TAS Report

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FINAL REPORT
NORTHWESTERN LEHIGH
SCHOOL DISTRICT
January, 2011
TABLE OF CONTENTS
SECTION
INTRODUCTION 1
METHODOLOGY 2
EXECUTIVE SUMMARY 3
OPERATIONALIFINANCIAL 4
FLEETIFACILITY 5
LABOR 6
ROUTING 7
MANAGEMENT OPTIONS 8
APPENDIX
Northwestern Lehigh Public Scbools

Final Report
TAS
INTRODUCTION
Transportation Advisory Services (TAS) was engaged to perform an
analysis of the student transportation program of the Northwestern
Lehigh School District (hereinafter referred to as "District"). The
purpose of this Study is to provide the District with a third-party
perspective on the operating efficiency and management options of the
current program.
The District's liaison for the project was Leslie Frisbie, Business
Administrator; Cassandra Graver, Transportation Coordinator, was
the transportation contact. Christopher Andrews served as the Project
Consultant for TAS.
A third-party review of the transportation program was sought by the

District, with a focus on efficiency, and the pro's and con's of
outsourcing. School districts in Pennsylvania have increased their
focus on support services in recent years, given the increasing
financial demands that are being placed on them due to higher
educational standards, coupled with increasing mandates in the face
of declining revenues.
We believe it is important to note that, overall, the transportation

program appears to be well run, and the District's students are
transported home-to-school-to-home every day in a safe, reliable
manner. By all appearances the District employs high quality drivers
who are respectful of both the students and the residents of the
community.
STUDY The Northwestern Lehigh School District reports an enrollment of

PROFILE 2,499 students in grades K through 12, all of which are afforded
transportation to 4 in-District schools. The District also transports
180 students to 17 non-public schools, and 7 students are transported
to 2 out-of-District Special Education facilities. The District operates
on a double-tier system. The District maintains its fleet in a modern
garage located on District property, and the fleet is refueled at the
District pumps. Secured parking is provided on District, adjacent to
the facility that houses the garage, transportation office, and drivers
room. According to the Flex Report Expenditure Summary the total
transportation cost for the 2009-2010 school year was reported to be
$1,807,043.
Northwestern Lehigh Public Schools

Final Report
TAS Section 1 - 1
In this report we provide our perspectives and recommendations on a
number of areas involved in the transportation program. We commend
the District for their willingness to conduct a third-party review of the
program. We often caution districts ... "Don't ask the question if you
don't want to hear the answer". The Northwestern Lehigh School
District has been willing to be open and cooperative in our review of
the District's transportation services.
Hopefully, this report will provide the Administration with a thorough

understanding of the issues, and insights on the pro's and con's of
making the type of changes which would help the program continue to
meet the community's needs at the lowest possible cost.
In order to facilitate the review and use of this report, most of the
sections have been presented using a "bullet" format. This allows a
succinct presentation of the issues, and we believe enhances the on-
going use of the report as a resource for the Administration and
District personnel.
Everyone involved was extremely cooperative and provided us with

everything we requested. We would like to thank those individuals
for their assistance in this study process.

Final Report
TAS Section 1 - 2
METHODOLOGY
TAS was issued a purchase order for the engagement in October,
2010. Subsequent to this acceptance the following activities were
undertaken as part of our analysis:
1) TAS submitted to the District a detailed request for background

information and program specifics in order to form a basis for
the review.
2) The on-site visit was scheduled to conduct interviews with

stakeholders, and to follow-up with any questions that arose
during our review of the data submitted.
3) On November 11th_12th, the TAS Project Consultant was in the

District conducting the following meetings/interviews:
• A meeting with the Business Administrator and the Assistant

Business Administrator. This meeting was designed to provide
TAS with a greater understanding of the scope of the
engagement, while also allowing TAS an opportunity to discuss
various options available to the District. We also met with the
Superintendent and Board, who expressed their support of the
engagement.
• A meeting was then held with the Transportation Supervisor,

followed by a tour of the office/garage and a discussion with the
Head Mechanic.
• We met the Mechanics and Drivers that were available prior to

their afternoon runs, to gather their input about the operation.
• We met with the Athletic Director and the Director of Special

Services to gain their perspectives about the services provided to
those departments.
• Follow-up meetings were held as necessary to review notes and

clarify information provided.
4) Numerous additional documents and analyses were provided by

the District in response to questions raised during the analysis

Final Report
TAS Section 2-1
process. Throughout this review numerous items were discussed
or provided through the use of telephone conversations, or
email.
5) The Building Principals were surveyed for their perspectives

about the operation.
6) This document constitutes our written report to the District. A

copy of this report is being provided to various District
representatives, including Administrators and Board Members.
This report is intended to serve as an advisory document and
resource for the District, and as such it should be reviewed and
evaluated by the District for its applicability to the
circumstances at the time of review. Any proposed changes
should be discussed with legal counsel prior to implementation.
7) The following information was utilized as a part of our analysis

ofthe District's transportation program:
o Driver schedules, and route descriptions

o Line item financial reports, and various budget documents
o Board Transportation Policies
o Employee Data
o Fleet Data
o Principal Surveys
o Job Descriptions
o Miscellaneous District-prepared analyses and reports
TAS uses available information and its experience to estimate the

potential costs and / or savings of particular transportation service
arrangements described in this study. Although past experience can be
an excellent basis for projections, TAS does not warrant that the costs
or savings estimated herein will be realized if implemented.

Final Report
TAS Section 2 ·2
EXECUTIVE SUMMARY
As stated in the Introduction section of this report, the comments

contained herein pertain to those aspects of the engagement that are
within the scope of the study as determined by the District.
Recommendations pertaining to each section of this report are
embodied in those sections. For a more definitive discussion of each
topic, please refer to the section itself.
FLEET/FACILITY • Auction off unneeded vehicles.
• Stabilize vehicle purchases.
• Hire someone to wash buses.

LABOR • Invest in a day of software training.
• The use of "Recruitment ABC's" should be encouraged.
• A monthly report should be completed by the Director.
• Hire someone to maintain work orders and inventory system.
• Offer a stipend for perfect attendance to reduce absenteeism.
• The District should move towards a more equitable allocation of

benefits.
ROUTING • Utilize the routing software to evaluate the impact of modified bell
times.
• The District should contact the IU for a review of out-of-District

routes to see if they can provide similar transportation at a lower cost.
MANAGEMENT • The District should consider the implementation of Option 3.3.

OPTIONS

Final Report
Section 3 - 1
OPERATIONAL/FINANCIAL REVIEW
OPERATIONAL:
Within this report we have made specific recommendations where

applicable. In general, we found the District to be sincerely interested
in the quality and efficiency of the transportation program, and eager
to implement any changes that would improve either of these areas.
As a means of evaluating the performance of the Department, we

surveyed the Building Principals, as they experience the services of
the Department on a daily basis, and as such their feedback is
important. Four Principals responded, with the number preceding the
answer box indicating how they answered that particular question:
1. Regarding the morning delivery of students to your building:

2 0 Always on time
2 0 Usually on time
o Regularly late
2. Regarding the afternoon pick-up of students at your building:
2 0 Always on time
2 0 Usually on time
o Regularly late
3. Regarding mid-day transportation (shuttles, field trips, etc.):
3 0 Always on time
I 0 Usually on time
o Regularly late
4. Regarding the Department's handling of student discipline:
1 0 Always reliable information and communication
3 0 Usually reliable information and communication
o Too much misinformation and poor communication
5. Regarding general lines of communication with the Department:
1 0 Always available and great to work with
3 0 Usually available and good to work with
o Hard to reach, but good to work with
o Hard to reach and hard to work with

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TAS Section 4 - 1
6. Are you provided with bus lists and student lists prior to the first day of
school, and updated versions during the year?
1 0 Always
I 0 Usually
2 0 We get them, but they are late/inaccurate
o No - we don't get them
7. Which of the following best describes the overall attitudes of the
transportation employees with whom you have contact?
3 0 Positive
1 0 Ambivalent
o Negative
o Other
8. In general, how would you rate the transportation services that you have
experienced in the last 18 months:
1 0 Great
2 0 Good
1 0 Average
o Poor
As is evidenced by these responses, they believe the services provided
by the Transportation Department to be of good quality, and the
Department is commended for generating this level of service. Our
response to concerns regarding routing information (#6) can be found
in that section of this report. Copies of these responses can be found
in the Appendix.
To further evaluate the program, we first established the operating

conditions. District routes operate on a 2-tier system, with mid-day
runs for the AMJPM Kindergarten program, under the following bell
times:
BELL TIMES School Start End # Students

Trans:Qorted
High School 7:45a.m. 2:37p.m. 838
Middle School 7:50a.m. 2:27p.m. 573
~Elementary 9:00a.m. 3:25p.m. 519
W Elementary 9:05a.m. 3:30p.m. 569
Total transported 2,499

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TAS Section 4 - 2
Of the 43 District vehicles assigned to routes, 27 are full size 72-81
passenger buses, 6 are 35-48 passenger vehicles (some are wheel chair
buses) , and 10 are 6-9 passenger vans. The District also provides
transportation for 180 students to 17 private/parochial schools, and 7
students to 2 out-of-District Special Educations facilities. The
Department is staffed with 39 employees:
1 Transportation Coordioator
2 Part-time Clerks (1)
2 Mechanics
18 FT Drivers
17 PT Drivers
39
(1) One of the Drivers also works as a Clerk.
CONTRACTS
During the course of the engagement the District solicited proposals from
local and national contractors to provide transportation services. According
to the information provided, eight vendors responded with proposals.
Although the preparation of specifications and review of subsequent
submittals was not part of our engagement, we have agreed to provide a
synopsis of the proposals, as can be found below in no particular order:
1. Gross School Bus Service, Inc.

Fleet Purchase $700,000
Annual Increase 5 year-2.5%; 7 year-3.0%, prefer CPI
Base Year Price 5 year-$229/daylbus (44 buses) $1,813,680
" 7 year-$225/daylbus (44 buses) $1,782,000
Activity buses $60-1st 25 mil2 hours, then $25Ihr/$2.80mi
Comments: 50+ years in the business
2. Brandywine Transportation, Inc.

