Bus Operator Workforce Management: Practitioner’s Guide

This practitioner’s guide provides recommendations and resources enabling transit agencies to better assess, plan, and implement their operator workforce management programs.

Eno Center for Transportation, International Transportation Learning Center (ITLC), Huber & Associates
January 2023

Electric Vehicle Maintenance Best Practices

This best practice spotlight article on electric vehicle maintenance provides recommended practices and case studies from transit agencies that have successfully implemented these vehicles into their fleets.

National RTAP, Shared-Use Mobility Center (SUMC), and Transit Workforce Center (TWC)
November 2022

Recruiting Seniors and Retirees – Cape Cod Regional Transit Authority

Cape Cod Regional Transit Authority (CCRTA) & Transit Workforce Center
September 2022

Cape Cod Regional Transit Authority in Massachusetts serves 15 towns within a 400 square miles area in an area where the population triples in the summer with seasonal residents. CCRTA runs seven year-round fixed route lines, several on-demand and hybrid on-demand services, and three summer shuttle services. In 2021, CCRTA served approximately 2.5 million people with 98 drivers.

Faced with driver shortages, CCRTA and Amalgamated Transit Union Local 1548 worked together and negotiated driver raises and $1,000 bonuses paid after 90-days. In addition, a six-step salary scale to reach the top pay grade was reduced to two steps. Drivers can now reach the top pay level within two years.

Barnstable County’s senior population is among the largest per capita in the country, and CCRTA has instituted hiring initiatives aimed toward the senior and retiree population. In connecting with this population, CCRTA has taken a variety of actions, including:

  • Reaching out through Cape Cod Elder Services to communicate CCRTA’s interest in hiring seniors. CCRTA’s Human Services Transportation Manager sits on this organization’s board, facilitating ongoing contact.
  • Targeting recruitment of retiring teachers, firefighters, police, and school bus drivers. Cape Cod RTA staff visited schools, fire houses, police stations, and municipal offices to share recruitment information.
  • Visited each town on Cape Cod, talked with local retirement agency officials, and posted and mailed banners and notices.
  • Overall increase in the agency’s traditional and social media presence generally, including advertising explicitly aimed at seniors, including on social media. Developed advertising, messaging, and imagery to make seniors and retirees feel welcome. To see samples of advertising, visit Cape Cod RTA Jobs on Facebook, the ad on their website’s front page,  and see the video, featuring older drivers, on the CCRTA career page.
  • Emphasizing the short time it takes to reach the highest salary level, a compelling message for seniors and retirees, who often value salaries more than benefits, as well as the ability to reach the highest level within their time at the agency.
  • Offering various employment options, including full-time and part-time, and seasonal. The agency has found that individual needs lead to varied choices; they estimate their senior employees have split 50-50 in what scheduling option they choose.
  • Providing full CDL training, testing and additional agency-specific training for all employees without CDLs. The agency pays for all training.
  • Offering options for non-CDL drivers, who operate smaller vans. The agency encourages the CDL route because it gives drivers more flexibility in shifts and allows them to work and get paid at a higher rate.
  • Currently exploring working with the Barnstable County Retirement Commission to arrange for a notice about CCRTA employment options to be part of the Commission’s information packet when an employee puts in for retirement.

CCRTA values its older workforce and their commitment to the job; through its efforts, it has been able to hire a dozen seniors and retirees as drivers. The agency notes that with this population, it is reasonable to expect excellent attendance, while also allowing for the potential of more short-term disability and time for medical appointments. COVID-19 saw CCRTA lose about half of its senior workforce, given seniors’ sensitivity to exposure. However, CCRTA is renewing its recruitment efforts in this area through the various methods noted.

For more information, contact:

Penny Grossman, H.R. Manager – – 508-385-1430, ext. 106


Come Drive with (B)us – Akron METRO Operator Recruitment Event

Akron METRO Regional Transit Authority & Transit Workforce Center
September 2022


Akron METRO Regional Transit Authority (METRO): Transit agency serving Summit County, Ohio and the city of Akron, with a fleet totaling 231 vehicles: 140 large buses and 91 smaller paratransit vehicles. METRO employs 425 team members.

Stark State College:  Local event venue and partner in advertising campaign. METRO is currently in the final stages of an agreement with Stark State to supplement its CDL training program.

