Kansas City Public Schools Superintendent Jennifer Collier. Cover design by Kimber Horne Cover photo for Zum by Alexis Cronk with Cronk & Co Collective.
This month’s issue features the leadership perspectives from superintendents on the importance of student transportation on educational access for students and how they’re navigating in the educational world. The other features look at school transportation mobility models and factors to consider when upgrading current school buses or purchasing new ones. Also, learn more about the intricacies of addressing safety issues, fresh ideas for staff recruitment and training with AI.
What’s Trending?
Superintendents share how they’re navigating some of the challenges impacting not only education but also transportation operations.
Features
Something Old vs. Something New
Other factors besides cost are considered when districts decide to either upgrade their current school buses or purchase new ones.
How Do Your Kids Arrive at School?
A child can get to school in a variety of ways. Operations discuss how they are ensuring a safe route to school regardless of the mode.
Special Reports
Safety Upgrade Complexities
State laws are normally reactive to various safety related incidents, and Texas and Maine are no different. But experts say that solving one safety issue could create others when retrofitting a fleet.
CONCORD, N.C. — Jim Knight started his keynote address at STN EXPO East like a concert, highlighting that culture isn’t something you talk about. It’s something people feel. And attendees felt that energy as they walked into the room and heard the music playing over the speakers.
His message Monday was clear: If you want a culture that rocks, you have to create experiences people won’t forget. A feeling of culture starts with moments.
Knight, the former head of global training and development for Hard Rock International’s hotels, casinos, dining and entertainment, quickly moved past traditional definitions of culture. Instead, he grounded the concept in something far more tangible: human behavior.
“Fantastic, awesome, world-beating cultures—they only exist because of human behaviors,” he said.
To illustrate, he shared a story about witnessing a fast-food employee near Disneyworld in Orlando, Florida, interact with a young girl dressed as a princess. Rather than simply take her order, the employee bowed and declared, “All hail the princess,” prompting the entire staff to follow suit.
The moment lasted seconds but its impact, Knight said, is probably something the girl’s family still talks about. “That’s culture,” he said, adding that culture is not heritage, legacy or the past. “Culture is what’s happening right now.”
The ride to and from school may be routine. The interaction is not. “The student experience has to rock,” he continued. “And that starts with the relationship. How the driver made me feel, that’s what matters.”
At its core, he defined culture simply as “a collection of people,” each bringing their own behaviors into the organization. That definition carries weight in an industry facing persistent driver shortages and turnover.
Side Bar: Jim Knights’ 10 Takeaways
1. Fantastic cultures only exist because of human behaviors
2. Celebrate heritage (past), but focus on the present (people)
3. Be Like U2 – Everyone signing off the same sheet of music
4. To avoid four-letter words, don’t provide/endorse mediocrity
5. People crave differentiation – deliver personalized experiences
6. In a world of darkness, be a bright light in each student’s day
7. Treat each person special – Like it’s your first day of work
a. Create generational fans (you have the parents & the kids on your bus)
9. The true path to cultural Nirvana’s through 3C rock stars – YOU ARE THE AMPLIFIER
10. Change your mindset from transportation to creating experiences
BONUS: Position the Job to be Tattoo-Worthy
“Every time somebody joins or leaves [an organization], culture changes,” Knight said, adding that the student transportation industry faces a retention challenge. “If you could hold on to the right people, you’d have exactly what you want.”
Knight used a simple exercise. He asked attendees to close their eyes and point in the direction of true north, to demonstrate how easily organizations drift without alignment. “If everybody’s guessing, you get confusion,” he said. “If everybody’s aligned, you get productivity.”
He compared it to a band, using U2 as an example. While Bono and The Edge may draw the spotlight as lead singer and lead guitarist, respectively, the rhythm section of drummer Adam Clayton and bassist Larry Mullins, Jr., keep the band on the same page.
“Everybody has a role to play,” Knight said. “But you’ve got to be singing off the same sheet of music.”
In transportation, that means consistent communication from leaders to the school bus drivers. Everyone needs to be in tune about expectations, priorities and purpose.
“If you don’t share it, people will make it up,” he added.
One of Knight’s most pointed observations centered on what he called “acceptable mediocrity,” and four-letter words that he hates. Words like “fine,” “good” and “okay” may sound harmless, but he argued they signal something deeper.
“They scream mediocrity,” he said, adding that over time, organizations begin to accept these outcomes as success.
Differentiation Happens One Interaction at a Time
Knight emphasized that creating a standout culture doesn’t require sweeping changes. It starts with small, intentional actions.
“Read the person. Seize the moment. Personalize the experience,” he said, recalling his time at Hard Rock, where he made it a point to engage each guest in a unique way—whether through humor, conversation or simple recognition.
“You do that, you create loyalty,” he said. “You create stories.”
The same principle applies to student transportation. “People crave differentiation,” Knight said. “Deliver personalized experiences, and you build comfort, safety and trust.”
He played a video each Chick-Fil-A location shows to all new employees. The video highlights different people eating at the chain fast-fodd restaurant, with captions about what’s each person has going on in their lives. Everyone is dealing or navigating something. Every life has a story if we bother to read it, he said.
As a result, Chick-Fil-A immediately communicates the culture of caring they want from their employees.
“In a world of darkness, be a bright light in each student’s day,” Knight continued.
For many students, the bus ride is more than transportation. It’s a transition point, and sometimes the first interaction students have of the day. It puts drivers in a uniquely influential position.
