Oh we have other normally move they made mistakes with a new member here is accent Jesse here Michael here and sent very well is there any discussion about the minutes uh actually first is there a motion to approve the minutes from the January meeting?

So moved second is there any discussion about the minutes from January?

All right, so all those in favor opposed.

Very well, the motion passes.

Um we now go to the agenda for today's meeting.

We're going to have several items.

Um I was in a discussion with the staff and some items that we may have discussed previously are not able to be discussed today due to time.

Uh updates.

But is there any um motion to approve the current agenda as it stands?

Motion to approve the current agenda.

Second any objections during discussion about the agenda.

Seeing no discussion about the agenda.

All those in favor of approving the current agenda for today's meeting at the stand still.

I proposed open past unanimously.

For those who are in who were not free.

Um we did not previously arranged to give a presentation.

I'm sorry, I'll just introduce my Patrick.

I'm on the Rochester City Council of downtown for another meeting here and I saw you guys are showing up so I can sit in, listen to your things, and uh just kind of get caught up a little bit.

So thanks for your work here with the city.

Thanks for joining.

Do you wish to give any particular comment council member theme?

Oh no, I'm just here as an observer.

Very well.

Anyone else?

Seeing none, we now move to the reports.

Do we have any reports for this?

Okay, thought that we did.

My apologies.

Now we're moving on to old business then.

Seeing none, new business.

So from the last meeting we had two that two challenges that items came up request on the channel extension and clean names in the fold request that the translator gives this presentation.

So we tell you if you want to intend to meet our manager for chair and staff there at the rest of your location.

And this is Derek, imagine business.

I'm Derek, um Operations New Leaf Operational Manager at TrendStack.

And I'm Sequoia, um, the general manager for this exposure.

So Victoria will be giving the presentation.

I guess we kind of ask skating questions as she goes through the presentation.

Okay, oh, we're gonna discuss the terms there at the register locations.

Recruiting and retention process.

All right, so here's kind of our process.

We recruit, hire, on board, support, and retain, uh as far as recruiting those.

Um couple.

Um we've also got employees who refer people.

Um and then we go through a screening process.

So we do like a phone screen, and then give the employee an opportunity to let us know if it's not gonna work for them.

Like for example, we ask if a split shift would work for them because right now that's more than likely a shift they would get.

So we kind of go through that.

If they're good with that, then we continue and we move to an official interview.

Typically, that first interview would be either with like a safety manager, RHR or a supervisor.

Once they go through that first interview and until they're suitable, then I would speak with them.

And then I would decide if we're gonna move in the process.

If I decide that we are gonna hire them and we offer them the job, we send a like an offer letter.

Once they sign it, then we start the background process.

That is the longest part of our hiring office and take up two in some cases six to eight weeks, depending on where they've lived and all of that.

And then also during that process, there's a whole onboarding process where we do all the paperwork and while we wait on the background.

Um and then after onboarding, then we do like an orientation in classroom back, of course, after they pass their background.

Um then after classroom, then we move over to like the behind the wheel, the process for getting their CDL, which is about 66 hours of training.

Um once they hit the road on their own, then we provide support.

Um we do officer for like 30, 60, 90 days, and then if we see anything that we think they need more support, we're gonna pull them in and provide the support.

I have a couple of questions.

First one, I just want to clarify on the hiring process.

You make that yourself, or is that done with a team?

The reason I asked that question is because you said I on multiple occasions when you were talking about the hiring.

So are you making that independently or are you making that with a team?

Oh, so like officially deciding if they're going to be hired, I'm the last one to make the call.

But it would go through a supervisor or the safety manager first on that first interview, and then we go from there.

So it goes through a team.

Yeah, we would we would interview, give our information, give our input on whether we feel that they could do the job, um, and then pass it on to the next person, and then officially on to her.

Excellent.

Uh the second one I have is you know, you're talking about the time frame, and obviously there's a significant gap in waiting for the background check and everything.

Is it possible to do any of the onboarding while you're waiting for the background check?

So while we're waiting on the background check, we're also getting like all the normal paperwork that you would get to hire somewhere.

So they guess they we do do that while we're waiting for the background.

We also do try to encourage them to get their permit so that once they're done with the classroom, which takes three or four five days, depending on the size of class.

Um that way they if they have their permit already, they can basically just move right into uh skills, basic, advanced.

Excellent.

Thank you.

Uh and then as far as with the support, I guess that's that's really our way of retaining them.

We try to be there for them as much as possible.

Um do what we say we're gonna do.

Um, be there for them.

Do you want to move to the next one?

More of a detailed breakdown, um, kind of assess and see what what we need and where we need it.

Post positions through our the different platforms, referrals, our screening process, kind of already what I talked about.

All right, so then move to the next one.

Kind of arrowing what I went through.

Um we really like push our safety expectations during training.

I think that's something really important to point out.

Um each topic during training.

Well specifically related to safety terms.

Uh, we focus a lot on the smith system.

Yeah, we try to ingrain it in them so that even in their own vehicle, they're remembering oh, I gotta look ahead, I gotta make sure I make eye contact with someone that I'm unsure of what they're gonna do.

What is it?

Five different all good kids like milk.

Okay.

Aim by and steering, get the big picture.

Um leave yourself an out.

Uh make sure they see you, and oh okay, I went out of order.

Um so aim I get the big picture, leave yourself an out.

Oh, yeah, I guess so.

Yeah, yeah.

I'm like, well, wait a minute, I'm right on a finger.

I didn't have okay.

I know that's true because I seem to be just like doing that.

They just taught us that.

So when we go over that stuff, it's I mean, it really does prepare you for behind the wheel.

Um, and if you are focusing on those things while you're driving, it's it's I mean basically makes you a safer driver.

Um when I went through the program at a previous employer, they basically it was preached, it was religious.

Um they wanted to know the reason why, what happens, what's the kind, you know, that type of thing.

So I know it very well, and I use it in my own vehicle, like she said.

It's literally, you know, I want my 14-year-old before she starts driving to learn it.

They teach it in this in the driving classes now, but I want to be the one to kind of show her, but it really is a safe way to drive.

So really focus on role-specific training, we go uh there's parts in there that cost cover customer service.

Um, you know, the drivers are our eyes out there, so they see a lot that we're normal person would see, so we also go over like how to spot human trafficking and different things like that.

We're see it reported.

Um our supervisors are really supportive.

Oh, I'll still have a little bit of fixing.

And then, like I talked about when we got the 30, the 60 and the 90-day check-ins, and then if the supervisors see anything that needs early to intervention, then they'll step in and support where they can.

All right, yes, before we move to the driver attached to I had a question that I think will benefit everyone.

Yes, so you have yeah, who's supposed to change through our pool equipment platforms?

I learned a kind of joke markets finding a CDO drive is difficult.

So, how would you guys ensure job pushings on getting out there and you know getting people coming in?

So, in certain cases, if we feel like we're not getting a good quote.

People we do push, we we call it push pushing premium, so we spend extra money to push it.

I guess that's the yeah, and that really helps.