Fleet Purchase $1,059,000 (Replace 50% of fleet with
newllate models)
Annual Increase CPI, min 3% max 4%
Base Year Price 7 year-$207/daylbus (33 buses) $1,488,780
7 year-$160/day/van ( 9) vans)
Other Pricing Aide-$151hr; Mid-day runs-$35Ihr
Activity buses $1.50/mi, $16Ihr, $40 min
Activity vans $1.25/mi, $15Ihr, $35 min
Comments: Spun off from Gross, offered to lease facility for
$1/ yr and to maintain grounds vehicles / equipment at no cost

Final Report
TAS Section 4 - 3
3. Kistler Transportation, Inc.
Annual Increase 2%
Base Year Price 7 year-$216.50/day/bus, up to 1l0milday
7 year-$154.50/day/van, up to 1l0milday
Excess mileage- $1.95/milbus, $1.50milvan
Other Pricing Aide-$15Ihr; Noon run-$41.50/bus, $35/van
Activity buses $1.95/mi, $15.50Ihr, $50 min
Comments: Local businessman; offered $8.00 I day discount for
no performance bond.
4. Paragon Transit
Annual Increase 2nd and 3rd year at 3%, thereafter use the
PA Pupil Trans. Cost Index - min 2.5%, max 5.0%
Base Year Price $1,626,480 with price breakdown:
AMIPM Bus $218/day, Mid-day $40
AM or PM only Bus $1911day
AMIPM Mini-bus $190/day, Mid-day $40
AMlPM Van $157/day, Mid-day $35
Other Pricing Aides $60/day
Activity buses $341br drive time, $211hr layover, $34 min
Comments: Many years in the industry; use of District facility;
predicts an increased subsidy of $100,000+
5. Krapf School Bus

Annual Increase CPI2.5%-6.0%
Base Year Price 73-81p $218.35/day
36-72p $212.75/day
10-35p $203.85/day
0-9p $180.35/day
Other Pricing K, noon runs $52.50/day
Activity buses $241br, $1.95/mi
Comments: Long time bus company operator; no performance
bond
6. Bieber Transportation Group

Fleet Purchase $900,000 including parts inventory
Annual Increase ?
Base Year Price $1,945,348
Activity buses $121,708
Comments: Local resident, tour bus operator, school bus
experience years ago. Will put GPS on fleet; use District facility,

Final Report
TAS Section 4 - 4
maintaining grounds equipment at no cost; will offer current
employees their jobs at same pay and medical benefits, and
401K; provided P&L (included annual benefits cost of
$18,573/ year?).
7. STAlKrise Bus Service

Annual Increase 3%
Base Year Price 7 year - $1,918,260 for 33 buses, 10 non-
CDL vans, 6 mid-day buses, 2 mid-day Vo-
Tech, 2 mid-day non-CDL, 180 days
Bus - $239/day (5 hr)
Bus - AM or PM only $179.25/day
Van - $2241day
Van - AM or PM only $168/day
Midday - bus $55, van $45
Other Pricing Aides-$20Ihr, 2 hour min; trip rate/excess
hourly rates - bus $30, van $20.
Activity Buses $40Ihr, min 2 hours
Activity Vans $30Ihr, min 2 hours
Comments: National company; $1.00 year for facility; buy parts
as used at fair market value; install digital cameras at 10/year;
decrease performance bond for 3 years until gone.
8. First Student
Annual Increase ?
Base Year Price Two pricing structures submitted, #1 with
drivers starting at $15.25Ihr and few benefits, and #2 with
current pay and FS paying 70% of employee-only premium for
Aetna Med. Ins. Both based upon 30 AMIPM buses, 2 PM only
buses, 10 AMIPM vans, 7 mid-day vehicles, and 40 hours
overage.
#1 3 year-$1,626,689
5 year-$1,598,301
7 year-$1,586,716
#2 3 year-$1,818,469
5 year-$1,784,597
7 year-$1,771,126
Other Pricing Mid-day runs - $25lhour
Activity buses Prime time (7-9/2-4) $150 up to 4 hours,
$251hr over 4 hours. Off peak - $25Ihour.
Comments: National company; includes the use of District
facility, and the District provides the fuel. Will maintain other

Final Report
TAS Section 4 - 5
District vehicles at $481 hr, and parts plus 10%. Offers the
District a 60 day termination for convenience clause.
As is evident by this summary, prices and conditions vary greatly. Our

recommendations for moving forward can be found in Section 8 of this
report. An expanded list of non·performance penalties has also been
included in the Appendix for District use.
FINANCIAL:
According to the 2009·2010 Expenditure Format· Flex Report from

7/0112009· 06/30/2010, the cost of operating the Transportation
Department was $1,807,043. To compare District route costs with
potential contracted route costs, certain expenses must be removed
from the budget, as they would continue even if contracted:
Transportation Office (1) $100,000

District Paid Layover $ 9,290
Sports Trips $ 17,866
Contracted Carriers $ 1,034
IU Transportation $ 37,875
Total $166,065
(1) Assumes that the District will continue to employ a FIT

transportation coordinator (salary I benefits) and a seasonal routing
assistant for summer updates, along with the necessary support -
office, computer, routing software, training, association fees, etc.
For comparison purposes, we typically impute a cost for vehicle

replacement, as contracted costs include vehicle replacement costs,
and the District did not replace any vehicles during the year shown.
These costs can vary from $30,000+ for small buses/vans to $100,000+
for fully equipped buses, and by age of replacement, trade·in value,
etc. Experience has taught us that full size buses tend to last longer
than the smaller buses, primarily due to the higher mileage of the
smaller buses utilized for out·of·district runs. Schools around the
country tend to keep smaller buses 6·10 years, and big buses up to 12·
20 years, and we would use an average replacement cost for this
purpose of $5,000/year. With 43 route buses, the District's average
annual replacement cost would be estimated at $215,000. The
District's replacement cycle is slightly different as all buses are kept
for approximately 18·20 years.

Final Report
TAS Section 4 . 6
Adding the fleet replacement costs, and subtracting the adjustments,
results in annual District costs breakdown as follows:
Total costs $1,807,043

+Fleet Replacement $ 215,000
-Adjustments $ 166,065
Net District transportation costs $1,855,978
District Operating Cost per route vehicle (38) = $48,842 (1)
(lJ The number of routes / Drivers is based upon current year activity. Some
Drivers utilize more than one vehicle per day, accounting for the disparity
between route Drivers (38) and route vehicles (43). Some FT Drivers work 7+
hours/day, while some PT Drivers work less than 4 hours day.
To accurately predict savings, these costs must be compared to the

prices recently submitted by vendors. They varied from a low of
$154.50/day for a van to $239/day for a 5 hour bus. For 180 days, this
equates to $27,810/van, $43,020Ibus. Add the $35 mid-day rate to the
$154.50/day van, and that increases the annual van cost to $34,110.
Add the $55 mid-day rate to the $239/day bus, and that increases the
annual bus cost to $52,920. Costs could be lower if the District
provided some or all of the fleet. As is evidenced by these
comparisons, unless the entire program is being contracted, each
route being considered for contracting must be evaluated based upon
length ofthe run, combined with associated wages and benefits.
For example, a 6 hour District run, driven by a full-time driver

making $20lhr, with health insurance benefits costing the District an
estimated $1,OOO/month =$21,600 for wages ($20x6xI80) and $12,000
for benefits, for a total of $33,600. Add the $5,000 for vehicle
replacement, and $3,420 for payroll add-ons (estimated 15% of wages
for retirement, social security, unemployment, workers comp) and the
total becomes $42,020. The same run if contracted at $215/day
AMJPM, and $40 for the mid-day run =$45,900 ($255xI80).
Depending upon which proposal is being evaluated, District costs may

prove to be higher than contract costs, given the higher wages, the
cost of related benefits, and the fact that the District provides a high
level of service. If a vendor pays lower wages, and offers fewer
benefits, the difference between the two operations will be profits for

Final Report
TAS Section 4 - 7
the vendor and savings for the District. In the remaining sections of
this report we will discuss what is driving District costs and what can
be done to reduce them.

Final Report
TAS Section 4·8
FLEET/FACILITY
FLEEI' • The District reports that it has 43 student transportation vehicles -

43 on routes and 9 spares. The majority of the route vehicles are 72-
81p buses, and we have detailed below a Bus Profile which shows the
buses by age, and the number of vehicles per model year, with the
oldest vehicle being 21 years old, the newest vehicle being 3 years old,
and an average age of 8.8 years. The van fleet is also shown below,
with the oldest one being 12 years old, the newest being 4 years old,
and an average age of 7.7 years.
Spares are used as replacements during maintenance downtimes, or

as supplemental vehicles should additional program demands occur
(sports and field trips).
Industry standards would typically have a spare ratio of

approximately 10% to 20% of the route vehicles (4 to 8 vehicles). The
ratio can vary depending on extra-curricular demands, specialized
vehicle requirements (lift equipped), seating capacities, and the
age/mileage of the fleet (olderlhigher mileage fleets need more spare
buses due to maintenance issues). Given the age and mileage of the
fleet, we would expect to find 8 spares. Maintaining an inventory of 9
spares is therefore reasonable. Should the District proceed with full
or partial contracting, many or all of the spares would not be needed,
and in that case we recommend that the District auction off un·
needed vehicles.
FLEEI' • The District has been sporadic in its replacement of vehicles, buying
REPLACEMENT none some years and up to 10 other years. This creates a bubble in
the budget process requiring additional up-front funding, or long-term
financing. In those years that buses are not purchased, the funds are
transferred to the capital reserve account. Based upon the Districts
"15 Year" cycle, it appears that up to 10 vehicles may need to be
replaced over the next two-three years. There is no industry formula
for replacement; we conducted an informal poll of national contractors
a few years ago and found that their preference was for replacing
vans/small buses every 5 years, and big buses every 8 years, with the
reason given that this is when they felt the breakeven point was
reached on repairs versus replacement. They also felt that trade-in
value diminished substantially after this point. The District reports
that current replacements have been put on hold until a review of

Final Report
TAS Section 5 - 1
outsourcing is complete. Based upon current fleet size and needs, we
recommend that should the District maintain the current
operation, it should attempt to stabilize purchases at 3
buses/year and 1·2 smaller vehicles every year, once the older
buses are replaced as noted above.
FACILITY • As part of our review, we toured the District transportation facility,

and found it to be sufficient for servicing the needs of a fleet of this
size. The bus:mechanic ratio is 26:1, which is very productive,
especially considering they maintain 8 other District vehicles, as well
as various buildings and grounds equipment. Any further growth in
the fleet would require additional staffing. As it is now, the
mechanics do not have the time to keep the fleet clean, and we
recommend that this be addressed by hiring a Driver or Aide
to wash the buses during runs. If five buses were washed daily,
the entire fleet could be done weekly. This can be paid at a lower rate
- often the same as the Meeting Rate.
FLEET LIST
Year # Buses # Other Vehicles