Program Summary

METRO’s “Come Drive with (B)us” event was a major initiative designed to recruit bus operators.  Held at Stark State College, the event featured on-site bus-related activities, interviews and job applications.  Extensive outreach activities before the event through diverse outlets, combined with the themed ad campaign, brought 99 interested participants and resulted in 71 contingent offers. The key “draw” to this event was the ability to test drive our vehicles on a closed course alongside our staff.  METRO’s idea was that if the thought of driving a bus was keeping people from applying, they could offer a nontraditional mechanism to overcome that hesitancy.  Once that challenge was overcome, the process could focus on the soft skills related to empathy and great customer service that are critical to success.

Key Program Elements

  • Pre-event publicity
    • Pop Art themed ad campaign (viewable on Facebook; an example is attached below as a PDF)
    • Free and purchased advertising through social media, including Instagram, Facebook, and Twitter posts
    • Information on METRO’s website
    • Print ads in local daily and weekly publications
    • Two digital billboards, and flyers on buses and posters at METRO’s transit center
    • A radio ad on several local radio stations
    • Two days before to the event, Stark State College promoted the event on their digital sign, readable from the expressway
    • Four radio personalities from four different stations drove the bus two to three weeks prior to the event and promoted on the air, including one station that put together its own video.
    • Television interviews that resulted in a full story and a variety of mentions of the event on other stations
    • Creating two bus wraps with the pop art feel (see PDF below) on careers, though not event-specific
    • Outreach to past applicants
    • Videos of three in-house of staff driving for the first time, along with videos featuring County Executive and Representative Casey Weinstein, and an invite video from METRO’s CEO
  • Event activities and design (see PDF of signage below)
    • Participants were told to bring a valid driver’s license
    • Four clearly-marked stations for applicants to go to where they had the opportunity to:
      • Apply
      • Interview
      • Secure a mobility device
      • Drive a bus
    • Every applicant moved through all four stations
    • At final stop, attendees received:
      • Bag of information
      • Swag
      • Digital and paper copies of the CDL training booklet for them to start studying
    • Event planning activities
      • Started six to eight weeks before event
      • Committee was made of HR, Marketing, Operations, Maintenance and Safety/Security
      • Eighteen staff members worked the day of the event – five working check-in/applications, five doing on-site interviews, two working the mobility station, five running the “test drive” station, and one runner to move between all stations to relieve backlog
      • Used seven 40 foot buses (2 spares) and 2 paratransit vehicles


  • Ninety-nine event attendees interviewed and were able to test drive
  • Twenty-five additional people applied who could not attend; follow up interviews were planned
  • 71 of the 99 were moved through to a “contingent offer” pending background checks with a start date of September 26th
  • Twenty-three of the 99 had areas of their application that required reviewing before proceeding

For more information on this event, contact: Jarrod Hampshire – Chief Operations Officer, METRO RTA 330.808.0144

More recruitment advertising materials and resources can be found here.


Transit Recruitment and Second Chance Programs

Several transit agencies across the country have established Second Chance programs to support formerly-incarcerated individuals as they reenter the workforce; these programs set pathways into frontline transit positions, often focusing on driver recruitment. These initiatives involve active collaboration between transit agencies and departments of corrections.  Agencies have also worked with other partners, including their local unions, state and local workforce development agencies, ex-offender support programs, and local community organizations.  Basic descriptions of some current state and local programs can be found at these links, discussing ChicagoIowa, Oregon, and Indianapolis.

Transit Workforce Center
August 2022

IndyGo’s Website – Recruitment

The IndyGo transit agency, based in Indianapolis, Indiana, offers high-quality career information on its website. This resource summarizes effective elements of the career page.

August 2022

IndyGo’s career page helps site visitors to understand what it’s like to work at the agency and how to apply.  The page also highlights key job benefits and emphasizes the opportunity to serve the community. Overall, the employment section of IndyGo’s website demonstrates a number of key communication elements that support effective outreach to potential applicants.  These elements include:

