Transportation Update Binford Sloan, Director of Transportation, October 9, 2018 Presented to School Board
Overview 1. The implementation of corrective actions for pre-existing systemic issues is continuing: 2. Employee recruitment, retention, and absenteeism remain a challenge. Initiatives are planned to better support bus drivers. Driver wage increases and bonuses are needed to remain competitive. Bus breakdowns and road calls have increased. More investigative work is needed in this area. Plans to accelerate the software-implementation schedule have been developed with the software vendors for routing automation and the web-based parent portal. Optimal organization structure to deliver the required services has been identified. Strategies have been implemented with additional recommendations to improve transportation performance. Some middle school bus stop times were adjusted by 10 minutes to reduce late a.m. arrivals; and to improve late p.m. departures, SSO s are assisting with bus release at high schools. Other options to reduce late buses are provided for consideration with the request to allow full implementation of the automated system prior to any additional changes. 2
Recruitment and Retention 489 493 3
Regional Comparison Private Sector $14.97 to $25.00 / hour for CDL + bonuses Spectrum Driver Recruiters, Richmond, VA Local CDL B Truck Drivers $18.00 per hour average Starting Pay Richmond $15.00 Henrico $14.18 Hopewell $15.44 (+$500 signing bonus) Hanover $14.36 Prince George - $17.00 Powhatan $17.14 CCPS $14.41 Genesis Logistics - Richmond, VA Local Night-time CDL Route Delivery Driver $25.00 / hour or 48k Avg Annually Waste Management Residential Driver Class B CDL $2000 1-year Anniversary Bonus $14.97 to $19.61 4
Retention Initiatives Implemented Incentives 1. Increase the Perfect Attendance Award to $50 a month or $500 maximum annually. 2. Increase the Safe Driving Award to $50 per quarter or $200 maximum annually. 3. Total cost for both programs combined if all drivers qualified each month is $336,000. Driver Support 1. Hire Assistant Area Managers to support drivers with school administrators for discipline issues. Appreciation Initiatives from Schools and Administration 1. 59 out of the 64 schools have and/or are planning to provide appreciation gifts to the drivers. 2. Monthly recognition of a bus driver at the School Board meeting starts in October. 3. Drivers will receive water bottles for National School Bus Safety week Oct. 22-26. Implementing Driver Feedback 1. Meetings planned to talk with all drivers that left CCPS in 2018 and conduct driver polls to identify driver priorities. 2. Study pay-increase options. 5
Absences and Bus Breakdowns Break Down Comparison (Courthouse Shop Only) Average Absence Per Day* Min Max Area 1 5.3 1 13 Average / Day Sept. 2017 Sept. 2018 Area 2 13 8 16 Unscheduled Repairs 18 23 Area 3 6.5 2 12 Road Calls 3 4 21 27 (19 days) (18 days) Area 4 Total 8.8 1 15 33.6 *Time period from Sept. 4 through Oct. 4 taken from Area Office callouts and absence log. Total NOTE: 30 new replacement buses issued this FY. 26 new buses waiting to be received. 6
June 2018 September 2018 October 2018 515 533 533 55 (~11%) 55 (~10%) 44 (~8%) Actual number of drivers 460 478 489 (9/30/18) Routes 503 505 505 Routes not covered 43 27 16 28 34 Staffing Analysis Budgeted number of drivers Vacancies (vacancy rate) Average absences per day (Avg. FY2016-17 data) Average bus breakdowns per day (Courthouse repair facility only) 21 (9/2017 used as est.) 34 (9/2018 used as est.) 27 27 (9/2018 used as est.) From FY18 to FY19 1. Vacancy rates have decreased by about 3% but absences per day have increased by 21% when compared to 2016-17 results. 2. Breakdowns have increased by 22% when comparing Courthouse results only. Full analysis needed on maintenance performance and impact to service delivery. 7
Total Doublebacks and Overload RUNS* *There are 2,633 total runs and ~658 runs per Area. Overloads are counted for a.m. and/or p.m. Overloads are created two ways: 1. The bus has too many students routed for that bus OR 2. The bus is carrying extra stops to prevent a short-term doubleback due to an absence (driver callout, unscheduled bus repair, vacancy, or accident). 8
Special Education Routing 1. A significant number of changes in student information required re-routing of SPED students. 2. Of the ~1900 records evaluated, 315 students had anywhere from 2 to 4 changes to their routing requirements; for example, changes in: catchment program, address, zoned school, after-school child care, or the need for transportation. 3. Only 5 students had duplicate records that did not require a route change and were counted as double entries. These double entries were made prior to Aug. 18, 2018. 4. The new procedure for guaranteeing student routing and transportation before schools start would have resulted in ~200 SPED students receiving private transportation versus the ~35 SPED students that received private transportation this year. 9
