Industry professionals expressed a range of reactions in the wake of a National Congress of School Transportation vote in May that overwhelmingly rejected a provision to require LED lighting on many school bus exterior fixtures.

The vote was perplexing, some said, because LEDs are recognized as superior in visibility, energy efficiency, longer lifespan and flexibility compared to incandescent lights. With the NCST’s mission being to set safety standards, and only currently meeting every five years, delegates take the added proposals seriously. Editor’s note—The NCST Steering Committee is currently debating the frequency of NCST. A decision is expected this spring.

During the 17th NCST in Des Moines, Iowa, state transportation directors and industry professionals convened to determine new recommended specs and minimum standards across the industry. Forty-eight states were represented by a total of 265 delegates. North Dakota, New Hampshire and the District of Columbia were absent.

Proposal 25 to require LEDs on “all exterior body/chassis lighting with the exception of head/park/turn combination assemblies” failed by a vote of two in favor and 45 opposed. A Pennsylvania delegate disputed the proposal’s statement that it carried no financial impact. Delegates from several states asserted that including LEDs in specifications would beholden districts to the technology, even if future technology proves to be a better option.

Dave McDonald, executive vice president of business development and specifications compliance with Rosco Vision Systems, sat on the Body and Chassis Committee that vetted the proposal and approved it for a floor vote. He is among the committee members who think delegates who voted it down didn’t fully understand what the proposal sought to do.

He compared the LED proposal outcome to a defeated proposal for remote-controlled side mirrors, which he said are an OEM feature on 92 percent of new school buses.

“We look at remote control mirrors as being a safety necessity, not a convenience, because it only takes the driver to properly adjust them, rather than needing two people, one outside the bus adjusting it, and the driver sitting in the seat,” McDonald said. “Delegates looked at it as a state-to-state-to-state issue: ‘Don’t make it part of the national standard.’ The standard doesn’t say anything that you can’t have LED lights, but they leave it open for
the states to either adopt it or not. That was the biggest thing. The states, some of them, get very, very objectionable when it comes to being told what they have to do.”

However, McDonald said, it is important for people to understand how the NCST voting process works. “The NCST is the minimum standard … and then states can go beyond that. If it’s approved, it becomes a standard in every state that adopts the [National School Transportation Specifications and Procedures],” he said. “They can add to it, but they can’t take away from it. Some states will use it as a guideline, but they don’t fully adopt it. … But for the most part, states still control bus specifications for their particular state.”

Jim Haigh, the strategic account manager of school and transit for Safe Fleet, added that LEDs are just one type of light source. Vehicles today, he said, use incandescent lamps, quartz halogen and HID/Xenon, in addition to LEDs. “There are many other light sources currently in use and LED’s are not necessarily the most beneficial source of light for all applications,” he shared. “I believe that [delegates] didn’t want to lock themselves into one technology and prevent the use of emerging technologies in the future.”

Mike VerStrat, communications manager of Opti-Luxx, Inc., said NCST delegates are savvy enough to recognize that LED lighting is “already the de facto standard on new buses,” particularly because of the newer technology’s many advantages.

Brett Kuchciak, specification and compliance manager at First Light Safety Products in Winnipeg, Manitoba, Canada, said he and other manufacturer representatives at the NCST were “quite surprised by the big down vote,” especially because the Body and Chassis Committee thoroughly vetted various options and proposals.

“It’s interesting because a lot of people do think any decision they make at the national level is going to have a cost implication. Most of these decisions, regardless of cost implication, though, are for a justified reason, which in this case is safety,” he said.

Kuchciak said a Canadian Standards Association committee is working on standardizing LED lights under the voluntary CSA D250 standard. “Despite the NCST not going forward, we think it’s something beneficial for the safety of school buses,” he said.

McDonald and Kuchciak noted that some northern state fleet operators prefer incandescent exterior lights because their heat melts snow and ice. “It’s not something that’s widely seen as a benefit, but you’ll get the occasional shop guy who says that,” Kuchciak said. “Typically, though, something that gets hot on a school bus is not ideal. You’d rather have the safety factor of an LED light because before you leave the yard, you’re going to make sure the bus is clear and free of snow, anyway.”

