TABLE OF CONTENTS SECTION INTRODUCTION 1 METHODOLOGY 2 EXECUTIVE SUMMARY 3 FACILITY 4 FINANCIAL 5 FLEET 6 LABOR 7 MAINTENANCE 8 MANAGEMENT 9

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2 TABLE OF CONTENTS SECTION INTRODUCTION 1 METHODOLOGY 2 EXECUTIVE SUMMARY 3 FACILITY 4 FINANCIAL 5 FLEET 6 LABOR 7 MAINTENANCE 8 MANAGEMENT 9 POLICY & PROCEDURES 10 ROUTING 11 APPENDIX Transportation Efficiency Study for Wayne Central Schools by

3 INTRODUCTION Transportation Advisory Services (TAS) was engaged to perform an analysis of the student transportation program of the Wayne Central School District (hereinafter referred to as District ). The purpose of this Study was to provide a third-party perspective on the operating efficiency of the current transportation system. The District s liaison for the project was Dr. Mathis Calvin III, Superintendent. Mark A. Walsh, CMC, served as the Project Leader for TAS. An overview of all aspects of the transportation program was sought by the District. In this period of tight finances and declining revenues, savings that can be generated in support services free up monies to be used for educational purposes. The Wayne Central School District is challenged with declining enrollments, significant decreases in tax revenues due to changes in the PILOT payments from the Ginna Nuclear Power Plant, and uncertainty about future revenues from both Ginna and the County sales tax share. Additionally, the District has found it necessary to utilize reserves which places additional near-term and long-term strains on their financial stability. The District has taken an impressive and aggressive approach to addressing the financial challenges through the engagement of outside experts to evaluate financial and enrollment issues. This transportation review is a continuation of this willingness to explore options and to look at modifying the ways that things have always been done, with an eye toward better utilization of scarce education dollars. As noted in this report, there is a history of highly responsive transportation service in the District with levels of service that far exceed both State requirements and industry norms. Although changing the ways that things have always been done, and withstanding pressures from the community to continue to offer these service levels, is difficult, there is no question that the District can achieve financial savings in the transportation program. We have detailed our recommendations and estimates in this report. We believe it is important to note that students are transported hometo-school-to-home every day in a safe, reliable manner. By all appearances the District has employed high quality drivers and bus Transportation Efficiency Study for Wayne Central Schools by Section 1 - Page 1

4 attendants who are respectful of both the students and the residents of the community. STUDY PROFILE The Wayne Central School District Transportation Department reported an enrollment of 2,260 students in District schools, grades K through 12. 2,216 students are reported as being transported to in- District public schools while 61 are transported to 10 private/parochial locations and 14 are transported to 7 special education locations. This results in 2,289 students being eligible for transportation by the District. Transportation is provided using a two-tier routing system to the District schools: SCHOOL GRADES BUILDING LENGTH TIMES OF DAY TC Armstrong Middle School 6-8 7:35 2:15 6 hr 40 min James E. Benway High School :50 2:23 6 hr 33 min Ontario Primary K-2 8:40 3:10 6 hr 30 min Freewill Elementary K-5 8:40 3:10 6 hr 30 min Ontario Elementary 3-5 8:45 3:20 6 hr 35 min The bell time schedule impacts the efficiency of the transportation program as detailed in the Routing section of this report. Additionally, the types of shuttles, customized services, and special arrangements provided to the Community elevate the transportation expenses while potentially creating operating issues which are contrary to industry safety practices. As we detail in this report, we believe the nature of the transportation program, including the levels of service, should be addressed. According to State Transportation Aid reports, the District encompasses square miles. Based on the State s transportation aid reports, the District receives a gross transportation aid rate of 68.7% and traveled 661,271 miles during the school year. Throughout this report we provide our perspectives and recommendations on a number of areas, including: labor issues and practices, management structure and procedures, and policy and service levels. Some recommendations contained in this report can be addressed by the District in the near-term while other changes may need to be considered goals and achieved over the longer term. We commend the District for their willingness to conduct a third-party review of the program. We often caution districts Don t ask the Transportation Efficiency Study for Wayne Central Schools by Section 1 - Page 2

5 question if you don t want to hear the answer. The Wayne Central School District has been willing to be open and cooperative in our review of the District s transportation services. Hopefully, this report will provide the Administration with a thorough understanding of the issues, and insights on the pro s and con s of making the type of changes which would help the program continue to meet the community s educational needs at the lowest possible cost. In order to facilitate the review and use of this report, most of the sections have been presented using a bullet format. This allows a succinct presentation of the issues, and we believe enhances the ongoing use of the report as a resource for the Administration and District personnel. Everyone involved was extremely cooperative and provided us with everything we requested. We would like to thank those individuals for their assistance in this study process. Transportation Efficiency Study for Wayne Central Schools by Section 1 - Page 3

6 METHODOLOGY On December 28, 2015 TAS was contacted by Dr. Richard Timbs relative to the potential of providing assistance to the Wayne Central School District. On January 6, 2016 a telephone conference was held with the Superintendent to discuss the specific areas of interest. Subsequent to the call, on January 7, 2016 TAS mailed a detailed proposal and information package to the District. TAS was notified on April 18, 2016 that the District had engaged TAS to perform a transportation efficiency study. A purchase order evidencing this engagement was provided to TAS on April 19, TAS issued the District the initial data collection documents on April 20, Shortly thereafter, the District provided TAS with the requested background information. Subsequent to the proposal s acceptance, the following activities were undertaken as part of our analysis: 1) On May 5, 2016 TAS attended a Board Meeting to briefly discuss the study and to provide an estimated timeline for the review. 2) Based upon discussions with the District, and recommendations from TAS, the District established interview schedules with key stakeholders. The following activities/interviews were conducted at the District on May 16 and May 17, 2016: Superintendent Assistant Superintendent - Business 4 Building Principals Athletic Director and Secretary Director of Student Services Assistant Superintendent - Instruction Director of Facilities 3 Board Members Director of Transportation An open meeting was held for any Transportation Department staff members that were interested in providing perspectives or recommendations. 2 persons attended the meeting. Senior Bus Driver Head Mechanic Head Bus Driver Transportation Efficiency Study for Wayne Central Schools by Section 2 - Page 1

7 Director of Human Resources CSEA Labor Management Team Wayne Teacher s Association President 3) On May 20, 2016 TAS met with the Director of Transportation at the Transportation Facility to explore various detailed aspects of the transportation program. During this visit a tour of the facility was conducted. 4) Additional documents and analyses were provided by the District in response to questions raised during the analysis process. Throughout the review process, additional items were discussed or provided through the use of telephone conversations or . The District staff members were exceptionally responsive in providing all information requested in a thorough and timely fashion. 5) TAS requested that the District perform a detailed ridership audit in order to determine the actual utilization of the buses. Information provided was for the period of 4/25/16-4/29/16. Detailed analysis of this data has been used and reported in the Routing section of this report. 6) TAS held a telephone conversation with Dr. Timbs to explore various financial considerations and to gain his perspectives based on the work that he was undertaking for the District. TAS also reviewed the Enrollment Projection/Demographic Study developed by Dr. Paul Seversky. 7) This document constitutes our written report to the District. A copy of this report is being provided to various District representatives, including Administrators and Board Members. A copy of the report should be provided to the State Education Department as supporting information for the District s request for transportation aid. This report is intended to serve as an advisory document and resource for the District, and as such it should be reviewed and evaluated by the District for its applicability to the circumstances at the time of review. 8) The following information was utilized as a part of our analysis of the District s transportation program: Transportation Efficiency Study for Wayne Central Schools by Section 2 - Page 2

8 Enrollment data Line item financial reports and various budget documents NYS Transportation Aid reports Board Transportation Policies 2015 Building Condition Survey - Transportation CSEA Labor Agreement Job Descriptions Fleet listing Bus Routing data and route descriptions Attendance and overtime reports for District employees Detailed wage and benefit data for District employees DOT Operator Profile for District Miscellaneous District-prepared analyses, forms and reports TAS uses available information and its experience to estimate the potential costs and/or savings of particular transportation service arrangements described in this study. Although past experience can be an excellent basis for projections, TAS does not warrant that the costs or savings estimated herein will be realized if implemented. Transportation Efficiency Study for Wayne Central Schools by Section 2 - Page 3

9 EXECUTIVE SUMMARY As stated in the Introduction section of this report, the comments contained herein pertain to those aspects of the engagement that are within the scope of the study as determined by the District. PROCESS RECOMMENDATION This report contains a number of recommendations. We suggest that the District request a review of the report in detail by the Director of Transportation, with the intention of summarizing the recommendations and responding with comments or changes. In those instances where the recommendations should move forward, the Director of Transportation should propose a timeline for implementation along with an estimate on the cost or potential savings. The Department should then be held accountable for the implementation. In those instances where there is a disagreement with the suggestions or recommendations in this report, the Director of Transportation should document the disagreement and support the Department s position. Alternatively, a different approach to the same end could be recommended by the Department. Recommendations pertaining to each section of this report are embodied in those sections. They are also included here in summary for easy reference. For a more definitive discussion of each topic, please refer to the section itself. The following recommendations are not listed in any prioritized order. Section 4 FACILITY The Transportation Facility more than meets the current program demands of the District. It is an excellent facility with appropriate features. Should the District s program be reduced in the future, the facility provides excess capacity that could be utilized by other public sector entities. Section 5 FINANCIAL The Transportation Aid Output Report is a valuable document that should be reviewed annually to identify significant changes or deviations from historical numbers. Considerations of net aid should be taken into account when reviewing true transportation costs. Transportation Efficiency Study for Wayne Central Schools by Section 3 - Page 1

10 There has not been a correlation between the decline in student enrollment and the transportation expenses over the past five years. Providing services to students who reside less than 1.5 miles from their assigned school building results in a loss of transportation aid. The District is required to resubmit the non-allowable pupil decimal this year, and prior to any submission there should be a detailed review of the data. Family benefit costs and legacy costs are not considered an aidable transportation expense. The District should consider alternatives to providing the non-aidable family benefits. The person(s) directly responsible for trips should have some internal budgetary controls and accountability. All services provided between the Transportation Department and the Operations and Maintenance Department should be cross-invoiced. The basis for the cost per mile calculations used to charge outside entities should be modified. Section 6 - FLEET The District should closely review the use of all spare buses. As a part of the detailed usage review, consideration should be given to the fleet composition given the bus capacities that are shown as spares. The planned reduction of two small vehicles is appropriate. The fleet profile shows a fairly typical average age and average mileage as compared to other districts. The District should be utilizing fleet maintenance software. Work orders should include labor costs, and some historical repair costs should be developed in order to support vehicle replacement recommendations. Given the negative experience with the propane buses now that they are aging, consideration should be given to accelerating their removal from the fleet. The District should evaluate the potential of using internet bus sales for the buses being eliminated from the fleet. Transportation Efficiency Study for Wayne Central Schools by Section 3 - Page 2

11 We support the District s use of multiple cameras on the buses, and the cost-effective 5 year warranty is appropriate. Section 7 LABOR The amount of paid time off should be addressed in future labor agreements. The issue of sub drivers must be addressed by the District. An effective attendance incentive program should be developed and funded through savings in paid time off benefits coupled with the wages saved by reducing sub drivers. The provision of family benefits to part-time employees should be modified during labor negotiations. The method and timing of bidding for routes should be adjusted. Future pay and benefit programs should consider the development of a two-tier wage program. A trip tracking process should be implemented in order to provide an audit trail for trip pay. The Director of Transportation should be actively involved in developing proposals prior to the next labor negotiations. On-going, creative techniques must be employed in order to hire and retain a sufficient number of drivers. The Transportation Supervisor should have the absolute right to assign drivers and monitors for special needs runs. Section 8 MAINTENANCE The current staffing level of three mechanics is appropriate for the District s fleet size and profile. The process of rotating maintenance shifts is unusual but effective. The District has a commendable history of DOT inspections. Removing the propane buses would assist the maintenance program. The District should acquire a vehicle maintenance program, including tracking all labor and integrating a detailed inventory control process. Full utilization should include ready access for all mechanics. Transportation Efficiency Study for Wayne Central Schools by Section 3 - Page 3

12 Section 9 MANAGEMENT The staffing level in the Transportation Department is appropriate. There should be an annual meeting between Department staff members and the Building Principals, Director of Special Education, and the Athletic Director. The Transportation Supervisor should periodically meet with Senior District Administrators. Additional specialized training for drivers and monitors should be considered. Employee evaluations should be conducted on a consistent basis. A trip ticket process should be implemented for all trips. Consideration should be given to having coaches drive small teams. Section 10 POLICIES AND PROCEDURES The formal Board Policies should be modified to include a much greater degree of specificity and guidance. The level and types of services in the District should be addressed. Department management should be actively involved in evaluating potential changes to service levels. A number of specific features of the current program should be addressed. The issue of variable schedules for student transport should be closely reviewed. Students who miss the bus should not receive a special ride to school. The before and after school form and process should be reviewed. Bus pass information must be kept in each school building for all runs. Section 11 ROUTING The TransFinder routing program should be integrated with the District s student management system. A ridership audit should be conducted at least three times each year. This information should then be utilized as part of a route consolidation process. Transportation Efficiency Study for Wayne Central Schools by Section 3 - Page 4