Jim Ellis, director of transportation at Henrico County Public Schools in Virginia, noted that culture and the driver shortage tie hand and hand. “If you don’t want to be here, then I really don’t want you,” he said, underscoring the importance of cultural fit in a role that involves transporting children. He pointed to the driver shortage as a complicating factor, making it harder to be selective, but stressed that long-term success depends on building a team committed to more than just driving.
“You’ve got to be the one that fits that culture… making sure that you are that first thing they see.”
Britton Overton, director of transportation for Pender County School District in North Carolina, added that staffing challenges also impact morale, which in turn shapes culture. “It definitely affects culture, but also morale—and morale helps to build that culture or tear it down,” he said, noting that supporting drivers and maintaining positivity are critical to sustaining both.
Knight also challenged attendees to reflect on their own mindset. Think back to the first day on the job, he said, a time when employees arrived early, paid attention and took pride in every detail.
“Somewhere along the way, we lose that,” he said, adding that employees start cutting corners by focusing on their own gain the longer they stay in an organization.
Reclaiming that “day one attitude” is essential to sustaining culture over time, he commented.
Tisha Hergert, transportation director for Onsted Community Schools in Michigan, said Knight was very enthusiastic. “Everything that he mentioned to us, it was so easy to break down and will be very easy to implement. When I go back to my district, I feel like I can fire my crew up.”
Ultimately, Knight reinforced that culture is amplified, or diminished, by the people delivering the experience. He outlined what he called the “three C’s” of high-performing teams: Competence, Character and Culture fit.
“The true path to cultural nirvana is through 3C rock stars,” he said, adding that in student transportation, those rock stars are the drivers.
Beth Allison, safety and training instructor for Prince William County Public Schools in Virginia, poses with Jim Knight after his keynote at STN EXPO East March 30, 2026.
Knight closed with a mindset shift that tied the session together. “Stop thinking about transportation,” he said. “Start thinking about creating experiences.”
Because while routes, schedules and safety protocols are essential, they are only part of the equation. What students and families remember and what defines culture, is the human interaction.
“Don’t just think about this stuff,” Knight said in his final remarks. “Act on it.”
Overton told School Transportation News that Knight’s keynote was “very inspirational.” He noted that culture has become “a big word in discussion nowadays,” adding that Knight offered practical takeaways that he plans to implement back home. “
“[Knight] gave me some good insight and broadened my thinking of how I can make our transportation better in our district,” Overton added, emphasizing that sessions like the Monday keynote are about learning what works and adapting it locally.
CHARLOTTE, N.C. – “For district nirvana, crush both student and driver experiences,” advised Jim Knight, who spent over two decades as head of global training and development for Hard Rock International’s hotels, casinos, dining and entertainment. “From a leadership standpoint, you can always ramp it up.”
“What I want to be for you is a catalyst,” the best-selling Culture That Rocks author told the transportation directors and supplier partners gathered at Topgolf Charlotte Southwest Saturday morning for leadership advice. “I know a lot about getting the right people around you and then loving on them, so they won’t want to leave.”
Leaders in attendance for the Transportation Director Summit at STN EXPO East said their priorities included driver retention, on-time performance, low absenteeism and reduced accidents. They also identified integrity, empathy, vision and communication as the most important leadership qualities. This lines up with top qualities acknowledged by popular motivational trainers, Knight confirmed, with the overall goal of building trust.
Drawing from the idea of a curated concert setlist, Knight led attendees through an exercise to pare down their most time-consuming work activities and prioritize the essentials with the greatest immediate impact.
Recruitment, Retainment Strategies in a Changing World
Organizational environments are either virtuous or vicious depending on who leaders hire, Knight explained during his fast-paced “edu-tainment” training.
He expounded that the vicious cycle sees morale and work culture tainted by negative school bus drivers, which in turn disturbs student experiences and may lower ridership. Targets missed and staff leaving mean mounting pressure and poor decisions, such as supervisors having to drive routes or lowering standards to put any warm body behind the wheel. In contrast, a positive driver and student experience leads to rave reviews and organizational growth at what will become known as an attractive place to work. This virtuous environment births more rock star leaders, Knight established.
“Stop recruiting like you’re filling seats – you have to build a band.”
– Jim Knight
While today’s average age of a U.S. school bus driver is 56, Knight underscored that the next generation of Millennial and Generation Z workers values individuality, flexibility and work-life balance. They are tech-savvy and socially conscious. For better or worse, he said, he’s noticed they don’t tolerate bad bosses, readily job hop, are prone to litigiousness and desire enrichment. They are generally visual learners with shorter attention spans, so he prioritizes pictures in training manuals.
He encouraged attendees to embrace generational differences from Baby Boomer to Generation Z workers and to tap into these characteristics when hiring new talent. While colorful hair or facial piercings, for instance, may give managers pause, he noted that student riders appreciate seeing role models who resemble them.
Rather than complaining about a talent drought, Knight advised actively seeking out potential drivers in unconventional places. Attendees suggested searching among fast food restaurants, colleges and trade schools, social media, stay-at-home parents, veterans, retirees, job boards, aides and custodians.
Framing the job through flexibility, purpose, stability, community and student impact helps, as does tailoring the hiring message to the recipient.
“If you want rock stars, you have to think differently,” Knight stated. “Stop recruiting like you’re filling seats. You have to build a band.”
He suggested using eye-catching AI-generated recruitment posters with humorous sayings or rock music puns, with an attendee contributing the promotional slogan, “Yellow air-conditioned office with corner windows!”
