Amusement and recreation attendants
Also called Ride operator, Amusement park attendant, Theme park attendant, Recreation attendant, Water park attendant
In brief
In May 2025, BLS counted 397,830 US amusement and recreation attendants, with median pay of $32,150 a year. Of the BLS counts since 2003, the May 2025 count is the highest. The earliest figure here is an estimate of 30,000 from 1900, not measured the same way as today's count. The last full technology era for amusement and recreation attendants: Cashless mobile payments + biometric entry gates, 2013 to 2021.
What the sources say
Official outlook
BLS projects employment to grow 3.7% from 2025 to 2035.
AI exposure studies
- 36.5% of this job's tasks are exposed to large language models. Not a forecast of job losses. Eloundou and others, 2023
- 0.72 estimated probability that the whole occupation could be computerised, over an unspecified number of years. Not a forecast of job losses. Frey and Osborne, 2013
Since the 2013 prediction
In 2013, Frey and Osborne put this job's probability of computerisation at 0.72. BLS counted 260,680 of these jobs in May 2013 and 397,830 in May 2025 (+53%, a change derived by Future History).
Data as of BLS OEWS May 2025; BLS Employment Projections 2025-35. BLS publishes these counts as yearly survey snapshots and cautions against reading them as a precise trend. In May 2021 BLS changed how it estimates these counts (a model-based method using three years of survey data) and moved fully to the 2018 occupation codes, so part of a change across 2021 can come from the method rather than the work.
Last updated .
Cite this page
Future History. (2026, October 11). Amusement and recreation attendants: jobs and pay since 1900 [Data set; data as of BLS OEWS May 2025; BLS Employment Projections 2025-35]. https://futurehistory.earth/timeline/39-3091
Future History. "Amusement and recreation attendants: jobs and pay since 1900." Data as of BLS OEWS May 2025; BLS Employment Projections 2025-35. Last modified October 11, 2026. https://futurehistory.earth/timeline/39-3091.
@misc{futurehistory_39_3091, author = {{Future History}}, title = {Amusement and recreation attendants: jobs and pay since 1900}, year = {2026}, month = oct, howpublished = {\url{https://futurehistory.earth/timeline/39-3091}}, note = {Last updated 2026-10-11. Data as of BLS OEWS May 2025; BLS Employment Projections 2025-35}, }
The access date is today's date on your device.
≈ $31,326 in 2024 prices (derived by us, CPI-adjusted)
January 1, 1842: P.T. Barnum's American Museum opens at Broadway and Ann Street in Manhattan, charging 25 cents admission. At its peak the museum draws 15,000 visitors daily across five floors of 850,000 curiosities: wax figures, a live beluga whale in America's first public aquarium, General Tom Thumb, the Fiji mermaid, and a rooftop balloon garden running 15 hours a day. Between 1842 and its destruction by fire in 1865, some 38 million customers paid admission. The staff required to manage this daily attendance represents the first large-scale professional entertainment-attendant workforce in American history: ticket-takers, gallery attendants, and barkers standing at defined posts, mediating access between a paying public and a curated spectacle.
May 1, 1893: The World's Columbian Exposition opens in Chicago and draws 27 million visitors over six months. George Ferris's wheel (264 feet tall, 36 cars, 40 passengers each) is the defining attraction of the Midway Plaisance, the first dedicated amusement zone at a major US exposition. Sol Bloom develops the Midway (the term enters American English here) as a concentrated entertainment district requiring paid staff at every attraction. The fair's operational workforce demonstrates the scalability of the paid-entertainment-attendant model: organized attractions, defined access points, and assigned workers at each one.
Luna Park opens at Coney Island on May 16, 1903: the most elaborately lit and mechanically ambitious amusement park in American history to that point. The park's 1,000 electric lights (unprecedented for 1903) and dozens of mechanical rides require a permanent operational staff of hundreds. By 1919, when the Stillwell Avenue subway opens and connects Coney Island to all of New York City, peak summer days bring over one million visitors to the peninsula's three competing parks (Steeplechase, Luna Park, and Dreamland before its 1911 fire). This million-visitor-day statistic implies thousands of simultaneous attendant-staff across ticket booths, ride platforms, game booths, and food stands: the largest concentration of paid entertainment-attendant labor anywhere in the world at that moment.