Have you ever held job fairs like that?

We have we've done like weekend job fairs at our location.

Um we've also done like a virtual job fairs.

Do you go to any of the uh any of the colleges that have transportation programs or anything like that?

We have not, no.

Does RCTC?

I know one of our drivers left to go try to start a program over there for CDO drivers.

They have one at Minnesota State Southeast, I know for sure.

And I think you I think RCTC is starting on this one.

Yeah, that's yeah, one of our drivers, like I said, um he left to go try to help get that started.

I guess he knows the one of the people that can start it.

But we haven't done that, but not a bad idea.

And when the CDB in the group have message once they'll be also post the archival because on your city websites on the sick page, so anybody who goes on there can see the so on that on that same note both with recruitment and retention.

Have you noticed a specific type of like everybody from Indeed?

Everybody from Indeed is well qualified and they stay longer than people that we recruit other places.

Have you noticed that in any of your recruitment types?

And have you put extra emphasis on any of those?

So a trend that I noticed last year with us being so short, we wanted to train bigger classes, and that was just we learned that that was not the way to go because it's a driving job, they really need more one-on-one training, works in trying to do a big group.

So that's really the only trend.

I don't notice that time if it's they stay longer with indeed, but I did notice that the smaller classrooms are more successful.

Um is there any sort of um age target or requirement listed on the job descriptions?

Yes, the minimum age is 21.

So we provide ongoing communication and engagement.

Um we try to we run into someone in the hallway and they get a good job.

We try to pull them aside, hey, you didn't have the job, you know.

Um I mean tacos once or twice a year, they really like that.

Bring my blackstone and they're my fresh batches all day to show them that I appreciate them.

Um earlier this year we we packed up like a hundred donuts and coffee from Caribou and we went in and delivered them at Central Park.

We tried to do those different kind of things to show the drivers that we appreciate them and um they keep it sitting.

We appreciate that.

Do you want to add anything to that there?

Um no, but we're we're uh brainstorming different ideas too to try to, you know.

I mean people see a pizza party or pizza, it's like oh food, then great.

Um, but just trying to do other recognitions like um shirts or jackets or something that they can use to represent and feel good about versus you know digesting some pizza.

Um but that does go a long way too.

Um, but yeah, things like that that um just keeping consistent on recognition is also what we're trying to make sure we maintain.

And on the city side too, we're all in it together.

Um, so the city and like our hallway we we go over and we also get to know the drivers.

If we get a thank you card in or uh compliment from RPT, our website, we make sure we share that and we post that with drivers.

Employee appreciate or driver appreciation week is in March.

Um so folks on um the city side will grill and um participate in that with trans devs.

So we are definitely in partnership in the employee engagement.

Regarding step one there, um, is there a reoccurring theme amongst drivers as far as feedback regarding constructive concepts for improving the process of driving?

Because last our last meeting we had the opportunity to go over the data about from writer's standpoint is there a reoccurring driving uh kind of personal survey where they've just shared their feelings regarding what's the hardest part of their job.

So there's been a couple of times where we had a box out where they could anonymously give us feedback, and we really didn't get any feedback.

Um I can tell you though, last year we had a couple op doors to management offices, and we have since unlocked those.

So now they have the liberties they need to come talk to us, but they can't, so we've got to open it.

Literally an open door.

Yeah, um can you think of anything that's right?

Um well, I I mean, I could I could tell them their concerns mostly in the summertime is construction, um, being on time for that, uh, the delays that that causes um in the winter time, the snow removal um at the stops that are just a sign that we expect customers to go through all the snow that's been piled up from the plows, um not having a really good place for them to get in get on the bus that's safe.

Um they've you know they've we've got a thread now going um with the city and uh maintenance and and road crews and stuff about um driver uh or customer passenger uh has concerns about this pad or central park or and we type it in and then the they pass it on to who it needs to be in it, it goes gets taken care of.

Um and it's been it's worked really good since we started it.

Um definitely um easier than trying to write a note and I'll remember to talk to whoever or um trying to run across the hallway and there at a meeting or out of the office or you know, so it it gets handled pretty quick.

Um other than that, I think it you know it's just some normal loans and groans, you know, sure uh about you know yeah, passengers and you know things like that that they get some colorful passengers.

Um but all in all um they do a good job uh with the you know with the passengers, um, especially the ones that have been here a long time.

Um but you guys ever perform exit surveys on people or drivers who are leaving about like reasons why or frustrations usually they'll tell us if they have no problem.

Okay, that's good.

Is that information ever useful?

Yes, okay.

Yeah, it is useful.

Okay.

Um we've actually been able to keep a couple people because they told us what the reason was when we were able to fix.

Yeah, we had one guy you can feel we were flexible enough and finding, yeah.

We try to accommodate, but unfortunately, yeah.

What happens if we accommodate too many people?

Uh the buses are not running or you know, we're short or so we don't like that.

Uh very inconsistent scheduling practices.

Uh previously I was the apps manager and I did the the blocking and creating the schedules last bit.

I redid it six times to make the drivers happy.

So they were really happy with that.

Well, I was able to get as many straight shifts, way more straight shifts than what we originally started with.

So we do go above and beyond too.

What does blockins mean?

What does trace shifts mean?

So like what you don't know basically creating all the other routes we have, it's it's the process of creating a schedule for each driver.

Challenge less bit, but we managed to make the drivers happy by do drivers feel ownership about a certain route or like I'm low this route and I want to do this one more often.

They like that.

Okay.

Yeah, we have some that really like certain rounds.

So maybe they see the same riders more often, they build a relationship.

Oh, yeah, for sure.

Okay.

Yeah, because it the when I when I, you know, in certain times when I have to cover a route or something, um, passengers will be like, um, oh, where's so and so today?

He must be off or whatever.

I'm like, you know, yeah, he's vacation or um wasn't feeling well today, or whatever the case is.

Um yeah, they do build that rapport.

Um course when we rebid every six months, that driver might switch to a different area or different runs or different schedules, so they might not see those people, but they start to build the you know, another rapport with other passengers.

So talk to me about the rebid process.

So or do you want me to so we get the service changes from we get a file from Sandra, and then from there we we block it out.

So the first phase is figuring out how many vehicles we need during big time.

And so we block out the runs, and then it goes to a run cut process where it breaks it down into shifts, and then from there we roster it.

So um yeah, it's it's quite the process that's like putting together a puzzle piece.

And then based on seniority, they go through and pick the ones that they want, and um it goes pretty quick.

Yeah, like three day parts of the yeah, yeah, yeah, yeah.

They spent they want when it when it's time, they want to get it and get it done and make sure they get what they want.

So about that matter of um routes when you said some then it might be that they know and like the passengers there.

Um has there been any sort of uh data collection on whether different whether there's any consistency of uh different drivers finding some routes to generally be more appealing with respect to passenger interaction than others, and if so, um, is there some kind of mechanism for the uh routes where the interactions are generally less appealing for them to have increased pay that way, you can ensure that there is an incentive for people to be willing to uh do that.

