transportation logistics, encompassing route planning, scheduling and optimizing workflow to maximize efficiency and cost-effectiveness,” she continued. “Additionally, they are responsible for developing and oversee- ing substantial budgets, monitoring expenses and negotiating contracts with vendors to effectively manage costs.” Plus, directors must understand all local, state and federal laws, regula-
tions and safety standards and be adept at “utilizing technology, including fleet management software, student monitoring software, GPS tracking, and data-driven analytics, to streamline operations, monitor performance, and make informed decisions based on data,” she noted. Like Stevens in Wyoming, she said the most important aspect to staying
at a district is leadership and culture. “Having the support of your supervisor, superintendent and school board
are critical,” she said, adding that transportation can be a demanding job. “Having a positive workplace culture fosters engagement, productivity and loyalty. Our senior leadership team in Temple is remarkable. They support their employees and are huge proponents of professional development. There is no doubt they truly believe in you. They make you feel connected and engaged. We function like family with a real focus on collaboration, teamwork and employee well-being. Our Superintendent Dr. [Bobby] Ott signs his emails to us ‘your biggest fan,’ and there is no doubt that is the absolute truth.” Scopac shared that being a Temple Wildcat is “truly special,” as it’s the
only high school in the district. Scopac, a native of Temple, said she loves serving her community, which is experiencing a growth in population.
A Fork in the Road For others, however, changing districts helped align with their profes-
sional growth and goals. Karim Johnson has worked in 10 school districts across four states along the East Coast and has even run his own school bus contracting and motorcoach company. He started in pupil transpor- tation right out of high school, working as a part-time bus driver while in college. He said what started as a means to pay bills, turned into a career he fell in love with. He’s worked in various roles in transportation, from school bus driver to
dispatcher to operations manager and driver trainer. To the management side, serving as a supervisor, regional manager, director and executive director. Johnson is currently the director of student transportation at Dorchester County School District Four in South Carolina. “My career path really breaks down into two chapters,” he said. “Early on,
from the time I started driving after graduating high school through my early 40s, I moved around mainly for growth. I wanted to see the industry from every angle, so I took on opportunities that stretched me and gave me new responsibilities. Some changes were also tied to personal and family needs, but most were about pushing myself to keep learning and advancing.” Now, he said, he looks at things differently. While professional growth
is still important, he also values balance. “At this stage, the biggest factor in staying with a district is culture,” he shared. “I want to work in a place where transportation isn’t treated as an afterthought, but as a critical part of student success. When a district invests in its people, its facilities and its fleet and when leadership understands that smart investments can actual- ly drive efficiency and save money, it creates an environment where both students and staff can succeed. That’s the kind of alignment that makes me want to plant roots and stay long term.” While pay and benefits are importance, culture, he said, is the center- piece. He said a district having a student-focused culture and one that
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