  • An easily accessible and identifiable section on the website.  “Employment” has its own clickable category, not a subcategory that may be harder to locate.
  • Clear statements about IndyGo’s mission, emphasizing community service, connection, and working together to make a difference in people’s lives.  These messages attract a range of potential target audiences, and they make clear the difference between a public service career, as opposed to other careers applicants may be considering.
  • A detailed list of benefits, with additional specific benefits for drivers noted.  Among those benefits, the list includes unique aspects of the driver position that distinguishes it from other potentially competing careers (e.g., long-haul trucking), noting benefits such as “all local work.”
  • Highlighted aspects of the driver position that emphasize the connection with and support provided to riders.
  • A thoughtful list of questions for potential applicants to consider about themselves and the type of work they might want before they decide to move ahead with the application.
  • Detailed information on how and where to apply, basics of how to prepare for and what to bring to an interview, and important specifics about the steps of the hiring process and initial orientation and training programs.
  • IndyGo’s Why I Drive segment on their website includes a video featured in the National Frontline Workforce Recruitment Campaign Toolkit video library elsewhere on this website.  That link on IndyGo’s website also features brief worker profiles, another summary of benefits, and a note on IndyGo’s Second Chance Initiative.
  • IndyGo’s website includes a prominent option to translate the site into Spanish.


National Transit Frontline Worker Recruitment Campaign

Across the United States, whether large, small, urban, rural, or tribal, transit agencies are facing the challenge of recruiting and retaining drivers, mechanics, and technicians who can operate and maintain the buses of our public transit systems.  To help support local transit efforts, TWC is developing the #ConnectingMyCommunity national frontline worker recruitment campaign, coordinated with the Federal Transit Administration (FTA) and industry, labor, and community partners from around the country.

Transit Workforce Center
July 2022

Strategic Workforce Planning in Transit: Fundamentals of Mentoring

This is the third in the Transit Workforce Center’s webinar series on strategic workforce development planning in transit. Labor and management leaders from across the country discussed the impact of mentorship programs in their agencies.

A video recording of the webinar and the associated slides are attached below. Please follow the link below to view all past TWC webinars and to register for upcoming events.

Transit Workforce Center
June 2022

Mentor programs provide a powerful and effective tool for workforce development and retention. For maintenance occupations, mentors deliver hands-on training support, putting skills in diverse workplace contexts beyond the classroom. For bus operators, mentors provide guidance that addresses real world situations, building and expanding on basic training and creating ongoing support for each new operator. In every transit agency across all occupations, seasoned employees have stores of knowledge waiting to be shared. Without mentorship, this knowledge can be lost when workers retire or move on. A well-structured mentorship program, designed in partnership with the workers, ensure this expertise is passed on. Strong mentorship programs also provide mentors with leadership opportunities and mentees with the skills and confidence they need to succeed, increasing expertise and morale throughout the organization.


Bus Operator Recruitment and Retention: Confronting Obstacles and Creating Opportunity

This multimedia case study details a high-road training partnership jointly operated by Golden Gate Transit and Amalgamated Transit Union Local 1575. This resource contains a brief written summary, presentation slides, and video of a Golden Gate Transit / ATU presentation, which can be accessed by clicking here, or the “Learn More” button. The entire June 7, 2022 TWC webinar, Recruiting and Developing Today’s Transit Workforce, can be found here. It includes a question and answer session, beginning at 51:53, that covers more detail on this and other recruitment initiatives discussed in the webinar.

Transit Workforce Center, Golden Gate Transit, & Amalgamated Transit Union Local 1575
June 2022

Golden Gate Transit (GGT) serves four counties in San Francisco’s North Bay. GGT suspended approximately 90% of its commute service during COVID. As of Spring 2022, the agency was operating at roughly 50% of pre -COVID service levels, but needed to hire and retain large numbers of bus operators as ridership demand returned. To achieve this goal, a GGT and ATU labor-management partnership created a high-road training partnership that worked with local colleges and California Transit Works to establish bus operator mentorship, pre-apprenticeship and apprenticeship programs. To guide its initiatives and actions, the partnership also examined data and asked underlying questions about the root causes of their employment challenges, resulting in reevaluating and adjusting some of its pathways to employment and hiring guidelines.


The Power of Partnership: Automotive Technology/Collision Career Technical Education Program

This multimedia case study details an internship program developed by the Central Ohio Transit Authority (COTA) and Transport Workers Union Local 208. This resource contains a brief written summary, presentation slides, and video of a COTA-TWU Local 208 presentation. The entire June 7, 2022 TWC webinar, Recruiting and Developing Today’s Transit Workforce, can be found here. The complete webinar recording includes a question and answer session, beginning at 51:53, that covers more detail on this and other recruitment initiatives.