1990 1
1991 1
1992 2
1996 3
1997 1
1998 1
1999 1 2
2000 1
2001 7
2002 4
2003 1 3
2004 4 1
2005 2
2006 3
2007 3 1
2008 10
2009
2010
Total 41 11

Final Report
TAS Section 5 - 2
LABOR
As with any District operation, labor plays a vital role in the success
or failure of the transportation program. There are three areas of
importance - Supervision, Maintenance, and Driving, as detailed
below.
SUPERVISION Given the limited time frame that studies such as this work within, it
was not intended that individuals be evaluated, but rather the
positions themselves be studied, with recommendations made
wherever improvements appeared possible. To that end, job
descriptions were reviewed, procedures were evaluated, and
individuals were interviewed within the Department, and at the
District level.
As part ofthis phase of the study, we interviewed:
• The Business Administrator
• The Transportation Coordinator
• The Elementary, Middle School and High School Principals (by survey)
• The Drivers and Mechanics
Based upon the discussions held during these interviews and meetings,
our overall impression of the Department is very positive. Most
individuals stated that communication with the Department was very
good, with the Department being responsive and accommodating. When
student discipline issues arise, they feel that most of the time they are
handled appropriately, although some write-ups are not always clear.
The buses appear to be clean and well maintained, with no reported
mechanical issues.
We reviewed the routing software capabilities with the Supervisor, and
although new to the position, she seems comfortable with the
fundamentals of the system. In order to take advantage of the more
advanced capabIlities it offers, we recommend that the District
invest in a day of software training. The Supervisor also mentioned
how difficult it can be to recruit and retain substitute Drivers. To assist
in this effort, we have provided in the Appendix the "ABC's of Driver

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TAS Section 6 - 1
Recruitment", assembled from our studies of hundreds of other school
districts around the country, and we recommend its use.
The transportation office is staffed by the Coordinator and two part-time
Clerks. This is workable for most of the year, although probably
understaffed during the Fall start-up. It was mentioned that Driver
payroll takes the District several days each month to process. Although
there are a wide variety of time clocks available, one that we have seen in
use in other Districts can be found at y,'ww.smarIQlock.GQ.l1!. Should the
District move in the direction of a fully contracted program, we encourage
the District to continue to employ someone to maintain the routes in-
house, manage the contracted runs, and interface with parents.
In order to provide the Board and Administration with a monthly recap
of transportation activities, we recommend that the Director
complete a ''Monthly Report" similar to the sample provided in the
Appendix. (It will be emailed to the District for your customization.)
MAINTENANCE In all of our meetings and interviews, the overall impression of the
vehicle maintenance program was very good. No breakdowns in recent
memory, and supportive staff, were the comments heard. Staffing was
lean until recently, due to filling the position of the Mechanic.
Our review of recent PA Department of Transportation Inspection
Records revealed that the vehicles inspected received their stickers.
This is an indication that the Mechanics are staying on top of the
maintenance program. It was noted that the Head Mechanic is
responsible for entering all of the work orders in the computer, and for
keeping up on the inventory system. These are tasks usually provided by
one of the Clerks in the Transportation Office, but the office is not staffed
to accommodate that need. We recommend that one of the Drivers
be offered that task in between runs - probably 4 hourslweek.
As mentioned in the Fleet Section, the bus:mechanic ratio is 26:1, which
is very productive, especially considering they maintain other vehicles as
well.
It is important to note the perspective that we take toward these
DRIVERS
positions. It is essential that a District employ highly qualified personnel
in sufficient numbers to meet the on-going needs of the District. At the
same time, it is important that any agreements or procedures provide the
District with the flexibility needed to adjust programs to change service
levels with an accompanying change in labor costs. Most significantly,

Final Report
TAS Section 6 - 2
the agreement should support and facilitate the prOVISIon of quality
services to the students and the education community. While the
handling of student discipline issues was not raised as a major issue, we
encourage the District to seek out additional training programs from
organizations such as www.PTSLorgand..Y_\¥w.NIJl.SA.doi.gov. The
Drivers did mention that feedback from Principals can be slow in coming
at times.
We have reviewed the wage and benefits provided to the Drivers.
Following are our perspectives from a transportation viewpoint. Our
comments only relate to transportation issues, and do not reflect any
review of the other employee groups covered or impacted by this
agreement. We understand the critical and important nature of
continuing to offer attractive wage and benefit packages, and the
difficulty to all parties in making changes to historical practices, yet we
strongly believe that any package needs to be consistent with the goal of
affordable, quality transportation services. Additionally, we believe that
an package must provide the District's Administration with the flexibility
to modify assignments and costs to reflect the realities of program
demands, student enrollment, and economic conditions.
1) Paid time off - bus driving is a part-time job. It is a relatively unique
function in that an absent employee must be replaced by a sub. This not
only creates the incremental cost for the substitute employee, but it
impacts the quality of the service, given that the best transportation
service has the same Drivers on the same buses, every day. In this way,
they know the students; the students know what to expect from the
Drivers; and the Drivers know what looks "right or wrong" along a route
or at a stop.
As shown below, a full-time driver could potentially have 10 paid days off
in a school year, while a part-time Driver could have 4 paid days off in a
school year (not including bereavement time). A sub would be required
for all sick, personal or bereavement days. When sub's cannot be found,
the shop or office staff have to drive.
Within various sections of the Support Staff Handbook the following paid
time off benefits for Drivers are detailed:
:.- Personal days - FT 2, PT 2
:.- Sick days - FT 8, PT 2

Final Report
TAS Section 6 - 3
In order to reduce the use of sick days, the District could offer an
annual $250 stipend for perfect attendance, a practice we
recommend as a means to achieve the goal of having the same Drivers
on the same routes as often as possible.
2) Health Insurance - the District provides health care coverage for full-
time Drivers, with a variety of plans available. The Departmental cost
for health, dental, life, disability, eye care, and prescriptions last year
was reported to be $289,687. The District is commended for its attempts
at controlling the cost of these benefits. We are seeing a trend where
districts are taking the position that there should be an allocation based
upon hours worked. For example, if a full time position is 8 hours/day,
then an employee working 6 hours/day would be eligible for 75% of the
benefits. We recommend that the District move towards a more
equitable allocation of benefits.
3) Athletic trips - the current system of assigning Drivers appears to
work well. An attempt to control these costs is evident by establishing an
Activity Pay Rate. Costs related to sports transportation are borne by
the Transportation Department; for greater accountability the District
might consider making them a part of the Athletic Department budget.
As budget cuts continue to threaten sports programs, we are seeing a
move towards allowing - even encouraging - Coaches to drive. In some
districts, included in the Coaches job description is a requirement for a
CDL, so that they can drive a school bus on sports runs. In some cases
they are paid a small stipend to do so, but it is viewed as a cost-cutting
procedure in order to keep the sports programs alive. Although some
Coaches don't like to drive, they do like having the ability to keep their
bus at the game.
In summary, while the provision of paid time off and health benefits
enables the District to attract and retain employees, it also significantly
increases the cost of providing transportation services. The District has
worked towards reducing these costs, as noted above.

Final Report
TAS Section 6 - 4
ROUTING
....RRENT The District is double tripped, under the following bell time schedule:
PROGRAM
# Students
Transported
High School 7:45a.m. 2:37p.m. 838
Middle School 7:50a.m. 2:27p.m. 573
NW Elementary 9:00a.m. 3:25p.m. 519
W Elementary 9:05a.m. 3:30p.m. 569
Total transported 2,499
The routes designed to transport these students to the 4 in-District

schools are relatively efficient, due primarily to the spread between
bell times. As is evidenced by the number and variety of assignments
for each Driver/vehicle on a daily basis (see table at end of this
section), the Department has done a thorough job of maximizing the
available assets.
Several factors drive transportation costs - the labor costs, bell times,
and transportation policies. Regarding labor costs the District has
attempted to control these costs by employing both full-time and part-
time employees, by setting lower rates for meetings and activity runs,
and by on-going efforts to control benefit costs.
Evaluating the pro's and con's of various bell time options is not an
easy task for a district to undertake. There are many factors to
consider, such as mileage, road conditions, policies, enrollment, riding
times, vehicle capacities, professional contractual agreements, etc.
The District is double tripped, but may want to consider modifying the
bell time structure to reduce the need for so many buses.
MODIFIED DOUBLE As noted above, the High SchoollMiddle School is the first run in the
TRIPPING morning. It is not possible to fit 77 high school/middle school students
on a 77 passenger school bus, as the seats are designed for three 13"
passengers. Using 52 available seats (2 per seat) at the HSfMS level,
there would need to be 27 buses on the first runs (1,411 students/52
seats per bus); due to some students driving or riding with others, and
after school sports, only 24 buses are utilized. On the second runs
(ES), it can be possible to reach full 77p capacity, in which case 14-16
buses would be needed (1,088 students177 seats per bus - allowing for

Final Report
Section 7 - 1
differences in seating capacities); 20 are currently utilized as bell
times don't allow enough time for fewer buses to cover the areas
served by those campuses. It would appear that with more time
between bells, 4 to 6 fewer buses would be needed for these runs (20
currently used versus 14-16 if able to fill the buses), as the remaining
buses would have more time to pick up and drop off students. A
suggested bell time format would look as follows:
HS 7:45-2:37
MS 7:50-2:27
ES (2) 9:15-3:40
The times can be modified as needed to meet the educational needs of

the students, as these are designed with transportation efficiency in
mind. We recommend that the District utilize the routing
software to develop new routes reflecting the possible changes
in bell times, in order to consider the fleet impact. Eliminating
ju.st 4 bus runs would be very timely given the current evaluation of
outsourcing. These buses may be able to transport non-public
students, eliminating the need for some of those buses entirely.
Out of district runs cannot always be double tripped due to their

locations. It is possible, however, to transport students on multiple
vehicles to transfer locations. We commend the District for having the
non-public students ride in-district buses to an assigned building,
then transporting them from that point to a transfer point and onto
their destinations.
In the past, the District has utilized the local IU to transport students
to out-of-District locations, although that is not presently the case.
We recommend that the District contact them for a review of
your Special Education placements and non-public locations
to see if they can provide these services less expensively.
Shown below is a schematic of a typical day in the District:

Final Report
TAS Section 7 - 2
Lc.rrJ.\JJ..L IJ'LRI,VERIBUS DAILY SCHEDULE
. , ,', ,. -, '" " ,-" : . '. ,,:,.'," : '~'
Redacted
Driver/Bus Daily
Schedule for the
safety of our drivers
and students

Final Report
TAS Section 7 - 3
Redacted
Driver/Bus Daily
Schedule for the
and students

Final Report
Section 7 - 4
TAS
Redacted
Driver/Bus Daily
Schedule for the
and students

Final Report
Section 7 - 5
TAS
Redacted
Driver/Bus Daily
Schedule for the
and students

Final Report
Section 7 ·6
TAS
MANAGEMENT OPTIONS
Our review of the transportation program includes an analysis of
management options available to the District. This includes an
evaluation of the pro's and con's of operating alternatives that we
believe should be considered by the District:
1. Continue to operate in-house as is, with no changes.

