transit agency characteristics: an industry profile · hly about twenty pe~ccnt of the smk...

TRANSIT AGENCY CHARACTERISTICS:

AN INDUSTRY PROFILE

Charles R. W hi te and

Sheldon M. Edner

witb tbo asdstmccb af

Kathi Ketcheson

Center for Transit Research and Management Development

Portland State University

Portland, Oregon

June 1986

- FINAL REPCRT

PREPARED FOR U.S. DEPARTMENT OF TRANSPORTATION

URBAN MASS TRANSPORTATION ADMINISTRATION Office of Technical Assistance

Unlverdty Research and Training Program Washington, D.C. 20590

I , 1. T, t le ond Subvi)le 1 5 . Reoovr Dare

Technical Report Dacumontotion Pope

T r a n s i t Agency C h a r a c t e r i s t i c s : An I n d u s t r y I J u n e , 1986 P r o f i l e 6 . Pcr (om*ng Ovganrcatton code

1. Report No. 2 . Government A c c ~ s s ~ o n No.

! '. A u t h O r f s ) ~ h a r l e s White and Sheldon M. Edner , w i t h t h e a s s i s t a n c e o f K a t h i Ketcheson 9. Parlormeng O r g m t r o r ~ o n Name ond Addrass

C e n t e r f o r T r a n s i t Research & Mgmt. Develop. P o r t l a n d S t a t e U n i v e r s i t y

, P.O. BOX 751

16. Abrtroct 1 - -

Thls study reports on a survey sent to 493 transit agencies In 1983. The survey instrument requested information concerning agency institutlonel type, ogeratlng characteristics, service area population. i employment, ms~gsment pool, flnmces and rtcrulhent problems for the period 1979-83. Sunnys were returned by 207 agencies, 171 o f whlch w e n accomgsnied by organizstlon charts. The p w m e of tho surwy was to soliclt institutional intormrtlon conmnilrg -r~ency structure to 8w-a es background l n f m a t l w ~ i~ 6 st&i-i study of reqiondmt agency managers.

i I

3. Reclpaen1'8 Cotolog No. i I

8. Perlorrntng Org'ona zotlon Report No.

10. Wavk Unit No (TRAIS )

I 1 . Conrroct or Grant NO.

UMTA-OR-11-002 1

P o r t l a n d , OR 97207 12. Sponsoring Ag=ncy Name and Address

U.S. Dept. o f T r a n s p o r t a t i o n , UMTA Of £ i c e o f T e c h n i c a l A s s i s t a n c e

1 U n i v e r s i t y Research and T r a i n i n g Program Washington, D . C . 20590

Dmqmhlcal ly, the Industry Is t y ~ l f l d by ma l l to medium slze sgenciss, wlth a few very large agemlss whkh l o w Industry averages. b y are most tretauently subdfvislons of other governmental unlts, 1.8.. city/county or multipwposb agmy w a t l n g divlslans. No strong association was found between Instl tut lal typss and scrrvtcs chrutbP(tt l~1. Tnnslt agencies rppear to be relatfvbly hlerrrchlcal In structum. Vertical, Betptlttmenbl mi rdmlnlstrstlw dllterentiatlon we related to agbmy slze but not strongly. Wlth the excepUon of vertlal dtfferentlstlon the orgsnlz8tlonal structure a u o ~ to be related to InsUtuUml setting. h l y about twenty pe~ccnt of the s m k Indicated m e manag@ recrultlnq dlfTlcultles. ODeratlm tnd malntsnmce managers were most frequmtly ldenttfled rs dlmcult to locate. No pcrrtlculw slze or Imtltutionrl type of agency sg~e#ed to have more dimculty In ncrultlng.

13. TIP* o f Report and Pernod Coverad 2

I

F i n a l Repor t ! i I

! 14. Sponsoring Agency cods I I

I S . Svpplemonvory Notes

I

The study results describe a mansgerlal context UIst Is extremely d h s e across agency charuterlsUcs, dwnge in et t r lbuk and organlzetior#l oatbmi. Only the thread of hierarchy seems to typify agencies. Slze, IocaUon, powlation served, snd posslbly revenue do not seem to dictate frrncUonal rqulnmenb for management structure.

I I I I 1

Form DOT F 1700.7 (6-727 Reproduct ion o f completed pogo outhor izwd

17. Key Words

t r a n s i t agency s t r u c t u r e , f i n a n c e , i n s ti t u t i o n s , r e c r u i t m e n t

I

18. Dirtvibution Stotomwnt

T h i s document is a v a i l a b l e t o t h e p u b l i c t h rough t h e N a t i o n a l T e c h n i c a l I n f o r m a t i o n S e r v i c e , - S p r i n g f i e l d , VA 22161

13. Security Clossil . (of rhia report) I

22. P r ice ?O. Sweurity C lo r r i l . (of this p q e ) 21. NO. of P o g * ~

T h i s f i r s t p h a s e o f t h e T r a n s i t Manager S t u d y d e v e l o p e d f r o m a r e s e a r c h d e s i g n t o su ' rvey management p e r s o n n e l i n t h e ' t i r a n s i t i n d u s t r y . The p r i m a r y o b j e c t i v e s o f t h e t h r e e p h a s e T r a n s i t Manager S t u d y i n c l u d e g a t h e r i n g i n f o r r a a t i o n on t h e c a r e e r p a t t e r n s , p r i o r t r a i n i n g , s e l f - i d e n t i f i e d t r a i n i n g needs, c a r e e r e x p e c t a t i o n s , an-d ca ree r p l a n s o f t r a n s i t managers. T h e demograph ics o f t r a n s i t a g e n c i e s w 'e re i d e n t i f i e d a s e s s e n t i a l to d e s c r i b e t h e c o n t e x t w i t h i n which t r a n s i t m,anagers f u n c t i o n . To o b t a i n a c c e s s t o management p e r s o n n e l and deve lop o r g a n i z a t i o n a l b a c k g r o u n d i n f o r m a t i d n , a q u e s t i o n n a i r e w'as m a i l e d . t o G e n e r a l Managers or Execu t ive D i r e c t o r s o f a l l t r a n s i t a g e n c i e s w i t h m o r e t h a n t e n v e h i c l e s . The g o a l s o f t h i s f i r s t phase w e r e t o - o b t a l n : (1) a c c e s s t o 'managemen t p e r s o n n e l : ( 2 ) i n f o r n a t i o n o n t h e o r g a n i z a t i o n a l s t r u c t u r e o f t r a n s i t agenc ie s : ( 3 ) i n f o r m a t i o n on a g e n c y c h a n g e d u r i n g 1979-83: a n d , ( 4 ) a n i n d i c a t i o n o f t h e management r e c r u i t i n g d i f f i c u l t i e s expe r i enced by t h e r e spond ing

--. a g e n c i e s .

Survey I n s t r u m e n t and P rocess - - I n .mid-1983 t h e f i r s t p h a s e q u e s t i o n n a i r e and a r e q u e s t f o r a n o r g a n i z a t i o n c h a r t or l i s t i n g o f management p e r s o n n e l were m a i l e d t o 5'139 a g e n c i e s , l e a d i n g t o a f i n a l p o p u l a t r o n o f 493 a g e n c i e s . I n a l l , 207 , o r f c r t y - t w o p e r c e n t ( 4 2 9 ) , o f - t h e 493 a g e n c i e s r e s p o n d e d t o t h e s u r v e y . T h i s s e l f - s e l e c $ e d . _ s a m p l e i n c l u d e s a b r o a d r a n g e i n s i z e ( m e a s u r e d b y t h e n u m b e r o f v e L h i c l < e s o p e r a t e d ' ) , , institutional t y p e s ( c i t y / c o u n t y , m ~ l t i ~ i i ~ i : ~ o s e , s p e c i a l d i - s t ' r i c t , n o n - p r o f i t , p r i v a t e and ot-her) . - and geo.graphy ( f o r t y - f o u r s t a t e s , t h e D i s t r i c t o f Columbia, and Pue r to x i c o ) .

Agency Demographics < ,

pehq9ra2hical?$, ou= r e sponden t s c o n s i s t grl&z$ilTy 'of'., ? m a l l , t o k iodera te , s i z e a'yelicies, w i t h a few v e r y larg';?' a g e ~ c i e s < that t e n d t o skew s-$.nnplk ave rages and "doninaf&" i n d ~ s t r y c h r a c t e r i s t i c s . The i a n g e o f i ' r i s t i t u t i o n a l s e t t i n g s i l l u s t r a t e s t h e 1,ack o f a ccrnrnon organizational s t r u c t u r e i n t h e i n d u s t r y and t h e 'complex' a r r a y o f f o r c e s , b o t h n a t i o n a l and l o c a l , w h i c 8 a f f e c t e d t h e - indusf ik du'rihg i t s g d v e r n n e n t a l i z a t i o n .

Our a g e n c i e s apLear t o be , m o s t f r e q u e n t l y , ~ u b b i v i s i o n s 'bk ot$er govqr -nmen ta l u n i t s ( c i t y / c o u n t y and m u l t i i u r p o s e ) . r a t h e r e h a n a u t o n o m o u s ( s p e c i a l d i s t r i c t , p r i v a t e , n o n - p r o f i t a n d o t h e r ) . T h i s m a y " a r t i f i c ' i a l l y " r e s t r i c t s e r v i c e . atrk.as t o " j u r i s d i c t i o n a l " r a t h e r t h a n l o g i c a l p o p _ u l a t i o n ' ' b ' o u n d _ a r i e s ( c i t y / c o * u - n t y - a g e n c i e s t e n d t o s e r v e p o p u l a t l o n s o f les,s t 3 a n 2 5 0 , 0 ! 3 ~ and s p e c i a l districts 50[1,300 or more). - c i t y / c o u n t y a g e n c i e s h$qe s m a l l e r o p e r a t i n g buj35et.s b u t q r e ' n o t d i s t i n c t l y d i f f e r e n ' t . i n ' t h e i r c a p i t a l s p e n d i n g p r o p e n s l t j e s . T h e i r f a rebox r ecove ry r a t e s a r e h i g h e r t h a n a l l " o t h e r t 'ypes 'wi ' th t h e e x c e p t i o n o f p r i v a t e a g e n c i e s , p e r h a p s r e f l e c t i n g t h e

c o m p e t i t i o n f o r g e n e r a l f u n d r e v e n u e .

N o s t r o n g a s s o c i a t i o n b e t w e e n i n s t i t u t i o n a l s e t t i n g and s e r v i c e c h a r a c t e r i s t i c s t y p i f i e s t h e i n d u s t r y . A l l i n s t i t u t i o n a l t y p e s a p p e a r i n a l l f l e e t s i z e s a n d m i x e s , p o p u l a t i o n s e r v i c e a r e a s , a n d r i d e r s h i p l e v e l s . P r i v a t e a g e n c i e s t e n d t o c a r r y t h e f e w e s t r i d e r s , p e r h a p s r e f l e c t i n g t h e m a r k e t d o m i n a n c e o f " p u b l i c " e n t i t i e s .

T h e n u m b e r o f f u l l t i m e e m p l o y e e s i s a f u n c t i o n o f f l e e t s i z e b u t p a r t - t i m e employment is n o t . M u l t i p u r p o s e and p r i v a t e a g e n c i e s u s e bore p a r t - t i m e e m p l o y e e s , c i t y / c o u n t y a g e n c i e s employ f e w e r b u t m o r e t h a n spec ia l d i s t r i c t s a n d n p n - p r o f i t o r g a n i z a t i o n s . The number o f managers i s r e l a t e d t o i n s t i t u t i o n a l t y p e b u t n o t s i z e o f a g e n c y ; ' c o n f i r m i n g t h e l a c k o f f u n c t i o n a l h o m o g e n e i t y i n t h e i n d u s t r y . ' L o c a l f a c t o r s h a v e c o m b i n e d t o c o n f o r m t r a n s i t a g e n c y s t a f f i n g p a t t e r n s t o p o l i t i c a l , s i t u a t i o n a l a n d o p e r a t i o n a l " o n s i t e a demands and needs .

O r g a n i z a t i o n a l Change

Between 1979-83 t r a n s i t a g e n c i e s e x p e r i e n c e d s u b s t a n t i a l c h a n g e . Many o p e r a t e d more v e h i c l e s b u t t h e mean c h a n g e w a s n e g a t i v e , I n d i c a t i n g modes t i n c r e a s e s + f o r m o s t and s u b s t a n t i a l r e d u c t i o n s f o r a f e w . . T h e a b s e n c e o f a n y c l e a r p a t t e r n w i t h r e s p e c t t o c h a n g e s i n f l e e t s i z e s u g g e s t s t h a t d i v e r s i t y rather t h a n d e c l i n e best c h a r a c t e r i z e s t h e i n d u s t r y .

One t r e n d r e v e a l e d by o u r ' a n a l y s i s o f f l e e t c h a r a c t e r i s t i c s was a t e n d e n c y f o r a g e n c i e s to. i n c r e a s e t h e n u m b e r o f t r a n s i t m o d e s o p e r a t e d . N e a r l y h a l f o f t h e Sample c u r r e n t l y o p e r a t e s more t h a n o n e t y p e o f t r a n s i t vehick'e. -

O r g a n i z a t i o n a l P a t t e r n s

\.ie d o n o t h a v e c o m p a r a t i v e data t o qssess how h i e r a r c h i c a l t r a n s i t i s i n r , e l > t l i a n , t o 6 t h e r i n d u s t r i e s b u t i t appears ' t h a t r e g a r d l e s s o f s i z e ' o r o r g d p i i a t i o n a l t y p e the-re is a comm6n bias i n t h a t d i r e c t j o n . * T h i s i s p a r t i c u l a r l y s t r i k i n g g i v e n the small s i z e o f m o s t agen-c ies i n t h e - i n d u s t r y .

V e r t i c a l , d e p a r t m e n t a l and ' a d m i n , i s t r a t i v e d i f f e r e n t i a t i o n a r e r e l a t e d to a g e n c y s i z e b u t t h a t r e l a t i o n s h i p is n o t ' p a r t i c u l a r l y s t r o n g . T h i s q u g g e s t s t h a t o r g a n i z a t i o n a l p a t t e r n s are r e l a t e d t o f a c t o r s i n A d d i t i o n t o t h e number o f v e h i c l e s ope , ra ted . ':jith t h e e x c e p t i o n b f t h e n u r h b i r o f v e r t i c a l l d v e l s , ( h i e r a r c h y ) the o r g a n i z a t i o n a l s t r u c t u r e o f t r a n s i t a g e n c i e s ' i s f o u n d t o b e r e l a t e d t o i n s t i t u , t i o n a l s e t t i n g . - T h i s i m p l i e s t h a t the o r g a n i z a t i o n a l c o n t e x t w i t h i n , w h i c h t r a n s i t managers , f u n c t i o n may d i f f e r substantially d e p e n d i n g upon t h e s i t e o f tha t a g e n c y ( e - g . c i t y - c o u n t y g o v e r n - m e n t o r s p e c i a l d i s t r i c t ) . I t a p p e a r s t h a t the i n d i v i d u a l t r a n s i t manager s h o u l d n o t e x p e c t a clear p a t h o f c a ree r d e v e l o p ' n i e n t t o e m e r g e u n l e s s f i e / s h e s e r v e s i n a s i n g l e l a r g e ' o r g a n i z a t i o n f o r t h e i r e n t i r e career.

J

T h i s f i r s t p h a s e o f t h e T r a n s i t Manager S t u d y d e v e l o p e q f r o m a r e s e a r c h d e s i g n t o su - rvey management p e r s o n n e l i n t h e t r a n s i t i n d u s t r y . The p r i m a r y o b j e c t i v e s o f t h e t h r e e p h a s e T r a n s i t M a n a g e r S t u d y i n c l u d e g a t h e r i n g i n f o r r i l a t i o n o n t h e c a r e e r p a t t e r n s , p r i o r t r a i n i n g , s e l f - i d e n t i f i e d t r a i n i n g needs, c a r e e r e x p e c t a t i o n s , a n d c a r e e r p l a n s o f t r a n s i t m a n a g e r s . T h e demograph ' ics of t r a n s i t a g e n c i e s w e r e i d e n t i f i e d as e s s e n t i a l t o d e s c r i b e t h e c o n t e x t w i t h i n which t r a n s i t mpnagers f u n c t i o n . To o b t a i n a c c e s s t o management p e r s o n n e l and d e v e l o p o r g a n i z a t i o n a l b a c k g r o u n d i n f o r m a t i d n , a q u e s t i o n n a i r e w'as m a i l e d , t o G e n e r a l Managers or E x e c u t i v e D i r e c t o r s o f a l l t r a n s i t a g e n c i e s w i t h < m o r e t h a n t e n v e h i c l e s . The g o a l s o f t h i s f i r s t phase were t o o b t a i n : (1) a c c e s s t o management p e r s o n n e l ; ( 2 ) i n f o r m a t i o n o n t h e o r g a n i z a t i o n a l s t r u c t u r e o f t r a n s i t a g e n c i e s : ( 3 ) i n f o r m a t i o n ' o n a g e n c y c h a n g e d u r i n g 1979-83: a n d , ( 4 ) a n i n d i c a t i o n o f t h e management r e c r u i t i n g d i f f i c u l t i e s expe r i enced , by t h e r e spond ing a g e n c i e s .

The Survey I n s t r u m e n t and P r o c e s s - - I n mid-19133 t h e f i r s t p h a s e q u e s t i ~ n n a i r e and a r e q u e s t f o r a n o r g a n i z a t i o n c h a r t or l i s t i n g of management p e r s o n n e l were m a i l e d t o 5 ~ 9 a g e n c i e s , l e a d i n g t o a f i n a l p o p u l a t i o n o f 493 a g e n c i e s . I n a l l , 207 , o r f o r t y - t w o p e r c e n t ( 4 2 % ) , o f t h e 4 9 3 a g e n c i e s r e s p o n d e d t o t h e s u r v e y . T h i s s e l f - s e l e c t e d s a m p l e i n c l u d e s a b r o a d r a n g e i n s i z e ( m e a s u r e d b y t h e number . o f v e - h i c J e s o p e r a t e d ) ,, i n L s t i t u t l o n a l t y p e s ( c i t y / c o u n t k , m u 1 t i p . u - p o s e , s p e c i a l d i - s t ' r i c t , n o n - p r o f i t , p r i v a t e a n d o t f i e r ) , and geo .graphy ( f o r t y - f o u r s t a t e s , t h e D i s t r i c t o f Columbia; and P u e r t o d i c o ) .

Agency Demographics *

~em&?=>hical?$, o u i r e sponden t s c o n s i s t p r i ' ha2 i ly o f . s n q l l & t o irioclerate,"sizd akjenci&s, w i t h a few v e r y lqg?* a g e n c i e s t h j t . t e n d t o skew s$m,pl& ave rages and "doninafl&" i n d g s t r y c h a r a c t e r i s t ~ c s . The P a n g e b f i n s t i t u t i o n a l s e t t i n g s i l l g s t r a t i s t h e 1 q c k . o f a ccrnrnon organizational s t r u c t u r e i n t h e i n d u s t r y and he complex' a r r a y o f , f o r c e s , b o t h n a t i o n a l and l o c a l , w f i i c 3 a f f e c t e d t h e - 3

i n d u s f s ~ d u r i h g i t s g o v e r n n ~ , e n t a l i z a t i o n .

0f.k- agknc ' ies , appear to be, m o i t f r e q u e n t l y , sub$iv is ians of d t h e r g o v e r n n e n f a l u n i t s ' ( c i t y / c o u n t y and i n u l t i p u r p ' o s e ) , r a t h e r t h a n a u t o n o m o u s ( spec ia l d i s t r i c t , p r i v a t e , non -p ro f i t a n d o t h e r ) . T h i s inay " a ' r t i f i c ' i a l l y " r e s t r i c t s e r v i c e a r . = i t o " j u r i s d i c . t i o n a l l ' r a t h e r t h a n l o g i c a l p o p u l a t i o n ' b o u n a a r , i e s ( c i tY /c ' ouun ty - - age i i c i e s t e n d t o s e r v e p o p u l a t i o n s o f 1ess"t"nan

. 2Sa,O!39 and s p e c i a l d i ' s t r i c t s 50f3,30D o r more). - -

~ i t y j c o u n t y a p e n c i e s have s m a l l e r o p e r a t i n g bugcjets b u t a& ' n o t d i s ' f i n c t l q r d l £ f e r e n - t i n t h e i r c a p i t a l s p e n d i n g ' p r o p e r i s i t i e s . The i r f a r e b o x r ecove ry r a t e s a r e h i g h e r t h a n a l l o t h e r t y p e s w i t h t h e e x c e p t i o n o f p r i v a t e a g e n c i e s , p e r h a p s r e f l e c t i n g t h e

competition for general fund revenue.

No strong association between institutional setting and service characteristics typifies the industry. All institutional types appear in all fleet sizes and mixes, population service areas, and ridership levels. Private agencies tend to carry the fewest riders, perhaps reflecting the market dominance of "public" entities.

The number of full time employees is a function of fleet size but part-time employment is not. Multipurpose and private agencies use bore part-timh employees, city/county agencies employ fewer but more than special districts and nori-profit organizations. The number of managers is related to institutional type but not size of agency, confirming the lack of functional'homogeneity in the industry. Local factors have combined to conform transit agency staffing patterns to political, situational and operational "onsite" demands and needs.

organizational Change

Between 1979-83 transit agencies experienced substantial change. Many operated more vehicles but the-mean change was negative, lndicat~ng modest increases +for most and substantial reductions for a few. ' he absence of ahy cleat'pattern with respe'ct to changes in fleet size suggests that diversity rather than decline best characterizes the industry.

One trend revealed by our'analysis of fleet characteristics was a tendency for agengies to' increase the number of transit modes operated. Nearly half of $he sample currently operates more than one type of transit vehici'e.

Organizational Patterns

\.Je do not have comparative data to .atssess hpw hierarchical transit is in rel$fion to other indusfries but it appears that regardless of size or orgdnizational type tihe-re is a common bias in that direction. This i§ particularly striking given the small size of most agencies in the" industry. - -

Vertical, departmental and1'admin7istrative differentiation are related to agency size but that relationship is not' particularly strong. This quggssts that",organizational patterns are related to factors in addition to'the number of vehicles oge.rated. :̂;ith the exception of the number of vertica.1 levels (hierarchy) the organizational structur'e of transit. agencies' is found to, be related to institutional setting. h his irdplies that the organizational context within which transit managers, functiori may differ substantfally dependinb upon the Site of that agency (e.g. city-county governinent or special district). It appears that the indi.vidua1 transit manager should not expect. a clear path of career development to emerge unless Gelshe serves in a s-ingle large organization for their entire car$er.

9 .

MaRagement R e c r u i t m e n t

A s u b s t a n t i a l p r o p o r t i o n ( 2 8 . 1 % ) o f t h e s a m p l e d i d n o t c o n s i d e r m a n a g e r i a l r e c r u i t m e n t t o be a p r o b l e m . T h o s e a g e n c i e s experiencing a m o d e r a t e t o s e v e r e p r o b l e m ( 4 5 . 3 % ) t e n d e d t o i d e n t i f y o p e r a t i o n s and m a i n t e n a n c e m a n a g e r s a s b e i n g e s p e c i a l l y d i f f i c u l t t o r e c r u i t . F i n a n c i a l i s s u e s a n d a l a c k o f q u a l i f i e d a p p l i c a n t s were g i v e n a s r e a s o n s f o r t h e d i f f i c u l t i e s encountered. Our analysis of t h e a s s o c i a t i o n b e t w e e n a g e n c y a t t r i b u t e s a n d t h e l e v e l o f r e c r u i t m e n t d i f f i c u l t y e s t a b l i s h e d t h a t no p a r t i c u l a r s i z e o r i n s t i t u t i o n a l t y p e o f a g e n c y was more l i k e l y t o e x p e r i e n c e p r o b l e m s t h a n a n y o t h e r .

C o n c l u s i o n s

O u r f i n d i n g s d e s c r i b e a m a n a g e r i a l c o n t e x t t h a t i s e x t r e m e l y d i v e r s e a c r o s s a g e n c y d e m o g r a p h i c s , c h a n g e i n t h o s e a t t r i b u t e s , a n d o r g a n i z a t i o n a l p a t t e r n s . Some d i f f e r e n c e s e x i s t a m o n g a g e n c i e s b a s e d o n i n s t i t u t i o n a l s e t t i n g , b u t t h e s e s e e m t o be a c c q ~ l n t e d f o r p r i m a r i l y by a lessor d e g r e e o f autonomy f o r c i t y - c o u n t y a g e n c i e s . F u r t h e r , t h e a n a l y s i s o f c h a n g e s be tween 1979- 8 3 d o e s n o t p r o v i d e a c l e a r p i c t u r e o f t h e i n d u s t r y ' s d i r e c t i o n .

The s t u d y h a s e s t a b l i s h e d t h a t t r a n s i t is p r i m a r i l y c o m p r i s e d o f s n a l l t o medium s i z e d a g e n c i e s , many o f w h i c h a r e s u b - u n i t s o f c i t y or c o u n t y g o v e r n m e n t s . Dur ing t h e f i v e y e a r p e r i o d e x a m i n e d ( 1 9 7 9 - 8 3 ) t h e i n d u s t r y d i d n o t e x p e r i e n c e a n y c l e a r p a t t e r n s o f c h a n g e w i t h t h e e x c e p t i o n t h a t m a n y a d d e d s e r v i c e m o d e s . R e c r u i t m e n t o f q u a l i f i e d m a n a g e r i a l p e r s o n n e l i s f o u n d t o be a f o r many a g e n c i e s , b u t i s n o t g e n e r a l l y s h a r e d t h r o u g h o u t t h e i n d u s t r y . The b a s i s f o r r e c r u i t m e n t d i f f i c u l t i e s i s n o t f o u n d i n t h e c h a r a c t e r i s t i c s o f t r a n s i t a g e n c i e s , r a t h e r it a p p e a r s t o be a f u n c t i o n o f t h e s p e c i f i c m i x o f t r a n s i t and management s k i l l s s o u g h t .

B e y o n d t h e s e o b s e r v a t i o n s i s a g e n e r a l l a c k o f c e r t a i n t y w i t h r e g a r d t o t h e u n i q u e d e m a n d s o n a n d r e q u i r e m e n t s e x p e c t e d o f t r a n s i t m a n a g e r s i n t e r m s o f s k i l l s a n d a b i l i t i e s . W i t h o u t r e f e r e n c e t o a c t u a l p e r f o r m a n c e , t h e r e are a p p a r e n t l y a m u l t i t u d e o f ways t o o r g a n i z e and d e l i v e r t r a n s i t s e r v i c e . O n l y t h e t h r e a d o f h i e r a r c h y s e e m s common t o t r a n s i t o r g a n i z a t i o n s . M o r e o v e r , s i z e . . l o c a t i o n , p o p u l a t i o n s e r v e d a n d p o s s i b l y r e v e n u e d o n o t seem t o d i c t a t e f u n c t i o n a l r e q u i r e m e n t s f o r t r a n s i t s e r v i c e . The g e n e r a l l a c k o f c lea r , i n d u s t r y - w i d e p a t t e r n s s u g g e s t t h a t many o f t h e s e a g e n c y c h a r a c t e r i s t i c s , i n c l u d i n g r e c r u i t m e n t p r o b l e m s , a r e t h e p r o d u c t s o f p a r t i c u l a r i s t i c , p r o b a b l y l o c a l f a c t o r s r a t h e r t h a n more g e n e r a l f o r c e s a s s o c i a t e d w i t h the d e l i v e r y of t r a n s i t s e r v i c e s .

T h e s e c o n t ! p h a s e o f t h i s s t u d y w i l l f o c u s s p e c i f i c a l l y o n t h e i s s u e s o f t r a i n i n g and e x p e r i e n c e f o r management p e r s o n n e l . The s t u d y w i l l be b a s e d upon t h e r e s p o n s e s o f o v e r 13218 i n d i v i d u a l m a n a g e r s t o q u e s t i o n s r e g a r d i n g t h e i r b a c k g r o u n d , c a r e e r d e v e l o p m e n t , and c a r e e r e x p e c t a t i o n s , I n t u r n , t h e s e r e s p o n s e s w i l l be a n a l y z e d i n r e l a t i o n t o a g e n c y c h a r a c t e r i s t i c s a n d t h e

iii

probl Inore this

.en of rnanagerial recruitment. The objective is to provide detail to the questions raised and conclusions offered by first phase report.

TABLE OF CONTENTS

LIST OF TABLES

Page

v i i

LIST OF FIGURES

CHAPTER I - INTRODUCTION

Background P r o j e c t Overview

Methods Survey Ins t rument Sample Se l ec t i on Survey Process

Summary

CHAPTER I1 - MANAGERIAL CONTEXT

Ove ra l l Sample C h a r a c t e r i s t i c s Serv ice Area Popula t ion Ridersh ip , Vehicle Inventory and Modes Operated F i s c a l C h a r a c t e r i s t i c s Personnel

I n s t i t u t i o n a l S e t t i n g and Agency Va r i a t i on I n s t i t u t i o n a l S e t t i n g - Overview Regional Var ia t ion Se rv i ce Area Popula t ion Ridersh ip , F l e e t S i ze and Serv ice Modes F i s c a l C h a r a c t e r i s t i c s Personnel C h a r a c t e r i s t i c s

Summary

CHAPTER I11 - AGENCY CHANGE 1979 TO 1983

Ove ra l l Sample C h a r a c t e r i s t i c s N u m b e r o f Vehic les Operated Ridersh ip Opera t ing Expenditure Farebox Recovery F u l l Time and P a r t Time Employees Management Personnel

I n s t i t u t i o n a l Va r i a t i on Number o f Vehic les Ridersh ip Opera t ing Expenditures Fare box Recovery F u l l Time and P a r t Time Employees Number of Managers

Summary

P a g e --

CHAPTER I V - ORGANIZATIONAL STRUCTURE 2 3

S a m p l e C h a r a c t e r i s t i c s 2 3 V e r t i c a l L e v e l s 2 3 Major D e p a r t m e n t s 2 3 A d m i n i s t r a t i v e S p e c i a l i s t s 2 4 O r g a n i z a t i o n a l C o m p l e x i t y 2 4

A g e n c y S i z e and O r g a n i z a t i o n a l C h a r a c t e r i s t i c s 2 5 I n s t i t u t i o n a l S e t t i n g and O r g a n i z a t i o n a l C h a r a c t e r i s t i c s 2 5

N u m b e r of V e r t i c a l L e v e l s 2 5 M a j o r D e p a r t m e n t s 2 6 A d m i n i s t r a t i v e Spec ia l i s t s 2 6 O v e r a l l O r g a n i z a t i o n a l C o m p l e x i t y 2 6

S u m m a r y 2 6

CHAPTER V - MANAGERIAL RECRUITMENT AND AGENCY CHARACTERISTICS 2 8

T h e R e c r u i t m e n t P r o b l e m E x t e n t of R e c r u i t i n g D i f f i c u l t y A g e n c y C h a r a c t e r i s t ics and R e c r u i t m e n t P r o b l e m s S u m m a r y

CHAPTER V I - CONCLUSIONS 3 3

REFERENCES 37

APPENDIX A - TABLES 38

APPENDIX B - SURVEY INSTRUMENTS 99

APPENDIX C - DISTRIBUTION OF MANAGERS FOR PHASE I1 1 0 8

LIST OF TABLES

Tab le

Response Rate by Region

Regional D i s t r i b u t i o n o f Agencies Con tac ted and Agencies Responding

Response Rate by Agency S i z e

- Agency S i z e and t h e D i s t r i b u t i o n o f Agencies Con tac ted and Agencies Responding

1983 S e r v i c e Area P o p u l a t i o n

Monthly R i d e r s h i p 1983

1983 Agency Vehic le Inven to ry

Number o f Modes, 1983

T o t a l Number of Veh ic l e s ~ p e r a t e ' d , 1983

P e r c e n t o f T o t a l Revenue From ~ a r e b x

Opera t ing E x p e n d i t u r e s , 1983

C a p i t a l Expend i tu res f o r Equipment, 198 3

T o t a l C a p i t a l Expend i tu res , 1983

F u l l T i m e Employees, 1983

P a r t T ime Employees, 1983

Management Pe r sonne l , 1983

Agency I n s t i t u t i o n a l S e t t i n g

Pe rcen tage D i s t r i b u t i o n of I n s t i t u t i o n a l Types Within Region

S e r v i c e Area Popu la t ion by ~ n s t i t u t i o n a l Type

Average Monthly R i d e r s h i p by I n s t i t u t i o n a l Type

Number of Veh ic l e s by I n s t u t i o n a l Type

Number of Modes by I n s t i t u t i o n a l S e t t i n g

Page

39

Opera t ing Expend i tu res by I n s t i t u t i o n a l Type

v i i

C a p i t a l E x p e n d i t u r e by I n s ti t u t i o n a l Type

Equipment Expend i tu re by I n s t i t u t i o n a l Type

Farebox Recovery Rate by I n s t i t u t i o n a l Type

F u l l T i m e Employees by I n s t i t u t i o n a l Type

Page

54

P a r t T i m e Employees by I n s t i t u t i o n a l Type 58

Number o f Managers by I n s t i t u t i o n a l Type 59

1979-83 Change i n Number o f V e h i c l e s 6 0

1979-83 P e r c e n t Change i n Number o f V e h i c l e s 60

Change i n Modes, 1979-83 6 1

1979-83 Average Change i n R i d e r s h i p 6 1

1979-83 P e r c e n t Change i n R i d e r s h i p 62

1979-83 Change i n O p e r a t i n g Expend i tu re s 6 2

1979-83 P e r c e n t Change i n Opera t ing E x p e n d i t u r e s 63

1979-83 Change i n Farebox Recovery R a t e 03

1979-83 P e r c e n t Change i n Farebox Recovery Ra te 64

1979-83 Change i n Number o f F u l l T i m e Employees 64

1979-83 Change i n P a r t T i m e Employees 65

1979-83 P e r c e n t Change i n Number o f F u l l T i m e 6 5 Employees

1979-83 P e r c e n t ~ h a n g k i n p a r t T i m e Employees 6 6

1979-83 Change i n Number of Managers 66

1979-83 P e r c e n t Change i n Number o f Managers 66

1979-83 Change i n Number o f V e h i c l e s by I n s t i t u t i o n a l Type

P e r c e n t Change i n Number o f V e h i c l e by I n s t i t u t i o n a l Type

