Department of Transportation

Baseline Conditions Assessment

Montgomery County Public Schools
Project Deliverable #1 of 5

12.20.2023
Project Status Summary
The Department of Transportation is a large and
complex organization. In this first project report CESO
has developed initial observations and findings, and
established direction for the rest of the project work.
Collectively, this document describes the current
situation, and provides indicators for where the focus of
attention needs to be placed. There will be four
additional targeted deliverables to follow, each focused
on a specific aspect of the DoT’s future.

MCPS Department of Transportation Baseline Assessment | 12.20.2023

 Setup: A Solid
Foundation
● The system is Working

● The people make it work

● The organization supports the
people

MCPS Department of Transportation | 12.20.2023

 The System is Working
An important precursor to all that follows in this report is to
understand that the MCPS transportation system is stable and
functioning:
● Students are being transported to school safely, on time, and
ready to learn.
● Legacy systems and processes continue to function
successfully.
● Stability has mostly returned following the disruptions of the
past few years.

While fragile, this foundation nevertheless provides a solid

platform for thoughtful and deliberate change management.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 4

 The People Make the System Work
It is CESO’s assessment that the system is stable and
functioning specifically because DoT staff continues to be
committed to making it work.

Continued success is currently entirely dependent on these

people and this commitment.

A fundamental, critical early finding is that this commitment is

fragile. The uncertainties and challenges of the past few years
continue to linger, but this also represents the opportunity in front
of the MCPS: to leverage this commitment and those past
challenges to drive positive change.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 5

 The Organization Supports the People
The final significant element in the foundation is the organization
itself. Current MCPS leadership is committed to the success of
the DoT. Current DoT leadership is committed to the success of
the people they rely on, and to getting them what they need to
continue to grow within the organization.

Some elements are already in place to ensure DoT can recruit,

retain, and support high quality people. Aligning this team with a
new, more current vision for the future of student transportation
in the MCPS must be the focus for the future.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 6

 Themes for Change
The assessment that follows in each
of five functional areas is introduced
and summarized within the context of
two recurring themes:
1. Data Centricity – The need to increase
the availability and use of data for
organizing, executing, managing, and
informing.

2. Process Adaptation – The need for an

evolutionary approach to managing a
revolutionary period of change.

MCPS Department of Transportation | 12.20.2023

 Fleet Management Themes for Change
Data Centricity Process Adaptation
● Useful data is being captured but is not being ● Fleet electrification is unlikely to be reversed.
utilized to inform decision making.
● The current focus on maintaining the fleet
● The actual cost of EV maintenance must be needs to shift to managing the fleet.
more effectively quantified and reported.
● The shop infrastructure is mostly poor, with
● The accurate passthrough of EV notable exceptions.
maintenance costs to the vendor is
● EV tools, skills, and training must continue to
dependent on accurate and accessible data.
be a focus.
● Communicating the actual effect of the EV
● The responsibility for managing the non-bus
transition is dependent on accurate and
fleet is working but requires further attention.
accessible data.
CESO
MCPSBrand Updateof| 03.25.2021
Department Transportation Baseline Assessment | 12.20.2023 8
 Fleet Management: Assets
The fleet managed by DoT is dominated by school buses, but also
includes many other assets. Of 2,134 total, 1,406 are buses, 557 are
other vehicles, and 171 are miscellaneous pieces of equipment. This
“white fleet” represents a significant area of DoT responsibility
unrelated to student transportation.

There are currently 127 model year 2022-2024 electric school buses
in the fleet. This represents 9% of the current bus fleet and is
expected to grow in subsequent years to quickly become the
dominant fleet component, with cross-cutting implications for the
cost, design, and daily operations of student transportation.