As far as pay goes, there's their union, so we can't adjust their pay um that's all done on a scale on an increase based on uni contract.

Um it would be you know, if if it was a perfect world, we could we could pay based on performances, but with a union you can't do that.

So they they like the routes, some of them are um some of them like the longer ones, some of them like the shorter ones, some of them just want to do 550s all day, you know.

Just doing that circle.

Um and some of them just will do any any route you put in front of them.

But the question you're asking with the data, no, we haven't pulled that.

Okay, because I you know, processers know like Chicago, for example, where there's like a start divide in one part of the cities, much more um like pleasant to drive in and uh uh like safe and stuff, uh then another side, not like that.

But if there was any small version of that, it would incentivize people to be willing to go into the areas that they might otherwise be less enthusiastic about and thus serve underserved areas that need the service.

And I'll add that drivers won't do the same routes all day.

So you're all maybe made up of the one, two or six, or three or seven.

So everything there's a simply on top of the C like you don't like, maybe you're doing that trip just once a day, and it's mixed up with yeah, just travel maybe the different parts of the CD to a shift.

So yeah.

That's what blocking is, it's like putting this route that works with this one, finishes in time to do this route and and so on and so forth.

So instead of having one driver just go to Central Park, do that same central park.

We actually try to drive is not like it.

How is the um sense of cohesion or community and teamwork for the drivers?

Do they feel like they're all like a teamwork like they're they work all together and kind of sense a community?

I think for the most part, a large majority feel that way.

I think there is a small group that feels otherwise, and yeah, I can um like with any work group, I think.

You know, there's pockets here there.

So I think really it's an average work group.

Okay, um, if you were to go to your work group or someone else that is that's you know, this okay, you got some here, you got some here, you got most of the majority.

Um, it's a representative of uh I would say an average work group.

Okay, they get some good interaction with each other, and then they're not isolated on their outfits all day.

No, the Central Park is is a hub for them.

Um they will, if they've got a five or 10 minute break, they'll hodl in one bunce bus if it's cold outside, or they'll just kind of um congregate at one corner or something, and and you'll hear a laugh, and then you'll you you know maybe concerns um, but yeah, they definitely, you know, or in the mornings when I get there at four or four thirty, um there's 15 of them waiting for waiting to go out and get their get their buses ready, but they're all just you know, you know, keys and picking connecting, um, you know, like brothers and sisters and a lot of them.

So nice, yeah.

That's great.

Okay, I don't want to spend on too much time on this, but um you guys ever do annual meetings or like a uh staff meeting where you have all the drivers come for eventually like that when you share information and they can do some team buildings up there.

So it's really hard to get everyone together at once because I'm running every single day, but we do make us two safety meetings every month.

Oh, we try to use those.

So Steph is our safety manager, he schedules maybe like six in a week during like a one specific week every month.

So we try to make it to those meetings and get out any information that we need to that feels relevant that we need to update them on.

The city's been a uh the last couple of months, and that's been helpful because the drivers feel like they can actually voice their concerns uh versus to us, where then we have to go and try, you know, give it to them.

They can voice it right to them in the room.

Um a discussion can happen, maybe iron it out right there or say, okay, we'll see what we can do to fix this or make it better.

Um that's great.

Yeah, it's awesome.

Yeah, so myself and Rachel will take team the six safety meetings, ensuring one of us is there, if not both.

And then at the end, there's always open forum for the drivers to ask the city some questions.

Um it'll come up like there's stop light.

Could we change the timing on it?

Because we're not getting around that corner.

So we'll work with traffic, and then we'll take a look at the and we've made some changes, like some good suggestions have come out of those safety meetings.

Again, I think it's just building rapport with drivers and just um showing up.

Yeah, for sure.

I think maybe one I'll let you go.

I mean in those um questions, uh uh those meaning of the feedback you guys feed sort of great track of trends, for example, if one of them related to I don't know, uh just flexibility, they were more concerned about that one month and then like uh two months or whenever is the next one there, did they feel much more easy about that, or like different metrics like that, like possibility to say a few other factors.

You guys need some sort of track of that so that we could get a sense maybe.

No, but that would be a good idea to get.

Well, I mean there are some things that they bring up, you know, almost monthly, but there's things that we can do and we can't do.

Um but I think from month to month so far, there some of their concerns and questions and uh things that they've wanted to see action on have actually been done.

So um month to month, those those those concerns that they talk about aren't coming back up all the time, you know.

So with you know, with them there with them in the meeting, they're they're writing down the concerns and taking action as they seem fit.

Um, or we are, you know, at the same time.

Sounds like you guys really care about getting feedback and then making action based on that and giving them appreciation through like a variety of different means.

I think one thing that could be good would be if you guys were able to um take specific feedback.

I think it's it's great to have open time when they can give what they want, but maybe ask some targeted questions, maybe even anonymous piece of paper um on like how do you guys feel from like zero to ten on how well you feel appreciated at work, how well you think the safety environment is, um, flexibility or something, maybe some key measures, and then you can get a numerical value can kind of average it out, and then you can show tracks of that over time and say, hey guys, before we're at this out of 10, we're at the seven out of 10 on um appreciation, and then like here's what we're gonna do to move it forward, and then in a year from now you can be like, hey guys, we're up to an eight out of ten, and like that can be good to maybe to put a number to it.

That's what you track things over time, yeah.

Um, and it can give them some specific area to provide feedback on.

Um, so maybe next to everything from zero to ten, they can say, like, this is my feedback on this.

I think we would benefit from more for this, or um, because sometimes it's hard to come up with feedback if you if it's just open and you don't have anything to go off at, but yeah, yeah, a target idea.

It could be good.

That's brilliant.

A lot of people are uh have some kind of like low rate, you know, it's not like a super big fear, but like a low grade fear of being judged.

Um, or sometimes about sharing certain things if it's not like a huge problem.

Uh and so that anonymity would allow it to extend.

It would allow it also to be more easily written down and tracked, and you know, maybe we could receive the updates on that sometimes, and that way we can get a sense of what things not necessarily what our problems and what hasn't been solved because you better work with some of them.

Yeah, that's of course true.

Uh, it's that there's only so much that you guys can do, and when we get a big picture sense of their various concerns and which ones have gotten less of a concern to them over the past say two years or gotten more and then gotten less or less than more.

Uh it gives us a real-time sense of what's going on, and therefore the kinds of things that might potentially deter uh new recruits.

What's the average age of your recruits?

The average age, yeah.

Um age uh it's uh protected.

So I think we won't.

Yeah, it is uh um a protected class.

I don't know how to say it in the I know a few words.

Yep.

Um I I think just that's what we have a wide range of a they have a great answer.

Yes.

Can we take a second to just do a deeper dive quickly?

Because it sounds like we're kind of a revolving door of new drivers.

Are they replacing the newer?

Can you give me a better clearer picture of do we have kind of more senior drivers that are staying with RPT?

Or do we have are the newer drivers replacing kind of the newer drivers?

And that's where a lot of our turnover exists.

So looking back last year, we had some turnover with newer drivers in the middle of the year, and I think a lot had to do with the fact that Groom paid a pretty high starting wage.

