Maintaining the family fleet
NEW MEXICO
Mountain Bus Co., Sandia Park
FLEET FACTS
Buses: 25
Students transported daily: 1,400
Schools served: 10
Staff: 28
When Dianne Gonzales took over as president of Mountain Bus Co. 30 years ago, a top-notch school bus operation was not the only thing her parents handed down to her. Along with the fleet came a sense of pride in the profession and dedication to safely transporting students to and from school.
Founded by Gonzales’ grandparents in 1937, Mountain Bus Co. has endured years of changes in pupil transportation to become a stalwart of the industry in New Mexico. Gonzales says the company’s biggest strength lies in having been kept in family hands since the beginning and staying true to her grandparents’ vision.
With terrain and climate that contribute to treacherous driving conditions for a significant portion of the school year, the drivers need to be especially adept. The company has its own specialized trainer who prepares the staff with a two-week session. “We’re in the mountainous area of Albuquerque, so safety is one of our main concerns,” says Gonzales.
Maintaining an enjoyable work environment is also one of the top priorities at Mountain Bus. Gonzales has implemented several methods of rewarding her staff and keeping morale high.
At the company’s monthly safety meetings, all of the drivers vote on one driver of the month. The honoree wins a day off with pay as well as exclusive use of a prime parking spot next to the office. As school winds down, the staff votes on a driver of the year. “We have good participation in that,” says Gonzales.
This school year, she is starting up a new recognition program. Every three months, an employee that has performed outstandingly will receive an award, which Gonzales hopes to give in a monetary amount.
Mountain Bus also holds an end-of-the-year function, which takes on a variety of forms. “We have a potluck or a picnic, or we go out to restaurants,” says Gonzales. “It’s just something we do to say thank you to the drivers.”
Various needs, consistent service
NEW YORK
Liverpool Central School District, Liverpool
FLEET FACTS
Buses: 104
Students transported daily: 8,842
Schools served: 54
Staff: 161
Area of service: 161 square miles
Average driver wage: $14.41
Website: www.Liverpool.k12.ny.us/projects/transportation/transportation.html
Liverpool Central School District is determined to raise the standard of service provided to all students, regardless of needs. The transportation staff continually implements programs to address children with disabilities and other riders with special needs.
Approximately 600 students with special needs are transported on a daily basis. To raise awareness about the needs of these children, drivers and attendants participate in seminars and camps throughout the year.
A recent workshop gave employees the opportunity to act out various scenarios through role-playing. Behavioral issues, mechanical problems and evacuations were addressed to prepare drivers and attendants for real situations that may arise. The department also invites guest speakers to talk about disorders that affect children and how each case should be treated on a school bus to ensure safety.
Training is provided for all drivers because many students with minor disorders are transported on regular routes. “The speakers bring what drivers and attendants really need to know to the forefront,” says Helen Duda, assistant director of transportation.
Liverpool helped design a device that prevents students from being left on special- needs buses during an evacuation. The Group Order Evacuation System (GOES) bag contains a long rope with loops that each student holds so everyone can stay together.
Pre-kindergarteners, affectionately called “our babies,” are also transported, which poses a challenge in keeping buses updated with approved child safety seats.
“Transporting 72 ‘babies’ means you have to have 72 approved booster seats,” says Bob Peters, director of transportation. “That is really hard to keep up with because what’s allowed is always changing.”
Employees with the department participate in community activities to promote safety on and around buses. They can be found at kindergarten orientations, science fairs, local ballparks and daycare centers.
Peters says his employees’ dedication and professionalism are what sets them apart from other districts. “We really care about what we do. We think we’re the best, so we do everything we can to make sure we’re the best.”
Low inspection scores equal high safety
NORTH CAROLINA
Guilford County Schools, Greensboro
FLEET FACTS
Buses: 736
Students transported daily: 40,000
Schools served: 108
Staff: 833
Area of service: 658 square miles
Website: routes.gcsnc.net/transmain.html
It’s no small feat to be singled out as having the best school bus maintenance program in North Carolina for two years in a row, but to do so while maintaining 1,086 vehicles (736 school buses and 350 maintenance vehicles) in 18 locations across the county is exceptional to say the least.
The school bus inspection score for Guilford County Schools was 11.42 points per bus this year, down 7.19 points from last year (the lower the score, the fewer the defects). Compared to the statewide average of 25.74 points, Guilford County’s maintenance record is untouched.
“It is the enthusiasm for safety on the part of the vehicle maintenance crews that enabled this exceptional record,” says Transportation Director Jim Moen.
Guilford employs a maintenance staff of 48, including route mechanics assigned to each of the 18 bus lots to perform routine maintenance, on-site repairs and 30-day safety inspections. The 11 maintenance stalls and a paint booth at the garage are manned by 27 mechanics who do heavy maintenance, 6,000- mile interval preventive maintenance inspections, refueling and tire replacements.
