NBT The Magazine of Bus Equipment for the United States and Canada Volume XLIV, No. 8 July, 2021

National Bus Trader

The Magazine of Bus Equipment for the United States and Canada Volume XLIV, No. 8

July, 2021

Serving the bus industry since 1977.

Visit us at www.busmag.com.

• Spring Fling 2021 • 9-11 Reprise • Post-Pandemic Options for Your Transportation Company • Do We Still Need Amtrak? • Tire Care When Sitting

Together for a safer and more sustainable future Irizar USA 100 Cassia Way Henderson NV, 89014 702 431 0707 www.irizarusa.com

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National Bus Trader The Magazine of Bus Equipment for the United States and Canada STAFF Editor & Publisher Larry Plachno

Business Manager Nancy Ann Plachno Typesetting/Page Layout Sherry Mekeel

Production/Design/Web Jake Ron Plaras

CONTRIBUTORS Safety and Liability Ned Einstein Dave Millhouser

N ATIONAL B US T RADER (ISSN 0194-939X) is published monthly

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N ATIONAL B US T RADER is THE Magazine of Bus Equipment for the United States and Canada.

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Volume XLIV

National Bus Trader 9698 W. Judson Road Polo, Illinois 61064-9015 Phone: (815) 946-2341 Web site: www.busmag.com

Number 8

July, 2021

Features Bus Museum Spring Fling 2021 (by Dave Millhouser) . . . . . . . . . . . . . . . . .16 The annual Spring Fling at the Hershey bus museum took place on June 4 and 5 with 420 attendees and a record number of coaches on display.

Assessing Post-Pandemic Options for Your Transportation Company (by Matthew W. Daus, Esq.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 This extensive article by transportation expert Matthew Daus walks you through numerous options you can consider in dealing with the pandemic and its resulting problems.

9-11 Reprise: Are We Repeating History? (by Larry Plachno) . . . . . . . . . . . .28 Our editor points out that part of the reason for a delay in the bus industry recovery from the pandemic matches the same problem we had after 9-11.

Do We Still Need Amtrak? (by Dave Millhouser) . . . . . . . . . . . . . . . . . . . . .32 While the sound of the “outward bound” may be exciting to some, Dave Millhouser suggests that Amtrak may well have outlived its usefulness and is no longer needed.

Tire Care When Buses are Sitting (by Larry Plachno) . . . . . . . . . . . . . . . . . .34 Have you had buses sitting? Marco Rabe of Continental Tire provides suggestions on proper tire procedures and putting them back into service.

Cover Photo This 1929 Yellow Coach was loaned to the bus museum in Hershey and was used in the movie Heroes’ Honeymoon. It was photographed during the recent 2021 Spring Fling in Hershey that saw a record number of coaches on display. For more information on the event see the article starting on page 16. CHRIS SCHMIDT.

Departments Equipment News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Safety and Liability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Book Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40

Classifieds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Advertiser’s Index appears on page 42

National Bus Trader / July, 2021 • 3

Equipment News New MCI D45 CRT LE Charge™ NFI Group Inc. (NFI or the Company), a leading independent bus and coach manufacturer and a leader in electric mass mobility solutions, on May 13 announced that subsidiary Motor Coach Industries (MCI) has unveiled its new zero-emission commuter coach, the D45 CRT LE CHARGE™, and also launched its new D series of coaches.

Leveraging high-torque electric drive systems for operation at highway speeds and plug-in battery charging to 100 percent in less than three hours, the battery-electric D45 CRT LE CHARGE builds on MCI’s legacy of reliable mobility and harnesses three major innovations. It exhibits design advancements of the next generation D series, introduces MCI’s innovative low entry vestibule and integrates proven CHARGE technology propulsion from New Flyer.

“With the D45 CRT LE CHARGE marking our fourth EV introduced in 2021, NFI is undeniably leading electrification of mass mobility – the ZEvolution,” said Paul Soubry, president and chief executive officer, NFI. “The new battery-electric D45 CRT LE CHARGE follows MCI’s introduction of the J4500 CHARGE, New Flyer’s Xcelsior CHARGE NG and ARBOC’s Equess

CHARGE – all leveraging shared EV technology. Together, NFI’s market-leading portfolio is enabling scalable zero-emission deployment across North America.”

The fully-accessible MCI D45 CRT LE CHARGE is a high-performance electric coach leveraging enhanced regenerative braking and next-generation, high-energy batteries that deliver more than 170 miles of range in the 389kWh model, and more than 230 miles in the 544 kWh model. To learn more, visit mcicoach.com/electric.

“We designed the zero-emission D45 CRT LE CHARGE with accessibility and passenger experience top of mind, and delivered on unprecedented ease of entry and exit with a patented low entry vestibule, a seating area and ramp that significantly improves dwell time and improvements in the ride experience for passengers with mobility needs,” said Chris Stoddart, president, New Flyer and MCI. “Whether your goal is emissions reduction, lower operational costs or to expand commuter express service, this coach delivers one of the safest, most comfortable, sustainable and flexible mobility solutions available.”