1979-83 Average R i d e r s h i p Change by I n s t i t u t i o n a l 69 Type

v i i i

1979-83 P e r c e n t Change i n R i d e r s h i p by I n s t i t u t i o n a l Type

1979-83 Change i n O p e r a t i n g E x p e n d i t u r e by I n s t i t u t i o n a l Type

1979-83 P e r c e n t Change i n O p e r a t i n g E x p e n d i t u r e by I n s t i t u t i o n a l Type

1979-83 Change i n Farebox Recovery R a t e by I n s t i t u t i o n a l Type

1979-83 P e r c e n t Change i n Fa r ebox Recovery K a t e by I n s t i t u t i o n a l Type

1979-83 Change i n Number o f F u l l Time Employees by I n s ti t u t i o n a l Type

1979-83 P e r c e n t Change i n Number o f F u l l T i m e Employees by I n s t i t u t i o n a l Type

1979-83 Change i n P a r t T i m e Employees by I n s t i t u t i o n a l Type

1979-83 P e r c e n t Change i n P a r t Time Employees 5 y I n s t i t u t i o n a l Type

1979-83 Change i n Number o f Managers by I n s t i t u t i o n a l Type

1979-83 P e r c e n t Change i n Number o f Managers by I n s t i t u t i o n a l Type

Number o f Ver t ica l L e v e l s

Number o f Major Depar tments

Number o f Agenc ies S p e c i f y i n g Major Depar tments

Number o f S p e c i a l t i e s

O r g a n i z a t i o n a l Complex i ty Measure

Number o f Vert ical L e v e l s by F l e e t S i z e

Number o f Depar tments by F l e e t S i z e

Number o f Management S p e c i a l t i e s by F l e e t S i z e

O r g a n i z a t i o n a l Complexi ty by F l e e t S i z e

Ver t ica l L e v e l s by I n s t i t u t i o n a l Type

I V - 1

I V - 2

I V - 3

I V - 4

IV-5

IV- 6

IV-7

I V - 8

IV- 9

I V - l o

IV-11

IV-12

Number o f Major Depar tments by I n s t i t u t i o n a l Type

Number o f Management S p e c i a l t i e s by I n s t i t u t i o n a l Type

i x

O r g a n i z a t i o n a l Complexity by I n s t i t u t i o n a l Type

E x t e n t o f R e c r u i t i n g D i f f i c u l t y

S p e c i f i c Problem re as ' f o r Management Recrui tment

Reasons for Recrui tment Froblsms

S t e p s Taken To Resolve Recrui tment Problems

Recrui tment Problems by Number o f V e h i c l e s

Recrui tment Problems by 1979-83 Change i n V e h i c l e s

Recrui tment Problems by 1979-83 P e r c e n t Change i n V e h i c l e s

Recrui tment Problems by I n s t i t u t i o n a l Type

Recrui tment Problems by O r g a n i z a t i o n a l Complexity

C o r r e l a t i o n s o f Agency S i z e , Change and O r g a n i z a t i o n a l Complexity wi th Recrui tment Problems

M u l t i p l e Regress ion f o r Recrui tment a s a Problem

Page

90

91

91

92

92

93

94

95

LIST OF FIGURES

F i g u r e

F i g u r e

F igure

F i g u r e

F igure

F igure

F igure

F igure

F igure

F igure

P e r c e n t D i s t r i b u t i o n of Agencies Contacted and Responding by Region

P e r c e n t D i s t r i b u t i o n of Agencies Contac ted and Responding by S i z e

Sample D i s t r i b u t i o n by I n s t i t u t i o n a l Type

1979-83 Change i n Number of Veh ic les

1979-83 P e r c e n t Change i n Number of Veh ic les

1979-83 Change i n Number of F u l l Time Employees

1979-83 Change i n P a r t Time Employees

1979-83 Change i n Number of Managers

E x t e n t of R e c r u i t i n g D i f f i c u l t y

R e c r u i t i n g D i f f i c u l t y by I n s t i t u t i o n a l Type

Page - 5

CHAPTER I

T h i s r e p q r t p r e s e n t s t h e r e s u l t s o f t h e f i r s t p h a s e o f a t h r e e - p a r t s t u d y o f managemen t i s s u e s i n t h e t r a n s i t i n d u s t r y . T h e p u r p o s e s o f t h i s f i r s t p h a s e r e p o r t are t o p r e s e n t a d e s c r i p t i o n o f t h e c o n t e x t w i t h i n wh i ch t r a n s i t managers f u n c t i o n , t o examine t h e e x t e n t t o w h i c h t h a t c o n t e x t h a s c h a n g e d o v e r a f i v e y e a r p e r i o d , t o a n a l y z e i s s u e s s u r r o u n d i n g t h e r e c r u i t m e n t o f m a n a g e m e n t p e r s o n n e l , T h i s c h a p t e r o f f e r s s o m e b a c k g r o u n d i n f o r m a t i o n and r e v i e w s t h e p r o c e s s o f i n f o r m a t i o n g a t h e r i n g for t h i s s t u d y .

BACKGROUND

T h e r e c r u i t m e n t o f t a l e n t e d , q u a l i f i e d m a n a g e r s h a s b e e n i d e n t i f i e d a s a c r i t i c a l n e e d f o r t h e t r a n s i t i n d u s t r y ( T r a n s p o r t a t i o n R e s e a r c h a o a r d , 1985: F i e l d i n g , e t . a l . , 1 9 7 8 ) . To some d e g r e e , t h e n e e d h a s r e s u l t e d f r o m t h e i n c r e a s i n g s p e c i a l i z a t i o n o f management f u n c t i o n s accompanying t e c h n i c a l and s e r v i c e c h a n g e s a n d t h e i n s t i t u t i o n a l c h a n g e s r e s u l t i n g from y o v e r n m e n t a l i z a t i o n . I n 1 9 7 3 Mundy a n d S p y c h a s k i d e s c r i b e d t r a n s i t w i t h r e a s o n a b l e a c c u r a c y a s a n "Fup - f ro .m- the - r anks" i n d u s t r y . H o w e v e r , t h e c u r r e n t r e c r u i t m e n t - d i f f i c u l t i e s e x p e r i e n c e d by some t r a n s i t a g e n c i e s i n d i c a t e t h a t t h i s i s a less a p t c h a r a c t e r i z a t i o n i n t h e m i d - 1 9 8 0 ' s . From o u r r e v i e w , we s u g g e s t t h a t r e c r u i t m e n t d i f f i c u l t i e s may be a s s o c i a t e d w i t h f o u r g e n e r a l f a c t o r s : ( 1 ) a g e n c y s i z e , ( 2 ) d e g r e e o f c h a n g e e x p e r i e n c e d b y a n a g e n c y , ( 3 ) d e g r e e o f s t r u c t u r a l c o m p l e x i t y p r e s e n t , i n t h e o r g a n i z a t i o n , a n d ; ( 4 ) +the i n s t i t u t i o n a l s e t t i n g of a n a g e n c y . .".

T h e i m p o r t a n c e o f a q e n c y s i z e a n d o r g a n i z a . t i i o n n 1 c o m p l e x i t y i s s u g g e s t e d by t h e i n - d e p t h s t u d y o f s i x t e e n t r a n s i t a g e n c i e s c o n d u c t e d b y G o r d o n F i e l d i n g a n d h i s c o l l e a g u e s ( 1 9 7 8 ) w h i c h e x p l o r e d t h e e f f e c t s . qf a number o f agency ; a t t r i b u t e s on t h e job s a t i s f a c t i o n a n d r e t e n t i o n o f managemen t p e r s o n n e l . O f t h e f a c t o r s d i s c u s s e d , t h e e f f e c t s o f agency s6pe and o r g a n i z a t i o n a l c o m p l e x i t y we re i d e n t i f i e d as o f f e r i n g some p r o m i s e f o r e x a m i n i n g t h e d i f f i c u l t i e s e x p e r . i e n c e d i n r e e r u i t i n g , , q u a l i f i e d m a n a g e r s . I n g e n e r a l , t h e , s t u d y f i n d s t h a t job s a t i q g a e t i o n a n d r e t e n t i o n i n c r e a s e a s a g e n c y s i z e , a n d o~ganizationa~.complexity i n c r e a s e ( F i e l d i n g , e t . a l . , 1978: 1 3 2 - 1 3 3 ) . On t h e b a s i s of t h i s f i n d i n g w e w o u l d e x p e c t t h a t l a r g e r , m o r e c o m p l e x o r g a n i z a ' t i o n w i l l r e p o r t f e w e r r e c r u i t m e n t p r o b l e m s t h a n - sbmal le r , s i m p l e r o r g a n i z a t i o n s .

The importance of the degree and direction of change experienced by an agency is raised by the previously cited Transportation Research Board study which views the problem of managerial recruitment and its context as:

... A long-term fundamental problem has been that new blood cannot be attracted into a declining industry. Only in the last decade has it been possible to attract some new managers as a result of modest growth that has occurred, and now these benefits are threatened by loss of revenues from all levels and by changing federal policy ... (~RB,1985: 123).

, .

The above quote establishes that transit has experienced a sustained period of turbulence regarding public policy, the shift from private to public ownership, and legal settings. We suspect that change, particularly decline, within the industry will significantly affect managers and the process of management.

In addition, these general images of industry change may mask recruiting disincentives which are related to specific characteristics of individual transit agencies. We suspect that changes in agency size might be particularly important with large additions resulting in recruitment needs and substantial decreases in size dimiriishing organizational attractiveness. Thus, depending on the type and'degree of change, alterations in the characteristics of transit agencies may have either positive or negative affects on their ability to attract new management personnel.

L

The significance of organizational setting on transit managers and management recruitment is an outgrowth of the shift ir. ownership experienced during the process of governmentalization. From this process emerged not one but several different organizational forms. Indeed, one study of institutional

. structures extant -within the industry concluded that there is no generally accepted model or form of government enterprise for public transit (Hamilton hnd Hamilton, -1981). We suspect that this diverse array of iiistitutional cbntexts~within which tramit managers must funhtion has a.dded -to the general image of uncertainty and indbstry turbulence. '

A central issue stembihg fzom this institutional diversity is that of organizational autonomy. Many transit agencies are organized as independent speeial districts or operating authorities. Conidquently, they are able tp control their OWE budgets and service policies. 'Other -agencies are sub-units of a larger body, such as a city or county. This structure may diminish management discretionary authority. The presence of parent government budgeting, personnel and other general administration functions may also reduce the need for transit management staff in these areas.

The following report first describes the organizational characteristics and the service and staffing changes during 1979- 1983 for 237 transit agencies. Then, the effects of these factors on the problem of managerial recruitment is explored. The intent is to obt,ain a better understanding of the institutional context within which transit managers function and to link these factors to management recruitment issues. This information will also provide the contextual base for the second phase analysis of transit manager profiles.

PROJECT OVERVIEW

Methods and Sample Characteristics - This first phase of the Transit Manager Study developed from the need to identify persons functioning as transit managers for the purposes of a larger survey. From its inception, the primary objectives of the Transit Manager Study have included gathering information on the career patterns, prior training, self- identified training needs, career expectations, and career plans of transit managers. The demographics of transit agencies were identified as essential to describe the context within which transit managers function and integral to the analytic goals of the project. Therefore, in order to obtain access to management personnel and develop organizational background information, we developed the survey instrument on which this report is based. The principal objectives of the first phase were to obtain: (1) access to management personnel; (2) information on the organizational structure of transit agencies; (3 ) information on agency demographics over a five year period; and, (4) some indication of the recruiting difficulties experienced by the responding agenciss.

Development of the Survey Instrument -- To obtain the data necessary for, the above objectives, .a survey packet was developed and sent to the gefieral managers'or executive directors of every agency which operated ten or' more vehicles. The survey packet consisted of a questionnaire and a separate, personally addressed letter outlining the purposes of the study and requesting a copy of each agency's organization chart and listing of management personnel. Initial drafts of all materials were reviewed by colleagues at Portrand State University and also by individuals at UMTA, the Oregon Department o f Transportation, and the Washington Department o f Transportation. Following revisions based on these reviews, the survey materials were sent to selected agencies in Oregon, Washington, and California for a "pre-test." Final revisions were made following our review of the responses and comments received. The final set of materials was prepared for mailing in December of 1983 (see Appendix B).

Sample Selection

Every public and private agency operatiog ten or more vehicles of any type received the first phase questionnaire packet. The decision to limit the survey to agencies operating at least ten vehicles was arbitrary. Based on our review of available transit agency listings, however, we concluded that this criteria ,was sufficiently generous to include a full range of the structural and managerial characteristics within the industry.

One of our major difficurties was the lack of a nailing list for transit agencies. None of the sources listed below included exactly the same information as any of the others. These sources were : -.

Bus Ride, Bus Industry Directory 1982-83 --- UMTA Urban Director -- UMTA Rural Director: -- Section 15 Report 1981 APTA 1982~embersh'lp Directory -- APTA 1983 Membership Directory --

The information in these sources varied not only with respect to information about the number of vehicles operated, but also differed even as to the names and addresses of transit agencies. After our initial screening of these inconsistencies, 549 surveys were mailed. Subsequently, we found that this number included some duplications (e.g. two names listed for the same agency), some which no longer existed, and those which in fact did not operate vehicles. Our final population consisted of 493 agencies.

Survey Process and Response Characteristics Questionnaires w e r e sent initially in December, 1983. A first round of follow-up letters and packets was sent to non- respondents during the first several months of 1984. In some cases, the questionnaire was returned without the organization chart or listing qf management personnel, items critical to the second ~hase of the study. This led us to continue our follow up process. into early 1985.

A significant factor affecting the response rate for this survey was a widely held assumption that much of the organizational information we requested was already available in some central source. This was particularly true with respect to- questionnaire items concerning vehicle, personnel, and budget changes over time. We received several comments, and some complaints, that this and other information was available in the Section 15 reports. IIowever, assumptions about data availability extended beyond just these items. As far as we can determine, there is no central source of information for the industry.

I n a l l , 2 0 7 , or f o r t y - t w o p e r c e n t ( 4 2 % ) , o f t h e 4 9 3 a g e n c i e s c o n t a c t e d r e s p o n d e d t o t h e s u r v e y . T h i s s e l f - s e l e c t e d s a m p l e i n c l u d e s a b r o a d r a n g e i n s i z e ( m e a s u r e d b y t h e n u m b e r o f v e h i c l e s o p e r a t e d ) , drawn f rom f o r t y - f o u r s t a tes , t he District o f C o l u m b i a , a n d P u e r t o R i c o . T o e x a m i n e t h e p o s s i b i l i t y o f r e g i o n a l v a r i a t i o n i n t h e r e s p o n s e r a t e , w e g r o u p e d t h e s t a t e s i n t o e i g h t r e g i o n s , w i t h t h e D i s t r i c t o f Columbia i n c l u d e d i n t h e ~ r d - A t l a n t i c r e g i o n a n d P u e r t o R i c o c o n s i d e r e d s e p a r a t e l y . ( I n s u b s e q u e n t t a b l e s P u e r t o Rico 1s i n c l u d e d i n t h e S o u t h e r n Region. S e e T a b l e 1-1.) We s h o u l d n o t e a t t h i s p o i n t t h a t a l l t a b l e s d i s c u s s e d i n t h e t e x t a r e p r e s e n t e d i n A p p e n d i x A a n d t h a t w e p r e s e n t g r a p h s or c h a r t s w i t h i n t h e t e x t o n l y t o h i g h l i g h t k e y i n f o r m a t i o n .

T a b l e 1-1 s h o w s t h a t t h e r e g i o n a l r e s p o n s e r a t e r a n g e d f r o m a h i g h o f f i f t y p e r c e n t ( 5 0 % ) i n t h e P a c i f i c C o a s t s t a t e s t o a l ow o f t h i r t y p e r c e n t ( 3 8 % ) i n t h e M i d - A t l a n t i c r e g i o n ( e x c l u d i n g P u e r t o R i c o ) . T a b l e 1 -2 s h o w s t h e r e g i o n a l distribution o f t h e a g e n c i e s c o n t a c t e d a n d t h o s e r e s p o n d i n g . I n g e n e r a l , t h e r e s p o n s e r a t e i n e a c h r e g i o n i s q u i t e c lo se t o i t s p e r c e n t a g e c o n t r i b u t i o n t o t h e p o p u l a t i o n o f a g e n c i e s , i n d i c a t i n g t h a t o u r s a m p l e d o e s n o t o v e r - r e p r e s e n t or u n d e r - r e p r e s e n t any one r e g i o n .

FIGURE 1

W T O R W )

SOUTH

tU+AlUNTIC

*ENGwa

, RE6lOW WlRTHtPmUL

GREAT PUIlS

SOUTHWlESl WeSTfl00:lEs

P m c

With respect to agency size, as measured by the total number of vehicles operated, Table 1-3 indicates that the very smallest and very largest agencies had the lowest response rates. However, Table 1-4 which compares agencies contacted and responding in relation to size indicates that none of the size categories appears to be either significantly over- or under-represented.

FIGURE 2

~ D 1 3 T R W U f # I I ( r A U A 6 E K I E S COnrKiED AFORE-

Thus, the results reported in the following chapters are based on a self-selected sample of agenc$e.s, not a scientifically constructed random sample. C~nsequenTly, we cannot generalize t

our findings with absolute certainty kij. all transit agencies. Statistical significance tests, are uskd tp identify important relationships rather than measures of statistical probability for drawing inferences about the population of transit agencies. However, the above tables show that the sample includes a cross section of the industry, with respecf: to size aqd location, and i

can, therefore, illustrate much of the demographic and organizational diversity within the indubtry. As a result we are able to suggest trends which may generally characterize the . transit industry.

i SUMMARY

What began as a simple effort to define the population of management personnel in the transit industry became a much more ambitious undertaking, describing the context within which transit managers function and exploring the consequences of those contextual factors for transit managers. The studies discussed

suggest that size, organizational setting, change, and structure may be critical factors affecting managerial recruitment and the management process.

Chapter I I describes 1983 agency demographics, including fleet information, modes operated, personnel, and budgetary characteristics. These are described for the entire sample, and by institutional setting. Chapter 111 explores agency changes from 1979 to 1983 for the entire sample and by institutional setting. Chapter IV presents our analysis of organizational characteristics using agency organization charts and/or personnel lists. Chapter V focuses on management recruitment, reporting the application of fa-ctors discussed in Chapters 11, 111, and IV to an analysis of the reported agency difficulty in recruiting qualified managers. The final chapter offers an analysis of the implications of our findings.

CHAPTER I1

THE MANAGERIAL CONTEXT: AGENCY DEMOGRAPHICS AND INSTITUTIONAL VARIATION

T h i s c h a p t e r d e s c r i b e s t h e c h a r a c t e r i s t i c s o f t h e a g e n c i e s i n c l u d e d i n t h e s a m p l e a n d t h e e x t e n t t o w h i c h t h e d i f f e r e n c e s o b s e r v e d a r e r e l a t e d t o i n s t i t u t i o n a l s e t t i n g s . The t a b l e s f o r t h e c h a p t e r p r o v i d e a d e s c r i p t i v e p i c t u r e o f t h e s e a g e n c i e s f o r 1983. T h e a v e r a g e and m e d i a n v a l u e s i n c l u d e d i n t h e t a b l e s w e r e d e r i v e d f r o m t h e n o n - c a t e g o r i z e d d a t a . F o r s e r v i c e a r e a p o p u l a t i o n , a v e r a g e m o n t h l y r i d e r s h i p , a n d t h e b u d g e t a r y i n f o r m a t i o n , t h e s e f i g u r e s h a v e b e e n r o u n d e d t o t h e n e a r e s t l#f3L30.

I n g e n e r a l , t h e sample i s composed p r i m a r i l y o f s m a l l t o modera t e s i z e d a g e n c i e s . However, a ve ry l a r g e a g e n c i e s i n f l a t e i n d u s t r y - w i d e a v e r a g e s f o r f l e e t i n f o r m a t i o n a s w e l l a s p e r s o n n e l a n d b u d g e t a r y s t a t i s t i c s . Hence, t h e median is o f t e n a more r e l i a b l e summary s ta t i s t ic .

OVERALL SAMPLE CHARACTERISTICS

S e r v i c e - Area P o p u l a t i o n

T a b l e 11-1 p r e s e n t s t h e r a n g e o f s e r v i c e a r e a p o p u l a t i o n s r e p r e s e n t e d i n t h e sample. T h i s i n f o r m a t i o n w i l l d i f f e r from t h e S e c t i o n 15 r e p o r t s , which p r e s e n t t h e p o p u l a t i o n f o r t h e S t a n d a r d M e t r o p o l i t a n S t a t i s t i c a l Area ( S M S A ) w i t h i n w h i c h a n a g e n c y o p e r a t e s . Our s u r v e y a s k e d t h e r e s p o n d e n t s t o r e p o r t t h e p o p u l a t i o n o f t h e i r s e r v i c e a r e a which may or may n o t encompass t h e e n t i r e SMSA. A d d i t i o n a l l y , some t h i r t y - f i v e p e r c e n t (35%) o f t h e s a m p l e a re h o t S e c t i o n 1 5 r e p o r t i n g a g e n c i e s w h i c h f u r t h e r d i f f e r e n t i a t e s t h i s s t u d y from t h e in fo r lna t ion c o l l e c t e d f o r t h e S e c t i o n 1 5 r e p o r t s .

Most o f o u r sample a g e n c i e s .(73.4%) s e r v e an a r e a w i t h less ' t han f i v e hundred thousand i n ' p o p u l a t i o n . The ave rage p o p u l a t i o n f o r a g e n c y s e r v i c e areas (lr399,0C147) i s o b v i o u s l y i n f l a t e d by-*a f e w v e r y l a r g e agen 'c ies . The median v a l u e of 200,000 more a c c u r a t e l y r e f l e c t s t h e s e r v i c e area p o p u l a t i o n f o r m o s t a g e n c i e s i n t h i s sample.

Ridership, V e h i c l e I n v e n t o r y , and Modes Opera ted -- T a b l e 1 1 - 2 s h o w s t h e d i s t r i b u t i o n o f t h e a v e r a g e m o n t h l y ridership r e p o r t e d by t h e sampl6. A m a j o r i t y o f t h e s e a g e n c l e s r e p o r t a r i d e r s h i p of less t h e n 250 ,000 p e r month w i t h o n l y twen ty - fou r p e r c e n t (24%) r e p o r t i n g an ave rage o f one m i l l i o n or more r i d e r s p e r month. The s a m p l e a v e r a g e of 1,187,0€30 i s obv ious1 y i n f l u e n c e d by t h e l a r g e r a g e n c i e s .

T a b l e 11-3 summar izes t h e v e h i c l e i n v e n t o r y f o r o u r r e s p o n d e n t s . From t h i s i n f o r m a t i o n w e d e t e r m i n e d t h e number o f v e h i c l e modes ( t y p e s ) o p e r a t e d by e a c h a g e n c y a able 1 1 - 4 ) . F o r o u r p u r p o s e s T r o l l e y s and S t r e e t c a r s were combined i n t o a single mode (vehlcle t y p e ) c a t e g o r y , a s w e r e Vans a n d Min i -Buses . T h u s , t h e maximum number o f modes p o s s i b l e was s i x . The c o m p u t a t i o n o f t h i s i n f o r m a t i o n was based upon a consideration o f a l l p o s s i b l e node c o m b i n a t i o n s . The r e s u l t s show t h a t a l m o s t h a l f (48 .4%) o f t h e r e s p o n d e n t s o p e r a t e t w o or more v e h i c l e t y p e s .

A s a r o u g h d e t e r m i n a t i o n o f a g e n c y s i z e w e a d d e d t o g e t h e r t h e number o f v e h i c l e s r e p o r t e d f o r e a c h c a t e g o r y ( T a b l e 1 1 - 5 ) . Near ly h a l f o f t h e sample (48.5%) o p e r a t e f e w e r t h a n 50 v e h i c l e s ; o n l y t e n p e r c e n t (18 .2%) o p e r a t e more t h a n 521C5. A g a i n , t h e m e d i a n o f 52.17 v e h i c l e s more a c c u r a t e l y d e s c r i b e s t h e s a m p l e t h a n t h e a v e r a g e o f 195.64 v e h i c l e s .

F i s c a l C h a r a c t e r i s t i p s

T a b l e s I1 -6 t h r o u g h I1 -9 p r e s e n t a g e n c y b u d g e t c h a r a c t e r i s t i c s f o r t o t a l o p e r a t i n g budge t , c a p i t a l e x p e n d i t u r e s f o r equ ipmen t , t o t a l c a p i t a l e x p e n d i t u r e s , a n d f a r e b o x r e c o v e r y r a t e f o r t h e 1 9 8 3 b u d g e t y e a r . T h e s e r e s p o n s e s a r e s e l f - r e p o r t s a n d may d i f f e r f rom t h e d a t a p rov ided i n S e c t i o n 15 and o t h e r d a t a b a s e s where d i f f e r e n t d e f i n i t i o n a l s t a n d a r d s may apply .

"Farebox Recovery" i s d e f i n e d a s t h e p r o p o r t i o n o f t o t a l r evenue g a i n e d from f a r e b o x r e c e i p t s , "Opera t ing Budgets" i n c l u d e s a l l n o n - c a p i t a l e x p e n d i t u r e s . " C a p i t a l Expend i tu re s " f o r equ ipmen t i n d i c a t e annua l g r o s s e x p e n d i t u r e s f o r new v e h i c l e s b u t may a l s o r e f l e c t b u i l d i n g s , b u s w a - y s , r a i l extensions o r o t h e r a p p u r t e n a n c e s . " T o t a l Cap i t a l E x p e n d i t u r e " i s i n t e n d e d t o b e a measure o f t h e , g r o s s s i z e o f a l l p h y s i c a l e x p e n d i t u r e i n c l u d i n g n e w e q u i p m e n t , b u i l d i n g - . o f f a c i l . i t i e s , r e p l a c e m e n t a n d r e h a b i l i t a t i o n o f v e h i c l e s .

A l m o s t s i x t y p e r c e n t ( 5 9 . 3 % ) o f o u r s a m p l e r e p o r t a n n u a l o p e r a t i n g e x p e n d i t u r e s o f l e s s t h a n $50$3,0Qa, T h i s p a t t e r n i s also found w i t h r e s p e c t t o c a p i t a l e x p e n d i t u r e s f o r equipment and t o t a l c a p i t a l e x p e n d i t u r e s . - In e a c h case , a b o u t h a l f ~ f t h o s e a g e n c i e s p r o v i d i n g t h i s i n f o r m a t i o n r e p o r t e d cap i t a .1 e x p e n d i t u r e s o f less t h a n one m i l l i o n d o l l a r s f o r t h e 1983 b u d g e t a r y y e a r .

: J e a r l y e q u a l p e r c e n t a g e s o f a g e n c i e s a t e f o u n d a t t h e h i g h a n d l o w ends o f t h e f a r e b o x r ecove ry measure. A l m o s t s i x t e e n p e r c e n t (15.3%) r e p o r t t h a t less t h a n t w e n t y p e r c e n t o f t h e i r r e v e n u e s a re g e n e r a t e d b y c u s t o m e r s w h i l e s o m e w h a t more t h a n t h i r t e e n p e r c e n t (13 .5%) g a i n e i g h t y p e r c e n t or m o r e o f t h e i r r e v e n u e s f rom t h e fa rebox . I n g e n e r a l * t h e i - ledun (33.3%) and Wean (40.78) i n d i c a t e t h a t m o s t o f t h e s a m p l e g e n e r a t e s o m e t h i n g l e s s t h a n h a l f o f t h e i r r evenues from t h e f a r ebox .

Personnel

Tables 11-1Q through 11-12 show the personnel characteristics for the sample. The numbers of management personnel reported need some qualification. Each agency was asked to indicate whether the classification of a position as a "management" position was based on a written policy or some other basis. Slightly more than twenty-five percent ( 2 5 . 4 8 ) indicated that classification w a s based a written agency policy. This suggests that classification practices vary from agency to agency and may mean that the number of personnel classified as management by any particular agency will not be strictly comparable to the number reported by another agency.

- . The predominance of small and medium sized agencies in the sample is also reflected by the reported personnel stabistics. Over half (53.9%) employ fewer than l0R persons on a full time basis and over eighty-two percent (82.1%) have fe-wer than 5CIB. Similarly, over half ( 5 9 . 3 3 ) of the sample rep0r.t having fewer than 10 employees classified as management personnel. Finally, the median number of part time employees reported is 9.7 persons.

INSTITUTIOlJAL SETTING - AND AGENCY VARIAT1,ON

A key element for our analysis is the "institutional setting" of each agency. A s noted in the introduction, the shift from private to public ownership of transit agencies has resulted in a broad array of institutional forms. Differences in institutional form or setting are imprtant as they define the "context" within which managers function. Additionally, the effects of these differences nay Se important factors affecting the attractivgness of agencies for management personnel. , .

Each agency was asked ,tg identify which of f-ivk 'specifi6d categories best' described its institutional setting. An' "0the.t" category was.provided as an option far those who helieved th.t none of the gene=al- categories was sufficiently acc'ukate. -~hese responses are self-classifications using our terms. We found in our analysis of "Other" respondents some agencies which wex-e perhaps more appropriately placed in one of t h e speci*&isd categories. These agencies were reclassified. Thus, some cauthon is requlred in'interpretation. The distribution of the respondin'g agencies is presented in Table 11-13. The fifteen agencies selecting the "Other". category reflected a range of institutional variations whicn did not fit the categories provided, or were, in some cases, "non-organizations", existi*ng as a product of intergovernmental agreements, or through cbntracts for, service with other organizations.

Although the transition f;on private, to public delivery of transit service's has been 'far reaching, it has not necessarily followed any particular institutional form. There is substantial

d i v e r s i t y w i t h i n t h e r a n k s o f t h e p u b l i c a n d p r i v a t e o r g a n i z a t i o n s wh ich p r o v i d e mass t r a n s p o r t a t i o n s e r v i c e .

FIGURE 3

SAMPLE DISTRIBUTION BY INSTITUTIONAL TYPE

8%

#

CITY-CWNTY

I HULTI-PURPOSE

SPECIAL DISTRICT

NON-PROFIT

0 PRIVATE

OTHER

A m a j o r i t y o f o u r r e s p o n d i n g a g e n c i e s ( 5 1 . 7 % ) . a p p e a r t o be s u b d i v r s i o n s o f o the r a g e n c i e s ( c i - t y o r c o u n t y g o v e r n m e n t s a n d m u l t i - p u r p o s e d i s t r i c t s ) , r a t h e r t h a n a u t o n o m o u h entities. To the e x t e n t t h a t o r g a n i z a t i o n s a r e r e l a t i v e l y i n d e p e n d e n t and able t o es tabl ish autonomous g o a l s , t W y : - w i l l ' have' greater l a t i t u d e i n r e s p o n d i n g t o c h a n g e s i n both o r g a n i z a t i o n a l a n d s e r v i c e c b n d i t i a n s . ' The r e l a t i v e autonomy o f , t h o s e - \ a g k n c i e s f a l l i n g i n t h e o t h e r i n s t i t u t i o n a l ' c a t e g o r i e s ' w o u l d , , we e x p e c t , v a r y d e p e n d i n g upon s t a t e l aw and the l-ocal his tor ies i n f l u e n c i n g the e v o l u t i o n 0.2 ' t h e agency.

, . ~ e g i o n a l V a r i a t i o n

T a b l e 11-14 i n d i c a t e s ' t h e ' d i s ' t r - i b u t i o n o f - a g e n c y s e t t i n g s b y r e g i o n . The s m a l l numbe r o f r e s p o n s e s i n some r e g i o n s a n d _ i n s t i t u t i o r i a l s e t t i n g s 1 i m . i t s w G a t c a n b e i n f e r r e d f r o m t h i s t a b l e . Idowever, t w o o b s e r v a t i o " n 8 seem a p ~ a r e n t . F i r s t , t p e a g e n c i e s f r o m t h e S o u t h w e s t a n d New E n g l a n d e x h i b i t s o m e w h a t d i f f e r e n t p a t t e r n s . Those f rom the S o u t h w e s t e x i s t p r e d o m i n a n t l y w i t h i n a local governrneht s e t t i n g . Responden ts f rom Hew England are more l i k e l y t o be s p e c i a l d i s t r i c t s . The s econd o b s e r v a t i o n i s tha t , d e s p i t e the p r e v i o u s two e x c e p t i o n s , t h e g e n e r a l p a t t e r n o f , i n s t i t u t i o n a l d i v e r s i t y i s a l s o f o u n d w i t h i n d i f f e r e n t

I . g e o g r a p h i c r e g i o n s . - .

Service - Area Population

Table 11-15 indicates a relationship between the population base served by a responding agency and its institutional setting. For areas with less than 256, Qr3Q in population, the predominant pattern is for transit agencies to be part of either city or county government. For areas with a population base of greater than 580,0C30, special districts are the most c o m m o n organizational setting. However, with the exception of the very largest service populations, each population category includes all of the categories for institutional setting.

Ridership, Fleet Size,'and Service Modes --- Table 11-16 shows that institutional setting and average monthly ridership are not related. With the exception of the generally low ridership figures reported by the few privately owned agencies included in the sample, institutional types afe generally distributed evenly across this rough measure of service delivery. Similarly, the relationship between the total number of vehicles operated and institutional setting is not statistically significant. Ijowever, Table 11-17 does show that agencies falling in the multi-purpose and special dlstrict categories tend to operate somewhat larger fleets. Finally, the findings presented in Table 11-18 indidate that the number of transportation, mode$ operated by an agency is not related to institutional setting.

