SPECIAL REPORT
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team is more like a family, and I’ve heard a time or two that it’s extremely difficult to even think about leaving.” He continued that while it’s good to provide incentives such as free ice
cream for employees, hosting lunches and team building activities, he has learned an open-door policy is key to encouraging employees to stay and thrive. “Allow every member of your team an opportunity to tell you what they think will make the operation better or worse. This feedback is very valu- able, unless you’re a mind reader, and when used successfully can take your team to the next level,” he said. A standout note about South Lewis CSD is that it currently manages 19
routes with 30 drivers despite its rural and cold-weather climate. “Our area is notoriously known for receiving the most snowfall east of the Mississippi ev- ery winter,” explained Krokowski. “Our fleet of 24, 66-passenger school buses [is] servicing nearly 1,100 students daily, within our 364-square-mile district.” The district developed a relief driver program that allows full-time
employees to fill in when a driver needs time off or can substitute as an attendant or bus monitor when needed. Strickland summed up his advice to create a desirable work environment.
“We try to pay our drivers well, give opportunities to grow, make sure their driving environment is controlled by strong school administrators, do for our drivers so they know we love them and appreciate what they do, find and give incentives to make our folks want to come to work, listen to what they have to say whether good or bad, and give prompt responses,” he said. Lochner said that strategies such as offering retirement programs, an-
nual negotiated raises, investment options with employer contributions, and recognized seniority rights have resulted in longer retention rates. For example, she said two of her drivers have worked at MCS for over 40 years, and four employees have been there for over 20 years. “Retention seems natural, even before I began 31 years ago,” she added.
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“We celebrate our family with birthday announcements, workday picnics, themed lunches, matching t-shirts, recognition for random acts of kindness, and personal support for anyone facing challenges or hardships. A simple thank you message broadcast over the bus radio on any given day goes far.” Lochner also echoed Krokowski’s advice to make sure employees have
direct access to not only transportation leadership but also district offi- cials, including the superintendent. “By collaborating, we are setting up for success rather than being set up
for failure,” she said. Lochner noted that it can be easy to slip into a negative mindset amid
all the pressures facing student transporters. But it’s crucial as a leader to “be visible, present, available, empathetic and inviting,” to boost retention rates and employee morale. Krokowski described his leadership mindset of giving the employee the
benefit of the doubt. “I also maintain that as long as the employee truly did the best that they can do, I will do my best to defend them,” he continued. “Even in difficult situations, morale remains high as they know that if they did their best, I’ll do my best to handle the rest … I’ve witnessed satisfaction and performance rise by instilling these core principles into our team.” Lochner added, “There is no magic spell to recruit and retain trans-
portation employees. As we know, the entire nation is suffering [from] shortages of bus drivers, monitors, attendants. We are thriving because of leadership, kindness, respect, inclusion, communication. Know your people individually, whether you have 25 or 250 employees. I make a con- certed effort to replace the word ‘team’ with the word ‘family.’” ●
24 School Transportation News • JULY 2024
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