Alongside the D45 CRT LE CHARGE launch, MCI introduced the new D series –

MCI recently unveiled its new D45 CRT LE CHARGE model that combines battery-electric power with its new commuter coach offering both a conventional entry and a low entry for mobility devices. The diesel version is already in service at several locations. MCI is also modernizing its “D” series of coaches best known for their reliability in commuter and scheduled service.

marking the next generation of MCI’s commuter vehicle and evolving the iconic and #1 best-selling coach model ever with modern design. MCI incorporated customer feedback to revolutionize design while maintaining quality, safety, workhorse reliability and comfort at highway speeds.

The new D series incorporates common systems and production, a stainless steel frame for maximum durability and modern styling that provides an unmatched passenger experience, including improved cabin space and legroom, reduced cabin noise, a curved stepwell for easier entry and more ergonomic driver cockpit, and improved ride quality. Together, these features lend lower operating cost.

All coaches are backed by MCI support services including in-field expertise, a technical call center and 24/7 roadside assistance; ongoing technical training from the industry’s only Automotive Service Excellence (ASE) accredited MCI Academy technician training center; parts support from NFI Parts, the industry’s largest parts supplier; MCI Service Centers; and finally, onthe-go support with the MCI Operators App and MCI Companion App. NFI is leading the global electrification of mass mobility, operating in more than 80 cities in four countries that have completed more than 40 million electric service miles.

NFI is also testing automated vehicle technology and remains committed to the development of technology standards that deliver safe, clean, sustainable, connected mobility options to communities.

Leveraging 450 years of combined experience, NFI is leading the electrification of mass mobility around the world. With zeroemission buses and coaches, infrastructure and technology, NFI meets today’s urban demands for scalable smart mobility solutions. Together, NFI is enabling more livable cities through connected, clean and sustainable transportation.

4 • National Bus Trader / July, 2021

With 8,000 team members in 10 countries, NFI is a leading global bus manufacturer of mass mobility solutions under the brands New Flyer ® (heavy-duty transit buses), MCI® (motorcoaches), Alexander Dennis Limited (single and double-deck buses), Plaxton (motorcoaches), ARBOC® (low-floor cutaway and medium-duty buses), and NFI Parts™. NFI currently offers the widest range of sustainable drive systems available, including zero-emission electric

Equipment News (trolley, battery and fuel cell), natural gas, electric hybrid and clean diesel. In total, NFI supports its installed base of more than 105,000 buses and coaches around the world.

MCI is North America's leading public and private market motorcoach brand, building the J4500 series (an industry bestseller for more than a decade), the J3500, and the brand new zero-emission J4500 CHARGE. MCI also builds the workhorse DSeries including the ADA-accessible MCI D45 CRT LE Commuter Coach. MCI provides maintenance, repair, 24-hour roadside assistance, parts and technician training through the industry's only Automotive Service Excellence (ASE) accredited MCI Academy.

Greyhound Canada Closes Its Services in Canada Due to sustained ridership declines in Ontario and Quebec, Greyhound Canada has made the difficult decision to discontinue all operations on its remaining routes in Ontario and Quebec, and has permanently closed all services in Canada on May 13, 2021.

Greyhound Lines Inc. (USA) will continue to operate cross-border express services on the following routes when the border reopens:Toronto to New York; Toronto to Buffalo; Montreal to New York; Montreal to Boston; Vancouver to Seattle.

Greyhound Lines Inc. (USA) is a separate entity from Greyhound Canada. This announcement has no impact on Greyhound Lines’ operations within the United States.

Affected routes and operations in Ontario and Quebec include all Ontario and Quebec routes (excluding Canada-U.S. cross-border services) that were temporarily suspended in May 2020 have ended as of midnight, May 13 as follows: • Toronto-Ottawa-Montreal • Toronto-London-Windsor • Sudbury-Ottawa/Toronto • Toronto-Kitchener/Guelph/Cambridge • Toronto-Niagara Falls • Ottawa-Kingston “We deeply regret the impact this has on our staff and our customers, as well as the communities we have had the privilege of serving for many years.

“A full year without revenue has unfortunately made it impossible to continue operations. Thank you to our dedicated staff for their commitment and service, and to our customers for choosing Greyhound Canada during better times.

Greyhound Canada closed down all of its remaining Canadian service on May 13. The company had previously closed down Canadian service west of Ontario. Some cross-border service form the United States will remain.

“The company remains committed to honoring its labor agreements with employees and funding the commitments to our pension plan participants,” said Stuart Kendrick, senior vice president, Greyhound Canada.

Greyhound Canada implemented a range of cost reduction steps during recent years, including frequency adjustments to route schedules and other efficiency measures. In 2018, after years of declining ridership and the impact of a changing and increasingly challenging transportation environment, including deregulation and subsidized competition such as VIA Rail and publicly-owned bus sytems, the difficult decision was made to suspend service in the western part of Canada. Services continued in Ontario and Quebec.

The pandemic and required travel restrictions to help keep Canadians safe, brought a further dramatic drop of approximately 95 percent of normal volumes before operations were fully suspended in May 2020.

Their service was reliant on the farebox, and they were not able to sustain operations with a significant reduction in ridership and the corresponding revenue loss.

Greyhound Canada has made significant outreach efforts to provincial and federal governments for financial support for the industry. Financial investments from governments for Canada’s intercity bus sector have been negligible. Operations are not feasible absent of financial support.

Prevost Participates in First-Ever Busworld NA Digital Summit Event Prevost participated in the first-ever Busworld North America Digital Summit with contributions on the Top Executive Panel, a session focused on helping motorcoach operators “Get Back to Business” and a training on preventive anti-virus measures.

