TRANSPORTATION
This chapter examines Robstown Independent School District's (RISD's) transportation operations in two sections:
- A. Transportation, Operations and Staffing
- B. Fleet Maintenance
B. FLEET MAINTENANCE
RISD operates and maintains a fleet of 22 buses. Eight buses, or 36 percent, of RISD's fleet are over fifteen years old with three being over twenty years old. There is no documented bus replacement plan, but the director of M&O/Transportation and the lead mechanic annually assess the need for fleet repair and replacement. Exhibit 10-12 shows the bus inventory in RISD by age.
Exhibit 10-12 Source: TEA School Transportation Operation Report 1999-2000.
RISD Bus Fleet By Age
1999-2000
Vehicle Age Number of Buses Regular Special Less than 5 years 2 2 5 to 10 years 7 1 Older than 10 years 8 2 Total 17 5 Exhibit 10-13 shows how the age of RISD buses compares to those of peer districts. RISD has the third highest percentage (45.45 percent) of buses that are older than 10 years.
Exhibit 10-13 Source: TEA, School Transportation Operations Reports 1999-2000.
Comparison of Age of Buses
RISD and Peer Districts
1999-2000
District Age Total
Number
of BusesPercent of
Buses Older
than 10 Years1-5 Years 5-10 Years 10 Years or Greater Roma 6 16 25 47 53.19% Mercedes 11 9 20 40 50.00% Robstown 4 8 10 22 45.45% Hidalgo 8 6 8 22 36.36% Raymondville 5 6 6 17 35.29% FINDING
RISD is staffed with a lead mechanic and a mechanic's helper for the maintenance and repair of its bus and vehicle fleet of 54. The industry standard for mechanics is one for every 20 to 30 vehicles. RISD's staffing level for mechanics is in the acceptable range at 1:27. The lead mechanic is also an Automotive Service Excellence (ASE) certified bus technician and has completed training in courses including electrical systems, diesel engine operations, automobile heating and air conditioning, refrigerant recovery and recycling, brakes and the installation, service and repair of wheelchair lifts and accessories.
Industry experts state that the use of ASE certified mechanics enables a company, agency or school district to better manage transportation expenditures by providing a more accurate diagnosis of mechanical problems, which reduces vehicle downtime and rework of repairs. ASE certified mechanics are also a good resource for the recruitment and selection of other prospective mechanics.
COMMENDATION
RISD is in-line with industry staffing levels for vehicle mechanics and employs a professional ASE certified bus technician.
FINDING
The RISD Transportation Department does not have written preventive maintenance procedures. Maintenance activities are well planned and tracked by the lead mechanic. Bus drivers check oil levels, brakes, tires and perform routine maintenance according to manufacturer recommendations. Each bus driver submits daily status reports to the lead mechanic which are placed in individual files for each vehicle. A master listing is kept on a chalkboard in the mechanic's office, which lists the date and mileage of each vehicle's latest oil change as well as the next interval for oil changes.
The Transportation Department has vehicle and parts information including, manufacturer's warranty and recommended maintenance and schedules vehicles for preventive maintenance. The required daily pre-route inspection routine by each driver and the specific assignment of drivers to individual buses, helps the district identify potential maintenance problems and creates a useful operational history for each bus. Drivers are assigned to specific routes and specific buses so they become familiar with the vehicle's operation and are more likely to notice changes in operation or performance drivers report problems to the mechanic who prioritizes and schedules maintenance and repair work.
Though this manual process of tracking preventive maintenance currently works very well for RISD, written procedures would ensure that future operations continue to operate smoothly and to the same standards.
Recommendation 61:
Document the existing vehicle preventive maintenance process.
The manual tracking process currently used by RISD is effective. However, a written procedures manual should be developed by the lead mechanic and the director of M&O/Transportation. In the event the department experiences changes in personnel, this manual would ensure adherence to preventive maintenance standards and procedures.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The lead mechanic documents existing preventive maintenance procedures for all buses and the district vehicle fleet and submits the draft to the director of M&O/Transportation for review and approval. October 2001 2. The director of M&O/Transportation approves the preventive maintenance procedures and prepares a procedures manual for the Transportation Department. November 2001 3. The Transportation Department performs preventive maintenance according to established and documented procedures. December 2001 - Ongoing FISCAL IMPACT
This recommendation could be implemented with existing resources.