“One especially significant feat in this year’s inspection was accomplished by the tire crew where the inspector commented that the bus tires were the best maintained in the state,” says Moen.
But of course the exceptional team extends far beyond the garage. Moen’s staff has risen to the busing challenge posed by several new educational programs, even managing to adjust routes to reduce buses and save several millions of dollars.
Amid the hard work at the department, morale is high. Annually during Bus Driver Appreciation Week, Guilford County hosts a Professional of the Year Ceremony and recognizes 11 bus drivers (one from each bus zone), two safety assistants, two mechanics, a technician and a supervisor. “I also present the Director’s Award, which is emblematic of the person who is the ‘mortar between the bricks,’” says Moen, who brought the idea for the ceremony from a program he ran in the Air Force.
“I am so very proud of the people who work in this department,” says Moen. “I’m retired Air Force and have worked with some really good teams, and this team equals any of the best during my 30-year career.”
Something in the water
NORTH DAKOTA
Devils Lake Public Schools, Devils Lake
FLEET FACTS
Buses: 24
Students transported daily: 1,433
Schools served: 7
Staff: 38
Average driver wage: $10.00
Whether there are actually devils in the local body of water is questionable, but the pupil transporters at Devils Lake Public Schools are no doubt thought of as guardian angels for taking such good care of the students.
Last school year wasn’t the transportation department’s first with no accidents, but it was finally recognized for a consistently high caliber of safety. After logging 318,707 accident-free miles, Devils Lake won the 2002-2003 North Dakota Highway Patrol School Bus Fleet Safety Award for Class A schools. In addition to the honor, the department was awarded a plaque and jackets for staff members and the school administrator.
To keep safe driving a priority, the operation brings the highway patrol in to conduct driver roadeos, which gain full participation from the staff. “It’s a lot of fun for the drivers, and it creates some competition,” says Transportation Director Tom Dion.
Several years ago, the nearby lake rose significantly, forcing the city to build some of its major roads up about 15 feet. The seemingly endless rebuilding has been somewhat of a hindrance to the bus operation, but the staff quickly rose above it.
“We’ve been contending with construction for the past six years,” says Dion. “The drivers have adapted well to it, which was a real challenge.”
Interestingly, the district superintendent, Steve Swiontek, does not only work closely with the transportation department, he sometimes works as a part of it. In a previous role as principal, Swiontek earned a bus driver’s license, mostly for taking students on activity trips. Now as superintendent, he drives occasionally as a substitute to get a feel for the routes and what the full-time drivers do every day.
“He says he’s going to get through all the routes,” says Dion, who also subs on occasion. “The drivers like to see that. The kids are kind of shocked when they see him out there with his tie on.”
A sense that everyone is doing his or her part prevails, and Dion says that morale is high. Also adding to the rewarding work environment are annual pay raises, hamburger cookouts and a Christmas get-together.
’Perfect’ pupil transportation
OHIO
Chillicothe City Schools, Chillicothe
FLEET FACTS
Buses: 26
Students transported daily: 1,300
Schools served: 6
Staff: 20
Area of service: 22 square miles
A bus filled with children behaving perfectly may only be a driver’s dream, but students in Chillicothe City Schools are working toward perfection. Elementary school students who follow all the school bus rules without reminders or discipline are eligible to receive the Perfect Passenger Award.
Each driver may choose to recognize up to six students from kindergarten through fifth grade each nine weeks. These children receive a certificate and a gift donated by a local business. At the end of the school year, one student and his or her driver are honored at a luncheon where they are presented with T-shirts.
The program was started in 1999 to reward students for good behavior instead of only focusing on what they do wrong, says Naomi McFarland, transportation director. “We have children who may never be athletes or excel academically,” she says. “But they get on the bus every day, and behave and no one recognizes that.”
As discipline continues to remain a challenge for districts across the country, it can be beneficial for transportation departments to find innovative approaches. Rewarding good behavior is one such way to reinforce the positive things students do on the bus.
Student discipline problems have declined since the program was initiated, McFarland says. Many students look forward to the end of a nine-week period just to see if they have been selected for the honor. Even parents have gotten in on the excitement.
“Parents will come out and talk to the drivers and tell them that they bought a frame for the certificate so their children could hang it on the wall,” McFarland says. “They’re tickled too. They even call me to tell me their child was a Perfect Passenger,” she says with a laugh.
The district has more than just good riders; it also has state-recognized drivers. In the past two years, two drivers have been chosen as Driver of the Year. “I think this is quite an accomplishment for our district,” McFarland says. “I am very proud of my drivers.”