The size and complexity of the MCPS fleet requires a professionalized

approach to the discipline of fleet management that considers asset
and service delivery strategies beyond the current DoT focus on
maintaining the fleet. This is particularly true given the expanded
requirements of an older heterogeneous fleet and the emerging focus
on electric vehicles, both of which represent a significant departure
from decades of homogeneous diesel school bus fleet practices.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 9

 Fleet Management: Staffing
Position # of FTEs
On a stand-alone basis within DoT, the fleet function is large and Fleet Manager 1
complex, with 118 FTE positions spread across six shop locations Assistant Fleet Manager 1
throughout Montgomery County. While the position of Fleet Manager Fleet Maintenance Secretary 1
is explicit, this position focuses almost exclusively on shop Repair Supervisor 2 1
administration and has no active influence on higher-level decisions Repair Supervisor 1 5
Auto Tech 2 15
regarding fleet composition and use.
Auto Tech 1 57
Auto Tech Apprentice 17
Position titles are outdated (e.g., “Secretary”, “Auto Tech”, etc.), and Auto Service Worker 1
not reflective of actual responsibilities or future needs. Outside of the Service Writer 6
fleet organization structure itself, one Fiscal Unit position (Fiscal Parts Supervisor 1
Assistant) is assigned to support fleet, and another (Accounts Auto Parts Assistant 3
Satellite Parts Assistant 4
Assistant) is planned for elimination. Transportation Fuel Assistant 5
Total 118
One IT support employee also expends about 50 percent of their time
supporting the FASTER Web fleet information system. Of most
significance for the future, the organization does not currently have an
analyst position to monitor and report on performance, create regular
reports, or do any predictive analytics.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 10

 Fleet Management: Facilities
The fleet shops used primarily for bus maintenance and repair are not
adequate to successfully support the future fleet. The average age of
the five bus shops is approximately 48 years. The standard for useful
life is 30 years without any major improvements or renovations. The
shops are not sized or configured appropriately to successfully
support effective working conditions. Poor layout, space allocations,
and adjacencies impact technician productivity and overall shop
performance, as well as providing potentially unsafe working
conditions.

The continued infusion of EV school buses may have a significant

impact on shop space requirements for maintenance and repair
activities as well as bus parking, storage, and staging.

The Turkey Thicket shop is relatively new and work bays are sized and
positioned appropriately, but this shop is mostly dedicated to non-
core activities (small engine equipment, food service vehicles) and not
all staff at this location are currently DoT employees, compromising
the effectiveness of a centralized MCPS fleet management function.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 11

 Fleet Management: Performance & Data
Despite significant infrastructure and organizational challenges, the fleet
organization operates mostly within expected performance norms, except for 96% Fleet
Availability
technician productivity where only 15 technicians logged more than 1,300
direct labor hours in a recent 12-month period.
24,391 work
Fleet electrification (EV) marks a fundamental shift in the focus for this part of orders (52%
PM)
the organization. EV buses are currently leased in an arrangement whereby
MCPS charges back the cost of maintenance and repair services to the
provider. The true costs of these services is not well understood.
2.3% road calls

There is a proactive and aggressive EV bus maintenance and repair training

program ongoing for all technicians. To date, 14 employees have completed
training levels 1 and 2, with six of those employees completing level 3 training. 57% technician
productivity
The critical importance of this transition needs to be a change management
focus for the organization.

There is no fleet-specific analytical support. Understanding the true cost and

operational impacts of an electrified fleet will require a renewed and near-
term focus on data analytics.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 12

 Fleet Management: Results and Next Steps
Overall Conclusions:
The top priority for the fleet organization is, appropriately, to ensure that DoT can meet daily
student transportation requirements. They are a maintenance and repair focused organization with
the fundamental elements in place to be demonstrably successful in achieving this goal. Tactical
decision-making is generally sound and consistent with other high-performing fleet maintenance
programs. Only recently, with the placement of a new Fleet Manager and Assistant Fleet Manager,
has there been any attempt to formalize processes and create a more cohesive and linked fleet
management-focused program.