Prevost also served as a gold sponsor for the event.

The Top Executive Panel featured industry leaders who discussed the state of the motorcoach industry, what the future looks like, and what can be expected in the coming months and years. “It’s going to take some time to get back to pre-covid levels,” said François Tremblay, general manager for Prevost. “For Prevost, the name of the game is to maintain the value of our equipment over time to help secure our customers’ equity, while also supporting the restart of their businesses and operations.”

Prevost leaders Kevin Dawson, VP and general manager of services, and Brad Wiese, VP of North American sales, hosted “Get Back to Business,” an info-sharing session geared to help operators get back on the road with everyday business solutions.

“We have developed a whole host of solutions in response to the pandemic specifically for our operators as they return to normal,” said Dawson. “We ran toward our customers to help them figure out how to recover, and we will continue to remain focused on our customers.”

National Bus Trader / July, 2021 • 5

Equipment News These solutions include Prevost’s shortterm leasing and rental program, Block of Hours, Prevost Uptime preventive maintenance contracts and the Ready to Go program, a package of pre-designed and customizable marketing tools for operators to adapt for their businesses. “We took every step we could to protect the value of our product and to provide the tools and resources operators need to get our industry back up and running,” said Wiese.

Robert Hitt, director of aftermarket training for Prevost co-hosted a presentation on Preventive Anti-Virus Measures where he covered the Prevost Clean+Care program, a complete package of solutions available to support operators in keeping coach occupants safe, as well as Prevost’s EnviroCare.

EnviroCare is a dual ionization system that sanitizes and cleans the air and surfaces in coaches through the air and climate system. “With EnviroCare, we can ensure the air and surfaces in the entire coach, including those hard to reach places, will be sanitized,” said Hitt. A proven technology used in home and automotive applications globally, EnviroCare supports motorcoach operators in providing a safe environment and boosting confidence for group travel.

To learn more about Prevost’s complete product and services offering, visit www. prevostcar.com.

Prevost has provided coach solutions for nearly a century with an uncompromising commitment to quality, a drive for constant

Prevost participated in the first-ever Busworld North America Digital Summit in several areas. Included were contributions on the Top Executive Panel, a session focused on helping motorcoach operators “Get Back to Business” and a training in preventive anti-virus measures.

innovation and improvement, and dedication to safety and sustainability in every business aspect. Today, Prevost is one of North America’s largest producers of premium intercity touring coaches and is the world leader in the production of high-end motor home and specialty conversion coaches. Customer support is secured via the largest service network in the motorcoach industry with 17 OEM-owned and operated service centers

‘The Pacific Bus Museum has scheduled its annual Open House for August 22, 2021 at their location on Shinn Street in Fremont, California. This 1955 Greyhound Scenicruiser will be on display along with several other buses and guest buses. Admission is free and activities will include a flea market, a raffle, a bus caravan and food will be available.

across North America, a specialized customer support team with more than 260 years of industry experience and 60 mobile service vans. Prevost manufacturing facilities are located in Sainte-Claire, Quebec, Canada.

Prevost is part of the Volvo Group, one of the world’s leading manufacturers of buses, trucks, construction equipment, power solutions for marine and industrial applications, financing and services that increase customer uptime and productivity.

For more information, visit www.volvogroup.com.

2021 Pacific Bus Museum Open House for August Set for August 22, 2021, from 10 a.m. to 3 p.m., the museum will display its historic bus fleet as well as visiting buses owned by members and guests.

As technological advances continue to alter how and what can be done, the Pacific Bus Museum proudly dedicates itself to the preservation, restoration, and display of buses as part of transportation history in America. Those with an interest in buses whether a casual or a dedicated fan, can enjoy a fun day in the company of others who share the same interest. What began in 2009 as a day when the museum opened to the public, has grown each year to become the largest gathering of buses in the western United States.

6 • National Bus Trader / July, 2021

Admission is free. On display will be the museum fleet starting with its 1932 Twin

Equipment News Coach to its flagship 1955 Greyhound Scenicruiser as well as visiting guest buses.

The day’s activities include a flea market of bus memorabilia and parts, an available BBQ lunch, a raffle and an afternoon bus caravan with a photo op.

For those who are planning to bring a bus or bus conversion to the Open House, the museum asks that you contact the museum in advance.

The museum is located at 37974 Shinn Street, Fremont, California 94536. More information is available at pacbus.org or contact at <info@pacbus.org.

New Flyer Order from Washington Metro New Flyer of America Inc. (New Flyer), a subsidiary of NFI Group Inc. (NFI), one of the world’s largest independent global bus manufacturers and leaders of mass mobility electrification, on May 26 announced that the Washington Metropolitan Area Transit Authority (Metro) has exercised options for 100 additional forty-foot Xcelsior® heavyduty transit buses. The options are being exercised from New Flyer’s backlog in the third year of a five-year contract originally awarded in 2018.

Metro is America’s sixth largest bus agency, supporting a population of four million people and providing public transit service to more than 1,500 square miles in the District of Columbia, Maryland and Virginia.