Knight stressed the importance of valuing the often-overlooked workers who are the backbone of the school district, sharing the story of how Hard Rock Cafe once utilized premade food to save costs, to the chagrin of its customers. Reversing course, the restaurant chain reintroduced fresh-cooked food accompanied by a marketing campaign featuring a leather-clad, fancy car-riding “rock star” who turned out to be a chef.
“Who are your rock stars?” he queried. Valued and celebrated student transporters are the show, he said, so make them feel appreciated.
Similar to how volunteers show up for the cause and not for money, Knight encouraged attendees to have such strong workplace culture that student transporters enthusiastically choose to stay.
Team meetings, regular employee check-ins and open communication channels are a must, Knight emphasized. “If you want people to stay with you long term, you need growth and development,” he added.
White it may be tempting for a boss to zip straight to their office first thing in the morning, it’s more important for the team dynamic to take time for small talk and make employees feel loved, he said.
He reviewed a Gallup survey of over two million employees at 700 companies worldwide which found that a supervisor is the single most important influence in an employee’s decision to quit.
Additionally, Knight shared statistics from Heart-Centered Leadership by Susan Steinbrecher and Joel Bennett, Ph.D. showing that almost half of employees leave a company because they feel underappreciated. Almost 90 percent said they don’t receive acknowledgment for their work.
“People join companies. They leave individuals,” he noted.
He encouraged the leaders in the room to intentionally and authentically fill their employees’ “emotional bank accounts” to encourage them to stay. An attendee added that this is also an important concept when at home among families.
Just as every great musical group has a signature sound, every leader has a signature strength to offer their team, which Knight encouraged them to crank “up to 11” ala the music mockumentary This Is Spinal Tap. And like superfans don’t just love the music but also desire the connection of a backstage pass to meet the artists personally, Knight stated that leaders should ask intentional questions and get to know their workers on a deeper level.
“I can teach someone with a good heart to drive a bus, but I can’t teach someone to have a good heart.”
– Gerald Henry
Director of Transportation
Lexington 1 School District (S.C.)
He also advised leaving job positions open longer to hire the right person.
“I can teach someone with a good heart to drive a bus, but I can’t teach someone to have a good heart,” agreed Gerald Henry, director of transportation for Lexington 1 School District in South Carolina.
Quoting Bob Dylan’s quote “there is nothing so stable as change,” Knight encouraged attendees to refocus their thoughts and resources to only their “circle of influence” to maximize happiness and effectiveness.
He also advocated for supportive mentorship opportunities, such as the inaugural School Transportation NewsPeer-to-Peer Mentorship Program, which grouped STN EXPO East attendees based on years in the industry, district size, fleet makeup and areas of interest.
Knight provided famous music industry stories to demonstrate that success can be achieved through perseverance and resilience. He cited the examples of Phil Collins taking over the Genesis lead singer duties from Peter Gabriel, a street performer who went on to become Lady Gaga, or a drummer losing an arm and reinventing his playing style like Def Leppard’s Rick Allen.
While every concert has a slow song where the lighters (or the cellphone flashlights) come out, Knight noted that moment is not when the show ends. Instead, the energy always ramps back up with a faster paced song.
“Each of you has the power to light up or extinguish the cultural flame of the district, via your leadership,” he concluded. “Light it up!”
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Speaker and author Jim Knight, left, smiles with STN Publisher & President Tony Corpin, right.
Jim Knight will present the keynote “Culture That Rocks: Set List on How to Amp Up the Company’s Culture (to Eleven) and Deliver Sustainable Results” on Monday, March 30, 2026, from 10:15 a.m. – 11:45 a.m.
CONCORD, N.C. — Stress may be higher than ever for school transportation professionals, but it does not have to dictate performance or personal well-being. That was the central theme during an STN EXPO East conference opening general session, with a keynote that urged attendees to “care less without being careless” in both their professional and personal lives.
Bret E. Brooks, the chief operating officer and senior consultant with Gray Ram Tactical LLC, has worked in pupil transportation security training since 2007, drawing upon a 23-year career in law enforcement as well as 26 years and counting in the U.S. Army National Guard. His forthcoming book, “How to Care Less About Being Careless,” explores the new pressures many people deal with in addition to already demanding jobs.
Technology, 24/7 connectivity, staffing shortages, safety expectations and family responsibilities all collide, he said Friday at the Embassy Suites Charlotte-Concord.
“We are experiencing more stress today than at any point in the past,” he added. “But it is possible to care the right amount.”
Brooks distinguished sharply between being careless and caring less. The latter, he explained, means not giving sufficient attention to critical tasks such as planning for traffic or driving safely, which can result in missed flights, preventable crashes or lax safety practices. Caring less, by contrast, is a deliberate effort to let go of excessive anxiety and over-attachment to minor outcomes so that leaders can think clearly, remain open-minded and solve problems creatively.
He termed this phenomenon the “law of reverse effect,” in which trying too hard produces negative results. He pointed to student-athletes, like his own daughter, who false-started in her first race the day before because she was too obsessively focused on not false-starting. Similarly, motorists who constantly change lanes in heavy traffic find they only continue to fall behind by over-correcting.
A turning point in his own understanding of stress came during a deployment to the U.S. southern border with the National Guard. Brooks was unexpectedly placed in charge of the Joint Visitors Bureau, responsible for planning every VIP visit along 2,000 miles of border, including trips by vice presidents, generals, governors and members of Congress. He described working 20-hour days, seven days a week for six weeks, losing weight, sleeping little and watching his internal “carometer” ping into the red.
Eventually, his commander pulled him aside and told him to care less, but don’t be careless. Brooks said that simple phrase forced him to reconsider whether a mayor waiting 10 minutes for a vehicle or a general missing a helicopter tour was worth sacrificing his health and effectiveness. That mindset later shaped his training work with school districts and conference audiences nationwide.
