On Board With… Omnitrans CEO Erin Rogers
Erin Rogers brings nearly three decades of industry experience to her role as Omnitrans CEO/General Manager, including two years in the agency’s Deputy General Manager position. Erin previously held a Regional Vice President position for MV Transportation and spent 16 years at the Orange County Transportation Authority (OCTA), among them a decade as Assistant General Manager. She began her career as the paratransit manager at DAVE Transportation Services in Boston.
A native of Syracuse, New York, Erin is a graduate of the State University of New York, Geneseo. She is a graduate of the Eno Center for Transportation’s Executive Seminar and the American Public Transportation Association’s Leadership APTA program. Erin also has been an active member of the Women’s Transportation Seminar.
Erin was recently appointed as Chair of the Association’s Operations Committee and serves as member of the Executive Committee.
Transit California:
Earlier this year, Executive Committee Chair Karen King appointed you to the role of Chair of the Operations Committee for the 2022-24 term. Congratulations! What priorities has the Operations Committee set for this term?
Erin Rogers:
I am honored to have the opportunity to serve as Chair of the Operations Committee. The Committee has a number of exciting initiatives planned for the coming year, continuing and expanding on the great work of our predecessors.
Agencies are balancing a variety of pressing issues, including employee recruitment, engagement, and retention; the streamlining of the commercial driver’s license process; systems safety for employees and riders; and ridership recovery. Building support and solutions for these concerns will make up the primary work program of our committee this year.
The industry is at a time of great challenge and opportunity — networking and sharing of ideas between transit agencies to develop best practices has never been more important. As Committee Chair, I will work to support and expand these opportunities to move our industry forward.
Transit California:
Omnitrans is hosting the Association’s 57th Annual Fall Conference & Expo. What are you most excited about for the event?
Erin Rogers:
I am most excited to host our colleagues from across the state in the beautiful city of Ontario, and for the opportunity to showcase Omnitrans and the great work of agency employees. With the conference in our own backyard, employees in a variety of positions who may not typically have the opportunity to travel to conferences will have the chance to attend.
I am also looking forward to the great slate of educational and networking opportunities the conference has to offer. I believe there is immeasurable value in the networking opportunities and discussions of shared challenges and industry innovations which are available at the conference, regardless of our position or role at our respective agencies.
Transit California:
Service resumption is one of your main focus areas currently at Omnitrans. How is the agency working to accomplish this and what challenges are you facing?
Erin Rogers:
Omnitrans' goal is to ensure reliable and frequent service to our current riders and build back a transit system that will attract new riders. To achieve this, we set a target to return to 90 percent of pre-pandemic service levels by the end of this fiscal year. The top two priorities supporting this goal are employee recruitment, engagement, and retention; and offering new, flexible services.
Of course, without the required workforce, service restoration is not possible. This is certainly our biggest challenge — employee recruitment and retention in an extremely competitive labor market. With the change in workforce demographics, employees’ employer expectations are changing. In an effort to better understand and address this issue, Omnitrans initiated a consultant-led Organizational Development effort to evaluate organizational culture, including an employee survey and listening sessions. With information gleaned from this effort, we will develop strategies to modernize and better align our organizational culture, policies, and practices with the expectations of our workforce.
As we work to build back ridership, agency plans must acknowledge and incorporate the changing needs and travel patterns of our customers. At Omnitrans, we are implementing flexible services such as microtransit (OmniRide) and convenient first and last mile shuttle services (ONT/SBConnect) to attract riders. Our process also includes the evaluation of current services to determine if our limited resources are allocated in the most effective way.
In short, the key to rebuilding is adaptability — not just to the changing needs of our riders, but also of our employees.
Transit California:
Environmental responsibility is another focus area for the immediate future. What does that look like for the agency?
Erin Rogers:
Omnitrans has been an industry leader in environmental responsibility, with alternative fueled vehicles dating back to 2002, when we introduced the nation’s first hybrid electric transit bus. The agency’s current fixed-route fleet is comprised largely of near-zero emission compressed natural gas (CNG) buses. Our paratransit fleet is low-emission CNG, and the operator relief vehicle fleet is battery-electric powered. We began our transition to a zero-emission fleet with the purchase of four battery-electric buses last year. In the next two years, four hydrogen fuel cell buses and an additional 18 battery-electric buses will be added to the fleet. These purchases put Omnitrans on the path to compliance with the Innovative Clean Transit Regulation by 2040.