American Machine and Foundry (AMF) of Brooklyn begins marketing the first commercially successful automatic pin-setting machine. The device eliminates the pin-boy workforce in commercial bowling alleys nationally, ending a labor category that had existed since the 19th century. The paradox: AMF's machine doesn't shrink the bowling-alley workforce, it causes bowling to "rocket in popularity," making the 1950s the "Decade of the Bowler" and creating far more counter-attendant, shoe-rental, and lane-assignment jobs than the pin boys it eliminated. The AMF pinsetter is the clearest historical example in the recreation-attendant occupation of displacement technology driving market expansion.
July 17, 1955: Disneyland opens in Anaheim, California and welcomes its one millionth guest within two months. Walt Disney's explicit reframing, every employee is a "Cast Member," every park visitor is a "guest," every operational zone is a "land" in a coherent narrative, transforms the ride-operator role from a mechanical task into a hospitality performance. Disney's training system (the Disney University, established 1962) codifies standards of dress, language, and guest interaction that become the industry benchmark. The "E ticket" attraction system (the highest-value coupon in the A-E booklet) embeds a vocabulary that survives into 21st-century usage. Disney's model proves commercially: 757 million visits to Disneyland alone by 2021. Every subsequent theme-park operator copies the Cast Member training philosophy.
August 1961: Six Flags Over Texas opens near Dallas-Fort Worth, founded by Angus G. Wynne, pioneering the regional theme-park model with pay-one-price admission. The regional park expansion of the 1960s-1980s (Six Flags grows to 15+ parks; Cedar Fair builds around Cedar Point; Taft Broadcasting, Busch Entertainment, and Paramount Parks all enter the market) creates a national network of parks employing seasonal and full-time attendants in every major US media market. The merger of Six Flags and Cedar Fair in July 2024 creates the largest North American regional amusement park operator, with 34 properties and approximately 95,000 employees (predominantly part-time and seasonal).
March 15-16, 2020: Disney World and Disneyland close, among the first major attractions to shut as COVID-19 spreads nationally. Six Flags closes most of its parks for the rest of the 2020 season. For amusement and recreation attendants, the occupation that defines physical presence at physical attractions, the closures are near-total: every closed park is zero employment. Disney furloughs approximately 100,000 workers by April 2020: the single largest furlough action by an amusement-industry employer in US history. The employment collapse in SOC 39-3091 exceeds 50% of the pre-pandemic workforce within weeks. The occupation recovers: by 2024, OEWS employment has returned to 371,590, above the 2019 pre-pandemic level of 338,110, as pent-up demand for in-person experiences drives strong attendance at parks that survived the closures.
October 2021 at Walt Disney World, December 2021 at Disneyland: Disney retires the free FastPass system and replaces it with Genie+ (paid, app-based virtual queue at $15-30/day) and individual Lightning Lane purchases ($7-25 per attraction). The shift moves queue-management from a partially physical process (guests visiting kiosk machines, attendants validating paper FastPass return tickets) to an entirely app-mediated process. Cast Members at Lightning Lane entrances scan mobile QR codes rather than checking paper tickets. The elimination of physical FastPass kiosk attendants and the reduction of paper-validation touchpoints at ride entrances represents a modest but real reduction in attendant transaction load. Disney simultaneously introduces dynamic pricing at theme-park entries, using demand data to manage daily attendance and reduce the crowd-management burden on floor-level cast members.
BLS projects +3.4% employment growth for Amusement and Recreation Attendants 2024-2034, near average, with 102,400 annual job openings driven almost entirely by replacement need in a high-turnover, seasonally structured workforce. The occupation sits at a durable inflection: Frey & Osborne's 2013 prediction of ~0.92 computerization probability correctly identified that ride-dispatch, ticket-scanning, and queue-management tasks were automatable, and those automations have partially arrived (RFID gates, MagicBand, Genie+ app). What F&O did not anticipate is that safety regulation, physical presence requirements, and the human-experience premium of leisure destinations would preserve the occupation's core. A theme-park ride in 2024 still requires a licensed human operator under the regulations of most US jurisdictions. The experiential-economy trend (consumers prioritizing live experiences over consumer goods, accelerated by post-pandemic "revenge travel") is the primary growth driver. Universal Epic Universe, opening May 2025, is the largest new theme-park expansion in decades.