Fiscal Characteristics

In contrast to the measures of service delivery and fleet characteristics, there is a statistically significant relationship -between institutional ty?'e and operating expenditures. Over Seventy-two percent (72.6%) of the c5ty;cSounty agencies -reported operating expenditures of 'less than $508;000 for 1983 able 11-19). Forty-three percent (43.2%) 'of t l ie special districts reported similar figures. Reference to the previous table on the total number of vehicles operated shows that this discrepancy is not accounted for by agency size alone. Rather, it is likely that' some of the functions necess.ary to the operation of a tr'an~it'a-~enc~ Bre, in the case of ~ i t ~ - c o u n < , ~ agencies, chrr'ied'.dut by units within the latger governmental entity. Therefore, th'e costs of these functions (e.g. personnel, planning) may.not "appear as part of that agency's direct operating costs.

Neither total capital expenditures a able 11-23) nor capital expenditures for new,equipment (Table 11-21) ire significantly related t=> institutional setting. For the 1983 budget year none of the institutional categories was significantly more likely than the others to purchase new equipment.

The relationship between institutional setting and farebox recovery rates is statistically signi£icant and shows a trend which may be a 'result of the growing emphasis on service user

f e e s ( T a b l e 1 1 - 2 2 ) . N e a r l y t h i r t y - s i x p e r c e n t ( 3 5 . 6 % ) o f t h e c i t y - c o u n t y a g e n c i e s r e p o r t a r e c o v e r y r a t e o f f o r t y p e r c e n t ( 4 0 . 0 % ) o r g r e a t e r w i t h more t h a n s i x t e e n p e r c e n t ( 1 6 . 4 % ) o f t h e s e a g e n c i e s showing a r e c o v e r y r a t e o f e i g h t y p e r c e n t (88%) or g r e a t e r . I n c o n t r a s t , o n l y t w e n t y - s i x p e r c e n t ( 2 6 . 5 % ) o f t h e s p e c i a l d i s t r i c t s r e p o r t a r e c o v e r y r a t e o f f o r t y p e r c e n t (40.0%) o r g r e a t e r a n d l e s s t h a n f o u r p e r c e n t ( 3 . 8 % ) r e c o v e r more t h a n e i g h t y p e r c e n t (80%) o f t h e i r revenue from t h e fa rebox .

The f i n d i n g t h a t c i t y - c o u n t y a g e n c i e s g e n e r a l l y r e p o r t h i g h e r f a r e b o x r e c o v e r y r a t e s t h a n other forms o f p u b l i c owner sh ip may be r e l a t e d t o t w o f a c t o r s . F i r s t , s p e c i a l d i s t r i c t s may h a v e a s p e c i f i c s o u r c e o f p u b l i c s u p p o r t i n t h e form o f a t a x i n g power. I n c o n t r a s t , t r a n s i t a g e n c i e s w i t h i n l o c a l g o v e r n m e n t s a r e b u t o n e o f a r a n g e o f s e r v i c e s c o m p e t i n g f o r a v a i l a b l e g e n e r a l f u n d s u p p o r t . S e c o n d l y , p r e s s u r e o n l o c a l g o v e r n m e n t s t o i m p o s e o r r a i s e f e e s f o r s e r v i c e s d e l i v e r e d may h a v e r e s u l t e d i n a s h i f t o f t h e bu rden o f s u p p o r t f o r p u b l i c t r a n s i t from g e n e r a l t a x s o u r c e s t o t r a n s i t u s e r s .

P e r s o n n e l C h a r a c t e r i s t i c s

The r e l a t i o n s h i p o f i n s t i t u t i o - n a l s e t t i n g w i t h t h e s i z e o f t h e agency work fo rce ( f u l l and p a r t t i m e ) , , number o f a d m i n i s t r a t i v e p e r s o n n e l , p r o v i d e some a d d i t i o n a l e x i d e n c e t h a t c i t y - c o u n t y a g e n c i e s r e c e i v e some f u n c t i o n a l a s s i s t a n c e f rom o ther u n i t s . w i t h i n t h e l o c a l g o v e r n m e n t . T h e r e l a t i o n s h i p b e t w e e n i n s t i t u t i o n a l s e t t i n g a n d t h e number o f f u l l t i m e e m p l o y e e s i s s t a t i s t i c a l l y s i g n i f i c a n t w i t h c i t y - c o u n t y a g e n c i e s t e n d i n g t o r e p o r t f e w e r employees t h a n o t h e r i n s t i t u t i o n a l forms (Tab le 11- 2 3 ) . I n s t i t u t i o n a l s e t t i n g i s - n o t s i g n i f i c a n t l y r e l a t ed t o t h e r e p o r t e d numbers o f p a r t - t i m e employees and management p e r s o n n e l ( T a b l e s 11-24 and 11-25). However, t h e s e , tables s h o w a t endency f o r c i t y - c o u n t y a g i n c i e s t o c l u s t e r a t t h e l o w end o f t h e s c a l e more f r e q u e n t l y t h a n e i t h a r m u l t i - p u r p ~ s e a g e n c i e s o r s p e c i a l d i s t r i c t s .

The i n f o r m a t i o n provided by o u r r&sponde6ts d e s b r i b e s a n i n d u s t r y which c o n s i s t s ma in ly o f s m a l l to modqrate s i z e a g e n c i e s , w i t h a f e w v e r y l a r g e a g e n c i e s t h a t t e n d to , , skew ' s a m p l e a v e r a g e s a n d "dominate," i n d u s t r y characteristics. ~ h g range o f i n s t i t u t i o n a l s e t t i n g s i l l u s t r a t e s t h e l a c k o f a o f common o r g a n i z a t i o n a l s t r u c t u r e i n t h e i n d u s t r y . T h i s i n s t i t u t i o n a l d i v e r s i t y r e f l e c t s t h e c o m p l e x a r r a y o f f o r c e s , b o t h n a t i o n a l a n d l o c a l , w h i c h a f f e c t e d t h e i n d u s t r y dur i i ig .its g o v & r n m e n t a l i z a t i o n .

The m a j o r d i f f e r e n c e s uncoveied by o u r a n a l y s i s a r e bqtween c i t y - coun ty a g e n c i e s and a g e n c i e s 'in o t h e r i n s t i t u t i o n a l s e t t i n g s w i t h r e s p e c t t o t h e i r human r e s o u r c e and f i s c a l c h a r a c t e r i s t i c s r a t h e r t h a n w i t h r e s p e c t t o t h e m q r e d i r e c t l y s e r v i c e r e l a t e d a t t r i b u t e s o f r i d e r s h i p a n d f l e e t s i z e . C i q y - c o u n t y a g e n c i e s g e n e r a l l y e x h i b i t s m a l l e r numbers o f employees and management p e r s o n n e l ,

d i f f e r e n c e s w h i c h c a n n o t b e f u l l y e x p l a i n e d by v a r i a t i o n s i n r i d e r s h i p and f l e e t s i z e . These d i f f e r e n c e s m o s t l i k e l y t h e f a c t t h a t some f u n c t i o n s , s u c h a s p e r s o n n e l o r p l a n n i n g , a re p e r f o r m e d b y o t h e r , n o n - t r a n s i t u n i t s i n t h e p a r e n t g o v e r n m e n t . I n c o n t r a s t , m o r e a u t o n o m o u s a g e n c i e s m u s t i n c o r p o r a t e t h e s e f u n c t i o n s w i t h i n t h e i r t r a n s i t s t a f f a n d / o r budge t .

F i s c a l l y , c i t y / c o u n t y a g e n c i e s have s m a l l e r o p e r a t i n g b u d g e t s b u t a r e n o t d i s t i n c t l y d i f f e r e n t i n t h e i r c a p i t a l s p e n d i n g p r o p e n s i t i e s . T h e i r f a r e b o x r e c o v e r y r a t e s a r e h i g h e r t h a n a l l o t h e r t y p e s w i t h t h e e x c e p t i o n o f p r i v a t e a g e n c i e s . T h e s e f i n d i n g s s u g g e s t t h a t t h e y may i n d e e d s h i f t a p o r t i o n o f t h e i r o p e r a t i n g costs t o o t h e r , n o n - t r a n s i t u n i t s b u t d o e s n o t t e l l u s i f t h e s e costs a r e "charged back" o r s i m p l y abso rbed .

I n sum, t h i s o v e r v i e w o f agency c h a r a c t e r i s t i c s r e p o r t e d by t h e s a m p l e d e s c r i b e a n i n d u s t r y w h i c h i n c l u d e s a c o m p l e x a r r a y o f i n s t i t u t i o n a l f o r m s w h i c h a r e t h e p r o d u c t o f f o r c e s o t h e r t h a n t h e d i r e c t r e q u i r e m e n t s o f d e l i v e r i n g t r a n s i t s e r v i c e s . I n t u r n , t h e s e d i f f e r e n c e s a l s o a f f e c t t h e human r e s o u r c e a n d f i s c a l a t t r i b u t e s o f t h e s e a g e n c i e s . T h u s , f o r t h e p e r s o n e n t e r i n g t r a n s i t m a n a g e m e n t , t h e i n d u s t r y o f f e r s a number of v a r y i n g c o n t e x t s wh ich w i l l b o t h d e f i n e and a f f e c t management f u n c t i o n s , au tonomy, and career p a t h s . The f o l l o w i n g c h a p t e r e x p l o r e s t h e e x t e n t t o which t h e s e d i f f e r e n c e s a r e a l s o found w i t h r e s p e c t t o a g e n c y c h a n g e s o v e r t h e f i v e y e a r p e r i o d f rom 1979 t o 1983.

CHAPTER I11

AGENCY CHANGE 1979 TO 1983

The transit industry has been generally portrayed as being in the midst of substantial change, if not turbulence, both organizationally and with respect to the delivery of transit services. The process of governmentalization which was accompanied by federal support for expansion has been replaced by reductions in federal support and a movement toward privatization. In some respects, the industry is viewed as being in a state of decline, needing to develop new responses to current challenses. To the extent that these images are correct, the changes experienced by the industry may reduce its attractiveness to new managers as well as make it difficult to retain the current managerial core. As was suggested in the introduction to this report, we expect that the degree and direction of change experienced by an agency will be related to its ability to recruit management personnel.

To examine at least part of the change dimension, each agency was asked to provide demographic information for each of the five years between 1979 and 1983. The years include the last part of the Carter Administration and the early years of the Reagan Administration, a transition period in federal policy as well as a period when many state and local governments were confronted with increasing budgetary restrictions.

The analysis below follows the same format as that for the preceding chapter. The actual numeric changes and percentage changes are first presented for the entire sample and then analyzed in relation to the institutional settings of the respondents. The findings tend to reinforce the conclusions of the previous chapter in the sense that they describe .an industry which is extremely diverse, seemingly without clear, "industry- wid&" patterns.

OVERALL SAMPLE CHARACTERI$TICS

Number - of Vehicles ope=ated

The general absence of clear trends within the transit industry is illustrated by the change in the number of vehicles operated by our responding agencies able 111-1). Twenty-six percent (25.9%) of the agencies reported a decline, while nearly sixty- two percent (61.8%) operated more vehicles in 1953 than in 1979. However, the mean change of -2.6 vehicles indicates that a few agencies reduced their fleets substantially, at least in terms of raw numbers. The median value shows an increase of 3.8 vehicles. The spread of agencies across categories indicates that while most reported at least some modest increase, there is considerable diversity in the changes they experienced. Further, each category of change contains similar percentages of the

s a m p l e , i n d i c a t i n g t h a t t h e r e i s n o t a c l e a r p a t t e r n d e f i n i n g i n d u s t r y - w i d e change a t l e a s t w i t h r e s p e c t t o t h i s measure.

FIGURE 4

1979-83CHANBE IN NUflSERW VEHICLES

+ I TO+9 CHAM$€

NO CHANGE

The p e r c e n t a g e change i n t h e number o f v e h i c l e s o p e r a t e d ( T a b l e 111-2) s h o w s a n a v e r a g e i n c r e a s e o f n e a r l y s i x t y - f o u r p e r c e n t (63.8%), w i t h a median i n c r e a s e o f n o t q u i t e n i n e p e r c e n t (8.6%). P e r c e n t a g e c h a n g e c a n b e c o n s i d e r e d a s a m e a s u r e o f t h e c o m p a r a t i v e a m o u n t o f c h a n g e e x p e r i e n c e d b y a n a g e n c y . Hence , t h e f i n d i n g s t h a t o v e k t h i r t y p e r c e n t (30 .3%) o f t h e a g e n c i e s r e p o r t e d a t w e n t y - f i v e p e r c e n t (25.0%) or g r e a t e r i n c r e a s e i n t h e number o f v e h i c l e s o p e r a t e d , and t h a t more t h a n f i f t e e n p e r c e n t (15.4%) e x p e r i e n c e d a d e c l i n e o f g r e a t e r t h a n t e n p e r c e n t ( la%], d e s c r i b e a n i n d u s t r y w h i c h h a s b e e n u n d e r g o i n g s u b s t a n t i a l c h a n g e , b o t h p o s i t i v e l y a n d n e g a t i v e l y . To t h e e x t e n t t h a t t h e s i z e o f an agency is r e l a t e d t o t h i 'number o f v e h i c l e s o p e r a t e d , c h a n g e s o f t h e s e m a g n i t u d e s a r e l i k e l y t o a f f e c t a number o f agency c h a r a c t e r i s t i c s .

T a b l e 111-3 s h o w s t h a t m b s t (77 .7%) o f t h e a g e n c i e s r e s p o n d i n g d i d n o t change t h e n u m b e r $ o f t r a n s i t modes o p e r a t e d between 1979 and 1983. However, n e a r l y f o u r t i m e s a s many a g e n c i e s added new s e r v i c e nodes a s d e c r e a s e d t h e number ope ra t ed . The t r e n d seems t o b e t h a t i n d u s t r y i s s l o w l y . d i v e r s i f y i n g t h e v e h i c l e t y p e s o p e r a t e d . W h i l e t h i s i s p e r h a p s l a r g e l y a c c o u n t e d f o r be e n h a n c e d s e r v i c e s f o r t h e e l d e r l y and h a n d i c a p p e d , it a l s o s u g g e s t s t h a t i n a t l e a s t some r e s p e c t s t r a n s i t s e r v i c e s a r e becoming more d i v e r s i f i e d and t h a t demands upon management a r e a lso becoming c o r r e s p o n d i n g l y d i v e r s e .

FIGURE 5

X CHANGE

1979-83 PERCENT CHANBE IN NUtlBER OF VEHICLES

+.SO OR MORE

R i d e r s h i p

The r e p o r t e d c h a n g e s ( T a b l e 111-4) f o r a v e r a g e m o n t h l y r i d e r s h i p s h o w r e l a t i v e s t a b i l i t y o r m o d e s t g r o w t h . F o r t y - s i x p e r c e n t ( 4 6 . 3 % ) o f t h e s e a g e n c i e s e x p e r i e n c e d a d e c l i n e i n a v e r a g e n o n t h l y r i d e r s h i p , w i t h f i f t e e n p e r c e n t ( 1 5 % ) r e p o r t i n g d e c r e a s e s o f g r e a t e r t h a n lEIB,0130 p e r m o n t h . Even t h o u g h a m a j o r i t y s h o w i n c r e a s e d r i d e r s h i p , t h e mean v a l u e o f 13,980 and median i n c r e a s e o f 1 8 8 r i d e r s p e r m o n t h s u p p o r t t h e . . i m a g e - o f m o d e s t c h a n g e i n t h i s m e a s u r e o f s e r v i c e d e l i v e r y .

T h e r e s u l t s f o r p e r c e n t a g e c h a n g e able T I L - 5 ) i n r i d e r s h i p s i m i l a r l y i n d i c a t e l i t t l e g r o w t h i n r i d e r s h i p a n d , a l so e m p h a s i z e t h e d i v e r s i t y i n t h e e x p e r i e n c e s o f these. a g e n c i e s . Ten p e r c e n t ( 1 0 . 2 % ) r e p o r t a n i n c r e a s e o f f i f t y p e r ' c e n t ; & m'ore w h i l e o y e r f i f t e e n p e r c e n t 1 5 % ) i n d i - c a t d d t h a t ' t h e i r r i d e r s h i p had d e c l i n e d by more t h a n t w e n t y p e r c e n t (2CJ%r". ' "

*,

O p e r a t i n g Expe.ndj,tures .- -' 3.

, . N o t s u r p r i s i d g l y , m o s t a g e n c i e s $xp&ieii&d o @ e r a t i n y e x p e n d i t u r e i n c r e a s e s d u r i n g t h i s f i v e - year period. (T%ble, 111-6 a n d 111 - 7 ) . When i n f l a t i o n i s t a k e n i n t o a%.cr>unt, i b ~ k s l i k e l y t h a t those a g e n c i e s (13.4%) r e p o r t i n g modes t i n c r e a s e s o f less t h a n t w e n t y - f i v e p e r c e n t ( 2 5 % ) , a s w - e l l a s t h o s e i n d i c a t i n g t h a t t h e i r o p e r a t i n g b u d g e t s had d e c l i n e d ( 9 . 9 % ) , a c t u a l l y e x p e r i e n c e d real d e c r e a s e s i n t h e i r o p e r a t i n g e x p e n d i t u r e s .

F a r e b o x R e c o v e r y

Most a g e n c i e s ( 5 8 . 5 % ) i n d i c a t e d o n l y m o d e s t i n c r e a s e s o r decreases or n o c h a n g e a t a l l i n t h e i r f a r e b o x r e c o v e r y r a t e s ( T a b l e s 1 1 1 - 8 a n d 111-9)- A t t h e e x t r e m e s , o v e r t w e n t y - f i v e p e r c e n t (25.7%) r e p o r t e d i n c r e a s e s o f g r e a t e r t h a n f i f t e e n p e r c e n t ( 1 5 % ) w h i l e f o r a l m o s t s i x t e e n p e r c e n t ( 1 5 . 7 % ) f a r e b o x r e c o v e r y h a d decreased by t h e same amount . However, the o v e r a l l r a n g e i s s u c h t h a t it i s n o t p o s s i b l e t o i d e n t i f y a n i n d u s t r y t r e n d t o w a r d i n c r e a s i n g or d e c r e a s i n g r e c o v e r y r a t e s .

, . F u l l T i m e a n d P a r t Time Employees ----- T h e r e p o r t e d c h a n g e s i n t h e n u r n b e r s o f f u l l - a n d p a r t - t i m e e m p l o y e e s show t w o i m p o r t a n t t r e n d s . F i r s t , the r a n g e f o r f u l l - t i m e e m p l o y e e s e n c o m p a s s e s b o t h s u b s t a n t i a l d e c l i n e a s w e l l as s i g n i f i c a n t i n c r e a s e s ( T a b l e s 111-10 a n d 111-11 ) . T h e s e c o n d t r e n d i s a n a p p a r e n t s u b s t a n t i a l i n c r e a s e i n t h e u s e o f p a r t t i m e e m p l o y e e s ( T a b l e 111-12 a n d 111-13). N e a r l y t h i r t y - f o u r p e r c e n t ( 3 3 . 7 % ) o f t h e r e s p o n d i n g a g e n c i e s r epo r t i n c r e a s e s o f o n e h u n d r e d p e r c e n t o r g r e a t e r i n t h e i r u s e o f p a r t t i m e e m p l o y e e s . T h i s t r e n d t o w a r d r e l i a n c e u p o n p a r t - t i m e p e r s o n n e l w i l l c o m p l i c a t e , we s u s p e c t , t h e s u p e r v i s o r y t a s k s of management and p o s s i b l y a f f e c t t h e r e c r u i t m e n t o f new managers .

FIGURE 6

1 979-83 CHAW IN NUttBER OF FULL TlHE EMPLOYEES

+SO OR MORE

FIGURE 7

1979-83 CHAN6E IN PART T l f l E EPIPLOYEES

+ 25 OR MORE D EflPLOVEE

CHANGE + 1 T O 9

NO CHANGE

Management Personnel

T a b l e s 111-14 and 111-15 show t h a t s u b s t a n t i a l l y more .o f t h e r e s p o n d i n g a g e n c i e s (43.4% t o 17.2%) h a v e i n c r e a s e d t h e s i z e o f t h e i r management t e a m s t h a n have d e c r e a s e d them. Over t w e n t y p e r c e n t (20.7%) show management p e r s o n n e l a d d i t i o n s o f g r e a t e r t h a n f i f t y p e r c e n t o v e r t h i s f i v e y e a r p e r i o d . -Compar ison o f t h e s e t a b l e s wi th those d e s c r i b i n g changes wi th r e s p e c t t o f l e e t s i z e , r i d e r s h i p , o r e m p l o y e e s , s u g g e s t t h a t c h a n g e s i n t h e s i z e of t h e management team a r e marg ina l ly r e l a t e d t o t h e s e f a c t o r s .

FIGURE 8

1979-83 CHAW IN NUHBER OF MANAGERS

DECLINE NOCHAM +1 TO9 +10ORMORE t w M R CHANGE

1NSTITUT.IONAL VARIATION

vJith few exceptions diversity is also found within each of the institutional setting categories. For example, there is little evidence that special districts are-more likely to exhibit common patterns of change than are city-county agencies. There is little, therefore, to suggest that the degree and direction of the changes confronting transit management personnel are affected by institutional setting. Rather the absence of clear patterns or trends is characteristic of these categories.

Number - of Vehicles

The relationship between institutional setting and the change in the number of vehicles operated (Table 111-16) is statistically significant and shows that special districts have been more likely to add large numbers of vehicles than have city-county forms. Conversely, Table 111-17 evaluating the relationship for percentage change is not statistically significant, though more city-county agencies than special districts are found in the category showing the greatest percentage increase in fleet size. This difference between the tables is partially accounted for by

the fact that special districts tended to have larger fleets in the base year than city-county agencies. Therefore, it would take a larger nurnber of vehicles for those agencies to show an equivalent percentage increase.

Ridership

Neither of the tables (111-18 and 111-19) summarizing ridership changes in relation to institutional setting is statistically significant. The tables do reveal a few differences, such as a cluster of special districts in the moderate decline category and more evenly spread city-county forms. Overall, however, there are no significant differences among the institutional categories.

Similarly, neither table (111-2B and 111-21) summarizing the institutional relationship to operating expenditures is statistically significant. City-county forms report somewhat smaller actual increases, a difference which would be expected if some functions are performed by non-transit units of the parent government. However, the similarity in distribution of percentage change reported by agencies in each of the institutional categories indicates a pattern of diversity within each of these institutional categories.

Farebox Recovery

Tables 111-22 and 111-23 indicate that no one institutional type was more likely than the others to increase or decrease the percent of total revenue from the fatebox. 6iven the previously reported finding that city-county 'agencies have a higher farebox recovery rate, the differences in current levels were not a result of changes experienced between 1979 and 1983.

, >

Full Time and Part Time Employees ----- Tables 111-24 and 111-25 indicate that while special districts were more likely to have greater increases in full-time employees, a higher proportion of city-county agencies had a greater percentage increase. Conversely, special districts are more likely to have experienced greater increases in their use of part time staff (Table 111-26 and 111-27). Despite these tendencies, change in staffing patterns does not follow any clearly observable pattern that distinguishes one agency type from another.

Number - of Managers

Tables 111-28 and 111-29 show that special districts were more volatile than other institutional types with respect to the size of their management team. These agencies were more likely than the others to have experienced both increases (48.7%) and decreases (30.8%) in management personnel. City-county agencies

seem somewhat more s t a b l e , though a s l i g h t l y h i g h e r p r o p o r t i o n o f t h e s e a g e n c i e s r e p o r t i n c r e a s e s o f ' f i f t y p e r c e n t ( 50 .8%) o r more.

O v e r a l l , t h e c h a n g e s i n a g e n c y d e m o g r a p h i c s r e p o r t e d by t h e s a m p l e s u p p o r t a p i c t u r e o f t r a n s i t a s a n i n d u s t r y w h i c h h a s e x p e r i e n c e d s u b s t a n t i a l change. [lowever, t h e changes obse rved do n o t form any p a r t i c u l a r p a t t e r n o r t r e n d . We f i n d both i n c r e a s e s and d e c r e a s e s r e p o r t e d and t h e d i r e c t i o n o f change i s n o t r e l a t e d t o i n s t i t u t i o n a l s e t t i n g . The d i v e r s i t y o f a g e n c i e s w i t h i n t h e i n d u s t r y i s c l e a r l y e s t a b l i s h e d by t h e s e f i n d i n g s and t h e l a c k o f p a t t e r n s e v e n w i t h i n i n s t i t u t i o n a l c a t e g o r i e s s u g g e s t s t h a t c h a n g e i s a p r o d u c t o f p a r t i c u l a r , l o c a l i z e d f a c t o r s m e d i a t i n g i n d u s t r y - w i d e t r e n d s .

W i t h i n t h i s o v e r a l l d i v e r s i t y t h e r e i s s o n e ev idence t h a t s p e c i a l d i s t r i c t ' s s t a n d somewha t a p a r t , t h o u g h t h e r e a r e s u b s t a n t i a l d i f f e r e n c e s among t h e s e a g e n c i e s . S p e c i a l d i s t r i c t s a r e g e n e r a l l y a u t o n o m o u s a g e n c i e s and m u s t a d j u s t t o c h a n g i n g c o n t e x t s s o l e l y w i t h i n t h e i r own o r g a n i z a t i o n s . A s a r e s u l t s o n e o f t h e c h a n g e s n o t e d , e.g. f l e e t a n d p e r s o n n e l a d j u s t r n e n t s , a p p e a r t o be more ex t r e ,me t h a n f o r c i t y - c o u n t y a g e n c i e s w h i c h a p p e a r t o be more a b l e t o a b s o r b change, p o s s i b l y through s h i f t s i n o t h e r u n i t s o f t h e p a r e n t government.

With r e s p e c t t o t h e p o s s i b l e i m p l i c a t i o n s o f t h e s e f i n d i n g s f o r management r e c r u i t m e n t , t w o o b s e r v a t i o n s seem apparen t . F i r s t , t h e i n d u s t r y i s n o t g e n e r a l l y i n d e c l i n e . Some a g e n c i e s h a v e e x p e r i e n c e d s u b s t a n t i a l g r o w t h . I n s t e a d , t h e r a n g e o f e x p e r i e n c e s d e s c r i b e a c o m p l e x s e t t i n g f o r p o t e n t i a l r e c r u i t s . T h i s d i v e r s i t y lead's. t o t h e second o b s e r v a t i o n t h a t d i f f i c u l t i e s a t t r a c t i n g new' m a n a g e - r i a l t a l e n t may b e more r e l a t e d t o t h e c h a r a c t e r i s t i c s o f p a r t i c u l a r a g e n c i e s t h a n t h e t r a n s i t i n d u s t r y i n g e n e r a l . T h i s p o i n t i s exp lo red more s p e c i f i c a l l y i n Chap te r v.

CHAPTER IV

ORGAITI ZATIONAL STRUCTURE

T h e f i n a l s e t o f d e s c r i p t i v e i n f o r m a t i o n s e t s f o r t h t h e s t r u c t u r a l and o r g a n i z a t i o n a l c h a r a c t e r i s t i c s o f o u r r e spond ing a g e n c i e s . T h e s e w e r e d e t e r m i n e d t h r o u g h a n a n a l y s i s o f o r g a n i z a t i o n c h a r t s ( 1 7 1 a g e r i c i e s ) and by e x t r a p o l a t i o n f r o m p e r s o n n e l l i s t s ( 5 a g e n c i e s ) . The f o u r m e a s u r e s d e r i v e d f r o m t h i s a n a l y s i s w e r e : number o f v e r t i c a l l e v e l s , number o f m a j o r d e p a r t m e n t s , number o f management s p e c i a l t i e s , and a m e a s u r e c r e a t e d b y a d d i n g t h e s e t h r e e t o g e t h e r t o p r o v i d e a r o u g h i n d e x o f o r g a n i z a t i o n a l complex i ty .

SAMPLE CHARACTERISTICS

V e r t i c a l L e v e l s

The number o f v e r t i c a l o r h i e r a r c h i c a l l e v e l s was de t e rmined by c o u n t i n g t h e number o f v e r t i c a l d i v i s i o n s , b e g i n n i n g w i t h t h e G e n e r a l Manager o r Execu t ive D i r e c t o r , which was d e f i n e d a s t h e h i g h e s t a d m i n i s t r a t i v e l e v e l t h r o u g h f i r s t l i n e s u p e r v i s o r y p e r s o n n e l . Some p r o f e s s i o n a l s p e c i a l i s t s w i t h n o d i r e c t s u p e r v i s o r y r e s p o n s i b i l i t i e s a l s o w e r e i nc luded . The g r e a t e r t h e number o f l e v e l s , t h e n o r e h i e r a r c h i c a l and , presumably, t h e more c e n t r a l i z e d t h e o r g a n i z a t i o n . A s T a b l e I V - 1 shows t h e a v e r a g e n u m b e r o f v e r t i c a l l e v e l s i s 4 , t h e m e d i a n 3 . 9 . T h e d i s t r i b u t i o n a l s o shows t h a t t h i r t y p e r c e n t ( 3 8 % ) o f t h e s ample i s more h i e r a r c h i c a l t h a n t h e ave rage . When c o n s i d e r e d i n l i g h t o f t h e d i s t r i b u t i o n found f o r t h e numbereo f v e h i c l e s ( t h e p r i m a r y measure of s i z e ) , t h e s i m i l a r i t y between' t h e mean and t h e median i n d i c a t e t h a t t h e e x t e n t o f o r g a n i z a t i o n a l h i e r a r c h y i s n o t s o l e l y a f u n c t i o n o f agency size..

:la jor Depa r tmen t s

To d e t e r m i n e t h e number o f m a j o r d e p a r t m e n t s w i t h i n a n a g e n c y , e i g h t b r o a d d e p a r t m e n t c a t e g o r i e s were d e v e l o p e d . T h e s e w e r e d e r i v e d f r o m a n a n a l y s i s o f t h e o r g a n i z a t i o n c h a r t s . The c a t e g o r i e s a r e : (1) A d m i n $ s t r a t i o n ( i n c l u d i n g t h e G e n e r a l i~lanager or Execu t ive D i r e c t o r and s u p p o r t s t a f f ) ; ( 2 ) O p e r a t i o n s ; ( 3 ) M a i n t e n a n c e : (4 ' ) F i n a n c e ; ( 5 ) M a r k e t i n g a n d C u s t o m e r I n f o r m a t i o n ; ( 6 ) P e r s o n n e l ; r 7 ) P l a n n i n g c a n d ~ e v e l ' o p r n e n t : a n d , ( 9 ) "Other". Departments p l a c e d i n t h e "Other" c a t e g o r y i n c l u d e d t h o s e p e r f o r m i i l g e i t h e r a c o m b i n a t i o n o f a c t i v i t i e s o r u n i q u e a c t i v i t i e s . Some e x a m p l e s o f d e p a r t m e n t s p l a c e d i n t h e " o t h e r 3 ' c a t e g o r y a r e t r a n s i t s a f e t y , poiqer and f a c i l i t i e s , and combined d e p a r t m e n t s such a s marke t ing and p l a n n i n g (Table IV-2).

Tab le IV-3 shows t h e f r equency w i t h which t h e s e d e p a r t m e n t s w e r e f o u n d w i t h i n t h e r e s p o n d i n g a g e n c i e s . N e a r l y a l l h a v e s e p a r a t e A d m i n i s t r a t i o n and O p e r a t i o n s d e p a r t m e n t s b u t t h e f r e q u e n c i e s f o r o t h e r t y p e s a r e s u b s t a n t i a l l y s m a l l e r . F o r e x a m p l e , o n l y

slightly more than twenty-five percent (25.1%) of the agencies have a separate personnel department. This may reflect the large number of agencies in the sample whichare part of city or county governments. In these cases, the functions of personnel or planning may be performed by parts of the local government and not under the direct control of the agency. Similar circumstances may account for the general absence of other, separate administration departments, e.g., finance.

Administrative Specialties

The number of specialties refers to the number of specific functional activities within major departments. his was deterrnined by counting job titles corresponding to specific activities listed in the organizational charts. Some examples of specialties are Supervisor of Scheduling and Contract Specialist. Specialists may or nay not have supervisory responsibilities. Their duties lnay include supervising a specific activity within the organization or a specific function within a broad department category. Table IV-4 indicates that about one third (36.6%) of the responding agencies have six to ten (6-10) specialties. This would be consistent with both the small size of most agencies and the probability that for city-county agencies many of these functions may be performed by other units of the parent government.

OrQa.nizationa1 Complexity

A composite picture of vertical, horizontal, and specialty differentiation provldes an overall impression of an oyganization's complexity. Complexity indicates not only the capacity of an organization but also its ability to provide enploynent opportunities, management challenges, and developinent paths. T6 derive a measure' of overall organizational complexity w e added tdbether the number of vertic,al levels, major departments, and specialties for each agency. The resulting index provides a measure of organizational and functional differentiation. The higher the score on this measure. t,he moFe complex the organization within which management personnel function (Ta'ble IV-5). The mean organizational coinplexity scr>re is 19.69.

The range of values f-ot these measures of ind'icates the presence of considerable diversity among these agencies. This suggests that' as the industry has gone through the process of go,vernmentalization, th3 resultant organizatidnal structures- may be more a product of localized histories than the product of structural demands inherent in the delivery Of transit services. This suggests that for the transit >manager the industry offers an extremely diverse organizational context, not only for the performanee of management functions, but also for planning and pursuing individual career objectives.

