RENO, Nev. — A total of just over 1,010 years of student transportation experience sat in the “So, You Want to Become a Transportation Supervisor,” four-and-half-hour session July 11 during STN EXPO West.
Not only transportation experience but education experience as well, consultant Alexandra Robinson said, adding that everyone in the room is an educator. Also, among the presenters were industry veterans Timothy Purvis of Pupil Transportation Information, consultant Pamela McDonald, and Rosalyn Vann-Jackson, executive director of enrollment and student services at Broken Arrow Public Schools in Oklahoma.
Vann-Jackson started the first quarter of the seminar by explaining because the school bus serves as an extension of the classroom, employees have opportunities to positively influence students, colleagues and communities. As individuals advance into supervisory roles, however, their responsibilities and challenges often increase, particularly when managing adults, building trust and navigating organizational change, she said.
A central theme of her portion was “level setting,” or creating a shared understanding of expectations, priorities, values and workplace standards. Effective supervisors should establish common language, clearly communicate what employees can expect from leadership and connect operational decisions to the department’s central purpose: safely transporting students.
Healthy Leadership
Vann-Jackson stressed that successful leaders listen before attempting to solve problems. By learning why employees stay, what motivates them and what challenges they face, leaders can develop more effective recruitment, retention and workplace improvement strategies. She shared how employee feedback helped her district target retirees who enjoyed working with children, contributing to significant staffing improvements.
Trust was described as the foundation of a healthy workplace culture. Supervisors build trust gradually by keeping promises, admitting mistakes, listening, giving employees credit, remaining consistent, and working alongside their teams. Trust can be quickly lost through favoritism, poor communication, broken commitments or unexpected demands.
The presenters also encouraged attendees to build relationships beyond their departments, including with unions, district administrators, school leaders and financial officers. Strong internal and external partnerships help transportation leaders advocate for employees, secure resources and create a culture that continues to succeed even when the supervisor is not present.
Building Culture
McDonald continued, discussing the importance of creating relationships. The retired director of transportation for Orange Unified School District in Southern California, noted that leaders should remain visible and available to employees rather than managing exclusively from an office. Regular briefings, informal conversations and opportunities for staff input can improve communication and reduce burnout. Employees should also be included in decisions that directly affect their work, such as selecting new buses, equipment or technology.
She emphasized that transportation departments benefit from the varied backgrounds, languages and experiences of their employees. Recognizing those strengths can improve service across an entire school district.
Successful transportation leaders must also build relationships with students, parents, teachers, principals, special education staff, district administrators, neighboring districts, contractors and community members. These partnerships can provide critical support during staffing shortages, operational changes and emergencies, McDonald said.
Departments should actively promote their accomplishments through awards, employee recognition, team events, professional development and public outreach. Positive visibility can strengthen employee pride, improve morale and demonstrate transportation’s value when district leaders consider budgets. Above all, employees should understand that their work reflects the department and supports the safe transportation of students.
Kristy Flick, operations supervisor for Poway Unified School District in California, said in 1991 her first child was born and she was looking for work that was part-time, allowing her to choose her schedule. She became a sub driver for Poway for two years before becoming a permanent driver and then continued to move up the ranks – from training, to dispatching to routing for students with special needs.
“Then eventually a supervisory job came open, and I thought, oh, why not? I’ll just go for it and try it, and here I am,” she said, adding that the supervisor class gave her suggestions on how to boost morale.
She noted that after COVID-19, bringing camaraderie back to the department has been a challenge. “So that’s something that I want to take back and hopefully go forward with what I learned from here to help with our morale in Poway,” she said, adding it’s all about listening and being a positive person.
Data-Driven Decisions
Purvis continued, addressing data driven decisions. The retired director of transportation for Poway Unified and founder of PTI said transportation supervisors can use data to make stronger operational and budget decisions. Leaders do not need to be experts in spreadsheets or statistics, but they should understand how measurable information can confirm—or challenge—the assumptions made about their departments.