2. Continue operating in-house, with modifications.
3. Consider contracting - full, management, partial.
On the following pages, we have described the options that we

evaluated in this report, highlighting the results that the District
might expect from each decision.
1. CONTINUE TO OPERATE AS IS, WITH NO CHANGES.
Under this option, you would make no changes to the way you
currently operate the transportation program.
Pro's: You would not have any labor related consequences that
may result from changes to the program, nor would you have
parents upset about proposed bell time changes.
Con's: The District will be unable to realize efficiencies

projected from some of the changes discussed in this report, and
would continue to face budgetary concerns associated with the
economy and increasing demands for services.
2. CONTINUE OPERATING IN-HOUSE, WITH MODIFICATIONS
Under this option, you would make one or more modifications

discussed within this report, in an attempt to reduce operating costs.
Pro's: The District would continue to provide high quality

transportation services to the majority of students presently
being transported. These services could be provided at lower
cost - with savings dependent upon the modifications
implemented.

Final Report
TAS Section 8· 1
Con's: The District could expect a negative response from some
parents, due to changes in schedules and/or services. Some
transportation employees could lose hours or positions, although
some of the reduction may be minimized thru retirement and
normal attrition.
3. CONSIDER CONTRACTING
The District recently solicited proposals from vendors, receiving eight

responses. The proposals were for full contracting, although it has
been our experience that most vendors would be interested in partial
contracts, if they have a facility in the area.
3.1 Full Contracting
Under this option, the District would sell the fleet and terminate
employment with affected staff members. The contractor would be
responsible for providing a facility, or could use the District facility.
Pro's: The District would, relatively speaking, be out of the

transportation business. A significant amount of administrative
time and effort now devoted to transportation (payroll
processing, accounts payable, benefits administration,
budgeting, purchasing, etc.) would be eliminated. The District
would get a cash infusion the first year due to the sale of the
fleet. A competitive bid environment may result in some
savings. Labor related issues such as recruitment and training
would become the responsibility of the contractor. Annual
contract cost increases would be controlled by market pricing
and/or negotiated price caps.
Con's: The District could expect quite an emotional period of

upheaval among the staff, and some members of the community.
To attract credible bidders who would be required to invest in
fleet and possibly facility, a contract of at least three-five years
would be necessary. Day to day operation of the program would
be out of District control, resulting in a loss of flexibility.
Service levels are often reported to be not as high as those
provided in-house, especially early in the conversion. The costs
of sports and field trips typically increase faster than the cost of

Final Report
TAS Section 8 . 2
home to school transportation. It is difficult to get back into
transportation should the District ever desire to do so.
3.2 Management Contracting
Under this option, the District would continue to own the fleet and
garage, but would contract out all labor. You would continue to
purchase the vehicles, or phase them out as replacement time occurs.
Pro's: You effectively contract out the most expensive aspect of

student transportation - the labor - while you continue to
control the assets. This type of bid is attractive to some
contractors because a sizeable investment is not involved.
Should it become advisable to retake the program in the future,
it is much easier because you have retained ownership of the
fleet.
Con's: You are still in the transportation business; you must

still invest in fleet replacements. You would still have a difficult
time converting the employees to private sector employment. If
recommended policy changes are made, some savings may be
realized, but they would not equal those of full contracting due
to continued ownership of the fleet, which would preclude
additional use of the fleet by the contractor. Some contractors
may not bid due to the ability of the District to re-take the
program.
3.3 Partial Contracting
Under this option, the District would provide transportation for part
of the program - in-District transportation only, for example,
contracting out the other parts of the program - special needs and
out-of-District non-public, for example - to private carriers or the IU.
Pro's: The District would only need to maintain the fleet and
staff necessary to transport students within District boundaries.
Costs could be reduced if contractors transport multiple non-
public schools for several public schools within the area. Growth
in these programs would only require a call to the contractor.
Fewer bus/car parking spots would be required at the District
lots, and fewer buses would result in less traffic congestion in

Final Report
TAS Section 8 - 3
these areas, and maintenance staffing could be reduced.
Contract costs are more easily controlled due to your ability to
retake some runs if service and/or costs are unsatisfactory.
Sports and field trip costs can be contained due to having a
District fleet.
Con's: The routing and responsibility for these runs would

remain with the District. Due to some of the proposed contract
runs being currently integrated with public school runs, overall
initial savings may be reduced. The cost for such services must
be monitored, and the quality of services provided must be
watched closely. Some current District employees would lose
their jobs.
Based upon the findings of this report, it is our recommendation

that the District consider the implementation of Option 3.3,
making as many of the other operational changes suggested in this
report as possible. Our analysis of the District operation indicates
good routing and pay/benefit controls, which have resulted in costs
that are not significantly more than market pricing, as shown in the
proposals submitted. Given the need to replace several of the buses in
the near future, we believe that the timing is right to negotiate a
contract with a vendor that has local operations in place. A five year
contract for up to ten buses, operated out of a local facility, would
provide a better understanding of contracted services and a real-time
analysis of pricing, while lightening the maintenance load at the
District garage.

Final Report
TAS Section 8·4
APPENDIX
A PRINCIPAL SURVEYS
B FINANCIAL REPORTS
C SAMPLE MONTHLY REPORT
D ABC'S OF DRIVER RECRUITMENT
E SAMPLE NON-PERFORMANCE LANGUAGE
The complete Appendix is on file in the District Business Offu:e.

Final Report
TAS
APPENDIX A
BUILDING PRINCIPAL
FAX SURVEY
The Northwestern Lehigh School District is in the process of evaluating the

services provided by the Transportation Department. TranspoI1ation Advisory
Services (TAS) was engaged to assist in this endeavor. ;\s a Building Principal,
your response to this survey is a valuable source of int;:lI"I11ation, so we ask that you
take a few minutes to answer the questions below and fax back your response.
I. Regarslffig the morning delivery of students to your building:

',0 Always on time
o Usually on time
o Regularly late
:2, Rega r 4ng the afternoon pick-Up of students at your building:

2lA;~ays on time
o Usually on time
o Regularly late
3, Regarfofng mid-day transportation (shuttles, tield trips, etc,):
.~ Always on time
o Usually on time
oRegularly late
4, Regar~~the Department's handling of student discipline:

'~~i:ays reliable information and communication
o Usually reliable information and communication
5. Reg~rdiJ general lines of communication with the DepaJ1ment:
olways ~l\'ailable and great to \Nork with
Usually available and good to work \\ith
o
Hard to reach, but good to work \\ith
o
Hard to reach and hard to work with
Page lor 2
6. AreEou rovided with bus lists and student lists prior to the first day of school,
and upd d versions during the year?
Always
o Usually
o We get them, but they are late/inaccurate (please circle one or both)
7. Which of e following best describes the overall attitudes of the transportation

employe with whom you have contact?
Positive
o Ambivalent
o Negative
o Other _ _ _ _ _ _ __
8. In g~eneral how would you rate the transportation services that you have
experienc in the last 18 months:
Great
o Good
o Average
o Poor
9. Feel free to add any comments _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __
10. Your name _ _ _ Phone Number

Bldg.
PLEASE FAX YOUR RESPONSE BY t 1/5/10 TO 1-866-348-2899, or email to

candrews@transportationconsu/tants.com
Thank You!
Page 20f2
TAS
BUILDING PRINCIPAL
FAX SURVEY
The Northwestem Lehigh School District is in the process of evaluating the

services provided by the Transportation Department. Transportation Advisory
Services (TAS) was engaged to assist in this endeavor. As a Building Principal,
your response to this survey is a valuable source of information, so we ask that you
I. Reganj.iol1g the moming delivery of students to your building:

a;:(Always on time "
o Usually on time ~~
o Regularly late 196~ O't w:1J~
2. Regarqj.ng the afternoon pick-up of students at your building: ~

a'Always on time ~
o Usually on time
o Regularly late
3. Regarcjrng mid-day transportation (shuttles, field trips, etc.): /
lliAlways on time
CJ Usually on time
~{o~
CJ Regularly late
4. Regarding the De~artm.ent's h~d1ing of student

Cl"AlwayS'rehable mformatIOn and commulllcatlon
.diS~iPline:~ ~ ~
!ltUsually reliable information and communication ~~
Cl Too much misinformation and poor communication ~~
Cl }clways available and great to work with
utUsually available and good to work with
o i-:/arJ to reach, but good to work with
Page 10[2
6. Are you provided with bus lists and student lists prior to the first day of school,
and updated versions during the year?
~~::~ -t:Jwr. ~ 'bIu ~-tIuu.

o We get them, but ~¥,-are ate maccurate (please circle one Of both) 0
ONo-wedon'tgetthem ~ W.~ .M
7. Which of the following best describes the overall am udes of the transportation
employees with whom you have contact?
o !;XIsitive
(Ij(Ambivalent
o Negative
o Other _ _ _ _ _ _~
o Great
o Yood
Ilt'Average
t1.aS-t " m01l :J-h£,v=- ~
o Poor
9. Feel free to add any comments _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __
Phone Number
(1r;~;;of students at this
PLEASE FAX YOUR RESPONSE BY 11/5/10 TO 1-866-348-2899, or email to
candrews@transportationcQnsultants.com
Thank You!
Page 2 of2
BUILDING PRINCIPAL
FAX SURVEY
The Northwestern Lehigh School District is in the process of evaluating the

services provided by the Transportation Department. Transportation Advisory
Services eTAS) was engaged to assist in this endeavor. As a Building Principal,
1. Regarding the morning delivery of students to your building:

o Always on time
)2:(Usuallyon time
o Regularly late
o Always on time
~sually on time
o Regularly late
AM Kt,,~ ptcl- v D
3. Regarding mid-day transportation (shtlHtes,ftefd-trips;-ett;.): \
.J8('Always on time
o Usually on time
o Regularly late
o Always reliable information and communication
~sually reliable information and communication
~lways available and great to work with
o Usually available and good to work with
Page lof2
,.
6. Are you provided with bus lists and student lists prior to the first day of school,
and updated versions during the year?
o Always
~Djlsually
~ get them, but they are atelinaccurate ease circle one or both)
7. Which of the following best describes the overall attitudes of the transportation
~ositive
o Ambivalent
o Negative
o Other ----------------
o Great
)EJ:Good -to \f~ ~t'\-iJ &
o Average
o Poor
10. Your name Phone Number