FINDING
RISD does not have a formal bus replacement plan. The district's bus procurement pattern is indicated in Exhibit 10-14. As shown, the district has purchased four regular education buses and two special education buses in the last five years. The two regular education buses were purchased in 1998 and were low mileage reconditioned vehicles.
Exhibit 10-14 Source: RISD Transportation Department.
RISD Bus Inventory by Model Year
April 2001
School Bus Model Year Date of Purchase Number of Buses Regular Special 1977 International 60 Passenger 4/19/77 1 1980 Chevrolet 10 Passenger 4/10/80 1 1980 Chevrolet 72 Passenger 2/26/81 1 1982 Chevrolet 16 Passenger 8/23/82 1 1982 GMC 72 Passenger 12/21/82 1 1983 Ford 72 Passenger 10/13/98 1 1984 GMC 72 Passenger 10/13/98 1 1985 International 72 Passenger 1/23/86 1 1986 International 72 Passenger 9/02/86 1 1988 Chevrolet 77 Passenger 7/13/88 1 1990 Bluebird 48 Passenger 7/11/90 4 1992 Bluebird 30 Passenger 10/28/92 1 1993 Bluebird 48 Passenger 7/1/94 1 1993 Bluebird 72 Passenger 7/21/93 2 1995 Bluebird 12 Passenger 7/10/96 1 1995 Bluebird 19 Passenger 7/10/96 1 1999 Bluebird 82 Passenger 5/12/98 1 1999 Bluebird 82 Passenger 5/15/98 1 Total 17 5 Average Age 12.65 12.2 The average age of RISD's bus fleet is 12.65 years for regular education buses and 12.2 years for special education buses. Districts gain maximum uses of vehicles by establishing replacement plans based on an analysis of the fleet's age and condition and the district's capacity needs. Replacement plans also allow districts to efficiently budget funds for the orderly replacement of buses.
TSPR recommends a 15-year bus replacement cycle. Districts with good maintenance programs can extend bus life beyond the recommended 15-year life cycle.
Comal ISD, for example, has adopted a vehicle replacement plan designed to maintain the necessary fleet size and concurrently reduce bus hazards by replacing buses once they reach the end of their useful life. This plan of replacement allows for staggered replacement costs.
A district can opt to purchase buses through the General Services Commission (GSC) if the specifications of available buses meet their required criteria. If a school district elects to purchase a bus or buses through other sources than the GSC, the district must solicit for bids.
Recommendation 62:
Develop and implement a formal school bus replacement plan.
The bus replacement plan should be based on an analysis of the age, condition and capacity of each bus in the fleet. This will help the district ensure that buses wear evenly and that bus mileage can be accumulated evenly. Rotation of buses may also help identify which route combinations most evenly accrue mileage. Implementing a 15-year bus replacement plan with a fleet of 22 buses will require RISD to budget for the purchase of one bus each year and two buses every fifth year. The bus replacement plan should also remain flexible and anticipate changes in student enrollment. As shown, RISD purchased two new and two used buses in 1998, as well as two special education buses in 1996.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The director of M&O/Transportation determines a maximum age and mileage target for all district buses. September 2001 2. The director of M&O/Transportation adopts a bus rotation plan, which considers level of preventive maintenance, mileage targets and age of buses. October 2001 3. The director of M&O/Transportation and the lead mechanic monitor overall condition of bus fleet including annual mileage, wear and tear on rough routes, repair expenditures and age of individual buses. November 2001 - Ongoing FISCAL IMPACT
RISD has purchased six buses in the last five years for a total expense of $238,162. Implementing a five-year bus replacement plan by purchasing one bus per year for four years and two buses in the fifth year, at a purchase price of $55,000, will cost the district $330,000. The district will need to budget the additional expense of $91,838 ($330,000- $238,162=$91,838) divided out over five years equates to $18,368 each year. This fiscal impact does not consider any income generated from the sale or disposal of older buses.