13 The ridership data demonstrates that there is capacity on the buses to consolidate routes. The District should evaluate the bell time, route structures and services to better utilize transportation assets, and to reduce costs. In order to explore all aspects of modifying routes, the District should conduct a thorough review involving all parties. Transportation Efficiency Study for Wayne Central Schools by Section 3 - Page 5

14 FACILITY LOCATION The District operates a transportation center located at 6044 Ontario Center Road. The facility was originally constructed in 1967 with significant upgrades (offices, additional bay, wash bay) added in Based on the Building Condition Report of 2015, the overall facility and site are in good shape. The site includes sufficient parking for the entire fleet with electrical hookups available for the full-sized diesel buses. On site there is a 4,000 gallon gasoline tank and an 8,000 gallon diesel tank. There is also a propane tank which is rented from the distributor based on an incremental price per gallon fee. The parking area is surrounded by security fencing with appropriate security lighting. There are five maintenance bays with one bay containing a floormounted lift for small vehicles, and four bays with in-ground lifts. There is also an automatic wash bay which is fully operational. The office and lounge areas are adequate for the program size. Overall, the facility appears to be in good condition and is certainly adequate to meet the current and future program needs. In fact, given the excess lift and maintenance bay capacity in the facility, the site could offer maintenance services to other regional public sector programs in the future. Transportation Efficiency Study for Wayne Central Schools by Section 4 - Page 1

15 FINANCIAL TRANSPORTATION AID As part of our study of the District s program, we reviewed the Transportation Aid Output Report (TRA) issued by the State Education Department. This detailed report identifies transportation related expenses, and is used as the basis for the calculation of transportation aid to the District. Transportation aid is payable in the school year following the actual expense. Therefore, the transportation aid payable to the District during the school year is based on actual expenses that occurred during the school year. A copy of the TRA is included in the Appendix to this report. Following is a summary of key items shown on the TRA for the past five years: Transportation Aid Output Report (TRA) Operating Year State Aid Year Annual Miles 735, , , , ,271 Other Purpose Miles Ratio 8.14% 7.64% 7.64% 7.66% 8.38% Non-Allowable Pupil Decimal 1.37% 1.37% 1.49% 1.49% 1.49% Transportation Aid Rate 73.2% 72.5% 69.1% 69.1% 68.7% Personal Services (Wages) $1,197,241 $1,155,027 $1,188,866 $1,182,459 $1,165,575 Benefits $420,580 $522,986 $602,807 $622,740 $658,583 Supplies & Materials $395,440 $421,099 $436,774 $407,603 $325,619 Contractual Expenses $164,714 $160,371 $191,099 $156,132 $208,167 Total Contract Expense $0 $0 $0 $0 $0 Operating Expense Summary $2,177,975 $2,259,483 $2,419,546 $2,368,934 $2,357,944 Trans Supervisors Office $210,982 $226,809 $238,127 $245,647 $253,944 Amortized Capital Expense $519,246 $603,576 $596,988 $591,122 $591,242 Revenues from Contracted Services -$118,665 -$96,677 -$91,436 -$72,647 -$50,119 Revenue from Bus Rental/Shuttle -$6,281 -$10,988 -$11,174 -$9,537 -$1,813 Sale of Equip & Insurance Recovery -$21,248 -$46,249 -$48,553 -$33,724 -$29,700 Gross Transportation Expense $2,762,009 $2,935,954 $3,103,498 $3,089,795 $3,121,498 Transportation Aid $1,829,487 $1,934,649 $1,942,171 $1,928,914 $1,925,478 Effective Aid Rate 66.2% 65.9% 62.6% 62.4% 61.7% Enrollment (PK-12) (without UPK) Gross Trans Expense per Student $1, $1, $1, $1, $1, As shown, over the past five years the District s enrollment has declined. The enrollment reported for the school year was Transportation Efficiency Study for Wayne Central Schools by Section 5 - Page 1

16 Enrollment Expense per Student approximately 6% less than the reported enrollment. However, over these five years the gross reported transportation expense has increased by approximately 13%, and the gross expense per enrolled student is 20.3% higher. The relationship between enrollment and per student costs can be shown graphically: Enrollment (PK-12) (without UPK) Gross Trans Expense per Student $1,400 $1,300 $1,200 $1,100 $1,000 $900 $800 In this report we provide recommendations and observations relative to service levels and cost containment. We believe that it s important to explore what is included within each category, and what it means to the District. Annual Miles This is fairly self-explanatory; however, it is important to understand the components of the Annual Mileage category. Operating Year Route Miles 645, , , , ,670 Contracted to Others 29,650 30,960 14,087 28,620 21,568 Leased to Others 998 2,784 1,152 2, Summer School 8,213 7,946 4, Other Purpose (Trips) 51,689 49,659 50,574 52,900 55,422 Total Miles 735, , , , ,271 Summer (4408) 27,346 28,816 26,604 19,479 15,251 The route miles represent the home-to-school-to-home routes operated by the District. As can be seen, although the physical size of the District has not changed, the route miles have Transportation Efficiency Study for Wayne Central Schools by Section 5 - Page 2

17 decreased over the five years. This means that the District has been effective in implementing some routing changes to reduce miles. This category also includes out-of-district special education and homeless transportation. This reduction in route mileage increases the mileage-based ratios used throughout the State Aid reporting for the District, thereby reducing effective Transportation Aid. Contracted to others are miles that would be used for such services as Head Start, and special needs preschool services, where the District would receive income (shown as revenues from contracted services). Buses leased to others are miles on District buses that are the result of vehicles being operated for outside parties, such as Town summer programs. The summer school mileage represents general education programs if the District provides services. Because these services are not State mandated, the summer mileage is part of the calculation used by the State to reduce the aidable transportation expenses. Due to construction the District did not offer summer school for the last two years (13-14 and 14-15). Other purpose miles represent trips such as athletic trips. We address the impact of these miles below in a discussion of the other pupose miles ratio. Over the five year period the mileage has been relatively stable with an average of 52,049 miles per year. On the table we show after the Total Miles a category referred to as Summer (4408) miles. These are program miles for special needs students that are eligible for special aid payments; therefore, they are removed from the total miles in the State Transportation Aid calculations. Other Purpose Miles Ratio Other purpose miles are non-aidable miles such as athletic trips and athletic shuttles. This ratio is developed by dividing the total other purpose miles by the total miles. This is an important ratio (%) as it is used throughout the aid calculation to calculate a reduction in the amount of expense that is eligibile for transportation aid. For example, the 8.38% ratio from last year is multiplied by each expense category and the resulting dollar Transportation Efficiency Study for Wayne Central Schools by Section 5 - Page 3

18 amount is reduced from the District s aidable expenses. Therefore, if the District spent $100,000 on a certain expense category, the amount of aid paid would be calculated on only $91,620 instead of the $100,000. The other purpose ratio can vary each year depending on the athletic trip mileage and the total miles. If the athletic trip mileage stays the same each year, but the District reports less total mileage, the ratio would increase and more expense categories would be decreased. In the school year, the total mileage decreased while the athletic trip mileage increased. Therefore, the other purpose mileage ratio increased from 7.66% to 8.38%. Conversely, if the District is able to decrease athletic trip mileage, the level of aidable expenses will increase if the total miles stay the same. Given the significant impact on transportation aid, it is important that the District remain vigilant in the evaluation of athletic transportation in an effort to reduce mileage while being very cognizant of the impact of mileage on overall transportation aid. Non-Allowable Pupil Decimal This is a ratio, similar to the other purpose ratio, that is used to reduce the amount of aidable expenses. The non-allowable pupil decimal represents the impact of students who are transported that are not eligible for Transportation Aid. These are students living within 1.5 miles of their school buildings. The decimal is based on student miles (eligible and non-eligible) and is calculated every three years. In fact, the District has been notified that they are required to submit a new analysis this year. For the five years shown in the table above, the District has reported a non-allowable pupil decimal of 1.37% to 1.49%. Given the demographics of the District, and the variety of school building locations, this ratio is not surprising. Transportation Aid Rate This is the Transportation Aid rate assigned by the State. It is based on four potential calculations as determined by the State, including: a district wealth factor, a State assigned ratio based on the overall transportation aid monies assigned by the State, or a multiple of operating aid. In the case of Wayne Central Schools, the transportation aid applied is based on the State s calculation of resident wealth (RWADA). Depending on the level of aid, this would be further adjusted based on a sparsity factor which recognizes districts where the density of population is lower than what the State considers to be the norm. In the case of Wayne Central Schools, this was not a factor. The State has a maximum Transportation Aid rate of 90% and Transportation Efficiency Study for Wayne Central Schools by Section 5 - Page 4

19 a minimum Transportation Aid Rate is 6.5%. Based on the State s wealth factor calculation, the Wayne Central School District received a gross Transportation Aid rate of 68.7% for the operating year (15-16 State Aid year). Personal Services These are reported wages for employees considered by the State to be eligible for transportation aid. This would include drivers, mechanics and bus aides for students with special needs. Any bus aides who are employed by the district for discipline or other nonmandated reasons would not be included for aid purposes. Benefits This is the amount of benefits provided directly to transportation employees. It is very important to note that family benefits are not aidable, and therefore are not reported. Legacy costs are also not an aidable expense. Family benefits and legacy costs are considered to be a local taxpayer cost. As can be seen in the previous table, the Benefits category has significantly increased (56.6%) over the past five years and this does not include family benefit costs or legacy costs. For the fiscal year, the District had $394,215 of non-aidable family benefits. As we detail in the Labor portion of this report, any labor agreement changes that can be made to reduce these non-aided expenses even increasing wages to compensate for the reduction in family benefits would result in increased transportation aid. For the purposes of an example only, if this entire family benefit cost could be adjusted to a wage-related expense (consideration would need to be given to other wage and tax costs and compliance with the Affordable Care Act requirements), the District would receive an extra $243,231 in transportation aid (at an effective aid rate of 61.7%). Obviously, the District will not be able to transition all family benefits into some other category of employee compensation. Additionally, the District needs to be competitive in the marketplace as they seek a sufficient number of qualified drivers. However, any movement or adjustment can have a dramatic effect on the District s aid income under the current Transportation Aid rules. Supplies and Materials This is fairly self-explanatory as this category is principally made up of fuel, parts and lubricants. The cost has varied significantly over the past five years which is understandable given the impact of fuel prices on transportation. Transportation Efficiency Study for Wayne Central Schools by Section 5 - Page 5

20 Contractual Expenses This category includes a number of items including outside repair of buses, insurance, utilities, physical exams, maintenance services, and more. Total Contract Expense This would be the value of any outside contracted services. The District is not using any contractors for any services. Operating Expense This is the total operating expense reported on the State Aid forms. It does not include bus purchases or non-aidable family benefits. Amortized Capital Expense As the District purchases buses, the State amortizes this cost over a five year period. This does not represent the actual capital expenditure for the specific school year reported. Revenue from Contracted Services This represents revenue generated by providing outside services such as special needs pre-school services. During the school year the District generated $43,524 from the pre-school services alone. Revenue from Bus Rental/Shuttle This is income generated from performing services for other entities. The income is used to offset operating expenses prior to any aid calculations. The District generated this income from providing summer rec program services for the Towns of Walworth and Ontario. Sale of Equipment and Insurance Recovery These are two categories representing monies received by the District which decrease the expenses reported for aid purposes. Transportation Aid This is the total Transportation Aid actually paid to the District after the non-aidable deductions mentioned above. Effective Aid Rate This is the effective, or actual, aid that the District receives after reducing the expenses due to the various deductions mandated by the State. This figure represents a more realistic picture of the transportation aid that the District receives. This figure is calculated by TAS and is not shown on the TRA. EXTRA TRIP BUDGETS Extra-curricular trips are expensive. As shown earlier, it is not only the actual operating expense, but also the negative impact on Transportation Aid. Transportation Efficiency Study for Wayne Central Schools by Section 5 - Page 6

21 We believe that it is important for the managers overseeing each area to have a detailed understanding of the cost of transportation, including some budgetary responsibility. To this end, we recommend that the District consider establishing an internal (informal) budget process to assign an annual budget for transportation to each program area (i.e. School Building, Athletics). In order to accomplish this goal, transportation will need to annually provide a cost per mile and cost per hour figure to be used for budget development purposes. The managers would then be held accountable to stay within budget unless a variance is approved. Although this is solely for cost control purposes, and the actual costs will remain in Transportation, the current system places the total cost burden on Transportation without the Department having any say in the total expense charged to their budget. BUILDINGS & GROUNDS CHARGES Apparently the Operations and Maintenance Department provides services to the Transportation Department, including facility upkeep, mowing and plowing. Conversely, the Transportation Department occasionally provides vehicle maintenance services to the O&M Department. The services provided by both departments should be charged to the recipient of the services. These charges can be tracked internally and reconciled at the end of the year. However, should the result be that the Transportation Department received more services during the year from the O&M Department, this amount of money would be reported for Transportation Aid purposes and would generate additional transportation aid to the District. COST PER MILE CALCULATIONS The District s current practice for charging for outside trips is calculated on using a cost per mile based on expenses approved for transportation aid divided by total miles. This figure for the operating year (15-16 program year) is $2.96 per mile. We do not believe this is sufficient as a charge. In fact, for the services provided to the Towns, the revenue generated of $1,813 was less than the aid deduction calculated by the State ($2,122) based on a mileage ratio. Using the expenses approved for aid for the cost basis eliminates the expenses that were not allowed, and does not include any consideration for capital costs. We suggest that the District consider a modified cost Transportation Efficiency Study for Wayne Central Schools by Section 5 - Page 7