Transit Workforce Center, Central Ohio Transit Authority (COTA), & Transport Workers Union Local 208
June 2022


To meet its need for vehicle maintenance technicians, COTA leadership partnered with TWU Local 208 and Columbus City Schools to provide a Vehicle Maintenance Internship Program, helping students already enrolled in an automotive program to develop additional technology competencies and prepare them for entry level positions. The COTA Vehicle Maintenance Internship Program provides career technical center high school students who have completed their junior year in a participating career-technical program the opportunity to work as paid interns in the Vehicle Maintenance Department at COTA. Students receive classroom training, hands-on training, laboratory experiences, and are partnered with mentors in preparation to enter the workforce as entry level automotive/collision technologies service technicians. From this foundation, COTA has now established a state-registered pre-apprenticeship and apprenticeship program to support vehicle technician hiring, retention, and workforce development.


Zero Emission Transit Bus Technology Analysis Volume 2

This report, Volume 2, is the second edition of the Zero Emission Transit Bus Technology Analysis (ZETBTA) which includes results from the fuel-cell electric bus (FCEB), battery electric bus (BEB), diesel hybrid bus, and conventional diesel bus technologies control fleet. It integrates lessons learned and best practices gleaned from AC Transit’s extensive experience in deploying ZEB technologies, including developing innovative workforce training programs, data integration and management, and transit deployment viability.

AC Transit
December 2021

Wayside Worker Protection Technology—TrackSafe Phase II Research & Demonstration (Report 0194)

This report outlines research and demonstration of a roadway worker protection (RWP) warning technology developed by Bombardier Rail called TrackSafe. The system was installed at the Metropolitan Atlanta Rapid Transit Authority (MARTA) and was designed to reduce the hazards of working within a transit rail right-of-way (ROW).

Federal Transit Administration
May 2021

Mountain Line Zero-Emission Bus Implementation Plan

The Northern Arizona intergovernmental Public Transportation Authority (referred to as Mountain Line) contracted with the Center for Transportation and the Environment (CTE) to develop a Zero-Emission Bus (ZEB) Transition Plan to identify a zero-emission roadmap for full-scale deployment.

Center for Transportation and the Environment (CTE) and AECOM
December 2020

MTS Zero-Emission Bus Fleet Transition Study

The Metropolitan Transit System (MTS) engaged the Center for Transportation and the Environment (CTE) to perform a zero-emission bus (ZEB) transition study in March 2018. The study’s goal is to create a plan for a 100% zero-emission fleet by 2040 to be in compliance with the Innovative Clean Transit (ICT) regulation enacted by the California Air Resources Board (CARB). The results of the study will be used to inform MTS Board members and educate MTS staff of estimated costs, benefits, constraints, and risks to guide future planning and decision making.

Center for Transportation and the Environment (CTE), AECOM, & the Fiedler Group
September 2020

Bus Maintenance and Bus Testing Program Peer-to-Peer Exchange (Report 0160)

This report presents a summary of the bus maintenance worker training peer exchange, hosted by the Federal Transit Administration (FTA). Significant shifts in the types of transit buses being procured (e.g., from traditional buses to alternative fuel/low- and no-emission buses) require new and different types of frontline worker training. Through the peer exchange, stakeholders, including industry representatives, shared knowledge about bus maintenance worker training and discussed best practices for developing the next generation of highly-skilled bus technicians.

Federal Transit Administration
May 2020

Innovative Transit Workforce Development Projects of 2015: Summative Evaluation (Report-0153)

This report provides the results of an evaluation of Innovative Transit Workforce Development Program projects awarded in Fiscal Year 2015. Based on a competitive application process, FTA awarded 16 workforce development projects to transit authorities, higher education institutions, Native American tribes, and nonprofit organizations individually or as a consortium.

Federal Transit Administration
February 2020

TCRP Synthesis 147: Attracting, Retaining, and Advancing Women in Transit

Explores the strategies that have been deployed in transit and other related industries in order to attract, retain, and advance women in a variety of roles.

Transit Cooperative Research Program (TCRP)
January 2020

Apprenticeship is a Win-Win for Workers and Employers

Two case studies of apprenticeship programs highlight different approaches to this tried and true workforce model.

National Fund for Workforce Solutions
December 2019

Behind the Wheel

Behind the Wheel: A case study of Mission College and Santa Clara Valley Transportation Authority’s Coach Operator Apprenticeship Program, is part of SPR’s evaluation of the California Apprenticeship Initiative. The case study describes the development of the Coach Operator Apprenticeship program including why the partners chose an apprenticeship model to meet their training needs, how the program was developed and structured, and what apprentices and employers report about their experiences in the program. It concludes with a discussion of the program’s sustainability.