Special Education Routing (Specialized Transportation Section) Recommendations: 1. Implement proposed organization change to improve SPED routing. a. b. c. Initiate communications with SPED instructional staff and parents at the end of the school year and early in the summer regarding changes to student information. Identify additional support required for SPED routing and equipment in August. Manage the proposed cutoff date for guaranteed transportation to Monday before school starts with a 200-seat reservation with the vendor. 2. Consolidate SPED, McKinney Vento, and ESOL into this new section to regain focus on all specialized transportation. 3. Assign drivers to specialized transportation as needed to support services. 4. Develop a cross-exposure program to establish a pool of drivers to improve department flexibility for SPED driver absences. 10
Proposed Organization Structure Requested during budget process Director Administrative Asst. +10 additional drivers for growth Asst. Director Adding a focal point for Specialty Transportation Area Manager (4) Routing/Technology Supervisor Employ. Training Technician Area Manager ESOL, SPED, MV Assistant Area Manager (4) Routing Coordinator (2) Driver Trainer (4) Office Manager Office Manager (4) Routing Coord. (3) Transportation Coordinator (8) Field Trip Coordinator Bus Drivers (436) Transportation Coordinator (2) Bus Drivers (97) 11
Area Office Staffing Recommendations New Positions - Immediately Needed Routing Coordinators (2): One for gen. ed. routing, one for SPED/MV/ESL. Transportation Coordinators (2): SPED/MV/ESL. Assistant Area Managers (4). Area Manager (SPED, ESOL, McKinney Vento). Convert 8 existing Transportation Coordinators to 12-month positions. Add 10 additional drivers for growth. New Positions - Needed in FY2020 Funding for 12 Lead Bus Drivers (1 for each high school for the school s feeder pattern). Transition Plan for Specialty Area Transportation Begin the transition after Versatran implementation is complete and office support staff are hired. Re-package routes to optimize runs and disconnect any general education runs if possible. Identify positions that will move to specialized transportation team. Target completion by spring break. Locate office at Courthouse so that Office is close to routing department and director. 12
Routing Software - Status of Uploading Routes Routing Software Implementation Status as of Sept. 26, 2018 Area Total Number of General ED Manual Runs* Total General ED Runs* In Versatrans Total Special Needs Runs* Total Special Needs Runs* in Versatrans Total Runs* Converted to Versatrans 1 552 552 126 126 678 2 536 536 113 113 649 3 558 558 113 113 671 4 508 508 127 127 635 2154 2154 100% 479 479 (100%) 2633 100% Totals 13
Software and Parent Portal Schedule Versatrans Schedule - Routing Software 1. Staff training 10/16/18-11/1/18 2. Trip Tracker go live 11/19/18 3. Routing and Planning go live 11/19/18 Trip Spark and Versatrans Major Milestones for Parent Portal ( My Stop ) 1. GPS interface from Trip Spark to Versatrans complete 11/1/18 2. E-link go live 11/28/18 3. Onscreen go live 12/19/18 Major Milestones for CCPS 1. Student data in Synergy by Oct. 7 - As of today, 60 schools completed the data entry. 2. All routes entered into Versatrans as of 9/24/18 by Transportation Department. NOTE: Tyler will provide a consultant to evaluate routes and times. The cost is $1300 a day plus travel. Tyler cannot estimate the time frame until the system is live. Trip Spark will cost $25K. 14
Transportation Must Haves 1. The department must be fully staffed with drivers in order to minimize doublebacks and to effectively evaluate the impact of changing school starting times. 2. Bus breakdowns must be reduced. 3. Drivers need support and representation when working with school administrators on student discipline issues that the Assistant Area Managers will provide. 4. Separate SPED and specialized transportation oversight for routing and equipment coordination is required in order to improve customer service and student support. 5. A routing software system is not optional for a school district this size. Further changes should occur after the software is implemented. Critical day-to-day information remains in Area silos and it is extremely difficult to effectively analyze data in the current formats. 6. Because the routing staff is new to automation, consulting services are required for accelerating optimization and making sure staff are adequately trained. 15
59% Improvement at Third Week in 2017 55% Improvement at Third Week in 2018 16
Average Length of Time Late by School Level* *Late Bus = Any bus arriving after 10 minutes prior to the school bell time. NOTE: Buses arriving within 10 minutes of the bell means the student is at school just in time for class. Middle 2018 late arrivals were on average 7 minutes longer than 2017 High 2018 late arrivals were 3 minutes shorter on average than 2017 Elementary 2018 late arrivals were on average 42 seconds longer than 2017 17