22 per mile which includes all operating expenses, plus capital costs. The modified cost per mile would look like this: Recommended cost per mile calculation method Based on Operating Year/15-16 State Aid Year TRA Category Line # Amount Total Operating Expense from the General Fund 85 $2,357, Revenues from Contracted Services 95 -$50, Revenues for Other Services 99 -$1, Receipt from Sale of Trans Equipment 102 -$29, Non-reported Health/Dental Costs (Dist. data) $394, Amortized Capital Expenditures 179 $591, Total: $3,261, Annual Miles 8 661,271 Cost Per Mile $4.93 Transportation Efficiency Study for Wayne Central Schools by Section 5 - Page 8

23 FLEET FLEET The District currently operates 59 student transportation vehicles. At the end of this section we have included a detailed fleet listing as of 4/2016. We have also included a Fleet Profile which shows the fleet by capacity and age, and a chart which demonstrates the number of vehicles by model year. As shown on the Fleet Profile report, the District has passenger buses, passenger buses, and passenger vehicle, identified as spare buses. This creates a total of 16 spare buses and 43 route buses. However, as noted, the District has committed to providing 4 large buses on a daily basis to support the athletic program, so these buses are used during the typical PM run times. For analysis purposes, this means that there would be 12 vehicles characterized as true spare buses. Spares are used as a replacement during maintenance downtimes, DOT inspections, or supplemental vehicles should additional program demands occur. Industry standards would typically have a spare ratio of approximately 15% to 20% of the route vehicles (7 to 10 vehicles). The ratio can vary depending on extra-curricular demands, varying capacities, and the age/mileage of the fleet (older/higher mileage fleets need more spare buses due to maintenance issues). As described below, the District s fleet shows a lower than average mileage, and an average age, as compared to industry standards. The District has a spare ratio of 25.5% considering the four athletic buses as route buses. Based on the overall number of vehicles, the District is in-line with industry standards. However, the distribution of the vehicles is not appropriate. Given the very demanding athletic schedule, and the low usage of passenger vehicles, the overall number of spare vehicles is misleading as there are too many mid-sized vehicles as spares while a larger number of big buses would be helpful. Therefore, although an overall percentage of spares is helpful to review, it is important to look at the distribution of the fleet. Districts occasionally mistakenly believe that spare buses are free given that they have been paid for. However, these vehicles require mandated service and inspections, insurance, and space to park. Industry standards estimate that a spare vehicle costs $2,500 to $3,000 per year just to cover the labor, parts, and insurance expenses. It is our understanding that the District actually plans to reduce two spare Transportation Efficiency Study for Wayne Central Schools by Section 6 - Page 1

24 buses during the upcoming year by eliminating two of the mid-sized buses. We agree with the overall reduction in vehicles; however, as we address below, we recommend that the District reconsider the actual buses being removed from the fleet. Therefore, it is important not to have an excessive number of spare buses. We commend the District for their attention to this issue. FLEET PROFILE As shown on the Fleet Listing, the current fleet shows an average mileage of 59,842 with an average age of 5.2 years. Both of these averages are within range of the Statewide averages we have gathered over the years. We have historically found that the average fleet shows an average mileage of approximately 70,000 miles with an average age of approximately 5.5 years. As can be seen on the Fleet Profile at the end of this section, over the past ten years the District has been relatively consistent in the fleet replacements. On a 10-year replacement plan, there would be an average of 6 buses per year replaced. This needs to be slightly adjusted each year based on the elimination of certain buses, and any changes to the program demands. It is our understanding that the District s goal is to replace large buses at 10 years, and smaller buses at 7 years. We fully support a consistent fleet replacement program, and the 10 year and 7 year goal is reasonable. However, more than age should be the determinant on bus replacement. As the District decides which buses to replace, a number of typical factors should be taken into consideration when developing a fleet replacement program. These factors are: Vehicle age Mileage Utilization Future District needs Historical repair costs (both parts and labor) Inspector recommendations Residual value As we discuss in the Maintenance section of this report, the District is not utilizing any fleet maintenance software. When used effectively, this software can document historical repair costs for each bus, thus providing valuable information for fleet replacement projections. Transportation Efficiency Study for Wayne Central Schools by Section 6 - Page 2

25 Maintenance software tracks parts and labor costs which is very important in order to develop an accurate understanding of what a bus is really costing the District to operate. Buses should not be replaced solely based on age or mileage. As we have all experienced with cars, it is possible to get a lemon. Buses also have maintenance histories and this should be closely reviewed before decisions are made on what vehicles to replace. Should maintenance software be implemented in the future, we strongly recommend that work orders include both parts and labor for all repairs. This information is critical in order to provide an accurate picture of the overall cost of maintaining a bus. Additionally, strong consideration should be given to replacing vehicles that are experiencing significant repair costs. The District is currently operating four propane buses which are beginning to incur large repair costs. These buses are out of warranty, the District is not showing any positive experience with the buses, and there is no intention of continuing with a propane fleet in the future. As mentioned earlier, the District s current replacement plan includes eliminating seven total vehicles while purchasing five new large buses (thereby reducing 2 small buses). Given the poor experience with the propane buses, we recommend that the District consider eliminating the four propane buses even though they are not the oldest buses in the fleet. This would also allow the removal of the propane tank. USED BUS SALES OPTIONS The District has been selling old buses through their own bid process. This may be the most effective method of generating income from the relatively minimal residual value of the old buses. However, we have found that many districts are beginning to benefit from internet bus sales for old buses. In fact, the DCMO BOCES has been extremely effective in this regard. We suggest that the District at least research this option and consider a cross-contract with the DCMO BOCES if the monies and process look favorable. The District has been placing four cameras on the large buses with the intention of going to a five camera system in the future (one camera on the stop arm). Cameras are an effective student management tool while also serving to observe and protect the driver. The minimal cost over the life of a bus for a complete camera system is a cost-effective decision that we fully support. Transportation Efficiency Study for Wayne Central Schools by Section 6 - Page 3

26 The District has also been acquiring a full five-year warranty on the buses for a single payment of $2,308 at the time of bus purchase. Given the current electronics and pollution systems on the buses, coupled with the potential of major repair times, we fully support this purchase. Transportation Efficiency Study for Wayne Central Schools by Section 6 - Page 4

27 TRANSPORTATION STUDY FLEET LISTING DISTRICT: Fleet Listing as of: Wayne CSD 4/25/2016 BUS # YEAR CAPACITY MAKE/MODEL MILEAGE USAGE AGE OPERATING TIMES Thomas/Freightliner 91,655 Spare Thomas/Freightliner 94,368 Spare Thomas/Freightliner 101,743 Spare Thomas/Freightliner 95,243 Route 9 6:25-10:40;10:45-11:35;11:55-12:36;2:00-4: Thomas/Freightliner 75,366 Spare Thomas/Freightliner 86,545 Spare Thomas/Freightliner 80,077 Spare Thomas/Freightliner 83,658 Spare Thomas/Freightliner 78,807 Route 8 6:40-8:40;2:00-4: Thomas/Freightliner 84,906 Spare Thomas/Freightliner 78,211 Route 8 6:35-8:53;2:00-4: Thomas/Freightliner 70,078 Route 8 6:55-8:40;2:00-4: Thomas/Freightliner 75,358 Route 8 6:50-9:16;2:00-4: Blue Bird/Vision 72,242 Route 7 6:51-8:52;2:00-4: Blue Bird/Vision 80,585 Route 7 6:45-8:40;2:00-4: Blue Bird/Vision 83,866 Route 7 6:45-7:45;10:15-11:45;2:00-4: Blue Bird/Vision 92,994 Route 7 6:45-9:10;2:00-4: Collins/Ford 105,835 Spare Collins/Ford 101,853 Spare Collins/Ford 97,018 Spare Collins/Ford 101,516 Spare Blue Bird/Vision 58,148 Route 6 6:44-8:48;2:00-4: Blue Bird/Vision 62,801 Route 6 6:35-8:35;2:00-4: Blue Bird/Vision 51,213 Route 6 6:45-8:40;2:00-4: Blue Bird/Vision 46,843 Route 6 6:47-8:40;2:00-4: Blue Bird/Vision 45,380 Route 5 6:55-8:40;2:00-4: Blue Bird/Vision 40,551 Route 5 6:24-7:30;2:00-4: Blue Bird/Vision 47,410 Route 5 6:55-8:53;2:00-4: Blue Bird/Vision 44,731 Route 5 7:02-9:05;2:00-4: Collins/GMC 94,661 Spare Collins/GMC 99,878 Spare Collins/GMC 78,037 Route 4 6:32-9:40;2:10-3: Collins/GMC 83,583 Route 4 6:25-7:55;1:00-4: Collins/GMC 68,112 Spare Collins/GMC 82,978 Route 4 6:46-9:05;2:00-4: Blue Bird/Vision 43,937 Route 4 6:37-8:40;2:00-4: Blue Bird/Vision 53,709 Route 4 6:30-8:51;2:00-4: Blue Bird/Vision 34,905 Route 4 6:47-8:40;2:00-4: Blue Bird/Vision 26,143 Route 3 6:44-8:40;2:00-4: Blue Bird/Vision 39,228 Route 3 7:02-8:45;2:00-4: Blue Bird/Vision 28,493 Route 3 6:45-8:40;2:00-4: Blue Bird/Vision 24,241 Route 3 6:50-8:40;2:00-4: Microbird/Chevrolet 66,905 Route 3 6:00-10:15;12:30-1:45;2:00-4: Collins/GMC 55,552 Route 3 6:40-8:50;2:00-4: Collins/GMC 50,670 Route 3 6:45-8:40;2:00-4: Microbird/Chevrolet 45,867 Route 2 6:51-8:09;12:30-4: Microbird/Chevrolet 35,151 Route 2 6:30-8:54;11:11-12:37;2:15-4:21 Age based upon 2016 model year Page 1 of 2

28 DISTRICT: Fleet Listing as of: Wayne CSD 4/25/2016 TRANSPORTATION STUDY FLEET LISTING Blue Bird/Vision 19,344 Route 2 6:41-8:40;2:00-4: Blue Bird/Vision 27,306 Route 2 6:30-8:51;2:00-4: Blue Bird/Vision 21,053 Route 2 6:45-8:40;2:00-4: Blue Bird/Vision 15,077 Route 2 6:47-8:40;2:00-4: Blue Bird/Vision 10,614 Route 1 6:50-8:53;2:00-4: Blue Bird/Vision 6,038 Route 1 6:55-8:40;2:00-4: Blue Bird/Vision 11,345 Route 1 6:30-8:53;2:00-4: Microbird/Chevrolet 6,853 Route 1 6:26-8:30;2:10-4: Microbird/Chevrolet 10,530 Route 1 6:15-9:30;12:45-3: w/c Microbird/Chevrolet 8,907 Route 1 7:16-10:00;1:45-4:22 T Excursion/Ford 101,687 Spare 11 T Implala/Chevrolet 50,854 Route 5 7:41-9:22 Average mileage: Average age: Number of vehicles: 59, NON-STUDENT VEHICLES VEH # YEAR CAPACITY MAKE/MODEL MILEAGE USE AGE T Chevy Impala Driver Ed/Staff 12 T Chevy Impala Driver Ed/Staff 7 T Chevy Impala Driver Ed 5 T Chevy Van Food Service 5 T Chevy Impala Internship Ford F-350 Maintenance Ford F-650 Plow Maintenance Hyundai Loader Maintenance Ford F-450 Utility Maintenance Thomas/Freightliner Maintenance 10 M Ford F-350 Maintenance 9 M Ford F-350 Maintenance Ford F-450 Dump Maintenance Collins/Ford Maintenance Ford F-350 Stake Body Maintenance Chevrolet 2500HD Maintenance 1 Age based upon 2016 model year Page 2 of 2

29 WAYNE CENTRAL SCHOOL DISTRICT FLEET PROFILE APRIL, TOTAL Spares pass * pass w/c pass Total % 2% 5% 8% 8% 10% 10% 12% 12% 12% 10% 10% 0% * 4 large buses are committed to athletics on a daily basis so although they are shown as "spares", they are needed daily TOTAL ROUTE SPARE * TOTAL FLEET PROFILE - REPLACEMENT