Next Steps:
The focus of work in this area for the remainder of this project will be to:
1. Chart a path to establishing the administrative and analytical support within the fleet
organization to better enable a transition to becoming a robust fleet management program.
2. Determining how the current focus on data capture can be transitioned to support the
development of key performance metrics that are regularly reported and used to manage
the organization and make informed decisions regarding specific strategic initiatives such
as fleet electrification.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 13

 Finance and Contracting Themes for Change
Data Centricity Process Adaptation
● The actual cost of owning and operating an ● The EV contract includes dozens of
EV remains unclear. performance-restrictive assumptions.

● The claim of budget neutrality in the EV ● There is no contract management structure

transition was constructed on a foundation in place for this complicated agreement.
of false assumptions and estimates.
● Regardless of future EV purchases,
● A standardized approach to costing and management of this contract will be an
comparing the costs of the EV to the legacy ongoing challenge.
diesel fleet is necessary, and will be
● All contracting processes and practices
illustrative, instructive and helpful to support
require further attention.
future decision-making.

CESO Brand
MCPS Department
Updateof| 03.25.2021
Transportation Baseline Assessment | 12.20.2023 14
 Finance and Contracting: Vehicle Costs
The current contract with the provider of electric buses (EV), Highland
Electric (HET) was written with dozens of assumptions that have cost EV
ramifications and relies on estimates for future performance. The validity
of many of the underlying assumptions regarding the claim of budget
neutrality are highly questionable . Diesel
SpEd
The budget neutrality claim was made by HET with assumptions,
undocumented in the contract, for future costs and performance, including:
• A large downsizing of Mechanical staff. Diesel RegEd
• Large price savings in future contracts/EV fleet builds.
• Higher year-over-year diesel bus costing.
• Unrealistic MPGe estimates.
Internal MCPS analyses appear to have already disproved the claim of
budget neutrality.

The CESO analysis of the actual annual cost for owning and operating a
route bus of the three types is preliminary, incomplete, and hampered by
shortcomings in the available data. Completing this assessment to as
much accuracy as feasible is core ongoing objective for our work.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 15

 Finance and Contracting: Electric Vehicle Contract
Regardless of cost, the HET contract contains numerous operationally-restrictive clauses
and requirements that will impact the management of the fleet and DoT operations for years Service
requirement
to come, regardless of whether the contract is extended or terminated. Examples include: defined
• Usage (mileage) caps with significant surcharge for overages. Actionable specifications
• Time of use restrictions with surcharges for use outside established daily timeframes. drafted

• Financial burdens for MCPS when non-delivery of contracted EV occurs. Accurate costing
identified
• All incentives, related grants and rebates that pass through to HET with no reduction in Operational
integration
contract price. ensured
• Charging stations that will have to be rented from HET or removed on termination and
will require new investments to support continued EV conversion.
• The provision of smaller special needs EV’s, due to begin this year, is not at a separate Successful EV fleet
conversion
cost structure from the full size EV’s already delivered.

These restrictions are well outside of established standards for the legacy approach to lease-
financing of the MCPS diesel-powered bus fleet. Future success with this, or any other EV
contract requires a more structured and formalized approach to contract development and
management to better understand implications, mitigate shortcomings, and ensure vendor
and MCPS contract compliance.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 16

 Finance and Contracting: Contracting Practices
Contracting and contract management practices are outdated. For example, while parts
management in the fleet organization is generally reasonable and follows best management Staff

practices for the industry, the scale of purchases and the size of the inventory demands
close attention. Over $3 million in annual purchases is spread over 14 vendors and 28
separate contracts. There is also $2.3 million of onsite inventory managed in multiple Process

locations. While there is an annual inventory count and audit, maintaining the fiscal integrity
Systems
of this significant investment of public funds relies on just one Fiscal Assistant position in
the DoT. Process adaptation to better align resources to the areas that require attention
would yield significant long-term benefits. Examples include:
• Eliminating 25,000 annual paper timesheets by investing in electronic timekeeping
would free-up administrative resources to focus on analysis and auditing.
• Implementing the Oracle contract and purchasing software module would enhance
visibility, accountability, and efficiency.
• Enabling electronic signatures on all contracts would reinforce a data-centric
management style.
• Revising bid and quote thresholds to be more consistent with other school systems
across across the nation would reduce friction and level of effort.
• Enabling a more transparent and inclusive approach to bid/proposal review and
selection would enhance accountability.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 17

 Finance and Contracting: Results and Next Steps
Overall Conclusions:
The true costs and operational implications of the decision to proceed with fleet electrification
have not been well understood. The associated contracting processes that resulted in the
current agreement were insufficiently robust to ensure integrity, accuracy, and transparency in
this momentous undertaking. The result is a partially electrified fleet that requires more
operational adaptation to be successful, and looming liabilities that must be mitigated before
further conversions should be considered.

