TRANSPORTATION
This chapter reviews the San Angelo Independent School District's (SAISD's) student transportation operations and includes the following sections:
- A. Organization and Staffing
- B. Routing and Scheduling
- C. Fleet Maintenance
- D. Shared Services
A. ORGANIZATION AND STAFFING
The Transportation Department is responsible for providing student transportation between home and school and for extracurricular trips. The Transportation Department is also responsible for maintaining and servicing all school buses and the district's general service fleet. The department operates from one facility that is shared with the City of San Angelo.
Exhibit 10-13 presents the organizational structure of the Transportation Department. The Transportation Department's administrative staff includes: the Transportation coordinator, a special education supervisor, a service manager and a secretary. The Transportation coordinator, who is responsible for planning and coordinating the department's activities, reports to the executive director of Support Staff Services. The special education supervisor directs and coordinates the activities of bus drivers and bus monitors for special education students and plans special education routes and schedules. The service manager oversees the department's maintenance operations. The secretary answers the telephone and performs other administrative duties in the office.
The operations staff includes 81 bus drivers and monitors. Three bus drivers also train new drivers. Drivers and monitors are guaranteed four to five hours of work per day, depending on their route, and they receive benefits. All but nine monitors have a commercial driver license (CDL) and can drive buses. Drivers and monitors generally report to the special education supervisor about operational issues and the Transportation coordinator on personnel issues.
The department also has 24 call-in, or "zero hour," substitute drivers. These drivers do not have a minimum hourly guarantee and do not receive benefits. The department tries to use these drivers first when scheduling extracurricular trips.
The maintenance staff includes four mechanics, two service workers and a parts manager/trip coordinator. The parts manager/trip coordinator is responsible for arranging travel services for extracurricular trips and for purchasing, storing and issuing parts for fleet repairs. The maintenance staff reports to the service manager.
Exhibit 10-13 Source: San Angelo ISD Transportation Organization Chart, job descriptions and interviews.
Transportation OrganizationThe department underwent a lot of staffing changes in 2000-01. The training duties of the three driver/trainers are new. The secretary is new to her position and began working for the department at the beginning of the 2000-01 school year. The trip coordinator took on the duties of the special education supervisor, and the parts manager added trip coordination to his duties in 2000-01. There has been some disruption in administration as the staff learn new duties and procedures.
FINDING
The Transportation Department implemented a driver evaluation program this year. The driver/trainers ride along with the drivers and fill out an evaluation form. After the evaluation, the coordinator and supervisor discuss the results with the driver. At the time of the TSPR's visit, the Transportation coordinator said nine of 81 evaluations had been conducted. Ultimately, he would like to evaluate each driver every year.
In addition to identifying performance problems with individual drivers, the evaluations will also be used to determine which areas to focus on during retraining. The coordinator, supervisor and trainers think the drivers appreciate the constructive critiques. The drivers said they do not mind the evaluations and think they are a good idea because they help identify individual drivers' problems.
COMMENDATION
The Transportation Department has implemented a constructive driver evaluation system to identify and address driver performance issues.
FINDING
The Transportation Department has a problem with driver and bus monitor absences. The Transportation Department operates 39 regular routes and 18 special education routes, for a total of 57 routes per day. Each special education route requires two staff (a driver and a monitor). The department requires 75 driver/monitors each day.
The Transportation Department has 81 route drivers and monitors. After route and monitor assignments, the department has six substitute drivers available to cover driver absences. An analysis of absentee data for a sample month (February 24, 2001 to March 23, 2001) showed that the driver/monitor absences average 10 a day, or 12 percent. During a peer review, Waco ISD reported that its absentee rate is "under 10 percent," and Abilene ISD reported only one driver absent per day.
The Transportation coordinator said four of the Transportation Department's 24 on-call drivers were driving regular routes to cover for staff on workers' compensation and on medical leave. Since on-call drivers do not have an hourly guarantee, the department tries to use these drivers first for extracurricular trips to avoid overtime. Of the 24 on-call drivers, the parts manager/trip coordinator said only four are available on a regular basis during the week to drive extracurricular trips because the other on-call drivers have regular jobs. The parts manager/trip coordinator said many of these drivers signed up to be on-call because they like to drive the long, out-of-town weekend extracurricular trips.
