1. CAPITALIZING ON TEAM RESOURCES: STRUCTURING AND RE-STRUCTURING FOR SUCCESS PRESENTERS: PEGGY BURNS MARK HINSON ALEX ROBINSON MARK SWACKHAMER

2. WHO’S ON OUR TEAM? 2

3. FORMING AND RE-FORMING 3

4. SCENARIOS 4

5. WHAT WILL YOU DO NOW? HOW COULD YOU PREVENT THE PROBLEM? A long-time supervisor has fallen ill and will retire sooner than expected. The timing couldn’t be worse: the “go-to” data guru has been pre-approved for a long overdue vacation. There is nobody else in place who has the same knowledge or skill sets of these two staff members. a. The value of a succession plan, or “plan B” b. Appreciating the value of the “invaluable” employee before it’s too late c. Can we tap into resources we haven’t “mined” before to fill our needs? 5

6. OVERWHELM You have multiple terminals or locations, but they all have something in common: Morale is low because of the huge workload and limited resources. Units are so focused on providing “quick” turnaround time to parents and students that hasty decisions are being made in a vacuum. a. Don’t neglect the “internal” customer team; how do we need to treat our own people? b. These hasty, “blinders-on” decisions create duplicate efforts and more work. c. Is there an alternative to scrambling immediately to solve rather than prevent? d. Do our team members have skill sets we could capitalize on, and aren’t? 6

7. STAFFING SHORTAGE Nearby districts, contractors and/or other employers are: a. Increasing starting wages in response to a rising minimum wage and lower unemployment b. Offering more packages/routes that come with guaranteed hours c. Offering more “benefited” positions rather than limiting weekly hours d. Hiring more paraprofessionals for additional support on bus routes You see the writing on the wall … What will fall hiring look like? How will you meet growing demands and tighter resources in the current economy? How will you compete for talent? 7