Foundation for California Community Colleges & Social Policy Research Associates (SPR)
January 2019

Equity from the Frontline: Workers’ Insight and Leadership Supports a Network of Apprenticeships in Transit

Equity in Apprenticeship is a report series from COWS at UW-Madison. It highlights programs that use apprenticeship and mentorship to extend occupational opportunity to historically marginalized groups, especially people of color and women. In California, the Joint Workforce Investment in the South Bay Valley Transportation Authority has developed a web of apprenticeships and advancement opportunities.

COWS at University of Wisconsin
August 2018

The Transit Elevator-Escalator Training Consortium: A Model for Successful Training Development

A report on the process, products and outcomes related to the first National consortium for development of training for public transportation maintenance employees. This joint labor-management effort set a proven model for multiple other similar consortia. Products include – instruction ready courseware, a nationally recognized apprenticeship program for transit maintenance elevator/escalator maintainers and train-the-trainer program.

International Transportation Learning Center
September 2016

From Operator to Chief – One Employee’s Story

A description of King County DOT’s program for recruitment and advancement options for current employees, with an emphasis on diversity, along with one employees’ story about how he was supported in his journey from bus operator to Base Chief.


King County DOT
October 2015

Pathways to Equity: Effective Transportation Career Partnerships

Expanding access to quality careers in transit systems and in transit capital construction has been the focus of innovative local programs around the country in recent years. This report presents case profiles of two of the most promising examples – one for youth Career Pathways into transit industry careers, and one for targeted construction hiring and training of disadvantaged workers for transit capital projects. This report focuses on two local case profiles for transit Career Pathways: a Project Labor Agreement in Los Angeles providing expanded access to jobs and training for public transportation capital construction, and a youth Career Pathways partnership in Philadelphia linking career and technical education with future transit careers. Both of these models, if taken to scale in the transit industry, can have positive impacts, locally and nationally, for improving access to family-sustaining careers and training and for improving educational outcomes for disadvantaged groups – urban low-income and minority groups as well as women – who have previously been under-represented in these occupations.


International Transportation Learning Center
December 2013

Promoting Employment in Transit Construction Projects by Members of Minority and Low Income Communities (Report 0080)

This report summarizes research investigating the participation of members of low-income and minority populations in employment generated by transit projects and identifies practices to increase their participation. It features four in-depth case studies of light rail projects.

Federal Transit Administration
July 2013

Transit Green Jobs Training Partnership

The Department of Labor selected the Transportation Learning Center as a Green Jobs funds recipient because the Center has been at the forefront of addressing the issue of insufficient training in the transit industry and building constructive partnerships between labor and management to address this critical issue. The grant succeeded in creating new training approaches and providing training to thousands of workers in key transit occupations, with a consistent focus on greening the economy and our communities.

The Green Jobs Training Partnership is built on the Center’s successful model of creating and supporting labor-management partnerships to plan and deliver transit training that provides instruction based on national standards. The Partnerships plan and carry out training, to help transit employees obtain the skills they need to stay current in an industry that is ever changing.

International Transportation Learning Center
August 2012

Bus Operator Restroom Use Case Study

In collaboration with the Bus Operator National Joint Training Standards Committee, the International Transportation Learning Center developed this Bus Operator Restroom Use report, a case study and compendium of practitioner resources on restroom use, including a history of restroom use policy at Minneapolis Metro Transit. The resources in this report also include a model community restroom licensing agreement, route-specific restroom locations chart, and example collective bargaining language.


International Transportation Learning Center
January 2012

Quality Training Pays: Training Investment Pays for Itself Six Times Over

You never know how well you are doing until you find metrics with which you can measure outcomes. The Transportation Learning Center has capitalized on this insight through a series of in-depth research reports chronicling work by labor-management partnerships in Philadelphia, PA and Albany, NY. This fact sheet outlines these findings and shows a substantial return on training investment.

International Transportation Learning Center
June 2011

TCRP Research Results Digest 100: Professional Certification and Credentialing Program for the Transit Industry

TRB’s Transit Cooperative Research Program (TCRP) Research Results Digest 100: Professional Certification and Credentialing Program for the Transit Industry explores the findings of a literature review and a gap analysis of the efficacy of four transit-specific professional development programs. The report also examines potential strategies that might be used to deploy and maintain a transit industry certification and credentialing program.

