School BUSRide spoke with Bernando Brown, Director of Student Transportation, DeKalb County School District in Georgia, about how he applies lessons learned during his military service to his career in student transportation.
Please share your background and how you came into student transportation.
My name is Bernando Brown, and I’m the Director of Student Transportation for DeKalb County School District—Georgia’s third-largest school system and one of the largest in the Southeast.
I started as a school bus driver and moved up through dispatch, customer service, operations management, and now serve in the director’s seat. With over a decade of frontline experience, I’ve worked in nearly every position in this department.
I also hold several certifications that support the work I do:
• Certified School Bus Instructor/Trainer
• Certified Supervisor of Pupil Transportation (CSPT)
• Certified Director of Pupil Transportation (CDPT)
• Certified Child Passenger Safety Technician (CPST)
Our department serves almost every part of the county—except the 4.5 square miles that make up the City of Decatur. They operate independently. We manage thousands of routes daily and are focused on one mission: delivering students safely, efficiently, and consistently.
How did your military career lead you to student transportation?
I served 21 years in the U.S. Army, including time with elite units like the 82nd Airborne Division and the 75th Ranger Regiment. I’m a graduate of Ranger School, the Long-Range Surveillance Leaders Course, and other senior leadership programs. I led combat missions, trained soldiers, and spent my career focused on readiness and execution.
When I transitioned into civilian life, I knew I needed a role that still involved leading people and making a difference. Student transportation gave me that. It requires structure, precision, and accountability—just like in the military. The stakes are different, but the need for strong leadership is the same.
What military principles have you applied to your work in student transportation?
One is mission command—give your team clear intent, then empower them to make good decisions in the moment. Our staff—from dispatchers to drivers—can’t wait for micromanaged instructions. They have to be trained, trusted, and mission-ready.
Another is the use of standard operating procedures (SOPs). In the Army, SOPs bring consistency to high-pressure operations. In transportation, they do the same. We use them to guide everything from field trip planning to emergency responses.
Situational awareness is also essential. Our team is trained to spot risks, anticipate challenges, and respond quickly. Whether it’s a road closure, mechanical issue, or weather disruption—we don’t guess, we act with purpose.
We also use after-action reviews (AARs) regularly. When something unexpected happens, we sit down, review it, and learn from it. That cycle of improvement keeps our operation sharp.
How do you apply your military background to prepare for emergencies in student transportation?
Emergency planning is a daily practice, not a reaction. We identify risks, prepare for disruptions, and rehearse our responses. We conduct tabletop exercises, train staff on radio communication, and run live drills.
We assess vulnerabilities in routes—like bridges prone to flooding—and ensure we have alternate plans. We also keep updated rosters of standby drivers and stage spare buses in strategic locations. If one site is blocked or without power, we’re not scrambling—we already have options.
Tools like METT-TC help us analyze factors: Mission, Threat, Terrain, Team, Time, and Civil considerations. During an actual emergency, we apply the OODA loop—Observe, Orient, Decide, Act. You don’t have time to flip through a manual. You make decisions based on training and clarity.
After any serious event, we review what went right, what didn’t, and how to improve. Our goal is to never face the same issue twice the same way.
And most important: the leader must stay calm. When the pressure hits, your team looks to you. If you lose control, the system falls apart. If you lead with clarity, they follow.
Combat is obviously more intense, but do you find the same principles apply?
They absolutely apply. Combat is more dangerous, but the mindset is similar: lives are in your hands, and failure is not an option. In transportation, we carry the most precious cargo—children. That weight never leaves me.
I remind new drivers all the time: the cone you just ran over during training—imagine that was a student. It changes their mindset instantly. We have to approach this work with discipline, focus, and care every single day. There’s no room for complacency.
What does “team resilience” mean, and how do you build it?
Team resilience is about being able to bounce back from setbacks—and keep going without losing focus. You build it through servant leadership. That means showing up. Being present during the tough moments. Leading from the front.
It’s not about giving orders—it’s about setting the tone. When your team sees you in the field, supporting them, listening, and doing the hard work alongside them, it builds trust. That trust becomes the foundation of resilience.
We train, we prepare, and we support each other. That’s how we stay ready, no matter what comes our way.
For NAPT members or school transportation leaders who don’t have a military background, what’s the first step toward building this kind of readiness?
Start by putting structure in place. Clarity, consistency, and accountability go a long way. You don’t need to wear a uniform to lead with purpose.
Get involved with NAPT. Connect with leaders across the country. Attend the sessions. Learn from others. Some of the best ideas I’ve used came from conversations with peers who’ve faced the same challenges.
Readiness isn’t about being perfect—it’s about being prepared. And that starts with leadership, training, and a commitment to never stop improving.