Bldg. Name of students at this build
PLEASE FAX YOUR RESPONSE BY 1115/10 TO 1-866-348-2899, or email to

c and rews(iiltT<lI1'W.2,rta tioncons uItzt nts .COl}]
Thank You!
Page 20f2
BUILDING PRINCIPAL
FAX SURVEY
The Northwcstern Lehigh School District is in the process of evaluating the

services provided by the Transportation Departmcnt. Transportation Advisory
Services (TAS) was engaged to assist in this endeavor. As a Building Principal,
I. Regarding the morning delivery of students to your building:

o Always on time
fI< Usually on time
o Regularly late

o Always on time
fI< Usually on time
o Regularly late
3. Regarding mid-day transportation (shuttles, tield trips, etc.):

o Always on time
fI< Usually on time
o Regularly late

o Always reliable information and communication
fI< Usually reliable information and communication
5. Regarding general lines of communication with the Depat·tmcnt:

o Always available and great to work with
fI< Usually available and good to work with
o Hard to rcach and hard to work with
Page )01' ~
6. Are you provided \vith bus lists and studcnt lists prior to the lir'st day oj" school,
and updated versions during the year')
o Always
o Usually
if< We get them, but they arc late inaccurat (please circle one or both)
7. Which of the following best describes the overall attitudes of the transportation
if< Positive
o Al11bivaient
o Negative
o Other
o Great
if< Good
o Average
o Poor
9. Feel liTe to add any comments: Sometimes busses need to be substituted and
arrive later than expected and we would appreciate as much advanced notice as
possible so we can inforl11 the students. If the bus is going to be more than I or 2
minutes late, we can hold the children on that bus and let the rest of the students
go. One of the frustrating pieces has been when there is a bus change and the
school is notified and the driver is disagreeing that the child should be on the bus.
This upsets the students and holds up all of the busses.
10. Your name _ _ _ _ Phone Number

Name - _ .•._ . _ - - - - - - Grades of
PLLASL FAX YOUR RESPONSE BY 11/5/10 TO 1-866-348-2899, or el11ailto

~_;\J15)1: ~~_ ~ ~~.!l': I?D,n'_!li-'-l!Jr~ !E~igLt~~!-'-( ~ .c~1J l}
Thank You.'
Page .'2 or:::

;' ~',
,1,'(",
, .. 1,.1\ L'.i
?
Expendi ture Format· Flex Report 643
/ Budget/Actual Expenditure Summary

faflxexp
From 07/01/2009 To 06/30/2010
<0
X
o Original Current Outstanding Expended/
zUJ Cross Ref Descript~on Budget Budget Encumbrances Received Balance 1, Used
Cl.
Cl.
. '.,li •
« a
*** OBJECT 111 - ADMIN-REG SALARY TOTALS: 67,7fi900 67,76900 00 67,61924 149 76
-:,-': .,;,.. .:"
*** OBJECT 151 - OFFICE REG SALARIES TOTALS, 37,548.00 37,548.00 0.00 37,302.58 245,42
-.j-;-' ,': r- , D, ' :' ,; ':
*** OBJECT 153 . OFFICE OVERTIME TOTALS, 0_00 0.00 a 00 4,849,13 -4,849.13
"- .. . ,'t_ ~ r':i,~-~r:' " I~- 'r,
*** OBJECT 161 - TRADE REGULAR SALARIES TOTALS, 97,938.00 97,938 _00 0.00 75,420.36 22,517.64
"
': ';"/" "'r " :)-- "',; t. I' 1.-_.',
*** OBJECT 162 - TRADE SUBSTITUTES TOTALS: 10,140,00 10,140.00 a 00 11,904.75 -1,764.75
-;\ - "" c ':~ ~ ,; ,,-,':"; , .. ,
*** OBJECT 163 - TRADE OVERTIME TOTALS: 6,444.00 6,4404.00 0.00 930.35 5,513.65
, ;, c -:-,1, , ,I ,J'_I' : :.~" I ~. '-- .t-·,
*** OB .JECT 171 - OPERATIVE REG SALARIES TOTALS: 725,501.00 725,501.00 0.00 672,140.68 53,360,32
'-I, ,_;;-./\--:- : ',n "(", ;:--, . :0, . . ~'r '-1',", ,; ~' ,i' f;;J "
*** OBJECT 172 - OPERATIVE SUBSTITUTES TOTALS: 40,158.00 40,158.00 0.00 48,383,82 -8,225_82
1]~Cdn~:.;:'~:~;·(~~: ,L-P ()'J~:<':!,-".~: . ,: ~ -j
*** OBJECT 173 - OVERTIME TOTALS: 0.00 0.00 0.00 10,147.73 ~10,147.73
,'A: ,1/:'-:: ./:,t,':'l)'JE:.? -:.:..'; 'Q e.• ,_: .-"<'<.
*** OBJECT 174 - DIST PAID/MISC/LAYOVER TOTALS: 0,00 a 00 0.00 9,289.52 -9,289.52
'''_1', . ',;;.." ,:/,:-
*** OBJECT 175 - PRIVATE PAID TOTALS: 38,640.00 38,640,00 0.00 0,00 38,640,00
~.ro.;p : ':,~ (, ',:'
11/03/2010 02,18,27 PM NORTHWESTERN LEHIGH SCHOOL DIS Page 110

Expendi ture Forma t - Flex Report 643
Budget/Actual Expenditure Summary
faflxexp
From 07/01/2009 To 06/30/2010
Original Current Outstanding Expended/

Account Cross Ref Description Budget Budget Encumbrances Received Balance % Used
*** OBJECT 176 - EMPLOYEE INS OPT OUT TOTALS: 900,00 900.00 0.00 0.00 900.00
i C- n 00-178 -0 00 -00- 000·- CO:- ODD --0000 L:' ~'! l' 1 -; Ei:'():-'~)(":C;c ';U: SPORT TR IPS ',;.00 O.CD 0.00 7, Rfj6. 0;' -1 ;, f-i f I'; D.CO
*** SUB-BREAK TOTAL: 00-0000-100-000-00-000-000-000-0000 1,025,038.00 1,025,038.00 0.00 955,854.18 69,183.B2
*** OBJECT 178 - SPORT TRIPS TOTALS: 0.00 0.00 0.00 17,866.02 -17,866.02
~ () <.'7 00 -7. L l- 0 00- {}() - 000- CO> GCD- 0000 :, ":--.' ~::;;:' " F!W)O'·2CJ'Y}I~ \'~ MSD _~CA L INS. ?3'1,4H·.OO 2J7,416.GD D .0':-\ 229,;,:-' .(,'~ 'I , ~i6 '" . 3 ~ 96.68
*** OBJECT 211 - MEDICAL INS. TOTALS: 237,416.00 237,416.00 0.00 229,551.65 7,864.35
~ 0- <~ 700 - 2 1 ~~ - oOU - 00 <JOU-- CO 2 --000 ,·0000 - (\ ~ )()i,; I ::!;'100f;;';o(l($1;);:' ;IF.tJTAL INS. 7, elD. 00 7,698.08 c;.oo 7, 6}'). (j' 6;' .:'!f' ')9. t 9
*** OBJECT 212 - DENTAL INS. TOTALS: 7,698.00 7,698.00 0.00 7,635.92 62.08
10-2700-211-000-00-000-(107-000-0000 'iJcr-,c:,;>y)())(;~ Lr),'E l1'~S. l,nll.OO :,61 1 . GO 0.00 l, ,; 97.7[: 3. l!) Q2.96
*** OBJECT 213 - LIFE INS. TOTALS: 1,611.00 1,611.00 0.00 1,497.70 113.30
')- n on -.-: L·1- GOO-OO -0 CD -Uli:Z -UUU-fjOCO c"\(,:-:,u,iiO'.l$();·), DISA!:1 LIT':' INS. 1,3l0.00 1, 110.0C .}.OO 28B.OR ;;/ ~ . 'l,~ ;:: I. 90
*** OBJECT 214 - DISABILITY INS. TOTALS: 1,310.00 1,310.00 0.00 288.08 1,021.92
iO -'"JOII-2IS OOO-I)() goo C02-0(JO 0000 (,-~ J '/.;(; .'C:(; J0;)(;':: !:,Y:';, CARI:~ INSU?:J.NC:'~ 1,190.0C l, -;, 90. :~('; Q.OC :,Ij 4. !](; til (:,. ,'U 4':1 .FI
*** OBJECT 215 - EYE CARE INSURANCE TOTALS: 1,190.00 1,190.00 0.00 544.00 646.00
ifl-.'700-716-0CO-CO-OOO-iJC2-000-nnoo 'If<)'-{)r;i),-''CH\'' [)PE~-;rR;?TTON INS 49,()E6.00 49,086.00 :J. co 50, ; '.ill. ::>' 'i,8i' :j,--- • 2~)
*** OBJECT 216 - PRESCRIPTION INS TOTALS: 49,086.00 49,086.00 0.00 50,169.21 -1,083.21
! i; <:7 '.i~: <~ -:'0 -c CO ,- Or) - C(1C' (lO._: - iJ ~1()-\) 000 ,30(":- t..,;, :::l~~CU:ZITY 7f:i, '")46.CO 78, -14ii.OG (;. u;) ::, 7:'d.[:~_ ',f; '. -4<'-
*** OBJECT 220 - SOCIAL SECURITY TOTALS: 78,346.00 78,346.00 0.00 72,753.06 5,592.94
'-h)-{:[)(J-Cl:) <):;~;-'C::2 ,'::O<:OO(J .'.:'" :<r;:T~ ?SY:2W-;- 71 ,;.1 .l1U 73,C~'1.QC "~ 71}. "'3 'i-": . "!. s;:
*** OBJECT 230 - RETIREMENT TOTALS: 73,021.00 73, 021. 00 0.00 42,732.78 30,288.22
~ '1" ':;.:(l-;-'"' i-\iOC;;: -.: DN P,r II\~?j:J:<'S~: n:J .", . ':::
i r,. ,-:;,:':- '13,:, '.) il, . () i'
" ~; .I -~·1
*** OBJECT 240 - TUITION REIMBURSE TOTALS: 934.00 934.00 0.00 0.00 934.00
'; -.- , ') - ~; .; l; '1, G0nO ;,;!'- C'.:~ CD~?:::Nsr~TIC:N ·i,'in./)c }, oi-n.8:' (", -, c,
1l/03/20nr 02: 18: 27 PM NORTHWESTERN LEHIGH SCHOOL DIS'-' Page 111

-- Expendi ture Format -
Flex Report 643
faflxexp
From 07/01/2009 To 06/30/2010
Original Current outstanding Expended!

