In student transportation, communication is not just an operational tool. It is a safety system. As fleets expand across districts, regions and states, traditional communication models are increasingly unable to keep pace with the demands of real-time coordination, incident response and compliance. Forward-looking transportation leaders are rethinking communication not as a standalone function, but as a foundational layer of a modern, safety-critical operating model.

This shift is redefining how drivers, dispatchers and operations teams collaborate to deliver safer and more reliable service for students and families.

The Growing Gap in Legacy Communication Systems
For decades, school transportation has relied on analog radio systems. While historically effective, these systems now present structural limitations in a modern, distributed operating environment: Limited range across rural, suburban and multi-district routes; channel congestion during peak routing windows; fragmented communication across regions and operating companies; lack of integration with routing, safety and compliance platforms; and ongoing infrastructure and maintenance overhead.

At scale, these constraints are not just inefficient. They introduce risks. When communication slows down, safety responses slow down.

Reframing Communication as Strategic Capability
Leading transportation providers are approaching communication transformation with a different mindset. Instead of viewing it as a device upgrade, they are treating it as a core operational capability that directly impacts:

• Driver confidence and retention.
• Dispatcher effectiveness and workload.
• Incident response times and safety outcomes.
• Cross-regional coordination during disruptions.
• Visibility for leadership and decision-making.

This shift requires strong leadership alignment and a deliberate focus on change management, not just technology deployment. As one operations leader noted, the goal is not to replace radios, but to future-proof communication across the organization.

What Modern Communication Looks Like
Modern communication models in school transportation are defined by a few key characteristics:

1. Real-Time, Nationwide Connectivity
Communication is no longer constrained by geography. Dispatchers can connect with drivers across regions instantly, enabling coordinated responses to weather events, route disruptions, or safety incidents.
2. Seamless Integration with Operations
Communication is increasingly integrated with routing systems, safety platforms and operational dashboards. This creates a unified environment where communication and data work together.
3. Simplicity for Frontline Users
Despite backend complexity, the user experience must remain simple. One-touch communication, intuitive interfaces and minimal training friction are critical for driver adoption.
4. Security and Reliability
As communication becomes digital, encryption, uptime and reliability become essential components of a safety-first architecture.

Execution Matters: The Role of Change Management
Technology alone does not drive transformation. Execution does. Successful implementations typically follow a structured approach: Pilot deployments across diverse operating environments; standardized onboarding and training for drivers and dispatchers; device and workflow standardization to reduce variability; continuous feedback loops to refine usability; and close collaboration between technology, operations and safety teams.

Organizations that invest in change management see faster adoption, higher satisfaction and more measurable outcomes.

Measurable Impact on Safety and Operations
When communication is modernized effectively, the impact is tangible: Faster dispatcher-to-driver response times, often reduced by 30 to 40 percent; improved coordination during emergencies and service disruptions; reduced dependency on physical infrastructure and maintenance overhead; enhanced incident escalation and documentation; and greater consistency across multi-location operations.

More importantly, these improvements translate into better outcomes for students. Faster communication means faster response. And in a safety-critical environment, minutes matter.

Beyond Tech: A Cultural Shift
Perhaps the most important outcome of modern communication is cultural. Drivers feel more connected and supported in the field, dispatchers operate with greater clarity and confidence, and leadership gains real-time visibility into operations. Additionally, organizations move from reactive to proactive decision-making.

This is not just a systems upgrade. It is a shift toward a more connected, responsive and people-centered operating model.

The Road Ahead
As the student transportation industry continues to evolve, communication will play an increasingly central role in enabling: Scalable growth across regions and contracts; compliance with evolving safety and regulatory expectations; integration with AI-driven routing, monitoring and analytics platforms; and a more resilient and adaptive transportation network.

The organizations that lead this transformation will not be defined by the tools they adopt, but by how they integrate communication into the fabric of their operations.

Final Thought
In student transportation, every conversation has the potential to impact
safety. Modernizing communication is not just about efficiency. It is about
ensuring that every driver, dispatcher and operations leader is equipped to
respond, support and protect the students they serve. And that is where technology, leadership and purpose come together.

Editor’s Note: As reprinted from the May 2026 issue of School Transportation News.

Gaurav Sharda is the chief technical officer for student transportation company Beacon Mobility and the 2025 STN Innovator of the Year.

Related: Ignite Your Leadership
Related: How District Turned a Transportation Crisis into a Communication Win
Related: How Technology Powers Daily Student Transportation Operations
Related: (STN Podcast E296) Technology Has Blossomed: School Bus Mirrors & Student Safety

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Shelly had three buses down on a Monday morning.

Two were waiting on parts. One had been sitting in the bay for four days. Her one certified technician was working hard, but too much of that work had nothing to do with fixing buses. He was printing work orders. Writing notes by hand. Checking on parts. Tracking people down. Moving paper from one step to the next.