“Since 1995, we have delivered more than 1,800 buses to WMATA, and we will continue to support the agency with progressive transit solutions through this additional 100 bus order,” said Chris Stoddart, president, New Flyer and MCI. “New Flyer’s advanced engine integration, in coordination with Cummins, delivers up to 90 percent reduction of particulate matter and up to 96 percent reduction of NOx emissions, which helps pave the way for the evolution to low and zero emission mobility.”

The buses conform to the Environmental Protection Agency and National Highway Traffic Safety Administration’s comprehensive Heavy-Duty National Program, that reduces greenhouse gas emissions and fuel consumption for heavy-duty highway vehicles.

NFI has been leading mass mobility solutions for more than 90 years, and today supports growing North American cities with sustainable four-pillar mobility solutions

including buses and coaches, technology, infrastructure and workforce development.

NFI operates the Vehicle Innovation Centre (VIC), the first and only innovation lab of its kind dedicated to advancing bus and coach technology and providing workforce development. Since opening in 2017, the VIC has hosted more than 300 interactive events, welcoming 3,000 industry professionals for electric bus and infrastructure training. For more information, visit newflyer.com/VIC. New Volvo Vehicle Propulsion Lab in the U.S. During a groundbreaking ceremony on June 9, the Volvo Group announced a $33 million expansion of its powertrain research and development site in Hagerstown, Maryland for the construction of a new, state-ofthe-art Vehicle Propulsion Lab (VPL).

Volvo’s VPL will be the first facility in North America to allow comprehensive testing of current and future products for Volvo Trucks, Mack Trucks, Prevost and Volvo Bus to meet evolving government regulations and ensure high performance on the diverse North American roadways. Housed under one roof, the lab will consist of two environmental chambers. One chamber will have a chassis dyno capable of emissions measurements and simulating extreme-weather and altitude

National Bus Trader / July, 2021 • 7

Equipment News conditions. The second will offer testing of fully operative vehicles, including highway and vocational trucks, as well as coach buses, for starting in a variety of weather conditions.

“The Hagerstown powertrain technology site plays a significant role in the Volvo Group’s efforts to offer advanced transportation solutions that meet customers’ needs today and down the road,” said Lars Stenqvist, chief technology officer of the Volvo Group. “The all-new VPL, slated to open in the second quarter of 2023, will enable us the ability to more quickly develop and test battery-electric and hydrogen-based fuel cell solutions, as well as internal combustion engines, which will be powered by fossilfree fuels in the future, for our Class 8 trucks and coach buses.”

Additional testing features in the VPL will include: • Operating from -22 degrees F to 104 degrees F (-30 C to +40 C) for development and verification activities • Wind speed simulation up to 85 m.p.h.

(137 kmph) • Vehicle absorbing and motoring capability up to 1600 horsepower (1200 kW); • Altitude simulation up to 14,000 feet (4270 meters) • Various types of performance and emissions testing for battery electric, fuel cell, hybrid, natural gas and diesel technologies • Capability to test highway and vocational Class 8 trucks and coach buses for North American, South American and European applications.

“Our engineers currently rely on long-distance travel for extreme-weather testing or tap various third-party labs that specialize in specific types of testing,” said Audley Brown, vice president of powertrain engineering for Volvo Group North America. ”The VPL will be one of the few places in operation that offers vehicle emissions and on-board diagnostics requirements at all expected operating conditions for trucks, buses and powertrains.”

The company also expects the new lab to help drive ongoing product-quality improvements and speed-to-market capabilities due to the strategic migration from on-road testing to controlled, lab environment testing.

At final construction, the VPL will be more than 35,000 square feet, two stories high and connected to the existing engine development lab on the Hagerstown campus. It has been 15 years since the current lab went into operation, which involved a $40 million investment at the time. Since then, the company has spent an additional $12 million upgrading the test cells, a portion of which 8 • National Bus Trader / July, 2021

June 9 found the Volvo staff breaking ground for a powertrain research and development site in Hagerstown, Maryland. The facility will be used for Prevost and Volvo buses as well as Volvo trucks. Upon completion, the new facility wil encompass more than 35, 000 square feet.

was used to enable the creation of electricity regeneration when operating the dyno tests.

The Volvo Group employs more than 250 people at the current site from engineering, procurement, environmental, health and safety functions, and the new VPL will add around 10 new jobs, including both nonbargaining and United Auto Workers unionrepresented team members. The company’s Hagerstown campus is also home to the Volvo Group’s powertrain manufacturing facility, producing engines, transmissions and axles for Mack Trucks, Volvo Trucks, Prevost coaches and Volvo Buses sold in North America. Employing more than 1,700 team members, the company has invested more than $294 million since 2011 at the 1.5 million-square-foot manufacturing facility.

Van Hool CX45E Approved by CARB ABC Companies, a leading provider of motorcoach, transit and specialty passenger transport equipment in the USA and Canada, announced on June 7 that the new Van Hool CX45E zero-emission, electric motorcoach has been approved by the California Air Resources Board (CARB) for the Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP). Both the 2020 and 2021 production models of the Van Hool CX45E qualified for a $120,000 voucher which can help California fleet owners offset incremental costs during EV infrastructure build-out, while also helping to accelerate their own carbon-neutrality goals.

“Electric coaches offer solutions for organizations and corporations who are commit-

ted to carbon neutral goals,” said Roman Cornell, president and chief commercial officer of ABC Companies. “As governments continue to set ambitious goals to cut emissions and fleet operators switch to zeroemission vehicles, EV adoption will only accelerate. Moreover, programs such as the CARB HVIP project are available to supplement transition to EV integration and aid fleet owners in launching their zero-emissions initiatives right now.”