In addition, last year our Board of Directors approved the agency’s first Climate Action Plan, which documents fleet and facility environmental enhancement initiatives, sustainability improvements, and key efforts identified to reduce greenhouse gas (GHG) emissions. The Climate Action Plan is designed to assist Omnitrans in enhancing existing programs, identifying new projects, introducing new initiatives, and improving tracking of results. The tracking and analysis of this work positions Omnitrans not only to enhance our own sustainability efforts, but support the initiatives of our Joint Powers Authority partners and serve as a resource for our region in the critical work of climate action.
Transit California:
Workforce development is your third focus area at Omnitrans for 2023. What steps is the agency taking to develop its workforce?
Erin Rogers:
Workforce development continues to be a top priority for Omnitrans. I’ve mentioned that Omnitrans recently initiated a consultant-led workforce development initiative to ensure a culture of employee engagement and development, which I believe is key to our future success.
We also have a second exciting workforce development project in the works. Omnitrans recently was awarded a grant under the Federal Transit Administration (FTA) Low-No Emission program, which we are utilizing to fund a zero-emission bus (ZEB) mechanic apprenticeship program in partnership with San Bernardino Valley College. With the transition of our fleets and workforce demographics, training and preparing employees for the future is essential.
Transit California:
Prior to serving as Omnitrans Deputy GM, you served as regional VP at MV Transportation. How did this private-sector experience complement your experience in the public sector?
Erin Rogers:
I started my transit career in the private sector, moved into public transit, and later returned to the private sector. My background in the private sector built the foundation of my understanding for all aspects of transit operations, and its supporting business framework. In my view, experience in the private sector develops strong business and entrepreneurial-minded decision-making and problem-solving skills and performance measurement. Customer service is a cornerstone of success in both the public and private sectors; however, the private sector provides a unique perspective in creating satisfaction for both customers and client or partner transit agencies.
Transit California:
You spent 16 years at OCTA, including a decade as assistant GM. What is most memorable about your time at this agency?
Erin Rogers:
The time I spent at OCTA is memorable in many ways — delivering excellent customer service to the people of Orange County and completing many exciting projects and initiatives was very rewarding. Two of my most meaningful projects developed through partnerships with the private sector, including the development of the paratransit program and transition of a portion of fixed-route service, both of which involved incorporating private-sector service providers. Both of these efforts resulted in efficiencies that enhanced the long-term sustainability of agency service levels.
Beyond projects, the most memorable thing about my tenure at OCTA is the people. I was honored to be a part of the executive leadership team of the agency and had the opportunity to work with talented CEOs and executive-level leaders. This experience prepared me to lead an agency. Beyond the leadership team, I was fortunate to be surrounded by a team of dedicated and hardworking transit staff. Unquestionably, it is my time at OCTA that instilled the value of investing in people and building winning teams.
Transit California:
You are a graduate of the Eno Center for Transportation’s Executive Seminar. How was this experience beneficial to your development as an agency leader?
Erin Rogers:
Attending the Eno Center for Transportation’s Executive Seminar provided exposure to a broad range of industry thought leaders and transit CEOs in an intimate setting. This environment allowed for candid conversations about the issues facing the industry, as well as thoughts on leadership and board management. The week-long program also provided time for small group interaction and reflection, creating supportive professional relationships I continue to value and enjoy.
Transit California:
You are an active member of the Women’s Transportation Seminar. What role does WTS play in the broader transportation industry, and are there elements of WTS’s charter that you would encourage other organizations, like the Association, to incorporate?
Erin Rogers:
I value any opportunity to create a more diverse and equitable transportation industry. Historically, transit has been a male-dominated industry; through the efforts of organizations like WTS, a shift has occurred over the years. As with any other underrepresented group, including women in transportation industry conversations ensures diversity of thought and a varied perspective that fosters innovation and development. I am proud that Omnitrans’ senior leadership team is fifty percent female, and that we are working to foster the next generation of leadership by partnering with organizations like WTS and Girl Scouts to create Classroom to Career student events and Introducing Youth to American Infrastructure’s summer student program.