When the transportation director asked what was slowing the shop down, Shelly didn’t have a clean answer. She knew the buses were down. She knew the team was stretched. What she couldn’t see was where the hours were actually going.

Does that story feel familiar? The technician shortage is real. Every fleet leader knows that. Hiring is hard. Keeping good people is hard. Finding enough time in the day is even harder.

Still, hiring is only part of the challenge.

The rest hides in the blind spots. It hides in the paper trail, the missing status updates, the parts questions, and the work that pulls skilled technicians away from the buses that need them most.

That is why the technician shortage is a data problem, not just a hiring problem.

A short-staffed shop can feel even shorter when the day is packed with manual work. Paperwork slows everything down. Missing information slows it down more. By the time a fleet leader realizes where the delay is, the delay has already done its damage.

That’s the real cost of fleet blind spots. They steal time from the people who can least afford to lose it.

The hours are there. Too many shops just can’t see where they go.

Most school transportation leaders don’t need another reminder that technicians are hard to find. They live that reality every day. What they need is a clearer view of the capacity they already have.

A technician in a paper-based shop does not just repair buses. They wait on work orders. They check for parts. They stop for updates. They write down what they did. They hand off paper. Then they do it again.

That time adds up fast.

The problem here is visibility, not effort. When leaders can’t see where time is being spent, they can’t protect it.

That leaves good people working inside a system that makes every day harder than it should be.

Fleet leaders deserve better than that. So do their teams.

Better visibility gives technicians more time to do the work only they can do.

A technician should be working on buses, not chasing paperwork.

A fleet leader should be able to see what’s open, what’s waiting, and what needs attention next. They shouldn’t have to piece the story together from paper forms, hallway conversations, and scattered systems.

That is where RTA Fleet360 helps.

RTA Fleet360 brings work orders, PM scheduling, labor tracking, parts visibility, and reporting into one clear place. It helps school transportation leaders see what is happening in the shop while the work is happening. That means fewer fleet blind spots, faster answers, and a steadier day for the whole team.

When leaders can see where the hours are going, they can start giving those hours back to the shop.

That changes the pace of the work.

Jobs move faster. Delays are easier to spot. Technicians spend less time on admin drag and more time on the work that keeps buses ready.

Explore Fleet360 for K-12 fleets, or book a meeting with an RTA Fleet Expert to see how better shop visibility can help your team get more from the capacity you already have.

Real fleet leaders are already proving what better systems can do.

At Kern High School District in California, better visibility and tighter control led to a result any fleet leader would notice. Fleet Manager Adrian Corral put it simply: “As soon as we took on RTA … we got our shrink down to about $500.”

Before RTA, the district was dealing with a manual process that took too much time and too much effort to manage. With stronger systems in place, the team gained control, cut waste, and made the operation easier to run from top to bottom.

That matters in a school bus shop.

It means fewer things slipping through the cracks. It means better stewardship of public dollars. It means a leader can speak clearly about what is happening and what is improving.

Read the Kern High School District case study here, then book a meeting with an RTA Fleet Expert to see how those gains could translate to your fleet.

Better visibility helps school transportation leaders make stronger decisions.

A fleet leader shouldn’t feel like they have fleet blinders on.

They should be able to see what work is open, what’s behind schedule, and where the pressure is building. When that visibility is clear, it gets easier to set priorities, explain decisions, and back up the team with real numbers.

That kind of clarity changes the job.

Instead of reacting to every new problem, leaders can get ahead of them. Instead of walking into tough conversations with partial answers, they can walk in with proof. Instead of feeling buried by blind spots, they can lead with a steadier hand.

The next step for school bus fleets that want more control –

School bus fleets don’t need bigger blind spots. They need cleaner information, stronger workflows, sharper planning, and a better way to turn daily effort into measurable progress.

RTA Fleet360 helps make that happen. It brings maintenance, PM, labor tracking, parts visibility, and reporting into one clear place. Transportation directors can see more clearly, parts managers can respond faster, and buses can get back on the road safely. With RTA Fleet360, fleet leaders can lead with confidence.

Explore Fleet360 for K-12 fleets. Book a meeting with an RTA Fleet Expert. See how better shop visibility can help your team get more from the capacity you already have.

The post The Technician Shortage Is a Data Problem, Not Just a Hiring Problem appeared first on School Transportation News.

The darkened sky in the early afternoon, the tornado sirens wailing as baseball-sized hail shattered windows and dented car roofs, sounding like a series of explosions as drivers hurried home at 4 p.m. last week — all of it felt like the eerie first scene in an apocalyptic movie. 

This is not a drill, I thought, watching the clouds tumbling and boiling overhead as my car radio and my phone began shrieking in unison and a robotic voice informed me that I should take shelter immediately from a tornado that was moving at 20 miles per hour directly toward my neighborhood. 