Throughout Friday morning’s session, Brooks reminded attendees that many of their current stressors did not exist 25 years ago. Streaming subscriptions, smart devices and constant Internet access now occupy mental space that once did not exist, he noted, yet much of that stress is optional and can be reduced. To make the point concrete, he asked attendees to privately write down their top three stressors and, later, their top three life priorities. He then challenged them to compare the two lists.
When stressors and priorities do not match, he said, leaders may be pouring energy into issues that do not support their long-term goals, either at work or at home.
Brooks encouraged participants to look at their lives from a “30,000-foot view,” like the perspective from an airplane window, and to distinguish between “meat” and “gristle” on their plate, citing the famous “Old 96er” scene in the 1988 John Candy movie “The Great Outdoors,” where the late actor John Candy’s character thinks he has finished a 96-ounce steak at a restaurant only to find out he also needs to finish the gristle.
The meat on our collective plates, Brooks said, represents truly essential tasks and responsibilities. The gristle is made up of duties and expectations that can be delegated, rescheduled or removed entirely.
He shared a story about insisting his son clear his plate during a celebratory family dinner to illustrate how easy it is to lose sight of the bigger picture. The point of the outing, he acknowledged in hindsight, was not caloric intake but celebrating his son’s achievement. But focusing on the uneaten food, he left the restaurant with a sick stomach and an unhappy family.
Citing leadership and time-management thinkers Stephen R. Covey and Simon Sinek, Brooks urged transportation professionals to clarify their “why” for being in pupil transportation, to explicitly name their top priorities, and then to schedule those priorities before filling the calendar with routine tasks. He echoed Covey’s guidance that what people do reveals their real priorities more than what they say, stating, “Action expresses priorities.” A leader may claim that spending time with family or focusing on recruitment and retention is a top priority, he observed, but if those items never appear on the daily agenda, they are not true priorities in practice.
Brooks recommended that attendees adopt the “WIN” framework by asking, “What’s important now?” whenever priorities collide. He acknowledged the tension between professional obligations and family events by recounting his own decision to miss his daughter’s regular season track meet to open STN EXPO East. The conference, he said, takes place on a single day and offers a unique opportunity to share information with peers nationwide, while his daughter will have multiple meets later in the season. In other circumstances, such as a state championship or once-in-a-lifetime family event, the equation would change and tip heavily toward making his home life the priority. The WIN question, he said, helps leaders sequence their commitments without abandoning their deeply held values.
The keynote further explored Covey’s urgent-important matrix. Brooks warned against living in the “urgent and important” quadrant, where every day feels like a wrong-way driver bearing down on a school bus. Constant crisis mode, he said, will inevitably push the carometer into dangerous territory.
Instead, he urged participants to move as much of their work as possible into the “important but not urgent” quadrant. In practical terms for school transportation, that means planning back-to-school, in-service training months ahead, forecasting routing, staffing and fleet needs well before school starts, and addressing long-term safety and recruitment strategies before they become emergencies. By contrast, he described much of what appears on television or in sensational news coverage as either “not important and urgent” or “not important and not urgent,” both of which can waste time and attention.
Brooks also addressed conflict management, encouraging a “win-win” mindset with parents, staff, administrators and outside partners. Using simple examples such as a customer buying a Big Mac at McDonald’s, he demonstrated how both sides can walk away with value when solutions are constructed thoughtfully.
He cautioned against turning disagreements into “mutually assured destruction,” where both parties end up worse off, and noted that adversarial approaches in marital or workplace arguments often land in a lose-lose outcome rather than the win-lose or lose-win people imagine.
Regarding work-life balance, Brooks rejected the idea that people should strive for equal hours on each side of a scale. Instead, he said, the real challenge for school transportation professionals is to weigh events appropriately. A routine workday is roughly equivalent to a routine family day. A major training event or the first day of school, with new routes and new drivers, may outweigh a standard evening at home. On the other hand, a child’s state championship, a wedding, a birth or a funeral should outweigh almost any ordinary work commitment. The goal, he said, is not a perfectly level scale but to ensure it tips in the right direction at the right time and for the right reasons.
Brooks closed by underscoring Covey’s seventh habit of “sharpening the saw.” He shared a story from his family’s farm in Missouri, where he spent a full day cutting trees in an overgrown field without taking breaks. His brother, who arrived later, paused often to hydrate and sharpen his chainsaw, and ultimately felled more trees.
The incident, Brooks said, taught him that grinding nonstop without rest or renewal eventually leads to diminished returns. For transportation leaders, sharpening the saw means attending conferences like STN EXPO East, taking real vacations without working through them, scheduling regular getaways with a spouse or family, and respecting both their own downtime and that of their staff. Calling employees during vacation for non-critical issues, he added, undermines their ability to reset and return ready to perform.
“Life is not an eating contest where you have to finish everything on your plate,” Brooks told the audience. “You can push some things off. You can care less about the right things and still never be careless where it counts, especially when it comes to student safety.”
GLENDALE, Ariz.— RTA: The Fleet Success Company is proud to be Certified by Great Place To Work for the 3rd time in the last 4 years. The prestigious recognition is based entirely on what current employees say about their experience working at RTA. This year, 99% of employees said it’s a great place to work, 42 points higher than the average U.S. company.
Great Place To Work is the global authority on workplace culture, employee experience, and the leadership behaviors proven to deliver market-leading revenue, employee retention, and increased innovation.