Transit Cooperative Research Program (TCRP)
April 2011

Transit Partnership Training: Metrics of Success

The Metrics of Success series chronicles measurable outcomes, in particular return on investment, of transit training partnerships in which the International Transportation Learning Center has had a substantial role. Each Metrics report focuses on quantitative data from a specific partnership, while Transit Partnership Training: Metrics of Success is an overview of key findings from all Metrics reports to date.

Related reports can be found by following the link below.

International Transportation Learning Center
February 2010

Training Partnerships That Work: An Emerging National Network

Training Partnerships That Work provides vivid summaries of successful labor-management training partnerships at sites across the country. The cases included here represent a diverse set of transit systems and unique training partnerships. Most importantly, they illustrate how labor and management can work together successfully on issues of training, and provide valuable lessons for other industries facing the problem of retiring baby boomers and inadequate capacity to train replacement workers.


International Transportation Learning Center
February 2010

Current Practices of Rail Vehicle Technician Training and Measures of Competency

​In August 2008, the Transportation Learning Center (TLC or “the Center”) designed and conducted a comprehensive survey on the transit rail car mechanic population and their current training and certification practices based on recommendations from the TCRP E- 7 panel. The Center reached out to transit rail agency managers as well as their union counterparts to complete the online survey. The survey was piloted at four rail locations before being distributed to all 29 rail agencies across the country. At the September 29th Rail Car Training Standards Committee meeting in New York City, the committee members strongly recommended that the Center expand the section on current training practices in the survey questionnaire. Subsequently, a follow-up questionnaire was emailed to those who had already responded and an updated online survey to those who had not.


International Transportation Learning Center
January 2009

Building an Apprenticeship and Training System for Maintenance Occupations

​This article discusses the joint training and apprenticeship system emerging in maintenance occupations in the American transit industry, its challenges and strategies to overcome them. The article reports on early results, including efforts to develop a consensus national framework for apprenticeship and training in transit maintenance.


International Transportation Learning Center (with Robert W. Glover, the University of Texas at Austin)
January 2009

Building Capacity for Transit Training: International and Domestic Comparisons

This working paper provides an initial overview of the findings from ongoing research at the Transportation Learning Center regarding strong industry-wide workforce development systems in six other countries and in several US industries.

International Transportation Learning Center
December 2008

TCRP Research Results Digest 88: Innovative Practices in Transit Workforce Development

TRB’s Transit Cooperative Research Program (TCRP) Research Results Digest 88: Innovative Practices in Transit Workforce Development examines innovative practices in workforce development in several cities in Canada, France, and Belgium.

Transit Cooperative Research Program (TCRP)
June 2008

Metrics of Success Series

The Metrics of Success series chronicles measurable outcomes, in particular return on investment, of transit training partnerships in which the International Transportation Learning Center has had a substantial role. Each Metrics report focuses on quantitative data from a specific partnership, while Transit Partnership Training: Metrics of Success is an overview of key findings from all Metrics reports to date.

International Transportation Learning Center
May 2008

Pennsylvania Transit on the High Road

This report is part of a larger case study that chronicles the development of the Keystone Transit Career Ladder Partnership, including the process of job task/work task analysis, skills gap analysis, and data-driven training development.

International Transportation Learning Center

Transit Apprenticeship at Pierce Transit: From the Ground Up

Pierce Transit is part of a transit apprenticeship initiative and has received technical assistance in structuring their apprenticeship program as well as financial assistance to reimburse some training costs.

International Transportation Learning Center & APTA Passenger Transport

Santa Clara Valley Transportation Authority (VTA) Joint Workforce Investment (JWI) Program

The Joint Workforce Investment (JWI), established in 2006, is a joint labor management partnership between the Santa Clara Valley Transportation Authority (VTA) and the Amalgamated Transit Union Local 265 (ATU).  Both organizations operate together as one “JWI” team. Three primary programs were brought together under the JWI initiative: the Maintenance Career Ladders Training Project (MCLTP), New Operator/Mentor Pilot Project, and Health and Wellness Project. This case study reviews details of the programs and data on their benefits.

ICF International

APTA Emerging Leaders Presentation: Recruiting & Retaining Bus Operators

This slidedeck, from an APTA Emerging Leaders Program presentation, provides an overview of research and transit agency case studies to capture key themes on the topic of bus operator recruitment and retention.

American Public Transportation Association