
To read more about SporTran and other case examples, check out the Electric Vehicle Maintenance Best Practices report on TWC’s Resource Center. To learn more about new vehicle procurement and engaging frontline workers in the process, see TWC’s Low-No Workforce Transition Resources.
Midwest Hydrogen Center of Excellence at SARTA and AFSCME Local 1880
Stark County, Ohio
Stark Area Regional Transit Authority began their transition to new fuel technologies in 2010, developing a plan to move to CNG buses and eventually hydrogen fuel cell buses. They bought their first hydrogen fuel cell bus early and shortly after, used FTA Low-No funding to buy five more. SARTA plans to procure 12 more hydrogen fuel cell buses by 2027 and continue replacing diesel vehicles with CNG. Existing experience with CNG vehicles assisted SARTA technicians in making the transition to hydrogen.
SARTA began by training two technicians trained in hydrogen fuel cell technology, and the agency has since trained a third and developed plans to train one new technician each year. Unique safety protocols specific to hydrogen are a crucial part of SARTA’s training. In addition to maintaining hydrogen fuel cell buses, SARTA employees service paratransit cutaway vehicles that were retrofitted with hydrogen power.
SARTA has worked in partnership with AFSCME Local 1880 to expand hydrogen fuel cell capabilities, and a jointly led hydrogen technician apprenticeship program is planned. In recognition of their early hydrogen efforts, FTA designated SARTA as the host organization for the Midwest Hydrogen Center of Excellence in collaboration with the Center for Automotive Research at Ohio State University.
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Please reach out to TWC’s help desk for any questions or thoughts about new fuel technologies and/or fleet transitions.
Contributing Authors: Michaela Boneva, Douglas Nevins