VerStrat said some delegates’ hesitance to support Proposal 25, due to the belief that better technology could emerge, is “almost a sideways compliment to LEDs” because of their rapid adoption by the transportation industry. For example, fewer than eight percent of cars globally had LED headlamps in 2015, according to one industry estimate. Another survey indicated approximately 72 percent of autos were equipped with LEDs by 2023 with the number expected to rise to 75 percent by 2024.

Because the 2020 NCST was canceled, delegates really haven’t had an opportunity to address the issue until now despite their surge in use. “LEDs have rushed onto the forefront, so to speak, and I think that makes delegates say, ‘What else is coming? What’s the next thing?’” added VerStrat, noting there’s a need to give NCST delegates “a real understanding of what, if any, technologies are coming.”

McDonald, who has served on NCST writing committees since 2000, said the 2020 NCST cancellation created a log jam of proposals for consideration. While committees whittled down that backlog and this year’s delegates addressed many issues, “2030 will be an interesting one, because they’re still going to have some carryover items,” added McDonald, who retires from Rosco next month.

The creation of the emerging technologies writing committee will help in the future consideration of many issues, including innovations such as loading zone illumination.

What about some NCST delegates’ concerns that better technology will displace LEDs any time soon? “There’s not anything that you would remotely say is going to be a standard other than LEDs in the near future,” commented VerStrat. “There’s nothing that competes with the performance and reliability of LEDs right now.”

Kuchciak agreed and noted that First Light and industry peers are “trying to get the most out of the technology that’s available to make it as uniform, bright and efficient as possible.” He continued, “Technology is only going to continue to get more dialed in to provide a safer and more efficient lighting source. Constant improvements are happening in the industry. So, things are always getting better.”

Kyle Lawrence, lead mechanic for the Oakdale Joint Unified School District in California, said he wasn’t surprised the proposal was defeated because he thinks many industry professionals still undervalue the importance of lighting and visibility. Others, he added, are locked into long-held industry
beliefs. The safety value of LEDs goes beyond its increased visibility to include the reduced maintenance time that comes with its longer life. “It’s much better to have my techs spending their time on preventive maintenance that will keep the buses out of the shop. With LEDs, you’re not having a tech out there changing bulbs,” Lawrence said.

He warned against the shortsightedness of saving $30 upfront on a part only to spend an extra $300 in labor over the life of a bus to change what he deemed to be inferior lighting.

“Some bulbs can be quick, but some can be a drawn-out, two- or three-hour project because you have to keep taking off a whole bumper to change a light bulb that keeps burning out,” he said. “Our roads here at rural Oakdale are horrible, so anything that wiggles and jiggles either unscrews, falls out or decides it doesn’t want to work anymore. LEDs have a much better success rate.”

He also contrasted many LED lifetime warranties with those of incandescent bulbs. “Some of our after-market LED providers carry no-questions-asked warranties, so if we’ve got a seven-diode taillight that loses a couple diodes, we just take it off, put it back in the package, ship it to them, and they ship a new one,” Lawrence said. “If you play your cards right with the aftermarket industry, you’re only going to spend the money once.”

Most LED chips are manufactured in Asia, primarily China, and imports have been caught up in the on-again, off-again tariffs imposed by the Trump ad-
ministration to drive manufacturing to the U.S. Industry experts contend that is little to no chance that LED chips can be made in the U.S. at a competitive price.

Lawrence said LED lights are less expensive than 10 years ago, but tariffs and inflation have made them more expensive than five years ago. He said he foresees even better days ahead for the technology and the fleet management professionals who deploy it.

“It takes less energy to create light with LEDs, and I think the diodes and chips are progressively getting more reliable, have longer life and brighter
illumination,” he said. “If you’re not using LED, you’re shooting yourself in the foot and walking backwards with a limp.”