30 LABOR LABOR AGREEMENT A critical element to any transportation program is labor. Quality drivers, aides, mechanics, and administrators are key team members in a successful transportation program. It is important to note our perspective toward labor. It is critical that a District employ highly qualified drivers and monitors/aides in sufficient numbers to meet the on-going needs of the District. At the same time, it is important that any agreements or procedures provide the District with the flexibility needed to adjust programs to change service levels with an accompanying change in labor costs. Most significantly, the labor agreement should support and facilitate the provision of quality services to the students and the education community. We have reviewed the labor agreement between the Wayne Central School District and the Wayne CSD Unit #9112 (CSEA) which expires June 30, Although this agreement covers all support service personnel in the District, the focus of our comments pertain to the Transportation Department employees with particular emphasis on the drivers. We understand the critical and important nature of negotiations, and the difficulty to all parties in making significant changes to historical practices; yet we strongly believe that an agreement needs to be consistent with the goal of quality transportation services while understanding that the District has limited financial resources. Of particular concern are any provisions or procedures which may limit an emphasis on student safety, or provisions which limit the District s ability to maximize the efficiency of the program. It should be noted that many decisions relative to benefits for transportation employees especially given the very part-time nature of their jobs were historically influenced by transportation aid. When a district is receiving 68.7% transportation aid on transportation expenditures, benefits may have been provided as the full cost was not experienced by the District. Unfortunately, not all employee benefits are really aidable, and we believe that there is a strong likelihood that transportation aid rates may continue to decrease in the future. Therefore, we believe that it is very important for districts to take a close look at the cost and effectiveness of benefits and procedures for predominantly parttime transportation employees. Our comments only relate to drivers and monitors, and do not reflect any review for any of the other employee groups covered in any agreements. Transportation Efficiency Study for Wayne Central Schools by Section 7 - Page 1

31 Paid time off in various sections of the agreement the following paid time off benefits are detailed: Personal days 2 Sick days 10 Bereavement 3 Snow days up to 3 Holidays 11 Bus driving, and serving as a bus monitor, are typically part-time jobs even though they may be defined as full-time in a negotiated agreement. They are relatively unique functions in that an absent employee must be replaced by a sub. This not only creates the incremental cost for the substitute employee, but it impacts the quality of the service, given that the best transportation service has the same drivers and monitors on the same buses, every day. In this way, the staff members know the students; the students know what to expect from the drivers/monitors; and the drivers know what looks right or wrong along a route or at a stop. As shown above, a driver could potentially have 12 paid days off in a school year (personal and sick) in situations where a substitute driver would be necessary. In fact, for the school year through 5/4/16, drivers were absent for 294 days (229 sick; 22.5 personal; 52.5 no pay support) days which required substitute employees. The 294 days for the 148 days thus far in the school year means that an average of 1.99 employees (~5%) were absent on each operating day. The use of sub drivers and monitors inflates labor costs while impacting the quality of the services. We suggest that absenteeism and paid days off should be addressed in future labor agreements. ATTENDANCE INCENTIVE Staff members who are reliable, and who minimize the need for substitute employees, should be recognized and encouraged to continue this process. Keep in mind that an employee who is absent is paid for the day, plus the District needs to employ another person to perform the transportation function. We support an attendance program to reward and encourage nonabsenteeism. From our experience, the most successful programs are ones where the eligibility and payment period are short and obtainable. Therefore, we recommend that you consider two month periods if an employee is not absent for any reason for the two months, they would receive a real incentive payment. If an employee happened to miss a day Transportation Efficiency Study for Wayne Central Schools by Section 7 - Page 2

32 or two during a period, they would only lose their qualification for that one period, and not the entire semester. We believe attendance should be based on perfect attendance (excepting only jury duty and bereavement which are not in the control of the employee). Paid personal days should not be acceptable in an attendance incentive program as this absence requires the District to employ a sub driver for the day. It s not uncommon for people to believe that we should not have to pay people to come to work. Although we fully understand this belief, the reality of transportation is that people are driven by wages and that decisions can sometimes be made to work or not work based on a personal motivation. If an attendance incentive reduces the need to incur the supplemental cost of a sub driver or monitor, and keeps the regular driver/monitor on the same route, the District will reduce costs and improve quality. As the District evaluates an attendance incentive concept, we recommend that consideration be given to reducing the paid days off to fund the attendance incentive program while taking into consideration the cost reductions from the elimination of sub pay. HEALTH AND DENTAL INSURANCE As mentioned in the Financial section of this report, the District is providing family health benefits which are not eligible for transportation aid reimbursement. Under the current labor agreement, the District will contribute between 80% and 90% of the cost of health coverage for employees depending on the employee s hire date. As the District looks at the provision of benefits in the future, we recommend that consideration be given to the eligibility of certain benefits for transportation aid. Therefore, the District should consider providing a higher percentage of the cost of a single policy, but a lower percentage of the cost for the incremental family benefit costs. We understand that this would apply to transportation personnel only within the bargaining unit; however, it would increase the transportation aid to the District. In the Financial portion of this report we identified that last year the District experienced $394,215 of incremental health and dental insurance costs which were not eligible for transportation aid. If some of the family cost of health insurance could be allocated to the single portion of health insurance, the District would benefit from the increased transportation aid. Obviously, any changes to the provision of health benefits needs to be consistent with the mandates of the Affordable Care Act (ACA). Therefore, Transportation Efficiency Study for Wayne Central Schools by Section 7 - Page 3

33 the District should consult with legal counsel or their benefit consultant before making any changes. PAY BASIS/ BID PROCESS Pursuant to the labor agreement, runs are constructed in the summer to meet the requirement that bids be held between August 19 th and August 25 th. Times for the runs are established with a four hour guarantee for in- District runs (4.5 hours including pre/post trip) and five hours for out-of- District routes. The actual run times are estimates by the Department, and contract payments are not decreased during the year if run modifications are made that actually reduce run times. The timing for the bid process makes sharing out-of-district runs with other districts difficult. Many out-of-district destinations are not finalized by districts until near the end of August; however, in order to meet the bid time requirements, the Wayne CSD needs to construct routes early in August. Sharing is a viable method of decreasing costs while better utilizing both drivers and vehicles. The bid process also can impact student safety. Given the run guarantees, it is typical for senior drivers to select the easiest routes (actual time and/or students). This leaves the more difficult routes, especially any routes where the student population may be historically challenging, to the newest and least experienced drivers. Candidly, this is exactly the opposite of what should occur from a student management standpoint. We recommend that Department Management be actively consulted prior to the next labor agreement negotiations in order to evaluate a modified bid process timeline. Additionally, we believe consideration should be given to paying drivers for the actual time that they work, not a guaranteed time. In this way, the more senior drivers will select the longer routes, thereby allowing the Department to develop routes based on the most effective program. EFFECTIVE HOURLY RATE In order to put the current compensation program into perspective, at the end of this section we have included an Effective Hourly Rate analysis. This analysis integrates the value of benefits, paid time off, and a guaranteed 182 days to demonstrate the effective hourly rate paid to drivers. What does this really mean and what is the value of understanding the effective compensation? The District has an on-going need for drivers. The District s current pay program offers a call-in sub driver a rate of $15.24 per hour. However, these drivers do not qualify for benefits or paid time off, and they typically can have one of the most challenging driving jobs in the District as they are required to drive routes which may not be Transportation Efficiency Study for Wayne Central Schools by Section 7 - Page 4

34 familiar, with students that they may not know. We believe that a very good case could be made that sub drivers, who are also challenged by being on-call, should be paid one of the highest hourly rates in the District. As the District enters into future negotiations, we believe there should be consideration for establishing a two-tier wage and benefit program. One tier would somewhat replicate the current program with an hourly rate and some level of benefits. The alternative tier would be based on a much higher hourly rate with minimal benefits, if any (consistent with any ACA requirements). In this way, the District could better compete in the marketplace for drivers by designing a program that actually meets their needs. Given the Effective Hourly Rate analysis, the District could offer a parttime job on the new alternative tier with an hourly rate of over $30.00 per hour. Additionally, the entire labor cost would be eligible for transportation aid as opposed to the incremental health insurance cost which is not aidable. SUBSTITUTE DRIVERS The District is currently paying sub drivers only $15.24 per hour for a job that requires extensive training and licensing, drug and alcohol testing, and being available for on-call work. As mentioned earlier, we believe an excellent argument could be made for subs to be paid one of the highest hourly rates in the District. The District needs sub drivers and monitors. This is a classic case of supply and demand with the supply of subs dwindling while the demand increases. In order to balance supply and demand, the price (wages) needs to increase. We believe the District needs to increase both the sub driver rate and the monitor rate, and have the flexibility to continue to increase the rate until the market forces provide a sufficient number of qualified subs. Unfortunately, the District will be competing with other districts to hire and retain subs. Therefore, it is important that the District attempt to gather regional sub driver costs from other districts, keeping in mind that the payment for subs will not be a static amount as other districts will need to be just as flexible in finding and employing subs. It does help the District that sub drivers have the opportunity to drive sports runs in the afternoon that may conflict with the normal PM dismissal schedule. Drivers are precluded from leaving their PM runs to take trips which is exactly the way the transportation program should operate. As mentioned, the best quality programs are the ones where the same drivers are on the same runs, every day. Transportation Efficiency Study for Wayne Central Schools by Section 7 - Page 5

35 TRIPS In the Management section of this report we address the use of a trip sheet to track school and athletic trips. One aspect of the trip sheet is the verification of trip length by the coach or chaperone. At the present time, driver time is based on an honor system. This is not meant to imply that drivers are not accurately reporting hours for trips as we have no indication that there is a problem. However, we also have no way of verifying the actual required labor time. Proper fiscal management would establish an audit process which we believe the use of a trip sheet will accomplish. LABOR NEGOTIATIONS DRIVER RECRUITMENT From our perspective, it is very important that the Director of Transportation be an active participant in the development of proposals for future labor negotiations. There are procedural aspects to the current agreement that should be addressed in order to maximize the effectiveness of the program. Finding and retaining drivers is an on-going challenge for most districts. Over the years we have seen several approaches which have been successful (in addition to the financial aspects mentioned in this section): Place sandwich boards in front of the school advertising the part-time bus driver job. Periodically change the message to attract attention. Place bus driver ads in any programs (sporting events; plays; etc.). Provide flyers to students to take home. Place ads on the District s website. Post a banner at School Board Meetings. Consider a referral bonus for employees who refer a candidate who accepts the job. Evaluate regional recruitment and training with other districts. Transportation Efficiency Study for Wayne Central Schools by Section 7 - Page 6

36 WAYNE CENTRAL SCHOOL DISTRICT EFFECTIVE HOURLY RATE WORKSHEET 15/16 Employee: Bus Driver - 41 drivers. Average driver is paid for 5.1 hours per day. Average hourly rate is $ Average annual salary based on 182 day school year. Average Wage for Home-to-School (182 days) $18, Annual Value of Fringe Benefits (1) + $13, Annual Value of Paid Time Off (2) + $2, Annual Compensation = $34, Annual # of driving hours (5.1/day for 182 days)* hours Effective Hourly Rate for Driver including prep time = $37.30 * Average driver drives for approximately 4.6 hours per day plus 30 minutes per day for pre/post trip checks. (1) FRINGE BENEFITS: Health & Dental Insurance - $ 11, (averaged for 41 drivers) Retirement - $ 2, (average based on 12% of annual wage plus paid time off) TOTAL ANNUAL FRINGE COST - $ 13, (1) (2) PAID TIME-OFF (bereavement time not considered): Personal - # 2 Sick Days - # 10 Holidays - # 11 Snow Days - # 2 (3 days paid; however, only 2 days utilized this year) Bereavement - # 3 TOTAL # OF DAYS - # 25 CALCULATION OF PAID TIME OFF COST: Total # of days from above list # 25 Daily Average Rate x $ Annual Value of Paid Time-Off = $ 2, Prepared by

37 MAINTENANCE STAFFING The Maintenance function is currently accomplished with three (3) full time equivalents (FTE) using the following staffing pattern: o Mechanic 6:00 3:00 o Mechanic 7:00 am 4:00 pm o Mechanic 8:00 5:00 The staggered work day is proper scheduling in order to provide coverage during both morning and afternoon routes while maximizing the maintenance work space. The three mechanics rotate work schedules, including the Head Mechanic. It is somewhat unusual for a Head Mechanic to participate in a shift rotation; however, we believe this is an excellent concept in order to provide him with insights into all program needs while demonstrating a fairness within the maintenance area. We commend him for this decision. The three mechanics is a reduction of one FTE which occurred approximately four years ago. MECHANIC STAFFING LEVELS As noted in the Fleet section of this report, this staff maintains 59 route and spare buses. The Department also maintains 16 other vehicles (non-student vehicles for Driver Ed, Food Service, Maintenance). In the industry, other vehicles are typically equated to ½ of a school bus given the lower maintenance and inspection requirements. Therefore, the maintenance area is effectively maintaining 67 vehicles (59 buses plus 8 others ). From an industry standard perspective, a fleet which is average age or better (average is 5.5 years while the District s is 5.2), average mileage or better (average is 70,000 while the District s is 59,842), maintained in a facility that allows reasonable efficiency, and have properly trained mechanics, should have a vehicle-to-mechanic ratio of approximately 18-to-1. As mentioned, the program is being operated with 3.0 FTE mechanics. Based on the need to service 67 vehicles, this results in a vehicle-tomechanic ratio of 22.3-to-1. As noted earlier, the District has purchased extended warranties on buses which assists with the big job maintenance requirements in the Department. Transportation Efficiency Study for Wayne Central Schools by Section 8 - Page 1