AGENCY SIZE AND ORGANIZATIONAL CHARACTERISTICS -- The next set of tables ( ~ a b l e ~ IV-6, IV-7, IV-8, IV-9) establish that each of these measures of organizational attributes is significantly related to agency size (total number of vehicles operated). However, the measure of the strength or closeness of the relacionship (Cramer's V) indicates that there are some differences among these factors.

The measures for organizational hierarchy (number of vertical levels) and the breadth or spread of an organization (number of major departments) are modestly related to fleet size (Cramer's V=.258 and .296 respectively). In contrast, the number of functional specialties and the index of organizational complexity are found to be more sensitive to differences in fleet size (Cramer's V=.435 and .463 respectively). In sum, it would appear that as transit agencies grow in fleet size, the need for staff specialization also increases. Coupled with the apparent propensity for all transit agencies to be hierarchical in nature, the result is an increasingly complex organization and larger management cadre.

None of the relationships between these organizational attributes and agency size meets our standard for'a strong or close relationship (Cramer's V = . 6 0 or greater). Therefore, while agency size clearly affects structural characteristics, the differences among these agencies must also be products of other factors.

An additional factor which may be related to the structural diversity among the agencies in our sample is institutional setting. The following tables indicate that with the exception of the number of vertical levels, the organizational characteristics of the responding agencies are significantly affected by their institutional settings, though none of these relationships exhibits more than a modest degree of strength. These tendencies suggest that management personnel in different institutional settings function within very different organizational contexts.

Number - of Vertical Levels

The association between number of vertical levels found in an agency and institutional setting is not statistically significant (Table IV-10). However, there appears to be a tendency for special districts to have more levels and, therefore, be more hierarchical. With this exception, the institutional categories reflect the same diverse patterns.

Major Departments

The association between the number of major departments within an agency and institutional setting is statistically significant (Table IV-11). Slightly more than one-half (58.7%) of the city- county agencies have three or fewer major departments, while not quite nineteen percent (18.8%) of the special districts fall in this range. At the other end of the scale over fifty percent (56.9%) of the special districts have five or more major departments, while slightly more than thirty-one percent (31.2%) of the city-county agencies have this many departments.

Administrative Special ties

The results presented for administrative specialties (Table IV- 12) are statistically significant. City-county agencies are clustered at the low end of the scale, while over half (50.9%) of the multi-purpose agencies show eleven or more administrative specialties. Thus, even though the table shows some differing tendencies, the distributions indicate a spread of agency types across all categories, with multi-purpose agencies showing the most marked tendency toward large numbers of specialties.

Overall Organizational Complexity

The findings for institutional categories with respect, to organizational complexity are statistically significant. Multi- purpose forms tend toward greater organizational complexity, while city-county agencies cluster at the lower end of the scale (see Table IV-13). While agencies in each of the institutional categories can be found at both the high and low ends of these scales, these relationships indicate that the organizational context for transit managers is, in part, a function of the institutional setting of an agency.

SUMMARY

The results for the four organizational measures considered here suggest that organizational patterns may reflect localized histories rather than unique demands inherent in the delivery of transit services or the numbers of vehicles operated. The single exception to the theme of diversity may be the commonality of hierarchy. We do not have comparative data to assess how hierarchical transit is in relation to other industries but it appears that regardless of size or organizational type that there is a common bias in that direction. This is particularly striking given the amall size of most agencies in the industry.

The theme of organizational diversity appears clearly in the differentiation indicated by the departmental analysis. Administration and operations are departmental designations common to most transit agencies. Other common departmental identifiers are far less frequent. The complexity analysis, further indicates that despite the preponderance of city/county

f o r m s t h e r e i s c o n s i d e r a b l e d i f f e r e n t i a t i o n w i t h i n a g e n c i e s a n d t y p e s o f a g e n c i e s .

A g e n c y s i z e does a f f e c t a g e n c y s t r u c t u r e , h o w e v e r t h e r e l a t i o n s h i p i s n o t p a r t i c u l a r l y s t r o n g i n d i c a t i n g t h a t o t h e r f a c t o r s a r e a l s o i m p o r t a n t . W i t h t h e e x c e p t i o n o f v e r t i c a l d i f f e r e n t i a t i o n , o r g a n i z a t i o n a l a t t r i b u t e s a r e r e l a t e d t o i n s t i t u t i o n a l s e t t i n g . I n p a r t i c u l a r , t h e t e n d e n c y f o r c i t y - c o u n t y a g e n c i e s t o be s o m e w h a t l ess c o m p l e x c o n f i r m s e a r l i e r o b s e r v a t i o n s t h a t s o m e f u n c t i o n s may be p e r f o r m e d by o t h e r , non- t r a n s i t u n i t s w i t h i n t h e p a r e n t g o v e r n m e n t .

I n sum, t r a n s i t i s a n o r g a n i z a t i o n a l l y d i v e r s e i n d u s t r y despi te i t s t r a d i t i o n o f s i n g l e f u n c t i o n a n d p u r p o s e . L o c a l c o n d i t i o n s h a v e o b v i o u s l y s h a p e d t h e o r g a n i z a t i o n a l d e v e l o p m e n t of many a g e n c i e s p r o d u c i n g a w i d e v a r i e t y o f a p p r o a c h e s t o t h e f u n c t i o n a l p r o c e s s of t r a n s i t s e r v i c e . A s a r e s u l t , i t w o u l d a p p e a r t h a t t h e i n d i v i d u a l t r a n s i t m a n a g e r w h i l e s e r v i n g i n a n " i n d u s t r y " w i l l e x p e r i e n c e a n d be e x p e c t e d t o p e r f o r m i n a w i d e v a r i e t y of managemen t c i r c u m s t a n c e s . C o n s e q u e n t l y , t r a n s i t m a n a g e r s s h o u l d n o t e x p e c t a c l e a r p a t h o f c a r e e r d e v e l o p m e n t t o e m e r g e u n l e s s t h e y s e r v e w i t h i n a s i n g l e l a r g e o r g a n i z a t i o n .

CHAPTER V

PIANAGERIAL RECRUITMENT AND AGENCY CHARACTERISTICS

I n t h e i n t r o d u c t i o n t o t h i s s t u d y t h e r e c r u i t m e n t o f q u a l i f i e d m a n a g e m e n t p e r s o n n e l was i d e n t i f i e d a s a m a j o r p r o b l e m c o n f r o n t i n g t h e i n d u s t r y . F u r t h e r , we s u g g e s t e d t h a t t h e s i z e , i n s t i t u t i o n a l s e t t i n g , d e g r e e o f c h a n g e , a n d o r g a n i z a t i o n a l s t r u c t u r e m a y be r e l a t e d t o t h e r e c r u i t m e n t d i f f i c u l t i e s e x p e r i e n c e d b y t r a n s i t a g e n c i e s . I n t h i s c h a p t e r we s e t f o r t h some d i m e n s i o n s o f the p rob l em and r e v i e w r e s p o n s e s by o u r s a m p l e a g e n c i e s . T h e n we e x a m i n e t h e r e l a t i o n s h i p o f a g e n c y c h a r a c t e r i s t i c - s d e s c r i b e d i n p r e v i o u s c h a p t e r s w i t h t h e r e c r u i t m e n t d i f f i c u l t i e s r e p o r t e d by o u r sample . The o b j e c t i v e o f t h i s a n a l y s i s is t o d e t e r m i n e w h e t h e r s o m e p a r t i c u l a r t y p e s o f t r a n s i t a g e n c i e s , d e f i n e d b y a g e n c y c h a r a c t e r i s t i c s , a r e m o r e l i k e l y t h a n o t h e r s t o r e p o r t p rob l ems a t t r a c t i n g new managers o r w h e t h e r t h e p r o b l e m i s s p r e a d t h r o u g h o u t t h e . i n d u s t r y i r r e s p e c t i v e o f g e n e r a l agency a t t r i b u t e s .

THE RECRUITMENT PROBLEM - E x t e n t - o f R e c r u i t i n g ; D i f f i c u l t y

I n o r d e r t o determin 'e . t h e e x t e n t o f t h e r e c r u i t m e n t p rob l em, e a c h agency was a s k e d t o r e spond t o t h e f o l l o w i n g :

I t h a s been s u g g e s t e d t h a t one o f t h e d i f f i c u l t i e s c u r r e n t l y f a c i n g t h e t r a n s i t i n d u s t r y i s t h e r e c r u i t m e n t o f q u a l i f i e d "mana e r i a l " p e r s o n n e l . With a "1" i n d i c a t i n g t h a t t h i s h a s -*r p r o b l e m f o r y o u r a g e n c y a n d a * 5 " i n d i c a t i n g t h a t . y o u r a g e n c y has h a d n o p r o b l e m a t a l l r e c r u i t i n g q u a l i f i e d p e r s p n n e l , p l e a s e i n d i c a t e how s e r i o u s t h i s d i f f i c u L c y h a s been f o r you r agency.

A s summ2i r i z ed i n T a b l e V-1 o v e r h a l f ( 5 5 . 7 % ) o f t h e r e s p o n d e n t s i n d i c a t e d t h a t m a n a g e r i a l r e c r u i t m e n t h a s b e e n e i t h e r a m i n o r p r o b l e m o r n o p r o b l e m a t a l l . A t t h e o t h e r e n d o f t h e s c a l e n e a r l y t w e n t y p e r c e n t ( 1 9 . 9 % ) - r e s p o n d e d t h a t t h i s h a s b e e n a s e v e r e . t o major p r o b l e m f o r t h e i r a g e n c i e s . The r e m a i n d e r (25 .4%) i n d i c a t e d t h a t t h e a t t r a c t i o n o f new managers h a s been a m o d e r a t e p r o b l e m . W h e t h e r t h e s e r e s p o n s e s t o t h e q u e s t i o n a r e d e s c r i p t i v e o f a n i n d u s t r y i n t r o u b l e w i t h r e s p e c t t o i t s a t t e m p t s t o r e p l a c e a n d e x p a n d i t s m a n a g e r i a l c o r e i s u n c l e a r , s i n c e no measurement s t a n d a r d e x i s t s . - Ilowever, even t hough o v e r h a l f r e p o r t l i t t l e or no d i f f i c u l t y , a s u b s t a n t i a l p r o p o r t i o n o f t h e s a m p l e (45.3%) have e x p e r i e n c e d mode ra t e t o s e v e r e p r o b l e m s i n t h e i r r e c r u i t m e n t e f f o r t s .

T h o s e a g e n c i e s i n d i c a t i n g t h a t m a n a g e r i a l r e c r u i t m e n t w a s a m o d e r a t e t o m a j o r p r o b l e m w e r e a s k e d t o i n d i c a t e w h e t h e r t h e r e w e r e a n y p a r t i c u l a r p o s i t i o n s f o r w h i c h t h e y h a d e x p e r i e n c e d r e c r u i t i n g d i f f i c u l t y . S i x t y - n i n e p e r c e n t ( 6 9 % ) o f t h e s e a g e n c i e s s a i d t h a t t h e r e w e r e s p e c i f i c p r o b l e m s . T h u s , m o s t o f

t h o s e r e p o r t i n g moderate t o s e v e r e r e c r u i t m e n t d i f f i c u l t i e s s e e t h e problem a s be ing r e l a t e d t o s p e c i f i c management needs , r a t h e r a more g e n e r a l r e c r u i t m e n t problem.

F I G U R E 9

EXTENT OF RECRUITINB DIFFICULTY

1 2 3 4 5 EXTENSIVE RECRUITIN6 DIFFICULTY NONE

T h i s i s s u e was p u r s u e d f u r t h e r b y , a s k i n g t h o s e i n d i c a t i n g s p e c i f i c problem a r e a s t o i d e n t i f y t h o s e needs (Tab le V-2). Some a g e n c i e s i d e n t i f i e d more t h a n one problem a r e a w h i c h - a c c o u n t s f o r t h e number o f a r e a s i d e n t i f i e d be ing g r e a t e r than., t h e number o f a g e n c i e s responding . Nea r ly h a l f o f t h e f i f t y - e i g h t r e spond ing a g e n c i e s i d e n t i f i e d main tenance s u p e r v i s o r s a s t h e m o s t d i f f i c u l t t o , r e c r u i t . O p e r a t i o n s management . a n d a d m i n i s t r a t o r s w i t h s p e c i a l s k i l l s were a l s o d e f i n e d a s p r o b l e m a r e a s . S e e m i n g l y , t h e problem f o r many a g e n c i e s is t h e need f o r managers w i t h a m i x o f s p e c i f i c k n o w l e d g e o f t r a n s i t f u n c t i o n s o r p a r t i c u l a r a d m i n i s t r a t i v e s k i l l s , a n d t r a i n i n g a n d / o r e x p e r r i e - n c e i n management.

The d e f i n i t i o n o f t h e r e c r u i t m e n t problem was f u r t h e r r e f i n e d by a s k i n g t h o s e i n d i c a t i n g t h a t t h e y had e x p e r i e n c e d m o d e r a t e t o s e v e r e r e c r u i t m e n t p r o b l e m s t o i d e n t i f y t h e r e a s o n s f o r d i f f i c u l t i e s (Table V-3). Seventy-nine a g e n c i e s responded t o t h e q u e s t i o n , some i d e n t i f y i n g m o r e t h a n o n e r e a s o n . F i n a n c i a l i s s u e s a n d a l a c k o f q u a l i f i e d a p p l i c a n t s were t h e m o s t f r e q u e n t l y m e n t i o n e d f a c t o r s . The i m p o r t a n c e o f a p p l i c a n t q u a l i f i c a t i o n s i s f u r t h e r s u p p o r t e d by t h e r e s p o n s e s t o t h e q u e s t i o n a b o u t t h e s t e p s - a g e n c i e s a r e t a k i n g t o r e s o l v e r e c r u i t m e n t problems. Table V-4 shows - t h a t t h e most f i e q u e n t s t e p h a s been to p r o v i d e in-house t r a i n i n g .

Agency C h a r a c t e r i s t i c s and R e c r u i t n e n t Problems - The above i n f o r m a t i o n does n o t t e l l us i f t h e r e c r u i t m e n t problem i s s h a r e d g e n e r a l l y t h r o u g h o u t t h e i n d u s t r y o r i s c e n t e r e d i n p a r t i c u l a r a g e n c y t y p e s a s d e f i n e d b y s i z e , c h a n g e , o r g a n i z a t i o n a l c o m p l e x i t y , a n d i n s t i t u t i o n a l s e t t i n g . S h o u l d some o r a n y o f t h e s e f a c t o r s b e r e l a t e d t o t h e r e c r u i t m e n t p r o b l e m s r e p o r t e d by o u r s a m p l e , t h e n t h e a t t r a c t i o n o f new managers would a p p e a r to be a n i s s u e o n l y f o r c e r t a i n c l a s s e s of a g e n c i e s and n o t a problem i n h e r e n t i n t h e i n d u s t r y . Conve r se ly , i f t h e a n a l y s i s f i n d s t h a t n o n e o f t h e s e f a c t o r s a r e s y s t e m a t i c a l l y r e l a t e d t o r e c r u i t m e n t problems, t h e n t h i s would s u g g e s t t h a t t h e problem may indeed be a n indus t ry -wide concern .

From o u r r e v i e w o f t h e s e f a c t o r s i n t h e p r e v i o u s c h a p t e r s , we e x p e c t t h a t l a r g e r , more o r g a n i z a t i o n a l l y complex a g e n c i e s w i l l o f f e r more c a r e e r o p p o r t u n i t i e s t o new m a n a g e r s a n d w i l l , t h e r e f o r e , e n c o u n t e r f e w e r r e c r u i t m e n t p r o b l e m s t h a n s m a l l e r a g e n c i e s . A g e n c i e s w h i c h h a v e e x p e r i e n c e d g r e a t e r c h a n g e , p a r t i c u l a r l y % d e c l i n e s , may b e p e r c e i v e d a s l e s s s t a b l e c a r e e r s e t t i n g s a n d w i l l t h e r e f o r e b e l e s s a t t r a c t i v e t o p o t e n t i a l r e c r u i t s . T h e i m p a c t o f i n s t i t u t i o n a l s e t t i n g i s n o t a n t i c i p a t e d .

The r e s u l t s p r e s e n t e d i n Tab le s V-5 th rough V-9 e s t a b l i s h t h a t no s i n g l e f a c t o r i s s i g n i f i c a n t l y a s s o c i a t e d w i t h r e c r u i t m e n t d i f f i c u l t y . The o n l y d i s c e r n i b l e t r e n d r e v e a l e d by t h e s e t a b l e s i s a t e n d e n c y f o r t h o s e a g e n c i e s w h i c h i n c r e a s e d f l e e t s i z e t o b e somewhat more l i k e l y to i n d i c a t e t h a t r e c r u i t m e n t i s a problem. These f i n d i n g s l e n d s u p p o r t t o the p r o p o s i t i o n t h a t t h e problem i s s p r e a d t h r o u g h o u t t h e i n d u s t r y and i s n o t c o n f i n e d t o a n y p a r t i c u l a r c l a a s or t y p e o f t r a n s i t agency.

FIGURE 10

RECRUITING DIFFICULTY BY INSTITUTIONAL TYPE

PRIVATE

SPECIAL DISTRICT

CITY-COUNTY

Whlle none o f t h e agency c h a r a c t e r i s t i c s was found to be r e l a t e d t o t h e d e g r e e t o w h i c h a n a g e n c y had e x p e r i e n c e d r e c r u i t m e n t p r o b l e m s , i t w a s s t i l l p o s s i b l e t h a t t h e c o m b i n a t i o n o f a g e n c y attributes would i m p a c t r e c r u i t i n g d i f f i c u l t i e s . I n o r d e r t o e x a m i n e t h i s p o s s i b i l i t y , m u l t i p l e r e g r e s s i o n a n a l y s i s was a p p l i e d .

Tab le V-10 shows t h e i n d i v i d u a l c o r r e l a t i o n s between f l e e t s i z e , f l e e t change , and o r g a n i z a t i o n a l c o m p l e x i t y w i t h t h e measure o f r e c r u i t m e n t problems. The e x t r e m e l y l o w c o r r e l a t i o n s l e n d s t r o n g s u p p o r t t o t h e c o n c l u s i o n s d r a w n f r o m t h e e x a m i n a t i o n o f t h e i n d i v i d u a l t a b l e s . C l e a r l y , t h e e x t e n t t o w h i c h a n a g e n c y h a s e x p e r i e n c e d problems a t t r a c t i n g new p e r s o n n e l t o i t s management team c a n n o t be accounted f o r by any one o f t h e s e c h a r a c t e r i s t i c s .

The r e s u l t s o f t h e m u l t i p l e r e g r e s s i o n able V - 1 1 ) show t h a t even i n combina t ion t h e s e demographic c h a r a c t e r i s t i c s of t r a n s i t a g e n c i e s a r e o n l y m i n i m a l l y r e l a t e d t o t h e p r o b l e m o f r e c r u i t m e n t . The a d d i t i o n o f "dummy" v a r i a b l e s r e p r e s e n t i n g t h e c a t e g o r i e s f o r i n s t i t u t i o n a l s e t t i n g d i d n o t markedly improve t h e e x p l a n a t o r y power of t h e s e measures o f agency demographics .

I n sum, t h e r e s u l t s o f t h e r e g r e s s i o n a n a l y s i s c o n f i r m t h e f i n d i n g s o f t h e p r e c e d i n g a n a l y s i s . The p r o b l e m o f r e c r u i t i n g new m a n a g e r s i s n o t r e l a t e d e i t h e r s i n g l y o r i n c o m b i n a t i o n t o a g e n c y s i z e , c h a n g e , i n s t i t u t i o n a l s e t t i n g , o r o r g a n i z a t i o n a l s t r u c t u r e .

The f i n d i n g s r e p o r t e d i n t h i s c h a p t e r l end added s t r e n g t h t o o u r e a r l i e r o b s e r v a t i o n s on t h e d i v e r s i t y c h a r a c t e r i z i n g o f t h e s e t r a n s i t a g e n c i e s . I t h i l e many ( 4 4 . 3 % ) i n d i c a t e t h e y h a v e e x p e r i e n c e d m o d e r a t e t o s e v e r e d i f f i c u l t i e s a t t r a c t i n g new m a n a g e r s , a n e v e n g r e a t e r p r o p o r t i o n ( 5 5 . 7 % ) r e p o r t e d t h a t a t t r a c t i o n o f new p e r s o n n e l was e i t h e r a m i n o r p r o b l e m o r no p r o b l e m a t a l l . The la&k o f c o m p a r a t i v e d a t a p r o h i b i t u s f r o m d r a w i n g s p e c i f i c c o n c l u s i o n s ~ a b o u t t h e e x t e n t t o w h i c h t h e s e r e s u l t s d e f i n e a n i n d u s t r y e x p e r i e n c i n g t r o u b l e a t t r a c t i n g q u a l i f i e d managers.

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Among t h o s e a g e n c i e s w h i c h h a d e x p e r i e n c e d d i f f i c u l t i e s , m o s t i n d i c a t e d t h a t t h e r e were par t icg : la r management needs t h e y were h a v i n g d i f f i c u l t y f i l l i n g , ra ther t h a n management p o s i t i o n s i n g e n e r a l . F u r t h e r , t h e s e p r o b l e m s seemed t o be most s e v e r e f o r o p e r a t i o n s and main tenance managers. T h i s l a t t e r p o i n t s u g g e s t s t h a t t h e r e c r u i t m e n t p r o b l e m s r e p o r t e d a r e r e l a t e d t o t h e need (

f o r p e r s o n n e l w i t h a n i x o f t r a n s i t s p e c i f i c s k i l l s a n d management s k i l l s , a combina t ion y h i c h may n e c e s s i t a t e r e c r u i t i n g . f r o m a k m a l l p o o l o f q u a l i f i e d a p p l i c a n t s . The f r e q u e n c y w i t h which t h e l a c k of q u a l i f i e d a p p l i c a n t s i s i d e n t i f i e d a s a ma jo r p r o b l e m c o n t r i b u t i n g t o r e c r u i t m e r i t p r o b l e m s l e n d s s u ? p o r t t o t h i s p o i n t . t

31

(

ina ally, we e x p l o r e d t h e e x t e n t t o wh ich t h e p r o b l e m o f r e c r u i t i n g q u a l i f i e d managerial personnel was assoc ia ted wi th t h e demographic and/or i n s t i t u t i o n a l c h a r a c t e r i s t i c s of t he sample. O u r a n a l y s i s e s t a b l i s h e d t h a t no p a r t i c u l a r c l a s s of agencies was more l i k e l y t o experience problems than any o ther . This f ind ing suppor t s t h e a s s e r t i o n t h a t the problem i s spread throughout t h e i n d u s t r y , i r r e s p e c t i v e o f agency s i z e , i n s t i t u t i o n a l s e t t i n g , p a s t change , o r o r g a n i z a t i o n a l complex i ty . The absence of any i n d u s t r y - w i d e p a t t e r n s or a s s o c i a t i o n s w i t h r e s p e c t t o t h e problem o f recru i tment conforms with e a r l i e r observat ions about t h e l a c k o f c l e a r t r e n d s w i t h r e s p e c t t o agency change o r o r g a n i z a t i o n a l p a t t e r n s . I t i s c l e a r t h a t r e c r u i t m e n t d i f f i c u l t i e s a r e n o t r e l a t e d t o agency c h a r a c t e r i s t i c s a s measured and t h a t o the r f a c t o r s not included i n t h i s study (e.g. l o c a l h i s t o r i e s o r f i n a n c i a l s t a b i l i t y ) nay be more important .

T h e s e f i n d i n g s i n v i t e o n e f u r t h e r o b s e r v a t i o n a b o u t t h e r e c r u i t n e n t p r o b l e m . The f r e q u e n c y w i t h w h i c h a g e n c i e s i d e n t i f i e d p a r t i c u l a r management p o s i t i o n s ( o p e r a t i o n s and maintenance) a s e s p e c i a l l y d i f f i c u l t recrui tment a reas suggests t h a t t h e problem of m a n a g e r i a l r e c r u i t m e n t may, i n p a r t , be a c c o u n t e d f o r by t h e p a r t i c u l a r combina t ion of s k i l l s r e q u i r e d f o r some management p o s i t i o n s w i t h i n t h e i n d u s t r y . As n o t e d above , o u r r e s u l t s s u g g e s t t h a t t h e pool o f pe r sons w i t h t h e des i r ed combination of t r a n s i t experience and management t r a i n i n g i s r e l a t i v e l y s m a l l . I t may be , t h e n , t h a t t h e problem o f managerial r e c r u i t n e n t i s more a product of t he a v a i l a b i l i t y of o p p o r t u n i t i e s f o r a p p r o p r i a t e t r a i n i n g and e x p e r i e n c e t h a n a r e s u l t of a t t r a c t i v e n e s s o r lack thereof o r the t r a n s i t indus t ry . This i s s u e i s a primary focus of the second phase of t h i s study.

CHAPTER V I

CONCLUSIONS

The o b j e c t i v e s o f t h i s r e p o r t were t o d e s c r i b e t h e c o n t e x t w i t h i n w h i c h t r a n s i t m a n a g e r s f u n c t i o n a n d t o e x p l o r e t h e p r o b l e m o f m a n a g e r i a l r e c r u i t m e n t . The c e n t r a l t h e m e o f o u r f i n d i n g s i s t h a t o f d i v e r s i t y . Even t h o u g h t h e a g e n c i e s i n c l u d e d i n o u r s a m p l e a r e p r i m a r i l y o f s m a l l t o m o d e r a t e s i z e , t h e r e a r e ' n o c l e a r p a t t e r n s w i t h r e s p e c t t o o r g a n i z a t i o n a l c h a r a c t e r i s t i c s , a g e n c y c h a n g e s b e t w e e n 1 9 7 9 a n d 1 9 8 3 , o r t h e p r o b l e m o f r e c r u i t i n g q u a l i f i e d management p e r s o n n e l . Our r e s u l t s i n d i c a t e t h a t t h e r e i s l i t t l e , i f a n y , r e l a t i o n s h i p b e t w e e n t h e c h a r a c t e r i s t i c s o f t r a n s i t a g e n c i e s and t h e i r a b i l i t y t o r e ' c r u i t q u a l i f i e d managers . From t h i s w e c o n c l u d e t h a t t h e r e c r u i t m e n t p r o b l e m i s n o t c o n f i n e d t o a n y p a r t i c u l a r c l a s s o r t y p e o f t r a n s i t agency .

A s n o t e d i n t h e f i r s t c h a p t e r , o u r f i n d i n g s a r e b a s e d o n t h e r e s p o n s e s o f t h e g e n e r a l managers or e x e c u t i v e d i r e c t o r s o f 2i37 a g e n c i e s . LJe a l s o s h o w e d t h a t e v e n t h o u g h t h i s i s a s e l f selected s a m p l e o f t h e 493 t r a n s i t a g e n c i e s o p e r a t i n g t e n or more v e h i c l e s , t h e r e was a close r e p r e s e n t a t i o n o f t h e p o p u l a t i ' o n w i t h r e s p e c t . to r e g i o n a n d a g e n c y s i z e a s m e a s u r e d b y t h e n u m b e r of v e h i c l e s o p e r a t e d . Thus , even t h o u g h t h e s a m p l e is n o t r a n d o m l y d r a w n , it i s r e a s o n a b l y r e p r e s e n t a t i v e o f t h e i n d u s t r y .

. .

T h r o u g h o u t t h e r e p o r t w e h a v e e x p l o r e d t h e e f f e c t o f i n s t i t u t i o n a l s e t t i n g on t h e c h a r a c t e r i s t i c s o f t r a n s i t a g e n c i e s . I n t h e f i r s t c h a p t e r w e n o t e d t h a t t h e p r o c e s s o f g o v e r n m e n t a l i z a t i o n r e s u l t e d i n n o t o n e , b u t s e v e - r a l d i f f e r e n t t y p & s o f o r g a n i z a t i o n a l f o r m s . I n g e n e r a l , t h e i m p a c t o f t h e s e d i f f e r e n c e s o n a g e n c y c h a r a c t e r i s t i c s ( v e h i c l e s o p e r a t e d , b u d g e t s , or p e r s o n n e l ) i s n i n i n a l w i t h the sdLe ' e x c e p t i o n b e i n g t h e i n d i c a t i o n t h a t f o r c i t y - c o u n t y a g e n c i e s some f u n c t i o n s may be . p e r f o r m e d by o t h e r u n i t s of t h e - p a r e n t g o v e r h k n t . ) I n g e n e r a l , t h e d i v e r s i t y which c h a r a c t e r i z e s t h e i n d u s t r y i s a l s o e v i d e n c e d w i t h i n e a c h of t h e i n s t i t u t i o n a l s e t t i n g c a t e g o r i e s . Thus , w h i l e t h e p r o c e s s 'of g o v e r n m e n t a l i z a t i o n has r e s u l t e d . i n a v a r i e t y o f i n s t i t u t i o n a l ' f o r m s w i t h i n t h e ' i n d u s t r y , t h e r e h a s n o t b e e n a c o r r b s p o n d i n g p a t t e r n o f d i f f e r e n t i a t i o n w i t h r e s p e c t t o a g e n c y c h a r a c t e r i s t i c s . -

> .

The t h i r d c h a p t e r p r e s e n t e d - t h e f i n d i n g s r e g a r d i n g - a g e n c y c h a n g e s i n v e h i c l e s , b u d g e t s , a n d p e r s o n n e l o v e r t h e f i v e y e a r p e r i o d f r o m 1 9 7 9 t o 1 9 8 3 ; T h e r e s u l t s d e s c r i b e a d e g r g e o f d i v e r s i t y i n d i c a t i v e o f i n d u s t r y c h a n g e s m e d i a t e d by l o c a l c o n d i t i o n s . The median a n d mean c h a n g e s for most m e a s u r e s w e r e c l o d e to zero, b u t t h e r a n g e i n c l u d e d s u b s t a n t i a l i n c r e a s e s i n r i d e r s h i p , v e h i c l e s o p e r a t e d , and p e r s o n n e l as w e l l as s i g n i f i c a n t d e c r e a s e s i n t h e s e c h a r a c t e r i s t i c s . From t h e s e r e s u l t s , it i s n o t ' p o s s i b l e t o c o n c l u d e t h a t t r a n s i t i s an i n d u s t r y i n d e c l i n e a n y m o r e t h a n t h e r e i s a p a t t e r n i n d i c a t i v e o f g r o w t h . One p o s s i b l e t r e n d i s e s t a b l i s h e d by t h e ? i n d i n g t h a t a n i n c - r e a s i n g numberr o f a g e n c i e s

p r o v i d e t w o o r more t y p e s o f t r a n s i t s e r v i c e . While t h i s may i n l a r g e p a r t be a c c o u n t e d f o r by t h e i n c r e a s i n g demands f o r s e r v i c e f o r e l d e r l y and hand icapped p e r s o n s , it n o n e t h e l e s s i n d i c a t e s a d i v e r s i f i c a t i o n o f t r a n s i t s e r v i c e s and consequent demands upon t r a n s i t management.

The a n a l y s i s o f o r g a n i z a t i o n a l p a t t e . r n s i n C h a p t e r I V found t h a t i n g e n e r a l t r a n s i t a g e n c i e s are more h i e r a r c h i c a l t h a n m i g h t be e x p e c t e d g i v e n t h e p r edomi nance o f s m a l l t o medium s i z e a g e n c i e s . H o w e v e r , t h e e x t e n $ t o w h i c h t h i s i s t h e c a s e c a n n o t be d e t e r m i n e d d u e t o t he l a c k of c o m p a r a t i v e i n f o r m a t i o n . T h e s t r u c t u r a l p a t t e r n s e x h i b i t e d by o u r s a m p l e s u g g e s t t h a t t h e i n s t i t u t i o n a l make-up of t r a n s i t a g e n c i e s i s more t h e p r o d u c t o f t h e local c o n d i t i o n s wh ich shaped t h e i r e v o l u t i o n t h a n t h e r e s u l t o f common f u n c t i o n a l r e q u i r e m e n t s f o r t h e d e l i v e r y o f t r a n s i t s e r v i c e s . F o r t h e p r o s p e c t i v e . t r a n s i t m a n a g e r t h e r e s u l t i s a c o m p l e x a r r a y o f career s e t t i n g s l a c k i n g i n c l e a r p a t h s f o r c a r e e r d e v e l o p m e n t . The e x c e p t i o n w o u l d b e f o r t h o s e m a n a g e r s who p l a n t o r e m a i n w i t h i n t h e f e w l a r g e , c o m p l e x t r a n s i t o r g a n i z a t i o n s .

F o l l o w i n g t h e d e s c r i p t i o n and a n a l y s i s o f t h e c h a r a c t e r i s t i c s of t h e s e a g e n c i e s , w e t h e n s o u g h t t o d e f i n e t h e p r o b l e m o f m a n a g e r i a l r e c r u i t m e n t and t o d e t e r m i n e t h e e x t e n t t o which t h a t p r o b l e m 1s r e l a t e d t o d i f f e r e n e e s i n agency demograph i c s . Wi th r e s p e c t t o t h e r e c r u a t m e n t p rob lem, o u r r e s u l t s i n d i c a t e d t h a t a s u b s t a n t i a l p r o p o r t i o n o f t h e sample ( 2 8 . 1 % ) d i d n o t f i n d r e c r u i t m e n t o f q u a l i f i e d m a n a g e r i a l p e r s o n n e l t o be a p r o b l e m . C o n v e r s e l y , n e a r l y . t w e n t y p e r c e n t (19.9%) r e p o r t e d t h a t t h e y had e x p e r i e n c e d m a j o r t o s e v e r e d i f f i c u l t i e s r e p l a c i n g or expand ing t h e i r m a n a g e r i a l core. T h e l a c k o f c o m p a r a t i v e i n f o r m a t i o n l i m i t s o u r a b i l i t y t o d r a w c o n c l u s . i o n s a s t o w h e t h e r t h i s i s a s e v e r e p r o b l e m area for t h e i n d u s t r y . However, . t h e s e r e s u l t s d o show t h a t r e c r u i t m e n t . d i f f i c u l t y i s n o t u n i v e r s a l l y e x p e r i e n c e d by t r a n s i t a g e n c i e s .