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Looking to the future, VerStrat predicted delegates will be able to return to the drawing board and draft a “win-win” proposal on LED exterior lighting. And with incandescent bulbs being used less, will a 2030 or sooner NCST look kindly at the next LED proposal? McDonald isn’t so sure.

“It’s like the mirrors. Ninety-two percent are remote controlled, but that proposal was defeated. We may end up with 90 percent of the buses with LEDs, but that doesn’t guarantee that the states are going to vote to make that the minimum standard,” McDonald said. “The minimum standard is the incandescent bulb. … That’s what it is because some states don’t want to spend the extra money on LEDs.”

Kuchciak said the price gap between incandescent lighting and LEDs will become less of a factor as more buses roll off the assembly line with the newer technology. But he also warned against the dangers of being overly cautious about adopting new technology.

“It’s important that we look at the NCST as a minimum standard. We’re slowing down progress by being concerned with it limiting things in the future,” he said. “If we have something outlined as a minimum standard, and it goes above and beyond, that is for these states to decide if that is something that they want to pursue within their state or whether the OEMs want to go above and beyond these minimum standards. We don’t want innovations to slowed just because we think something better is going to come out.”

Editor’s Note: As reprinted from the November 2025 issue of School Transportation News. 

The post Lighting the Way? appeared first on School Transportation News.

Every maintenance professional has their own unique way of going about their craft, and every bus garage has its own feel. But when experts discuss approaches to parts purchasing and inventory management, certain best practices rise to the top.

For starters, fleet uniformity goes a long way toward achieving reduced downtime, mechanic familiarity with equipment, effective inventory management, and cost containment, explained a group of fleet directors and lead mechanics, some having earned the designation of School Transportation News Garage Stars in recent years.

“The last 15 years weve been buying Blue Birds,” said Chad Eaton, fleet manager with the Eagle County School District in Colorado. “It just simplifies everything: inventory, repairs, training. If you’ve seen an issue once on a Blue Bird, the next time it comes up, you know exactly what to do. It might take you 10 minutes instead of a half hour.”

Ryan Waters, head bus garage technician with the Lake Shore Central School District in Angola, New York and a 2024 Garage Star, agreed that “standardization” is a foundational best practice. “That helps us the most. If we run the same lights, the same tires on everything, we have to keep less parts in stock,” he explained.

Tim Dooley, bus mechanic supervisor at the North Kansas City School District in Missouri, added his district runs all Thomas Built Buses. “It might not always be the cheapest [solution] up front, but standardizing the fleet saves us a lot in the long run, when it comes to stocking parts and training mechanics,” Dooley said. “Keeping one manufacturer simplifies inventory and service. We looked at other brands, but the potential savings didn’t outweigh the added complexity.”

Andrew DeBolt, fleet management coordinator with Californa’s San Jose Unified School District, purchases original equipment manufacturer parts for consistency with service manuals and wear indicators. “Using OEM parts means the wear indicators match the service procedures,” he said. “It keeps everything consistent.”

San Jose also operates with an all-Thomas Built Buses fleet, necessitating fewer parts to stock, a simpler diagnostics process, easier training for mechanics and better pattern-failure predictability.

DeBolt, a 2020 Garage Star, said he operates a hybrid inventory management system that consists of stocking high-use items like tires, mirrors and other common parts while relying on local vendors for just-in-time delivery of infrequent items. He noted the system is streamlined yet responsive to the department’s needs.

“When I started, we had parts for buses we hadn’t owned in 15 years. Now we keep it tight. If we only use it once or twice a year, we don’t stock it,” he said. Proactive maintenance is another must-do, according to the garage experts. “We try to be proactive. If we see it’s close now, let’s just do it,” DeBolt commented. “Don’t wait until it becomes a bigger issue.”

Dooley said an important aspect of maintenance North Kansas manages is inspecting the brakes every time a bus is in the shop. “I keep a spreadsheet to monitor wear, and once a set drops to 30 percent, we schedule the replacement,” he said. “If the bus is already in the shop, we take care of it right then. No sense pulling it twice.” DeBolt applied that strategy to brakes and tires, acknowledging “there is a tradeoff.