Yeah, we did have a few, quite a few that went there.

They are slowly coming back.

Yeah.

Um yeah, we had a couple that were really new, and Grim was paying 30 an hour, so they went over there.

Um and then the majority were disciplined.

Yeah, they're we've had um several uh new experiences.

Well, I mean, I've been here eight months, and when I say new, um the experiences that we've seen haven't happened for years, um, and we've had to act on those and unfortunately move in the termination.

Um but uh some have left on their own, um, knowing that it probably isn't a good fit for them.

Um some start get there, get going, and realize that the schedule doesn't work for them.

Um I mean you basically just like VH, it's a wide range of reasons that the turnover was what it was.

Um and I think the team that we have now uh is really uh focusing on their well-being, their mental state, their um uh overall value in the in the workplace.

Um I like I just became a uh operations manager, so I was a road suit.

They saw me out there all the time, either as driving or going to Central Park and talking with them, just you know, they would bend my ear about anything and everything.

Um they they want to they want to be heard, they want to be listened to, and that's what I'm trying to do for them.

Um some of them have uh said that they're bittersweet about me taking this position because they think I'm not gonna be out there as much, but I'm gonna be out there as much as I can.

So or in our new and the road soups that we bring in to replace me and the other open position, we're gonna try to find the a good fit that they're gonna be able to relate to.

So uh so the terminations voluntary, yeah.

Terminations and I think uh a huge problem when we're doing too big, too big a class.

Yeah, yeah.

And I think that was another people just felt it had cracks because it was just they weren't getting that one-on-one.

So we're not gonna do big glasses anymore.

We're gonna keep it between two and four per class.

We only have a certain number of uh people that are qualified to train, and when you have a big group, then we're trying to stretch those uh drivers uh thin and having to cover those as the routes as well.

Um yeah, we were we had a few that just felt like they were not coming in as much as they would like to, and in the meantime, they basically found another job or something.

So we did see that a number of times.

Yeah, just so just quickly to be specific.

When you say discipline, is that due to driving infractions, or is it more of drivers interacting with the public or other drivers or safety safety?

Okay, cool.

Talk about the uh competition with group, but maybe that's not uh being mitigated over time.

Um I understand that the waves and stuff like that are done through contracts with unions uh with the union, but overall um was like what when was last time there was a general range because um I think to a lot of potential new recruits, it would uh matter related to the the subject of inflation, and very often you know you'll have like uh sometimes it'll be a but if a place gets a three percent raise last year, then it's just barely catching up with the inflation, and then it's you know, a lot of places don't even get that.

So we're currently going through contract negotiations, um, which extended or like we were hoping it would be good and closed by January now still continuing, so we're in the process of renegotiating those rates.

Okay, and how in this is an annual negotiation, correct?

So it's every two years with the union, every two years.

Do you have data on what's the negotiations resulting in terms of race over the past three?

I think it was renegotiations.

Over the last three years, I want to say it was it was really high.

You want to say it was like 18% over the last three years.

It was really high, which we're yeah.

Um sorry.

Yeah, no, help me understand the uh the process for safety violations.

Obviously, there's gonna be some violations that are more egregious.

Is there a kind of a common one that leaps out on why you know drivers are um being terminated?

Um just not wanting to improve that continuation of so it's just like a progressive discipline, and usually the ones that lead to termination is because we've already exhausted that process.

Okay, and so I'm just to be clear, it's not a driving performance, or are we is that what we're talking about?

Like uh, you know, running a stop sign.

Is that the type of so accidents?

Right light violations, okay.

Um we have a camera system in the bus that detects hard breaks, fast corners, um safe driving, unsafe driving habits that we get notification, um, and then we go through each one and look at it, and most of them are coachable.

Yeah, it's the ones that are more serious, like red lights um running those or stop signs not stopping, um, or uh the speeding or use of uh the electronic devices, and those are virable offenses, and we try to coach, we try to um uh let make them understand or help them understand that those are serious things.

Um so we you know we're moving in a direction that we're trying to be less tolerant on certain things as well.

Um so with our new safety manager that just joined us a few months, four months ago, maybe um he has taken the reins on a lot of that and really kind of um put the brakes on some things that were not as uh were not being taken or acted upon as they should have been.

Um so now um uh we coach them on on minor infractions that we think that they can improve on, um, and then again we move into progressive discipline if those don't get corrected.

If we have 10 infractions from one driver in a week, that's a problem.

That's a habit.

If we once a month or minutes, they weren't, you know, something else was on their mind, maybe having a bad day or whatever.

Yeah, um, we can coach them on that.

Are there ever language or age barriers to side coaching?

We have people from all over the country, all over the world.

I mean, um language barriers are there.

Um EC.

No.

Yeah, but what I usually do is use that game thing, and then we'll see like it'll print you out a form for the same type of discipline and their language.

So that's kind of helpful too.

There definitely is the language barrier though.

Do you have to have access to that?

Um if we have some uh drivers that are from the same country and speak better English, we might use them as you know, something like that.

Um we have one.

Uh his daughter will get on the phone if we need to talk to him about something.

Okay.

So yeah.

What's the process of the coaching and the discipline like?

Coaching, um, we sit them down in front of the computer, we show them the video of what happened, ask them if they see, you know, what do they see, um, and then go through what we see.

Um the camera showed you breaking heart.

Could you have slowed down sooner?

Could you have um seen the bigger picture as you know with the Smith system?

Um having passenger uh pedestrian across the street, and you're not paying attention, and all of a sudden you're some of the brakes because you see them all of a sudden.

Can you get you know, can you clear the intersection by looking, you know, and that type of thing.

Um it's just trying to get them to understand that they just need to pay attention more.

Um like I said, once a month is different than three or four times a day or or more in a week.

Um yeah, so we the ones that are coachable, we we coach the ones that are not.

We try to, we we usually have to move into a different direction.

Well, see, do you have an average for how many coachable events there are per treat or like among there's something's like one or two?

Can't tell.

Yeah, I I think with any work group, like yeah, progressive discipline, it's written out in their contract.

We might be getting a little bit too deep in like just the operations and so I the topic of recruit and retain.

Okay, um, the uni contract has progressive discipline, it also has language around if something is egregious enough that um progressive discipline could be skipped, not to speak for trends data, but um, I come from the world of a lot of union contracts.

Yeah, um and of course there's always the grievance process if someone doesn't agree with um a discipline or how something was cold, they certainly have the avenue of um grievance.

For sure, yeah.

It's it's good to find the walk of like coaching for improvement and discipline, but not having to be a punitive correct um yeah, anyway.

Okay, there was one up there that talked about growth and we've got we do wrap up.

We have one more item of the idea.

Yeah, this will be the last opportunities for growth and development.

Uh right now we've got two supermarkets conditions open, and I wanted to have you know, we tend drivers sign up to be certified to turn out at people.

Um sounds like they're really excited about that.

So that'll be I guess that covers that.

So uh we do want to try to hopefully get people that are already working for us to grow into that.