38 We have also noted that the propane buses have been incurring extensive maintenance requirements. We believe that eliminating the propane buses, coupled with the two bus reduction scheduled for next year, will assist the maintenance program. Additionally, as we discuss in the Routing section of this report, we believe that the District should address the service levels provided to students in the near future. If the types of policy changes occur that we recommend, the District should be able to further reduce the fleet size by at least 4 buses. In this report we stress the importance of the maintenance area implementing a maintenance software system. As a part of the software evaluation, it will be important to track the actual work hours and maintenance efficiency as part of any staffing considerations. DOT INSPECTIONS Following is a history of Department of Transportation inspections for the District: Total # of inspections # out-of-service vehicles % out-of-service 10.5% 4.5% 3.3% 0.0% 1.7% 2.4% DOT Passing Rate 89.5% 95.5% 96.7% 100.0% 98.3% 97.6% New York State has established a goal of a 90% passing rate for all programs. As can be seen in the above chart, the District has far exceeded this goal for the past five years. A very commendable effort. There is absolutely no question that the maintenance program in the District is top-notch as evidenced by the DOT history. MAINTENANCE SOFTWARE As mentioned in the Fleet section of this report, the District is not currently utilizing any maintenance software program. We recommend that the District acquire and fully implement a bus maintenance software program. The historical tracking will assist with fleet replacement while also providing excellent documentation to support the bus sale process. The software program will not only generate work orders, but will provide a detailed inventory control system, labor tracking analyses, repair scheduling, and costing for services provided for other departments. As the maintenance software is fully implemented, laptops should be available to the maintenance staff to allow them to check inventory levels, review work orders, enter labor time, parts and work Transportation Efficiency Study for Wayne Central Schools by Section 8 - Page 2

39 descriptions, and access internet maintenance sources such as manufacturer guides. This will require either Wi-Fi access or hard wiring in the maintenance area. Transportation Efficiency Study for Wayne Central Schools by Section 8 - Page 3

40 MANAGEMENT ORGANIZATION Following is the current structure of the Transportation Department: Asst Supt - Business Director of Transportation Head Bus Driver 5:45-2:45 Senior Bus Driver 8:00-5:00 Head Mechanic Drivers/ Monitors Driver/ Trainer (P/T) Mechanics (2) After reviewing the District s operation, and comparing the Wayne Central School District program with comparable programs that we have reviewed, we believe that the staffing level in the Department is appropriate. In some ways the specific job responsibilities of the Head Bus Driver and the Senior Bus Driver are confusing. As we review the job descriptions provided by the District ( and ), the specific job functions are basically identical. However, based on interviews, the functional needs of routing and dispatch, coupled with typical office assignments, are properly covered by the two employees. The Director, along with the Head and Senior Drivers, are all 19A and SBDI certified. The District also utilizes a driver/trainer on a part-time basis who offers the 19A and SBDI credentials. MEETINGS We recommend that there be an annual meeting with the principals, Director of Special Education, and the Athletic Director, attended by all the drivers/monitors. This provides an opportunity for increased training while allowing the drivers to ask questions about procedures, discipline, policy, and more. These meetings assist in building and enhancing relationships between the Department employees and the Building/District Administrators. The Transportation Supervisor should periodically attend cabinet level meetings with District Administrators and Principals. This Transportation Efficiency Study for Wayne Central Schools by Section 9 - Page 1

41 structure facilitates the exchange of needs and concerns, including such areas as timeliness of service; service limitations; student issues; future program changes; and more. TRAINING The District provides the State mandated training to drivers and monitors; however, specific enhanced training is not offered. Most districts have found that offering enhanced training will improve program quality while offering additional skills and tools to the drivers. Topics such as effective communications; age appropriate discipline; communicating with students with special needs; anger management; bullying; diffusing situations; and more can be a great asset to the employees. Districts have also shown that the supplemental skills help with employee retention as stress levels are decreased. Frequently, the Pupil Services Department can assist in developing specialized programs, especially if there are students in the District who have special needs where additional training of drivers or monitors would be helpful. EVALUATIONS TRIP REPORTS The District has not historically been consistent in conducting employee reviews in the Transportation Department; however, an annual review process (based on calendar year) has now been put into place. We strongly support this process. The District utilizes a manual reporting system for drivers to record work times, including on trips. Although we have no reason to believe this is not effective, we recommend that the District implement a trip ticket for all trips. This trip ticket would include at least the following: Date Requesting group/department trip description Required bus capacity estimated number of passengers Destination any specific instructions for travel/directions Scheduled departure time Actual departure time with coach s initials Estimated return time Actual return time with coach s initials Mileage Driver s name Bus number Comment field COACHES DRIVING We recommend that the District consider operating some smaller vehicles in the future. Not only would this be helpful for out-of-district Transportation Efficiency Study for Wayne Central Schools by Section 9 - Page 2

42 runs, but they could then be available for coaches to operate (once they receive the proper training) for small teams and events. Frequently, districts are going in this direction for events like golf, bowling, wrestling meets, etc. Before moving in this direction, the District may need to address this issue in labor negotiations given that the coaches will be replacing the need for a driver on these trips. Transportation Efficiency Study for Wayne Central Schools by Section 9 - Page 3

43 POLICY AND PROCEDURES An important issue in the operation and provision of student transportation services is the development, adoption and implementation of policy. Policy identifies for the community the level of service to be provided to the residents while clarifying for the Administration and the Transportation Department the parameters to be utilized to offer equitable and safe services. During the course of our review, we evaluated the following Board Policies and Administrative Procedures: Policies: 5710 Transportation Program (General Statement; Scheduling and Routing; Use of Buses by Community Groups) 5720 Transportation of Students (Requests to Nonpublic Schools; Transportation on Holidays; Transportation to Nonpublics for Students with Disabilities; Transportation of Non-Residents; Transportation to School Sponsored Events; Transportation in Personal Vehicles) 5730 School Bus Safety Program (Use of Cell Phones) 5731 Idling School Buses on School Grounds (General Statement; Private Vendor Contracts) 5732 Video Cameras on School Buses 5740 Qualifications of Bus Drivers 5741 Drug and Alcohol Testing Administrative Procedures: 6225-AP Occasional Driver Procedure 7570-AP Busing Student to an Empty Home 7580-AP Informing Transportation about Busing Needs for Special Education Students Based on our experience in reviewing transportation programs, we found the above policies lacking specificity in many of the areas that typically challenge transportation programs. More importantly, our interviews have shown that the service levels provided in the District far exceed any State mandates; are not always consistent with the concept of comparability of services; are potentially Transportation Efficiency Study for Wayne Central Schools by Section 10 - Page 1

44 CUL-DE-SACS & DEAD END ROADS unsafe given the flexibility accorded to the residents; require runs that increase costs; and appear to be based on a philosophy of keeping everyone happy. Policies in the area of transportation services are critically important, therefore it is essential that the Board of Education define the service levels that are to be provided to the Community. This should not be done by Transportation Department management. The Department Management should be responsible for implementing, on a consistent and fair basis, the service levels determined by the Board of Education. The practices of the District must be consistent with the policies of the District. This is the responsibility of Department management. Additionally, there are legal mandates relative to services that should be incorporated into policies in order to comply with regulatory requirements while establishing consistent service levels that are provided to all students on a comparable basis. It is important to state that the District has the absolute right to provide the services at the levels as determined by the Board, as long as those services are consistent with State laws and regulations. However, that does not mean that consideration should not be given to typical service levels, equity to students within the District, established industry procedures designed to maximize student safety, and consistency intended to allow the Department to maximize driver and vehicle assets. As the District considers the information contained in this section of the report, and considers changes in the future, we strongly recommend that the Transportation Department management be actively engaged in reviewing the true impact of making changes to policies and procedures. There is no question that the service levels in the District have inflated the cost of transportation, and reasonable changes could facilitate routing modifications that could save time and money. We fully understand and appreciate the difficulty in modifying historical service levels. However, there are a number of areas that we believe should be modified, and there are considerations that should be evaluated in order to realize savings in the transportation program. Following are some of the areas and issues that we believe should be considered by the District as policies are reviewed and updated. It is common for districts to consider services in cul-de-sacs and dead end roads. Typically, districts require students to walk to cul-de-sac Transportation Efficiency Study for Wayne Central Schools by Section 10 - Page 2

45 entrances depending on the length and design of the cul-de-sac. The provision for services into these difficult and inefficient areas is typically something that is established by the Board of Education based on input and recommendations from the Administration. PRIVATE ROADS There appears to be a number of private roads and properties where the District provides services. However, in some areas the services provided are not consistent with services provided in other locations in the District. The District is not legally mandated to enter a private road. However, we appreciate that this may be appropriate in some locations. In those cases, there should be a clear policy instructing the Department on the procedures, including specific permission from the landowner and appropriate insurance considerations. We suggest that the District consult with legal counsel on this topic. DOOR-TO-DOOR SERVICES Almost all students receive door-to-door services, regardless of how near they live to the next student. Not only is this inefficient, it is actually less safe. Most student-bus accidents occur while loading or unloading students. Group stops, which decrease the amount of starting and stopping, have been proven to increase safety while offering greater operating efficiencies. It is not uncommon for districts to provide door-to-door services for very young students. However, the vast majority of students can easily walk to a bus stop and participate in a group stop. Supervision of the students is the legitimate responsibility of the parents, and services should not be provided just because the parent cannot see the student from their front window. The implementation of group stops is a key element to providing the Transportation Department with the tools necessary to effectuate routing efficiencies that will allow a reduction in the number of buses. Additionally, it is important that all students in the District be provided with comparable service levels regardless of where they live. Some students should not receive door-to-door services while others are required to use group stops because of their locations. Within the door-to-door issue is a subset of students attending private-parochial schools located outside of the Wayne CSD. Under State law, the District is required to transport to a private-parochial school if one student in the District lives within 15 miles of the school location. This student is typically referred to as an anchor student. Transportation Efficiency Study for Wayne Central Schools by Section 10 - Page 3

46 The District is not required to transport if no student lives within this 15 mile limit, or if the anchor student leaves the District. Although the District is required to transport all students in the District once there is an anchor student (even those outside the 15 miles), there is absolutely no requirement for the District to pick-up or drop-off the students at their homes. In fact, the law states that the District has a right to establish a central location (school) and that the students outside the 15 miles are to be transported from this central location. However, it is our understanding that the District does not enforce the central location requirement, and in fact provides door-to-door services for all of these students. CROSS ATTENDANCE ZONES The District provides cross-attendance zone transportation to outside locations such as dance classes, YMCA, and more. Two buses are used in both the morning and afternoons to provide services which impacts the instruction time in the buildings while creating supervision issues in the buildings. Compounding the cross-attendance zone issue is the situation where two daycare centers are receiving dedicated bus routes without using the cross-attendance zone buses. CAMERA PHONE POLICY VARIABLE SCHEDULES The District has in place protocols for student use of camera phones in the school buildings. We recommend that procedures also be developed for the use of camera phones on buses. The use of a camera without another student s approval can result in privacy concerns, anxiety, anger and disruption on the buses. Additionally, the use of the flash during a nighttime trip can be extremely disruptive to the driver, and can result in a safety concern given that the driver may be distracted. The District apparently allows frequent and same day changes to student transportation schedules. Students are allowed to ride other routes for whatever reason as requested by parents such as play days, parties, supervision issues, and more. Although parents are encouraged to submit a request in writing, this is not enforced and some parents call on the same day to request route changes. The District actually accepts calls from parents who determine at the last minute that they will not be home. Transportation Efficiency Study for Wayne Central Schools by Section 10 - Page 4

47 From the standpoint of safety, we believe the District should consider eliminating this option. Driver familiarity with students is critically important to reduce discipline issues. More importantly, one of the greatest safety features offered by bus drivers is the awareness of surroundings and knowledge of what looks right or wrong when a student is dropped off in the afternoon. Under the current program, drivers may receive notice the same day that a new student will be riding their bus. It is impossible for a driver to keep track of these occasional students in the proper fashion. This practice of unstructured requirements for transporting students is unsafe and inefficient. Route loads cannot be properly planned when the Department needs to consider that they may need to leave seats open to handle last minute requests. Drivers cannot get to know every student when new students show up on runs. In fact, there appears to be a greater incidence of students being brought back to the school buildings after the PM runs due to the frequency of last-minute route changes. The last minute changes also result in a negative impact on school building personnel as they deal with parent requests, and attempt to coordinate the proper buses for young children. MISSED STUDENTS Consistent with the District s practice of providing services that exceed industry norms, students who miss their bus frequently receive customized services as the Department sends a bus back to pick them up. BEFORE/AFTER SCHOOL TRANSPORTATION REQUESTS The District is not required to do this. In most districts the students and parents understand that it is their responsibility to be timely to meet the bus schedules. The District should not be required to send a bus and driver out to pick up a student who has not met their personal responsibility to meet the established schedules. The District utilizes an application form for students requiring before and after school transportation changes that may differ from their home address (form included in Appendix). Consistent with the comments included in this section of the report, this form creates the following concerns: The form requests information by July 31 st, however this date is not enforced. In fact, the form then goes on to state that applications will not be processed between August 27 th and Transportation Efficiency Study for Wayne Central Schools by Section 10 - Page 5