We’ve all grown accustomed to the low background hum of climate anxiety. Suddenly it’s as loud and immediate as the crack of a giant hailstone on the windshield. 

The changes to the planet we’ve been warned about for decades are suddenly hitting too close to home to ignore. Over the last year in Wisconsin we’ve endured smoke-filled skies from summer forest fires, massive floods, wild temperature swings and scarier, more serious storms. 

This should be a wakeup call. But instead of accelerating efforts to head off climate catastrophe, our federal government is canceling renewable energy contracts and pushing for more coal plants, more oil drilling, more toxic mining on public lands, undoing protections for clean air and water, and accelerating the destruction of our shared environment in order to extract resources and build more wealth for a handful of people in the short term. 

The price of this heedlessness is so enormous it hurts just to think about it. 

Two days after the hail storm and tornado warnings sent me and my neighbors scrambling for cover, the U.S. Senate passed a bill to allow sulfide mining in the Superior National Forest, on the edge of the Boundary Waters Canoe Area Wilderness — an inexpressibly beautiful place that is precious to my family, the scene of some of the most formative experiences of our girls’ childhood, and the most visited wilderness area in the U.S. The Forest Service spent years studying how acid mine drainage — the toxic byproduct of sulfide-ore mining — could contaminate the interconnected lakes and streams that make up the Boundary Waters. Once that contamination starts, there is no way to reverse it, which is why an overwhelming majority of Minnesotans weighed in against the mine, and the federal government blocked it. Until that protection was overturned last week.

Minnesota Sen. Tina Smith took a heroic stand on the Senate floor last Wednesday, arguing late into the night, trying to persuade her colleagues not just to hold off on destroying this pristine place, but to forgo using an obscure maneuver that, in a 50-49 vote, redefined land management and knocked down longstanding protections for every piece of national forest in the country. 

My colleague J. Patrick Coolican, editor of the Minnesota Reformer, described Smith pleading to an empty chamber, “I dearly hope the members of this body will think about their legacy in protecting the great places in this country.”

No future president can reinstate the mining ban that protected the Boundary Waters now that Congress used the obscure Congressional Review Act to strike it down. And it’s bigger than that. With their vote to open up mining near the Boundary Waters, “lawmakers have called into question the validity of every management plan issued by the U.S. Forest Service over the past several decades,” Alex Brown of Stateline reports. “That could result in legal chaos for thousands of permits covering logging, grazing, mining and outdoor recreation.” As Smith warned her Republican colleagues who want to protect the public lands they cherish in their home states, their vote means it’s now open season on those lands, too.

I couldn’t bear to talk with my daughters, who have spent every summer they can remember in the Boundary Waters, about the vote last week. 

But this week, Earth Week, it’s time to confront it. All is not lost. Just as they stood up to the masked federal agents who descended on Minneapolis to tear immigrant families apart, Minnesotans are organizing to fight Twin Metals, a wholly owned subsidiary of the Chilean mining company Antofagasta, as it seeks state permits to open up its toxic mine. While mining proponents tout the mine as a job creator (ignoring the economic costs of destroying the nation’s most-visited wilderness), the Senate’s action mostly benefits a foreign mining company, which has a history of flouting environmental regulations and creating toxic spills in other countries, and which will likely sell the copper it extracts from Minnesota to China.

The least we Wisconsinites can do is to help our neighbors as they try to repel this deadly invasion and seizure of a priceless natural resource.

Friends of the Boundary Waters, based in Minnesota, is filing a lawsuit arguing that the congressional maneuver that opened up the mine is illegal. The group and its allies are also urging the Minnesota DNR to cancel Twin Metals’ leases for the mine, and pushing the Minnesota state legislature to ban mining in this sensitive area.

As Wisconsin Sen. Gaylor Nelson, the founder of Earth Day put it in his 1970 speech kicking off the modern environmental movement, protecting the environment is “not just an issue of survival, but an issue of how we survive.” 

“Our goal is not just an environment of clean air and water and scenic beauty,” he said. “….Our goal is an environment of decency, quality and mutual respect for all human beings and all other living creatures. An environment without ugliness, without ghettos, without poverty, without discrimination, without hunger and without war.”

We need to protect that vision of life from the forces of greed and destruction that are engulfing us. We can’t let them write the end of the story.

The U.S. Forest Service’s plan to close scores of research stations could threaten the nation’s wildfire readiness, many foresters fear, and erode decades of work to understand timber production, soil health, pests and diseases, watersheds and wildlife.

Late last month, the Forest Service announced plans to close 57 of its 77 research stations, located across 31 states, merging them into a single organization in Fort Collins, Colorado.

The agency described the move as a way to consolidate, not cut, the agency’s scientific work, and “unify research priorities.”