So that's kind of that we just want to.

So uh speaking of your continuous improvement information here, how should uh the cat be provided information ongoing on where you're at?

So like the turnover and retention trends and things like that.

It would be interesting to see you know, a line graph for lack of better terms, and just a comparison from year to year, and we can talk about what that looks like.

It seems like looking at the trends might uh might give us some good insight.

Yeah, we'll start putting together something like that so we could start seeing the trends for especially for turnover.

Okay, thank you so much, Victoria.

Thank you.

Thank you.

Thank you.

Okay, so I'm up.

So I think this uh topic came on the agenda or wanted to learn more about it.

I'm not quite sure how it got on, but Rachel asked me to um put this together.

So as I got more and more into my role in transit, I mean from the private industry.

Um I did learn there's opportunities with financial and like taxpayer dollars and FTA.

Um there's a thing called incidental use or joint shared use.

And it is um I put three bullet points up there, but in essence, um the federal government when you get federal dollars, they encourage the use of what was paid for with federal dollars to be used in other ways to generate revenue.

Of course, with anything, there's processes to go through if you're gonna do that to get approval to do it.

Um, but there are opportunities, and it's called incidental use.

Um, a big piece to that is it can't interfere with transit.

So you couldn't go in and create something or do something and then um not have a bus stop or change something with transit.

So one of the first opportunities we look at vehicles and property, and I'll give some ideas, and this maybe is where the CAT committee can come into like any ideas you might have as you learn more about this.

So our fleet, um, it has you know a lot of different vehicles in it.

And an example of incidental use would be if we don't use a lot uh a vehicle maybe on the weekend.

Could we sublease that to another group and earn some money or revenue through that to help our system?

There's rules what you can use that revenue for.

Um, but then again, it's a trade-off because you're putting mileage on a vehicle that is in your fleet.

So you'd have to be very wise of what you would want to use your vehicles for um and the trade-offs that maybe that would come.

Property, um shelters, parking rides, and ramps.

Um they give examples like would you lease uh a space in a park and ride for like a food truck or a coffee um uh truck or something like that.

Those are some examples that they give.

Um, so it's it's a way to use that property or vehicles to generate some additional revenue.

Now we're not gonna get wealthy or turn the system around with these, but it does bring in and can bring in a little bit of um revenue.

So we've entered into our first one.

So on at the transit center down on um 2nd Street, um, we call it station G.

Mayo approached us with their boarded up because we're not using them because we had to relocate to Central Park for the construction.

They they asked us about they use that for valet, um, a ballet station.

So this is where the research that I did really came to be, and I was like, well, it seems like that wouldn't be a bad idea.

Um, so I talked with our FTA rep.

Um, I said, here's what we'd like to do, uh falls under incidental usage.

So I read about that, and we have entered into an agreement with Mayo where they are renting a transit um shelter station for ballet.

Um, and they will rent that for I think it's like six or eight months, the contract.

Um you have to come up with fair market value.

You can't um the government doesn't tell you like what to charge, but they just fair market.

So we did some research and how big the shelter is, and um, and then we came for the price, and we all agreed upon it, and we entered into a contract with Mayo.

Um it's one of the first incidental usage we have um implemented, and we hope to think of more ideas.

Um, and it's just again, nothing's gonna bring in.

Well, I don't know, maybe there is an idea we don't know about, and it might you know produce something more.

So a first step into using um incidental use or a shared venture.

So we just wanted to tee that up with you guys.

Um, we might have more discussions as things uh move along and uh maybe look for some ideas.

Any questions on this?

And ask Sandra, I'm always talking.

We should do this, we should do this.

How about selling this?

Um, so I'll be right there generating ideas with the FU.

Um, we might have a brainstorming session with you, or um, how can we do think of things from a different lens?

It's a good idea, the policeman bus shelter.

Are there some sort of I guess advertising campaign to various uh businesses in town?

Hey, did you or like someone you know that's trying to start up the business really need, say, a place to park a trailer or uh for your business or things like that, or you know, just some kind of way to let the word be known because oftentimes information campaigns will actually get to the people who need them.

Yeah.

So we're just starting to dip our toe into the pool.

Um, but certainly things that we'll be looking at, and if there are more opportunities, um, a biggest piece is it cannot interfere with um your transit service.

Um, so we need to be selective in how we do things or what we come up with, but we definitely feel there's other opportunities out there.

I agree that there's uh other opportunities.

I think that's fantastic.

One of the things that I think we need to be cognizant of is if the city is going out, I'm just using the city as a general uh term.

If the city is going out and say, hey, you should rent from us, then all of a sudden people are gonna be like, why does the city have so much property that they're gonna they're gonna rent out?

Well, it has uh it's transit.

So transit a lot of property.

Yeah.

I mean, we have a park and ride, um, our bus shelters, um, so it's a transit.

Yeah.

Um, yeah.

So there's not a lot of property we would have to like think through.

That again, but that that's the point is if we're out there talking about, you know, we have XYZ space to rent out, there's the opportunity for people to look at that and go, why does this why does transit have extra property that all of a sudden they're wanting to rent out and it's just something to be cognizant on when we're when we're looking at it?

Oh, for sure.

And like, you know, like 75th Street Park and Ride.

Yeah, it's busy during Monday through Friday.

Yep.

On Saturday and Sunday.

Yeah, have a lot of cars there.

So is there a creative idea of something we'll go to?

So more to come.

Um, just starting to dip our toe into the pool, but um, maybe there's more opportunities.

Maybe if there's somebody who goes who like goes to the farmers market with a trailer but needs a place to store it in the middle of the week or something.

More to come on this topic.

Yes, yes.

Very well.

Um, our other business, I believe we were going to discuss a little bit.

Oh, yeah, before we do, uh, did you finish sharing everything we'd like to?

Yeah, unless there's any questions.

Anybody else?

I was gonna give my project updated that.

Oh, very well.

That will be under other business.

I didn't see under there, as well as so.

I know we guys changed a few emails here and there over our transit service changes.

So for those new to the community transit bus service changes twice a year, usually in the spring and in the fall.

We did one last fall in November, and we are currently in the planning phase for the spring, which will be happening towards the end of April.

And we still have a process for how we do the changes.

So the first month is for planning to decide what the changes will be.

The next phase is to do public engagements or your republics and the rivers, feedback with those changes.

We host that two metro open houses and two in-person open houses.

The last one was yesterday at a Sunset Terrace Elementary School.

So the process to get or the period to get public feedback ends this Friday.

That's tomorrow.

And once the public feedback comes in, we will revise the plans we have based on how the public views or how the changes are going to affect their lives.

So currently we are in the face of still getting feedback.

Once the feedback is in from next week, we will go back to the joinable to revise those changes before they go live.

I know I haven't had the opportunity to present those changes to you yet because the general improvement was an important topic for today.

But joining next month's meeting, I would suggest that on the agenda, we have time on there to just discuss the impact of the four changes we did in November and move forward to what we are doing this spring.

So Jesse and everyone, if you have a vote to have that item on the agenda next next month.

