A D DR E S S TO

R A D IO C A B C O.
B OA R D O F D I R E C TO RS

RADIO CAB 98D

Christopher Harley
christopherharley@gmail.com

F O R IM M ED IATE R E L EA S E TO S HA RE H OLDE RS

Tuesday, Februar y 2, 2016

T R AC K I N G A S S I G N E D T R I P S AC RO S S S H A R E H O L D E R S A N D C O N T R AC T D R I V E R S

As consumer demand for Radio Cab Company (RCC) taxi service continues to decline, its become
more evident that many drivers, both owner/operators and contract drivers, have come to rely
more heavily on privately assigned corporate account trips. The circumstances by which drivers are
selectively privileged to access these trips or entirely denied their availability deserves greater
scrutiny as overall earned revenue continues to diminish for all drivers.
To further RCCs goals of better adherence to policies that foster transparency, accountability, and
continuity with respect to standard operating procedures, I propose that RCC implement a system
by which all properly trained and thoroughly vetted drivers willing to perform assigned work are
given insight into the performance evaluations that are conducted to determine ones status for
being selected to benefit from assigned RCC corporate account trips. Conversely, those denied the
opportunity should be given a detailed account of what issues or infractions have been logged that
would now disqualify them from performing their duties relative to the qualifications necessary to
fulfill RCCs expectations as well as the expectations of our account client.
With respect to individual privacy, it may be necessary to anonymize driver identities in reports that
list earned revenue from specific corporate accounts. But, with that said, drivers should be given
access to their own unique identifier so as to track their success rate and determine their
percentile ranking among other drivers. Further distinction should strive to create a unique qualifier
that separates owner/operators from contract drivers. By being able to track individual success,
drivers can learn better what strategies they can employ to gain a more privileged status with the
Office of Special Needs as well as understand the reasons a driver may be sanctioned and selected
for removal from that privileged status.
Regarding employee accountability, the Office of Special Needs should be able to easily reference a
list of performance metrics that, when met, qualify a driver to perform assigned account work with
the expectation that that type of work is forthcoming in a appropriately scheduled manner. And
reasonably so, a drivers failure to meet those same performance metrics, should reference a set of
disciplinary measures that will be leveled against the driver explaining ones removal from a specific
account and the duration of that removal.
Transparency with respect to corporate account work is never more important than when the
accounts in question are funded with tax payer money. Accounts such as Portland Public Schools,
various police and fire agencies, Multnomah, Clark, Clackamas, and Washington County, and the
various departments therein each hold an expectation of fairness and equitable distribution from
the tax paying public. Distribution methodologies that ignore the need for precision or forgo the
opportunity to exercise greater sophistication will do much to erode the publics confidence in our
work.
As a company, we should endeavor to create a distribution system of assigned account trips that is
by its very nature, imbued with the importance transparency, accountability and continuity.