“Great Place To Work Certification is a highly coveted achievement that requires consistent and intentional dedication to the overall employee experience,” says Sarah Lewis-Kulin, Vice President of Global Recognition at Great Place To Work. “By successfully earning this recognition, it is evident that RTA stands out as one of the top companies to work for, providing a great workplace environment for its employees.”
At RTA, culture isn’t a perk; it’s a foundation. The company operates on three core virtues: Humble, Hungry, and Smart. These aren’t aspirational values written on a poster, but a rigorous hiring and operational standard that shapes every decision the company makes, from who joins the team to how they serve their 1,000+ fleet management clients.
“Earning this recognition three times isn’t something that happens by accident,” said Josh Turley, CEO of RTA. “It happens because we are deeply intentional about who we bring into this company and how we treat them once they’re here. We set a high bar, and our team clears it every single day. Seeing 100% of our employees say they trust our leadership to be honest and ethical, and that they genuinely care about each other. That’s the culture we’ve worked hard to build and protect. I couldn’t be more proud of this team.”
Additional highlights from this year’s survey include:
100% of employees say management is honest and ethical in its business practices.
100% say people here are willing to give extra to get the job done.
100% say people care about each other here.
100% say when you join the company, you are made to feel welcome.
99% say people here are given a lot of responsibility.
RTA’s commitment to its people is also a commitment to its purpose: We Help Fleets Succeed. The company believes that the same care and intentionality brought to serving fleet managers, an often overlooked and under-resourced profession, must be brought to caring for the people doing that work.
According to Great Place To Work research, job seekers are 4.5 times more likely to find a great boss at a Certified great workplace. Additionally, employees at Certified workplaces are 93% more likely to look forward to coming to work, and are twice as likely to be paid fairly, earn a fair share of the company’s profits, and have a fair chance at promotion.
WE’RE HIRING!
Looking to grow your career at a company that puts its people first? Visit our careers page at: rtafleet.com/careers
About RTA
With over 45 years of industry experience, RTA: The Fleet Success Company delivers a modern fleet management information system (FMIS) and legendary fleet consulting services. RTA’s software is built by fleet professionals for fleet professionals that manage most of their maintenance in-house. From budgeting and performance reporting to streamlining technician and inventory workflows, RTA gives fleet teams the tools and resources they need to run high-performing, cost-efficient organizations. The combination of easy-to-use software, practical consulting, and the industry’s best customer service helps public sector and enterprise fleets make better decisions and maximize operational efficiency.
About Great Place To Work Certification
Great Place To Work Certification is the most definitive “employer-of-choice” recognition that companies aspire to achieve. It is the only recognition based entirely on what employees report about their workplace experience, specifically how consistently they experience a high-trust workplace. Great Place to Work Certification is recognized worldwide by employees and employers alike and is the global benchmark for identifying and recognizing outstanding employee experience. Every year, more than 10,000 companies across 60 countries apply to get Great Place To Work-Certified.
A sign welcomes visitors to Bureau of Land Management land near Cedar City, Utah. Republicans in Congress have used a tool known as the Congressional Review Act to target management plans for public lands in Utah and elsewhere. (Photo by Spenser Heaps for Utah News Dispatch)
Over the past year, GOP leaders and the Trump administration have used a law known as the Congressional Review Act to push for coal mining in Montana, oil drilling in Alaska and copper mining in Minnesota, while also attempting to reverse protections for a national monument in Utah.
The rarely used act gives Congress a few months to revoke new federal regulations. Only in the past year has it ever been used to overrule land management plans.
Conservation advocates say Congress is recklessly throwing out detailed plans, which are created after years of research, public meetings and local collaboration. They fear lawmakers’ intervention could upend the long-standing management system that governs hundreds of millions of acres of public lands — with consequences that could threaten endangered species and coal miners alike.
But the fallout could be much more far-reaching than the rollback of protections for specific areas, some legal experts say. By using their review authority in a way that was never thought to apply to land management plans, lawmakers are calling into question the validity of well over 100 other such plans that were never submitted to Congress for review.
If those plans are challenged, it could create legal uncertainty for tens of thousands of leases and permits for oil and gas, mining, cattle grazing, logging, wind and solar farms and outdoor recreation.
“Using the Congressional Review Act (to revoke management plans) is really unprecedented and will have unforeseen consequences,” said Robert Anderson, who served as solicitor for the Department of the Interior during the Biden administration. “There’s a huge playing field of actions that would be forbidden if none of these management plans are lawfully in place. This could bring things to a screeching halt.”
Republicans have argued that congressional action is necessary to unleash President Donald Trump’s “energy dominance” agenda. Secretary of the Interior Doug Burgum frequently refers to public lands as “America’s balance sheet,” and has pledged to increase returns by extracting more resources like oil, minerals and timber.
Montana U.S. Rep. Troy Downing, a Republican who sponsored a resolution to revoke a management plan in his home state, argued during debate on the measure that Montana’s economy and energy demands rely on coal production.
“When the federal government acts recklessly, it is the responsibility of Congress to step in and course correct. … The war on coal must end,” he said.
What’s the Congressional Review Act?
The Congressional Review Act, which was signed into law in 1996, requires federal agencies to submit new regulations to Congress before they can take effect. Congress then has 60 working days to review those regulations, and may vote to revoke them.
If lawmakers reject a rule, federal agencies are barred from crafting a new one in “substantially the same form,” unless Congress passes a new law.
For 20 years, the Congressional Review Act was rarely invoked. But during Trump’s first term, Republicans used it to overturn 16 regulations, such as a rule to protect streams from coal mining pollution. Democrats used the act to revoke three rules from Trump’s first presidency.