The d e f i n i t = o n of t h e ~ c e c r u i t r n ~ n t problem i n c l u d e d a n e f f o r t t o d e f e r m i n e w h i c h , i f any, managemen t a r e a s . w e r e p a r t i c u l a r l y d i f f i c u l t t o f i l l , the r e a a o n s f o r a n y r e c r u i t m e n t p r o b l e m s e x p e r i e n c e d , a n d w h a t s t e p s , i f a n y , h a d b e e n t a k e n t o a d d r e s s a n y p r o b l e m s e n c o u n t e r e d , The r e s p o n s e s t o t h e s e q u e s t i o n s s u g g e s t t h a t r e c r u i t m e n t d i f f i c u l t i e s may be 'a p r o d u c t of the mix (

o f q u a l i f i c a t i o n s s o u g h t . Most o f t h e a g e n c i e s r e s p o n d i n g t o t h e s e q u e s t i o n s i n d i c a t e d t h a t r e c r u i t i n g d i f f i c u l t i e s c e n t e r e d o n s p e c i f i c management p o s i t i o n s , o p e r a t i o n s and management, and t h a t t h e - l a c k of q u a l i f i e d a p p l i c a n t s w a s a lmos t as much a c o n t r i b u t o r y factor as w a s low f i n a n c i a l compensa t i on . F i n a l l y , t h e m o s t co.mmon r e s p o n s e t o t h e p r o b l e m w a s r e p o r t e d t o be i n - (

h o u s e t r a i n i n q . , ,

Our a n a l y s i s o f t h e e x t e n t t o which t h e c h a r a c t e r i s t i c s o f t h e s e a g e n c i e s ( s i z e , i n s t i t y t i o n a l s e t t i n g , change, and o r g a n i z a t i o n a l c o m p l e x i t y ) w e r e r e l a t e d t o t h e d i f f e r i n g r e c r u i t m e n t e x p e r i e n c e s e s t a b l i s h e d t h a t no p a r t i c u l a r ; type o f t r a n s i t a g e n c y w a s n o r e t l i k e l y t h a n a n y o t h e r :to r e p o r t p r o b l e m s a t t r a c t i n g n e w

management p e r s o n n e l . T h e s e r e l a t i o n s h i p s w e r e examined t h r o u g h t h e u s e o f c o n t i n g e n c y t a b l e s a n d m u l t i p l e r e g r e s s i o n a n a l y s i s a n d t h e r e s u l t s c l e a r l y showed t h a t t h e s e f a c t o r s w e r e n o t e v e n m a r g i n a l l y r e l a t e d , e i t h e r s i n g l y o r i n c o m b i n a t i o n , t o r e p o r t e d r e c r u i t m e n t d i f f i c u l t i e s .

T h e s e r e s u l t s i n v i t e t h e f o l l o w i n g o b s e r v a t i o n s . F i r s t , w h i l e t h e i n d u s t r y i n c l u d e s a g e n c i e s w h i c h d i f f e r a l o n g a n u m b e r o f s e r v i c e and o r g a n i z a t i o n a l d i m e n s i o n s , t h e s e a r e n o t r e l a t e d t o problems i n r e p l a c i n g or e x p a n d i n g t h e m a n a g e r i a l base. None or o u r i n i t i a l s u p p o s i t i o n s w e r e c o n f i r m e d . L a r g e r , more c o m p l e x , or e x p a n d i n g a g e n c i e s w e r e j u s t a s l i k e l y t o r e p o r t m o d e r a t e t o s e v e r e p r o b l e m s as w e r e s m a l l , less complex , a n d even d e c l i n i n g a g e n c i e s . T h e r e f o r e , o u r r e s u l t s i n d i c a t e E h a t n o t o n l y i s t h e p r o b l e m n o t u n i v e r s a l w i t h i n t h e i n d u s t r y , i t i s a l s o n o t p o s s i b l e t o p r e d i c t w h a t t y p e s o r c l a s s e s o f a g e n c i e s m i g h t be n o r e l i k e l y t o e x p e r i e n c e r e c r u i t m e n t d i f f i c u l t i e s . T h u s , i n t h i s r e s p e c t i t i s a n " i n d u s t r y " p r o b l e m l i k e l y t o c o n f r o n t a n y t r a n s i t a g e n c y , i r r e s p e c t i v e o f o r g a n i z a t i o n a l o r s e r v i c e c h a r a c t e r i s t i c s .

T h e s e c o n d o b s e r v a t i o n f o l l o w s f r o m a n d may o f f e r a t l e a s t a p a r t i a l e x p l a n a t i o n f o r t h e g e n e r a l l a c k o f a s s o c i a t i o n b e t w e e n r e c r u i t m e n t a n d a g e n c y a t t r i b u t e s . T h o s e a g e n c i e s w h i c h h a d e x p e r i e n c e d m o d e r a t e t o s e v e r e r e c r u i t m e n t p r o b l e m s t e n d e d t o i d e n t i f y p o s i t i o n s r e q u i r i n g a m i x o f " c o r e t r a n s i t " a n d m a n a g e m e n t s k i l l s , e .g . o p e r a t i o n s a n d m a i n t e n a n c e . To t h e e x t e n t t h a t t h e r e c r u i t m e n t p r o b l e m c e n t e r s u p o n t h e s e a n d s i m i l a r management a r e a s , t h e a t t r a c t i o n o f q u a l i f i e d management p e r s o n n e l i s a n i n d u s t r y p r o b l e m . W e s u s p e c t t h a t t h e pool o f i n d i v i d u a l s w i t h t r a n s i t s p e c i f i c t r a i n i n g a n d e x p e r i e n c e c o u p l e d w i t h management t r a i n i n g and e x p e r i e n c e i s r e l a t i v e l y l i m i t e d . T h e m e s s a g e f r o m o u r s a m p l e seems t o b e t h a t t h e l a c k o f q u a l i f i e d a p p l i c a n t s i s a m a j o r r e a s o n f o r t h e r e c r u i t m e n t d i f f i c u l t i e s t h e y h a v e e x p e r i e n c e d .

T h e a b o v e e s t a b l i s h e s t h a t t h e r e c r u i t m e n t o f n e w , q u a l i f i e d m a n a g e r i a l t a l e n t i s a n i n d u s t r y p r o b l e m , b u t i t s d i m e n s i o n s a r e somewhat d i f f e r e n t t h a n w e e x p e c t e d . We c a n n o t s a y t h a t t r a n s i t as a n i n d u s t r y i s u n a b l e t o a t t r a c t new m a n a g e r s , t h o u g h t h e d i v e r s i t y o f m a n a g e r i a l c o n t e x t s would s e e n t o be a d e t r i m e n t f o r t h e i n d u s t r y . Rather, o u r f i n d i n g s d e f i n e t h e p r o b l e m a s o n e of a p p r o p r i a t e t r a i n i n g and e x p e r i e n c e r e l e v a n t t o t h e r e c r u i t m e n t n e e d s o f t h e i n d u s t r y . I t i s p r e c i s e l y t h e s e i s s u e s w h i c h a r e t h e p r i m a r y f o c u s o f t h e second p h a s e o f t h i s s t u d y .

I n s u m , t h e s t u d y has e s t a b l i s h e d t h a t t o t h e e x t e n t o u r s a m p l e i s r e p r e s e n t a t i v e o f t h e i n d u s t r y , t r a n s i t i s p r i m a r i l y c o m p r i s e d o f s m a l l t o medium s i z e d a g e n c i e s , many o f w h i c h are s u b - u n i t s of c i t y or c o u n t y g o v e r n m e n t s . Dur ing t h e f i v e y e a r p e r i o d e x a m i n e d (1979-1983) the i n d u s t r y d i d n o t e x p e r i e n c e a n y clear p a t t e r n s o f c h a n g e w i t h t h e e x c e p t i o n t h a t m a n y a d d e d s e r v i c e m o d e s . R e c r u i t m e n t o f q u a l i f i e d m a n a g e r i a l p e r s o n n e l i s f o u n d t o b e a p r o b l e m f o r m a n y , b u t i t i s n o t . u n i v e r s a 1 t h r o u g h o u t t h e i n d u s t r y . The basis f o r r e c r u i t m e n t d i f f i c u l t i e s i s n o t found i n

the characteristics of transit agencies, rather it appears to be . more a function of the specific mix of transit and management skills sought which limits the available pool of qualified persons.

The second phase of this study will focus specifically on the issues of training and experience for management personnel. The study will be based upon the responses of over 1300 individual managers to questions regarding their background, career development, and career expectations. In turn, these responses will be analyzed in relation to agency characteristics and the problem of managerial recruitment. The objective is, of course, to provide more detail to the questions raised and conclusions offered by this first phase report.

REFERENCES

1. Governance o f P u b l i c E n t e r p r i s e , Ne i l W. Hamilton and P e t e r R. Hamil ton, Lexington Books, Lex ing ton , Mass., 1981.

2 . Manager ia l Resources and Personnel P r a c t i c e s i n Urban Mass T r a n s i t , R .A. Mundy and J.C. S p y c h a l s k i , Pennsyl- v a n i a S t a t e U n i v e r s i t y , U n i v e r s i t y P a r k , PA., 1973.

3 . The Effect of Orqan iza t ion S i z e and S t r u c t u r e on T r a n s i t Performance and Employee S a t i s f a c t i o n : F i n a l Repor t , Gordon J. F i e l d i n g , Lyman W . P o r t e r , Michael J. S p e n d o l i n i , Wil l iam D. Todor, Dan R. Dalton, I n s t i t u t e o f T r a n s i t S t u d i e s , School o f S o c i a l S c i e n c e , Graduate School o f A d m i n i s t r a t i o n , U n i v e r s i t y o f C a l i f o r n i a , I r v i n e ; USDOT, UMTA, Washington, D . C . , December 1 9 7 8 .

4 . T r a n s p o r t a t i o n P r o f e s s i o n a l s : Fu tu re Needs and Oppor- t u n i t i e s , T r a n s p o r t a t i o n Research Board, N a t i o n a l Research C o u n c i l , S p e c i a l Report No. 2 0 7 , Washington, D . C . , 1985.

APPENDIX A: Tables

Xeqlon

? a c i f ~ c

, : as t , /Rock~es

S o u t h w e s t

G r e a t P l a ~ n s

Nor th C e n t r a l

N e w Enqland

: l ~ d - A t l a n t i c

South

P u e r t o i i ~ c o

TOTAL

*NOTE: C o l u r n s d o n e t a l w a y s add t o 1303 dce t o r o u n d i n g .

TABLE 1 - 2

REGIONAL. CISTRIBUTION OF AGENCIES

CONTACTED A N D AGENCIES XESPONDING

Recion - P a c i f i c

X e s t / i t o c k ~ e s

Southwes t

G r e a t P l a i n s

> i o r t h C e c t r a l

::ew Zngland

312-AtLantrc

South

P j e r t o Rico

TOTAL

C o n t a c t e d N 4

7 2 (14.6)

Responding N 9

TABLE 1-3

RESPONSE RATE BY AGEXCY SIZE

~ e s ~ o n d a n t s N ( % )

Less t h a n 5 0 105 ( 3 7 . 2 )

Non-Respondents N ( 8

177 ( 6 2 . 8 )

TABLE 1-4

AGENCY SIZE AND THE DISTRIBUTIONS OF

AGENCIES CONTACTED MID AGENCIES RESPONDING

C o n t a c t e d N of V e h i c l e a N 0

Less than 50

50 - 9 9

10C - 249

250 - 499

500 - 9 9 9

1 0 0 0 - 1 9 9 9

2000 +

TOTAL

Responding N %

TABLE 11-1

1983 SERVICE AREA POPULATION

Service Area Population

LT 100,000

100-249.999

250-499.999

500-999,999

1000-9,999,999

10,000,000+

TOTAL

TABLE XI -2

HONTFLY RIDERSHIP 1 983

Catcgbry (in thousands) !? 0 - Lass than 100,000 5 6 (31.3)

5,000,000 +

TOTAL

TABLE 1 1 - 3

1 9 8 3 AGENCY VElI ICLE INVENTORY

N Of V e h i c l e s

( i n $1 - V e h i c l e Type N L T 2 5 -- -- 25-49 -- 50-99 100-249 250-499 500-999 1000 X -- - -- Median

S t q n d a r d Buses 179 24.6% 26.3% 17 .3% 15 .1% 6 . 7 % 7.3% 2.8% 1 6 7 . 8 46 .0

A r t i c u l a t e d B u s e s 1 5 26.7 20 .0 40.0 ---- 1 3 . 3 ---- - - -- 8 3 . 3 5 0 . 0

H a i l C a r s 1 4 21.4 ,- 1 4 . 3 ---- 21.4 21.4 1 4 . 3 7 . 1 277 .6 1 2 4 . 0 .

Street C a r s 9 33 .3 22.2 11.1 22.2 11.1 ---- ---- 9 2 . 1 3 8 . 3

T r o l l e y C a r s 11 63.6 ---- 1 8 . 2 1 8 . 2 ---- --- - ---- 33.8 7 . 0

Vans 5 3 83.0 1 3 . 2 - - -- 1 . 9 1.9 ---- ---- 1 8 . 6 5 . 3

O t h e r 2 2 86 .4 9 . 1 ---- 4 . 5 - - - - ---- ---- 1 2 . 4 3 . 3

TABLE 1 1 - 6 PERCENT OF TOTAL REVENUE

FROM FAREBOX

C a t e g o r y N

L e s s than 20% 27

20 - 39% 82

40 - 59% 3 1

60 - 79% 8

TOTAL 171 (100.08)

TABLE 11-7

OPERATIt4G EXPENDITURES - 19 8 3

C a t e g o r y ( i n thousands ) N - 0 - L e s s t h a n $100 29 ( 1 6 . 9 )

5100 - 499 73 (42 .4 )

5500 - 999 2 3 ( 1 3 . 4 )

51 ,000 - 4,999 2 7 ( 1 5 . 7 )

$5 ,000 - 9,999 19 (11 .0)

510,000 + - 1 ( 0 .6 )

TOTAL 172 (100.09)

TABLE 11- 6

CAPITAL EXPENDITURES FOR E O U I P U N T - 1983

Categorv (in thousands)

Less than $100

$100 - 499 $500 - 999 $1.000 - 4,999 55,000 - 9,999 $10,000 - 49,999 $50,000 t

TOTAL

TABLE 1 1 - 9 TOTAL CAPITAL EXPENDITURES - 1983

C a t e g o r y ( i n t h o u s a n d s ) - N - B

less t h a n 5100 2 1 (16.9)

TOTAL 124 (100.0%)

TABLE 11-14

PERCENTAGE DISTRIBUTION OF INSTITUTIONAL TYPES WITHIN REGION

Institutional Type COUNT I

ROY PCT ICITY-COU MULTI-PU SPECIAL NONPROFI PRIVATE O T H E R R O W COL PCT INTY RPOSE D I S T R I C T T TOTAL

I 1.1 2. I 3.1 4.1 5.1 6. I Region --------I--------I--------I--------I--------I-------I-------- I

1 . 1 1 3 1 1 I 12 I 2 I 0 I 5 I 3 3 PACIFIC I 39.4 I 3.0 I 36.4 I 6.1 1 0 . 1 15.2 1 16.1

I 14.6 I 5.9 I 20.0 I 22.2 1 0. 1 33.3 I -I--------I--------I--------I--------I-------I------- I

2. I 1 I 1 I 1 I 0 I 1 I 0 I L UEST-ROCKIES I 25.0 1 25.0 1 25.0 1 0. 1 25.0 1 0. I 2.0

1 1 . 1 1 5 . 9 I 1 . 7 1 0. 1 6 . 7 1 0. I -I--------I-------I--------I--------I--------I-------- I

3 . 1 9 I 0 I 2 I 0 I 0 I 0 I 11 SOUTHYEST 1 8 1 . 8 1 G. 1 1 8 . 2 1 0. 1 0 . 1 0 . 1 5 . 4

1 10.1 I 0. 1 3.3 1 0. I 0. I 0. I -I---- ---- I--------I--------I-------I--- ---- I-- ---- I

4. I 10 1 1 I 4 I 0 I 0 I 2 I 1 7 cRtAT PLAINS I 58.8 1 5.9 I 23.5 I 0. I 0. I 11.8 1 8.3

I 11.2 I 5.9 I 6.7 I 0. I 0. 1 13.3 I -I-------I-------I--------I-------I-------I-------- I

5 . 1 2 5 1 3 1 I Q I 3 I 1 I 1 I 52 NOnTH CENT I 48.1 I 5.8 I 36.5 I 5.8 I 1.9 I 1.9 I 25.4

I 28.1 1 17.6 I 31.7 I 33.3 I 6.7 I 6.7 1 -I--------I--------f--------I--------I--------I-------I

6. I 1 I 1 I 11 I 0 I 3 I 1 I 17 N E W ENGLAND I 5.9 I 5.9 1 64.7 I 0- I 17.6 I 5.9 I 8.3

I 1.1 1 5.9 I 18.3 1 0. I 20.0 I 6.7 1 -I-------I------I--------I--------I-------I-------I

7. 1 10 I 4 1 2 I 3 I 7 I 4 1 50 MID-ATLANTIC I 35.3 I 13.3 I 6.7 1 10.0 I 23.3 I 13.3 I 14.6

I 11.2 1 23.5 1 3.3 1 33.3 1 46.7 I 26.7 I -I--------I-------I------,-I--------I--------I-------I

8 . 1 2 0 1 6 I 9 I 1 1 3 I 2 I 41 SOUTH I 48.8 I 14.6 I 22.0 1 2.4 I 7.3 1 4.4 I 20.0

I 22.5 I 35.3 1 1S.C I 11.1 I 20.0 1 13.3 I -I--------I--------I------,-I--------I--------I-------I

COLUEN 8 9 1 7 6 0 9 15 15 205 TOTAL 43.4 8.3 29.3 4.4 7.3 7.3 100.0

36 OUT OF 48 ( 79.22) Of THE VALID CELLS HAVE EXPECTED CELL FREQUENCY LESS THAN 5.0. MININUM EXPECTED CELL FREQUENCY * 0.176 C H I SQUARE = 68.91032 YITH 35 DEGREES Cf CREEDOPI SIGNIfICANCE = 0.0006 CuAHER'S V = 0.25910

NUU8ER O F MISSING OBSERVATIONS 8 2

TABLE 11-15

SERVICE AREA POPULATION BY INSTITUTIONAL TYPE

Institutional Type

COUNT 1 ROW PCT ICITY-COU MULTI-PU SPECIAL NONPROFI PRIVATE OTHER ROU COL P C T INT y RPOSE DISTRICT T TOTAL

I 1.1 2.1 3.1 4. I 5. I 6.1 p3c_il:'Jn ;.erved ---- 1 -------- 1 -------- 1 -------- 1 -------- 1 -------- 1 -------- I

I 31 I 1 1 1 2 1 4 I 2 I 3 I 5 3 LT 1001000 1 58.5 I 1.9 I 22.6 I 7.5 I 3 . 8 I 7 I 26.9

I 35.6 1 5.9 I 21.1 I 44.4 I 16.7 I 20.0 I -I--------I--------I--------I--------I--------I-------- I I 3 0 1 2 1 1 8 1 2 I 3 I 4 I 59

l 0 U - 2 4 9 8 9 9 9 I 50.8 I 3.4 1 30.5 I 3.4 I 5.1 1 6.8 I 29.9 I 34.5 I 11.8 I 31.6 I 22.2 I 25.0 I 26.7 I

-I--------I--------I--------I--------I--------I-------- I

I 16 I 5 I 8 I 1 I 2 I 4 I 3 6 259-499,999 I 44.4 1 13.9 I 22.2 I 2.8 I 5.6 I 11.1 1 18.3

I 18.4 I 29.4 I 14.0 I 11.1 I 16.7 I 26.7 1 -i--------I--------I--------I--------I--------I-----*-- I I 6 I 2 I 9 1 1 I 3 I 1 I 2 2

500-999,999 1 27.3 I 9.1 1 40.9 1 4.5 I 13.6 I 4.5 I 11.2 I 6.9 1 11.8 I 15.8 1 11.1 I 25.0 I 6.7 1

-l--------I--------I--------I--------I--------I-------- 1 I 4 I 7 I 8 I 1 I 2 I 3 I 2 5

10GU-9,9998999 I 16.0 I 28.0 I 32.0 1 4.0 I 8.0 I 12.0 I 12.7 I 4.6 I 1 2 I 14.0 1 11.1 1 1 6 - 7 1 20.0 I

-I--------I-------I--------I--------I--------I-------- I I 0 I 0 I 2 I 0 I 0 I 0 i 2

~OIUOGIOOO+ I 0. I 0. 1 1 0 0 . 0 I 0, I 0. I 0. I 1.0 Z 0. I 0. I 3.5 I 0. i 0. I 0. I

-I--------I--------I--------I--------I--------I-------- I COLUMN 8 7 1 7 57 9 1 2 1 5 1 9 7

TOTAL 44.2 8.6 28.9 4.6 6.1 7.6 100.0

2> OUT OF 36 ( 69.4%) O F THE VALID CELLS HAVE EXPECTED CELL FREQUENCY LESS THAN 5.0. MINIMUM EXPECTED CELL FREQUENCY = 0.091 C H I ~ u U A R E 39.16018 WITH 2 5 DEGREES OF FREEDOM SIGNIFICANCE 8 0.0355 CRAf4ERgS V = 0.19939 '

I.UMBiR OF M I S S I N G 08SERVATIONS 1 0

TABLE 11-16

AVERAGE MONTHLY RIDERSHIP BY INSTITUTIONAL TYPE

Institutional Type

COUNT 1 ROU PC1 ICITY-COU NULTI-PU SPECIAL NONPROFI PRIVATE OTHER ROU COL P C 1 I N T I RPOSE D I S T R I C T T TOTAL

I 1.1 2.1 3.1 4.1 5. I 6. I Ridership --------I--------I--------I--------I--------~--------l-------- I

-I--------I--------I--------I--------I--------I--------I COLUMN 7 9 16 53 7 9 13 1 7 7

TOTAL 44.6 9.0 2 9 . 9 . 4.0 1.1 7.3 100.0

33 OUT OF 42 ( 78.62) O F THE V A L I D CELLS HAVE EXPECTED CELL fREPUENCY LESS THAN 5.0. nI:dInun E X P E C T E D CELL F R E O U E N C Y = 0.391 CHI SuUARE * 26.09987 b I T H 30 DECREES OF FREEDOR SZCNICICANCE % 0.6700 CdAflER'S V = C.17173

tdUM0CR OF MISSING OBSERVATIONS % 3 0

T A B L E 11-17

NUMBER O F V E H I C L E S BY I N S T I T U T I O N A L T Y P E


R O Y P C T ICITY-cou MULTI-PU SPECIAL NONPROFI P R I V A T E O T H E R R O W COL PCT INTY RPOSE OISTRICT T TOTAL

I 1.1 2.1 3. I 4.1 5. I 6.1 N . o f vehicles -------I--------I--------l-------------I--------I-------- I

1 . 1 4 6 1 6 1 2 2 1 4 1 9 I 6 I 9 3 L T 50 I 49.5 I 6.5 I 23.7 I 6.3 I 9.7 I 6.5 I 47.9

I 55.C I 37.5 I 37.9 I 50.0 1 60.0 I 42.9 I -i--------I--------I--------I----------I--------I--------I

I 1.2 1 1 8 . 8 I 3.4 I 0. I 0. I 0. I -I--------I--------l--------I--------I--------l-------- I

7 . 1 3 I 1 I 1 I 1 I 0 1 1 I 4 2;GS* I 0. I 25.0 i C I 25.0 I 0. I 25.0 I 2.1

I 0. I . 6.3 I 1.7 I 12.5 1 0. I 7.1 I -I--------I--------I--------I--------l--------I-------- 1

COLUMN 3 3 16 5 8 8 1 5 1 C 1 9 4 TOTAL 42.8 8.2 29.9 4.1 7.7 7.2 100.0

31 OUT OF 42 ( 73.821 OF THE V A L I D CELLS HAVE EXPECTED CELL FREQLiENCY LESS THAN 5.0. NIXIMLM EXPECTED CELL FREGUENCY = 0.165 ; h ~ S L U A R E = 34.68217 u I T n 3 0 D E G R E E S O F FREEoon SIGNIFICANCE = 0.2564 iHAUk2 'S V = 0.13909

.TABLE 11-18

NUMBER OF MODES BY INSTITUTIONAL SETTING

I n s t i t u t i o n a l Type COUNT 1

SOU ?CT I C I r r - C O J RULTI-PU SPECIAL KONPROFI PR iVArE OTHER R O 4 C O L P C ~ I N r l R P O S C D I S T R I C ~ r ~ O ~ A L

I 1.1 2.1 3.1 4.1 5. I 6. I '. c f 'i,,,'? -------- 1 --------I- ------- I ----- ---I--------I---- ---- I -------- I

7 . I 4 0 1 7 1 2 5 1 6 I 1 1 I 4 1 Y S 1 ' J J E I 45.0 i 7.5 1 2 3 . 9 1 6 . 5 I 11.8 1 4.5 1 5 1 . 1

1 5 i . J 1 46.7 I 45.5 1 75.0 I 73 .3 1 3;.5 1 -I--------I--------I--------I--------p-------I-------- I

2. I 21 I 3 1 2 2 1 1 I J I 5 i 5 6 i *JJES I 37.5 1 5.4 I 5 3 . 3 I 1.8 I 5.C I 1G.7 1 30.8

I 27.3 1 20.0 I 40.0 I 12.5 1 20.0 I 50.0 1 - 1 --------I -------- I--------I---- ---- 1 -------- -------- I

3. 1 16 I 5 1 8 1 1 I 1 I 2 I 53 i-- Y33ES I C8.5 I 15.2 i 2C.2 I 3.0 I 3.J i 6.1 I 18.1

I 20.6 I 5 3 . 3 1 14.5 1 12.5 I 6.7 : 1 6 7 [ -I--------I--------[--------I--------F------- ; - ------- I

C3LUMh 77 1 s 5 '2 6 15 1 2 1 8 2 TOTAL 12.3 2.2 30.2 4.4 8.2 6 . 6 100.C

7 3 U T O F 18 ( 50.35) O F TIIE ' r A L I 3 CELLS H A V E EXPECTED CELL FREQUENCY L E S S THAN 5.0. Y i : s I X ; Y E<PiCTED CELL FRE3UEkCY s 1 . 4 5 1 C H I >,uA9E a 12.10919 U I T H 1 0 DEGREES C F iREiOOU SlCNIFICANCE = 0.2464 C d A Y : n e ~ v = C.18612

, h ~ I l d : K 3 F MISSING OiJSEHUATIOtlS a ? 5

TABLE 11-19

OPERATING EXPENDITURES BY INSTITUTIONAL TYPE

Institatlonal Type C O U N T I

ROU P C 1 I C I T Y - C U U 3 U L T I - P G S P E C I A L N O N P R O F I P R I V A T E O T H E R R O U C O L P C 7 I N 7 1 R P O S E D I S T R I C T f T O T A L

I 11.0 I 18.8 I 25.5 '1 12.5 I 0. I 1 5 . 4 I -I--------I-------I--------I--------I----*---i--------I

5. I 4 I 3 1 8 I ' 1'1 1 I 2 I 1 9 5 0 0 0 - W P ? I 21.1 I 15.8 I 42.1 1 5.3 I 5 e . 3 I 10.5 I 11.2

I 5.5 I 19.8 1 15.7 1 12.5 I 11.1 1 1 5 . 4 I -1 --------I ------ --I --------L--------I-------- I-------- I

6 . I o I 1 I o I '0 I.- o I a 1 1 1 3 ~ ~ 0 1 0 . 1 1 0 0 . 0 1 0. I 0 . k 1 0 1 1 0 . 1 0 . 6

I 0. 1 6.3 1 0. 1 0. I 0. r 0. I -I--------I--------I--------I+-------I--------I---*----I

C O L U M N 7 3 16 51 ' 8 , 9 13 170 TOTAL 42.9 9.4 30.0 4.7 e 5.3 7.6 1 0 0 . 0

24 O U T QF 36 ( 6 6 . 7 2 ) O F THE VALID C E L L S u a v E EXPECFEO CELL CREPUENCY L E S S ~ H A N 5.0 n l N x m u n E X P E C T E D CELL F ~ ~ E P U E ~ ~ C Y 3 0.067 C H I S Q U A R E a 40.88661 J I T H 2 5 D E G R E E S O F F R E E D O M S I G N Z C I C A N C E 0.0236 C R A R E R ' S V = 0.21932

%UM6E2 O F M I S S I N G 0 0 S E R V A T I O N S = 3 7

TABLE 11-20

CAPITAL EXPENDITURE BY INSTITUTIONAL TYPE

C O U N T I Institutional Type

R O W P C T ICITY-cou ~ULT I -PU SPECIAL NONPROFI PRIVATE O T H E R C O L P C 1 I E t T Y . R P O S E D I S T R I C T T

I 1.1 2.1 3.1 4.1 5 . I 6. I Ex~endlture --------I--------I--------I--------I--------I--------I-------- I

1. I 1 1 I 3 I 4 I 2 I 1 I 0 I L T 100 I 52.4 I 14.3 I 19.0 1 9.5 1 4.8 I 0. I

I 19.6 I 25.0 I 11.1 I 40.0 1 25.0 I 0. I -I--------I--------I--------I--------I--------I-------- I

2 . 1 1 5 1 0 I 6 I 0 I 2 I 1 I IOU-499 I 62.5 0 1 25.0 I 0. I 8.3 I 4.2 1

I 26.8 I 0. I 16.7 I 0. I 50.0 I 10.0 I -1 -------- 1 *--------I -------- I------*- ------ 1 ---- ---- I

3. I 8 1 , 2 1 4 I 0 I 0 I 2 I 500-999 I 50.0 1...12.5 I 25.0 I 0. I 0. I 12.5 I

I 14.3 I 16.7 I 1 1 I 0. I 0. I 20.0 I -1--------I--------I--------I--------I--------I-------- I

4. I 1 5 -i ,s I 12 I 2 I 1 I 2 I 1001)-9999 I 40.5 1 -.13.5 I 32.4 I 5.4 I 2.7 I 5.4 I

I 26.8 :I 41.7 1 33.3 1 40.0 I 25.0 1 20.0 I -L ------- 'I I--------I--------X-- ------ 1 -------- I

5 . 1 5 1 ' 0 1 3 I 1 I 0 I 1 I 10~00-99999 I 50.10 - I - 0. I 30.0 I 10.0 I 0. I 10.0 I

I 8.9 ,I 0. I 9.3 1 20.0 I 0. I 10.0 I -1 --------I - ------- I --------I --- ----- 1 -------- 1 -------- I

sou T O T A L

w

2$ O U T O F 36. ( 17.82) 04 T H E V A L I D C E L L S H I V E E X P E C T E D C E L L F R E Q U E N C Y L E S S T H I N 5.0. A I ! d I M U M E X P E C T E D C E L L F R E Q U E N C Y 0.325 i h l S u U A K E * 30.25168 W I T H 25 D E G R E E S O F F R E E D O M SIGNIFICANCE = 0.2150 C H A M E R ' S v = 0.22179

:vb4Ydt2 C F N I S S I N G O B S E R V A T I O N S 8 8 4

TABLE 11-21

EQUIPMENT EXPENDITURE BY INSTITUTIONAL TYPE

I n e t l t u t l o n a l Type c o u H r I

R O U PCT lilTY-COU RULTI-PU SPECIAL IdONPQOFI PRIVATE O T H E R R O U C O L PC1 IPITI RPOSE 0:jTHICT T T O T A L

I I . i 2.1 3 .1 4. I 5 . I 6.1 Zx3eldituro ---- --- ~ - - - - - - - - I - - - - - - - - I - - - - - - - - I - - - - - - - - ~ - I - - - - - - - - I - - - - - - - - I

I . I 1 1 : 2 I J I o I 2 I o I l a LT 10C I 61.: 1 11.1 1 16.7 I 0. I 11.: I 3. I i 8 . 0

I 2 6 . 2 I Z 3 . U ! 8.8 I 0 . I 50.0 I 0. I -I--------'--------I--------I--------I-------[-------- 1

2 . I 1 0 1 2 I 6 I 3 I 1 I 3 1 2 2 l a b - 4 9 9 I 45 .5 1 9.1 1 27.: I U. I 4.5 I 13 .6 I 22.9

I 23.8 I 23.0 1 17.6 1 0. I 25 .3 I 3 5 . 3 1 -I--------I--------I--------I--------[--------1-------- I

3. I s i 2 1 4 I 0 1 1 I 0 1 1 2 S U L - 9 9 9 I 41.7 i 16.7 I 33.3 I 0. I 8.3 I 0. I 1 2 . 3

1 11.9 I 20.0 1 11.8 1 0. I 25 .0 t 0. I -I--------I--------I--------I--------I--------I-------- I

4 . I 1 5 I 1 1 1 1 1 1 I 0 1 2 1 35 1 ,'O(j-4999 I 50.0 I 3.3 I 36.7 I 3.3 I 0. I 6.7 1 . 3 0 . 9

I 35.7 I 10.0 I 32.4 I 1 O i . O I 9. 1 22.2 I -I--------'--------I--------I--------I--------I-------- I

5. I 0 I 0 I 2 1 0 1 ' C I 1 : 3 5JLlC-9993 I 0. I 0. I 66.7 I 0. I 0. 1 3 3 . 3 I 3.0

I 0. I 0. I 5.9 I 0. I 0. 1 1 1 . 1 I - 1 --------[--------I -------- I--------I--------I-- ------ I

6:I - 1 1 2 I 5 1 0 1 - 6 1 2 I 1 0 100 jO-49999 1 10.0 I 20.0 1 50.0 I 0. I 0 . I 20 .0 I 1C-0

1 2 . I 20.0 I 14.7 I 0, I 0. I 2 2 . 2 I -I--------I--------I--------I--------I--------I-------- I

7. 1 0 I 1 I 3 I 0 I 0 I 1 I 5 s o a o u + I 0. I 20.0 I 60.0 I 0. I 0 . 1 2 0 . 0 I 5.0