Commercial fleet owners are increasingly weighing the benefits of fleet electrification and embracing zero-emission, electric vehicles. ABC Companies is leading the ZEV charge with an expansive portfolio of production electric vehicles suitable for numerous applications, from 12 passenger vans to premium motorcoaches which are available now.

Currently used for corporate commuter shuttle-service in and around the San Francisco Bay area, the CX45E is aligned with mobility trends that demand cleaner, more efficient transportation. Working closely with customers and using data gleaned from the vehicles via ABC Connect Telematics powered by ViriCiti, ABC’s SVT (Specialty Vehicles and Technology) team scrupulously study every kilowatt consumed during operation to understand and optimize the vehicle’s overall efficiency. The first in-service production unit regularly exceeds 250 miles of range capability in real-world application.

“While these actual ranges are impressive, the kWh use per mile is the true test of efficiency as range can be adjusted with bat-

Equipment News tery software, size or other variables. However, the amount of energy required to power the vehicle in operation is an indisputable fact. The results of this key measure continue to exceed our expectations, leading to our longer than projected ranges,” continued Cornell.

charging and infrastructure support, daily customer input combined with real-time insights are allowing us to quickly identify opportunities to optimize and expedite integration of the CX45E into existing fleets,” says Brian Nelson, director of technical solutions ABC Companies.

“From the integration of the Proterra battery system to the configuration of auxiliary components, the CX45E has been precisely designed and engineered for an electric motorcoach specific application. With ranges and vehicle efficiency exceeding our initial projections, ABC customers are realizing the benefits of this tested and proven electric vehicle technology,” said Cornell.

Real-time, real-world learning is crucial to constant program refinement that can impact daily operations and reveal opportunities for greater optimization. For example, EV drivetrain monitoring provides full visibility into charging processes to troubleshoot any issues, perform timely maintenance and understand usage patterns.

Studying driver behavior during operation and completing enhanced training allows drivers to make a seamless transition from ICE operation. “We are continuing to see the impact drivers have over energy usage which is exciting, as skilled drivers can measure their impact on overall range, energy consumption and ultimately savings,” stated Thom Peebles vice president, marketing ABC Companies.

By processing collected data, leveraging analytics and understanding the user (drivers and passengers) experience, ABC’s “Plug Into Savings” onboarding program is designed to optimize all aspects of EV operation to net a seamless journey to EV integration and helping customers realize the full benefit of their EV strategy. Designed to guide them through each critical step from route modeling and planning, to charging infrastructure, telematics, equipment maintenance and service, as well as driver familiarization and training, ABC can help fleet owners create a blueprint for electrification.

“For both ICE and EV fleets, smooth operations require constant insights into a wide range of variables. From driver monitoring and equipment performance to understanding energy usage and accurately allocating

ABC’s historically service-intensive approach has provided an unplanned advantage for customers during electric deployment, and industry leading partners like Proterra share the same conviction to unwavering customer support and fleet uptime. Throughout the “Plug Into Savings” onboarding process, a flexible and agile support team of specialists in vehicle design, battery design, charging and infrastructure, maintenance and energy utilization provide the expertise behind the seam-

The Van Hool CX45E electric bus has been approved by the California Air Resources Board (CARB) for the Hybrid and Zero-Emission Truck and Bus Voucher Inventive Project (HVIP). Both 2020 and 2021 production models qualify for the $120,000 voucher.

less operation of these coaches, integrating the benefits of zero emission vehicles into today’s fleets.

ABC Companies is a leading provider to the transportation industry with diverse product and service offerings that cover a full spectrum of operational needs including new and pre-owned, full-size highway coach equipment along with transit specialty vehicles including battery electric vehicles. ABC supports customers with a comprehensive after sale service network for service and repairs, collision services, extensive OEM and quality aftermarket parts needs for transit, motorcoach and heavy-duty equipment from 10 strategically placed locations throughout the U.S. and Canada. Additionally, private and municipal financing and leasing options are available through the company's financial services group – one of the largest financial service providers within the industry. For more information, contact ABC Companies at (800) 222-2875 or visit the company Web site at abccompanies.com.

Virginia Motorcoach Association Names Vicki Bowman Executive Director Virginia Motorcoach Association (VMA) has named Vicki Bowman its new executive director as the organization plans for the future and its in-person regional meeting in late summer.

Bowman is a marketing professional with a 16-year career in the bus industry, and founder of VB Group, a marketing and events resource firm specializing in organizational management, events planning and marketing services for regional associations.

Bowman and her team, who also have bus industry experience, will be responsible for VMA’s administration, membership growth, outreach and future planning for both on-site and virtual events.

Later this summer, 330-member VMA will be hosting its 2021 Regional Meeting jointly with the Motor Coach Association of South Carolina (MCASC) and North Carolina Motorcoach Association (NCMA) at the Hotel Madison in Harrisonburg, Virginia, August 8-11, 2021.