48 September 11 th. State law stipulates that the District has the right to require transportation requests by April 1 st of each year. The District may limit transportation to a student s home, child care locations within the attendance zone, or any licensed or registered child care location within the District. The District does not place any limits on the requests. The form stipulates that day to day changes may be made by contacting the school for a bus pass. We have previously addressed this issue. However, stipulating this option on the form appears to sanction the process. The form states that cross-district transportation will impact the instructional time of the students. It states that the transportation must be the same for the entire school year; however, this is not enforced. The form says that transportation to a child care location is subject to availability of bus seating pursuant to Board Policy. We are not aware of the legal basis for restricting child care transportation, and we do not find any reference to this in the Board Policies that we reviewed. BUS PASSES The District uses a bus pass system at all buildings. It is very important that a copy of the bus pass information be kept at all buildings and the bus pass not filled in and simply given to the drivers, even for any late buses. In the event of a catastrophic accident, it is critical that a record of students potentially on the bus be available for emergency contacts. Transportation Efficiency Study for Wayne Central Schools by Section 10 - Page 6

49 TRANSFINDER ROUTING SOFTWARE ROUTING The District is utilizing TransFinder routing software. This is a very capable software program with significant use in Upstate New York. The District has operated the program since 1999, and recently acquired the redistricting module to assist with any program changes that may be required in the future should building reconfigurations occur. The District also owns and operates the InfoFinder feature which provides secured parent access to portions of the routing information. It is our understanding that the data in TransFinder is not integrated with the District s current student management system, Power School. However, apparently the District will be shifting to School Tools for a student management software system. It is important that the District consider integrating the TransFinder system with the student management system in order to ensure that new, changed, and deleted student information is consistent among all databases. Currently, the Department manually enters student information which is inefficient and which may lead to data conflicts between the two major student data files. RIDERSHIP AUDIT As a part of the routing review, TAS requested that the District conduct a detailed ridership audit in order to gain better understanding of how many students were actually on the buses. Detailed results of the ridership audit are included in the Appendix to this report. Reports show typical analyses including: actual ridership as a percentage of the scheduled (eligible) riders; actual ridership as a percentage of the licensed capacity of the bus; and scheduled ridership as a percentage of the bus capacity. The District should be conducting a ridership audit three times each year fall, winter, and spring. Given the potential variations in ridership during the first few weeks of school, we recommend that the first audit not occur until mid-october. This audit is typically conducted over a five-day period, and then actual ridership numbers are averaged for the five days. The audit covers all scheduled runs. On routes where ridership is consistently very low, route changes should be considered in an attempt to increase ridership through consolidation of routes. Routes should be developed based on actual ridership, not eligible or theoretical ridership. For example, if a bus route historically experiences a 60% ride factor as compared to the number of scheduled Transportation Efficiency Study for Wayne Central Schools by Section 11 - Page 1

50 riders, the bus could be scheduled for 90 riders knowing that only 54 might ride. (Obviously, this example has not factored in riding time as a controlling factor in the route development.) The ridership audit data, coupled with the bus usage information, provides valuable insights into the efficiency of the transportation program. Following are data elements that we will reference: AM: HS/MS (1 st Tier): Average ridership 23.9 Average scheduled ridership 35.6 Average actual ridership compared to bus capacity 38% Average actual ridership compared to scheduled 70.6% Average scheduled ridership compared to bus capacity 56.2% Elementary (2 nd Tier): Average ridership 24.3 Average scheduled ridership 32.6 Average actual ridership compared to bus capacity 40.1% Average actual ridership compared to scheduled 77.7% Average scheduled ridership compared to bus capacity 53.3% PM: HS/MS (1 st Tier): Average ridership 14.5 Average scheduled ridership 35.5 Average actual ridership compared to bus capacity 23.1% Average actual ridership compared to scheduled 45.2% Average scheduled ridership compared to bus capacity 55.9% Elementary (2 nd Tier): Average ridership 26.8 Average scheduled ridership 34.9 Average actual ridership compared to bus capacity 43.5% Average actual ridership compared to scheduled 80% Average scheduled ridership compared to bus capacity 56% AM average mileage for all route buses 37.9 PM average mileage for all route buses (not late buses) Average AM + PM elapsed time - 4:14 hours (not including 4:00 PM runs) Transportation Efficiency Study for Wayne Central Schools by Section 11 - Page 2

51 It is important to note that the bus capacity utilized above is based on the licensed child capacity of the bus (3 students to a seat). The District uses the adult capacity of the bus (2 to a seat) for all secondary students. This is very common in the industry given that child capacity is based on only 13 inches of rump room not sufficient for larger students, especially with coats and backpacks. This information demonstrates that there is capacity on the buses to transport more students. However, simple bus capacity is not the only controlling factor for the number of students that can be transported. More importantly, the bus needs time to cover more distance to allow more students to be scheduled and transported on the bus. Given that there is open time available between runs (tiers), time should not be a limiting factor from the better utilization of the vehicles. It would appear that routes need to be developed with a greater appreciation for the actual usage by students, including the consolidation of runs once the school year is underway. Although averages can certainly be misleading in some cases, and there undoubtedly are a few runs where student loads are significant, the details demonstrate that there is unused capacity on most runs. Given the geography of the District, not all runs can be maximized. The information contained and addressed in the Policy section of this report is extremely pertinent as the utilization of the buses is analyzed. As mentioned, the District effectively provides door-to-door services for all students. This significantly increases the required run times as bus stops can take anywhere from 15 to 30 seconds per stop. Additionally, the District s flexibility that allows daily run changes, especially in the PM, makes student assignments difficult. The best practice is to have the PM run effectively replicate the AM run so the students, parents and drivers have familiarity. The need to keep open spaces on buses to accommodate parent requests leads to inefficiency. The HS/MS run in the morning is also challenged due to elementary students taking the early runs to accommodate clubs, breakfast, music and so on. What does all this mean? As mentioned, the District is experiencing a consistent enrollment decline coupled with a somewhat uncertain future. Based on our understanding of work performed by other consultants, there may be a Transportation Efficiency Study for Wayne Central Schools by Section 11 - Page 3

52 need to evaluate the closing or repurposing of one or more school buildings. The movement of student populations will require a rerouting of the transportation system. The financial challenges may require the District to critically evaluate the service levels being offered to the community. As we have clearly noted, the extremely flexible and responsive services are exceptional compared to industry norms and are provided at a level which negatively impacts cost efficiencies. We believe the District should change the way that transportation services are provided. There is no doubt that the type of routes and services will change depending on which school building may be closed. The actual impact can only be determined once a tentative decision is made. However, based on our review of the student load practices, run times, actual ridership, and special services that are provided, we believe that the District could very reasonably expect to reduce at least 10% of the route buses through an aggressive rerouting process. This means that at least four routes, buses, and drivers could be saved. Given the annual change in staffing, the reduction of the routes will assist in keeping the District s driver force fully staffed. Based on operating costs as identified in the Financial section of this report, after eliminating the amortized capital costs, a route bus costs approximately $62,105. Even discounting this figure for some of the costs which are not truly variable, the savings of four buses should result in a savings of at least $200,000 per year every year. It is again important to state - a true evaluation of the opportunities for savings and efficiencies will require a detailed routing review by the District. This review must be coupled with policy and service level changes instituted by the Board of Education. The potential of slightly modifying bell times should also be part of any rerouting review as the current program shows dead times between tiers in the morning. Evaluating these types of options is an important proactive responsibility of the Director of Transportation; however, he must be given the tools and authority to modify service levels. Additionally, any program change of this nature should include extensive communications with all parties, including parents and staff members. Given the amount of work that would be required, we would not envision this change occurring before the school year. Transportation Efficiency Study for Wayne Central Schools by Section 11 - Page 4

53 The ridership levels in the District demonstrate the need for run consolidations and aggressive rerouting. We do not believe that the annual tweaks to existing runs is sufficient for a District with the demographics of the Wayne Central Schools. Additionally, the type of comparative analysis showing actual versus scheduled versus capacity should become a standard review performed by the District as a method of evaluating the efficiency of the routes while highlighting anomalies. Transportation Efficiency Study for Wayne Central Schools by Section 11 - Page 5

54 APPENDIX TRANSPORTATION AID OUTPUT REPORT (TRA) DOT OPERATOR PROFILE CHILD CARE REQUEST FORM BUS USAGE SCHEMATIC RIDERSHIP REPORT Transportation Efficiency Study for Wayne Central Schools by Page 1

55 1 of 18 6/2/2016 1:44 PM District Name: WAYNE CSD State Aid: District Code: Today's Date: 06/02/2016 Data as of: 06/02/ :00 AM TRANSPORTATION FORMULA AID OUTPUT REPORT (TRA) ENTRIES 1-8 ARE USED TO CALCULATE THE DEDUCTIONS FOR OTHER PURPOSE, BUSES LEASED TO OTHERS AND NONRESIDENT TRANSPORTATION Glossary RATIOS FOR COMPUTING NONAIDABLE EXPENDITURES ANNUAL MILEAGE: 1 FOR REGULARLY SCHEDULED ROUTES (INCLUDING LATE TRIPS FROM SCHOOL TO HOME AND TO AND FROM BOCES PROGRAMS) 2 FOR SERVICES CONTRACTED TO OTHERS, PURSUANT TO SECTION 1709(25)(H), ED LAW 3 FOR BUSES LEASED TO OTHERS FOR TRANSPORTATION OTHER THAN SEC 1709(25)(H) (FORM FT ENT 111) (FORM FT ENT 113) (FORM FT ENT 112) 583,670 21, TO TRANSPORT 4408 SUMMER PUPILS (FORM FT ENT 114) 5 ANNUAL MILEAGE FOR OTHER PURPOSES EXCLUDING SUMMER SCHOOL (FORM FT ENT 115A) 15,251 55,422 6 ANNUAL MILEAGE FOR DISTRICT OPERATED SUMMER SCHOOL PROGRAM (EXCLUDING 4408 AND BOCES SUMMER SCHOOL) (FORM FT ENT 115B) 0

56 2 of 18 6/2/2016 1:44 PM 7 ANNUAL MILEAGE FOR OTHER PURPOSES INCLUDING SUMMER SCHOOL 8 TOTAL ANNUAL MILEAGE - ALL PURPOSES EXCLUDING MILEAGE 4408 SUMMER PUPILS 9 RATIO OTHER PURPOSES MILEAGE TO TOTAL INCLUDING SUMMER SCHOOL (ENTRY 9 IS USED IN ENTRY 89) 10 RATIO OTHER PURPOSES MILEAGE TO TOTAL EXCLUDING SUMMER SCHOOL 11 RATIO MILEAGE FOR BUSES LEASED TO OTHERS TO TOTAL (ENTRY 11 IS USED IN ENTRY 100) (ENT 5 + ENT 6) 55,422 (ENT 1 + ENT 2 + ENT 3 + ENT 7) 661,271 (ENT 7 / ENT 8) (ENT 5 / ENT 8) (ENT 3 / ENT 8) NON-ALLOWABLE PUPIL DECIMAL (IF FORM FT ENT 110A > 0, USE FORM FT ENT 110A, ELSE USE SCH P ENT 11) (THIS INFORMATION COMES FROM THE NON-ALLOWABLE DECIMAL WORKSHEET, IF THE DISTRICT IS REQUIRED TO FILE IN THAT AID YEAR, OTHERWISE PREVIOUS YEAR DECIMAL IS USED.) SELECTED TRANSPORTATION AID RATIO AND TRANSPORTATION AID: ACTUAL VALUATION (OSC) 1,201,812, RESIDENT WEIGHTED AVERAGE DAILY ATTENDANCE (RWADA) ( ATT ENT 96) ACTUAL VALUATION PER RWADA (ENT 13 / ENT 14) 16 RWADA WEALTH RATIO (ENT 15 / 680,400) 2, , RWADA LOCAL SHARING RATIO (ENT 16 *.460) 0.323

57 3 of 18 6/2/2016 1:44 PM 18 RWADA TRANSPORTATION RATIO ( ENT 17, MIN = 0) 19 SELECTED SHARING RATIO FOR OPERATING AID 20 TRANSPORTATION ADJUSTED SHARING AID RATIO RESIDENT PUBLIC AND NONPUBLIC SCHOOL ENROLLMENT ACTUAL VALUATION PER RESIDENT ENROLLMENT (GEN ENT 61) (1.263 * ENT 19) (ENT 13 / ENT 21) 23 ENROLLMENT WEALTH RATIO (EWR) (ENT 22 / 614,100) 2, , EWR LOCAL SHARING RATIO (ENT 23 *.460) EWR TRANSPORTATION RATIO ( ENT 24, MIN = 0) 26 SELECTED RATIO (GREATER ENT 18, ENT 20 OR ENT 25, MIN = 0) PUBLIC SCHOOL ENROLLMENT 2, SQUARE MILES IN DISTRICT ENROLLMENT PER SQUARE MILE (ENT 27 / ENT 28) 30 EXCESS ENROLLMENT PER SQUARE MILE ( ENT 29, MIN = 0) TRANSPORTATION SPARSITY FACTOR (ENT 30 / ) STATE SHARE RATIO FOR TRANSPORTATION AID CLICK HERE CAPITAL EXPENDITURES (BUS PURCHASE, LEASE AND EQUIPMENT) 33 NOT USED (ENT 26 + ENT 31, MIN =.065, MAX =.900) 0.687