Will AI replace amusement and recreation attendants? What the research says
Each figure is stated by the named source; we publish no forecasts of our own. Where sources disagree, we show the disagreement rather than an average.
Each figure is stated by the named source; we publish no forecasts of our own. Where sources disagree, the spread is the honest signal.
What's changing day to day for amusement and recreation attendants
Three parts of your work where AI is already doing real lifting, and what stays yours.
AI is taking this onVerify, scan, or validate guest tickets and RFID wristbands at entry gates using point-of-sale systems and access-control readers
Verify, scan, or validate guest tickets and RFID wristbands at entry gates using point-of-sale systems and access-control readers; handle exception cases (kiosk errors, ticket upgrades, group check-ins, accessibility accommodations) that self-service gates cannot resolve autonomously.[5],[6],[1]
Build fluency in the park's ticketing and access-control platform so you can diagnose and resolve kiosk errors quickly. Shift emphasis toward guest-facing exception handling and accessibility support -- the tasks that require human judgment and interpersonal communication above the kiosk's capability.
AI is sitting alongside you hereDirect guests to rides, attractions, shows, and facilities
Direct guests to rides, attractions, shows, and facilities; answer questions about wait times, height requirements, accessibility accommodations, food options, and park policies -- handling escalations from digital channels (app, AI chatbot) and serving guests who prefer or require in-person assistance.[3],[8],[1]
Position yourself as the escalation layer above the chatbot: know the park's full layout, accessibility routes, medical protocol, and real-time operational status better than any app. Guests who seek out a staff member typically have a situation the app could not handle -- your value is in resolving those cases gracefully.
AI is sitting alongside you hereOperate concession stands, game booths, and merchandise counters: process transactions via cashless RFID, mobile wallet, and card payment systems
Operate concession stands, game booths, and merchandise counters: process transactions via cashless RFID, mobile wallet, and card payment systems; prepare and serve food or dispense prizes; upsell upgrades or add-ons using real-time pricing displayed on POS terminals; manage cash handling in venues that have not yet moved to cashless.[9],[3],[1]
Build strong product knowledge and upselling skills at point of sale. Cashless systems handle the transaction; your value is in the guest interaction around it -- making a child's birthday memorable at the prize counter or recommending the right food package creates the experience the park sells. Consider cross-training in multiple concession and game formats to increase scheduling flexibility.
Where amusement and recreation attendants go next
Natural next steps for someone with your foundation: not exits, evolutions.
- Meeting, Convention, and Event Planners
- US median pay
- $61,160 (May 2025)
- BLS outlook 2025-35
- +5.8%
- First-Line Supervisors of Entertainment and Recreation Workers, Except Gambling Services
- US median pay
- $48,560 (May 2025)
- BLS outlook 2025-35
- +5.3%
- Recreation Workers
- US median pay
- $36,560 (May 2025)
- BLS outlook 2025-35
- +4.3%
What each move takes
Meeting, Convention, and Event Planners
Experienced amusement and recreation attendants who have coordinated group visits, managed birthday party packages, and worked with corporate event bookings have a practical foundation for event planning. The transition requires adding vendor coordination, contract management, and budget tracking skills -- capabilities that park roles rarely formalize. Parks themselves represent a major venue category for event planners.
- · CMP (Certified Meeting Professional) or entry-level event planning credential via MPI or PCMA
- · Event budgeting and contract negotiation: vendor RFP process, catering minimums, AV contracting, insurance requirements
- · Project management tools: Asana, Monday.com, or Cvent for multi-stakeholder event timelines
- · AI-assisted event planning tools: familiarity with platforms like Cvent Supplier Network and Social Tables for diagramming and attendee management
How has the work of amusement and recreation attendants changed since 1842?
The tools that defined the work, one line per era. Select an era to see how it reshaped the work.
Admission ticket + barker (Barnum museum and pleasure-garden era)
In Barnum's American Museum, the technology of mass public entertainment was the admission ticket: a printed slip that entitled the holder to traverse the exhibits, managed by attendants positioned at gallery entrances who took the ticket, pointed visitors in the right direction, and maintained the flow of up to 15,000 daily guests through a five-story building. The barker at the entrance announced attractions in a raised voice to passersby; the attendant inside managed crowd density and explained exhibits. No mechanical assistance existed: the tools of the occupation were a ticket stub, a voice, and a position at a threshold. This same model (human body stationed at an access point, managing flow, checking credentials, providing information) is the structural core that every subsequent technology generation would augment or partially automate without ever fully replacing.