Account Cross Ref Descr.iption Budget Budget Encumbrances Received Balance % Used
*** OBJECT 250 - UNEMP. COMPENSATION TOTALS; 3,433.00 3,433.00 0.00 1,966.99 1,466.01
lC-27CO-2EC-OCO-OO-OCO-C02-000-0000 . . 1':' .":)C;:-C<1CCC'O:' WORK. COMPENSATION 7,372.00 7,372.00 0.00 8, no. 7e -l,398.7e: 1.18.97
*** SUB-BREAK TOTAL; 00-0000-200-000-00-000-000-000-0000 461,417.00 461,417.00 0.00 415,910.09 45,506.91
*** OBJECT 260 - WORK. COMPENSATION TOTALS; 7,372.00 7,372.00 0.00 8,770.70 -1,398.70
l 0- 27 0 0 - 3 30 - OOQ- 0 0- 0 00-0 60- 0(")0 - oeoo '- 0: ':JC<10~'OO~;OOOCI8EO OTHER PROf. SERVICES 6,491. 00 6,991.00 CLOC 7,674.33 "683.33 109.77
*** OBJECT 330 - OTHER PROF. SERVICES TOTALS; 6,491.00 6,991.00 0.00 7,674.33 -683.33
10- 2 7 0 0- 3 4 0-000 -00 -00 0-0 60-000-0 000 10: 7003 ~ :JOGJOCOOO·J60 TECHNICAL SERVI C£S 1,489.00 1,489.00 0.00 730.00 759.00 49.02
*** SUB-BREAK TOTAL: 00-0000-300-000-00-000-000-000-0000 7,980.00 8,480.00 0.00 8,404.33 75.67
*** OBJECT 340 - TECHNICAL SERVICES TOTALS; 1,489.00 1,489.00 0.00 730.00 759.00
10- 27 00 - 41 'j -0 00- 00- 0 00 - 0 60 -- DO;) - 0000 '- ,;:' ''"'OJ 1 ~,OO'.)OOGJ0060 LAUNDRY /LINEN / DRY CLEAN 1,771.00 1,771.00 0.00 2,037.69 -266.69 115.05
*** OBJECT 415 - LAUNDRY/LINEN/DRY CLEAN TOTALS; 1,771.00 1,771.00 0.00 2,037.69 -266.69
10 -2 7 00- 4 30 -00 0- 0 0 -0 00-0 60-0 0 0-0 000 1027004 30JOOOO()'J0060 REPAIR/MA TNT. SER. 43,569.00 62,844.00 0.00 60,940.35 1, 903.65 96.97
*** OBJECT 430 - REPAIR/MAINT. SER. TOTALS; 43,569.00 62,844.00 0.00 60,940.35 1,903.65
10- 2 70 0- 4 4 1. - 00 0-00 -00 0-0 60 -00 0-0000 102 7C<'4 4100000000060 RENTALS 0.00 0.00 0.00 2,100.00 -2,100.00 0.00
*** OBJECT 441 - RENTALS TOTALS; 0.00 0.00 0.00 2,100.00 -2,100.00
10 - 2 7 0 (}- 4 4 2 ·-00 9-00 -00 0-00 0-00 0·-00 QO ",!J2 7 :J04 4 ::-:'CG9000000CO RENT;:'.L/EQUI P /VE:-:':ICLES 250.00 250.00 0.00 1.35.22 114..78 54.08
*** OBJECT 442 - RENTAL/EQUIP/VEHICLES TOTALS: 250.00 250.00 0.00 135.22 114.78
lO-2700-444-00Q-OO-OOO-060-0QO-OOOO iG::>7'.\:::'~440Q000000060 RENTAL OF VEHICLES 500.00 500.00 0.00 150.00 350.00 30.00
*** SUB-BREAK TOTAL: 00-0000-400-000-00-000-000-000-0000 46,090.00 65,365.00 0.00 65,363.26 1. 74
*** OBJECT 444 - RENTAL OF VEHICLES TOTALS; 500.00 500.00 0.00 150.00 350.00
10 -2 7 GO - 513-0 00- 00 -0 00-0 60 - 0 CO - 0000 102 700'j 13;JOD00000060 CONTRfI.CTED CARR I ~RS 0.00 0.00 0.00 1,033.75 -1,033."75 0.00
*** OBJECT 513 - CONTRACTED CARRIERS TOTALS; 0.00 0.00 0.00 1,033.75 -1,033.75
10- 27 0 0- 5 16- 000-00 -00 0-0 60-000-0 OCO l 02 :D:)5;' £00000000060 IU TRANS?ORTATION 95,829.00 95,829.00 0.00 37,875.48 57,953.52 39.52
11/03/2~10 02;18;27 PM NORTHWESTERN LEHIGH SCHOOL DIS~ Page 112

Expendi ture Format - Flex Report 643
faflxexp
From 07/01/2009 To 06/30/2010
Original CUrrent Outstanding Expended/

*** OBJECT 516 - IU TRANSPORTATION TOTALS: 95,829.00 95,829.00 0.00 37,875.48 57,953.52
,,-:~ -) UC>~):' ~>- ':)OD- 0 0·· 0 00- 0 f;O"(}OO-' OOO~) J'.' ';: 'dCi);::";:;":;;"(I! AU~.·O 1..1ABTl,l'TY It-;'S. 49,6SS.00 49,6','J:).0G Q. DO tj fl, \;',8. GO ~,~,('P. C, 4t.gR
*** OBJECT 522 - AUTO LIABILITY INS. TOTALS: 49,655.00 49,655.00 0.00 48,158.00 1,497,00
!(:-!70(]-,~O-()OO-OO-OOO-060-COO-OOOO - ,';::;\; i':J::~'()f,,) PRINTING/BINDING iCC.OO lDe.OI) 0.00 1i:}.OO SS.C~J 'h.uO
*** OBJECT 550 - PRINTING/BINDING TOTALS: 100.00 100.00 0.00 45.00 55.00
'ii- '7(;:'i-",QO-OCD··OO-OOO-060-000-000C ,H,',j,-;',.:,:"i" "':)I;i) TRAVF:L/JN DrST 1., i ou. no t, 100.00 D.OD L, ; '::8. L:,) ;; ')h . '., / ; 96 . .'~/
*** SUB-BREAK TOTAL; 00-0000-500-000-00-000-000-000-0000 146,684.00 146,684.00 0.00 89,270.75 57,413.25
*** OBJECT 580 - TRAVEL/IN DIST TOTALS: 1,100.00 1,100.00 0.00 2,158.52 -1,058.52
'n-7'1!)O-~17-00l)-(ln-onO-060-000-0000 ,"'" ,i(J TECHNOLOGY 0.00 0.00 D.DO ? j 3. 8 'j 13 iJ-'1 o.on
*** OBJECT 617 - TECHNOLOGY TOTALS: 0.00 0.00 0.00 213.84 -213.84
"? (:c - (, 18 - uOO - 00 - 000"" 04 l - ClOO·,·~"JO()Cl ., Am-1n; SO;:"TWARE!~J\.;: NTf:NA D.no <;,0(:0.00 0.00 .:;, <l ~ b . fie ·-"llb.(iB : i 0.41
" -; C:',',. - U'i-; -C.'\'; Q ··OD-'J no -0 6(l-'J 00 - 00 20' . ,",'.' ; "n " ::"0.-.'1'" r;~' AD"1IN SOFTWA R£/lJ',;" t N1'2NA ("S'lD.no J.,810.00 'J • ~,o i Cl;'\ • ri',! ~, i.l G . C'.t ~ 3r] .86
*** OBJECT 618 - ADMIN SOFTWARE/MAINTENA TOTALS: 2,830.00 6,830.00 0.00 5,516.68 1,313.32
1·~7Uf)-!li0-J~O-OO-OOO-OGO-O()O-JOO:1 . 'i't C;ENERlI.L SLJ?P~"IES/l'1AT' LS un,llS.no 72,-30.00 o.no 10: :jl 7;' , ~) 11 . i) . ,11
~~(- ;1'1-~~u·OU-C61-n60-000-CC88 ,~ ; GENERAL SUPP~lE'S/~AT' (,;; O,()O u.ce 8.00 :>l, ?'i'l. ;- -28, -3~ICj. :)CJ c.co
-72: -E!~-nCn-00-0b2-JGO-80IJ-COon 'f: "f,:' C;ENERAL SU?PL~::':;/MJl,T'! s n.GO Cl.DO D.UO "~ -i, 122, f;: c.oo
jQ-JOU-OO-06J-06C-O() -oe08 i '~'('f <Ct-~ GENEF1)',-L S1.H'1':" [~:sn~.r,T' 1 .S O.(lO 0.00 ~) . OJ ;>1 1 , :': 'j 1 . (1.00
-~: ",!)J-00-064-060-000-008:' GEt-lERi\I, SUP~-',-i ~ '-;/;'·1.11'1' s uo U.JCJ c, "n
u. ',hI '" .; 'J j' • ,~ i .,:.,{.. n.DO
!::i (,lC, :' (: C) - ()~) - ~,; f-'.'-; - [) o(] -COG - C OCr: "c., (" GENt:r.AL SU2PL :',:;/:-'!J\T' ~.:; ;),0[; ';. no ,;. (;0 "j')
, " ~J'~ . "C n.08
L~'j - ,;;~:-JU-06(:'-{)6()-GOU-()C:~ u GENEP,])'L SUF'?L.r~,~, /"11\'[" I ~)O CJU :-;. GG 3f; : .';,-){; . .::1- (J.OO
.:!~ '~U;; ··lG-067-C6a-~OO-C~~8;· , G~NE8AL SU?PL!~:;!~Ar'l D.DO n.GS I') 1! ;)0
-.Jr' )-~~B-O(0-0~';-COD' :,;F:Nr:S.AL :;J?",~_L:. /:_1!\~-';c C. :lr' .'..10 1--; () C; .1lC
*** OBJECT 619 - GENERAL SUPPLIES/MAT'LS TOTALS: 103,115.00 72,343.00 0.00 77,224.19 -4,881.19
'~') )(;(;-;:0:>:-- ,)",'. Gl\SOL T~E [::,:):"]\;. :;: , ~;: - ~;, 'j ~ ; 'h. f-;:'
*** OBJECT 626 - GASOLINE TOTALS: 12,000.00 12,000.00 0.00 17,505.80 -5,505.80
;)';:; .. " ,~;~:;~: L :::)!:: L ',;. .r, t·;' . ()
* * *. OBJECT 627 - DIESEL FUEL TOTALS: 250,000.00 250,000_00 o 00 156,983 96 93,016.04
11/03/20iu 02: 18: 27 PM NORTHWESTERN LEHIGH SCHOOL DIS Page 113