“The VMA Board reviewed several proposals from industry candidates and appointed Vicki because we like her vision of the future, her marketing skills, social media presence and professionalism,” said Jason Quick, president of Quick’s Bus Company, Staunton, Virginia, and president of VMA’s Board of Directors. “As our industry gets back to full strength after the pandemic, it’s the right time for a new vision to grow our operations for the future. Vicki offers us deep National Bus Trader / July, 2021 • 9

Equipment News industry experience and the kind of support needed to help VMA members reach their goals.”

their membership with an experienced motorcoach industry team dedicated to exceeding expectations.”

“It’s an honor to be a part of VMA, whose members are among the busiest carriers serving the Capital Beltway and attractions and communities up and down the Eastern Seaboard and beyond with charter and tour services,” said Bowman. “I look forward to working with VMA’s board to create achievable one- to five-year plans while serving

Bowman’s experience includes a long career as manager of marketing for Motor Coach Industries, where she managed the leading motorcoach builder’s marketing functions and customer events. Bowman and her teams helped build MCI’s connections with award-winning marketing campaigns, customer appreciation events and company sponsored participation in national and regional associations’ annual meetings and major expositions throughout North America.

Bowman also serves as executive director of the California Bus Association and volunteers as chair on the Marketing Committee for American Bus Association’s Women in Buses council. She is past President of the International Live Event Association (ILEA) of Greater Chicago and is a member of Meeting Professionals International (MPI) and the American Society of Association Executives (ASAE).

Vicki Bowman ahs been named executive director of the Virginia Motorcoach Association. She also serves as executive director of the California Bus Association.

Teletrac Navman Ranks America’s Deadliest Road America’s highways are becoming morecongested as a result of the reopening economy, and Teletrac Navman, a leading global mobile asset and fleet management software provider, has ranked the most dangerous highways in America by assessing four years of fatality rates over certain stretches of highway and calculating the number of vehicle-related deaths per mile.

Interstate 4 in Florida – specifically the 132.2 miles connecting Tampa to Daytona Beach – is the only roadway in the report

averaging more than one fatality per mile.

From 2016 to 2019, 150 people were killed there in collisions, including 11 in Orlando, alone, making it the deadliest highway in America for the second time in a row. In 2015, it held the same distinction with 165 reported fatalities in a five-year survey.

Interstates 45, 192 and 17 in Texas, Florida and Arizona, respectively, each held their ranks as the second, third and fourth deadliest highways since 2015, the new report found. Ten highways fell from the top 25, notably I-84 from Pennsylvania to Massachusetts which plunged 51 places – the biggest statistical improvement in the study.

Additionally, I-78 from Pennsylvania to New York City, which had been in the top 10, dropped 30 places – the second-biggest statistical improvement in the study. Two of the longest highways in the nation, US-1 and I-40, dropped from the list.

“There have been significant technological improvements to automobiles, greater vehicle and driver connectivity and heightened awareness around safety standards, but we continue to see significant road fatalities,” said Ben Williams, director of marketing, digital and analytics for Teletrac Navman. “This study highlights the need for all drivers – passenger and commercial – to continue to stay vigilant to protect people on the roads.”

The Teletrac Navman report, which pulls from the Fatal Analysis Reporting System (FARS) data from the National Highway Tra fic Safety Administration (NHTSA), also analyzes the main types of collisions and where along each stretch of road the most lives were lost.

Teletrac Navman has ranked the 25 worse roads in the United States based on vehicle-related deaths per mile. Interstate 4 in Florida – running between Tampa and Daytona Beach past Orlando and Disney World – was rated as the deadliest highway.

What is interesting is that the most deadly roads were located in far Southern States and many did not involved major interstate highways.

10 • National Bus Trader / July, 2021

Equipment News The full list of America’s Deadliest Roads are as follows: 1. I-4, Tampa, FL - Daytona Beach, FL 2. I-45, Galveston, TX - Dallas, TX 3. US-192, Four Corners, FL - Indialantic, FL 4. I-17, Phoenix, AZ - Flagstaff, AZ 5. US-92, US-92, St. Petersburg, FL Daytona Beach, FL 6. I-12, Baton Rouge, LA - Slidell, LA 7. I-30, Aledo, TX - North Little Rock, AR 8. 1-95, Miami, FL - Houlton–Woodstock Border Crossing 9. I-19, Nogales, AZ - Tucson, AZ 10. 1-85, Montgomery, AL - Petersburg, VA 11. I-5, San Ysidro, CA - Blaine, WA 12. 1-10, Santa Monica, CA - Jacksonville, FL 13. 1-20, Scroggins Draw, TX - Florence, SC 14. I-35W, Hillsboro, TX - Denton, TX 15. I-24, Pulleys Mill, IL - East Ridge, TN 16. I-75, Miami Lakes, FL - Sault Ste. Marie, MI 17. I-83, Baltimore, MD - Progress, PA 18. I-26, Kingsport, TN - Charleston, SC 19. I-35E, Hillsboro, TX - Denton, TX 20. US-199, Crescent City, CA - Grants Pass, OR 21. I-65, Mobile, AL - Gary, IN 22. US-17, Punta Gorda, FL - Winchester, VA 23. US-11W, Knoxville, TN - Bristol, VA 24. US-175, Dallas, TX - Jacksonville, FL 25. I-66, Strasburg, VA - Arlington, VA

Croswell Bus Lines Inc. recently celebrated 100 years of providing transportation services. The company is based in Williamsburg, Ohio and was founded in 1921 by R.S. Croswell and his wife Jesse who provided service between Portsmouth and Cincinnati. Now, four generations later, the company offers a wide range of tour and charter services.

cial Vehicle Safety Alliance (CVSA). CVSA will report its findings later this year.