Districts across the state nominate employees, making the competition tough. Qualifications for the award include a safe driving history, involvement in professional organizations and a strong work ethic.
Strong support for drivers
OKLAHOMA
Lawton Public Schools, Lawton
FLEET FACTS
Buses: 147
Students transported daily: 7,250
Schools served: 35
Area of service: 350 square miles
Average driver wage: $12.00
Student management on buses at Lawton Public Schools is rarely a problem because drivers are supported by four full-time bus counselors dedicated to resolving student disciplinary problems. These counselors are present at loading and unloading areas of the 35-school district and can be summoned via radio when problems arise.
“Our relationship with the bus counselors is great. You can contact them and they will work with the parents,” says Bob Adams, a second-year driver for the district.
But the bus counselors alone aren’t responsible for the tight ship being run on all 147 of the district’s buses. Lawton bus drivers keep their skills sharp via annual in-house training and participation in roadeos.
Mike Bindseil, a driver who has been with the district for 25 years, says he has never had to call a bus counselor out to his bus. “When a student misbehaves, I just go talk to the parents,” he says.
Delous Allen, who has been driving for 19 years, has also taken it upon himself to inspire improved rider behavior. He developed an incentive program for his elementary students in which he recognizes one student a month for good behavior on the bus. Allen explains, “I take the winning student’s picture with a digital camera, print it on magnetic paper and post it as Rider of the Month at the front of the bus. I also give them some extra copies of the picture, along with a certificate and a $10 award.”
When he started the program, Allen told his students, “This is not for you to behave, because you are going to behave. But this is for the best student or the one who has shown the most improvement.”
According to district spokesman Joe Wynn, a positive work environment is key to driver retention. The district pays a safe driving bonus of $50 per semester to drivers who have no at-fault accidents. A Wall of Fame at the transportation center recognizes drivers for years of safe driving.
“The biggest strength of the LPS transportation department is the quality and commitment of its employees. They are the best to be found in any school district,” says Wynn.
Expansion puts emphasis on improvement
OREGON
Mid Columbia Bus Co., LaGrande
FLEET FACTS
Buses: 600
Students transported daily: 16,000
Schools served: 32
Staff: 692
Average driver wage: $11.00
Mid Columbia Bus Co. could have had too much of a good thing. They added 100 new buses and four school districts last year, bringing their operation to a size most managers would find as intimidating as it is impressive. But the Flatt family, which has been running the company since Bill Flatt founded it in 1964, sees growth as an impetus for improvement.
For the past three years, they have been on a preventive maintenance schedule that spreads annual inspections across the calendar year. This rotation has stabilized both costs and workloads. It has also freed up the maintenance technicians to respond to the demands of their job in a less stressful atmosphere.
“[Rotating inspections] allowed them to feel better about taking time off, and when we bring new districts on board we’re able to pull maintenance techs from other locations to bring that fleet up to snuff,” says Bruce Flatt, chief operations officer.
This renovation of the maintenance program at Mid Columbia was spurred by Steve Hendrickson, vice president for that department. Just as Bill Flatt’s family has stayed involved with the company (son Jeff is a location manager and great-nephew Greg worked as a maintenance technician this summer), the Hendricksons are a family affair as well. Steve’s wife, Susan, leads location manager training, soon to be aided by a new video conferencing system.
Bruce Flatt says that being family owned and operated allows for the kind of innovations that have kept Mid Columbia growing. “While we don’t always agree, we talk about it,” he says. “It’s that ability to do what’s right when it needs to be done and not be real concerned if we’ll make money doing it.”
The Flatt family also recognizes the importance of bringing on and retaining key personnel who share that vision and commitment to service.
“We try not to get stagnant, always looking for a better way to do things, and our staff embraces that. People can get entrenched in their ways and be hesitant to change. We embrace change,” says Flatt.
Satisfied staff, union provide cushion
PENNSYLVANIA
Penn Hills School District, Pittsburgh
FLEET FACTS
Buses: 85
Students transported daily: 7,200
Schools served: 75
Staff: 113
Area od service: 20 sqare miles
Although finding bus drivers, even a single new one, can be difficult, Penn Hills in suburban Pittsburgh has the cushion of a satisfied corps of drivers and bus aides. “We have a real good relationship with the union,” says Wayne Freed, supervisor of transportation and plant services operation. “I’ve been here 10 years, and I don’t think we’ve had a grievance.”
Some of the credit goes to the site administrators at the 75 schools served by the transportation department. “The principals help us out real well in regard to discipline,” says Freed. “We provide them with the write-ups, and they take the appropriate action. That’s especially helpful with the middle school students.”
It also helps to have a solid maintenance program. Although operating with six mechanics this year instead of the usual eight (due to the retirement of a pair of mechanics), the maintenance department has done a stalwart job in keeping the fleet in good shape. According to Freed, the state police rate Penn Hills’ bus fleet as one of the best in eastern Pennsylvania.