-- Expendi ture Format -
Flex Report 643
faflxexp
From 07/01/2009 To 06/30/2010
Original Current Outstanding Expended/

c -;:: 7 C D- 649 - ceo - 80 ,. ~) 2:>0 E8 -0 CC'-.;J 000 10] 'COH ,=<, ::;::(' l~m" -CONSlJMBLES /TEXTS ~2S.0C 125.00 O.OG 0.08 ~25.JJ v . vv
*** SUB-BREAK TOTAL: 00-0000-600-000-00-000-000-000-0000 368,070.00 341,298.00 0.00 257,444.47 83,853.53
*** OBJECT 649 - NON-CONSUMBLES/TEXTS TOTALS: 125.00 125.00 0.00 0.00 125.00
10 - 2 7 00 - 7 5 1 - OQ 0- 0 0 - 00 C-8 60 -00 G-O 0 00 : 0::' 700 7 'i ~ ('0,_,;'(' ,;::"1~d' OTRS OR:!:G/NON-CAPI TAL 0.00 C.OO O.CO 1,692.00 1-,692.00 0.00
*** OBJECT 751 - OTHR ORIG/NON-CAPITAL TOTALS: 0.00 0.00 0.00 1,692.00 -1,692.00
l c- 27 00 - 7 61- 000 - 00 -coo ·-0 60-000-0000 10270'07 E1 OOOOOOCC':.'i/~ OTP.R REPLC/NON-CAPI TAL 3,800.00 3,800.00 o.oe 3,079.03 720.97 81. C::'
* ** OBJECT 761 - OTHR REPLC/NON-CAPITAL TOTALS: 3,800.00 3,800.00 0.00 3,079.03 720.97
l 0- 27 00 - 762 - 000 -00-000 -0 60 -000 -0000 10:7007 620000000006C OTHR REPLC/CAPITAL 0.00 10,927.00 0.00 9,955.00 972.00 91.10
*** SUB-BREAK TOTAL: 00-0000-700-000-00-000-000-000-0000 3,800.00 14,727.00 0.00 14,726.03 0.97
*** OBJECT 762 - OTHR REPLC/CAPITAL TOTALS: 0.00 10,927.00 0.00 9,955.00 972.00
l 0- 27 00- 81 0- a 00 - 00- 0 00 -0 60-0 00-0000 1027008100QDQOCOJC60 DUES & F-EES 0.00 70.00 0.00 70.00 0.00 100.00
*** SUB-BREAK TOTAL: 00-0000-800-000-00-000-000-000-0000 0.00 70.00 0.00 70.00 0.00
*** OBJECT 810 - DUES &FEES TOTALS: 0.00 70.00 0.00 '1<}-.' O.OD
*** FUNCTION 2700 - STUDENT TRANSPORTATION TOTALS: 2,059,079.00 2,063,079.00 0.0 1,807,043.1]/ 256,035.89
11/03/2010 02:18:27 PM NORTHWESTERN LEHIGH SCHOOL DIS Page 114

APPENDIX C
NORTHWESTERN LEHIGH SCHOOL DISTRICT

TRANSPORTATION DEPARTMENT
Monthly Report To Administration

For • 20
(Calendar Month)
1. # Full Operating Days - Year-To-Date _ _ _ _ _ days
2. # Full Operating Days Remaining in Year _ _ _ _ _ days
3. Home-To-School Mileage: Monthly Year-lo-Date
A Regular Runs
B. Special Education Runs
C. Occupational Ed. Runs
D. Late Runs
E. Other (describe) _ _ _ _ __
F. Total Home-to-School
4. Special Runs Mileage:
A Sports Trips
B. Field Trips
C. Other (describe) _ _ _ _ __
D. Total Special Runs
5. Special Runs Labor:
A Sports Trips
B. Field Trips
C. Other (describe) _ _ _ _ __
D. Total Special Runs
6. District Fuel Usage:

A Gasoline _ _ _ _ _ gals _ _ _ _ _ gals
B. Diesel _ _ _ _ _ gals _ _ _ _ _ gals
C. Other _ _ _ _ _ gals _ _ _ _ _ gals
7. Accident Information:
Describe any accidents and attach copy of reports filed. Explain impact upon operations.
8. Safety and Training Activity:
9. Operating Changes This Month:

(new employees, route changes, new procedures, etc.)
10. Projected changes and their effects on the program:
DATE ______________ BY ______~--~~------

Coordinator
APPENDIX 0
The ABC's of Driver Recruitment and Retention
A. Advertise - recruitment is on-going, so your advertising should be as

well. Think about a specific segment of your labor pool, and try to reach
them. For example, target retirees in retirement communities, college
students in campus newspapers, the unemployed/under employed in local
Pennysavers, etc.
B. Benefits - many forms of benefits will be highlighted in this list, but here
we'll discuss a Birthday gift. Approach an upscale restaurant that drivers
typically don't frequent. Suggest to the owners that you will be glad to
distribute gift certificates to your employees (provided free to you and
valued up to $20), that can be applied to one meal for the recipients, valid
only on their birthday. This is not to be a buy one - get one free coupon.
Point out that few people want to eat alone on their birthday, so it is likely
that they will bring a paying guest. The restaurant gets customers they
wouldn't normally attract, you get an employee benefit that costs you
nothing, and your employees are impressed that you remembered them
on their birthday with a gift.
C. Communication - always be on the lookout for ways to communicate the
message that your district is a great place to work. This can be done on
your web site, in newspapers, in a company newsletter, on bulletin boards,
local radio, etc.
D. Develop - the habit of knowing your employees first names, and then
knowing something positive about them ... their kids, their heritage, their
hobbies, etc. Then talk briefly with them on occasion, letting them know
you take an interest in their interests.
E. Education - not to be confused with training, offer educational subsidies
to employees that take courses that will positively affect your program.
For example, let drivers know that a local school is offering courses on
customer service, and offer to refund Y:z the tuition upon completion. It can
be limited to a certain number of employees/courses per year, so as not to
become too expensive.
F. Flexibility - drivers are used to being flexible to meet the demands of the
district, but endeavor to give them as much scheduling notice as you can
- at least 48 hours whenever possible.
G. Gossip - some people love to gossip, and drivers often have lots of free
time to join in. It can be harmful if district gossip gets out of hand, so
encourage them to be part of the solution to concerns they hear about, as
opposed to becoming part of the problem.
H. Health Insurance - one of the most expensive, and desired, benefits. Try
to offer some shanng of costs to make it an attractive benefit. For
example, if you pay 90% of the employee premium and 50% of the family
r
\\ ww. ranspon<ltiollc'onsultan[s.l.:orn
premium for full time employees, offer prorated premium contributions to
part-time employees. If a full time employee works 40 hours/week, then
offer a driver who works 20 hours a week 50% of the premiums provided
to full time employees. This could be subject to negotiated benefits.
/. Internet advertising - this is one of the most efficient ways to reach both
prospective and current employees. Post your website address
everywhere, making sure it's on your business cards, letterhead, vehicles,
uniforms, school newsletters, etc.
J. Join - become active in as many civic and social organizations as you
and your management team can handle, and let them know of your need
for drivers. Personal referrals are still a strong source of employees.
K. K.LS.S. - Keep It Straight and Simple. Don't make it difficult for potential
drivers to contact you. An easy to remember phone number, an attention-
grabbing website and/or email address, and a quick response to all
inquiries will boost your return on recruitment efforts.
L. Look-out - always be on the look-out for potential drivers. Articles about
layoffs at local businesses, graduations at local community colleges, news
about a new wave of immigrants, can all be potential employment
resources.
M. Military - recent military retirees make great drivers, as they are often
looking for supplement income without the need for benefits. Try
wwwmii"ltarv.com to reach this resource.
N. Newsmakers - be alert for any occasion to put your transportation
department in the news. It can be a promotion, an award, a donation, a
new service, and any other news item unique to your business.
O. Opportunity - look for ways to package the driving position as an
opportunity ... an opportunity to work a flexible shift ... an opportunity to
help others ... an opportunity to travel to sporting events ... an opportunity
to meet interesting people, etc.
P. Pride - show your pride in your school and the student transportation
industry. Display your name and logo everywhere you can. Publicize any
donations and/or volunteer efforts of your department.
Q. Qualify - although driver shortages can be frustrating, try to avoid hiring
"warm bodies" to fill driver positions. Qualify applicants to ensure a good
fit within your organization.
R. Referral Fees - encourage your current employees to refer other job
applicants, and reward them - $50 when they start, and another $50 after
180 days.
S. Signing Bonus - just like pro sports (only much smaller amounts). New
drivers could receive $100 when they complete their training, another
$100 after 90 days, and a final $100 after 180 days. Experienced,
licensed drivers could receive $200 when they start, another $100 after 90
days, and a final $100 after 180 days. In both cases, they could be
eligible for another $200 bonus at the end of their first year.
1) Chris Andrews/T AS 2008 www.TransportationConsultants.com