I 0. I 10.0 1 6 . 3 I 0. I 0. 1 1 1 . 1 I -I--------I--------I--------l--------I--------I-------- I

COLUMN 4 2 1 0 34 1 C 9 1 0 3 TOTAL 42.3 10.J 26.0 7 - 0 4.0 9.0 1 0 0 - 0

35 OUT O F 42 ( 8 3 . 3 % ) O F THE VALID CELLS H A Y E EXPECTED CELL ~ R E Q U E N C Y LESS 7H1N 5.0. #INIIYUM EXPECTED CELL FREQUENCY 0 .030 CNI i - U A R E 30.73268 UITH 30 DEGREES O F FREED03 SIGNIFICANCE + 0.4286 CnAMER'S b = 0.26792

hutlJEd 3F MISSING DBSERVATIONS a 1 0 7

TABLE 11-22

FAREBOX RECOVERY RATE BY INSTITUTIONAL TYPE


ROU PCT ICITY-COU MULTI-PU SPECIAL NOMPROf I PRIVATE OTHER R OU COL PCT I I lTY RPOSE DISTRICT T TOTAL

I 1.1 2.1 3. I 4.1 5.1 6.1 Rate -------1--------1--------1--------1--------1--------1--------1

1. I d I 0 1 1 3 1 1 I 0 I 4 I 26 LT 23I 1 3 0 . 8 I 0. I 50.0 I 3.8 I 0. I 15.4 I 15.6

I 11.0 I 0 I 24.5 I 14.3 I 0. I 30.8 I -I--------I--------I--------I--------I--------I-------- I

2 . 1 3 9 1 6 1 2 6 1 5 I 1 I 5 I 8 2 2 0 - 3 9 1 I 47.6 1 7.3 1 31.7 1 6.1 I 1.2 I 6.1 I 48.5

I 53.4 I 40.0 I 49.1 1 71.4 I 12.5 I 38.5 1 -I--------I--------I--------I--------I--------J-------- I

3. 1 1 1 I 6 I 9 I 0 I 2 I 3 I 3 1 4U-53% 1 35.5 I 19.4 I 29.0 I 0. 1 6.5 I 3.7 1 18.3

I 15.1 I 40.0 I 17.0 I 0. I 25.0 I 23.1 I - 1 --------I i-------I--------I--------l-------- 1

4. I 3 1 0 I 3 1 1 I 1 I 0 I 8 00-79% 1 3 7 . 5 1 0. 1 3 7 . 5 1 1 2 . 5 1 1 2 . 5 I 0. I k.7

I 4.1 I 0. I 5.7 1 14.3 I 12.5 I 0. I -I--------I--------I--------Z--------I--------I-------- I

5. I 1 2 I 3 I 2 I 0 I 4 I 1 I 2 2 3;;t 1 1 4 . 5 1 , 1 3 . 6 I 9.1 I 0. 1 1 8 . 2 I 4.5 1 1 3 . 0

I 16.4 L 20.0 I 3.8 I - 0. I 50.0 I 7.7 I -I--------l--------I--------I--------Z--------I-------- I

COLUMN 7 3 1 5 5 3 7 8 1 3 1 6 9 TOTAL 43.2 8.9 31.4 4.1 4.7 7.7 100.0

ZU OUT OF 30 ( 66.7%) OF THE VALID CELLS 4iAVE EXPECTED CELL FREQUENCY LESS THAV 5.0. mIbb;nbn E X P E C T E D CELL F R E ~ U E N C Y = 0.331 C n i bOUAaE = 57.20907 Y ITH 2 0 eECREES OF FREEDOM SIGNIFICANCE 0.0110 CRANE#'S V 0.23461

XUflMER O f MISSING OBSERVATIONS !a

TABLE 11-23

FULL TIME EMPLOYEES BY INSTITUTIONAL TYPE


R O Y P C 1 IC ITY-COU MULTI -PU SPECIAL NONPROFI PR IVATE OTHER ROY COC PC1 INTY RPOSE D I S T R I C T T TOTAL

I 1.1 2.1 3. I 4.1 5- I 6.1 FTE --------I--------I--------I--------I--------I--------I-------- I

1 . 1 1 6 1 2 I 4 I 2 I 3 1 3 I 3 0 L T 2 5 I 5 3 . 3 I 6.7 I 13.3 1 6.7 I 10.0 1 10.0 1 15.5

I 19.0 I 11.8 I 7.1 I 22.2 I 23.1 I 21.4 1 -I--------I--------I--------i--------I--------I-------- I

2 . 1 3 8 1 4 1 2 0 1 3 1 7 I 1 I 7 3 25 -99 I 5 . 1 I 5.5 I 27.4 I 4.1 I 9.6 I 1.4 I 37.8

1 ' 4 5 . 2 I 23.5 I 35.7 I 33.3 I 5 3 . 6 I 7.1 1 - 1 ------- - 1 -------- I--------I- ----- --I- ------- 1 -------- I

-I--------I --- ----- I--------I--------I--------I-------- L COLUUN 8 4 1 7 5 6 9 1 3 1 6 1 9 3

TOTAL 43.5 8.8 29.0 4.7 6.7 7.3 100.0

26 OUT OF 3 6 ( 72.22) O F THE V A L I D CELLS HAVE EXPECTED CELL FREQUENCY LESS THAN 5.0. MltJIM'dM EXPECTED CELL FREQUENCY 8 0.373 C h I SQUARE = 38.90221 WITH 2 5 DEGREES OF FREEDOM S IGNIF ICANCE ' 0.0377 CRAMER'S V f C.20078

, \LflB€R Of M I S S I N G OeSERVATIONS 1 4

TABLE 11-24

PART TIME EMPLOYEES BY INSTITUTIONAL TYPE

Ins ti t u t i o n a l Ty?e COUNT I

R O Y PCT ICITY-COU MULTI-PU SPECIAL NONPROFI P R I V l T E OTHER ROU COL PCT II4TY R P O S E DISTRICT T TOTAL

I ' 1.1 2. I 3. I 4. I 5. I 6.1 --------1--------1--------1--------1--------1--------1-------- I

1. I 31 I 6 1 2 5 1 3 I 3 1 3 I il L T 10 I 43.7 I 8.5 I 35.2 I 4.2 I 4.2 I 4 . 2 I 49.0

I 50.8 I 50.0 I 51.9 1 60.0 1 42.9 I 27.3 I -I--------I--------I--------I--------I--------I-------- I

2. I 16 I 0 1 1 0 1 1 1 2 1 3 I 32 l a - ~ b I 50.0 I 0. I 31.3 I 3.1 I 6.3 I 9.4 I 22.1

I 26.2 I 0. 1 20.4 1 20.0 I 28.6 1 27.3 I -I--------I--------I--------I--------I--------I-------- I

3. I 12 I 3 I 1 1 1 0 I 1 I 5 I 3 0 2 5 - 9 9 I 43.0 I 10.0 I 36.7 1 0. I 3.3 1 10.0 I 20.7

! 19.7 I 25.0 I 22.4 I 3. I 14.3 I 27.3 I -I--------I-------I--------I--------l--------I-------- I

r. I 1 I 2 I 3 I 1 1 1 I 2 I t o 1CG-Lo9 I 10.0 I 20.0 I 30.0 I 10.0 I 10.0 I 20.0 I 6.9

I 1.6 I 10.7 I 6.1 1 20.0 I 14.3 I 18.2 I -I--------I--------1--------1--------1--------1-------- I

5. I 1 I 1 I 0 I 0 I 0 I 0 I 2 j j , ~ 1 5 0 . 0 1 5 0 . 0 1 '2. 1 0 . 1 0 . 1 9 . ! 1.4

I 1 . 6 i 8 . 3 1 0. 1 0 . 1 0 . 1 0 . I - 1 ---->---I ------- 1 - - - - - - - -I -------- I -------- 7 -------- I

COLUNN 6 1 12 4 9 S 7 1 1 1 4 5 TCTAL 42.1 8.3 33.8 3 . 4 4.8 7.6 100.0

2 2 OUT O F 33 ( 73.3%) O f THE VAL ID CELLS HAVE EXPECTED CELL FREQUENCY LESS THA!d 5.0, '4:NIXLM EXPCCTED CELL FREQUENCY 8 0.069 Chl IULIIRE 8 19.61317 WITH 2 0 DEGREES OF FREEDOM SIGNIFICANCE 8 0.4823

huMf3tR O F MISSING OSSERVATIONS 8 6 2

T A B L E 1 1 - 2 5

NUMBER O F MANAGERS BY I N S T I T U T I O N A L T Y P E

Knstitutional Type COUNT I

ROU PCT ICITY-COU MULTI-PU SPECIAL NONPROFI PRIVATE OTHER ROW COL PCT INTY RPOSE DISTRICT T TOTAL

I 1.1 2.1 3. I 4.1 5.1 6. I N 0: ?ana;ers -----I--------l--------1--------1--------1--------1--------1

1 . 1 3 6 1 5 1 1 1 I 3 I 4 1 3 1 6 2 L T 5 I 58.1 I a.1 I 17.7 I 4.8 I 6.5 I 4.a I 35.5

1 42.9 1 33.3 I 22.0 1 33.3 I 30.8 i 21.4 I -I--------l-------I--------I--------I--------I-------- I

2. I 18 1 4 1 1 6 1 1 I 4 I 4 1 4 7 5-9 I 38.3 1 8.5 I 34.0 I 2.1 I 8.5 I 8.5 1 25.4

1 21.4 I 26.7 1 32.0 I 11.1 1 30.8 I 28.6 I -I--------I--------I--------I--------I--------I-------- I

-I--------I--------I--------I--------I--------l-------- I 4. I 7 I 3 I 6 I 2 I 0 I 0 I 7 8

25-49 I 33.9 1 16.7 I 33.3 1 11.1 I 0. I 0. I 9.7 I 8.3 I 20.0 I 12.0 I 22.2 1 0. I 0. I

-I--------I--------l--------I--------I--------I-------- I 5. I 4 I 0 I 3 I 0 I 2 I 1 I 10

50-99 I 40.0 I 0. I 30.0 I 0. I 20.0 I 10.0 I 5.4 I 4.8 I 0. I 6.0 1 0. I 15.4 I 7.1 I

-1--------1--------1--------1--------1--------1-------- I 6. I 1 I 3 I 8 I 1 I 0 I 2 I I S

1 O G * 1 6.7 1 20.0 I 53.3 I 6.7 1 0. I 13.3 I 8.1 I 1.2 I 20.0 I 16.0 I 11.1 ' 0. I 14.3 I

-~--------I--------I----00--~--------~--------~----0--- I COLUMN 8 4 15 5 0 9 1 4 1 8 5

TOTAL 45.4 a. I 27.0 4.9 7.0 l3 7.6 100.0

27 OUT OF 36 C 75.OX) OF THE VALID CELLS HAVE EXPECTED CELL FREQUENCY LESS THAN 5.0. HIh:MUM EXPECTED CELL FREQUENCY * 0.486 CHI SQUARE 8 35.76450 U ITH 2 5 DEGREES OF FREEDOM SIGNIFICANCE . 0.0749 CRANLR'S V 0.19669

hUMt3LR C F : 4 I S S I N t OBSERVATIONS 2 2

TABLE 1 1 1 - 3

CHANGE IN MODES 1 9 7 9 - 8 3

N of Chanae Agencies_ % -- Decrease 7 4 . 7

~ n c r e a s e 2 6 1 7 . 6 - - TOTAL 1 4 8 1 0 0 . 0

TABLE 1 1 1 - 4

1 9 7 9 - 8 3 AVERAGE RIDERSHIP CHANGE

R i d e r s h i p A b s o l u t e Chanqe -- F r e o . -

- GT 1 0 0 , 0 0 0 22

- 1 t o - 1 0 0 , 0 0 0 4 6

+ 1 0 0 , 0 0 0 and up 2 1 -- TOTAL 1 4 7

- X = 1 3 . 9 8 0

Md. = g . 1 8 8

A d j u s t e d

TABLE 111-16

1979-83 CHANGE IN NO. OF VEHICLES BY INSTITUTIORAL TYPE

I 1 1 s t l C u t i o w l Type COUNT I

ROY P C 1 I C I T Y - C O U M U L T I - P U S P E C I A L N O N P R O F I P R I V A T E OTHER ROU COL P C 1 I N T Y RDOSE D I S T R I C T T T J T A L

C h a n ~ e l n N I 1. I 2.1 3.1 4. I 5. I 6. I -----I--------I--------I--------I--------I--------I--------

of ' c1\1s;,.s I 1 . I 9 I 3 I 6 1 0 I 0 I 2 I 2 C

D E L L I N E GT -10 I 43.0 I 15.0 I 3C.0 1 0. 1 3. I lC.O : i 2 . 5 I 12.2 1 23.1 I 12.8 I 0. I 0. I 18.2 I

-l--------I-------'--------(--------I--------I-------- I ' 2. I 1 1 I 2 I 2 I 3 I 1 I 2 I 21

- 7 i 0 -10 1 52.4 I 9.5 I 9.5 I 14.3 I 4.a I 9.5 I 13.; I 11.9 I 15.4 I 4.3 1 75.0 I 9.1 I 8 . 2 :

-[--------I--------I--------I--------I--------I-------- I 5 . I 7 I 1 I 6 I 0 I C I 1 19

1rJ C H A N S E - I 36.8 I 5.3 1 37.6 1 0. I 21.1 1 5.3 I 11.9 I 9.5 I 7.7 I 1 I 0. 1 3 6 . 6 I 9.1 I

-I--------I--------I--------I--------I--------I-------- I

4 . 2 5 1 1 I 1 2 i 0 I 2 I 5 I 45 + 1 T o 49 . I 5 5 . 5 ! 2.2 1 26.7 I 0. I 4.1 I 11.1 I 29. '

I 3 J . : I 7.7 1 25.5 I 0. I 18.2 ; *5.5 I -I--------I--------I--------(----------I--------I-------- I

5 . 1 1 4 1 3 1 1 2 1 0 I C 1 0 I 3 3 411) 1 0 +LC i 62.4 1 9.1 I 36.: 1 0. I. 12.1 I . I 20.6

I 1 8 I 23.1 I 25.5 I 0. I 36.: I 0. 1 -1 --------I ----- ---I---- ---- 1 --------I -------- I-------- I

6. 1 8 I 9 '1 1 I 0 I 1 I 22 *Sd OR MORE 1 36.4 I 13.6 : 43.9 I 1.5 I 0. I 4.5 I 13.8

I 10.8 I 23.1 I 19,1 I 25.0 I 0. I 9.1 I - J -------- I -------- 1 --------I -------- 1 -------- 1 -------- I

C Q L U N N 7C 13 4 7 C 1 1 1 1 160 T O T A L 46.3 3.1 29.4 2.5 6.9 6.0 100.0

24 OUT Gf 36 ( 66.7%) .OF THE V A L I D C E L L S H A V E E X P E C i E D CELL FREQUEhCY L E S S THAN 5.9. n l N I n u n E X P E C T E D CELL F R E Q U E W C Y r 0.675 L H I SQUARE 8 40.09217 U X T H 25 DECREES OF FREEDOM S i G N I F I C A N C E = 0.9285 CWAMER'S V 0.22386

TABLE 111-17

1979-83 PERCENT CHANGE IN NO. OF VEHICLES BY INSTITUTIONAL TYPE

I n s t 1 t u t i o n a l Type COUNT I

ROW PCT ICITY-COU MULTI-PU SPECIAL NONPROFI PRIVATE OT36R COL PC1 INTY RPOSE DISTRICT T

I 1.1 2.1 3.1 4.1 5. I 6. I $ Change N --------I--------I--------I--------I--------~--------I-------- I o f V e h i c l e s 1 . 1 1 4 1 i! I 5 I 2 I 0 I 1 I

o E C L 1 N E G T - . l o 1 5 8 . 3 1 8 . 3 1 2 0 . 8 1 8 . 3 1 0. I 4 . 2 1 I 18.9 I 15.4 I 10.6 I 50.0 ! 0. I 9.1 I

-I--------I--------I--------I--------I--------I-------- I

2. I 6 I 3 I 3 1 1 i 1 I 3 I -.UI TO - . lo I 35.3 I 17.6 I 17.6 I 5.9 I 5.9 I 17.6 1

I 8.1 I 23.1 I 6.4 1 25.0 I 9.1 I 27.3 I -I---- ---- I--------I--------I--------I--------I--- ..---- 1

3 . 1 7 I 1 I 6 1 0 I 4 1 1 I ti0 CHANGE I 36.8 I 5.3 1 31.6 I 0. I 21.1 I 5.3 I

R O Y TOTAL

7. I 15 1 3 I 6 I 0 I 1 I 3 I 28 +.SO OR MORE I 53.6 I 10.7 1 21.4 I 0. I 3 . 6 I 10.7 I 17.5

I 23.3 1 23.1 I 12.8 I 0. I 9.1 I 27.3 I -I--------I--------I---------------------[--------I--------I

CO-LUMN 7 4 13 4 7 4 1 1 1 1 1 6 0 TOTAL 46.3 8.1 29.4 2 6 5 6.9 6.9 100.0

2Y OUT OF 42 ( 69.02) OF THE VALID CELLS HAVE EXPECTED CELL FREQUENCY LESS THAN 5.0. AINIUUM EXPECTED CELL FPEQVENCY 8 0.425 i H 1 SYUAAE 30.57749 J I T H S O DEGREES OF FREEDOM SIGNIFICANCE * 0.43b4 C R A H E R ' S V = 0.19550

hUMdER OF MISSING OBSERVATIONS a 4 7

TABLE 1.11-18

1 97 9-8 3 AVERAGE R I D E R S H I P CHANGE BY I N S T I T U T I O N A L TYPE

Instltutlonal Type C O U N T I

R O U P C T I C I T Y - C O U M U L T I - P U S P E C I A L N O N P R O F I P R I V A T E O T H E R R O U C O L P C 1 I N T I R P O S E D I S T R I C T T T O T 4 L

I 1.1 2 . 1 3.1 4. I 5. I 6.1 R i d c r s h l p --------I--------~--------I--------~--------~--------~-------- Shanqe

I 1 . 1 1 4 1 1 I 1 I 1 1 1 I 4 I 22 - c T 100.000 163.6 1 4.5 1 4.5 I 4.5 1 4.5 1 1 8 . 2 I 15.2

I 20.3 I 1.7 I 2.5 1 20.0 I 12.5 1 40.0 I -I--------I--------I--------I--------I--------l-------- I

2. I 17 I 3 1 1 8 1 3 I 3 I 1 I 4s -1 TO -100,000 1 3 7 . 8 1 6.7 I 40.0 I 6.7 I 6.7 1 2.2 1 31.0

I 24.6 1 23.1 1 45.0 1 60.0 1 3 7 . 5 1 10.0 I -I--------I--------I--------l--------I--------l-------- I

3. I 17 1 5 I 8 1 0 I 3 1 2 I 3 3 +O TO 24,999 I 1.5 I 9.1 I 24.2 I 0. I 9.1 I 6.1 I 22.8

I 24.6 I 23.1 I 20.0 I 0. I 37.5 I 20.0 I -I--------I-------I--------I--------l--------I-------- I

4. I 14 I 2 I 5 1 0 I 1 I 2 I 24 + LS T O 99,999 I 58.3 1 8.3 I 20.8 I 0. 1 2 I 8 . 3 I 16.6

I 20.3 I 15.4 1 12.5 I 0. 1 12.5 ! 20.0 I -I--------I--------I--------I--------I--------l-------- 1

5. I 7 I 4 I 8 1 1 I 0 I 1 1 21 + llJ0~000 A N 0 LP I 3 3 . 3 I 19.6 1 38.1 I 4.8 I 0. I 4.8 I 14.5

I 10.1 1 30;8 I 20.0 I 20.0 I 0 . I 10.0 I -I--------I--------I--------I--------I--------I-------I

C O L U M N 69 13 . 40 5 8 10 14 5 T O T A L 47.6 9.0 27.6 3.4 5.5 6.9 162.0

20 O U T O F 30 ( 66.7%) 0 6 - T H E V A L I D C E L L S H A V E E X P E C T E D C E L L F R e P U E N C Y L E S S T H A N 5.0. N I N I N U M E X P E C T E 3 C E L L F R E Q U E N C Y 0.724 C H I b J U A R E rn 26.32118 W I T H 20 D E G R E E S O F F R E E D O M S I G N I F I C A N C E ' 0.1555 C H A V E R ' S V = 0.21303

NUMHER O F M I S S I N G O B S E R V A T I O h S rn 6 2

TABLE 111-19

1979-83 PERCENT CHANGE IN RIDERSHIP BY INSTITUTIONAL TYPE

I n s t l t u t i o n a l Typc COUNT I

ROU PC: ICITY-COU MULTI-PU SPECIAL NONPROFI PRIVATE OTPER R O U

COL PC1 INTY RPOSE D I S T R I C t T TOTAL I 1.1 2.1 3.1 4.1 5. I 6. I

3 Change --------I -------- I --------I -------- I ------d- 1 -------- 1 -------- R i d u r s h i p I

1 . 1 1 3 1 0 I 3 I 1 I 1 I 4 I 22 -.21 O R AORE I 59.1 I 0. I 13.6 I 4.5 I 4.5 I ?E.2 ! i 5 . 2

I 13.8 I 0. I 7.5 I 20.0 1 12.5 I 40.0 I -I--------I--------I--------I--------I--------I--------I

I 26.1 1 30.8 I 40.0 I 60.0 I 37.5 I 10.3 ! -I--------I-------l--------I--------I--------I-------- I

3. I 1 6 I 4 1 1 4 1 1 I 3 1 2 I 40 +O TO .249 1 L 3 . 9 I 10.0 I 35.0 I 2.5 I 7.5 1 5.0 I 27.6

I 23.2 1 30.8 I 35.0 I 20.0 I 37.5 I 20.0 I -I--------I--------[--------I--------I--------I-------- I

4. I 15 I 3 I 4 I 0 1 0 I 1 I 2 3 + . 2 5 TO .C99 I 65.2 I 13.0 i 17.4 I 0. I 0. I 4.3 I 15.9

I 21.7 I 23.1 I 10.0 I 0. I 0. I 10.0 i -I--------I--------I--------I--------I--------I-------- I

5. I 7 I 2 I 3 1 0 I 1 I 2 I 1 5 t .50 C 3 MORE I 46.1 I 13.3 I 29.0 I 0. I 6.7 I 13.3 I 10.3

I 10.1 I 15.C I 7.5 1 0. I 12.5 I 20.0 I -I--------I--------I--------I--------I--------I-------- I

COLUMN 6 9 13 40 5 8 1 0 1 4 5 TOTAL 41.6 9.0 27.6 3.4 5.5 .6.0 1OG.G

21 OUT OF 30 ( 10.0%) OF THE VAL ID CELLS HAVE EXPECTED CELL FREQUENCY LESS TH&N 5.0. nINIb!UM EXPECTED CELL FQEQUENCY = 0.517 CHI >QUARE 21.86901 Y ITH 20 DEGREES OF FREEDOM SIGNI f ICAtJCE * 0 -Z477 CRAMEg'S V 0.19418

hUMBEB OF MISSING OBSERVATION; a 6 2

TABLE 111-20

1979-83 CHANGE IN OPERATING EXPENDITURE BY INSTITUTIONAL TYPE

InstitntisnaL Type COUNT I

ROU PCT [CITY-COU MULTI-PU SPECIAL NONPROFI PRIVATE OTHER R O U

C I : ~ ~ ~ ~ in C O L P C T IliTy RPOSE DISTRICT T l C ; 4 . I 1.1 2.1 3. I 4.1 5.1 6.1 O~eratinq --------I -------- I --_------ 1 -------I- -------- 1 -------- --------

Expr2ndi turc 1 . I 5 I 1 I 4 I 1 I 1 I 1 i 1 4 3ELkEA5E 1 42.9 1 7.1 I 23.6 I 7.1 I 7.1 I 7.1 I 13.0

1 3.4 I 7.7 I 9.8 I 20.0 I 16.7 1 9.1 I -I--------I--*-----I--------I--------I--------I--------.

2. 1 1 4 1 1 I 7 1 1 I 1 I 3 I 2 7 u-499,999 I 51.9 I 3.7 I 25.9 I 3.7 I 3.7 I 11.1 ! 19.3

I 21.9 i 7.7 1 17.1 I 20.0 I 16.7 1 27.3 I -I--------I--------l--------I--------[--------l-------- I

3 . I 21 I 2 I 7 I 0 I 3 I 3 1 3 3 + 5 0 U - 9 9 9 , 9 7 9 I 63.6 I 6.1 I 21.2 1 0. I 9 . 1 I 0. I 23.0

I 32.a I i s . 4 I 17.1 I a. I 50.0 I a. I - I - - - - - - - - I - - - - - - - - T - - - - - - I - - - I - - - - - - - - I - - - - - - - - l - - - - - - - - I

4. I 1 4 I 5 I 9 I 2 I 0 I 4 I 34 +1,b00-4,999,999 I 41.2 I 14.7 f 26.5 I 5.9 f 0. I 11.8 1 2 v . 3

1 21.5 I 38.5 i 22.0 I 40.0 I 0. I 36.4 1 -I--------I--------I--------I--------I--------l-------- I

5. I 3 1 4 'I 14 I 1 I 1 I 3 I 3 2 + >rU00,000 OR H I 23.1 I 12.5 I 45.3 I 3.1 I 3.1 I 9.4 I 22.9

I 14.1 I 30.8 I 34.1 I 20.0 I 16.7 1 27.3 I *I--------I--------I----*---l---I--------I--------:-------- I

;OLUNN 6L 1 s L 1 5 6 1 : 1 4 0 TCTAL 45.7 9 .3 23.3 5 . 6 4.3 7.9 730.0

2 1 OUT OF 3g ( 70.02) OF THE VAL ID CELLS HAVE EXPECTED CELL FREQUENCY LESS ThAh 5.9. MINIAUM EXPECTEJ CELL FREQUENCY 8 0.500 C h l SQUARE * 20.4JO87 U I T l l 23 OEGR€ES Of fREEDOn S I G N I f l C L t ~ C E = 0.4313 C R A A ~ R ' S V 0.19101

NbMOER Of MISSING OBSERVATIONS 8 6 7

TABLE 1 1 1 - 2 1

1979-83 PERCENT CHANGE I N OPERATING EXPENDITURES BY INSTITUTIONAL TYPE

Institutional Type C(1UNT I

ROU PCT IC IT I -COU MULTI-PU SPECIAL NONPROFI PRIVATE OTHER R O Y

9 Change COL PCT INTY RPOSE DISTRICT T TOTAL I 1. I 2. I 3. I 4. I 5. I 6.1 operating -------- 1 -------- 1 --------I -------- 1 -------- 1 -------- I --------

Expendrture I 1. I 6 I 1 I 4 I 1 I 1 I 1 I 1 4 . .

DECREASE I 62.9 I 7.1 I 28.6 I 7.1 I 7.1 I 7.1 1 10.0 I 9.4 I 7.7 I 9.8 I 20.0 I 16.7 I 9.1 I

-I--------I--------I--------[--------l--------I-------- I 2 . I 9 I 4 I 4 I 1 I 0 I 1 I 1 9

+ U.0-.249 I 47.4 I 21.1 I 21.1 I 5.3 I 0. I 5.3 I 13.6 I 14.1 1 30.8 1 9.8 I 2 0 - 0 I 0. I 9.1 I

- 1 --------I ------- -1--------1--------1--------1--- ----- 1 3. I 1 8 I 3 1 1 2 1 2 I 2 1 3 I 40

+ .25-,499 1 4 5 . 0 I 7.5 I 30.0 I 5.0 1 5.0 I i . 5 I 28.6 I 28.1 I 23.1 1 29.3 I 43.3 1 33.3 I 27.3 1

-I--------I--------I--------I--------I--------I-------- I

4. I 20 1 5 1 I 1 I 0 I 6 ! 4 4 + .SO-.999 I 45.5 I 6.8 I 37.8 1 2.3 1 0. 1 13.6 I 37.4

I 31.3 1 23.1 I 34.1 I 20.2 I 0. 1 54.5 1 -1--------1--------1--------1--------1--------1-------- I

5. 1 1 1 I 2 1 7 I 0 I 3 1 0 I 2 3 t 1 . 0 O R M O R E 1 4 7 . 8 I 8.7 1 3 0 . 4 I 0. 1 1 3 . 0 I 0. 1 1 6 . 4

I 17.2 1 15.4 I 17.1 I 0. 1 50.0 1 0. I -I--------I-------I--------I--------I--------I-------- I

COLUMN 64 1 3 6 1 5 6 1 1 1 4 0 TOTAL 45.7 9.3 29.3 3.6 4.3 7.9 100.0

2 1 OUT OF 30 ( 70.0%) O f THE VAL10 CELLS HAVE EXPECTED CELL fRE0UENCY LESS THAN 5.0. MI!dINUbl. EXPECTED CELL FREQUENCY 8 0.500 CHI SOUARE = 16.85296 W I T H 2 0 DEGREES OF FREEDOM SIGNIFICANCE = 0.6625 CPAREk'S V 8 0.17348

Ntl t lBtR O f MISS IN^ OBSERVATIONS 8 6 7

TABLE 111-22

1979-83 CHANGE IN FAREBOX RECOVERY . RATE BY INSTITUTIONAL TYPE

Ins ti tutional Tvpe COUNT I

R O Y P C 1 !C ITY-COU P I I ILT I -PU S P E C I A L N O N P R O F I P R I V A T E OTHER R O Y COL P C 1 I N T Y RPOSE D I S T R I C T T T O T A L

D E C L I N E GT - 5

3 . NO CHANGE

6. + l u O R MORE

COLUMN T C T A L

20 O U T O F 36 ( j 2 . 2 ~ ) O F T H E V A L I D C E L L S H A V E E X P E C T E D C E L L F R E Q U E N C Y L E S S T d A a 5 .3 . R I N I M U U EXPECTEO CELL FREQUENCY * 3 . 3 9 9 C H I SQUARE = 1 7 . 9 1 0 6 7 U I T H 2 5 DEGREES OF FREEOOR S I G N I F I C A N C E 0.8462 C A A M t R ' S V 0 . 1 6 1 1 1

NUMBER OF M I S S I N G O B S E R V A T I O N S 9 6 P

TABLE 1 1 1 - 2 3

1979-83 PERCENT CHANGE I N FAREBOX RECOVERY RATE 3 Y INSTITUTIONAL TYPE

Institutronal Type COUNT I

R O U P C T ICITY-cou MULTI-PU S P E C I A L JONPROFI P R I V A T E O T H E R R O W COL PCT I t lTY RPOSE DISTRICT T TDTAL

% Cllange I 1.1 2. I 3. I 4. I 5. I 6.1 Recovery Rate ------I--------I--------l--------~--------L--------I-------- I

1 . 1 1 0 1 1 I 7 I 1 I 0 I 3 1 2 2 D E C L i N E G T - . 1 5 1 4 5 . 5 I 4.5 1 3 1 . 8 1 4.5 I 0. 1 1 3 . 6 1 1 5 . 9

I 16.1 I 8.3 I 16.3 1 20.0 I 0. I 27.3 I -I--------I-------I--------I--------I--------I--------I

2. I 15 I 2 1 1 0 1 3 I 3 I 3 I 3 6 - . b l TO -.1S I 41.7 I 5.6 1 27.8 I 8.3 1 8.3 I 8.3 I 26.1

I 24.2 I 16.7 I 23.3 1 60.0 I 60.0 1 27.3 I -I--------I--------I--------I--------I--------I-------- I

3 . 1 1 0 1 $ 1 I 4 I 0 I 1 I 1 I 1 7 I10 CHANGE I 58.8 1 5.9 I 23.5 I 0. I 5.9 I 5.9 I 12.3

I 1 6 1 I 8.3 I 9.3 I 0. I 20.0 I 9.1 I -I--------I--------I--------I--------I--------I-------- I

4 . 1 1 6 1 C I 8 I 0 I 0 I 0 I 28 +,01 TO t.14 I 57.1 I 14.3 1 28.6 I 0. I 0. I 0. I 20.3

I 25.8 I 33.3 I 18.6 I 0. I 0. I 0. I - 1 --------I -------- I -------- I -------- I ------- I -------- I

5. I 1 0 I 4 I 9 I 0 I 1 I 2 I 26 4-15 T O t.49 I 38.5 I 15.4 I 34.6 I 0. I 3.8 I 7.7 I 18.8

I 16.1 t 33.3 I 20.9 I 0. I 20.0 I 18.2 I -I--------I--------I--------I------I----I--------I-------- I

6. I 1 I 0 I 5 I 1 I 0 I 2 I 9 t.50 OR MORE I 11.1 I 0. I 55.6 I 11.1 I 0. I 22.2 1 6.5

I 1.6 I 0. I 11.6 I 20.0 I 0. I 18.2 I -I--------I--------I--------I--------I--------I--------I

COLUMN 6 2 1 2 4 3 5 5 1 1 1 3 8 TOTAL 44.9 8.7 31.2 3.6 3.6 8.0 1GO.O

20 OUT Of 36 [ 72.2%) O f THE VAL10 CELLS HAVE EXPECTED CELL FREQUENCY LESS THAN 5.3. MlNIMbf l EXPECTED CELL FREQUENCY = 0.326 CHI SQUARE 27.05563 U ITH 2 5 DEGREES O F FREEDOM S I G N I F ~ C A N C E 0.3531 CHAHtU'S V * 0.19802

NUMEJER O f MISSING 08SERVATIONS * 6 9

TABLE 111-24

1979-83 CHANGE IN NO. OF FULL TIME EMPLOYEES BY INSTITUTIONAL TYPE

I n s t i t u t i o n a l Type COUNT I

ROY PCT ICITY-COU MULTI-PU SPECIAL NOWPROFI PRIVATE OTHER ROY CCL PCT INTY RPOSE DISTRICT T TOTAL

V L ' L L .