58 4 of 18 6/2/2016 1:44 PM 34 NOT USED 35 NOT USED 36 NOT USED 37 NOT USED 38 NOT USED ASSUMED AIDABLE DEBT SERVICE FOR TRANSPORTATION CAPITAL AID ASSUMED DEBT SERVICE FOR EQUIPMENT EXPENSE INCURRED BETWEEN 7/1/2009 AND 6/30/ ASSUMED DEBT SERVICE FOR EQUIPMENT EXPENSE INCURRED BETWEEN 7/1/2014 AND 6/30/2015 (AMORTIZED 1112, 1213, 1314 AND 1415 SAMS SCH G ENTS 40) (AMORTIZED 1516 SAMS SCH G ENT 40) 1, ASSUMED DEBT SERVICE FOR COST OF BUSES PURCHASED BETWEEN 1/1/2010 AND 6/30/2014 (SA-16) 463,700 CLICK HERE FOR ENTRY #41 AMORTIZATION DETAILS ASSUMED DEBT SERVICE FOR COST OF BUSES PURCHASED BETWEEN 7/1/2014 AND 6/30/2015 (SA-16) 125,192 CLICK HERE FOR ENTRY #42 AMORTIZATION DETAILS ASSUMED DEBT SERVICE FOR COST OF BUS LEASES AND GARAGE RENTAL AGREEMENTS STARTING BETWEEN 7/1/2009 AND 6/30/ ASSUMED DEBT SERVICE FOR COST OF BUS LEASES AND GARAGE RENTAL AGREEMENTS STARTING BETWEEN 7/1/2014 AND 6/30/ NOT USED (EDUCATIONAL MANAGEMENT SERVICES) (EDUCATIONAL MANAGEMENT SERVICES) 0 0

59 5 of 18 6/2/2016 1:44 PM 46 NOT USED 47 NOT USED TRANSPORTATION CAPITAL EXPENSE DEDUCTIONS 48 DEDUCTION OTHER PURPOSES FOR ASSUMED DEBT SERVICE COST OF BUSES PURCHASED BETWEEN 1/1/2010 AND 6/30/ DEDUCTION OTHER PURPOSES FOR ASSUMED DEBT SERVICE COST OF BUSES PURCHASED BETWEEN 7/1/2014 AND 6/30/ NOT USED 51 NOT USED 52 DEDUCTION OTHER PURPOSES FOR ASSUMED DEBT SERVICE FOR COST OF BUS LEASES AND GARAGE RENTAL AGREEMENTS STARTING BETWEEN 7/1/2009 AND 6/30/ DEDUCTION OTHER PURPOSES FOR ASSUMED DEBT SERVICE FOR COST OF BUS LEASES AND GARAGE RENTAL AGREEMENTS STARTING BETWEEN 7/1/2014 AND 6/30/ DEDUCTION OTHER PURPOSES FOR ASSUMED DEBT SERVICE FOR EQUIPMENT EXPENSE INCURRED BETWEEN 7/1/2009 AND 6/30/ DEDUCTION OTHER PURPOSES FOR ASSUMED DEBT SERVICE FOR EQUIPMENT EXPENSE INCURRED BETWEEN 7/1/2014 AND 6/30/ NOT USED 57 NOT USED 58 NOT USED (ENT 41 * ENT 10) (ENT 42 * ENT 10) (ENT 43 * ENT 10) (ENT 44 * ENT 10) (ENT 39 * ENT 10) (ENT 40 * ENT 10) 38,858 10,

60 6 of 18 6/2/2016 1:44 PM 59 DEDUCTION FOR NON-ALLOWABLE PUPILS FOR ASSUMED DEBT SERVICE FOR COST OF BUSES PURCHASED BETWEEN 1/1/2010 AND 6/30/ DEDUCTION FOR NON-ALLOWABLE PUPILS FOR ASSUMED DEBT SERVICE FOR COST OF BUSES PURCHASED BETWEEN 7/1/2014 AND 6/30/ NOT USED 62 NOT USED 63 DEDUCTION FOR NON-ALLOWABLE PUPILS FOR ASSUMED DEBT SERVICE FOR COST OF BUS LEASES AND GARAGE RENTAL AGREEMENTS STARTING BETWEEN 7/1/2009 AND 6/30/ DEDUCTION FOR NON-ALLOWABLE PUPILS FOR ASSUMED DEBT SERVICE FOR COST OF BUS LEASES AND GARAGE RENTAL AGREEMENTS STARTING BETWEEN 7/1/2014 AND 6/30/ DEDUCTION FOR NON-ALLOWABLE PUPILS FOR ASSUMED DEBT SERVICE FOR EQUIPMENT EXPENSE INCURRED BETWEEN 7/1/2009 AND 6/30/ DEDUCTION FOR NON-ALLOWABLE PUPILS FOR ASSUMED DEBT SERVICE FOR EQUIPMENT EXPENSE INCURRED BETWEEN 7/1/2014 AND 6/30/ NOT USED 68 NOT USED 69 NOT USED 70 NOT USED 71 NOT USED 72 NOT USED ((ENT 41 - ENT 48) * ENT 12) ((ENT 42 - ENT 49) * ENT 12) ((ENT 43 - ENT 52) * ENT 12) ((ENT 44 - ENT 53) * ENT 12) ((ENT 39 - ENT 54) * ENT 12) ((ENT 40 - ENT 55) * ENT 12) 6,330 1,

61 7 of 18 6/2/2016 1:44 PM SUMMARY: AIDABLE TRANSPORTATION CAPITAL EXPENSE AIDABLE ASSUMED DEBT SERVICE FOR EQUIPMENT EXPENSE INCURRED BETWEEN 7/1/2009 AND 6/30/ AIDABLE ASSUMED DEBT SERVICE FOR EQUIPMENT EXPENSE INCURRED BETWEEN 7/1/2014 AND 6/30/ AIDABLE ASSUMED DEBT SERVICE FOR BUS PURCHASE EXPENSE INCURRED BETWEEN 1/1/2010 AND 6/30/ AIDABLE ASSUMED DEBT SERVICE FOR BUS PURCHASE EXPENSE INCURRED BETWEEN 7/1/2014 AND 6/30/ AIDABLE ASSUMED DEBT SERVICE FOR LEASE AND GARAGE RENTAL EXPENSE INCURRED BETWEEN 7/1/2009 AND 6/30/ AIDABLE ASSUMED DEBT SERVICE FOR LEASE AND GARAGE RENTAL EXPENSE INCURRED BETWEEN 7/1/2014 AND 6/30/ TOTAL ASSUMED CAPITAL EXPENSE AIDABLE IN OPERATING EXPENDITURES: 80 PERSONAL SERVICES (LESS ASSISTANT DRIVER NON-DISABLED) (ENT 39 - (ENT 54 + ENT 65)) (ENT 40 - (ENT 55 + ENT 66)) (ENT 41 - (ENT 48 + ENT 59)) (ENT 42 - (ENT 49 + ENT 60)) (ENT 43 - (ENT 52 + ENT 63)) (ENT 44 - (ENT 53 + ENT 64)) (SUM OF ENTS 73, 74, 75, 76, 77, 78) (ST-3 SCH A4C [A , A ] ENT ENT FORM FT ENT 174) 1, , , ,627 1,165,575

62 8 of 18 6/2/2016 1:44 PM 81 EMPLOYEE BENEFITS (LESS ASSISTANT DRIVER NON-DISABLED) (FORM FT ENT ENT 175) 82 SUPPLIES AND MATERIALS (ST-3 SCH A4C [A , A ] ENT ENT 312 MINUS ANY NONAIDABLE EXPENSES REPORTED ON SCHEDULE H) 83 CONTRACTUAL EXPENSES (ST-3 SCH A4C [A5510.4, A5530.4, A ] ENT ENT ENT ENT SCH I, ENT 17 MINUS ANY NONAIDABLE EXPENSES REPORTED ON SCHEDULE I) 84 EXPENSE FOR LEASE INCLUDED IN ENTRY TOTAL OPERATING EXPENDITURES FROM THE GENERAL FUND 86 EXPENSES FOR UNAPPROVED DISTRICT COMPUTERIZED ROUTING (SCH I ENT 1) (SUM OF ENTS 80 THRU 83 MINUS ENT 84) (FORM FT ENT 120) 87 DEDUCTION FOR NATIVE AMERICANS (ST-3 SCH A3 [A2389] ENT 35) 88 TOTAL OPERATING EXPENDITURES (ENT 85 - ENT 86 - ENT 87, MIN = 0) 89 DEDUCTION FOR ALL OTHER PURPOSES INCLUDING SUMMER SCHOOL (ENT 9 * ENT 88) 658, , ,167 2,357,944 2,357, ,595

63 9 of 18 6/2/2016 1:44 PM 90 DEDUCTION FOR ALL OTHER PURPOSES EXCLUDING SUMMER SCHOOL 91 NET OPERATING EXPENDITURES EXCLUDING SUMMER SCHOOL 92 NET DISTRICT TRANSPORTATION OPERATING EXPENSE INCLUDING SUMMER SCHOOL 93 DISTRICT OPERATED NON-ALLOWABLE PUPIL DEDUCTION EXCLUDING SUMMER SCHOOL 94 DISTRICT OPERATED NON-ALLOWABLE PUPIL DEDUCTION INCLUDING SUMMER SCHOOL 95 DEDUCTION FOR REVENUES FROM CONTRACTED SERVICES PURSUANT TO SEC 1709(25)(H), ED LAW 96 REVENUES FROM BOCES INCLUDING SHUTTLE 97 REVENUES FOR TRANSPORTATION OTHER THAN SEC 1709(25)(H) (ENT 10 * ENT 88) (ENT 88 - ENT 89, MIN = 0) (ENT 88 - ENT 90, MIN = 0) (ENT 12 * ENT 91) (ENT 12 * ENT 92) (S-T3 SCH A3 [A2389] ENT 36) (S-T3 SCH A3 [A2308] ENT 31) (ST-3 SCH A3 [A2304] ENT 29) 98 REVENUES FROM RENTAL OF BUSES (ST-3 SCH A3 [A2440] ENT 46) 99 TOTAL REVENUES FROM RENTAL, BOCES SHUTTLE AND TRANSPORTATION OTHER THAN SEC 1709(25)(H) (SUM OF ENTS 96 THRU 98) 100 DEDUCTION BASED ON MILEAGE (ENT 11 * ENT 88) 101 SELECTED DEDUCTION (GREATER OF ENT 99 OR ENT 100) (GREATER OF (RATIO MILEAGE FOR BUSES LEASED TO OTHERS AND NONRESIDENT TRANSPORTATION * TOTAL DISTRICT TRANSPORTATION OPERATING EXPENSE) OR THE ACTUAL 197,595 2,160,349 2,160,349 32,189 32,189 50,119 1,813 1,813 2,122 2,122

64 10 of 18 6/2/2016 1:44 PM REVENUES RECEIVED) 102 RECEIPT FROM SALE OF TRANSPORTATION EQUIPMENT (ST-3 SCH A3 [A2666] ENT 55) 103 RECEIPT OF INSURANCE RECOVERY (ST-3 SCH A3 [A2680] ENT 57 + ST-3 SCH G2 [H2680] ENT 21) 104 REFUND OF PRIOR YEAR'S TRANSPORTATION EXPENSE 105 TOTAL DEDUCTIONS FROM NET EXPENDITURES INCLUDING SUMMER SCHOOL 106 TOTAL DEDUCTIONS FROM NET DISTRICT OPERATING EXPENDITURES EXCLUDING SUMMER SCHOOL 107 DISTRICT OPERATING EXPENSE APPROVED FOR AID EXCLUDING SUMMER SCHOOL 108 DISTRICT OPERATING EXPENSE APPROVED FOR AID INCLUDING SUMMER SCHOOL 109 SUMMER SCHOOL DISTRICT OPERATED EXPENSE APPROVED FOR AID ENTRIES ARE FOR CONTRACT BUSES CONTRACT BUSES: CONTRACT EXPENSES (INCLUDING BOCES TRANSPORTATION CONTRACTS (ST-3 SCH A3 [A2702] ENT 65) (ENT 93 + ENT 95 + ENT ENT ( ( ENT ENT 103) * ( ( 1 - ENT 9) * (1 - ENT12) ) ) ) (ENT 94 + ENT 95 + ENT ENT ( ( ENT ENT 103) * ( ( 1 - ENT 10) * (1 - ENT12) ) ) ) (ENT 91 - ENT 105) (ENT 92 - ENT 106) (ENT ENT 107) 29, , ,235 2,049,114 2,049,114 0