Recommendation 2001-02 2002-03 2003-04 2004-05 2005-06 Develop and implement a formal school bus replacement plan. ($18,368) ($18,368) ($18,368) ($18,368) ($18,368) FINDING
The RISD Transportation Department does not produce summary reports or track expenses on district vehicles. Basic data including serial numbers, odometer readings, mileage, vendor purchases, revenue and expenses and departmentalized billings are performed with labor intensive manual methods. Fuel use and inventory for parts and supplies are not tracked at all.
A vehicle maintenance software program will enable the district to track parts inventories by category, location and expenses including automatic reorder levels and order tracking. Useful inventory reports including parts usage and cost analysis will allow RISD to make "just-in-time" purchasing decisions with up-to-date information. Service records for each piece of equipment can also be created that show the dates work was performed as well as the cost of all parts and labor. This information would also be important in determining the value of equipment at the time of disposal or resale.
Scheduling for preventive maintenance on vehicles can be done manually or automatically by entering mileage counts on work orders and fuel tracking records. Equipment service can also be scheduled in advance to avoid shortages of parts or personnel and allow for smoother operations.
Vehicle maintenance software can also track actual work performed and store information for vehicle service analysis. Work order information should automatically reduce inventory amounts, update odometer readings and record various costs for reporting purposes. Many user definable reports including fuel usage analysis, vehicle specific service records and costs and equipment listings can help the district better track resources and make well-informed decisions.
Recommendation 63:
Purchase and implement an automated vehicle maintenance software program.
The Transportation Department's existing computers are capable of supporting the proposed software. An automated vehicle maintenance system will maintain information for equipment, parts inventory, service record history and maintenance scheduling and provide the district with up to date records and information for reporting purposes.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The director of M&O/Transportation determines the requirements of an automated vehicle maintenance software program and develops an estimate of the cost of the system, including installation and training. October 2001 2. The director of M&O/Transportation submits a budget amendment request to the RISD superintendent for board approval. October 2001 3. The director of M&O/Transportation requisitions for the fleet maintenance software program, including installation and training. November 2001 4. The fleet maintenance software vendor conducts training for the director of M&O/Transportation, lead mechanic and administrative staff. January 2002 5. The RISD Transportation Department implements use of the fleet maintenance software. February 2002 - Ongoing FISCAL IMPACT
There are numerous options in the selection of fleet maintenance software. The cost for the fleet maintenance software is $2,200 and includes security features and licensing for two users. The software package also includes a tutorial for system operation with technical assistance and support available online or by phone.
Recommendation 2001-02 2002-03 2003-04 2004-05 2005-06 Purchase and implement an automated vehicle maintenance software program. ($2,200) $0 $0 $0 $0 FINDING
RISD does not have fuel storage tanks for its Transportation Department and does not participate in a purchasing cooperative with other regional transportation providers for bidding and buying such things as bulk fuel, tires and vehicle parts and supplies.
Fuel is purchased through an arrangement with a local station. The district issues purchase orders approximately every other week to authorize fueling. All district employees must sign for the fuel and provide their driver's license number, district vehicle number and odometer reading. When drivers refuel out of town they use district credit cards. While this is a well thought out process, there has not been a request for competitive bids for fuel vendors. Bus and vehicle parts including tires and lubricants are purchased from the district's approved vendor list. In addition to a possible purchasing arrangement with Regional Education Service Center II (Region 2) or GSC, there are several vendors within Nueces County and neighboring communities that could provide discounted prices and delivery of bulk purchases for numerous goods such as fuel, lubricants, tires and expendable supplies.
Recommendation 64:
Use cooperative purchasing arrangements to purchase fuel, tires, lubricants and supplies at discounted prices.
Savings can be generated as the Transportation Department is able to compare pricing structures for various products from a wide variety of vendors.
IMPLEMENTATION STRATEGIES AND TIMELINE
1. The director of M&O/Transportation arranges participation in a cooperative purchasing agreement with local school districts. October 2001 2. The director of M&O/Transportation Department compares prices available from vendors in the purchasing agreement to prices available from vendors outside the agreement and selects the most advantageous. November 2001 3. The director of M&O/Transportation continues to evaluate opportunities to obtain products at a savings to the district. November 2001 - Ongoing FISCAL IMPACT
This recommendation could be implemented with existing resources.