TITLE Manager, Transportation
CLASSIFICATION NUMBER 1349
IMMEDIATE SUPERVISOR Director of Safety and Transportation
MAJOR ADMINISTRATOR Vice President for Administrative Services
The Manager, Transportation administers and supervises University parking facilities, parking management software, the motor pool, and the shuttle system. The Manager, Transportation leads and directs the activities of the transportation staff, collects data and prepares reports to comply with state and federal regulations, provides information to the University, and verifies utilization of parking and shuttle operations.
MINIMUM ACCEPTABLE QUALIFICATIONS
Education: A Bachelor’s degree is required, preferably in management, business administration, civil engineering, or logistics and operations management. A Master’s degree in the specified disciplines is preferred.
Experience: Four years of administrative and supervisory experience is required. Experience working with federal and state transit regulations or parking administration is required. Experience working with the administration of Federal Transit Administration (FTA)-funded projects is required. Experience in budgeting, grant writing and grant administration is required. Experience in parking administration or shuttle administration in a higher education setting is preferred.
Skills: Leadership and supervisory skills are required. Analytical skills are required. Strong verbal and written communication skills are required. Excellent interpersonal skills are required. Computer skills are required; the ability to administer shuttle and parking software systems is required. The ability to develop training and performance standards is required. The ability to manage a budget is required. The ability to solve problems and make appropriate decisions is required. The ability to clearly communicate ideas, facts, and concepts to all University constituencies is required. The ability to develop policy and procedures is required. The ability to plan, organize, and manage a campus-wide shuttle bus system is required. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required.
Effort: This position is designated as an essential employee and must report to work as scheduled when University offices are closed due to severe weather.
Other: A valid driver’s license is required.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Manages the daily operations of the University parking system by through administration of the campus parking management software, including permits, citations, appeals, and billing and the campus parking meters program, including meter placement, meter maintenance, multi-space meter, parking space counters, and parking lost maintenance.
2. Collects and analyzes data for reports about parking on campus.
3. Assures efficient parking permit sales to students, employees, and visitors and coordinates with Financial Services regarding the proper accounting and security of funds.
4. Communicates effectively with the faculty, staff, students, and the public about parking operations, regulations, procedures, the availability of parking, and the status of parking violations.
5. Develops, revises, and maintains parking regulations for the Springfield campus.
6. Oversees the annual design and printing of parking maps and parking permits.
7. Provides leadership to the staff to ensure that they are effectively serving the campus community and provides training on policies, procedures, regulations, and customer service skills.
8. Oversees local, state, and federal FTA regulatory compliance including Triennial Reviews, grant administration, and preparation of the Transit Award Management Systems (TrAMS) report and National Transit Data (NTD) report.
9. Updates the annual Transportation Improvement Plan (TIP) and revises and prepares the shuttle ‘revenue miles’ report with route or schedule changes.
10. Coordinates and participates in coordination efforts at the University, local, state, and federal levels and participates in or facilitates meetings and information sessions to educate and improve the understanding of the transit system services internally and externally.
11. Optimizes the utilization of parking resources available by tracking the capacity of parking lots, maintaining waiting lists of permits in particular lots, researching the identity of persons with violations who have not been issued parking permits, providing background information on violations and violators to the parking appeals administrator, providing staff support to the Safety and Transportation advisory committee, and analyzing parking management software data to provide recommendations for parking improvements or changes to regulations.
12. Ensures the effective utilization of University resources and the availability of the appropriate amount of parking by helping to identify and prioritize the need for maintenance, repair, and capital improvements and managing budgets of parking facilities.
13. Ensures appropriate signage is installed and maintained in parking areas.
14. Manages the daily operations of the University’s vehicle fleet system by fielding complaints about routes, drivers, and other concerns, maintains the shuttle counter, analyzes shuttle data and prepares reports, manages the shuttle contract, and communicates regularly with the shuttle vendor to ensure quality service.
15. Ensures that the operation of the shuttle system provides the specified services that meet University students’ goals and contractual requirements for the system by working cooperatively with the Student Government Association (SGA) and other such representative bodies as may be appropriate regarding shuttle system planning and communication of the transit system master plan and decisions to SGA representatives.
16. Manages the daily operations of the University’s vehicle fleet system by scheduling the maintenance of fleet vehicles, maintaining maintenance records, providing information to other University departments on maintenance issues and scheduling, overseeing the scheduling and tracking of vehicle reservations, managing the motor pool budget, overseeing the fleet fuel card system, and developing long-term fleet plans.