“If you’re purely focused on trying to get every last penny out of that tire, you would run it down till it was at its minimum spec and then swap it out at that point, but you run the risk of a collateral issue (such as) a tire coming apart, taking out mud flaps and doing body damage,” he said. “Even if they have 8/32ths of tread left, we say, ‘They’re 10 years old and they’re coming off the bus.’ We sacrifice a little bit of service life on a brake pad or a tire, but we’re saving two weeks of shop time by the time we cut the mangled metal back, weld it and get it undercoated.

San Jose Unified, which buys tires through California’s state school bus tire program to secure better pricing, opts for recaps on rear axles to stretch tire life and save dollars. But DeBolt noted the COVID-19 pandemic, which kept students at home and buses off the road for an extended period, skewed maintenance cycles and caused some tires to age out before wearing out.

“We save 50 percent with recaps, but only if the tire’s being consumed in three or four years. Now we’re seeing 10-year-old tires,” he said. “All these tires that we had been using for recap on the rear axle, now they’re so old they’re failing. It kind of caught up to us.”

Waters’ department in Lake Shore, which maintains 57 buses and another 20 to 30 district vehicles, does use retread tires but does not keep casings longer than five years. When buying new tires, he opts for higher-end Goodyear options that he said improve longevity and cost effectiveness. “Even if you’re buying a tire that’s twice as expensive, if it lasts twice as long it’s less maintenance work for us to do, so it’s worth it in the long run,” he noted.

Waters said he initially tried multiple vendors before settling on one that consistently meets the district’s expectations. A requirement to secure at least three bids and the practice of conducting ongoing price checks with competitors maintains accountability. Decision-making is based on best value and service, not just price. “Sometimes paying a little bit more for a part will get us the better service. Value really does figure into it. It’s just not low bid,” he said.

While the COVID pandemic didn’t significantly disrupt tire deliveries, it did cause major price hikes. Those sharp price increases have largely remained in place. While a simmering global trade war has threatened to increase prices on bus parts from other countries, DeBolt said the uncertainty hasn’t influenced his approach to tire purchases, prioritizing U.S. manufactured brands.

“In the past, we’ve used other brands and had varying levels of success, but we’ve had the best success with Bridgestones, specifically the Bridgestones made in the U.S. And then Goodyears. Their stuff is all made in the U.S., too. The rubber quality is better. The build quality is better.” Does a commitment to purchase quality parts at a higher price fall into the best-practices category? Absolutely,” DeBolt insisted.

Eaton, who has 26 years of experience with Eagle County under his belt, shared a similar philosophy. The district runs only Michelin XZE2s on its bus steer axles and Michelin XDN2s on drive axles. “We’ve been buying these same tires for as long as I’ve been here. The tires are expensive up front, but they last. We tend to age them out before we wear them out,” he said. “It’s about value, not price. We’ve been doing it this way for so long because it works.”

The North Kansas City district contracts its tire work to a company that’s a trusted partner. “They handle most of our tire changes unless it’s something urgent in the morning like a flat. Having that partnership in place really saves us time and keeps our fleet moving,” Dooley said. “We’ve used Goodyear, Continental, BF Goodrich, whatever is available. We don’t have a strong brand preference, but I do feel that Continental and Goodyear wear better than the Michelins that come standard.”

The school district does not run retreads on any of its buses. “Every tire that we put on is new,” he said. “That’s an investment in safety and reliability that pays off in the long run.”

Meanwhile, Eaton said he believes in investing in premium tires for long-term value and buying the same brand and types of tires. “We only need to stock the two kinds of tires steer and drive which really helps us manage inventory efficiently,” he added. Of course, even the top pros have their own approaches to their craft.

When it comes to purchasing, Dooley said he doesn’t spend a lot of time shopping for different prices. “I’d rather work with vendors I trust, who can get me what I need quickly and keep our fleet on the road,” he said. “Midwest Bus Sales knows our fleet, and they’ve talked about going back to a consignment setup, where they stock the shelves and bill us as we use parts. For a district with two garages like ours, that kind of support would be a big help.”