Effect on the workBarnum's American Museum employed dozens of attendants simultaneously across its 850,000-item collection. The 38 million visitors between 1842 and 1865 required a permanent operational staff that represented the first large-scale professional entertainment-attendant workforce in American history.
Mechanical ride + coin-operated gate (World's Fairs and Coney Island era)
The 1893 World's Columbian Exposition in Chicago introduced the Ferris Wheel, George Washington Ferris's steel structure with many cars each holding many passengers, as the defining technology of the new amusement industry. The Midway Plaisance (introduced the term "midway" to American English) established the layout principle of a concentrated zone of mechanical amusements requiring paid operators. Coney Island built on this model: Luna Park (1903) and Steeplechase Park (1897) installed dozens of mechanical rides (roller coasters, scenic railways, centrifugal "human roulette wheels") each requiring at least one operator to start, stop, and load the ride, plus additional attendants to manage queue lines and safety. The turnstile (patented by Clarence Seeberger, 1888) mechanized ticket verification, but humans still managed the gates and enforced capacity. By 1919, when Stillwell Avenue subway opened, Coney Island was drawing over one million visitors on peak summer days: an operational scale that required hundreds of ride operators, ticket-takers, and game attendants simultaneously.
Effect on the workThe mechanical ride created a new labor category: the ride operator, whose job combined mechanical competence (knowing when a coaster was loaded and ready to cycle) with customer safety oversight. The scaling of Coney Island from 1897 to 1919 grew the attendance-facing workforce from dozens to hundreds per major park.
Pin boys + manual carnival operations (Golden Age and Great Depression contraction)
In bowling alleys across the US, the 1920s-1940s workforce included thousands of "pin boys", typically young men and boys who stood at the end of each lane, manually reset the ten pins after each roll, and cleared fallen pins between rolls. Pin boys worked for tips and small hourly wages in a physically demanding, often night-shift role. A 1920s commercial bowling alley required one pin boy per lane; a facility employed many simultaneously per shift. Carnival midways and traveling fairs employed barkers, ride operators, and game attendants who moved with the fair circuit, a quasi-itinerant labor force that seasonal employment data never fully captured. The Great Depression closed many permanent amusement parks (Dreamland had already burned in 1911; dozens of trolley parks closed as the companies that subsidized them failed), contracting the permanent workforce.
AMF automatic pinsetter (1952) + Disneyland-model cast-member training (1955)
Two technologies in three years reshaped the amusement-attendant occupation. First, in 1952, American Machine and Foundry (AMF) introduced the first commercially successful automatic pin-setting machine, eliminating the pin-boy workforce in commercial bowling alleys. AMF's pinsetter did not reduce bowling-alley employment on net: it drove bowling's massive 1950s popularity boom, requiring counter-attendant staff, shoe-rental clerks, and lane-assignment staff as the sport expanded from niche to mainstream. The pin boy's job disappeared; the bowling-alley-counter-attendant's job expanded. Three years later, Disneyland opened on July 17, 1955 in Anaheim, California, and introduced a fundamentally new model for the occupation: the "Cast Member." Walt Disney's explicit framing (every employee was a performer in a show, every guest was an audience member, every operational area was a "land" with a coherent theme) transformed the ride operator's role from a mechanical task into a hospitality performance. Disney's training protocols (the Disney University, established 1962) codified standards for costume, language (guests not customers), and guest interaction that became the industry benchmark for decades.
Effect on the workThe AMF pinsetter eliminated pin-boy labor in commercial bowling alleys nationally; bowling's explosive growth offset this displacement by expanding the counter-attendant workforce. Disney's "Cast Member" model elevated the occupation's training standards and introduced formal service protocols, presaging the modern customer-experience framing of the role.