Next Steps:
The focus of work in this area for the remainder of this project will be to:
1. Analyze and identify a path for assigning and empowering appropriate contract
management resources within DoT that will be a prerequisite for future success.
2. Continuing the analysis of costs to develop a more robust understanding of the true
impact of the EV transition.
3. Developing enhanced protocols for the analysis and assessment of alternative suppliers
and developing contract sourcing mechanisms that are better aligned with operational
requirements and realities.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 18

 Route Management Themes for Change
Data Centricity Process Adaptation
● MapNet is a legacy software product that is ● Using data to drive process should be the
ingrained, but inadequate to future needs. goal, but the current reality is the opposite.

● MapNet is used more as a data repository ● The reliance on paper for information
rather than a management tool. transfer is not sustainable.

● Ensuring data integrity to support future data ● Manual documentation of key routing
needs will a core challenge. information (i.e., right/left directions) is not
sustainable.
● The new Parent App is a good example for
demonstrating the importance of data, data ● The current disconnect between routing and
integrity, and data management for the future operations will need to be mended to support
of the DoT. a migration to real-time data centricity.
CESODepartment
MCPS Brand Update
of |Transportation
03.25.2021 Baseline Assessment | 12.20.2023 19
 Route Management: Software Systems
The DoT performs a critical logistical function that in turn enables the
core educational mission of the MCPS. There are numerous variables to
be considered and optimized against fixed operational constraints. The Operational use
of planning data
constrained optimization problem that results is data-centric, data- Modern systems with real-time
feedback loops
intensive, and data-dependent. Yet the DoT continues to be dependent to support
Accurate rider detailed planning
on 20 th century systems and processes to support 21 st century service data and robust and analysis
demands. This is no longer sustainable. data coding
structures

A key example is the Tripspark MapNet route planning software that has
been in use at DoT for decades. The product has long been outdated
and is wholly inadequate to support the evolving needs of the DoT. The
route management systems and processes required to support stable,
successful, effective, efficient, and data-centric student transportation
need to be completely rethought and reengineered.

The pressing demand for real-time data, and the even more pressing
need for an analytical backbone to first understand the impact of, and
then adequately manage the transition to, an electrified fleet will need to
be core elements of the change management plan in this area.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 20

 Route Management: Performance
The inadequacies of the current route management infrastructure become 1,397 buses with
96,181 students
apparent in the data available for analysis. Coding inadequacies and data assigned to
assigned routes routes
limitations hamper the ability to fully understand the current structure of routes
and schedules. Illustrative examples from the statistics presented include:
• 35% of the 9,680 identified runs have zero students assigned. This is most likely 9,680 individual Average of 31
an indicator of data inaccuracies, and substantially complicates meaningful bus runs students per run
analysis.
• The average of assigned students per run, which excludes the runs with zero Average of 8.5
students, is not representative of the substantial differences between types of miles traveled
service (e.g., regular and special education). These are not readily identifiable per run
based on the coding provided and will be critical to a detailed assessment of
future efficiency improvements.
• 20% of all runs are scheduled to operate between 10:00 AM and 1:30PM,
indicating a substantial midday special program service requirement. The
absence of run coding complicates the analysis, but even this basic statistic
points to the additional complexities of incorporating an EV transition within a
system that operates continuously throughout the day.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 21