All four districts have made the transition to LED lighting for reliability and reduced maintenance times. Eaton said all of the Eagle County district’s new bus orders come pre-equipped with LED lighting and First Light illuminated stop arm systems and front and back school bus signs.

“We’re even retrofitting our older buses with First Light’s stop arms and school bus signs,” he said. “We’ve had great experience with their products. They’re bright, reliable and add visibility.”

It’s also important to take unique local conditions intoconsideration when purchasing parts and managing inventory.

“Living up here in the mountains in Colorado, we’re required to have drive-line retarders…and we have the exhaust brakes through the Cummins engines we run, so we’re very fortunate that having those two secondary braking systems on our buses means we don’t go through a lot of brakes,” Eaton said.

On the other hand, Dooley noted that North Kansas City goes through brake shoes fast. “About 20 boxes every two weeks,” he estimated. “So, I buy drums and shoes by the pallet. It’s more efficient and more cost-effective to stay ahead of demand like that.”

DeBolt recommended developing and maintaining open, honest and ongoing relationships with the district fiscal department as a budgeting best practice. He avoids “crying wolf” so that his budget requests are trusted and taken seriously.

“When I go to them and ask for money, they know it’s legitimate. That trust makes a huge difference,” he suggested. “We don’t guess with variable costs like fuel. We agree on a number, but we all understand it may need to be adjusted later.”

When possible, Waters makes a point of purchasing from vendors that offer longer warranties and then keeping track of warranties on specific parts. “One company might have a three-year warranty, another one might have a five-year warranty,” he explained.

He said he prefers paperless inspections and maintenance, using a system that automatically generates work orders and alerts based on input. “We don’t have paper in our buses. We have tablets,” he said. “If drivers have an issue, they put it in the tablet. It sends me an email and creates a work order. I can go on there, look at the codes of everything.”

Eaton said investing in training, whenever possible and practical, is another value-added best practice. “We definitely try to get into any training that’s available to keep them up to snuff with standards. But any time you can stay on top of your game in ever-changing industry, that helps cut down on your downtime, too,” he said.

Best practices shouldn’t be shaped by how many or few vehicles a district operates, DeBolt noted. “We’re all driving the same equipment big or small fleet. The best practices don’t change that much,” he said.

Two keys to success above all, DeBolt insisted, are the ability to gather crucial information and roll with the punches. When it comes to the former, he said a search for better fuel economy led to the use of low rolling resistance tires and other cost savings. As to the latter, DeBolt underscored the value of honesty: “Our mantra is, we can deal with anything as long as we know what we’re dealing with.”

Editor’s Note: As reprinted from the August 2025 issue of School Transportation News.

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The post Parts Standardization Provides Cost-Saving, Efficiencies appeared first on School Transportation News.

Electric school bus manufacturer GreenPower Motor Company signed a multimillion-dollar contract with New Mexico for a pilot program at the same time it is facing obstacles with a similar West Virginia project and perilous corporate finances.

The company announced Aug. 4 that the $5 million-plus New Mexico contract resulted from an award made by the state under a request for proposals published in May for participation in a two-year, all-electric school bus pilot project. GreenPower stated the project would deploy three Type A Nano BEAST school buses during the 2025-2026 school year, and three Type D BEAST and Mega BEAST school buses in the coming months.

Those vehicles, the first three scheduled for deployment the week of Sept. 15, are expected to “rotate around the state in five pilot rounds each school year with each round lasting six weeks.” The company, which is partnering with Highland Electric Fleets to install and implement the necessary charging infrastructure, will also provide training for the school bus drivers, mechanics and the community’s first responders to “help ensure a seamless testing period.”

GreenPower President Brendan Riley said via a press release that the New Mexico project is “leveraging the successful pilot that GreenPower conducted in West Virginia but also has a concentration on evaluating charging options and infrastructure.”

At the same time, GreenPower has faced several headwinds this year in West Virginia with a similar contract that also began with a pilot. The electric school bus manufacturer took ownership of its South Charleston plant in August 2022 and eight months later entered into an agreement with the state to sell $15 million worth of BEAST and Nano BEAST models. The state also agreed to pay GreenPower a $3 million deposit.