It’s unclear how many scientists will be affected by the transition, but it comes as part of a larger agency reorganization that is expected to move roughly 5,000 employees to new outposts. Forest Service leaders have framed the closures as a way to reduce the agency’s real estate footprint, citing a facilities budget Congress has shrunk, as opposed to curtailing its scientific work.

But many longtime foresters fear the closures will threaten vital research that has been the backbone of forest management for state agencies, timber companies and tribes. Many of the research stations slated for closure study fire behavior, forecast smoke dispersal and help inform evacuation decisions.

“The research arm of the Forest Service is one of the unsung heroes in forest management around the world,” said Mike Dombeck, who served as chief of the Forest Service under President Bill Clinton and remains a vocal conservation advocate. “It is the premier forest research entity in the world, on everything from invasive species to wildland fire risk, watershed protection, basic silviculture and harvest methods.”

The Forest Service’s revamp also will relocate the agency’s headquarters from Washington, D.C., to Salt Lake City and restructure its regional management system.

The Forest Service did not grant a Stateline interview request. The agency has not said how much money it expects to save by closing the research stations.

Many Western leaders are skeptical that the consolidated operation will be able to replicate the work of the existing research stations. State officials said they’ve been given few details about how the transition will play out and whether existing research will continue.

In Washington state, the Forest Service plans to close research stations in Seattle and Wenatchee, while maintaining a facility in Olympia.

“The station in Seattle does some of the most practical-based research that we use for fire and forest management,” said Washington State Forester George Geissler. “We don’t want to lose that work. They’ve said they’ll keep Olympia open, but we don’t know what that looks like. Are they making sure we don’t lose the ongoing research?”

Forestry veterans say it’s important for the agency to continue its scientific work across a wide variety of forests and climates.

“This is research that’s been going on for decades or even a century or more,” said Kevin Hood, executive director of Forest Service Employees for Environmental Ethics, a nonprofit that advocates for agency workers. “They’re able to see how climate change impacts are playing out in a dry ponderosa forest or a humid hardwood forest. There are research plots and experimental forests that have been diligently studied for decades. This could be a loss of a lot of knowledge.”

The Pacific Wildland Fire Sciences Laboratory, for instance, plays a crucial role in issuing wildfire smoke forecasts that are relied on throughout the Northwest. After a hot, dry winter, that work could be critical as a dangerous wildfire season approaches.

In Vermont, the Burlington research station slated for closure studied maple syrup production and the effects of acid rain on different tree species, according to VTDigger.

And in Mississippi, the Southern Institute of Forest Genetics, also on the chopping block, has guided tree improvement programs that improved growth and pest resistance in Southern timber forests.

Some conservation advocates are concerned that the research station closures are aimed at suppressing studies that might show the environmental harms of logging or mining. President Donald Trump has pledged to increase timber production on federal lands. He has moved to limit environmental reviews and protections for endangered species to speed up logging projects.

In an interview with the Deseret News, Forest Service Chief Tom Schultz said that the move was designed to ensure that the Forest Service’s research “will better align with the priorities of the administration” — minerals, recreation, fire management and “active management” of forests, which can include timber harvests and thinning projects. He said the research would support not just forests but also private landowners.

“It’s not streamlining, it’s dismantling,” said Chandra Rosenthal, Western lands and Rocky Mountain advocate with Public Employees for Environmental Responsibility, a group that defends whistleblowers in the federal service. “It’s going to really impact how the Forest Service makes decisions on the ground. The way the Trump administration is trying to make a lot of decisions is gut feelings.”

In a webpage set up to respond to news coverage of the move, the Forest Service said it is a “myth” that the station closures will eliminate scientific positions or cancel research programs. But many forestry veterans said that attrition is inevitable, as researchers are asked to move their families across the country to work under a new model with few details.

“There’s concern that we’re going to see a lot of really good individuals who cannot uproot their families that we’ll lose,” said Geissler, the Washington state forester. “It’s taken a long time to develop that kind of expertise. It’s scary.”

Foresters in both conservative and liberal states said they rely heavily on the research the Forest Service provides. Most were unwilling to comment extensively about the closures without seeing more details.

“That work is absolutely important, and I sure hope it continues,” said Wyoming State Forester Kelly Norris. “I don’t think research should stop. It may need to look a little different.”

Some leaders said there may be opportunities for states, through forestry agencies and universities, to pick up the slack and ensure research continues, even if the Forest Service is no longer playing a lead role.

“This is still a little bit of an unknown area, but we’ll have to make sure that if there’s a gap there, that we’re working with our universities and (state) research centers to make sure that is still being provided,” said Utah State Forester Jamie Barnes.

Nick Smith, public affairs director with the American Forest Resource Council, a timber industry group, expressed support for the agency’s effort to consolidate its work, saying he’d had “limited interaction” with the research stations.

While some of the Forest Service’s work is controversial, agency veterans say its research program is valued by loggers and tree-huggers alike.