But in 2025, Congress and Trump revoked 22 Biden-era rules.
“It seems increasingly popular from Congress as a way to get a quick win to reverse something that happened under the previous administration,” said Devin O’Dea, Western policy and conservation manager with Backcountry Hunters & Anglers, which has opposed efforts to open public lands for resource extraction. “The long-term implications are what we’re concerned about.”
Until recently, management plans for public lands were not considered subject to congressional review. Federal agencies have issued well over 100 such plans without ever submitting one to Congress. Those documents guide the work of agency officials who oversee specific areas of land, often covering millions of acres.
Created after years of public meetings and local feedback, they determine which landscapes will be leased for oil and gas drilling, protected for endangered species or open for off-road vehicles, along with a multitude of other uses.
But last year, Republicans asked the Government Accountability Office, a nonpartisan advisory agency for Congress, to affirm a sweeping new view of the Congressional Review Act. The office found that certain management plans were subject to review because their land-use decisions “prescribed policy,” and determined that lawmakers’ queries had opened the 60-day review “clock” for the plans in question.
“A very long deliberative process goes into these plans,” said Justin Meuse, government relations director for climate and energy with The Wilderness Society, a conservation nonprofit. “These plans are so broad and multifaceted and deal with so many different things. This is taking a hatchet to something that should be done with a scalpel.”
Using this new tool, Republicans have revoked plans that restricted mining and oil production on federal lands in Alaska, Montana, North Dakota and Wyoming. Meanwhile, House Republicans voted in January to overturn a regulation that blocked development of a mine near the Boundary Waters Canoe Area Wilderness in Minnesota, a move that now awaits a vote in the Senate.
And GOP lawmakers from Utah are seeking to overturn the management plan for Grand Staircase-Escalante National Monument in that state.
Conservation leaders say the rollbacks are unprecedented.
“It’s very surprising,” said Autumn Gillard, coordinator with the Grand Staircase-Escalante Inter-Tribal Coalition, a group of tribal nations working to protect the monument. “The (resource management plan) is created as a set of advisement points to land managers to reflect on when making decisions. It’s not a direct set of rules.”
In Minnesota, advocates for the Boundary Waters wilderness area say it is treasured for its pristine lakes, where paddlers can fill their water bottles straight from the surface. They fear efforts to allow a copper mine near the headwaters of the area will irreversibly pollute the most popular wilderness in the country.
“We weren’t expecting the Congressional Review Act to be on the table in this way,” said Libby London, communications director with Save the Boundary Waters, a coalition seeking to protect the wilderness area. “It sets a really scary precedent that undermines decades of land management decisions.”
Officials at the Department of the Interior and the Bureau of Land Management did not grant interview requests. Staff at the House Committee on Natural Resources did not grant an interview with U.S. Rep. Bruce Westerman, an Arkansas Republican who chairs the committee and who has championed using the Congressional Review Act to allow more mining and drilling.
Legal questions
Environmental groups have condemned Republicans’ use of the act to push for more resource extraction. If Trump wants more mining and drilling, they say, then federal agencies should take the time to draft new management plans using the same rigorous process.
But perhaps more concerning to some public land stakeholders are the potential implications for a whole host of other lands. None of the plans issued by federal land managers over the past 30 years were ever submitted for review, because no one at the time considered them to be rules.
In other words, hundreds of plans covering millions of acres of land could be deemed invalid under the new congressional interpretation that they qualify as rules.
Having something like an entire resource management plan rolled back would be a huge curveball.
– Ryan Callaghan, president and CEO of Backcountry Hunters & Anglers
“That right there is chaos,” said Peter Van Tuyn, a longtime environmental lawyer and managing partner at Bessenyey & Van Tuyn LLC. “Those (plans) go across the full spectrum of what land managers do: conservation and preservation, mining approvals, oil and gas drilling, resource exploitation, public access and recreation. There’s a very real chance that a court could say that a resource management plan was never in effect and all the implementation actions under the umbrella of that plan are invalid.”
In a letter to the Bureau of Land Management late last year, The Wilderness Society and other organizations identified more than 5,000 oil and gas leases that could be legally invalid, as they were issued under management plans that were never reviewed by Congress.
Public lands advocates say the same logic could be applied to mining leases, grazing permits, logging, outdoor recreation and many other activities covered by agency planning documents. Many industries that rely on public lands, such as hunting and fishing guides, could be thrown into chaos.
“Let’s say you’re operating as an outfitter,” said Ryan Callaghan, president and CEO of Backcountry Hunters & Anglers. “Having something like an entire resource management plan rolled back would be a huge curveball, and something you’d have an absolute inability to plan for as a business owner. It’s very reasonable to have a lot of questions as to what the ramifications are.”
Industry concerns
Some industry leaders are also worried about the precedent Congress is setting by wiping out plans that were created after years of local input and consultation.
“I’m fairly concerned about that,” said Kathleen Sgamma, a longtime oil and gas advocate who now serves as principal for Multiple-Use Advocacy, a consulting group focused on federal land policy. “It’s not unreasonable to think about a future day where there is a Democratic trifecta and they would be able to (revoke) old plans likewise.”
Sgamma was nominated by Trump to lead the Bureau of Land Management, but withdrew her nomination last spring amid fierce opposition from conservation groups, and following the publication of a memo in which she had criticized Trump’s role in the Jan. 6, 2021, attack on the U.S. Capitol.