1 . 1 1 0 1 1 I 7 I 0 I 1 I 2 I 2 1 - 1 1 O R MORE 1 67.6 I 6.8 I 33.3 1 0. I 4.8 1 9.5 1 13.9

I 16.1 I 7.1 1 16.3 I 0. 1 9.1 I 28.6 I -I--------I--------I--------I--------I--------I-------- I

2. I 1 7 I 3 1 i a r 3 I 2 I 2 I 3 7 - 1 TO -10 1 4 5 . 9 I 8.1 1 2 7 . 0 1 8.1 1 5.4 I 5.4 I 24.5

I 23.9 1 21.4 1 23.3 1 60.0 I 18.2 r 28.6 I -1 --------I -------- I -------- I -------- 1 -------- 1 -------- I

3. 1 6 I 1 I 1 I 1 I 5 I 1 1 15 hO CHANGE 1 4 0 . 0 I 6.7 1 6.7 I 6.7 1 3 3 . 3 1 6.7 I 3 . 7

I 8.5 1 7.1 1 - 2 . 3 I 20.0 I 65.5 I 16.3 I -I----*---I-------I-A------I--------I-------I-------- I

4. I 78 1 3 1 5 X 0 I 3 1 1 I 3 0 + 1 TO 9 I 60.0 I 10.0 I 16.7 I 0. I 10.0 I 3.3 I 19.9

I 25.4 I 21.4 1 11.6 I 0. I 27.3 I 14.3 1 -I--------I--------I-------I--------I--------I-------- I

5 . I 1 2 I 3 1 1 0 1 0 I 0 I 0 I 25 + l o TO 49 I 48.0 1 12.9 I 40.0 I 0. I 0. I 0. I 16.6

1 1 6 . 9 1 2 1 . 4 1 2 3 . 3 1 0. I 0. I 0. I -I--------I'-------r------I---I--I- ---- ---I--- ----- I

6. I 8 1 3 1 1 0 1 1 I 0 I 1 I 2 3 +5 l j O R M O R E 1 3 4 . 8 I 13.0 I 43.5 I 4.3 I 0. I 4.3 I 15.2

I 11.3 1 27.4 1 23.3 1 20.0 I 0. I 14.3 I -1--------1'-------1--------I--------I--------I-------- I

COLUMN 7 1 1 4 43 5 1 1 7 1 5 1 TOTAL 47.0 9.3 28.5 3.3 7.3 4.6 li10.0

2s O U T O F 36 ( 69.4%) O F THE-VAL ID CELLS H A V E E X P E C T E D CELL F R E P U E E C Y L E S S THAN 5.0. MINIl4UM EXPECTEO CELL FREUUENCY * O.'497 c r l l SUUARE = 30.67828 Y l T H . 25 DEGREES OF FREEOOM SIGNIFICANCE = 0.0619 CRAf4ER0S V s 0.22041

NUMBER OF MISSING OBSERVATIONS * 56

TABLE 1 1 1 - 2 5

1979-83 PERCENT CHANGE I N NO. OF FULL TIME EMPLOYEES BY INSTITUTIONAL TYPE

Instltutronal Type C O U N T 1

R O Y PCT ICITY-COU MULTI-PU SPECIAL NONPROFI PRIVATE OTHER P 0 Y C O L P C T INTY RPOSE DISTRICT T T O T A L

I 1. I 2.1 3.1 4 . 1 5.1 6.1 ? Change -,---,--I-------,I--------I--------I--------~--------I-------- I TTE 1 . 1 1 2 1 0 I 9 I 1 I 2 I 1 1 25 - bT - . T O I 63.0 I 0. I 36.0 I 6.0 I 8.0 I 6.0 I 16.6

I 16.9 I 0. I 20.9 I 20.0 1 18.2 I 16 .3 I -I--------I-------I--------I--------I--------I-------- I

2. I 1 5 I 4 I 8 I 2 I 1 1 3 i 3 5 -.GO1 TO- .10 I 65.5 1 12.1 I 24.2 1 6.1 1 3.0 I 9.1 I 21.9

I 21.1 1 28.6 I 18.6 I 60.0 I 9.1 I 62.9 I -1 --------I -------- 1 -------- I -------- 1 -------- 1 -------- i

3 . I 6 I 1 I 1 I 1 I 5 I 1 I 1 5 N O C H A N G E I 60.0 I 6.7 I 6.7 I 6.7 1 33.3 1 6.7 1 9.9

I 8.5 I 7.1 I 2.3 I 20.0 I 65.5 I 16.3 I -I--------I--------I--------I--------l--------I-------- I

6. I 111 I 5 2 1 2 1 0 I 2 I 0 I 29 *.01 T O .09 I 36.5 I 17.2 I 41.4 I 0. I 6.9 1 0. I 19 .2

I 16.1 1 35.7 1 27.9 I 0. I 18.2 I 0. I -I--------I--------1----------1--------1--------1-------- I

5. I 12 I 0 I 7 I 0 I 0 I 1 1 2 0 +.I0 T O .269 1 6 0 . 0 1 0. 1 3 5 . 0 I 0. I 0. I 5.0 I t3.2

1 16.9 I 0. I 16.3 1 0. I . 0. I 1 I -1--------1--------1--------1--------1--------1-------- I

6. 1 l o I 6 I 6 1 1 1 1 I 1 I 29 +.25 O R M O R E I 55.2 I 13.8 I 20.7 I 3.4 I 3.6 I 3.4 I 19.2

1 22.5 I 28.6 I 14.0 I 20.0 I 9.1 I 16.3 I -1--------I--------I--------I--------I-------I-------- I

C O i U f 4 H 14 43 5 11 7 1 5 1 T O T A L 67.0 71 9.3 28.5 3.3 7.3 6.6 1GO.O

25 O U T Of 36 ( 6 9 . 4 % ) O F THE VALID CELLS H A V E EXPECTED CELL FREQUENCY LESS THAk 5.9. P I t d I w n E X P E C T E D C E L L F R E P U E N C Y = 0.697 CHI SdUARE 38.08267 YITH 25 DEGREES Of F R E E D O M SIGNIFICANCE = O.OCS6 CNAMEfl'S V = 0.22459

NUneER O F MISSING OBSERVATIONS = 5 6

TABLE 1 1 1 - 2 6

1979-83 CHANGE I N PART TIME EMPLOYEES BY INSTITUTIONAL TYPE

Ins ti tutional Type COUNT I

RGU PCT ICITY-COU MULTI-PU SPECIAL NOt4PRGFI PRIVATE OTHER R O Y COL PCT INTY RPOSE DrSTRICT 1 rOTAL

Cnar.<:ie I 1 . 1 2.1 3. I 6.1 5.1 6. I . - - 3 . F"r:

--------1--------1--------1--------1--------1--------i-------- I 1. I 7 I 0 I 5 1 3 I 3 I 0 I 15

3ECLINE I 46.7 1 0. 1 3 3 . 3 I 20.0 I 0. I 0. i 1 8 . 1 I 17.5 I 9. I 18.5 I 75.3 1 0. 1 0. I

-I---*----I--------I--------I------+-------I-------- I 3 . I 13 I 1 1 1 0 1 0 I 1 I 2 i

+1 To 3 I 48.1 1 3.7 I 37.0 I J. I I . ? I 7.4 I I 32;s I 29.0 I 37.0 I 0. I 2 5 . 0 I 50.0 I

-I--------I--------I--------I--------I--------I-------- I

4 . I 5 I 1 I 6 I 1 I 0 I 0 I + I 0 TO 2 4 I . 58.5 I 7.7 I 46.2 1 7.7 I 0. I 0. I

I 12.5 I 25.0 I 2 2 . 2 I 25.0 1 0. I 0. I -1 ------- -f--------I--------I--------I--------l- ---- ---I

5 . I a : 1 I 4 I 0 I 1 I 2 'I +2> O R KORE I 33 .3 I 8.3 I 3 3 . 3 f 0. I 8.3 I 16.7 i

1 10.D I 25.0 I 14.8 I 0. I 2 5 . 0 I 50.0 I -I--------l--------I--------I--------I--------I-------- 1

COLJUN 40 4 2 7 4 4 4 TOTAL , 48.2 4 - 8 32.5 4.8 4. J 4.8 ,

25 OUT OF 30 ( 76.7%) OF514tE VALID CELLS HLVE EXPECTEO CELL FREPUEIICY LESS i H A y 5.C. MI t i I f l L f l EXPECTED CELL FREQUENCY * 0.578 CHI SQUARE 3 26.21735 U:;H 2.0 DEGREES OF FREEDOM S I G N I F I C A ~ C E 3 P.1588 CkAMErt'S V 8 0.28101

hbHMEa OF MISSING OBSERVATIONS 8 1 2 4

TABLE 111-27

1979-83 PERCENT CHANGE IN PART TIME EMPLOYEES BY INSTITUTIONAL TYPE


ROU PCT ICITY-COU MULTI-PU SPECIAL NONPROFI PRIVATE OTHER ROU COL PCT INTY RPOSE DISTRICT T TOTAL

I 1.1 2.1 3.1 4.1 5.1 6.1 $ Change

-----am- I ------ ;-I -------- 1 -------- 1 -------- 1 -------- 1 -------- in PTE I

1. I 7 1 0 I 5 I 3 1 0 'I 0 I 1 5 DECLINE 1 4 6 . 7 1 0. 1 3 3 . 3 1 2 0 . 0 1 0. I 0. 1 1 8 . 1

I 17.5 I 0. I 18.5 I 75.0 I 0. I 0. I -1--------1--------1--------1--------1--------1-------- I

2. I 1 1 I 1 I 2 1 0 I 2 I 0 I 1 6 NO CHANGE 1 6 8 . 8 I 6.3 I 12.5 I 0. 1 1 2 . 5 I 0. I 19.5

I 27.5 I 25.0 I 7.4 I 0. 1 50.0 I 0. I -I--------I--------I--------I--------l--------I-------- I

-I--------I--------I--------I--------I--------I-------- I

L. I 4 I 0 1 4 I 0 I 0 I 1 I 9 +.>u T J .99 I 44.4 I a. I 44.4 I O. I O. I 11.1 I 1s.a

I 10.0 I 0. I 14.8 I 0. I 0. 1 25.0 I -I--------I--------I--------I--------I--------I--------1

5. I 1 1 I 2 1 1 3 1 0 I 1 I 1 I 28 t l . O OR MORE I 39.3 1 7.1 I 46.6 I ' 0. I 3.6 I 3.6 I 33.7

I 27.5 I 50.0 I 48.1. I 0. I 25.0 1 25.0 I -I-- ------ I --- ----- I--------I--------I--------I-------- I

COLUUN 40 4 2 7 4 4 I 8 3 TOTAL 48.2 4.3 32.5 4.8 4.8 4.8 100.0

2 4 OUT OF 3 0 ( 80.0%) OF THE VAL ID CELLS HA'vE EXPECTED CELL FREQUENCY LESS THAN 5.0. n I : i IMun E X P E C T E D CELL F R E Q U E N C Y 0.434 CHI SQUARE * 26.03007 Y I T H 2 0 DEGREES -OF FREEDOM S l G N I f ICANCE * O.lbL8

LUMBER OF MISSING O0SERVATIONS * 124

TABLE 111-28

1979-83 CHANGE IN NO. OF MANAGERS BY INSTITUTIONAL TYPE

Institutional Type COIJNT I

ROU PCT I C I T Y - C O U M U L T i - P U S P E C I A L N O k P R O F I P R I V A T E OTHER R S U COL PCT I N T I QPOSE D I S T R I C T T T C T A ?

i 1.1 2.1 3. I 4 . I 5 . I 6.1 Change N --------I--------I--------I--------~--------I--------I-------- I of Manarjcrs 1 . I ? O I 2 1 1 2 1 1 I 0 I 0 L 2 5

D E C L I N E I 40.0 I 8.0 I 48.: I 4.0 I 0. I 0. I 17 .5 I j4.5 I 15.4 I 30.8 1 33.3 I 0. I 0. 1

-I--------I--------I--------I--------I--------I-------- I

. . 2 . I 3 0 1 5 1 . 8 1 2 I 8 I 3 I 56 N O CHANGE 1 53.6 I 8.9 I 14.3 I 3.6 I 1.3 I 5.4 I 37.2

I 43.5 I 38.5 I 23.5 I 66.7 1 72.7 I 37.5 1 -I--------I--------I--------I--------I--------I-------- I

3 . 1 2 5 1 4 I 1 1 I 0 I 2 I 4 I 46 t1 TO 9 I 54.3 I 8.7 I 23.9 I 0. I 4.3 1 8.7 I 32.2

I 36.2 I 30.8 I 28.2 I 0. I 18.2 I 50.0 I -I--------I--------I--*-----I--------I--------I-------- I

4. I 4 I 2 I 8 I 0 I I I 1 I le +10 OR MORE 1 25.0 I 12.5 I 50.0 I 0. I 6.3 I 6.3 I 11.2

I 5.8 I 15.6 I 20.5 I 0. I . 9 . 1 I 12.5 I -I--------I--------I--------I--------I--------I-------- 1

CSLUMN 69 13 3 9 3 1 1 B 143 ~ O T A L 58.3 9.1 27.3 2.7 7.7 5.6 100.0

76 OUT O F 24 ( 66.7%) O F THE VALID CELLS H A V E E X P E C T E D CELL FREJUEN,CY L E O S T u A u 5.0. R I N l P l U H EXPECTED C E L L FREQUENCY 8 0.336 C H I SPbARE 8 24.01597 UITH 15 DEGREES OF FREEDOM S I G N l F l C A N C E 0.0646 CRAHER'S V 0.23660

AUMBER O F M I S S I N G OBSERVATIONS 64

TABLE 1 1 1 - 2 9

1 9 7 9 - 8 3 PERCENT CHANGE I N NO. OF MANAGERS BY INSTITUTIONAL TYPE

Institutional Type C O U N T I

R O W P C T ICITY-cou ~ U L ~ I - P U SPECIAL N O N D R O F I P R I V A T E O T H E R R O U C O L P C T I N T ? R P O S E D I S T R I C T 7 T O T A L

3 Change I 1.1 2 . 1 3. I 4.1 5. I 6.1 13 .yanagers --------I--------I--------I--------I--------I--------I-------- I

0 1 . 1 1 0 1 2 1 1 2 1 1 I 0 I 0 I 25 D E C L I N E I 40.0 I 8.0 I 48.0 I 6.0 I 0. I 9. 1 17.5

I 14.5 I 15.4 ! 30.8 I 33.3 I 0. I 0. I -I--------I--------I--------I--------I--------[-------- I

2 . 1 3 0 1 5 I 8 I 2 I 8 1 3 I 56 N O C H A N G E 1 53.6 I 8.9 1 14.3 I 3.6 I 14.3 1 5.4 1 39.2

I 43.5 I 38.5 1 20.5 1 66.7 I 72.7 I 37.5 1 -I--------I--------I--------I--------I--------I-------- I

I 18.8 I 30.8 I 28.2 I 0. I 1 8 . 2 I 25.0 I -[--------I--------I--------I---I--------l--------I--------I

4 . 1 1 6 1 2 I 8 I 0 I 1 I 3 1 30 +.j0 OR U O R E I 5 3 . 3 I 6.7 I 26.7 I 0. I 3.3 I 10.0 I 21.0

I 23.2 I 15.4 I 20.5 I 0. I 9.1 I 37.5 I -I--------I--------I--------I------+-------I-------- I

C O L U M N 6 9 13 3 9 3 11 8 143 T O T A L 48.3 9.1 27.3 2.1 7.7 5.6 100.3

15 O U T O F 2L < 62.5%) O F T t t E V A L I D C E L L S H A V E E X P E C t E D C E L L F R E Q U E N C Y L E S S T h A N 5.0. M I N I M U M E X P E C T E D C E L L F R E Q U E N C Y 0.524 i n 1 S Q U A R E = 20.55676 U I T H 15 D E G R E E S O F F R E E O O M S I G N I F I C A N C E = 0.1515 C R A M t C ' S V 0.21891

TABLE IV-1

NUMBER OF VERTICAL LEVELS

V e r t i c a l Levels

1-2 l e v e l s

3 l e v e l s

4 l e v e l s

5 l e v e l s

6+ l e v e l s

TOTAL

Absolute _Freq.-

TABLE IV-2

NUMBER OF MAJOR DEPARTMENTS

Number of N o r Depts.

Absolute -Freq.-

3 Depts. 4 1

4 Depts. 36

5 Cepts. 2 9

6 Depts. 2 1

TOTAL

Adjusted Freq. (PCT)

Adjusted F r e q . (PCT

1 2 . 5

TAELE IV-3

NUMBER OF AGENCIES SPECIFYING DIFFERENT MAJOR DEPARTMENTS

N a j o r D e p a r t m e n t

A d m i n i s t r a t i o n - E x e c u t i v e

O p e r a t i o n s

M a i n t e n a n c e

F i n a n c e

P ; a r k e t l n g - P u b l i c I n f o r m a t i o n

P e r s o n n e l

P i a n n i n g - Deve lopmen t

Other N o f a g e n c i e s r e s p o n d i n g = 1 7 5

Number o f S p e c i a l t i e s

1-5

6-10

11-15

16+

TOTAL

TABLE IV-4

NUMBER OF SPECIALTIES

A d j u s t e d A b s o l u t e

F r e q .

TABLE IV-5

ORGANIZATIONAL CO!-¶PLEXITY MEASURE

C o m p l e x i t y I n d E

1-10

31-100

TOTAL

A b s o l u t e Freg.- --

F r e q . (PCT)

A d j u s t e d F r e q . (PCT) --

TABLE I V - 6

NUMBER OF VERTICAL LEVELS BY FLEET S I Z E

N of V c h l c l e s

COUNT I R O J P C T ILT 50 50-99 100-249 250-499 500-999 1000-199 2000+ COL D C T I 9

X cf Vertical I 1. I 2 . i 3. I 4.1 5. I 6. I 7.1 L-.-:ris --------I--------I--------I--------I--------I--------I--------I-------- I

1. I 12 I 2 I 2 I u I 0 I 0 I C I 1-2 L E V E L S 1 75.0 I 12.5 I 12.5 I 0. I 0. I 0. I 0. I

1 1 5 . 2 1 6 . 7 1 8 . 3 1 0. 1 0 . 1 0 . 0 . I -1--------1--------1--------1--------1--------1--------1-------- I

2 . 1 2 6 1 8 I 4 I 5 I 1 I 1 I 0 I 3 L E V E L S I 57.8 I 17.8 I 8.9 1 11.1 1 2.2 I 2.2 1 0. I

I 32.9 I 26.7 I 16.7 I 29.4 I 12.5 1 20.0 I 0. I -1 --------I ---- ----I--------I--------I--------I--------I-- ------ I

3. 1 26 I 14 I 5 1 3 I 4 I 2 I 1 I 4 L E V E L S 147.3 I 25.5 I 9.1 I 5.5 I 7.3 I 3.6 I 1.8 I

I 32.9 I 40.7 I 2C.8 I 17.6 1 50.0 I 40.0 I 33.3 1 -I--------I--------I--------I--------I--------I--------I-------- I

4 I 12 I 4 I 7 1 3 I 0 I 2 I 1 ! 5 L i V E L S I 61.4 1 13.8 I 24.1 1 10.3 I 0. I 6.9 I 3.4 I

I 15.2 I 13.3 I 29.2 I 17.6 I 0. I 40.0 I 33.3 1 - 1 --------I-- ----- 1 --------I -------- I -------- 1 --------I -------- I

5 . I 3 I 2 I 6 I 6 1 3 I 0 1 1 I - - b+ L E V E L S I 14.3 I 9.5 I -28.6 I 28.6 I 14.3 I 0. I 4.8 I

1 3.8 I 6.7 I 25.0 I 35.3 I 37.5 I 0. I 33.3 1 -I--------I--------I--------1--------1--------1--------1--------1

COLUMN 73 3 0 24 17 8 5 3 ' T O T A L h7.5 18.1 14.5 10.2 4.8 3.0 1 .8

ROY T O T A L

ZC O U T OF I < : R U I I E X P E C I aOUARE . 35 L 68.6%) O F THE V A L I D C E L L S H A V E E X P E C T E D C E L L fREQUEt4CY L E S S THAN 5.0.

TED C E L L FREQUENCY 3.289 41.05645 U I T H 24 D E t R E E S O f FREEDON S I G N I F I C A N C E 8 0.0164

CRAMER'S V a C.24866

hUMUtR O f M I S S I N G O B S E R V A T I O N S 4 1

TABLE I V - 7

NUMBER OF DEPARTMENTS BY FLEET S I Z E

N of Vehicles C O U N T I

R O 2 P C T ILT 50 50-99 102-249 250-499 500-999 1000-199 2000t R O Y C O L P C T I 9 T C T I L

?i n f I 1 .1 2. I 3.1 4.1 5. I 6. I 7.1 . - - 3rpsrt'Tents --------I--------I"'--------l--------I--------I--------I--------I-------- I

1 . 1 1 7 1 1 I f I 2 I 1 I 0 I 0 I 2 2 1-2 D E P T S I 77.3 I 4.5 1 4.5 I 9.1 I 4.5 I 0. I 0. I 13.C

I 21.5 I 3.2 I 4.0 I 11.8 I 12.5 I 0. I 0. I

2. 3 O P T S

4. 5 O E P T S

5. 0 D E P T S

C O L U M N T O T A L

31 G U T O F 42 ( 73.8%) O F T H E V A L I D C E L L S H A V E E X P E C T E D C E L L F R E Q U E N C Y L E S S T H A N 5.0. M I N I M U M E X P E C T E D C E L L F R E Q U E N C Y = 0.497 C H I i S U A R E = 64.96990 U I T H 30 D E G R E E S O F F R E E D O M SIGNIFICANCE * 0.0002 c R A n f R o S Y = 0.27727

h U N B E R O F M I S S I N G O B S E R V A T I O N S 8 3 8

TABLE IV-8

NUMBER OF MANAGEMENT S P E C I A L T I E S BY FLEET S I Z E

COUNT ; ROU PC1 I L T 5 0 53-99 1 3 0 - 2 4 9 250-499 SCO-999 1 0 0 0 - 1 3 9 2 0 0 0 t ROW COL PC1 I 9 TOTAL

!4 of I 1.1 2.1 3. I 4.1 5. I 6.1 7.1 si'i;3*tres ""'---I--"----I'-------I--------I--------I--------I--------7-------- I

1 . 1 2 7 1 2 I G I 3 I 1 I 0 I 0 I 3 7 1 - 5 S P E C I A L T i E S I 73.0 i 5.1 I 10.8 I 8.1 I 2.7 I 9. I 0. I 22.0

I 31.2 I 6.5 I 16.7 I 17.6 1 12.5 I 0. I 0. I

4. 1 6 t SPECIALTIES

COLUMN TOTAL

l o OJT OF 28 i 57.15) O F tHE VAL ID CELLS HAVE EXPECTED CELL FREQUESCY LESS THAN 5.0. PLRIFJH EXPECTED CELL FREQUENCY 0 0.762 Ch l >>UARE = 95.34066 YITH 18 DEGREES OF FREEDOH SIGNIFICANCE m 0.0000 C R A 9 t i ' S V 0.43493

huNDER 4 F HiSSING OBSERVATIONS s 3 9

TABLE IV-9

ORGANIZATIONAL COMPLEXITY BY FLEET SIZE

N of Vehicles COUNT I

ROu PC; ILT 50 50-99 100-249 250-499 500-999 1000-199 2000t COL PCT I 9

I 1. I 2 . 1 3. I 4. I 5. I 6.1 7.1 C o ~ p l e : ; l t y ,,,,----I------,-I--------I--------I--------I--------I--------I-------- I Indes 1 . 1 1 7 1 2 I 3 I 2 I 1 I 0 I 0 I

1-10 I 68.0 I 8.0 I 12.0 I 8.0 I 4.0 I 0. I 0. I I 21.5 I 6.7 I 12.5 I 11.8 I 12.5 I 0. I 0. I

-I--------I--------I--------I--------I--------I--------I-------- I 2 . I 55 1 15 I 2 I 4 I 1 I 0 I 0 I

11-?O 1 71.4 I 19.5 1 2.6 1 5.2 I 1.3 I 0. I 0. I I 69.6 I 50.0 I 8.3 1 23.5 I 12.5 I 0. I 0. I

-I--------I--------I--------I--------I--------I--------I-------- I 3 . I 7 I 1 1 I 14 1 4 I 3 1 1 I 0 I

21-33 I 17.5 I 27.5 I 35.0 1 10.0 1 7.5 I 2.5 1 0. I I 8.9 I 36.7 1 58.3 1 23.5 1 37.5 I 20.0 I 0. I

-1--------1--------1--------1--------1--------1--------1-------- I 4. I 0 I 2 I 5 1 7 I 3 1 4 I 3 1

31-100 I 0. I 8.3 I 20.8 1 29.2 I 12.5 I 16.7 I 12.5 I I 0. 1 6.7 120.8 I 41.2 1 3 7 . 5 1 8 0 . 0 1100.0 I

-I--------l--------I------l---I--------I--------I--------I-------- I COLUMN 79 30 2 4 17 8 5 3 TOTAL 47.6 18.1 14.5 10.2 4.8 3.0 1.8

ROY TOTAL

15 OJT OF 28 ( 67.92) OF THE VAL10 CELLS HAVE EXPECTED CELL FREQUENCY LESS THAN 5.0. MINIflUM EXPECTEO CELL FREQUENCY 0.434 CHI S4LARE 8 106.77132 UITH 18 DEGREES O F FREEDOM SIGNIFICANCE 0.0000 CRAfIih'S V 8 0.46303

NUMaER OF MISSING 00SERVATlONS a C 1

TABLE IV-10

VERTICAL LEVELS BY INSTITUTIONAL TYPE

Insiltutlonal Type COUNT I

ROY PCT I C I T Y - C O U M U L T I - P U S P Z C I A L N O N P R O F I P R I V A T E OTHER ROU

N cf COL PCT I N T Y RPOSE D I S T 2 I C T T T O T A L I 1.1 2.1 3. I 4. I 5 . I 6. I V e r t - c a ! -------- 1 --------:--------I ------- - 1 - ------- 1 --------I ----- ---

LC.. . 2:; I

1 . : 1 2 1 0 I 5 I 1 I 0 I 0 I 18 1 -2 L E V E L S I 65.7 I 0. I 27.8 I 5.6 I 0. I 0. 1 10.5

I 15.8 I 0. I 9.6 I 14.3 1 0. I 6. I -I--------l--------l--------I--------I--------I-------- I

2 . 1 2 3 1 4 1 1 0 1 1 I 2 I 5 I 45 3 - E J E L S I 51.1 I 8.9 I 22.2 I 2.2 i 4.4 I 11.1 I 26.3

I 33.3 I 26.7 1 18.9 I 14.3 I 33.3 1 35.7 I -I------.-I--------I--------I--------I--------I-------- I

I 2 4 : 7 I 17 1 2 I 2 I 5 1 5 7 6 , i r E L S I 42.1 I 12.3 I 29.8 1 3.5 I 3.5 1 8.8 I 33.3

I 31.6 I 40.7 I 32.1 I 28.6 1 35.3 I 35.7 1 -1 --------I---- ---- I--------I- ------- 1 ---I -------- 1

4. 1 11 I 4 I 9 I 2 I 1 I 2 I 25 5 L E I E L S I 37.9 I 13.8 I 31.0 I 6.9 I 3.6 I 6.9 I 17.0

I 14.5 I 26.7 I 17.0 I 28.6 I 16.7 I 14.3 I -I--------I--------I--------I--------I--------l-------- I

5 . I 6 I 0 1 1 2 1 1 I 1 I 2 I 22 6* L E V E L S I 27.3 I 0. I 54.5 I 4 . 5 I 4.5 I 9.1 I 12.9

I 7.9 I 3. 1 22.6 I 14.3 I 16.7 I 14.3 1 -1 ------- -I--------I--- ----- 1 --------I -------- 1 -------- I

COLURN 7 6 15 5 3 7 6 1 L 171 T O T A L b b .4 8.8 31 .O 4.1 3.5 8.2 1CO.O

15 3 U T SF 30 ( 63.3%) OF THE V A L I D C E L L S HAVE EXPECTED CELL FREPUEI*CY L E S S THAN 5.0. M L N I M u U EXPECTED CELL FREQUENCY 0.632 : H I S 4 U A Q E = ld.49312 Y I T H 20 DEGREES OF FREEOOM S I G N I F I C A N C E 0.5550 ~ ~ A M E K ' U V 0.16$43

kj!4eEJ O F * I S S I N G O B S E R V A T I O N S . 3 6

TABLE I V - 1 1

NUMBER O F MAJOR DEPARTMENTS BY I N S T I T U T I O N A L T Y P E

I n s t i t u t i o n a l Type C O U N T I

R G U P C T : C I T Y - C O U 3 U L T I - P U S P E C I A L H O N P R O F I P R I V A T E C T H E R ROW

?; of ?la;or C O L P C 1 I N T Y R P O S E D I S T R I C T T T O T A L

I 1.1 2.1 3. I 4 .1 5. I 6. I 3e23rtment3 --------I-----_--I--_------I--------I--------I--------I-------- I

-I--------I--------I--------I--------I--------I------- I 2 . 1 2 8 1 2 I 6 1 1 I 3 I 1 41

3 D t P T S I 68.3 I 4.9 1 14.6 I 2.4 I 7.3 I 2.4 I 23.6 I 36.4 I 12.5 I 11.3 1 14.3 I 50.0 1 6.7 I

-l--------I--------l--------I--------I--------I-------- I 3. I 14 I 3 1 1 6 1 0 I 0 I 1 I 34

c D E P T S I 41.2 I 8.8 I 47.1 I 0. I 0. I 2.9 I 19.5 I 18.2 I 18.8 I 39.2 I 0. I 0. 1 6.7 I

-I--------I-------I--------I--------I--------I-------- I 4 . 1 1 4 1 3 I 8 I 1 I 0 I 3 I 29

5 3 E P T S 1 48.3 I 10.3 I 27.6 I 3.4 I 0. I 10.5 I 16.7 I 13.2 I 18.8 I 15.1 I 14.3 I 0. 1 20.0 I - I -------- 1 ------- - I--------I--------I--------I-------- I

-I--------I--------I--------I--------I--------I-------- I

6. 1 8 I 3 1 1 3 1 1 I 0 I 2 I 27 7 + D E P i S I 29.6 I 1 1 . I 48.1 I 3.7 I 0. I 7.4 I 15.5

1 10.4 I 18.8 I 24.5 I 14.3 I 0. I 13.3 I -1--------1--------1--------[--------1--------1-------- I

C O L U M N 7 7 1 b 5 3 7 6 15 174 T O T A L 44.3 9.2 30.5 4.0 3.4 8.6 100.0

24 O U T J F 36 ( 66.71) O F T H E V A L I D C E L L S H A V E E X P E C T E O C E L L F R E Q U E N C Y L E S S T H A N 5.0. M I N I M U M E X P E C T E D C E L L F R E Q U E t d C Y a 0.724 CYI S u U I R E = 51.45243 U I T H 25 D E G R E E S O F F R E E D O M S I G N I F X C A N i E = 0.0014 C 2 A H E X e S Y * 0.24319

ZbNBtY O F * I S S I N G O B S E R V A T I O N S a 3 3

TABLE IV-12

NUMBER'OF MANAGEMENT SPECIALTIES BY INSTITUTIONAL TYPE

Instltut~onal T{pe COUNT I

RCV PCT ICITY-COU MULTI-PU SPECIAL NONPROTI PRIVATE OTHER

N of COL PCT INTY RPOSE DISTRICT T I 1; 1 2.1 3. I 4.1 5. I 6.1

= p e c l s l = l e = -------- 1 --------I -------- I -------- I -------- 1 -------- 1 -------- I 1 . 1 2 6 1 1 I 7 I 2 I 2 I 0 I

1 - 5 S P E C I A L T I E S I 68.4 1 2.6 I 18.4 I 5.3 I 5.3 I 0. I 1 33.8 I 6.3 1 13.2 I 28.6 I 33.3 1 0. I

-I--------I--------I--------I--------I--------I-------- I 2 . 1 3 0 1 4 1 1 9 1 1 I 2 I 6 I

A-70 I 48.4 I 6.5 1 30.6 I 1.6 I 3.2 I 9.7 1 I 39.0 I 25.0 I 3 5 . 8 I 14.3 I 33.3 1 4 2 . 9 I

-1 --------I -------- I -------- I -------- I -------- 1 -------- I 3. I 1 4 I 3 I 8 1 1 1 1 I 6 I

11-15 I 42.4 I 9.1 I 24.2 1 3.0 I 3.0 I 18.2 I 1 18.2 I 18.8 I 15.1 I 14.3 I 1 6 . 7 . 1 62.9 I - -I--------I--------l------I---I--------I--------l-------- I

4. I 7 I 8 1 1 9 1 3 I 1 I 2 I l o + S P E C I A L T I E S I 17.5 I 20.0- I 47.5 I 7.5 I 2.5 I 5.0 I

I 9.1 I 50.0 I 35.8 I 42.9 1 16.7 I 14.3 I -I-- ------ I --------I --- ----- 1- -------I-------- I-- ------ I

COLUMN 7 7 1 6 5 3 7 6 1 2 T~ITAL 44.5 9.2 30.6 4.0 3.5 8.1

R O W TOTAL

14 O U T O F * 26 ( 58.3%) O F THE VALID CELLS H A V E E X P E C T E D CELL FREQUENCY LESS T H A N 5.0. R IN IXUH EXPECTEO CELL FREQUENCY 1.145 CHI SGUARE * 35.69836 WITH 15 DEGREES OF FREEDON SIGNIFICANCE a . O . ~ O Z O