Regional theme-park expansion (Six Flags, Cedar Fair) + pay-one-price admission
The pay-one-price admission model, pioneered by Six Flags Over Texas when it opened in August 1961, eliminated individual ride tickets and the ticket-booth attendants who sold them. Under the old Disneyland "A through E ticket" system (in use at Disneyland from 1955 to 1982), separate ticket books were required for each attraction, creating a substantial ticket-sales and ticket-verification workforce at each ride entrance. Pay-one-price admission bundled everything into the park entrance fee, collapsing the per-ride ticketing function into the main gate and freeing ride operators from ticket collection. This simultaneously reduced some attendant-staffing requirements (fewer ticket-takers per ride) while increasing ride throughput demands (longer lines, higher capacity pressure). Disneyland itself finally adopted passports in 1982. Meanwhile, Six Flags expanded aggressively through the 1970s and 1980s, eventually reaching several parks; Cedar Fair built its chain around Cedar Point and Valleyfair. Walt Disney World opened in 1971, employing thousands of cast members from day one.
Effect on the workPay-one-price admission eliminated the per-ride ticket-booth staffing model but shifted demand toward queue-management and throughput-maximization roles, as parks now had incentive to maximize the number of rides per guest per day rather than per-ride revenue. Net employment grew substantially as regional park expansion created many more locations requiring workers.
FastPass paper virtual queue (1999) + RFID lift-ticket scanning at ski resorts (early 2000s)
Disney introduced FastPass at Walt Disney World in late 1999: guests scanned their park ticket at an automated machine at a popular attraction and received a printed return-time window. During the return window, they bypassed the standby queue via a dedicated FastPass lane. For ride operators, FastPass bifurcated the queue into standby and FastPass streams, requiring coordination between two separate loading zones and adding a validation step (checking the return-time paper ticket). The technology did not reduce staffing at individual attractions, it increased coordination complexity, but it smoothed crowd distribution across the park. At ski resorts, RFID-embedded season passes and lift tickets began replacing paper punch tickets in the early-to-mid 2000s. Vail Resorts and other major operators deployed RFID gate systems that allowed skiers to pass through lift-line gates automatically without stopping for a ticket checker. Dedicated lift-ticket-checking staff (previously stationed at every chairlift loading area) were reduced; remaining lift operators focused on loading assist and safety monitoring rather than ticket verification.
Effect on the workRFID lift-ticket gates at ski resorts reduced per-lift staffing requirements for ticket verification, though lift-operator safety roles were not eliminated. Disney's FastPass increased operational complexity at busy attractions without clearly reducing staffing; the net staffing effect was approximately neutral.
Cashless mobile payments + biometric entry gates (Disney MagicBand, 2013)
Disney World introduced the MagicBand in 2013: a RFID wristband that served simultaneously as hotel room key, park ticket, FastPass+ reservation, and cashless payment instrument throughout the resort. For guests, MagicBand removed friction from every transaction. For ride operators and gate attendants, it converted ticket verification from a manual visual-check or paper-scan process to a contactless tap: the guest touched their wristband to a reader and the gate opened. Biometric finger scanners at park entry gates (also broadly deployed by this period) identified returning guests without requiring them to show a ticket at all. These technologies did not eliminate gate attendants (human staff were still required to manage exceptions [MagicBands that didn't scan, guests who needed help], explain the system to first-time visitors, and handle accessibility accommodations) but they substantially reduced the transaction load per attendant, allowing coverage of more guests per staff member.
Effect on the workMagicBand and biometric gate deployment at Disney World reduced the per-transaction staffing burden at park entries and attraction queues, allowing efficiency gains without proportional employment reduction. The technology shifted attendant time from transaction execution toward guest service and exception handling.
Genie+ / Lightning Lane virtual queue (2021) + post-COVID capacity management tech
In October 2021, Disney World retired FastPass+ and replaced it with Genie+ and individual Lightning Lane selections. Disneyland followed in December 2021. Unlike FastPass, which was free and required a physical kiosk visit, Genie+/Lightning Lane operates entirely through the My Disney Experience mobile app: guests reserve return times on their phones without visiting a physical kiosk or interacting with a cast member. For ride operators, this meant the FastPass paper validation step was replaced by a mobile QR code scan at the Lightning Lane entrance. The elimination of physical FastPass kiosk stations (which had required attendants to assist guests with the machines) reduced one staffing touchpoint. Simultaneously, park crowd management adopted data-driven capacity tools: real-time wait-time prediction, dynamic pricing for off-peak visits, and mobile-app-based queue monitoring. These tools allowed parks to maintain throughput with more targeted staffing deployment rather than blanket labor increases. The pandemic era also accelerated contactless food ordering and cashless payment at park concessions, reducing the attendant-facing transaction load at food and merchandise locations.