She said she was less concerned with the idea that previous plans could be declared invalid. She argued that, if challenged, agency officials could submit those old plans to Congress and start the 60-day review “clock” before litigation advanced.
The greater uncertainty, Sgamma said, is the provision that agencies cannot adopt rules in “substantially the same form” as those that have been revoked by Congress. While Republicans intend to target restrictions on drilling and mining, they are using the Congressional Review Act to revoke entire plans. That could prevent agencies from issuing new plans covering less controversial topics, such as campgrounds and trails.
Van Tuyn, the environmental lawyer, shared that concern.
“If they have a plan that looks 80% like the previous plan, and a court says 80% is ‘substantially similar,’ what does the agency do? Go back to the drawing board and say 50%? You used to have all this public access and now you can’t?” he said.
The Public Lands Council, which advocates for ranchers who operate on public lands, did not respond to an interview request. Western Energy Alliance, which advocates for oil and natural gas production, did not grant an interview request. The American Petroleum Institute did not respond to an interview request. Public Lands For The People, which advocates for mining on public lands, did not respond to an interview request.
This story was originally produced by Stateline, which is part of States Newsroom, a nonprofit news network which includes Wisconsin Examiner, and is supported by grants and a coalition of donors as a 501c(3) public charity.
SEATTLE, Wash. — Zonar, a leader in smart fleet management and compliance solutions, today announced it has become the first telematics provider certified by the California Air Resources Board (CARB) to support Clean Truck Check (CTC) compliance through OEM-installed vehicle integrations. With 14+ years of the Zonar V4 telematics box installed on approximately 400,000 Freightliner Cascadia, Thomas Built Buses, and Western Star trucks at the factory, any fleet operating these vehicles in California today can immediately access the solution.
A first in the industry, this expanded executive order allows fleets operating California CTC-regulated vehicles to meet emissions compliance requirements without physically connecting to the vehicle’s diagnostic port or installing additional aftermarket hardware.
Why Zonar’s CARB Emission Solution Is Different
CARB’s Clean Truck Check regulation requires non-gasoline vehicles over 14,000 lbs operating in California to submit emissions data on a recurring schedule. Until now, compliance typically required:
Manual scans at a shop or yard.
Third-party service providers.
Vehicle downtime and scheduling complexity.
Zonar’s newly approved certification introduces a new compliance pathway.
With this executive order, OEM-installed and hardwired Zonar devices, already embedded in supported vehicles, can automatically collect and submit required emissions data directly to CARB. No shop visits. No plug-in scans. No operational disruption.
Zonar is the only provider whose CARB executive order explicitly permits compliance via a hardwired vehicle harness, not just a direct OBD connection.
Who This Impacts
With large and distributed fleets facing increasing compliance frequency, moving to four checks per year beginning in 2027, this certification directly benefits:
Fleets operating in California subject to CARB Clean Truck Check requirements.
OEM-equipped vehicles, including factory-installed telematics configurations.
School transportation, transit, and commercial fleets seeking to reduce downtime and compliance risk.
Mixed and transitioning fleets, where OEM-equipped vehicles can now meet compliance requirements without operational inconsistency.
Fleets can now achieve CARB compliance automatically, in the background, using hardware already installed in their vehicles, either as a standalone emissions solution or alongside Zonar’s broader telematics, diagnostics, and maintenance offerings.
First to Market Again
Zonar was the first telematics provider certified by CARB as a continuously connected Clean Truck Check solution and is now the first, and only, provider approved for OEM-installed and hardwired configurations.
This milestone reflects years of close collaboration with CARB, OEM partners, and Zonar’s in-house engineering team to meet the most rigorous regulatory and technical standards.
“CARB compliance is becoming more frequent, more complex, and more disruptive for fleets—but it doesn’t have to be,” said Amit Anand, SVP of Product at Zonar. “Because we design our own hardware, work directly with OEMs, and partner closely with CARB, we were able to deliver a solution no one else in the market could. This certification removes downtime, eliminates guesswork, and allows fleets to stay compliant automatically using technology they already have.”
Why Zonar’s OEM-Certified CARB Emission Solution Changes the Experience for Fleets
With Zonar’s Emission Check, fleets experience:
No downtime for compliance scans.
Earlier detection of emissions issues within CARB’s compliance window.
Lower cost compared to manual or third-party scans.
Future-readiness as CARB enforcement and inspection frequency increases.
With enforcement tied to vehicle registration, roadside inspections, ports, and rail yards, CARB compliance is no longer optional. Zonar’s solution helps fleets meet these requirements proactively and seamlessly, reducing risk while keeping vehicles on the road.
About Zonar Systems:
Zonar combines a unified fleet management platform with reliable telematics hardware and always-on human support giving mission-critical fleets precise, trustworthy data to improve safety, ensure compliance and reduce operating costs. Proven every day in pupil transportation, where it safeguards millions of children, Zonar’s technology and partnership deliver the trust, transparency and confidence public-sector, field service and vocational fleets need to perform when it matters most. To learn more, go to www.zonarsystems.com.
The first School Transportation News webinar of 2026 started strong by sharing perspectives of two industry veterans on four hot trends in student transportation.
Unifying the Tech Ecosystem
Keba Baldwin, director of transportation and central garage for Prince George’s County Public Schools (PGCPS) in Maryland and the STN Transportation Director of the Year, said that having a unified tech stack has helped him be proactive on safety rather than reactive. Building staff capacity to accept and use the technology has been a challenge, but once team members are on board, they also see the benefits, he added.
“Having disparate platforms can cause tension,” agreed Alfred Karam, who returned as interim director of transportation for Shenendehowa Central School District (CSD) in New York after retiring in July 2024.