 Route Management: Electrification Implications
Despite the data limitations, it is nevertheless apparent from an initial analysis that there are significant implications
for the EV transition based on the current structure and service demands of the system. While an average of 21.6 AM
or PM route miles (based on analytical assumptions of three runs per bus) appears to be favorable to electrification,
this simplified statistic grossly understates the actual complexities involved in EV routing , including:
1. The mileage data fields likely do not include deadhead mileage, which adds substantially to the daily miles
traveled.
2. There are over 800 midday runs, with an estimate of approximately 400 bus routes having an additional 17
miles added to the total. This undermines the ability of the vehicles assigned to conduct midday charging.
3. While only 3% of all runs exceed 25 miles, these and other outliers in the data add substantially to the
complexity of matching asset type to service requirement in an electrified future.
Data shortcomings and the electrification mandate must become a key aspect of future change management
strategies and route planning activities.

21.6 AM/PM
average miles

8.3 HS 6.7 MS 6.6 ES 14.2 Other

MCPS Department of Transportation Baseline Assessment | 12.20.2023 22

 Route Management: Processes
Data inadequacies find their source not only in the underlying systems, but also in the manual,
paper-based processes that have long been a part of the DoT identity.

Each year, regular education routes are audited by the routing specialist and the associated
cluster manager from the bus depot. Any adjustments to the school’s routes are made within the
software, and this becomes the basis for driver pay. A hard copy is then sent to and retained at
the bus depot servicing the route. This is also the source data for our analysis. However, the
actual operation of the route is documented in a separate text file in which the cluster managers
develop specific left/right directions for the drivers to follow. These hard copies are also provided
to the drivers together with the original route information.

Change is constant for special education routing, resulting in an ongoing forms-based process
that begins with its submittal to DoT. While it is received online, this form is printed, and the
associated workflow is managed on paper. Routing Specialists make the necessary changes in
the routing system and document the results on the form, of which several copies are produced.
A scanned version is returned to the originator, and a physical copy is sent to the appropriate bus
depot with an updated route copy. Cluster leaders communicate with routing specialists
regarding any questions or feedback related to the routes, then once the the route is finalized the
hard copy is provided to the assigned driver.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 23

 Route Management: Results and Next Steps
Overall Conclusions:
The combination of route management systems and processes that have sustained stable and
effective DoT operations for many years are no longer suitable to the task at hand. Continued
fleet electrification will require a more robust, timely, and adaptable route planning and
analytical function supported by a state-of-the-art, calendar-based, interconnected route
management software product and data-centric, real-time, transparent information sharing
throughout the DoT and to its stakeholder families and in the MCPS administration. The
absence of this system today will lead to compromises in the identification of short-term
strategies for improvement and will limit the effectiveness of ongoing initiatives such as the
rollout of the parent application software.

Next Steps:
The focus of work in this area for the remainder of this project will be to:
1. Conduct a robust analysis of routing changes required to gain efficiencies and prepare
the system for large-scale conversion to EV’s, to the extent the data permits.
2. Developing and documenting a systems and process change management plan that
will redefine and reposition this functional area for long-term success.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 24

 Daily Operations Themes for Change
Data Centricity Process Adaptation
● Critical data resides only in the heads of key ● Stable operations are dependent on long-
operations staff. held, well entrenched, manual, paper-based,
and people-based processes. There is risk to
● Data systems for operational use are home-
upsetting this delicate balance.
grown, legacy products of marginal utility for
day-to-day support of bus operations. ● Evolutionary approaches are required to
avoid ‘breaking’ the system along the way.
● Some depots have developed work-around,
spreadsheet-based tools, but these are not in ● Time is of the essence as the DoT is in an
common use across all locations. environment of revolutionary change.