65 11 of 18 6/2/2016 1:44 PM FOR SHUTTLE): 110 REGULAR ROUTES AND CHAPTER 173 PASS THRU (ENTRY 110 COMES FROM THE SCHEDULE J AND ONLY CONTRACTS APPROVED BY SED'S OFFICE OF EDUCATION MANAGEMENT SERVICES WILL BE AIDABLE) 111 CONTRACT EXPENDITURES FOR SUMMER SCHOOL 112 REGULAR ROUTES CHAPTER 173 AND SUMMER SCHOOL 113 CONTRACT EXPENDITURES FOR OTHER PURPOSES EXCLUDING SUMMER SCHOOL 114 CONTRACT EXPENDITURES FOR OTHER PURPOSES INCLUDING SUMMER SCHOOL DEDUCTIONS FROM CONTRACT EXPENDITURES: 115 DEDUCTIONS: TOTAL UNAPPROVED TRANSPORTATION CONTRACT EXPENSES (SCHEDULE J) 116 DEDUCTIONS: EXPENSE IN EXCESS OF CONTRACT (SCH J #996 + #999) (SCH J #997) 0 (ENT ENT 111) (SCH J #998) 0 (ENT ENT 111) (FORM FT ENT 122) (FORM FT ENT 123A) 117 DEDUCTIONS: CONTRACTS NOT BID (FORM FT ENT 123B) 118 DEDUCTIONS: LATE FILED CONTRACTS (FORM FT ENT 124A) 119 DEDUCTIONS: AGREEMENT DATE AFTER START OF SERVICE 120 DEDUCTIONS: OTHER DISTRICT REVENUES 121 DEDUCTIONS: REFUNDS FROM PRIOR YEARS EXPENSES - CONTRACTED TRANSPORTATION (INCLUDING BOCES) 122 DEDUCTIONS: REFUNDS FROM ADVERTISING (FORM FT ENT 124B) (ST-3 SCH A3 [A2304] ENT 28) (ST-3 SCH A3 [A2702] ENT 64) (ST-3 SCH A3 [A2770] ENT 71)

66 12 of 18 6/2/2016 1:44 PM 123 TOTAL EXPENSES FOR CONTRACT COMPUTERIZED ROUTING 124 TOTAL EXPENSE COMPUTER BUS ROUTING LICENSE/SERVICE MAINTENANCE FEE 125 EXPENSES FOR UNAPPROVED CONTRACT FOR COMPUTERIZED ROUTING (FORM FT ENT 125A) (FORM FT ENT 125B) (FORM FT ENT 126) 126 TOTAL CONTRACT DEDUCTION (SUM OF ENTS 115 THRU ENT 125) CONTRACT EXPENSE APPROVED FOR AID: 127 TOTAL CONTRACT EXPENSES AFTER DEDUCTION EXCLUDING SUMMER SCHOOL 128 TOTAL CONTRACT EXPENSES AFTER DEDUCTION INCLUDING SUMMER SCHOOL 129 CONTRACT NON-ALLOWABLE PUPIL DEDUCTION EXCLUDING SUMMER SCHOOL 130 CONTRACT NON-ALLOWABLE PUPIL DEDUCTION INCLUDING SUMMER SCHOOL 131 CONTRACT EXPENSES APPROVED FOR AID EXCLUDING SUMMER SCHOOL 132 CONTRACT EXPENSES APPROVED FOR AID INCLUDING SUMMER SCHOOL 133 SUMMER SCHOOL CONTRACT EXPENSE APPROVED FOR AID ENTRIES ARE FOR PUBLIC SERVICE CARRIERS PUBLIC SERVICE CARRIERS: (SCHEDULE K) (ENT ENT ENT ENT 126) (ENT ENT ENT ENT 126) (ENT 12 * ENT 127) (ENT 12 * ENT 128) (ENT ENT 129) (ENT ENT 130) (ENT ENT 131)

67 13 of 18 6/2/2016 1:44 PM 134 PUBLIC SERVICE EXPENDITURES FOR ALLOWABLE PUPILS EXCLUDING SUMMER SCHOOL 135 PUBLIC SERVICE EXPENDITURES FOR ALLOWABLE PUPILS INCLUDING SUMMER SCHOOL 136 PUBLIC SERVICE EXPENDITURES FOR NON-ALLOWABLE PUPILS 137 PUBLIC SERVICE EXPENDITURES ALL OTHER PURPOSES EXCLUDING SUMMER SCHOOL 138 PUBLIC SERVICE EXPENDITURES ALL OTHER PURPOSES INCLUDING SUMMER SCHOOL 139 PUBLIC SERVICE EXPENSE APPROVED FOR AID EXCLUDING SUMMER SCHOOL 140 PUBLIC SERVICE EXPENSE APPROVED FOR AID INCLUDING SUMMER SCHOOL 141 SUMMER SCHOOL PUBLIC SERVICE EXPENDITURES APPROVED FOR AID ENTRIES ARE FOR TRANS SUPERVISOR'S OFFICE EXPENSES EXPENDITURES FOR THE TRANSPORTATION SUPERVISOR'S OFFICE: 142A SALARIES FOR STAFF OF TRANSPORTATION SUPERVISOR'S OFFICE 142B EMPLOYEE BENEFITS FOR STAFF OF TRANSPORTATION SUPERVISOR'S OFFICE 142C EQUIPMENT TRANSPORTATION SUPERVISOR'S OFFICE 143 REVENUE FOR TRANSPORTATION SUPERVISOR OFFICE (INCLUDING REVENUE FOR SHARED (SCH K #302) 0 (SCH K #302 + #310) (SCH K #303) 0 (SCH K # 304) 0 (ENT SCH K #310) (ENT 134) 0 (ENT 135) 0 (ENT ENT 139) (ST-3 SCH A4C [A , A ] ENT ENT 301) (FORM FT ENT 118) ,289 78,859 (SCH L ENT 42) 0 (ST-3 SCH A3 [A2389] ENT 34A)

68 14 of 18 6/2/2016 1:44 PM TRANSPORTATION SUPERVISOR) 144 NOT USED 145 TOTAL EXPENSE OF TRANSPORTATION SUPERVISOR'S OFFICE 146 TOTAL DISTRICT OPERATED, CONTRACT AND PUBLIC SERVICE EXPENSE APPROVED FOR AID EXCLUDING SUMMER SCHOOL 147 TOTAL DISTRICT OPERATED, CONTRACT AND PUBLIC SERVICE EXPENSE APPROVED FOR AID INCLUDING SUMMER SCHOOL 148 TOTAL DISTRICT OPERATED, CONTRACT AND PUBLIC SERVICE EXPENSE 149 EXPENSES OF TRANSPORTATION SUPERVISOR'S OFFICE APPROVED FOR AID EXCLUDING SUMMER SCHOOL 150 EXPENSES OF TRANSPORTATION SUPERVISOR'S OFFICE APPROVED FOR AID INCLUDING SUMMER SCHOOL 151 SUMMER SCHOOL EXPENSE OF TRANSPORTATION SUPERVISOR'S OFFICE APPROVED FOR AID REGULAR TRANSPORTATION AID SUMMARY: (ENT 142A + ENT 142B + ENT 142C - ENT 143) (ENT ENT ENT 139) (ENT ENT ENT 140) (ENT 85 + ENT ENT ENT ENT ENT ENT ENT 138) (ENT 145 * ( ENT 146 / ENT 148)) (ENT 145 * ( ENT 147 / ENT 148)) (ENT ENT 149) 253,148 2,049,114 2,049,114 2,357, , , DISTRICT OPERATED EXPENSE (ENT 107) 2,049, CONTRACT BUSES (ENT 131) PUBLIC SERVICE BUSES (ENT 139) TRANSPORTATION SUPERVISOR'S OFFICE (ENT 149) 219,992 0

69 15 of 18 6/2/2016 1:44 PM 156 MINUS CHAPTER 721 TRANSPORTATION EXPENSES FOR SCHOOL YEAR 157 TOTAL NON-CAPITAL EXPENSES APPROVED FOR AID 158 TOTAL ASSUMED CAPITAL EXPENSE AIDABLE IN TOTAL TRANSPORTATION EXPENSE APPROVED FOR AID (STAC ) (SUM (ENTS 152 THRU 155) - ENT 156) (SUM OF ENTS 73, 74, 75, 76, 77, 78) (ENT ENT 158) 160 CALCULATED TRANSPORTATION AID (NYC ONLY) 161 A. C. TRANSPORTATION DECISION AID RECOVERY (NYC ONLY) 162 TRANSPORTATION AID ELIGIBLE (ENT 32 * ENT 159) 163 TRANSPORTATION AID AFTER NON-ALLOWABLE WORKSHEET CHECK SUMMER SCHOOL TRANSPORTATION AID SUMMARY 164 SUMMER SCHOOL DISTRICT OPERATED EXPENSE 2,269, ,627 2,802,733 1,925,478 1,925,478 (ENT 109) SUMMER SCHOOL CONTRACT BUSES (ENT 133) SUMMER SCHOOL PUBLIC SERVICE BUSES 167 SUMMER SCHOOL SUPERVISOR'S OFFICE APPROVED FOR AID 168 SUMMER SCHOOL PROGRAM TRANSPORTATION EXPENDITURES 169 TOTAL SUMMER NON-CAPITAL EXPENDITURES APPROVED FOR AID 170 SUMMER TRANSPORTATION AID ELIGIBLE (ENT 141) 0 (ENT 151) 0 (ENT ENT ENT ENT ENT 168) (ENT 32 * ENT 169) 0 0

70 16 of 18 6/2/2016 1:44 PM 171 SUMMER TRANSPORTATION AID AFTER NON-ALLOWABLE WORKSHEET CHECK 172 PRORATION DECIMAL ($5,000,000 / STATE TOTAL) UNTIL ALL DISTRICT CLAIMS ARE PROCESSED FOR THE NOVEMBER 15th DATABASE AN ESTIMATED DECIMAL FROM THE SA1516 COMPUTER RUN IS USED TO CALCULATE AID. 173 SUMMER TRANSPORTATION AID PAYABLE (ENT 171 * ENT 172, ROUND) 174 TOTAL TRANSPORTATION AID INCLUDING SUMMER SCHOOL AFTER NON-ALLOWABLE WORKSHEET CHECK (ENT ENT 173; FOR NYC ONLY: TRA ENT ENT TRA ENT 188) ,925,478 GRAND TOTAL TRANSPORTATION EXPENDITURES: 175 TOTAL DISTRICT OPERATED, CONTRACT AND PUBLIC SERVICE EXPENSE 176 TOTAL EXPENSE OF TRANSPORTATION SUPERVISOR'S OFFICE (ENT 148) 2,357,944 (ENT 145) 253, GRAND TOTAL TRANSPORTATION EXPENDITURE (ENT ENT 176) 2,611, NEW YORK CITY MTA EXPENDITURES (FORM FT ENT 149) 179 TOTAL AMORTIZED CAPITAL EXPENDITURES TOTAL TRANSPORTATION EXPENSE TO BE DEDUCTED IN CALCULATION OF AOE: 180 TOTAL APPROVED BUS PURCHASE EXPENDITURES - GENERAL AND DEBT SERVICE FUNDS (SUM OF ENTS 39, 40, 41, 42, 43, 44) ST-3 SCH A4C [A , AL9702.6, A9712.6, A9722.6, 591,242 0

71 17 of 18 6/2/2016 1:44 PM 181 GENERAL AND DEBT SERVICE FUNDS DEDUCTION FOR OTHER PURPOSES 182 SUMMER TRANSPORTATION EXPENSE DEDUCT 183 DEDUCTIONS FOR ALL OTHER PURPOSES - GENERAL DEBT SERVICE FUNDS A9732.6, A9742.6, A9787.6] SUM ENTS (303, 360, 365, 371, 377, 382, 386) + ST-3 SCH A4C [A9702.7, A9712.7, A9722.7, A9732.7, A9742.7, A9787.7] SUM ENTS (393, 398, 404, 410, 416, 423) + ST-3 SCH F2 [V9702.6, V9712.6, V9722.6, V9732.6, V9742.6, V9787.6, V9702.7, V9712.7, V9722.7, V9732.7, V9742.7, V9787.7] SUM ENTS (12, 17, 23, 29, 34, 38, 45, 50, 56, 62, 68, 72) ((ENT ENT 180) * ENT 10) (ENT 169 * (1 - ENT 172)) (ENT 90 + ENT ENT ENT 181) 49, ,141

72 18 of 18 6/2/2016 1:44 PM 184 NET TRANSPORTATION EXPENSE TO BE DEDUCTED ON AOE OUTPUT REPORT NYC ONLY: TRANSPORTATION AID IN EXCESS OF MAXIMUM ALLOWABLE AID FOR TRANSPORTATION PROVIDED AFTER 4 P.M. (ENT ENT ENT ENT ENT 183) 2,363, REPORTED AFTER 4 P.M. TRANSPORTATION EXPENSES (SCHEDULE J) 186 MAXIMUM AID FOR AFTER 4 P.M. (NYS EDUCATION LAW SECTION 3627 (4) ) 187 MAXIMUM AIDABLE EXPENSE FOR TRANSPORTATION PROVIDED AFTER 4 P.M. 188 AMOUNT FOR GEN REPORT TRANSPORTATION AID DEDUCT (SEE ENT 174) ( ENT 186 / (1- ENT 12) / ENT 32 ) ( IF ENT 185 > ENT 187, (ENT ENT 187) * (1- ENT 12) * ENT 32, 0 ) 0 0

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