Brake Safety Week Set for August 22-28 This year’s Brake Safety Week is scheduled for Aug. 22-28. During Brake Safety Week, commercial motor vehicle inspectors emphasize the importance of brake systems by conducting inspections and removing commercial motor vehicles found to have brake-related out-of-service violations from our roadways. At the same time, many motor carriers work to educate their drivers and maintenance service providers on the importance of brake system safety.

Jurisdictions devote a week to conducting commercial motor vehicle inspections, identifying brake violations and removing vehicles with out-of-service brake violations because: • Brake system and brake adjustment violations accounted for more vehicle violations than any other vehicle violation category, accounting for 38.6% of all vehicle out-of-service conditions, during last year’s three-day International Roadcheck inspection and enforcement initiative.

• “Brake system” was the third most cited vehicle-related factor in fatal commercial motor vehicle and passenger vehicle crashes, according to the Federal Motor Carrier Safety Administration’s (FMCSA) latest “Large Truck and Bus Crash Facts” report.

• Brake-related violations accounted for eight out of the top 20 vehicle violations in 2020, according to FMCSA's Motor Carrier Management Information System.

• During last year’s Brake Safety Week, 12% of the 43,565 commercial motor vehicles inspected were placed out of service for brake-related violations.

Throughout the week, inspectors will conduct North American Standard Inspections of commercial motor vehicles, focusing on the vehicle’s brake systems and components. In addition, inspectors will compile data on brake hoses/tubing, the focus area for this year’s Brake Safety Week, to submit to the Commer-

The dates for Brake Safety Week are shared in advance to remind motor carriers, drivers and commercial motor vehicle mechanics/technicians to proactively check and service their vehicles to ensure every commercial motor vehicle traveling on our roadways is safe, mechanically fit and com-

“The safety of our customers and those they share the roads with is the paramount objective of our brand of telematics solutions,” said Nick Jones, president of Teletrac Navman. “The number of fatalities on America’s highways is something that we all can have impact, by assessing our driving behaviors and taking steps to be safer behind the wheel.”

pliant. Recent research has shown that announcing enforcement campaigns ahead of time improves overall compliance better than surprise enforcement campaigns and for longer periods after the event. surprise enforcement campaigns and for longer periods after the event.

August, the month of CVSA’s Brake Safety Week, is also Brake Safety Awareness Month. Law enforcement agencies will work to educate commercial motor vehicle drivers, motor carriers, mechanics, owner-operators and others on the importance of proper brake maintenance, operation and performance through outreach, education and awareness campaigns.

Croswell Bus Lines Celebrates 100 Years Croswell Bus Lines, Inc. a leading tour, charter and ground transportation provider based in Williamsburg, Ohio, celebrates 100 years of providing transportation services across the United States. The company was founded in 1921 by R.S. Croswell and his wife Jesse and provided line run service to workers and military personnel between Portsmouth and Cincinnati, Ohio.

Today, four generations later, the business has grown to become a respected and reliable ground transport resource throughout the Midwest, providing a wide range of tour and charter service for corporations, professional athletic teams and leisure travelers, institutional and university shuttle service and local and small group passenger National Bus Trader / July, 2021 • 11

Equipment News transport utilizing its diversified fleet of fullsize, luxury motorcoaches, mini-coaches, sprinter and passenger vans.

Built on a solid foundation of family values and a 24/7 work ethic, the Croswell management team believes that by “taking care of the business first, the business will take care of the family.” That ethos has never been more evident than during the past year, and a 100 percent commitment to the business and their customers is priority one.

“Adversity is a test, and when things get difficult you need to do the right thing. We’ve shown our customers throughout this challenging period that we are willing to work with them because we value their loyalty above all,” said John Croswell, president.

The company is among the founding members of the International Motorcoach Group (IMG) and a charter member of Spader 20 groups. Via participation and engagement with peers, Croswell acknowledges the importance of exploring business issues and insights, but moreover, understanding the challenges of other familyowned operations is invaluable. “We don’t consider ourselves to be a bus company run by a family, more so a family business that happens to be running buses. It’s our core values and willingness to make sacrifices that have kept this company strong and able to survive virtually every major historic upheaval throughout our 100 years.”

The pandemic has hit their business hard, like the majority of motorcoach operators, and the Croswell family is hopeful for a resurgence in the coming months. The family believes that there is a pent-up demand for travel and that bookings and contracts will begin to improve later this year.

Operating at extremely low capacity, with less resources and fewer employees including drivers who have moved on to other jobs, the company is focused on planning how it will stage up as business begins to rebound.

Investing in more efficient administrative, safety and operational technologies are part of the company’s future-looking strategy.

Irizar provided nine zero-emission buses for the city of Barcelona. These Irizar model ie articulated tram buses are about 59 feet long with a driver’s seat, 36 passenger seats and four doors. They are powered by an Alconza electric engine using Irizar lithium ion batteries.

said Brenda Borwege, senior vice president for ABC Companies Midwest-Southwest Region. ABC has designed a special bus-wrap featuring Croswell’s 100 Year Anniversary logo that will be used on overthe-road coaches as well as in the local market to promote the company’s centennial year.