Upkeep of the special-needs buses is a special challenge, however, because of the extra use these vehicles receive. “Because we transport outside the county for special needs, we put a lot of miles on those buses,” Freed says. While a large bus may average 14,000 miles a year, the minibuses log about 20,000 miles. “Just trying to keep them on the road is tough,” he says.
Special-needs transportation, in general, puts pressure on Freed’s resources. “Every year it gets bigger and bigger, but we don’t get much reimbursement from the state,” he explains. “We just hired two more aides today for special-needs routes.”
On the plus side, Freed says the school board has been generous with funding for the purchase of new buses. “We probably have the best replacement program around,” he says. “We replace the big buses every 10 years and the smaller buses every seven years.”
Passenger safety is Freed’s greatest concern. “I always worry about that,” he says, “but our drivers do a very good job in transporting the children safely.”
This team works well together
RHODE ISLAND
Laidlaw, Coventry
FLEET FACTS
Buses: 43
Students transported daily: 4,000
Schools served: 11
Staff: 91
It might sound trite, but teamwork is the key to the success of the Laidlaw terminal that serves the approximately 4,000 students transported daily at Coventry School Department.
So says John R. Horan Jr., manager of Laidlaw’s Conventry 43-bus terminal. Horan has an excellent background in teamwork, having retired from the U.S. Navy in 1991 as a chief gunner’s mate.
The teamwork extends beyond the location in Coventry. According to Horan, Laidlaw has 18 terminals in Rhode Island. Because of an ongoing driver shortage, the terminals pull together to keep buses on the road. “It takes all of the terminals working together to make this work,” he says. “People will pull strings to make drivers available.”
Horan, who started as a bus driver for Laidlaw in 1991, often is called upon to drive a bus for afterschool activities. His dispatcher, the only other office staff member, drives nearly every day on regular routes. “We all wear a lot of hats around here,” Horan says.
Despite the driver crunch, morale at the terminal is good. Horan credits his drivers with pitching in when necessary. “They’re as committed to getting the job done as anyone,” he says. “Without them giving 110 percent, we wouldn’t have the level of success that we have. It’s great to be captain of the ship, but the captain can’t get things done without a great crew.”
Horan’s leadership style is based on respecting people’s differences and using everyone’s talents. “And these people are incredibly talented, intelligent and hard-working,” he says.
Horan also has nothing but praise for the maintenance staff, which works out of a regional facility in Richmond, about 20 miles from Coventry. “We have a great rapport,” he says. “It is one big team. That’s the only way it can be approached.”
Fortunately, behavior problems aboard the buses are few. Horan says the school district allows the terminal to administer the discipline program, which contributes to a timely resolution of conduct problems. “Behavior problems are always a concern, but we have tremendous support in this town,” he says.
Shop services hold things together
SOUTH CAROLINA
Chesterfield County School District, Ruby
FLEET FACTS
Buses: 100
Students transported daily: 4,600
Schools served: 17
Average driver wage: $7.99
Website: www.chesterfield.k12.sc.us
The challenges facing the transportation operation at Chesterfield County School District are many.
The state has been hard hit by budget problems, which have negatively impacted schools. Bus drivers are spread out over a wide area, making it difficult to implement training protocols. And wages are unusually low, creating difficulties in driver hiring and retention.
One of the few bright spots, says Teresa Gaskins, transportation coordinator, is the relationship with the district has with the state-run maintenance shop. “We have a very good working relationship with the bus shop,” says Gaskins. “They’re always willing to provide guidance or advice, and we try to help them out when we can.”
Despite the fact that the state-owned, 100-bus fleet in Chesterfield County is getting up in age (with some buses that are 20 years old), mechanical breakdowns are surprisingly few.
The ripple effect of the state’s budget problems has reached transportation in a round-about manner. In Chesterfield County, classroom aides, food services workers and janitors who don’t work eight hours a day are required to get a school bus driver’s license and be available as substitute drivers when necessary.
Unfortunately, because of budget problems, the school district is not replacing these non-certified employees when they leave their positions. This has reduced the size of the available pool of drivers. Adding to this problem is that drivers are started at $6.55 an hour.
Gaskins has been in the district’s transportation department for 11 years, switching over from food services in the early 1990s. She started as the transportation secretary. Her duties expanded as her boss took on duties outside transportation. A couple of years ago, Gaskins was named transportation coordinator.
“Getting to work with Mr. [Frank] Patterson [the assistant superintendent for operations and her former boss] and the drivers has been a great experience,” Gaskins says. “It’s also been great working closely with the state department of education and the South Carolina Association for Pupil Transportation.”
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