MlMtlra O F MISSING OBSERVATIONS x 34

TABLE IV-13

ORGANIZATIONAL COMPLEXITY BY INSTITUTIONAL TYPE

Institational Type COUNT I

R O Y P C T I C I T Y - C O U F l U L T I - P U S P E C I A L N O l 4 P R O F I P R I V A T E OTHER ROW COL PCT I N T Y RPOSE D I S T R I C T 7 T O T A L

Corrg1eult.i I 1.i 2.1 3. I 4.1 5. I 6.1 --------:--------1--------1--------1--------1--------1-------- il;eu 1

1 . 1 1 9 1 1 1 3 I 2 I 1 I 0 I 26 1 - i u 1 73.1 I 3.8 I 11.5 I 7.7 I 3 . 8 1 0. I 15.2

I 25.0 I 6.7 1 5.7 1 28.6 I 16.7 i 0. I -I--------I--------I--------I--------I-----*--l-------- I

2 . 1 3 7 1 4 1 2 6 1 1 I 4 I 7 1 79 11-23 I 46.8 I 5.1 I 32.9. I 1.3 I 5.1 I 8.9 I 46.2

I 48.7 1 26.7 I 49.1 I 14.3 I 66.7 1 50.0 I -I--------I--------I--------I--------I--------I-------- I

3. I 15 1 5 I 1 2 1 2 I 0 I 6 i 40 21-30 I 37.5 I 12.5 I 30.3 I 5.0 I 0. I 15.0 I 23.4

I 19.7 I 33.3 I 22.6 I 28.6 I 0. I 42.9 1 -I--------I--------I------.-I--------I--------I-------- I

4. I 5 I 5 1 1 2 1 2 I 1 I 1 I 2 6 31-100 I 19.2 I 19.2 1 46.2 I 7.7 I 3.8 1 3.8 I 15.2

1 6.6 I 33.3 1 22.6 I 28.6 I 16.7 I 7.1 I -I--------I--*-----I--------I--------I--------I-------- I

COLUMN 7 6 15 5 3 7 6 14 17 1 T O T A L 44.4 8.8 - 31 .O 4 . 1 3.5 8.2 100.0

14 OUT O f 24 ( 58.3;) O F T H E s V A L I D CELL! H A V E EXPECTED C E L L FREQUENCY L E S S THAN 5.0. R l N I N g P ! EXPECTED CELL FREOUENCY = 0.942 - . C H I z r u A R E = 30.36569 U l T H 15 D E G R E E S OF FREEDOM S I G N I F I C A N C E = 0.0107 C R A n i R ' S V = 0.24329

hUMt!EH OF M I S S I N G O B S E R V A T I O N S 36 *

TABLE V- 1

EXTENT O F RECRUITING DIFFICULTY

R e c r u i t i n g D i f f i c u l t y -- M a j o r P r o b l e m 1

2

3

No P r o b l e m

TOTAL

A b s o l u t e F r e q . -

10

A d j u s t e d F r e q . (PCT)

-A-

5 . 1

TABLE V - 2

SPECIFIC PROBLEM AREAS FOR MANAGEMENT RECRUITMENT

% o f A g e n c i e s

Management Area_ N o f M e n t i o n s Ment i o n i n q

M a i n t e n a n c e S u p e r v i s o r 27 ( 3 2 . 9 ) 46.6

A d m i n i s t r a t i o n - M a n a g e m e n t 6 ( 7 . 3 )

O p e r a t i o n s Management

D i r e c t o r s - E x e c u t i v e s

S p e c i a l Ski l ls-Adrn. 1 2 ( 1 4 . 6 ) 20 .7

S p e c i a l S k i l l s - O p e r a t i o n s 6 ( 7 . 3 ) 10.3

D i s p a t c h e r 3 ( 3 . 7 ) 5 .2

O t h e r 3 ( 3 . 7 ) --- 5 . 2 --- T o t a l 82 ( 1 0 0 ) N=58 A g e n c i e s

TABLE V-3

REASONS FOR RECRUITMENT PROBLEMS

Reason

F i n a n c i a l

I n a d e q u a t e q u a l i f i c a t i o n s o f a p p l i c a n t s

Lack of q u a l i f i e d i n - h o u s e p e r s o n n e l

Lack o f career o p p o r t u n i t i e s

R e g u l a t o r y I s s u e s

O r g a n i z a t i o n a l i s s u e s

O t h e r

TOTAL

N_ o f M e n t i o n s

4 5 (38.8%)

48 ( 4 1 . 4 5 )

TABLE V-4

STEPS TAKEN TO RESOLVE RECRUITMENT PROBLEMS

S o l u t i o n

I n t e r n a l T r a i n i n g

F i n a n c i a l I n c e n t i v e s

I n c r e a s e d I n c e n t i v e s

S t r o n g e r R e c r u i t m e n t

Haven ' t Overcome

O t h e r

TOTAL

N of M e n t i o n s

% A g e n c i e s M e n t i o n i n g

(N=791

% A ~ e n c i e s M e n t i o n i n g - (N=71)

TABLE V-5

RECRUITMENT PROBLEM BY N . OF V E H I C L E S

N 05 V e h ~ z l e s

COUNT I R O U PC1 I L T 50 50-39 100-249 250-499 500-999 1CSO-15'9 Z O G O + CCL PC1 I 9

Extent o f I 1.1 2.1 S.1 4.1 5 . I 6.1 7. I ?roj:em, ----~---I--------I--------I--------I--------I--------I--------I-------- I

1. I 4 I 2 1 3 t 0 I 1 I 0 I 0 I 'IAJCR ?2OBLEi4 I 40.0 1 20.0 1 30.G I 0. 1 10.0 I t . I 0. 1

1 4.4 I 6.1 1 11.5 I 0 . 1 14.3 I 3. I 0. ! -I--------I--------I--------I--------I--------I--------I-------- I

2. 1 1 3 1 4 I 5 I 2 I 2 1 1 I 0 I I 43.1 1 14.8 I 18.5 I 7.4 I 7.4 1 3.7 1 0. I I 14.3 I 12.1 I 19.2 I 11.1 I 28.6 I 16.7 I 0. I

-I--------l-------l--------I--------I--------IZ-------I--------I

3. I 24 I 1 1 I 4 I 2 I 2 I 2 I 2 I I 51.1 I 23.4 I 8.5 I 4.3 1 4.5 I 4.3 1 4.3 I I 26.4 I 33.3 I 15.4 I 17.1 1 28.6 1 33.3 I 50.0 I

-g--------1--------1--------1--------1--------1--------1--------1

ROY Ti)TAL

-I--------I--------I--------J--------I--------I--------I-------- I 5 . 1 3 0 1 7 1 6 1 6 I 0 1 1 I 5 0

id0 PROSLEM 1 60.0 1 14.0 I 12.0 I 12.0 I 0 . I. 2.0 I G.O ': 27.0 I 33.0 I 21.2 1 23.1 I 3 3 . 3 1 0. I 16.7 I 0. I

-I--------I--------I-------d--------I--------1--------1--------1 COLUMN 9 1 33 26 1 8 7 4 4 7 8 5

TCTAL 49.2 17.8 14.1 9.7 3.8 3.2 2.2 100.0

25 GUT O F 3s ( 71.4%) O F THE VALID CELLS HAVE EXPECTED CELL FREQUENCY LESS THAN 5.0. MIi%:?lUU EXPECTED CELL FREGUENCY 8 0.216 C H I SuUARE a 23.23186 U ITH 2 4 DEGREES OF F ~ E E S O W SIGNIF l tANCE n 0.6835 CSAflER'S V G.16535

TABLE V-6

RECRUITMENT PROBLEM BY 1979-83 CHANGE IN VEHICLES

Change I n vehicles C O U N T I

R O Y P C T I D E C L I N E - 1 T O -1 N O C H A N G + 1 T O +9 +10 T O + +SO O R M R O Y C O L P C T I G T -10 0 E 4 9 O R E T O T A L

I 1.1 2.1 3.1 4. I 5. I 6. I zxtef i t of --------I -------- 1 -------- 1 ------..-I -------- 1 -------- 1 -------- Froblea

I 1. I 0 I 1 I 0 I 2 I 1 I 2 I 6

M A J O R P ~ O B L E M I 0. 1 16.7 I 0. 1 33.3 I 16.7 1 33.3 I 3.9 I 0. I 5.0 I 0. I 4.4 I 3.3 I 10.5 I

-I--------I--------I--*-----l--------Z-------l-------- I 2. I 3 I 4 I 1 I 6 I 4 I 3 I 21

I 14.3 I 19.0 I 4 . 8 I 26.6 1 19.0 I 14.3 I 13.7 I 15.8 I 20.0 I 5.0 I 13.3 I 13.3 1 15.8 I

-I--------I--------I--------I--------I--------I-------- I

3. I 5 I 5 I 7 1 1 1 1 1 0 1 3 I 41 I 12.2 1 12.2 1 17.1 1 26.8 1 24.4 I 7.3 I - 26.8 I 26.3 1 25.0 I 35.0 I 24.4 1 33.3 1 15.8 I

-I--------I-------I--------I--------I--------I--------I 4. I 7 1 4 1 4 1 1 4 1 8 I 5 I 42

I 16.7 I 9.5 I 9.5 I 33.3 1 19.0 I 11.9 1 27.5 I 36.8 1 20.0 I 20.0 1 31.1 1 26.7 I 26.3 I

-I--------I--------I--------I--------I--------I--------I 5. I 4 I 6 I 8 1 1 2 1 7 I 6 I 43

hO P i f C J L E M I 9.5 I 14.0 I 18.6 I 27.9 1 16.3 I 14.0 I 28.1 I 21.1 1 30.0 I 40.0 I 26.7 I 23.3 I 31.6 I

-I--------I--------I--------I--------I--------I--------I C O L U M N 19 2 0 20 4 5 3 0 19 153

T O T A L 12.4 13.1 13.1 29.4 19.6 12.4 100.0

1 1 O C T 3 F 30 ( 36.71) O F T H E V A L I D C E L L S H A V E E X P E C T E D C E L L F R E Q U E N C Y L E S S T H A N 5.0. M i t i I M M E X P E C T E D C E L L F R E Q U E N C Y 0.745 Chi S Q U A R E = 10.90884 U I T I I 20 O E G R E E S O F f R E E O O # S I C N I f I C A N C E = 0.9486 C R A M E d ' S L' = 0.13351

N U R d E R C F M I S S I N G O B S E R V A T I O N S a 5 4

TABLE V-7

RECRUITMENT PROBLEM BY 1979-83 PERCENT CHANGE I N VEHICLES

Percent Chanqe C O U N T 1

R O W PC1 IDECLINE -.01 TO NO CHANG t.01 TO t.10 1 0 +.25 TO +.SO OR C 3 L PC1 IGT -. lo -.lo E +.GP t .249 t.49 YCRE

E::rer.c : f I 1.1 2. I 3.1 4.1 5. I 6 . I 7.1 --------I--------I--------I--------I--------I--------I--------I--------

PL-oblem I

1. I 0 I 1 : 0 I 0 I 1 I 1 I 3 1 R A - L f i PROBLEU I J. 1 16.7 I 0. I 0. I 16.7 1 16.7 I 50.0 I

I 0. I 6.3 1 0. I 0. I 3.7 I 4.8 I 12.0 I -I--------?-------.I--------I--------I--------I--------I-------- I

2. I 4 I ? I 1 I 4 I 3 I 1 I 5 I I 19.0 I 14.3 I 4.8 I 19.0 I 14.3 I 4.8 1 23.8 I I 17.4 I 18.8 1 5.C I 19.0 I 11.1 I 4.8 I 20.0 I

-I--------L--------i--------l--------I--------I--------[-------- I 3. I 6 I 4 I 7 I 3 1 8 I 7 I 6 I

I 14.6 I 9.8 I 17.1 1 7.3 1 19.5 I 17.1 1 14.6 I I 26.1 I 25.0 I 35.0 I 14.5 I 29.6 I 33.3 I 24.0 I

-I--------I-------I--------I--------I--------I--------I-------- I

4 . I 5 I 6 I 4 I 8 I 6 I 7 I 6 I 1 11.9 I 14.3 1 9.5 I 19.0 I 14.3 I 16.7 1 14.3 I 1 2 1 . 7 1 3 7 , s 1 2 0 . 0 1 3 8 . 1 1 2 2 . 2 1 3 3 . 3 1 2 4 . 0 I

-I--------I--------l--------I--------I--------I--------I--------~

1 7 GUT OF 35 ( 48.6%) OF THE VAL ID CELLS NAVE EXPECTED CELL FREQUENCY LESS THAN 5.0. MI:Jlf4u? EXPECTED CELL FREQVESiY 0.627 C H I SuJARE 8 19.83652 WITH 2 4 DEGREES OF F R E E D O M SIGNIFICANCE a 0.7060 i R A Y c H ' S V = 0.13004

! r U t l 1 E 1 C t MISSING OBSERVATIONS 8 54

TABLE V-8

RECRUITMENT PROBLEM BY INSTITUTIONAL TYPE

1 n a t 1 t u t l u n a l Type COUNT I

ROU P C T L C I T Y - C O U M U L T I - P U S P E C I A L N O N P R O i l P R I V A T E OTHER ROY COL PCT I N T Y RPOSE D I S T R I C T T T O T A L

E x t e n t of I 1.1 2.1 3.1 4.1 5. I 6.1 P r c L l e m --------1--------1------------(--------1--------1--------1-------- I

1. I 4 I 0 1 4 I 1 I 0 I 1 1 10 ~ ~ J O R P R O B L E M I 40.0 I 0. 1 4 0 . 0 110.0 I 0. 1 1 0 . 0 I 5 . 1

I 4.7 I 0. 1 7.3 I 11.1 I 0. I 7.7 I -1--------I--------I--------I--------I--------I-------- I

2. I 14 1 0 1 1 1 1 1 I 1 I 2 I 29 I 48.3 I 0. I 37.9 I 3.4 1 3.4 I 6.9 I 14.9 1 16.3 I 0. I 20.0 I 11.1 I 6.7 I 1 I

-I--------I--------I--------I--..----I--------I--------I 3 . 1 2 2 1 6 I 12 I 3 I 0 I 4 1 47

I 46.8 I 12.8 I 25.5 I 6.4 I 0. I 8.5 I 24.1 1 25.6 I 35.3 I 21.8 I 33.3 I 0. I 30.8 I

-I--------I-------I--------I--------I--------I-------- 1

4 . 1 1 9 1 4 1 1 7 1 2 I 8 1 4 I 54 I 35.2 I 7.4 I 31.5 I 3.7 I 14.8 I 7.4 I 27.7 I 22.1 1 23.5 1 30.9 1 22.2 1 53.3 I 30.8 I

-I--------I--------l--------(----------I--------I-------- I

5 . 1 2 7 1 7 I 1 1 I 2 I 6 I 2 I 55 N O PROBLEM I 49.1 I 12.7 I 20.0 I 3.6 I 10.9 I 3.h I 28.2

I 31.4 I 41.2 ! 20.0 I 22.2 I 40.0 I 15.4 I -I--------I--------I--------I-------I-------I-------- I

COLUMN 8 6 17 5 5 9 15 13 195 T O T A L 44.1 8.7 28.2 4.6 7.7 6.7 100.0

2 2 OUT OF 30 ( 73.3%) OF THE V A L I D C E L L S HAVE EXPECTED C E L L FREQUENCY L E S S THAN 5.0. MItiI! IUM EXPECTED C E L L FREQUENCY m 0.462 C H I SQUARE = 21.84377 W I T H 2C DEGREES OF FREEDOM S l G N I f I C A N C E 0.3492 CRANEA'S V a 0.16733

hUMBER OF M I S S I N G O B S E R V A T I O N S m 12

TABLE V-9

RECRUITMENT PROBLEM BY ORGANIZATIONAL COMPLEXITY

C o n ~ p l c x i t y I n d e x C O U N T I

ROW P E T 17-10 11-20 21-30 31-103 R O W C O L P C T I T O T h L

. .

? ! A J O ~ D R o B L E M I 11.1 i 4 4 . 4 1 22.2 1 22.2 I 5.5 I 4.3 I 5.1 I 5.3 1 8 .7 I

-I--------I--------I--------I-------- I 2. I 3 I 1 1 I 6 I 3 I 23

1 13.0 I 47.8 I 26.1 1 13.0 I 14.1 I 13.0 I 13.9 1 15.8 I 13.0 I

-I--------I--------I--------I-------- I 3 . I 4 1 2 0 1 1 2 1 4 I 4 0

I 10.0 1 50.0 1 30.0 I 10.0 I 24.5 I 17.4 I 25.3 I 31.6 I 17.4 I - I--------I --------I--------l---- ---- 1

4. 1 5 1 2 3 1 1 0 1 8 I 46 I 10.9 1 50.0 1 21.7 I 17.4 1 28.2 I 21.7 1 29.1 I 26.3 1 34.8 I

-I--------I--------I--------I-------- I 5 . I 10 I 21 1 8 I 6 1 P S

NO P R O S L E M I 22.2 I 46.7 I 17.8 I 13.3 1 27.6 I 43.5 I 26.6 I 21-1 1 26.1 I

-I--------I--------I--------P------- I C O L U M N 2 3 7 9 38 2 5 163

T O T A L 14.1 48.5 23.3 14.1 100.0

o C U T O F 20 t 30.02) OF THE V A L I D C E L L S H A V E E X P E C T E O C E L L F R E Q U E N C Y L E S S T H A N 5.0 m l t i r n u n E X P E C T E D CELL F R E Q U E N C Y = 1.270 C h l S Q U A R E 5.87497 V I T H 12 D E C R E E S OF F R E E D O M S I G N I F I C A N C E 0.9223 C R A M i R e S V = 0.10961

TABLE V-10

CORRELATIONS OF AGENCY SIZE, CHANGE, AND ORGANIZATIONAL COMPLEXITY WITH THE DEGREE

TO WHICH MANAGERIAL RECRUITMENT I S A PROBLEM

V a r i a b l e p-

Number o f V e h i c l e s O p e r a t e d

Change i n Number o f V e h i c l e s O p e r a t e d

P e r c e n t Change i n Number o f V e h i c l e s O p e r a t e d

O r g a n i z a t i o n a l C o m p l e x i t y

C o r r e l a t i o n

- . 0 5 5

. 013

- .080

- . 0 3 1

TABLE V- 11

MULTIPLE REGRESSION FOR RECRUITMENT AS A PROSLEM

1. Dependen t V a r i a b l e : R e c r u i t m e n t A Prob lem

I n d e p e n d e n t V a r i a b A -- Change i n N o f V e h i c l e s 79 - 8 3

F e r c e n t a g e Change i n N o f V e h i c l e s 79 - 8 3

C u r r e n t T o t a l V e h i c l e s

Measure o f O r g a n i z a t i o n ' C o m p l e x i t y

( C o n s t a n t )

R S q u a r e = 0 . 0 1 1

2 . Dependen t V a r i a b l e r - R e c r u i t m e n t A P r o b l e m

I n d e p e n d e n t V a r i a b l e -

I n s t i t u t i o n Type

Xu1 t i p u r p o s e R e g i o n a l

S p e c i a l D i s t r i c t

N o n p r o f i t

P r i v a t e

O t h e r

Change i n N o f V e h i c l e s 79 - 83 P e r c e n t a g e Change i n N o f V e h i c l e s 79 - 83 C u r r e n t T o t a l V e h i c l e s

Measure o f O r g a n i z a t i o n C o m p l e x i t y

( C o n s t a n t )

R S q u a r e - 0 .038

APPENDIX B: Survey I n s t r u m e n t , Follow-Up L e t t e r s

TRANSIT AGENCY QUESTIONNAIRE

PLEASE ENCLOSE THE QUESTIONNAIRE ALONG WITH THE L I S T OF MANAC;EMENT

PERSONNEL AND ORGANIZATION CHART I N THE ENVELOPE PROVIDED.

T h a n k you for taking t h e t i m e to c o m p l e t e t h i s questionnaire. If

y o u h a v e any questions, please contact e i t h e r :

C h a r l e s R. White, Ph .D. D e p a r t m e n t of Political Science P o r t l a n d S t a t e Universi ty P.O. Box 7 5 1 P o r t l a n d , Oregon 9 7 2 07 ( 5 0 3 ) 2 2 9 - 3 9 2 1

Walter G. E l l i s , Ph.D. Graduate P r o g r a m i n P u b l i c

A d m i n i s t r a t i o n P o r t l a n d State U n i v e r s i t y P.O. Box 7 5 1 P o r t l a n d , O r e g o n 9 7 2 07 ( 5 0 3 ) 2 2 9 - 3 9 2 0

CEN'lER FOR TRANSIT RElSEARCH AND MANAGEMENT DEVELOPMENT

PORTLAND STATE UNIVERSITY

( F u n d e a by UMTA)

TRANSIT AGENCY QUESTIONNAIRE

The fo l lowing q u e s t i o n s a r e f o r t h e p u r w s e of g a t h e r i n g d e s c r i p t i v e i n f o r m a t i o n a b o u t your ag-cy. Your r e s p o n s e s w i l l te kept s t r i c t l y c o n f i d e n t i a l .

1. F l r s t , p l e a s e v e r i f y t h a t t h e int0ma:ion on t h e a d d r e s s l a b e l is a c c u r a t e . P l e a s e c o r r e c t any e r r o r s i n t h e space b e s i d e t h e l a b e l .

2. Which of t h e fo l lowing b e s t d e s c r i b e s t h e i n s t i t u t i o n a l s e t t i n g f o r your agency? (Check one)

'Jnder t h e l u r l s d l c t ~ o n of a c l t y o r c o u n t y government Under :he ~ u r l s d l ~ t l o n o f a mul:1-purpose r e g l o n a l d l s t r l c t .

aqency or government A s e p a r a t e s p e c r a l d l s t r r c t A n o n - p r o f l t corporation A p r i v a t e company o t h e r ( p l e a s e e x p l a r n )

3 . Nhat rs t h e c u r r e n t p p u l a t i o n f o r t h e geographic a r e a s e r v e d by -your aqency ?

4 . I t has been suqges ted t h a t one of t h e d i f f i c u l t i e s c u r r e n t l y f a c i n g t h e t r a n s i t i r rdus t ry is t h e r e c r u i t m e n t o f qua l ' i f i ed " n a n a q e r i a l " p e r s o n n e l . With "1" i n d i c a t i n g t h a t t h i s h a s Seen a major problem f o r your agency and a "5" i n d i c a t i n g t h a t #your agency h a s no problem a t a l l r e c r u i t i n g q u a l i f i e d p e r s o n n e l , p l e a s e i n d i c a t e how s e r i o u s t h i s d i f f i c u l t y h a s h e n f o r your agency.

Major Problem No Problem 1 2 3 4 5

5. (Answer o n l y l f you c r r c l e d 1 , 2 , o r 3 r n q u e s t r o n 4 , otherwise ajcip t o q u e s t l o n No. 8 . )

Are t h e r e any p s l t l o n s Ln p a r t r c u l a r f o r which you had difficulties rn r e c r u r t l n g o r has t h e problem been g e n e r a l through your agency?

- Yes, r e c r u i t i n g f o r t h e fo l lowing a r e a s has Seen a p a r t i c u l a r problem ( p l e a s e i d e n t i f y by f u n c t i o n o r t i t l e )

- !lo, t h e r e c r u i t i n g problems have been g e n e r a l a c r o s s manager ia l f u n c t i o n s

6. Hhat have k e n the major reasons fo r the rec ru i t ing problems experienced by your agency (e.9. lack o r qua l i f i ed app l i can t s , cmpensat ion package, e t c . ) ?

7. What s t eps have been taken by your agency t o overcome problems i n r ec ru i t ing managerial personnel (e.g. changes i n compensation package, i n t e r n a l t r a rn rng p roqrms , e t c . ) ?

8. Below i s a l ist of ex i s t ing o r projectad in tens ive t r a in ing programs fo r managers i n the t r ~ n s i t industry . With a "1" indicat ing t h a t t h e program would be "very useful" and a "5" meaning "not useful a t a l l " , p lease r a t e the u t i l i t y of these programs f o r mnaqernent personnel in your agency.

ve rY Not Useful Training Proqrms Useful - A t u1

Labor-Management Rnlations Public Budgeting Operations Hanagemant Personnel -5ecruitment and

Evaluation Magamant InformAtlon System Personnel Devalopuant D ~ Q Base magemant S t ra t eg ic Planning W k e t f n g

9. Please l ist below any additional t r a i n i n g needs o r poss ible program which would be important f o r personnel ln your agency.

10. Does your agency cur ran t ly have a wri t ten pol icy f o r c l a s s i f i c a t i o n o f pos i t ions a s "management" o r "non-manaqancnt"7

- Yes, classification is based m wri t t en pol icy (please enclose a copy in the r e t u r n envelope). - NO, c l a s s i f i c a t i o n is based on . . . . (p lease explain)

Questions 11, 12, and 13 request information regarding personnel, revenue veh ic l e s , and budgets f o r var ious years . noted i n the cover l e t t e r , t h i s information i s an e s s e n t i a l d e s c r i p t i v e base e s t a b l i s h i n g c u r r e n t t r ends i n the indust ry . This w i l l be p a r t i c u l a r l y important f o r the a n a l y s i s of i n f o r - mation regarding managerial responses t o those t r ends , information vhich w i l l be gathered i n the second phase of t he p r o j e c t . We apprec ia t e that many aqencres r egu la r ly r epor t much of t h i s information a s put of the Sect ion 15 r epor t ing requirements. However; t h e r e does no t e x i s t any compilation of a l l of t h i s i n f o ~ t i o n f o r each of t h e agencies and canpanies included i n t h i s study. We very much apprec ia t e your pat ience and a s s i s t ance i n providing t h i s information. Please use e i t h e r f i s c a l years o r calendar yea r s , whichever is more convenient. I f t h i s information is contained i n your annual r epor t s , p lease enclose a copy.

The fol lovlng informatron f o r ques t ions 11, 12 and 13 1s repor ted f o r :

Calendar years F r sca l yea r s , beginning

11. Please ind ica t e the number of each tyFe of revenue veh ic l e operated by your agency during the years l i s t e d :

Standard Buses w t i c u l a t e d Buses Rail Cars S t r e e t Cars Trol ley Buses vdns Mini Buses Mher

1979 1980 1981 1982 Current

12. For the following r i d e r s h i p and budgetary information ? lease use e i t h e r calendar o r f i s c a l years , whichever i s mare convenient.

Average monthly r ide r sh ip f o r a l l revenue vehic les (1 ,000 's of r i d e r s )

Percent of t o t a l revenue from fairbqx r e c e i p t s

Operating expenditures (1 ,000 's of d o l l a r s )

Total c a p i t a l expenditures

1979 1980 1981 1982 Current

(1;000's of d o l l a r s ) Capi ta l expenditures

f o r new e q u i p e n t (1 ,000 's i t d o l l a r s ) _

13. Please provrde information on the following:

1979 1980 1981 1982 Current

Number of fu l l - t ime amployees

N u m b e r of part-t ime employees

Number of employees holding pos i t iohs c l a s s r f i ed a s management

Number of admmrstra t rve un r t s o r d rv i s ions

Scnool o f Uroan and

?LSIIC Affa~rs

center for urSan s:uC~es

ce l !s7 ;cr ''a-51: research

a r s Tanace?;enr cevei3cmer.!

PORTLAND STATE

UNlVERSllY 3 o Cox 751

,"orlland Oregon 97207

503 229-4042

Your assistance is being sought in the collection of information pertaining to management within the transit industry. The Center for Transit Research and Management Development, Portland State University, through funding provided by the Urban Mass Transportation Administration, is undertaking an information and needs assessment survey of the transit industry in the U.S. This survey will include all levels of management from both public and privately owned transit companies. The survey will be undertaken in two phases. The overall goal of the project is to gather and make available information designed to assist management in the transit industry. This information wlll also provide a basis for constructing training programs responsive to the needs of the industry.

In order to begin the project, it is necessary for us to construct a listing of management personnel of each transit agency. At the present time the~e is-no such compilation of management positions. Therefore, we are tequesting froni the executive director or general manager of each I transit agencythe following information:

I i 1. A list of those individuals holding management positions

I in the agency. Please list the individual's name along with hisher position title.

I

i a

I 2 . A copy of the current organization chart.

Please enclose this information along with the questionnaire in the envt~lope we have provided. This information will allow us to identify who should be contacted for the second phase of the project and is, therefore, critical to the successful completion of our overall research. Confiden- tiality will be maintained throughout the process.

The request for information throughthis letter and the accompanying questionnaire represent the first phase of the project. We realize that for many agencies this includes yet another request for overtime budgetary, ridership, personnel, and revenue vehicle data. However, there is no existing compilation of all of the information requested specific to each transit agency included in this study. These data constitute an essential base of information about current trends in the industry and will be critical for the me,aninqful evaluation of the results of the second phase of the projeet. We appreciate very much your patience with this. A report of the findings of this phase of the project will be made available to the transit industry during the early Spring of 1984. If this information is contained in your annual reports, please enclose a copy in the return envelope provided.

The second phase of the project will deal wlth career patteras, management functions, management values and objectives, trainlng patterns and needs of management. A questionnaire coverlng these topics will be administered to each management person identified during Phase I. These research results wlll be made available to transit agencies after January, 1985.

Any additional comments you might have about the toplcs covered in the enclosed questionnaire or suggestions about what should be Included In the seccnd phase of the project would be.very much appreciated.

Thank you for your wllllngness to participate in this project. It 1s our hope that the resulting information will be of assistance to you.

Sincerely,

&AYB Charles R. White, Ph.D.,

CRW/wlm Enclosures

PORTLAND STATE

UNlVERSlM p.0. box 751

School of Urban and

Publ~c Affe~rs

cenrer for urban sludies

con:or for :rar,s~t research

ana management developmen!

Several weeks ago your agency was sen t a ques t ionnai re from t h e Center f o r T rans i t Research and Management Development of Port land S t a t e Universi ty , pe r t a in ing t o management s t a f f i n g pa t t e rns , agency opera t ions , and c e r t a i n f i n a n c i a l d a t a . A t t h e same time, we requested a l i s t i n g of management personnel and an organiza t iona l c h a r t .

We have not ye t received your r ep ly . Your agency i s an important p a r t of our nation-wide survey of t h e publ ic t r a n s i t indus t ry . We would g r e a t l y app rec i a t e your completion of t h e ques t iannai re a t t h e e a r l i e s t poss ib l e d a t e . We have enclosed another copy of t h e ques t ionnai re .

Several t r a n s i t agencies have responded t h a t t h e i n f o m a t i o n being reques ted has a l ready been co l l ec t ed through o t h e r means and i s p r e s e n t l y a v a i l a b l e within the ' indus t ry . We woul6 l i k e t o a s s a r e you t h a t while sane of t h e information has been gathered by such means as t h e annual Nat ional Urban 'class Transportat ion S t a t i s t i c a l : Sec t ion 15 Rewrt, t h i s d a t a base is n e i t h e r complete, nor uniform f o r t h e indus t ry . It is f o r t h i s reason t h a t Ul4TA, The American Public Trans i t A s s o c i a t i m , and The Transgortat ion Research Baard a r e keenly i n t e r e s t e d ' i n having t h i s data base mahe m ~ r e cumplete and systematic . 'A s t a t i s t i c a l r e p o r t and a n a l y s i s of t h i s d a t a w i l l Se made a v a i l a b l e f o r your use.

Your p a r t i c i p a t i o n in t h e c o l l e c t i o n of the above mentioned i n f o m a t i o n is u rgen t ly needed.

Thank you f o r your time and e f f o r t .

Sincerely,

Charles R. White, ph.D., Walter G. E l l i s , Ph.D. (503) 229.-3921 (503) 229-3920

WGE : bd Enclo s u e s

PORTLAND STAT-E

UNlVERSlrY 3.0 box 751

porlland. Oregon 97207

503i229-4042

School o f Urban anb

?:;~IIc A l i a ~ i s

center for urSan SiUdleS

ce-ier for : r 2 C ~ ~ ! resaarcr

3r: naraqement :ove:coment

Dear

Your organization recently completed a Transit Agency Questionnaire for the Center for Transit Research and Management Development, Portland State University. We qreatly appreciate your having taken the time and effort in responding to our questions. When your questionnaire was returned to us it did not include a list of mhnagement ersonnel in your agency and an organizational chart which

$e had requested. The list of personnel with job titles who currently occupy management positions is of critical importance to us. The second phase of our nation-wide study will evaluate the training needs and experiences of current managers. From this information a Management Needs Assessment for the -Transit Industry wili be developed. For this reason we need a list of individuals who should receive this latter questi'onnaire. The success of the project which is- a national training priority within the industry, depends upon our receipt of these lists from each agency.

Once again, thank you for your continued cooperation in our endeavor and we look forward to hearing from you soon.

Sincerely,

Charles R . White, Ph.D.

APPENDIX C: Number of Managers by Region ( s u r v e y s s e n t )

NUMBER OF MANAGERS BY AGENCY TYPE ( S u r v e y s S e n t )

CITY/COUNTY

MULTI-PURPOSE

S P E C I A L D I S T R I C T

NON-PROFIT

PRIVATE

OTHER

NUMBER OF MANAGERS BY REGION ( S u r v e y s S e n t )

P A C I F I C

WEST

SOUTHWEST

PLAINS

NORTH CENTRAL

NEW ENGLAND

MID-ATLANTIC

SOUTH

PUERTO RICO

transit agency characteristics: an industry profile · hly about twenty pe~ccnt of the smk...

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