T. Training - aside from mandated training, drivers appreciate receiving
additional training that improves their skills, such as dealing with special
needs students, irate parents, special equipment, etc.
U. Uniforms - not only does this give your district a professional image, it
improves the morale of employees, especially if it is presented as a
benefit. The expense can be shared with employees, and casual
clothing/items can be offered at cost for personal use (golf shirts,
umbrellas, caps, water bottles, etc.).
V. Volunteer - support your employees by paying them for some of their
volunteer time. For example, encourage their participation in community
events - Junior Achievement, Red Cross, etc. - by paying them for a
limited number of hours. One scenario might be that 10% of your
workforce could be compensated for 50% of the time they contribute, up to
20 hours/year per employee.
W. Workplace - keep the workplace clean, safe and professional looking. It
doesn't need to be like home, or they will start hanging around before and
after hours. But it should be a place that the employees take pride in and
respect. Make sure that they have all the tools and equipment necessary
to perform their jobs.
X. eXposure - your vehicles are rolling billboards for your district and your
staff. Make sure that they always leave the yard in clean and good
operating condition.
Y. Youthful - regardless of the age of the district, and the age of your
workforce, try to portray a youthful image. Our society values the fun and
energy of the young, so capitalize on that by putting forth the image of a
department that matches those values.
Z. Zagat - restaurants everywhere aspire to make the "Zag at Best" list.
Making your department an industry "best" will attract and keep the best
drivers.
o Chris Alldrews/T AS 2008 www.TransportationConsultants.co!11

APPENDIX E
SAMPLE NON-PERFORMANCE DAMAGES
The District has included non-performance damages in the event that

financial remedies are needed to ensure a high-quality transportation
service. It is not the District's intention, nor desire, to utilize this option
unless it is deemed necessary. Prior to the implementation of any penalty,
the District will attempt to meet with the Contractor to determine if there
are any mitigating circumstances that have caused the service issue that
might lead to the issuance of a penalty.
In view of the difficulty the District will suffer by reason of defaults on the
part of the Contractor, the following sums are hereby agreed upon and
shall be deemed damages for breach of this Contract:
A. If at any time the Contractor fails to provide the approved number of

vehicles or personnel (supervisors, drivers, aides, mechanics) as
required by the Contract, the Board of Education shall deduct from it's
monthly payment $200.00 per day perlbus or per personlday for each
occurrence said personnel is not supplied; plus there will be no
payment for the services that were not provided.
B. If the Contractor does not supply the necessary spare vehicles to

operate the home-to-school program within the 20-minute reporting
requirement, the District shall deduct from the monthly payment the
pro-rata cost of the vehicle(s) for that day, plus $50.00. In the event
the spare vehicle does not arrive within one (1) hour, the penalty shall
be increased from $50.00 to $1,000.00.
C. This Contract envisions a quality, responsive transportation program

that minimizes the District's involvement in the day-to-day operation of
the program. Should operating problems occur which require the
involvement of the District, the District reserves the right to officially
notify the Contractor of such problems. Should similar operating
problems reoccur within thirty (30) days, the District reserves the right
to deduct $100.00 from the monthly payment for each such
occurrence.
D. If at any time the Contractor uses a driver in the performance of this

Contract who has not been approved by the District and/or does not
meet the requirements of the State of Illinois, the Contractor is liable
for deductions of $300.00 per day from the monthly billing for service
for each driver so employed.
E. A reliable transportation system is important to meet the educational
requirements of the students and the District. To this end, students
must be picked up in the AM in a timely and consistent manner, and
students must be delivered home in the PM in an efficient manner. If a
bus is more than 15 minutes late in the AM, or PM, the District
reserves the right to deduct $100 from the monthly billing. Should
situations beyond the control of the Contractor cause the late pick-up
(weather; traffic), the penalty will not be assessed.
F. Extra-curricular transportation is an important element of the District's

educational program. Therefore, it is expected that the Contractor will
meet the District's needs given that the District duly informs the
Contractor of any trip at least 24 hours ahead of said trip. Failure by
the Contractor to provide the necessary driver(s) will result in non-
payment by the District for the trip, a $250 per missed trip penalty
deduction from any payments due to the Contractor under this
Contract, and a reimbursement to the District for any financial
damages that the District may incur as a result of the missed trip (e.g.,
referee fees, entrance fees, etc.).
G. The District requires that all buses that are utilized in the performance
of this Contract(s) have operating and active two-way radios, or
comparable communication devices (cellular phones). The District
.
(
shall be provided the frequency by the Contractor (or the phone
number), and the District reserves the right to operate a District-
provided scanner. Additionally, the District requires that all out-of-
district buses be equipped with effective communications equipment
(radios or cell phones). A $50 per day per bus penalty may be
assessed for any vehicle that does not comply with this requirement.
Buses are also required to have working cameras and recorders. A
$200 penalty shall be assessed whenever a request for a recording
cannot be provided.
H. Failure to provide read-only access to the routing software shall result

in a $100/day penalty; failure to provide unlimited access to the GPS
system information shall also result in a $100/day penalty.
I. Bidder and/or drivers are prohibited from changing any routes without
prior District approval. If such unauthorized changes are made, the
District reserves the right to withhold payment for any runs that are
modified in an unauthorized fashion. In the event substitute drivers are
utilized, and the routes are not followed due to poor directions or
unauthorized changes, payment for those runs may be withheld.
J. Buses are required to carry proper identification signs, pursuant to
these specifications. This identification is essential for the school staffs
and pupils to identify the buses. Buses displaying no identification at
all or more than one identification, or the wrong identification,
generates confusion, inefficiency, and is sometimes costly in
duplicating transportation. In order to enforce the requirements to
display the prescribed identification, the School District reserves the
right to levy a cost of $50 per day as liquidated damages for each bus
run operating in violation of these requirements.
K. The District requests that the Contractor supply a Monthly Report

(sample in the Appendix) to the Administration by the 5th day of each
month. Failure to provide this report in a timely manner shall result in a
penalty of $100.00 day for every day it is late.
L. The School District shall have the right to terminate the Contract at the
end of the current school year where the Bidder has failed to meet its
obligation under the Contract, as evidenced by non-performance
damages pursuant to these specifications, which equals or exceeds
$5,000 in any Contract Year. It is understood and agreed by the
Bidder that the assessment of penalties set forth in these specifications
shall be in addition to the right of the District to terminate this Contract
for any of the reasons set forth herein, and that in the event of
termination, the above penalties will be applied for the full period of
non-compliance within any applicable notice period. In the case of
termination under this Contract, the School District shall also have the
remedies to which it is entitled pursuant to these Contract documents.
The rights of the School District under this paragraph shall not impede
or limit the rights of the School District pursuant to any applicable
sections of the Contract documents and shall be in addition thereto.
As stated, it is not the District's desire to utilize the penalty provisions

unless it is deemed necessary. To this end, the District shall
accumulate any penalties and delay any assessment to the Contractor
unless and until the accumulated penalties reach or exceed $1,500 in
any school year. Should the assessment level be reached, the District
reserves the right to assess all accumulated penalties. During the term
of any accumulation, the District will provide the Contractor notice of
penalties assessed and provide the Contractor an opportunity to
respond to the District's determination.
These provisions for liquidated damages shall not be regarded as a

waiver by District of any other rights to which it may be entitled in the
event of Contractor's default, but rather, such remedy shall be in
addition to any other remedy lawfully available to District.
It is expressly understood by the Bidder that the Board of Education,
by not exercising its rights, or by waiving any of the provisions of this
Contract, or by exercising the provisions of this Contract in a particular
way, the Board shall not be deemed to have waived any of its rights or
the Contract requirements.

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TAS Report

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S'FUDEN'FtRANSRORtA'FION ...

Northwestern Lehigh Public Scbools

A third-party review of the transportation program was sought by the

We believe it is important to note that, overall, the transportation

STUDY The Northwestern Lehigh School District reports an enrollment of

Northwestern Lehigh Public Schools

Hopefully, this report will provide the Administration with a thorough

Everyone involved was extremely cooperative and provided us with

Northwestern Lehigh Public Schools

1) TAS submitted to the District a detailed request for background

2) The on-site visit was scheduled to conduct interviews with

3) On November 11th_12th, the TAS Project Consultant was in the

• A meeting with the Business Administrator and the Assistant

• A meeting was then held with the Transportation Supervisor,

• We met the Mechanics and Drivers that were available prior to

• We met with the Athletic Director and the Director of Special

• Follow-up meetings were held as necessary to review notes and

4) Numerous additional documents and analyses were provided by

Northwestern Lehigh Public Schools

5) The Building Principals were surveyed for their perspectives

6) This document constitutes our written report to the District. A

7) The following information was utilized as a part of our analysis

o Driver schedules, and route descriptions

TAS uses available information and its experience to estimate the

Northwestern Lehigh Public Schools

As stated in the Introduction section of this report, the comments

FLEET/FACILITY • Auction off unneeded vehicles.

• Stabilize vehicle purchases.

• Hire someone to wash buses.

• The use of "Recruitment ABC's" should be encouraged.

• A monthly report should be completed by the Director.

• Hire someone to maintain work orders and inventory system.

• Offer a stipend for perfect attendance to reduce absenteeism.

• The District should move towards a more equitable allocation of

• The District should contact the IU for a review of out-of-District

MANAGEMENT • The District should consider the implementation of Option 3.3.

Northwestern Lehigh Public Schools

Within this report we have made specific recommendations where

As a means of evaluating the performance of the Department, we

1. Regarding the morning delivery of students to your building:

Northwestern Lehigh Public Schools

To further evaluate the program, we first established the operating

BELL TIMES School Start End # Students

Northwestern Lehigh Public Schools

(1) One of the Drivers also works as a Clerk.

1. Gross School Bus Service, Inc.

2. Brandywine Transportation, Inc.

Northwestern Lehigh Public Schools

5. Krapf School Bus

6. Bieber Transportation Group

Northwestern Lehigh Public Schools

7. STAlKrise Bus Service

Northwestern Lehigh Public Schools

As is evident by this summary, prices and conditions vary greatly. Our

According to the 2009·2010 Expenditure Format· Flex Report from

Transportation Office (1) $100,000

(1) Assumes that the District will continue to employ a FIT

For comparison purposes, we typically impute a cost for vehicle

Northwestern Lehigh Public Schools

Total costs $1,807,043

District Operating Cost per route vehicle (38) = $48,842 (1)

To accurately predict savings, these costs must be compared to the

For example, a 6 hour District run, driven by a full-time driver