That would be great.

Is there a motion for table?

Yeah, I'd like to make a motion.

We discussed it.

Um the next uh core meeting.

I second very well.

Now is there any discussions?

All right, seeing none.

Uh all those in favor of adding uh the matter of the impacts of the fall service changes being reviewed to next meeting.

Um the spring changes.

And the spring change.

Oh, I thought that wasn't ready yet.

Okay.

Just to review what it plans are.

Well, so we plans are for the spring as you go over the impacts of the fall service changes to next month's agenda, say aye.

Post motion passes unanimously.

Do you have another?

No.

Um because I'm we received a lot today, and because there are a lot of thoughts we can have on that, and we're not permitted to share these amongst ourselves outside of the meeting.

I want to see if I wanted to first see if anyone would like to share thoughts on that with each other.

Um, but dismiss those who've been here as guests from requiring to stay if they don't wish to before we do an official experiment.

What do you guys think of that?

Sure.

Make motion.

All right, I'll make a motion to let you guys go so we can discuss this further.

Like the second minute, I'm not sure if you're saying all those in favor of thanking and uh permitting our guests to uh leave as they wish.

Uh say aye.

If I was thank you guys, very good.

Great information.

Yeah, thank you guys.

Let's go.

I want you to relieve the pressure on us because I'm sure we all had our brains towardly about these very incidental uses and all of them.

It was a little uh aid protective matter because we meet them.

Oh, we solved, you know, it we can always fix problems if you don't know all the circumstances going on, and if hypothetically we're narrow or interfortile range where you know everybody being hired is about 30.

Well, then we'd know we'd want to do more on our hiring people who are like in community college or just in you know their early years, but it's kind of hard for us to do that if we lack data.

Maybe it's it's okay if we let them ask us if they if maybe we let them approach us with those issues that occurs.

They're like, hey, Kat, do you guys have any advice on recruiting younger population or something?

I don't know if they can target specific populations recruiting, though.

It's probably maybe that's not allowed either.

Correct.

Yeah, we 100%.

Yeah, that's what I was saying.

Yeah, okay.

I guess yeah, you can't say like I'm only looking for third years.

Yeah, I was just carrying all the reason the reason I was asking that question is because for my real job, uh we we deal with that.

And I know a lot of these types of industries, they're starting to creep up in age.

And so that's why I was curious what the average age was of a higher, but I understand the sensitivity of that for sure.

Yeah, exactly.

Like I think it wasn't to get people one at the exclusion of the other.

It was like uh the the like you're saying the the average age if the people who are in there uh you know are you know not going to stay forever.

We want to be able to have a continuous supply that way.

We don't have a sudden crashing.

Uh for me it wasn't even that, it was just a point of curiosity on what it was.

So I will share with um what companies do.

Companies do it's succession planning.

So they will have an indication of um like what their aging workforce is and like who is nearly retirement.

So succession planning, like if you have this many in this group, um, you're looking more at who is going to be retiring in three to five years versus what their age is age is yeah, which would be part of age anyway, but you don't say it like that.

Um what's your three to five?

It's really normally a one to two three.

Um and you're you're gauging um what you're gonna look like and what your um retirement cycle is going to be or predicted.

Yeah.

Perfect.

Nice that that makes sense.

Yeah.

I will say this outside of work, my job, we have about 300 drivers, and we're a national truck liner.

Um, and the average age of our over the road guys is about 45 plus, and then anything localized.

We might be an extreme case, but if this kind of gives you a flavor, it's it's about 60 plus right now.

So that's what that's what my curiosity was about because all of the uh all of the trades of the Scum in general, it's it's aging up.

Yeah, yeah.

To find a CDL driver is very hard.

Yeah.

Well, that's why I was that's why I was asking earlier, like the questions about the aid requirements and other things like that.

Not again, it's not because not trying to get people, it's just trying to figure out a way to make this uh you know, as a public service, and we have a duty to make it a long-term sustained thing.

Uh yeah, I think that you know they're they're not here anymore, but I think that if they start to create relationships with those two colleges that have it, where they're recruiting those CDL drivers uh as we go.

I I think that is if they have those relationships and create them it can create a pipeline, and that's kind of what we're looking at.

And even if you're grabbing, let's say two a year, that's maybe two more than you would normally get.

And that's that's a positive trend.

And they're out there and they're learning.

So yeah, and and the there are tons of people who I mean, I mean I don't know about Rochester specifically compared to some other places, but my understanding is that people between like 18 and my age have for the last three years I've had a lot of hard time with getting jobs, and some of them are just looking for a job and are having trouble finding them, and you know, they're sending their resumes to a hundred different services on LinkedIn and 50 of those are ghost jobs, and then they get discouraged, and you know, so it is different when they're when you can't do it at age 18, so it is less easy than just doing you know, scooping them up at a job fair in junior year.

Uh, but the these things are I I think I I do think that the lack of supply of people willing for these jobs is not 100% due to a lack of people who would take the job, if that makes sense.

You know, I mean, like there are some people who would take the job but haven't been reached.

How long is the training program at the colleges take usually?

Uh I don't actually know for sure.

Okay.

I mean, I don't I don't know if that's one of the three six month ones or if that's a one to two year I I don't know.

Okay.

They're spendy.

Yeah.

It's a spending program.

Oh, really?

And they have one down in they have one down in Iowa that's apparently less expensive, but people think it's kind of hanky.

Dakota County.

Yeah, DCTC.

Yeah.

They have a program.

Okay.

Okay.

And that job will is for the the degree is like preparing you to be a CDL on road driver.

Okay.

Yeah.

But yeah, like I I can totally imagine somebody who like would never even think about driving a bus because he or she like thinks you, for example, already need to have a CDL before applying, and thinks, well, that that's a long that I can't invest all that time and money to get my to get a CDL if I don't even know if we're gonna get a job on the other.

Yeah, for sure.

That's a good point.

But there are there are a lot of CDL jobs.

I don't know if your drivers are CDL'd.

Oh, yeah, yeah, yeah.

We touched them eyes.

So yeah, they're they're telling 40 tons down the road.

Okay.

So it is a dying breed, just like Boiler Engineers.

So if you know a boiler engineer, um that is a very big dying breed.

I have one on my cell phone that I kept calling necessary.

But I was very interested in the wonderful feedback regarding their their policies and their penalties and how they go through and question regarding the turnover of replacing new staff versus replacing long-term staff have been good.

And I think uh from our standpoint, it's very interesting.

And luckily, this organization seems to be very well run with the contract of the city, their cooperation and everything they do so they can continue to maintain their visiting practices, and so we're very happy with their own.

I I would ask uh staff, and I know that they said that they would do it, so it's not that I don't disagree.

I just want to make sure we get those trend lines, because I think those would be really good for us to see what those what those trend lines look like.

Which trends the trend lines as far as what their turnover is and recruitment and and that sort of stuff.

Yeah, I can't promise they're a private company.

Yeah, no, absolutely.

I I'm just saying they said they would do it.

Yeah.

So just to encourage to run that by us.