17. Supports the mission of the department by performing research into problems and issues, identifying and organizing information into reports, recommendations, and/or presentations, assisting in identifying resources to solve problems, developing, revising, and maintaining policies and procedures, and maintaining accurate and complete records.
18. Contributes to a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.
19. Remains competent and current through self-directed professional reading, developing professional contacts with colleagues, attending professional development courses, and attending training and/or courses required by the Director of Safety and Transportation Services.
11. Contributes to the overall success of the Department of Safety and Transportation by performing all other essential duties as assigned.
The Manager, Transportation is supervised by the Director of Safety and Transportation and supervises full time, part-time, and student employees.
OFFICE OF HUMAN RESOURCES
REVISED AUGUST 2017
JOB FAMILY 4
Factor 1: Professional Knowledge, Skill, and Technical Mastery
Level 4 - 2300 Points: Knowledge of the principles, concepts, practices, methods and techniques of an administrative, managerial, or professional field such as accounting or auditing, financial management, business administration, human resources, engineering, social sciences, communications, education, law, or medicine. Knowledge permits the employee to complete assignments by applying established methods to recurring types of projects/problems susceptible to well-documented precedents or to schedule, plan, and carry out precedented projects. Alternatively, knowledge at this level might also permit the employee to carry out precedented projects requiring considerable experience in specific areas within higher education. Knowledge at this level is typically acquired through a combination of formal education and/or training and experience that includes a requirement for a college degree in a specific technical or professional specialty along with significant related work experience. Alternatively, equivalent knowledge requirements at this level include a non-technical or general Bachelor's degree requirement with substantial work experience or a non-specific Master's degree requirement with substantial work experience. Knowledge requirements generally also include a significant amount of related work experience and may include administrative or supervisory experience.
Factor 2: Supervisory Responsibility
Level 4 - 470 Points: Supervision of (a) a moderate number of operative, administrative support, or paraprofessional employees who do not exercise a full range of supervisory responsibilities over other full-time employees, (b) a small number of professional employees who exercise limited supervision of others, or (c) large numbers of student workers or graduate assistants, or some equivalent combination of the above. The incumbent performs a full range of supervisory responsibilities including performance reviews of subordinates. The incumbent is responsible for training, planning, and directing the work of permanent employees, and generally controls hiring decisions. Supervisory responsibilities consume moderate amounts of work time and may include general work planning tasks.
Factor 3: Interactions with Others
Level 4 - 500 Points: Interactions with others are somewhat unstructured. The purpose may be to influence or motivate others, to obtain information, or to control situations and resolve problems. Interactions may be with individuals or groups of co-workers, students, or the general public, may be moderately unstructured, and may involve persons who hold differing goals and objectives. Individuals at this level often act as a liaison between groups with a focus on solving particular unstructured problems. Interactions at this level require considerable interpersonal skill and the ability to resolve conflict.
Factor 4: Job Controls and Guidelines
Level 3 - 500 Points: The employee operates under general supervision expressed in terms of program goals and objectives, priorities, and deadlines. Administrative supervision is given through statements of overall program or project objectives and available resources. Administrative guidelines are relatively comprehensive and the employee need only to fill in gaps in interpretation and adapt established methods to perform recurring activities. In unforeseen situations, the employee must interpret inadequate or incomplete guidelines, develop plans, and initiate new methods to complete assignments based on those interpretations. Assignments are normally related in function, but the work requires many different processes and methods applied to an established administrative or professional field. Problems are typically the result of unusual circumstances, variations in approach, or incomplete or conflicting data. The employee must interpret and refine methods to complete assignments. Characteristic jobs at this level may involve directing single-purpose programs or performing complex, but precedented, technical or professional work.
Factor 5: Managerial Responsibility
Level 4 - 1500 Points: Work involves the primary accountability for a smaller department, program, or process. Work activities involve managerial decisions that directly affect the efficiency, costs, reputation, and service quality of the department, program, or process. Work affects a limited range of professional projects or administrative activities of the University. Work activities have a direct and substantial impact on the department. While work activities do have some effect on the efficiency and reputation of the cost center, departments, programs, or processes at this level represent a relatively minor function within the cost center. Employees in jobs at this level may have responsibility for developing budgets, distributing budgeted funds, and exercising the primary control over a relatively small budget.