● Into this environment, DoT about to insert

real-time data systems. Operations are not
prepared for this change.
CESO Brand Update | 03.25.2021
MCPS Department of Transportation Baseline Assessment | 12.20.2023 25
 Daily Operations: Organization
The day-to-day operations of the DoT is where the results of fleet management, finance, Depot Manager
(1)
contracting, and route management manifest in the production of student transportation
services. The operational organization is reflective of the strengths and weaknesses
identified in those areas. Services are distributed across seven depots at five physical
Cluster
locations. Each is a stand-alone operation responsible for the services in its assigned Managers (3-4) Dispatcher (1)

school clusters, with a minimum of networking and inter-depot support. While there is a
theme of commonality across all depots, there are also significant differences resulting
from local conditions and developed solutions. The depot operational organization Bus Route
Supervisors (3-4 Bus Radio
Operators (2-3)
structure is derivative and reflective of key operational realities including: per cluster)

• Paper-centric dependence resulting from the absence of supporting data systems.

• Driver-centric dependence resulting from the absence of accessible real-time data. Bus drivers and
attendants

• An organizational hierarchy that is reflective of this driver dependence.

• Reliance for operational success on individual knowledge and experience.
This structure was severely challenged in recent years due to pandemic-induced driver
shortages and leadership turnover. While currently stable, CESO observed how every day
requires experience-based operational adaptation and solution development to ensure
successful service delivery. This structure and operational approach unsustainable .

MCPS Department of Transportation Baseline Assessment | 12.20.2023 26

 Daily Operations: Current and Future Challenges
In the present-day reality, the focus is on ensuring that the system of bus routes and Electric Bus Data
Operations Management
schedules is delivered every day as designed. There is an inordinate amount of time
and attention required to marshal the resources and adjust assignments within and
across depots to make this happen. Individuals are consistently working out of their Bus Location
job descriptions to ensure route coverage (e.g., bus radio operators driving, or Range
Route
administrative secretaries dispatching) due to a persistent shortage of bus drivers. Limitations
coverage
Onto this delicate balance in which buses are being repurposed, route components are Charging
being broken apart, and drivers are being floated from one assignment to another, the Infrastructure Route Design
DoT is about to introduce a parent application. CESO has grave concerns regarding the
timing and utility of this initiative without adequate consideration of the operational
implications at the depot level.

The balance nevertheless must continue to remain on day-to-day service delivery

success. Looming over this shaky balance, however, is the continued conversion to an
electrified fleet. While ostensibly feasible, there are serious limitations on vehicle range
and charging that will play an increasingly important role in daily operations. Sufficient
range requires sufficient charging. Currently, the charging infrastructure is
problematic. In particular, the inability to charge all EV’s during midday layovers will
become an increasingly impactful limitation as the EV fleet expands .

MCPS Department of Transportation Baseline Assessment | 12.20.2023 27

 Daily Operations: Results and Next Steps
Overall Conclusions:
DoT operational results are impressive given the structural limitations presented and
discussed. Continued success cannot be assured, however. It is too dependent on the
experience and knowhow of key employees, and the continued commitment of all employees.
At the heart of the challenge is the current dependence on legacy systems and manual, paper-
based processes in an era of profound technological change. The stakeholder population is
technology-enabled, connected, and consuming real-time data in every aspect of their lives.
DoT must adapt to this reality. At its core, however, the structure and delivery of services day-
to-day is derivative of decisions, systems, and processes that happen “upstream”. Until these
also change and adapt, operations cannot follow.

Next Steps:
The focus of work in this area for the remainder of this project will be to:
1. Better understand and advise on the best path forward for near-term implementation
and rollout of the parent application.
2. Translate the work being completed in other areas into an actionable path forward for
changing and adapting daily operations to meet the challenges of today and the future.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 28

 Organizational Support Themes for Change
Data Centricity Process Adaptation
● DoT HR requirements are unique amongst ● There are elements of DoT HR operations
all MCPS departments. Data should be used that should be applauded:
to explain why this is. o Payment for CDL training and licensing

● HR data should also become central to o Mentors and new employee coordinators

planning and managing the transitions that o Wellness program

need to occur in every other functional area. o Career pathways and grow-your-own focus

● But current structures impede more success:

o Cumbersome application, especially for ESL
o Lengthy screening and hiring timeline
o CBA requirements

