Transportation Advisory Services Report Overview

Transportation Advisory Services Report Overview

The report contains 10 sections and an appendix 3 overview sections Introduction Methodology Executive Summary 7 analysis, observation and recommendation sections Facility Financial & Contracting Fleet Labor Maintenance Management Routing Appendix

We recommend that t the District i t pursue all options to determine if in house operating and labor cost savings may be available to allow the District run run program to be competitive in both the near and long term. Concurrent with the in house options review, since it appears that the potential for savings may be significant through outsourcing, we recommend that the District develop highquality bid/rfp specifications and publish these this Spring with consideration for a conversion during the 2011 2012 school year. (section 5 11)

Overview of the TAS s engagement Overview of UCFSD

Overview of the process Key dates Meetings and interviews held Overview of data and information reviewed

A section by section summary of observations and recommendations resulting from the study

The transportation t ti facility provides very workable space, and includes an on site fuel system. The maintenance area of the facility was kept in exceptionally clean condition. The second floor office location removes the office staff tff from on going interchanges with Department staff members. If the District outsources transportation, the facility should be provided to the contractor. Variable costs, such as utilities, should be charged to the contractor.

The District i t demonstrated t d strong financial i tracking and reporting. There is a need for improved maintenance tracking of repair costs which would be achieved through the use of industry standard software. The current levels of charge backs to the buildings should be addressed given the potential significant increase in labor costs. If a total outsourcing of the program is not pursued, the District could evaluate the contracting of out of district runs.

It appears that t the District i t may financially i benefit from outsourcing student transportation services. The District should closely review the variable and options contained in this section of this report. The District should develop quality bid specifications and solicit bids for a conversion during the 2011 2012 school year, once a detailed review of the financial projections developed by TAS have been reviewed.

The District s fleet profile relative to the number of spare buses appears to be reasonable given vehicle age and use. The District s fleet is aging, and given the g g, g mileage and age, it will require increased maintenance.

The District is providing full time employee benefits to persons who are effectively part time. Although the employees meet the District s definition of full time, they only work 10 months a year, and less than 40 hours per week. We recommend that the District review the wage and benefit package to create a program that t better represents the needs of a transportation program. This may require a separate set of benefits for just transportation employees. The projected significant increase in the PSERS contribution rate poses a heavy burden on the cost of transportation. t ti

The attendance bonus program should be modified to meet the intention of actually motivating employees to reduce absenteeism. There appears to be a possibility to reduce some run times, thereby dropping some employees under the benefit qualifying i levels. l If the District outsources, consideration should be given to the impact on other support service functions for those drivers who work multiple positions in the District.

The maintenance program is far extending the typical oil life in the buses based on an aggressive testing program. We recommend that the District request clarification from the chassis manufacturer on the warranty compliance of this process. The District should operate an industry standard fleet maintenance software program.

The staffing levels appeared to be appropriate for the nature of the program. The Supervisor needs to be very proactive with interfacing with staff members given the facility design limitations. There appears to be a very strong training component to the District s s program. The District should be commended for the development of an excellent Procedure Manual. The Building Principals should attend an annual meeting with the drivers/aides. The process for assigning trips should be reviewed to see if The process for assigning trips should be reviewed to see if assignments based on school locations would be beneficial.

The routing software should be upgraded and should include the minimum features identified in the report. If the District decides to outsource, they should maintain responsibility for routing. Based upon the number of students assigned to the buildings, it would appear that there may be too many vehicles assigned to the second tier runs. This should be reviewed to see if bus consolidations can occur. Out of District route sharing would appear to present a saving opportunity to the District. If the District outsources, the specifications should include information on athletic bus requirements.