Absolutely.

And if they can't, yeah, that's fine.

I mean, I would encourage to at least um bring something back to you, find something we could bring back to you with um, they trend a lot.

Um, I'm in their files, I can I do compliance, so I make sure they're pulling the randoms.

Um, I check on um their 3060 90.

Um, I we track all the accidents and vehicles.

So um there's a lot of trending that goes on.

Yeah.

Um and they're um well, CDL, so you have to do your MSI, you know, there's a lot of reporting they have to do in the public um in the private world for CDL.

So this is gonna be for lack of better terms, this is gonna be geeky, uh government geeky.

So I understand that they're a private company, but they're doing public work.

So what do they have to is their reporting structure different because they're doing work for a public entity as opposed to just doing it privately?

They're a contractor of ours, so they are a private in uh a private industry.

So public records and things like that don't necessarily apply.

No, so if you were to ask for so-and-so's file of their employees, that's not public record.

There is a um there is a line.

That's like that is a good question, because I I think people might blur that.

And that's exactly it.

I think that people probably expect that you know, if they're doing work for the city, yeah, they're not city employees, but the rules that they have to follow as far as what's available and what's not are gonna be similar.

They are not subject to public record.

Yeah, and we do not dive deep into it because we are a contract, they are our contractor.

So um, if they discipline an employee, we may not know about that because we're not their employer, they're our they're our contractor.

So there is a fine line in rules of engagement with contractor, and you don't want to be their employer.

Yeah.

But I mean if there are things that they are that they legally are permitted to give, but they don't they choose not, they don't want to, and we are not legally permitted to require it of them.

That's different from something that uh you know they can't give us.

Like if it's their internal rules versus legal things constraining them, and that could factor into like the bidding process.

I was gonna say, I would imagine that the the contract that the city has is very well written and very thorough and meets the minimum of all required local, state and federal requirements.

And that they're exceed all those things, and we should be all set that we obviously we can't interfere with the private organization.

Yeah, it's just it's just that I you know I I would imagine that considering we we it's so heavily uh you know, RPT and thus indirectly uh transit is so heavily uh funded by the FTA and thus the taxpayers of all 50 states, there would be a heavy interest in certain things regarding you know workings, and to me, that's why, for example, the the language barrier was a bit a bit troubling uh because if the how to put this because in a time when the purpose of the FTA funding this is so that we can have strong supply of rot of meeting the needs of riders, um there is and we're in a time of ridership shortage and driver shortage when there's low demand and low supply.

Um you would think that we would want to tailor things to um make it such that any uh riders would have the smooth time possible and any bumps along the way would cause inconveniences, not saying that there's anything wrong with a person, it's just that this is just the way humans work, like culture's a complicated thing, and uh you know, if you're being funded by the American taxpayer, the least you can do is speak English, in my opinion, like especially if that change is going to result in city dollars being spent training people who might not interact in the most easy ways with uh with a person, uh citizen on the street, not because either of them are a bad person or anything, which is nature.

Well, the CDL, there's some overlapping, they they are required to it's an ELP, English English language proficiency test, and it just means they can identify signs, but it doesn't go into being able to articulate to uh maybe that's what you're suggesting, be able to articulate to their thoughts and you know, words to uh other passengers, if you will, but they there is the ELP that is like kind of the standard across industry for a CDL where they have to be able to recognize uh certain you know words on the roadway and signs and whatnot, but like if if if you got like five passengers and then a sixth passenger comes on, and then the sixth passenger is you know, kind of causing some sort of trouble being able to very quickly and clearly communicate and de-escalate with that sixth passenger in order to protect the comfort and safety of the other five passengers, would be uh in my opinion, that would be uh a basic job requirement of being on public transit.

Well, I imagine the individuals who the higher be the minimum criteria for the job that they have, and that when they were explaining some of their issues of the communication, probably more along the lines of like explaining OSHA or other more complex situations that are outside the scope of casual conversation.

Okay.

So I would imagine some of the standard intercommunication skills are very present.

They just you know, slightly more challenging and more important, or even uh thinking legal implications were probably where they assist them with translating services.

No, no, you're fine.

Yeah, I know.

I hope I hope so because you know, I know I think a couple months back there were some major like scandals about like some some people with C some major CDL related incidents in Florida and California.

I don't know if any of you recall that.

Um I don't I'm not suggesting any of that's happening over this year, it's just always nice to be proactive.

Yeah.

No, I I yeah, I was just here to just uh shed some light.

Um wearing this together, and our goals to help, you know, transdev or RPT people.

So yeah, no, I I get what you're saying.

Um, there's certain are certain things that are um in place, you know, to help with that.

But and I attended all the safety meetings, and I so I see all the drivers and the safety meetings are done in English.

So uh very correct.

There is a set of here's the lane of what in English you would need to know or be able to comprehend um the the training piece, the signs.

So though an everyday conversation maybe doesn't float you know back and forth quickly it it gets done.

If that's helpful.

I'm not sure I I understood that last part.

I understand I just you will attend these meetings and you'll see what you know what is processed and stuff like that.

Like Ken said, like, oh shot, they're gonna know this piece of it and the signs and um how to read the odometer.

So it's what you need to know to do the job.

Yeah, so yeah, no one expects someone who says I'm fluid in French to know the French term for lateral collateral ligament of the elbow.

I just uh we need to be I will just say that I think we need to be very careful in saying things like I think they really need to know English.

I can include because there's certain things that they need to know, and then there's other things that are totally irrelevant.

So I will just say in general, that's a dangerous line to cross.

Well, it may not be as dangerous as perceived way when when FTA dollars are concerned.

I mean, it does mean that the taxpayers of all 50 states have some sort of state involved in this.

And we don't have a national language.

So people don't need to know English.

They only need to know what they need to know.

And that's the that's the rule.

I mean, in all in all the I guess I guess the real the real thing is that part of being a driver is it's one of those season medical analogy.

You're a little bit like a cardiologist rather than a pathologist.

I know I'm oversimplifying, but there's the human communication element that's a key part of being a commercial driver, you know, interacting with people, people you've never met before.

You know, I mean meeting new people is an interesting thing.

You get you experience new personalities, and they're not always uh, you know, you sort of some people find that scary.

Some people who are new get shy.

Sometimes you got to encourage people to feel comfortable.

Uh you've got to, you know, interact with people in all the difficult, stressful situations of life and communication is not always easy, even when you speak the same language, and then adding an extra barrier to that when you have all these people in your charge with whom the taxpayer dollar has entrusted you.

I think that even though there's no statutory requirement of something like English, that is a heaven responsibility that uh lays in the I'm I'm feeling assured that uh within the contract that the city has with the organization and that they're required as an entity to follow all of the pertinent laws and regulations regarding their field of expertise, and so far that it is as a private organization uh providing a service, a service that we as a committee get the chance to speak on and learn more and give feedback on.

But the their practices as far as hiring and uh regulatory stuff and their safety meetings that they have are far outside the scope of what we can have as a discussion amongst this committee.

And I would imagine that it'd be pertinent if we moved forward.