“Nobody was asking for this,” said Robert Bonnie, who served as undersecretary of agriculture for natural resources and environment during the Obama administration. “There was no call to do anything like this.”

Stateline reporter Alex Brown can be reached at abrown@stateline.org. 

Congress’ move to allow mining in a national forest near a wilderness area may have broad ramifications across the country.

The U.S. Senate voted Thursday to overturn a mining ban in Minnesota’s Superior National Forest, the headwaters of the Boundary Waters Canoe Area Wilderness.

By using an obscure tool known as the Congressional Review Act to open the national forest for mining, lawmakers have called into question the validity of every management plan issued by the U.S. Forest Service over the past several decades. That could result in legal chaos for thousands of permits covering logging, grazing, mining and outdoor recreation. 

Over the past year, Congress for the first time has used the Congressional Review Act to revoke management plans for regions managed by the Bureau of Land Management, seeking to allow more mining and drilling. Such plans had not previously been considered “rules” subject to lawmakers’ review. 

Under the act, federal agencies must submit new regulations to Congress before they can take effect. Because management plans, which function as high-level guidance documents, were never considered rules, federal agencies did not submit them to Congress for review. 

Using a new legal theory, Republicans in Congress have opened reviews and revoked several specific plans that limited resource extraction in Alaska, Montana, North Dakota and Wyoming. But those actions call into question whether more than 100 other such plans are legally in effect, since they are now considered rules that were not sent to Congress as the law requires.

Public lands experts say the new interpretation could create legal jeopardy across hundreds of millions of acres managed by the Bureau of Land Management, threatening any permit issued under a management plan drafted after the passage of the Congressional Review Act in 1996.

Now, for the first time, Congress has used the review tool to overturn a management decision on Forest Service land. 

“There’s a huge playing field of actions that would be forbidden if none of these management plans are lawfully in place,” Robert Anderson, who served as solicitor for the Department of the Interior during the Biden administration, told Stateline earlier this year. “This could bring things to a screeching halt.”

Longtime outdoors writer Wes Siler, who has written extensively about the Boundary Waters review battle, said in a post Thursday that the vote will “destroy the Forest Service’s ability to conduct regular business for the foreseeable future.” If the agency’s management plans suddenly become invalid, he wrote, “not only could this grind industrial operations on (Forest Service) land to a halt as all of this winds its way through federal court, but it could also set (the Forest Service) the task of re-doing 30 years of work.”

On Thursday, the Senate voted 50-49 to revoke a Biden-era plan that banned mining on land in the Superior National Forest. The resolution will now go to President Donald Trump for his signature.

A Chilean mining company has proposed to mine for copper, nickel and cobalt along Birch Lake in Minnesota. The planned mine would sit at the headwaters of the wilderness area’s watershed. The Boundary Waters is the most popular wilderness in the country, and advocates say the water is so pristine that many visitors fill their bottles straight from the surface of its lakes.

Wilderness proponents say such mines have a long track record of pollution, and leaks from the proposed site would flow downstream and irreversibly contaminate the treasured Boundary Waters.

U.S. Rep. Pete Stauber, the Minnesota Republican who sponsored the review action, has said the mine would bring jobs to the region. Opponents have argued that the tourism economy centered on the Boundary Waters is a larger economic driver, and noted that the mine will be run by a foreign company that will likely export the copper to China. 

U.S. Sen. Tina Smith, a Minnesota Democrat, led the effort to uphold the mining ban on the Senate floor. Following the vote, she said that supporters of the Boundary Waters would likely mount a legal challenge, questioning the use of the Congressional Review Act to revoke a public land order from the Forest Service. 

“I question the legality of what Congress did,” Smith said, according to the Minnesota Reformer.  

Two Republican senators, Susan Collins of Maine and Thom Tillis of North Carolina, also voted against the measure. Tillus also questioned the use of the Congressional Review Act.

“It’s a precedent that I think our Republican colleagues are going to regret,” he told The Minnesota Star Tribune. 

The Forest Service oversees nearly 200 million acres of land, managed for multiple uses, including timber harvests, grazing, outdoor recreation and wildlife habitat. Some legal experts fear the management plans governing those activities are now in legal jeopardy. 

“That right there is chaos,” Peter Van Tuyn, a longtime environmental lawyer and managing partner at Bessenyey & Van Tuyn LLC, told Stateline earlier this year. 

“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,” he added. “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.”

Stateline reporter Alex Brown can be reached at abrown@stateline.org. 

Why is finding qualified school bus drivers, mechanics and fleet managers such a continuous pain point? According to the Transportation Director Summit survey of 82 industry leaders who attended last month’s STN EXPO East, 57 percent ranked driver retention and shortages as their single biggest challenge in 2026.