Separately, GreenPower and the state signed an agreement for an additional $18.6 million in ESBs awarded by the EPA Clean School Bus Program in 2024 to seven county school districts.

But West Virginia Metro News reported last month GreenPower had only delivered about a dozen of the promised 41 ESBs as of this past spring.

The state claims breach of contract. GreenPower CEO Fraser Atkinson said the reality is far more nuanced. During a phone call Thursday, Atkinson told School Transportation News several factors have hindered the company’s ability to deliver the ESBs.

“We have either delivered or we had vehicles ready to go, to be delivered to every single one of those counties,” he said.

Among the issues, Atkinson added, some school districts have not signed required documents with the EPA and GreenPower’s West Virginia dealer, Matheny, to accept the ESBs. In at least one other case, Atkinson said a county did not have available the older diesel school bus EPA required to be scrapped, so the new ESB couldn’t be delivered.

“Even if the dealer came forward and said, well, don’t worry about this other part, let’s just deliver the vehicle, you still have to worry about it,” he added. “We [would not be] compliant with the program.”

He also noted some counties still don’t have electric infrastructure installed. While GreenPower could still deliver those school buses, Atkinson noted that ESBs can’t sit in a parking lot for months on end without being operated like internal combustion vehicles can.
“There’s a much higher level of ongoing maintenance that you need to have on these vehicles if you’re not using them almost every day,” he added.

A West Virginia official contacted by STN declined comment because the issue is ongoing, and a request for comment from Gov. Patrick Morrisey’s office had not been answered at this report.

Hiccoughs With State Inspections and Maintenance

Meanwhile, Atkinson said some counties are having success with GreenPower. But not all say they are. Tony Harris, transportation director for the Monongalia County Schools serving the Morgantown and surrounding area, said the state’s second-largest district received a GreenPower Beast and a Nano Beast, which met his expectations at first.

However, he added, “We have been working with the West Virginia Department of Education, Department of Transportation and GreenPower in regard to a few issues where the buses do not meet the state specifications for a school bus.”

Harris clarified that the unmet state specifications center on failed state inspections for items such as the parking brake release, the color of loading light switches, non-working window defroster fans, and controls for exterior mirrors not working.

Atkinson said GreenPower has worked closely with the state on specifications but commented that not all state inspectors may have the same perspective on what constitutes an out-of-service item, especially as this could be their first experience with an electric school bus.

Still, he noted that any issues keeping school buses sidelined are “a concern.”

“Is there an educational process? I think you’re absolutely right. In hindsight, if all the parties had been in the same room 2 1/2 three years ago and worked through [the issues] …,” he said. “But the flip side is, until you’re actually in the field looking at these things in real time, you probably couldn’t have guessed what all the different issues or potential considerations that needed to be discussed are at the outset. It is a bit of trial and error.”

Harris also expressed disappointment about school bus-related services, which is “an area that has not come close to meeting expectations set for all vendors.”

“We have not been able to obtain stock inventory to have on-hand when something breaks on one of the buses,” he continued. “We have requested training several times for our mechanics on how to service the buses for our preventative maintenance schedules. The mechanics have received some training when representatives have been onsite to address issues when they have been onsite, but no formal training has been provided.”

He said training has so far consisted of what to do in the case of a battery issue or fire.

“A lot of the preventive maintenance items are typical in all school buses, but there are some unique things when it comes to EV school buses,” he said. “Also, we have no access to software or manuals to diagnose problems when they arise. We have requested these products at different times. We have these products for other bus types.”

Atkinson commented that GreenPower is very concerned about any high-voltage work necessary on its school buses.

“Our approach is, until they’re up to speed with the basics, we like to or prefer to take responsibility for anything that could be related to the high-voltage battery system,” adding dealer Matheny has limited experience working with GreenPower’s technology.

Harris said that the district has had to adjust its operations “considerably” after the delivery of the buses.