Very well.

Yeah, everyone want to move forward to an adjournment, or does someone that want to share more?

No, I I just wanted to add my thoughts quickly.

I think really what we're just I don't want to go back, but just to give you kind of truckings or you know, having a CDL job is already difficult enough.

And I think you had the nuance of having to deal, you know, with the general public.

That's probably one of the most difficult dynamics.

Um yeah, I think we could just chalk it up to just kind of going off your point.

It's we just have to frame it as communic communication, and that doesn't necessarily mean that it needs to be a specific language, um, and we just have to focus on hey, how do the drivers, you know, and the public that are riding the bus feel uh, you know, as far as you know, do I feel like this driver's driving safe, getting me from point A to point B.

Um, but the the thing I didn't get a touch on tonight that I didn't want to discuss was with with transdev, do they the do they own any assets as far as the cameras in the trucks, or is that RPT?

Is that the is that our asset?

The buses, yeah.

The bus dot only our asset.

It's our assets.

Um the cameras is our ours, you know, that is um the city's assets.

Um they will have uh they do have a camera um in the one camera as well in the bus that is no parts.

Okay, and so are they getting data feed from both or just theirs or they can from both, okay?

Yes.

The thing I just wonder because one of the things the drivers absolutely hate is the cameras, and sometimes the cameras can produce a lot of false positives and it can really upset the drivers.

It's I I was just curious if there was maybe a delay in having to cipher through all of that data because there's so many false positives.

If maybe we had you know the most up-to-date technology, but there's just some better AI that's embedded in some of the newer cameras where there's a lot of false positive.

So I won't keep us too much longer, but my thought was you know, what could we suggest, or what could we you know, bring to the table that we could fund that would help streamline that process in turn helping them you know spend more time with the drivers instead of because I think it's a big problem, at least at my work is um our safety director and the people underneath them have to sit through all these videos, and there's a lot of like oh, this is just a car pulling in front of the truck, you know, that created this unsafe following distance.

But I was just curious, I didn't get to ask them, and I won't keep going, but I was just curious that that was kind of at play, and that might be kind of a bigger, you know, dynamic here.

Um kind of attributing towards driver, you know, retention.

Um add then on why does that variable call?

If something goes on on the bus, that's a safety issue, we would get an email, and that email comes to the C, not the oh god.

Once it comes to us, then we go through the video to see what happens.

We view which ones they have then, they take it from there and we view what the try hard.

So yeah, sometimes the car won't kind of see us, but on the bus, okay, follow-up, and we would always suggest that.

And that was what I was trying to understand more comprehensively.

Is it more of the driver events from the cameras inside are causing the disciplinary actions towards the drivers, or is it the external events like you know, running a stop sign?

I still don't think I understand it completely which way the scale you know leans, um, or if it's kind of a mixed bag uh for driver discipline.

And that was just one of the data points or I wanted to understand.

Um, if maybe like if they just sit and watch cameras, no, the the disciplinary actions that the drivers are facing, is it more external inside the bus?

Um disciplinary actions because the way that they treated a member of the public or um or is it external like driving interactions?

And maybe I didn't articulate it well enough with when they were here, but I was trying to understand why they're being disciplined.

Yeah, where the scale things, um, if it's more so externally or internally.

Yeah, uh they want to speak for them.

Yeah, what's the discipline on the action?

Yeah, and I think it's very important we stay like on the line that we not become their employer.

Sure, yeah.

Yeah, no, I I guess from this standpoint it the part that I wouldn't disappoint is probably their own word, but it just I would have thought you know they would have had a kind of a better understanding of that, you know.

Um to answer the question of well, where is the disciplinary lie?

Is it in the externals, or is it the you know, drivers versus the public happening internally with the bus?

It'd just be nice to have more solid data from them as far as like numbers go and stuff like that.

We can't control what they give us, but anyway, yeah, it would be nice to know specific numbers or trend lines.

I think is kind of a theme, it's hard to improve, but you can't track uh we don't see data about.

So I think that's our probably our biggest feedback to them is trying to get it get more hard numbers for us to help them with to see, and maybe for themselves to understand their own trend lines and far as like retention numbers, satisfaction, disciplinary actions.

If you don't track it, it's hard to improve it.

Yeah, we'll go back to them and see what we can.

Um see if there's like what we could bring back.

Okay, um I mean it's a slippery slope, yeah.

Um, just like we wouldn't go to Mayo and say, can we see your turnover trends and who returned last year and what's your turnover rate?

Um so we want to we want to be respectful that they are a private company as well.

Um and we don't go diving into the their files of discipline and yeah, and I think that uh uh to your point.

I think that one of the issues with this committee in general, I'll say from my perspective, is when we're given reports like this, that's the direction that you're like, okay, well, what can I do to help improve it?

And so we want the information we don't know where that line is yet.

So if we could understand better where that line is, I think that would be helpful, helpful for us.

And you know, we had the city attorney here a couple couple months ago.

Uh, and that was good, but I I don't know particularly where that line is either.

And you know what a contractor for the city has to tell us and what they don't have to tell us and what we can ask for and what we can't ask for.

That's that's the part that oh, that we can ask for them to show us, yeah.

Yeah, um they really don't have to show us anything to be honest.

So like it might report to what the uh yeah, they report to us monthly on certain things, um, but it is very operational numbers.

Um, because they're not um they're not the city, yeah.

That's that's the part that's oh that we can ask for them to show us yeah yeah um they really don't have to show us anything to be honest so quotes who are yeah they report to us monthly on certain things um but it is very operational numbers um uh because they're not um they're not the city yeah and they're very open with us uh please don't I no no no that wasn't my point uh Victoria we were in her office she's over with us and Derek and um we have a wonderful working relationship but there is a um there's a fine line when it comes with contractor and like not being their employer yeah so good to know we don't tell them who they can hire who they can't um in those frontline roles and yeah and I I my my point and I may have not done a great job of explaining it is my point is sometimes I think we as cat members feel like we have to ask those harder questions and we don't have the authority to do so for lack of better terms.

And so understanding where that authority lies because I don't want I don't want to waste people's time I don't want to waste their time I don't want to waste our time and maybe we could have been done by six o'clock as opposed to 6 30 yeah it may be good if in the future um people are coming in maybe they would have a list of things that they would like specifically from us for feedback on some sort of direction to provide us on what they would like out of our meeting that would be helpful to just give us yeah that makes a lot of sense because otherwise we feel like we have to find creative ways not to be merely information receptacles.

Yeah for sure because one thing they just give us information and we're like okay with it that's a good that's a very good point.

I mean are they just here to give information and listen or what is there anything that they're looking for input on.

Yeah that's good point.

We could all agree if we want to streamline it sort of fit in the hour yeah for sure okay we all care a lot about this and I think we're getting better as as a group at getting things done and getting good feedback and stuff.

So well we managed to get both things on the agenda done so that's uh that's a positive thing.

Very well so yes I moved to adjourn.

Is there a second?

I wasn't there adjourning.

I have to leave this thing.

May everybody remember to each other first