The labor market remains tight, and the challenge is no longer just “finding people”—it’s competing for them when districts cannot simply raise wages. School board-approved pay scales lock compensation into predetermined steps, often tied to seniority or certifications rather than market demand. Corporate giants like Amazon, Walmart and local logistics firms can adjust to pay overnight while public school districts cannot. So, how do you market your district or company effectively and retain talent when the most obvious lever—higher pay—is off the table?

Marketing for job candidates demands precision and authenticity, not bigger budgets. Instagram, YouTube, TikTok (where district policies permit), and Facebook remain the most cost-effective channels for hyperlocal reach. Paid campaigns now use AI-driven targeting that zeroes-in on CDL holders, retirees seeking part-time stability, stayat-home parents needing mid-day flexibility, military veterans with logistics experience, or gig-economy workers craving predictable routes—all without ever leaving your district’s geographic radius. Organic content is even more powerful because it costs nothing beyond staff time.

“Your current school transportation team members are your best brand ambassadors,” said 2026 STN EXPO East keynote speaker Jim Knight, formerly the head of global training for Hard Rock International. For more than 20 years, Knight built one of the world’s most legendary service cultures by turning every Hard Rock employee from stagehands to executives—into passionate, authentic advocates. He proved that no amount of slick advertising or big-budget campaigns can match the credibility of real people who live the brand every day. The exact same principle applies to school transportation operations. It is especially powerful when pay scales are locked by district policy.

School bus drivers are already the face of your organization. Every morning, they greet families at bus stops. Every afternoon they deliver children safely home. They interact with students, parents and the community in ways no recruitment poster or corporate ad ever could. When these insiders voluntarily share their real experiences—the satisfaction of a flawless pre-trip inspection, the joy of a kindergartner’s first-day high-five, the pride in mastering new safety technology or efficiency tools, or the camaraderie during a snow-day operation—prospects listen with a level of trust that money alone cannot buy.

This internal advocacy is your ultimate competitive advantage. Job candidates today don’t just want a paycheck. They want proof that the job is meaningful, the culture is supportive and the technology makes their day easier. Your team already has those stories. All you have to do is give them a megaphone.

Hiring is only step one. Retention must come from non-monetary levers that you can control. Offering a flexible schedule can be valuable as people demand more work-life balance. Many districts now offer split-shift or four-day route options, mid-day breaks
for drivers, and predictable “no-weekend” commitments that competing employers cannot match. These arrangements often require creative planning and dialogue—not more money.

Technology makes the job easier (most of the time). Mobile apps for real-time schedule changes, instant PTO requests and digital pay stubs reduce frustration. Performance dashboards track on-time performance and safety metrics, then automatically trigger personalized digital “thank-you,” bonus points toward extra vacation days, gift cards or priority shift selection—recognition that feels immediate and data-informed.

Districts succeeding in 2026 need to consider that public recognition events (Driver of the Month with a reserved parking spot and district-wide shout-out) create belonging. Positive reinforcement and safety are tightly linked. Districts using digital recognition platforms report measurable drops in minor incidents and absenteeism because people who feel seen and supported simply drive and maintain equipment more carefully. School transportation leaders do not need unlimited budgets. They need a deliberate, tech-enabled strategy that showcases the job realistically, removes daily friction through smart tools, and builds a culture of appreciation and growth within the financial and policy guardrails that already exist.

Start with your own employees’ stories, amplify them with the platforms and targeting tools available today, and then surround those new hires with technology and human-centered perks that make your operation the place people choose to stay, even when the pay scale stays the same.

Editor’s Note: As reprinted from the April 2026 issue of School Transportation News.

Related: Technology Improves Driver Recruitment and Retention at Missouri District
Related: Transportation Directors Receive Rock Star Training on Driver Retention
Related: (STN Podcast E302) Technology Tools for Bus Drivers: No More Struggling with Paper Route Sheets
Related: Bus Monitors: Your Next Driver Retention Strategy?

The post Fresh Ideas: Recruitment, Retention appeared first on School Transportation News.

A sweeping reorganization of the U.S. Forest Service signals that the agency is planning to lean heavily on states to help manage millions of acres of federal land, foresters across the West say.

State officials and timber industry leaders say they’ve been given scant details about the plan, which will move the agency’s headquarters from Washington, D.C., to Salt Lake City, restructure its regional management, and close scores of research stations in dozens of states.

While they wait for the dust to settle, they’re preparing for the Forest Service — with its workforce slashed by the Trump administration — to ask more of its partners under the new model.

“The Forest Service itself is unable to uphold its mission and cannot alone manage the many challenges on these landscapes,” said Nick Smith, public affairs director with the American Forest Resource Council, a timber industry group. “The transition from regional offices to more state-level offices is a recognition that partnerships are the future for the Forest Service.”