Administrative and maintenance personnel sometimes have to cover routes and extracurricular trips. During a focus group with maintenance staff, mechanics estimated that at least one mechanic drives every day. When administrative and maintenance staff are required to drive, they cannot focus on their primary duties in the department. They may have to work overtime to catch up on their work. The Transportation coordinator said occasionally the mechanics must work on Saturday to catch up on their work. Overtime for each category of employee for a sample week in the Transportation Department is shown in Exhibit 10-14.
Exhibit 10-14 Source: Transportation Department timecards from February 24, 2001 to March 23, 2001.
Average Weekly Transportation Department Overtime Hours
Job
ClassificationOvertime
HoursAverage
Wage RateCost of
Overtime*Office Staff 5.5 $12.46 $34 Route Drivers 242 $8.43 $1,020 On-call Drivers 15.5 $8.43 $65 Monitors 0 $7.06 $0 Maintenance Staff 19 $13.12 $125 Total 282 - $1,244
*Overtime rates are 150 percent of regular rates. The figures reflect the cost of the 50 percent over regular rates, or the difference of the cost of working these hours on overtime versus regular time.Many school districts offer financial incentives to drivers that have good attendance. Comal ISD pays all drivers who have not missed more than two days of work during the year a $75 bonus at the end of the year.
Recommendation 92:
Develop incentives to reduce absenteeism.
The Transportation Department should offer incentives to encourage driver attendance. The Transportation coordinator should talk to drivers and monitors to learn what type of incentives would encourage attendance. Potential ideas are to provide a bonus to all drivers for high attendance at the end of the year, provide a monthly award for drivers with perfect attendance, such as a drawing for a gift certificate to a local restaurant, or provide certificates, pins and other small rewards for perfect attendance.
Such rewards give drivers a goal to work towards, foster friendly competition between drivers, and let drivers know their commitment to their job is appreciated. Incentives can be funded with money saved from overtime. If fewer drivers are absent, less overtime will be necessary. The district reports that the 56 hours of overtime worked costs the department $249 a day over regular wage rates, or $44,820 per year for a 180-day year.
The Transportation coordinator should document and track driver absences each month to look for trends. Drivers who have an unusually high number of absences or are repeatedly absent should be counseled. The Transportation coordinator should make reducing absenteeism to 7 percent a department goal and share this goal with drivers and monitors. The current absentee rate requires four additional drivers; if absences are reduced to 7 percent, the current driver and monitor staffing levels will be adequate. The coordinator should keep drivers and monitors aware of the department's progress in reaching the goal. If absenteeism does not decline, the Transportation coordinator should talk with drivers again to find new ways to reduce absenteeism and identify reasons for absenteeism.
Some absenteeism is unavoidable. Once absenteeism has dropped, the Transportation coordinator should re-evaluate driver and monitor staffing to determine if staff is adequate to cover peak service and driver absences.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The Transportation coordinator recommends an absentee incentive program to the executive director of Support Staff Services and associate superintendent of Personnel. September 2001 2. The associate superintendent of Personnel recommends to the superintendent authorizing an absentee program in the Transportation Department. October 2001 3. The superintendent authorizes the new program. October 2001 4. The Transportation coordinator meets with drivers to discuss reasons for absences and to find ways to encourage attendance. November 2001 5. The Transportation coordinator develops the new attendance program. December 2001 6. The Transportation coordinator announces the program and attendance goals to drivers and monitors. January 2002 7. The Transportation coordinator tracks attendance and identifies trends. The Transportation coordinator counsels drivers with unusually high numbers of absences and informs drivers and monitors of the department's progress toward reaching the attendance goal. Attendance is reinforced during employee evaluations as well. Monthly FISCAL IMPACT
If overtime were decreased to 36 hours per day or 7 percent, which equates to four drivers working each day for five hours per day, the department would save $89 per day, or $16,020 per 180-day year.
Savings are calculated based on the example incentive program used by Comal ISD, which awards $75 per year per driver/monitor that has no more than two absences. The cost of this incentive depends on its success; however, assuming 15 drivers and monitors do not qualify for the award each year, the incentive for 66 drivers and monitors will cost $4,950 a year.
The savings for this recommendation are estimated at $11,070 per year ($16,020 - $4,950). First year estimates are reduced by one-half due to the mid-year implementation.