Effect on the workGenie+/Lightning Lane reduced the per-attraction FastPass-kiosk staffing load and shifted guest queue-management increasingly to self-service mobile apps. The shift did not produce visible headcount reductions, Disney World and Disneyland employment recovered to near pre-COVID levels by 2022-2023, but it changed the skill composition of the role: attendants increasingly assist with mobile-app troubleshooting and exception handling rather than ticket verification.
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In other countries
The latest figure each country's statistics agency publishes for this job. Each uses its own occupation definition, survey basis and currency, so the numbers are not directly comparable with each other or with the US figures.
Canada (NOC 65211)
- Employment, 2020
- 34,780, Statistics Canada Census 2021 Official statistic Report an errorStatistics Canada Census of Population 2021: number of persons with employment income in NOC 65211 Operators and attendants in amusement, recreation and sport, Canada, reference year 2020. A recipients basis (anyone with employment income during the year), slightly broader than a point-in-time employed count. Statistics Canada Open Licence.
- Median pay, 2020
- C$54,800, Statistics Canada Census 2021 Official statistic Report an errorStatistics Canada Census of Population 2021 (Table 98-10-0586): median employment income for NOC 65211 Operators and attendants in amusement, recreation and sport, Canada, reference year 2020, full-year full-time workers (the basis comparable to the US OEWS full-time median). Statistics Canada Open Licence.
View all 28 years of cited US data, each linked to its source
| Year | US employment | Annual pay (median unless marked) | Source | Report |
|---|---|---|---|---|
| 1900 | 30,000 | n/a | Est., Coney Island History Researched context | Report |
| 1920 | 80,000 | n/a | Est., Wikipedia Researched context | Report |
| 1955 | 70,000 | n/a | Est., Wikipedia Researched context | Report |
| 1980 | 185,000 | $7,500 | Est., Wikipedia (employment) Researched contextEst., ESTIMATE (pay) Researched context | Report |
| 2000 | 197,790 | $13,980 | BLS OEWS 2000 Official statistic | Report |
| 2003 | 236,070 | $15,030 | BLS OEWS May 2003 Official statistic | Report |
| 2004 | 241,110 | $15,550 | BLS OEWS May 2004 Official statistic | Report |
| 2005 | 232,030 | $15,920 | BLS OEWS May 2005 Official statistic | Report |
| 2006 | 235,670 | $16,290 | BLS OEWS May 2006 Official statistic | Report |
| 2007 | 245,380 | $16,850 | BLS OEWS May 2007 Official statistic | Report |
| 2008 | 258,820 | $17,470 | BLS OEWS May 2008 Official statistic | Report |
| 2009 | 257,350 | $18,120 | BLS OEWS May 2009 Official statistic | Report |
| 2010 | 254,630 | $18,450 | BLS OEWS May 2010 Official statistic | Report |
| 2011 | 253,110 | $18,650 | BLS OEWS May 2011 Official statistic | Report |
| 2012 | 256,400 | $18,710 | BLS OEWS May 2012 Official statistic | Report |
| 2013 | 260,680 | $18,810 | BLS OEWS May 2013 Official statistic | Report |
| 2014 | 274,230 | $18,880 | BLS OEWS May 2014 Official statistic | Report |
| 2015 | 273,870 | $19,280 | BLS OEWS May 2015 Official statistic | Report |
| 2016 | 286,740 | $20,160 | BLS OEWS May 2016 Official statistic | Report |
| 2017 | 310,970 | $21,060 | BLS OEWS May 2017 Official statistic | Report |
| 2018 | 319,890 | $22,260 | BLS OEWS May 2018 Official statistic | Report |
| 2019 | 338,110 | $23,370 | BLS OEWS May 2019 Official statistic | Report |
| 2020 | 248,190 | $24,760 | BLS OEWS May 2020 Official statistic | Report |
| 2021 | 262,170 | $24,500 | BLS OEWS May 2021 Official statistic | Report |
| 2022 | 324,580 | $27,780 | BLS OEWS May 2022 Official statistic | Report |
| 2023 | 361,680 | $29,390 | BLS OEWS May 2023 Official statistic | Report |
| 2024 | 371,590 | $30,490 | BLS OEWS May 2024 Official statistic | Report |
| 2025 | 397,830 | $32,150 | BLS OEWS May 2025 Official statistic | Report |
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