Late A.M. Arrivals 1. 2. Buses arriving on first tier do not always capitalize on the window of time available between the opening of school doors and the start of school. Hub and specialty center buses appear to be one of the major contributors to late buses for middle schools. One late bus to a hub delays all hub buses. Activities completed by Oct. 5: 1. All middle school bus stops evaluated / adjusted as required to allow buses to arrive at school by 7:15. 2. Hub center buses have targeted releasing buses by 7:45 to complete specialty center routes. Additional Recommendations: 1. Continue to work with middle schools to get buses off campus earlier in the mornings. (Later slide) 2. Evaluate the impact of moving only first-tier schools starting times 5 to 10 minutes earlier. 3. Need to be fully staffed in order to prevent late buses on first-tier schools. 4. Implement proposal for hub changes. (Later slide) Transportation will evaluate on-time performance and adjust high school bus stop times if necessary. All second-tier bus stop times will remain as posted. 18
Hub Efficiency Improvements Hub concerns: 1. Inefficient loading 2. Students depart after SCMS starts - impacts supervision 3. Minimal supervision at CTC@Courthouse 4. Long routes for hub buses Recommended: 1. Move SCMS hub to Clover Hill High 2. Move CTC Hub to Bird High 3. Have hubs (2) managed by Assistant Area Manager 4. Install shelters with warm air blowers and PA system 5. Estimated maximum cost ~$125K Bird; ~230K CHHS 6. Evaluate on-time departures after implementation of improvements 19
Late P.M. Departures Short-Term Plan 1. Use School Security Officers (SSO s) at high schools to support bus release and traffic control. a. 15 SSO s control traffic at all schools except CTC@Hull and CTC@Courthouse. b. Salary agreements need to change from 7.25 to 8 hours for a total cost of ~$50.5K. c. Overtime cost to cover a third-tier dismissal is ~$58.5K (0.75 hours). d. Overtime cost to cover a first-tier arrival in the morning is ~$77.8K. e. Currently SSO s supporting high schools only. 2. Continue to work with level directors and school staff to load buses efficiently. a. Periodically provide GPS data regarding bus loading and departure times to schools. Long-Term Plan 1. Work with Budget and Finance to develop cost structure for 2020 budget to have traffic control and crossing guards for every school -- mornings and afternoons. 20
Late P.M. Departures Additional Considerations 1. 2. 3. Take students to next tier school when parents are not at bus stop. Parents pick up students at the driver s next school. After evaluating an additional 5 to 10 minutes earlier for first-tier starting times, add 5 minutes to the 55-minute window for second- and third-tier schools. Adding 5 minutes to all tier windows gives about 12% of the buses additional time to get to school. 22% arrive after the bell. Of those: a. b. c. 12% arrive 1 to 5 minutes after. 7% arrive 6 to 10 minutes after. 3% arrive 11 or more minutes after. Note: All operational efficiencies should be implemented and the data re-evaluated prior to a final recommendation/decision. 21
Other Considerations Moving TCMS to first tier 1. Rebalancing of tiers is required; that is, a school(s) has to move off of first to either second or third tier for this option. 2. 4 additional buses with long routes can be added back to second tier in the mornings and return in time for a third tier in the afternoon with TCMS on first tier. 3. Schools potentially impacted: Spring Run and Clover Hill Elementary Schools. Reams Construction 1. Move Reams Road Elementary to first tier during construction. 2. ~16 buses are currently without a route on first tier in Area 3. 3. Use 8 of those 16 buses to transport students to the Reams off-site location. Recommendation: During the construction phase of Reams, move the school to first tier using 8 of the 16 available first-tier buses in Area 3. Evaluate the need to transition TCMS after the department is fully staffed and Reams construction is complete in 2021. 22
Overview 1. The implementation of corrective actions for pre-existing systemic issues is continuing: 2. Employee recruitment, retention, and absenteeism remain a challenge. Initiatives are planned to better support bus drivers. Driver wage increases and bonuses are needed to remain competitive. Bus breakdowns and road calls have increased. More investigative work is needed in this area. Plans to accelerate the software-implementation schedule have been developed with the software vendors for routing automation and the web-based parent portal. Optimal organization structure to deliver the required services has been identified. Strategies have been implemented with additional recommendations to improve transportation performance with respect to school starting time change. Some middle school bus stop times were adjusted by 10 minutes to reduce late a.m. arrivals; and to improve late p.m. departures, SSO s are assisting with bus release at high schools. Other options to reduce late buses are provided for consideration with the request to allow full implementation of the automated system prior to any additional changes. 23
Transportation Update Binford Sloan, Director of Transportation, October 9, 2018 Presented to School Board