Recommendation 2001-02 2002-03 2003-04 2004-05 2005-06 Develop incentives to reduce absenteeism. $5,535 $11,070 $11,070 $11,070 $11,070 FINDING
The Transportation Department does not have a dedicated dispatcher. Multiple administrative and maintenance staff are responsible for performing dispatching duties. The dispatch schedule is arranged so that two staff members are assigned to dispatch at all times. In the morning, the parts manager/trip coordinator and a mechanic arrive at 6:00 AM to dispatch. At 7:00 AM, the special education supervisor arrives and replaces the parts manager/trip coordinator. At 8:00 AM the secretary arrives and replaces the mechanic. The Transportation coordinator dispatches between 5:00 PM and 5:30 PM after other staff leave. While dispatching, staff cannot focus on their primary responsibilities.
During the site visit, TSPR reviewers observed the dispatcher on duty did not keep a log to track driver calls, and dispatch procedures are not formalized.
Dispatch is one of the most important functions in student transportation because it allows drivers to communicate with supervisors when they encounter a problem and allows supervisors to respond with assistance immediately. Many school districts have dedicated dispatch staff. Wichita Falls ISD has four dispatchers, two of whom are dedicated dispatchers, for an 80-bus fleet. Waco ISD has four dedicated dispatchers for 74-bus fleet, and Midland ISD has two dedicated dispatchers for a 173-bus fleet. Abilene, Ector County, Waco and Midland ISD dispatchers keep dispatch logs.
Recommendation 93:
Formalize the dispatch operations, including procedures and add a dispatcher.
A dedicated dispatcher position should be added to the department. The dispatcher should work a split shift, from 6:00 AM to 10:00 AM and 2:00 PM to 6:00 PM when routes are being operated. Other staff on duty can assist with dispatch as needed during peak hours and take over dispatch at mid-day. Initially, the position can be a 180-day position; if dispatch volumes are high in the summer, the position can be extended to 260 days.
The Transportation Department should formalize its dispatch operations. Calls should be logged and dispatching protocols developed and documented. The dispatchers should track on-time performance and report problems to the special education supervisor and the Transportation coordinator. The mechanic should be relieved of dispatch duty. Two hours of maintenance time are lost each day because of the mechanic's dispatch assignment, and overtime has been paid on occasion.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The Transportation coordinator recommends adding a dispatcher position to the executive director of Support Staff Services and associate superintendent of Personnel. September 2001 2. The Transportation coordinator develops formal dispatch procedures. September 2001 3. The associate superintendent of Personnel recommends adding a dispatcher position to the superintendent and school board. October 2001 4. The superintendent authorizes the new position. October 2001 5. The associate superintendent of Personnel establishes the new dispatcher position, job description and a rate of pay. November 2001 6. The superintendent approves the new dispatcher position's job description and a rate of pay. November 2001 7. The executive director of Support Staff Services provides the Transportation coordinator a list of qualified candidates for the dispatcher position. December 2001 8. Dispatcher assumes position. January 2002 FISCAL IMPACT
In many districts, dispatchers are at the same wage rate as drivers. In SAISD, the average driver makes $8.43 per hour, plus variable benefits of 6 percent and fixed benefits of $2,352. This position is estimated to cost $15,220 for a 180-day year ([$8.43 per hour x 8 hours a day x 180 days per year x 6 percent benefits] + $2,352 fixed benefits).
First year estimates are reduced by one-half due to the mid-year implementation.
Recommendation 2001-2002 2002-03 2003-04 2004-05 2005-06 Formalize the dispatch operations, including procedures and add a dispatcher. ($7,610) ($15,220) ($15,220) ($15,220) ($15,220) FINDING
The Transportation Department has a mission statement, but does not have established goals, objectives or performance measures. The department's mission statement is to "Provide safe, economical, timely and efficient transportation to the students and staff assigned to the SAISD."
The mission statement defines the purpose of an organization and serves as the starting point for developing related goals and objectives for the organization. Goals are general statements of what an organization should accomplish. Goals should also be compatible with the mission statement. Objectives define performance measures to evaluate progress towards goals and should be clearly measurable.
The Transportation Department does not regularly track performance evaluation measures. The Transportation coordinator said he looks at performance at the end of the year. Performance evaluation plays a critical role in monitoring how well an organization is meeting the goals it has set for itself. Improvements in cost-efficiency, cost-effectiveness, and service-effectiveness can all be measured with performance evaluation measures. Many public transit agencies and private fleet managers use performance measures to determine the level of training employees need; to improve preventive maintenance programs to reduce repeat failures, road calls and unscheduled maintenance; to improve employee and customer satisfaction and reduce cost.