Baldwin and Karam shared how data results in more accurate reports and improved driver performance.
“All these tools help us be more efficient and save time,” Karam noted.
When implementing multiple technology systems, he advised doing so slowly and ensuring each aspect is accompanied by thorough training.
Meanwhile, PGCPS’s bus tech stack was recently rolled out slowly across each of the 12 bus depots, Baldwin said. He is focused on making sure everything works as it should. Importantly, each department from transportation to classrooms to administration was involved in the process, in order to support it.
Overcoming the Labor Crisis
When lacking a centralized hiring department, as is the case for Shenendehowa CSD, Karam said he actively requested district help on getting the word out through emails and hosting “test drive a bus” events, so the spotlight is constantly on recruitment.
PGCPS does have a hiring department, which Baldwin said he works closely with. He also offers both paid training and bonuses.
Onboard school bus tablets make the job easier for new drivers but are not as readily accepted by older drivers that make up most of his workforce, Baldwin noted.
The average age of drivers at PGCPS is 50, and at Shenendehowa CSD it is 56. Technology acceptance and comfort level are important considerations, commented Craig Berndt, business segment manager of people transportation for webinar sponsor Geotab.
Karam stressed the importance of framing bus technology to supporting and improving driver skills rather than simply blaming drivers.
In response to an attendee question on how many drivers quit during their probationary period, both directors said that keeping a recruit throughout the training process likely ensures they will stay with the district for some time.
PGCPS had 20 electric buses and several mobile propane-powered chargers when Baldwin joined the district. The district has since canceled the planned on-site infrastructure due to cost concerns. Baldwin therefore advised ensuring local utilities can handle the electricity demand as well as training all staff in case of potential emergencies. He said the World Resources Institute’s Electric Bus Initiative has helpfully provided templates and information on funding.
“We do have areas where EVs can be beneficial and other areas where they won’t be beneficial,” he noted.
The 2035 electrification mandate is still in effect in New York, which meant Karam had to quickly familiarize himself with the related jargon, organizations and procedures. He shared often-overlooked aspects of the conversation such as changing bus purchasing processes. Buying the bus is the last piece of the puzzle, after planning and infrastructure is in place.
He additionally underscored that chargers must be maintained as much as the buses themselves. Also, securing additional charging capacity requires heavy construction and miles of wires brought in – it is not as easy as calling a supplier to bring over extra gallons of diesel fuel, he quipped.
Karam shared that Shenendehowa runs only four out of six electric buses due to utility electricity caps.
Harnessing the Power of AI
AI is more than just a conversation with ChatGPT, Berndt declared. He said Geotab is focused on utilizing it to save human time by gathering data and making predictions on the likelihood of collisions or bus failures, which a human can then make decisions on.
“Everything we do has an AI component,” Baldwin declared. “What we have to do is embrace it and break it down into areas where we can apply it.”
He added that AI helps develop driver scorecards visible to him and his drivers, who then know specifically what to improve on.
“AI is in our hands already,” Karam agreed. “Safety is going to shift from being incident-driven and reactive to being pattern-driven and predictive.”
He shared that he used AI to crunch numbers rather than spending hours working manually with data from routing software. He related how AI-driven tools discovered that some drivers falling asleep at the wheel had sleep apnea.
Rather than stealing jobs and replacing humans, Karam said he sees AI “as a game changer and force multiplier as it matures and is adopted within the transportation system.”
Berndt gave listeners tips to make sure the AI model they are training is secure, so sensitive information stays safe.
School Transportation News is currently accepting applications for its 2026 awards: Garage Stars, Rising Stars, Innovator of the Year and the Peter J. Grandolfo Memorial Award of Excellence.
STN gathers annual nominations from across the country and historically has chosen 10 Garage Star finalists to be featured in the August magazine edition. Last summer, STN selected seven individuals and three maintenance teams. STN also features 10 Rising SuperStar finalists in the November issue.
Garage and Rising Star finalists receive STN conference registration scholarships, to be used at an STN EXPO or TSD conference of their choice the following year.
The application window for Garage Stars will close on May 16. Rising Stars will remain open until July 31.
The Grandolfo Award, sponsored by Q’Straint, is its 18th year. Named after Peter Grandolfo, the late Chicago Public Schools transportation director and NAPT board member, the award is presented at STN EXPO West. The Grandolfo award recognizes a school transportation professional who exhibits exemplary service on behalf of the nation’s school children, especially those with disabilities. The application deadline is May 22.
Meanwhile, the fifth annual Innovator of the Year award features a private school bus contractor employee who exemplifies the adoption of cutting-edge technology and programs.
STN presents Innovator of the Year in partnership with the National School Transportation Association. Readers may submit an online nomination through May 1.
Qualifications include making “significant, tangible contributions” to the school transportation industry within the past 12 months. Innovations could include technology implementation, operations, safety initiatives and green energy adoption.
Reactive school bus maintenance could leave your district more vulnerable to breakdowns, higher costs and safety risks.
But with a data-driven approach, you can move past the hassles of the “break-fix” maintenance model and promote a healthier, higher-performing bus fleet. This guide will teach you how to:
Gain deeper, more actionable insights into school bus health with a fleet management solution.
Limit downtime, high repair costs and safety risks through data-driven maintenance schedules.
Predict maintenance needs and fix part issues before they break down.
Download this guide now for effective strategies to help improve your school bus fleet’s longevity, reliability and cost-efficiency through smarter maintenance.
Fill out the form below and then check your email for the white paper download link.
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