“We have two of the Nano BEAST buses in our fleet that have run no more than a month on routes since we took delivery of them. These buses have less than 3,000 miles on each of them,” he said, adding the school buses serve special needs and McKinney-Vento student populations. “We have four of the BEAST buses in our fleet, and one has been off the road since June due to defects found during an annual state inspection of the bus. The other three BEAST buses have been taken off the road [last] week due to issues that do not allow us to continue to use them at this time. By taking these buses off the road, it has impacted our bus routes due to the capacity of the buses and not having the same size buses in our spare bus fleet. The one BEAST bus has just over 4,000 miles on it, and this is because it was part of the state pilot program. The other three have less than 3,000 miles on them.”

Meanwhile, John Droppelman, director of support services with the Mineral County Schools, said in an email, “We have not received our two GreenPower buses. We have not received any information from GreenPower in quite some time. I do not expect to ever receive the promised buses. Information about the production and distribution of the GreenPower buses is scarce.”

Atkinson commented, “It’s the early days and there are things that have to get sorted out.” But he continued that, across the electric school bus market, he sees some school districts that have yet to buy-in to electrification, which complicates matters.

“If you have a good partner, they’ll work with you, and they’ll get the vehicles to a place where they’re just not encountering many issues or problems,” he said.

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At the same time, GreenPower has been unable to fully staff its South Charleston manufacturing facility. The agreement with West Virginia listed the goal of 900 jobs filled by the end of last year.

“We don’t get paid a cent until a bus is delivered,” Atkinson told STN.

In turn, he added, the company cannot promise its plant workers the necessary weekly hours.

The West Virginia MetroNews Network reported May 26 that confirmed more than a dozen employees had been notified by email three days earlier that they had been laid off. The company did not confirm the exact number of employees who had been laid off, but the network quoted GreenPower’s Riley saying, “The imposition of new tariffs has significantly increased our operational costs and disrupted our ability to build and deliver buses in a timely manner.”

He added that restructuring and other cost-cutting measures were not sufficient to prevent the layoffs.

MetroNews reported last month that GreenPower indicated it employed fewer than 100 workers even before the spring layoffs.

Resulting Financial Uncertainty

Amid all of this, BDO Canada LLP released its independent audit of GreenPower as of March 31, which stated that “the company has suffered recurring losses from operations and has an accumulated deficit that raises substantial doubt about its ability to continue as a going concern.”

A statement by GreenPower issued in July of its financial status at the time noted that revenues for the fiscal year that ended March 31 fell 49.5 percent from the previous year — down from $39,271,839 to $19,847,279 — and experienced a total comprehensive loss of $18,511,895.

GreenPower contends that tariffs are “causing much harm to the entire school bus manufacturing sector. This business instability and the significantly increased costs impacts all school bus manufacturers whether they are producing electric, diesel, propane, or gas school buses. The implications are staggering. If a school bus manufacturer were able to pass these costs on to a school district, it would amount to a tax on the government as the cost would be paid by either local, state or federal government funding.

“But a school bus original equipment manufacturer (OEM) cannot pass on the increased cost since there are state contracts in place for the purchase of school buses,” the company continued. “The new tariffs leave no pathway for a school bus OEM to build vehicles in the U.S., and it completely halts GreenPower’s efforts to on-shore and friend-shore the supply chain, especially non-Chinese battery cells and components.”

An interim Q1 2026 earnings statement released Aug. 15 for the period ending June 30 showed gross revenue fell by 48 percent from the same period last year to $1.549 million, with gross profit at $361,682 after deducting the cost of sales, which actually represents a 63 percent increase from June 2025.

But the statement notes Greenpower anticipates it will not be in compliance with the minimum debt service coverage ratio at the end of the current fiscal year because it has not generated positive EBITDA in the previous four quarters. The outstanding balance on the term loan facility was $3.59 million as of June 30.

The interim statement echoed the warning of the auditor this spring.

“The company’s ability to achieve its business objectives is subject to material uncertainty, which casts substantial doubt upon the company’s ability to continue as a going concern,” it says.

Ryan Gray contributed to this report.

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