CESO
MCPSBrand Updateof| 03.25.2021
Department Transportation Baseline Assessment | 12.20.2023 29
 Organizational Support: A Holistic Approach
The previous sections of the assessment were targeted at
understanding and establishing a baseline assessment of
conditions in key functional areas. DoT is unique within MCPS Process Design
&
in having a department-level human resources function. Since Onboarding Reporting
Documentation
so much of the current and future success of DoT depends on
this function, particularly in an era of deep change, CESO is in
the process of conducting a holistic assessment in all areas of Taking Care of
Your People
Contracts &
Labor Relations
Proactive
Practices
organizational support. Success in this area will be a key
enabler of all other change management strategies being
developed, and to be recommended for application to the DoT.

For each of the categories in this assessment, CESO is

evaluating the MCPS and rating its findings on a scale from
one (Emerging) to four (Distinguished). The results of this
assessment will be presented as Deliverable #5 later in the
project. Here we focus on a few key aspects of the
organization that will be critical enablers of the change
management strategies in the other areas.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 30

 Organizational Support: Key Enablers of Change
The DoT employs over 1,400 bus operators and a large cohort of bus
attendants. They operate vehicles being maintained by a large staff of Bus Operators
technicians. The daily success in service delivery is entirely dependent on these
largest cohorts of staff, and the ability to support their recruitment, training, and Bus Attendants
retention. With ever-increasing numbers of ESL staff, and regular turnover in
these positions, key aspects for ensuring future success relate to: Fleet Maintenance

• Focusing on talent acquisition, including adopting new and creative

means of targeting the recruitment of new bus operators. Operational
Supervisors

• Simplifying and reducing the friction in the application process, including Support
Staff and
adding additional language options and streamlining the process. Leadership

• Implementing data analytics related to onboarding, including gathering

employee feedback on their new hire experience as well as measuring
and tracking data related to hiring such as the time to fill open positions,
cost per hire, and hiring sources. These metrics will provide the
organization with valuable insight into key elements of the hiring
process that can inform future talent acquisition and onboarding efforts.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 31

 Organizational Support: Results and Next Steps
Overall Conclusions:
Early results from the overall assessment indicate an internal DoT HR organization that has
many of the seeds required to develop into a robust support organization ready to help tackle
the overall challenges and change management process ahead. DoT human resources
operations are in the beginning stages, with some evidence of identified practices helpful to
achieve strategic goals. Basic tasks and operations are being completed, but with a generally
low degree of both efficiency and effectiveness. Practices are not documented, and so critical
items may be missed or take a significant amount of time to complete, with frequent errors.

Next Steps:
The focus of work in this area for the remainder of this project will be to:
1. Complete and report on the holistic assessment of organizational support functions.
2. Tie these results together with the other remaining targeted work to define how the
internal DoT HR function must evolve and change in support of the other aspects being
identified for the DoT as a whole.

MCPS Department of Transportation Baseline Assessment | 12.20.2023 32

Remaining Project
Focus, Timeline &
Next Steps

MCPS Department of Transportation | 12.20.2023

 Remaining Project Deliverables
This baseline assessment is Deliverable #1 of 5 for this project. It
identifies next steps in the work, and identifies themes for change. These
will be further explored and developed by CESO. The results will be
presented in a series of targeted “technical briefings” that constitute the
remaining project deliverables, including:
2. Conceptual Plan for Future Transportation Service Delivery
3. Routing and Scheduling Technical Briefing.
4. Financial Management Technical Briefing.
5. Personnel Management Technical Briefing.
A key aspect of each technical report will focus on the magnitude and
timing of the cost implications of the findings contained within this
baseline, and of the recommendations for change to be presented .

MCPS Department of Transportation Baseline Assessment | 12.20.2023 34

 Remaining Project Timeline
The remaining project milestones and deadlines include:
1. January 5, 2024 – Deliverable 1 follow-up discussion.
2. January 19, 2024 (approximate) – Completion of analysis.
3. January 31, 2024 – Drafts submitted for Deliverables 2-5.
4. TBD – Follow-up discussions and project finalization.

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