But many forestry veterans fear the shake-up will cause more attrition in an agency that’s already shrunk because of Trump’s cuts to the federal workforce. Some see a clear sign that moving the headquarters to Utah — a state whose leaders are often hostile to federal land ownership — is designed to undermine the Forest Service’s management of its lands.

The closure of 57 research stations, some agency partners fear, will threaten critical science that states and other forest managers rely on to learn about wildfire behavior, timber production and a host of other issues.

Some observers noted that the agency is required to seek congressional approval to relocate offices, which could trigger legal challenges to the plan if lawmakers do not weigh in.

Meanwhile, some foresters feel the uncertainty swirling over the agency will cause chaos as the West heads into a dangerous fire season amid record temperatures and drought.

The plan announced on March 31 will relocate Forest Service Chief Tom Schultz and his headquarters staff to Salt Lake City. The agency will close its nine regional offices, each of which oversee national forests across multiple states. Replacing those offices will be 15 state directors, mostly in Western states.

Many state leaders, from both conservative and liberal states, say they welcome the opportunity to deepen their partnerships with the Forest Service and play a greater role on federal lands. But they’re still anxious to see more details about the agency’s new structure and concerned that national forests remain deeply understaffed.

“There are definitely a lot of vacancies in key positions that need to be filled,” said Jon Songster, federal lands bureau chief with the Idaho Department of Lands. “I hope that a lot of that remaining expertise is not lost, but shifted to the forest level where it’s desperately needed. Hopefully with all these changes there will be opportunities to put more people in some of those key gaps.”

Scarce details

The Forest Service manages nearly 200 million acres of land, mostly in Western states. With a mandate to manage the land for multiple uses, the agency oversees timber harvests, livestock grazing, outdoor recreation and wildlife habitat.

Under President Donald Trump, the Forest Service has lost about 16% of its workforce — nearly 5,900 employees — through buyouts, layoffs and early retirements. Trump’s proposed budget for 2027 would cut billions of dollars from the agency’s funding.

Many observers view the reorganization plan as an effort to force out more longtime agency leaders. The moves are expected to affect about 5,000 employees across the various offices that are relocating.

“If this were a stand-alone proposal where the American public and the public agency employees had trust in the administration, a lot of it makes sense,” said Mike Dombeck, who served as chief of the Forest Service under President Bill Clinton and remains a vocal conservation advocate. “But the level of trust is at rock bottom.”

In its announcement, the agency said that the new state-based model will bring decision-making closer to the forest level and reduce bureaucracy. The Forest Service did not grant a Stateline interview request.

State foresters, who are responsible for managing the forests in their states, say they’ve been given few details other than the new office maps released by the agency. They don’t know when the transitions will happen, which officials will be staffing the new offices or what authority they will have.

“They’ve made the statement that they need to rely more on states,” said Washington State Forester George Geissler. “If you’re going to lean on us, it might help us to know what that means.”

States’ role

In recent years, the Forest Service has increasingly partnered with states, tribes, counties and nonprofits to carry out projects on federal lands. Foresters say agreements such as the Good Neighbor Authority have become a critical tool, allowing more work to happen in national forests even as the feds’ own capacity shrinks.

“We’ve seen some of that institutional knowledge (at the Forest Service) dwindle a little bit,” said Utah State Forester Jamie Barnes. “Building these partnerships, if you do see a decline on one side or the other, you can bridge that loss. We’re working together, making joint decisions so we can get timber off the landscape here in Utah.”

Some foresters said they welcome the chance to work more closely with the Forest Service, but they’re concerned that the agency has not recovered from Trump’s workforce cuts. Reassigning hundreds of employees to new locations could lead to more attrition.

In Wyoming, state officials are excited to have Forest Service leaders working in close proximity. But State Forester Kelly Norris acknowledged that the move could be “bumpy,” given the lack of details and ongoing workforce shortages in the agency.

“The logistics of this may be a lot harder implemented than said,” she said. “We see this as a positive for us, but I do think that this is going to be a real long transition.”

Idaho, Utah and Wyoming are among the Western states that share the Trump administration’s goal of increasing timber production on federal lands. Trump has moved to limit environmental reviews and protections for endangered species to speed up logging projects.

Some Forest Service veterans feel the move to increase states’ role will prove destructive in some parts of the West.

“We’re putting the governance of the forests more subject to states’ interests,” said Kevin Hood, executive director of Forest Service Employees for Environmental Ethics, a nonprofit that advocates for civil employees. “I would be concerned that the values that don’t have strong lobbying groups, such as watershed integrity, may be subjugated to extractive values like timber, mining and grazing.”

Several agency veterans stressed that the Forest Service’s state directors should be career professionals, not political appointees.

HQ move

By relocating its headquarters to Salt Lake City, the Forest Service said in its announcement, the agency is moving leaders closer to the forests they manage.