Tracking and monitoring performance indicators can help recognize achievements in areas performing well, support and sustain continuous improvements in goals that have already been achieved. They also can help staff to recognize weaknesses and establish goals for improvements. Exhibit 10-15 shows reported district performance figures.
Exhibit 10-15 Source: TEA School Transportation Operation Report, 1999-2000; TEA School Transportation Route Services Report 1999-2000.
SAISD Performance Measures
1999-2000
Performance Indicator SAISD 1999-2000 Actual Safety
Accidents per 100,000 miles
Student referrals per 1,000 students bused
0.85
Not TrackedCosts
Operations cost per mile - Regular
Operations cost per mile - Special
Operation cost per rider - Regular
Operation cost per rider - Special
$1.48
$2.54
$2.61
$5.21Service
Riders per route mile - Regular
Riders per route mile - Special
Riders per bus - Regular
Riders per bus - Special
Route miles per bus - Regular
Route miles per bus - Special
1.54
0.51
43.0
20.0
4,996.0
7,213.0Service Quality
On-time performance
Driver Absenteeism
Not Tracked
12%Maintenance
Preventive Maintenance (PM) scheduled
Percent PM completed on time.
Turnover time per bus repair
Miles between road calls or breakdowns
Not Tracked
Not Tracked
Not Tracked
Not Tracked
*Costs exclude capital outlay and debt.The Transportation Department's regular and special education transportation costs per mile are favorable when compared to peer districts. The department's accident rate, which is 0.85 per 100,000 miles, is also good. The National Safety Council reports an average accident rate of 1.06 per 100,000 miles. However, the department's productivity, particularly for regular education, needs improvement because performance in this area is low compared to peer districts. Regular education transportation productivity is discussed in detail later in this chapter.
Recommendation 94:
Develop goals, objectives and performance measures to support the department's mission.
After analysis of data provided by SAISD, the following performance measures might be used to monitor cost effectiveness, cost efficiency, service effectiveness and service quality/safety.
Targets for performance indicators can be selected based on levels that can be achieved in light of available information and the experience of other school districts and fleet operators. In Exhibit 10-16,suggested improvements in targets are noted in bold. Some targets are based on peer experience and industry standards, such as the maintenance performance indicators and on-time performance. Other targets are based on information outlined in this chapter, such as driver absenteeism, the number of regular riders per bus, regular route miles per bus and the regular cost per rider.
Other indicators that can be considered by the Transportation Department can be those reflecting good performance in the area of special education cost per rider, how many special education riders per bus, accidents per 100,000 miles and regular and special education cost per mile. Once the SAISD experience is measured, the targets may be adjusted.
Exhibit 10-16 Source: Peers, industry standards and TSPR.
Possible SAISD Performance Measures
Performance Indicator Target Safety
Accidents per 100,000 miles
Student referrals per 1,000 students bused
0.85
1.0Cost-Efficiency
Operations cost per mile - Regular
Operations cost per mile - Special
Operation cost per rider - Regular
Operation cost per rider - Special
$1.48
$2.54
$2.22
$5.21Service Effectiveness
Riders per route mile - Regular
Riders per route mile - Special
Riders per bus - Regular
Riders per bus - Special
Route miles per bus - Regular
Route miles per bus - Special
1.54
0.51
52.0
20.0
5,710.0
7,213.0Service Quality
On-time performance
Driver Absenteeism
95%
7%Maintenance Performance
Preventive Maintenance (PM) scheduled
Percent PM completed on time
Turnover time per bus repair
Miles between road calls or breakdowns
100%
95%
6 hours
8,500Performance statistics should be tracked each month and the results shared with department staff to encourage improvements in performance. Employees should be commended when performance targets are reached and encouraged when performance falls short.
The results should also be communicated to school administrators so they will know the Transportation Department has set goals for service quality.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The Transportation coordinator develops and adopts key indicators to assess the department's performance; the indicators and targets are made public. January 2002 2. The Transportation coordinator monitors the performance indicators and disseminates the results to all Transportation personnel and school administrators. Monthly 3. The Transportation coordinator annually adjusts performance targets to reflect experience. Annually FISCAL IMPACT
This recommendation can be implemented with existing resources.