He distinguished between observations and key performance indicators. Statements such as “that bus is always late” or “drivers struggle with backing” may identify a concern, but they do not provide enough information to guide a decision. A key performance indicator uses a measurable number to show whether performance is improving, declining or remaining consistent.
Transportation departments already generate valuable data through routing systems, maintenance records, safety inspections, accident reports, training programs and employee attendance. However, that information is often kept in separate operational silos. Supervisors should connect data across departments to better understand the causes of delays, vehicle problems, accidents, staffing challenges and inefficient routes.
Useful measures may include on-time performance, preventable accidents, driver absenteeism, fleet availability, cost per mile, student ride times, bus capacity and the number of students transported, Purvis explained. These figures become especially important when district administration request budget reductions without reducing service.
He encouraged supervisors to begin with one operational area, select a meaningful measurement and review it consistently. Data should support practical decisions, not be collected simply for the sake of creating reports.
Ian Moter, assistant transportation director for Converse County School District #2 in Wyoming, noted Purvis’ section was of particular interest to him. Moter lost his full-time job and started driving a school bus because he had a CDL. He drove a bus for one full school year, and when he returned several staff members quit for personal reasons, and his superintendent provided him to step in to help in the interim. Since then, he was hired to be the assistant director, a move he described as stressful.
“Mostly just because of learning the business side of things,” he said. “I find that 90 percent of these issues, doesn’t come from bus driving specifically. It’s more so learning people and process, and I’m a big proponent of people over process.”
He added the district has implemented Tyler Technologies and Geotab, which have been instrumental in their program. “Just optimizing, finding the data that we need to find our inefficiencies with just maintenance as well as routing and safe student pickup,” he said, adding that they’ve been able to reduce routes from seven to four. “… All of our office staff is brand new to the office staff side of things. My dispatcher is a retired bus driver. She worked for our district for 24 years on one single dedicated route, and so none of us had any of the office experience. And Tyler Tech has helped us be able to just move straight through seamlessly.”
He said he resonated with the section on KPIs. “I really took a lot from this last session about KPIs, and rather than trying to find a people source of ongoing issues, trying to see if there’s an overarching problem that could be used across the board to help efficiencies.”
Being a Good Leader
Robinson concluded the seminar with information on how to lead in not only good times but bad. She explored how workplace culture, accountability and self-awareness affect transportation departments. Employees should feel motivated, respected and comfortable communicating with supervisors, said the veteran transportation professional who had stints as director of San Diego Unified in California and as executive director for the New York City Department of Education.
In unhealthy organizations, even a request to meet with a manager can create anxiety, physical stress and fear. Leaders must recognize warning signs such as bullying, passive-aggressive behavior, apathy, poor follow-through and persistent negativity before they spread throughout the department.
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Robinson noted that supervisors cannot continually excuse harmful behavior because of staffing shortages, seniority or a lack of documentation. Allowing unsafe or disruptive employees to remain without accountability damages trust and signals that standards are optional. Leaders should ask whether they would confidently allow an employee to transport their own child, said the former National Association for Pupil Transportation president, adding that any hesitation should prompt immediate action. Staffing gaps should not be managed by routinely pulling dispatchers, mechanics, supervisors or directors away from essential responsibilities, as these short-term solutions can create larger safety and liability risks.
Supervisors should also evaluate whether employees are serving in roles that match their skills, Robinson said. Some individuals excel at managing systems, technology or routing but may not be suited in leading people. Cross-training, reassignment and thoughtful organizational planning can help employees contribute successfully without forcing everyone onto the same career path.
Robinson’s section also addressed professional growth. Hard work alone is not enough if results are invisible, and loyalty should not keep employees in unhealthy environments. Leaders should seek meaningful feedback, avoid treating burnout as an accomplishment and focus on progress rather than perfection. Networking and stepping outside one’s comfort zone she described as essential to advancement.
When hiring future leaders, supervisors should look beyond technical experience and consider enthusiasm, curiosity, honesty and willingness to learn, she said. Strong leadership potential often appears in candidates who care deeply about the work, understand their limitations and demonstrate a genuine desire to improve student transportation, Robinson concluded.
