One of the major transportation projects I took on was organizing the school’s transportation system, which was still relatively new—only about three or four years old when I joined. In just three years, I went from being a participant in the process to assisting in brainstorming ideas, and eventually running the entire operation. The system faced unique challenges, mainly due to the small student enrollment and the large geographic area we served.

School transportation began as a marketing initiative to increase enrollment. The owner and director had learned that a bus company, with whom they had a strong relationship, had secured a contract with a nearby public school district. Recognizing an opportunity, the director realized that the bus drivers would have idle time between the district’s routes, and we could hire them to transport our students during that window. This arrangement marked the beginning of our school transportation service.

In the early years, the system ran smoothly, with between five and eight buses picking up one to four students each morning and dropping them off in the afternoon. There were occasional delays when bus drivers ran late from their public school routes, but a quick phone call to parents to notify them of a 15-minute delay usually solved the problem. However, when the bus company did not renew its contract with the school district, we found ourselves without a provider.

This was my first opportunity to go out to bid for a new service. We interviewed several companies—including established bus companies, a taxi service, and a new school bus startup. I clearly remember deliberating the pros and cons of each. The school’s owner wanted to opt for a more expensive, established bus company, but my direct supervisor and his advisor disagreed, pointing out that this would double our transportation budget and significantly reduce the ROI from the marketing initiative.

I was confident that the startup would be the best choice. This mother-son team had a great interview, offered a competitive price, and seemed flexible enough to allow us some control over our routes. Despite some hesitance from others, I was able to convince the team to move forward with the startup. We signed contracts and announced to both current and prospective students that we now had a fully operational transportation system.

Organizing the system was a complex task. We had multiple variables to consider, including previous arrangements and established precedents with parents. For example, there was one bus arrival at 9 a.m., followed by departures at 12 p.m., 2 p.m., 2:30 p.m., 3 p.m., and 4 p.m. I made sure to be present at every arrival and departure, which consumed much of my time. When I transitioned to a managerial role, I made it a priority to address this.

I convinced the owner and director that we didn’t need so many departure times. Eliminating the 2:30 p.m. departure was easy, as that class no longer needed off-site care. I also showed that it would be more cost-effective to eliminate the 3:00 p.m. buses and instead put those students on the 4:00 p.m. buses. We already had an after-school program from 2 p.m. to 4 p.m., and adding four more children to that was cheaper than running an additional bus. With these changes, we simplified the dismissal process, and the new schedule consisted of just three times: 12 p.m., 2 p.m., and 4 p.m.

To communicate the new schedule more effectively, I redesigned the transportation enrollment form. Using a clear, easy-to-read table, I made it simpler for parents to understand the available options and complete the form on their own. Previously, parents had to sit down with an administrator to fill out the form due to its complexity. Now, I emailed the form directly to parents, giving them the flexibility to review it at their convenience.

Since the transportation system was a marketing push, the school decided to subsidize part of the cost, with the school paying $2,100 and parents covering the remaining $2,100 for each bus. After managing the system for two years, I realized through discussions with parents, bus companies, and other schools that parents could actually afford a higher share. To test this, I adjusted the split to 70% for the parents and 30% for the school. Parents now paid closer to $2,800, which was more in line with the cost of hiring a nanny for school transport. This change saved the school approximately $30,000 annually.

As the transportation system grew in popularity, it became more challenging to track which students belonged on which buses. Initially, when there were only 8 or 10 students using the service, it was a simple process where teachers could remind administrators of the bus assignments. However, as the number of students increased, better organization was necessary.

I moved the dismissal process from a porch area to the cafeteria. Though it was closer to the road, it provided a contained space with four walls, which was essential for organizing the students. We also didn’t have to worry about weather conditions since the cafeteria was indoors. Initially, I labeled the buses by number, but I quickly realized that a more engaging system was needed. I renamed the buses after animals, like the “cow bus,” and replaced the number labels with animal pictures. This not only made it easier for students to identify their buses but also created a fun learning opportunity for teachers, who could introduce animal themes in their classrooms. This small change streamlined the dismissal process and made it more efficient, as students became more self-sufficient in identifying their bus.

The bus drivers were enthusiastic about the new naming system and agreed to post the corresponding animal signs on their vehicles. With this system in place, the dismissal process flowed more smoothly. Students quickly learned which bus to board, and teachers helped ensure that everyone was properly organized.

Through these changes, I was able to streamline the school transportation system, making it more efficient, cost-effective, and user-friendly for both parents and staff. By reducing the number of departures, simplifying the enrollment process, and creating a more engaging dismissal routine, I not only improved operational efficiency but also saved the school significant resources. The success of this project allowed me to focus on other areas in need of improvement, and it ultimately built confidence within the administration to manage dismissals independently. This experience was a defining moment in my career, demonstrating the power of thoughtful problem-solving and clear communication in creating lasting, impactful change.