But some are skeptical the move will bring stronger management to the West. During Trump’s first term, he moved the Bureau of Land Management headquarters to Grand Junction, Colorado. Only 41 of the 328 employees subject to the transition actually relocated.

“Shaking things up is going to get people to abandon their positions, and that’s the intent,” said Chandra Rosenthal, Western lands and Rocky Mountain advocate with Public Employees for Environmental Responsibility, a group that defends whistleblowers in the federal service. “It’s a long-term dismantling of the scientific backbone and staff. The theory is that the federal government will abandon a lot of the public lands and then states will be forced to fill in those gaps.”

Rosenthal and others noted that Utah’s political leaders are hostile to federal land ownership. U.S. Sen. Mike Lee, a Republican, led an effort last year to sell off millions of acres of federal land, which drew widespread backlash before it was withdrawn. Utah’s state government has also sued the federal government, seeking to claim control of 18.5 million acres of federal land managed by the Bureau of Land Management.

“Why would you move the headquarters of a public lands management agency to the state that is the most anti-public lands in the country?” said Dombeck, the former Forest Service chief.

Dombeck also noted that the Forest Service chief frequently reports to the White House, testifies in congressional hearings and coordinates national policy with other agency leaders. Moving the position out of D.C., he said, makes little sense.

In a webpage set up to respond to news coverage of the move, the Forest Service said it is a “myth” that the transition is designed to reduce its workforce or transfer federal lands to the states.

But some agency veterans are skeptical.

“It’s hard not to reach the conclusion that this is an effort to weaken federal agencies and federal management of these lands,” said Robert Bonnie, who served as undersecretary of agriculture for natural resources and environment during the Obama administration. “You’re going to lose some good staff as part of the reorganization, as they move chairs across the deck of the Titanic.”

Meanwhile, some state leaders are concerned that the uncertainty caused by the reorganization and Trump’s staffing cuts could lead to chaos as wildfire season approaches. With record temperatures and drought drying out much of the West, foresters expect a challenging fire season this summer. The Forest Service remains the nation’s largest wildland firefighting agency, even as the Trump administration seeks to consolidate wildland fire operations into a separate service under the U.S. Department of the Interior.

“I’ve got federal firefighters, fire managers, and all they’re talking about is what’s happening at (the Forest Service),” said Geissler, the Washington state forester. “I don’t feel like having a bunch of distracted firefighters on my hands going into a summer fire season.”

Stateline reporter Alex Brown can be reached at abrown@stateline.org.

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.

Read the full April 2026 issue.

Cover Story

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.

Conversations
Trends
Ad Index

Editor’s Take by Ryan Gray
You Can’t Spell Training Without AI

Publisher’s Corner by Tony Corpin
Fresh Ideas: Recruitment, Retention

The post April 2026 appeared first on School Transportation News.

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

8. Authentic student obsession creates lifelong raving fans

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.

Related: Security Expert Shares Key Indicators of Violence for School Transportation Safety
Related: Transportation Directors Receive Rock Star Training on Driver Retention
Related: Multi-Modal Transportation Gains Momentum as Districts Seek Flexible, Cost-Effective Solutions
Related: Gallery: STN EXPO East Tech Demos and Ride & Drive at Charlotte Motor Speedway

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.

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.

The post Culture That Rocks: Turning Everyday Moments into Unforgettable Experiences appeared first on School Transportation News.

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.

Related: Transportation Leaders Share How to ‘Love the Bus,’ Why It Matters
Related: (STN Podcast E294) Boots to Buses: Military Formed Georgia Student Transportation Leader
Related: Leading with Purpose: Insights from STN EXPO West’s Transportation Supervisor Seminar
Related: (STN Podcast E280) Nuts and Bolts: Transportation Director of the Year Talks Data-Focused Oregon Ops
Related: Communication ‘Magic Words,’ Teamwork Tips Shared at Transportation Director Summit

Being A Good Boss

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 News Peer-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!”

1 of 33

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.

Photos by Vince Rios Creative.

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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.

Related: Arizona Mom Trades Stressful Job for Career as School Bus Driver
Related: Healthy Reaction to Stress Requires Mindfulness, Expert Tells NASDPTS Webinar
Related: STN EXPO East to Feature Timely Discussion on Managing Stress

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.”

Article written with the assistance of AI.

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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.

The post RTA: The Fleet Success Company Earns Great Place To Work Certification for the Third Time, Far Exceeding National Average appeared first on School Transportation News.

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.

To learn more about the CARB Clean Truck Emissions Check, go to https://www.zonarsystems.com/solutions/carb-clean-truck-emissions-check/.

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 post Zonar Becomes First Telematics Provider Approved for OEM-Based California Air Resources Board Clean Truck Check Compliance appeared first on School Transportation News.

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.

The post (Free White Paper) The Essential Guide to School Bus Maintenance: Maximizing Safety and Uptime appeared first on School Transportation News.

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