Croswell Bus Lines has planned a number of centenary anniversary-themed events throughout 2021 which will transpire based on forthcoming pandemic protocols. For more information, visit gocroswell.com.

New Irizar Electric Buses for Barcelona Nine Irizar zero-emission electric buses will start to operate shortly in the city of Barcelona on line H16 (Pg. Zona Franca – Forum Campus Besos). These units are in addition to the four Irizar buses that have been operating in the city since 2019.

“We would like to express our sincere appreciation to the customers, dealers, suppliers, business partners and the local community, who have supported us over the years through good and bad times, to whom we owe our 100 years of existence. As we look ahead to the next 100 years, we will continue to put people first and to create unique experiences that provide the highest levels of service and reliability that our customers love,” said Croswell.

The presentation ceremony took place on June 9 on Avenida Reina Maria Cristina in Barcelona, attended by the mayor of Barcelona and president of the AMB, Ada Colau; the deputy head of the government and minister for digital policy and territory of the Generalitat of Catalunya, Jordi Puignero; the chair of Transports Metropolitans de Barcelona (TMB), Rosa Alarcon, together with representatives of Irizar e-mobility.

“ABC Companies is proud to congratulate the Croswell family on this major milestone, and we look forward to supporting their success in the coming years ahead,”

These 18-meter Irizar ie tram model vehicles have four doors, 36 seats, one driver’s seat, an area for wheelchairs and an area for pushchairs. The vehicles are propelled

12 • National Bus Trader / July, 2021

by a 236 kW Alconza engine (Alconza is an Irizar Group company) and powered by Irizar lithium ion batteries. They take four minutes, during service, to charge, using ultra-rapid pantograph fast charging infrastructure installed at two points in the city.

The vehicles are equipped with driving assistance systems, ensuring safer and more effficient driving. Furthermore, instead of rear-view mirrors, they are fitted with two digital cameras that project images onto screens in the driving area, for optimal driver visibility. For entertainment purposes, each vehicle has USB ports on the handrails for phone charging and Wi-Fi for passengers.

Barcelona City Council has ambitious sustainability targets. Irizar e-mobility is proud to be able to contribute to these targets. With environmentally-friendly vehicles, decarbonisation and the quality of life of the residents of Barcolona will improve.

This new order is yet another display of Irizar e-mobility’s ability to adapt solutions to the specific needs of each operator and to provide turnkey solutions for sustainable, efficient, smart, affordable, safe and connected public transport.

ADL Completes One Million Zero Emission Kilometers in New Zealand Alexander Dennis Limited (ADL), a subsidiary of NFI Group Inc. (NFI), one of the world’s leading independent global bus manufacturers, recently announced that its electric buses in New Zealand have clocked up more than one million

Equipment News kilometers of zero-emission operation, avoiding more than 1,000 tons of CO 2 emissions in the process.

The manufacturer has supplied 18 BYD ADL Enviro200EV electric buses to transport authorities and operators in New Zealand to date, with more on order as the

country prepares to fully decarbonise its public transport bus fleet by 2035.

The biggest carbon reduction has been achieved by the fleet of initially six, later eight, electric buses operated by Fullers360 on Auckland Transport services in Waiheke Island, which have prevented the emission of 300 tons of CO2 in just eight months.

Alexander Dennis recently announced their electric buses in New Zealand have completed one million zero emission kilometers (about 620,000 miles). In the future, electric buses will be built in New Zealand by a partnership between Alexander Dennis and Kiwi Bus Builders. Shown here is an Alexander Dennis Enviro 200EV operating on Waiheke Island.

NZ Bus saved 290 tons with five buses in Tauranga and Ritchies 270 tons with three buses in Christchurch, while the two trial buses that Auckland Transport has been using in the central business district have cut out 140 tons of CO2 emissions since their launch in 2018.

ADL recently announced that it will assemble zero emission buses locally in New Zealand, renewing a partnership with local manufacturer Kiwi Bus Builders. ADL’s electric buses for New Zealand are part of the BYD ADL Enviro200EV range using latest BYD iron phosphate battery and driveline technology.

ADL’s general manager for New Zealand, Tony Moore, said: “Although our fleet of electric buses is small by international standards, as we approach World Environment Day it is heartening to see their contribution to tackling the global challenge of climate change. Their continued impact will be further amplified as we deliver more and more electric buses here in New Zealand, working closely with our partners Kiwi Bus Builders and BYD Australia.”

Keolis was recently given an eight-year contract to operate and maintain 406 buses in Greater Sydney.

Included in the operation of the B-Line Bus Rapid Transit network operating 38 diesel-powered, double-deck buses built by MAN. This is the first time that these services will be managed by a private operator.

Keolis Wins Contract in Greater Sydney On 28 May 2021, Keolis Downer, Keolis’ Australian subsidiary, won an eight-year contract to operate and maintain 406 buses in Greater Sydney. The contract was awarded by Transport for New South Wales (TfNSW), the Public Transport Authority (PTA) for the state of New South Wales and is set to start on October 31, 2021. It is the first time this network will be managed by a private operator.

To improve the passenger experience and boost ridership, Keolis Downer has committed to enhance transport services and facilitate the network’s energy transition by introducing 125 electric buses by 2030.

Keolis has extensive energy transition expertise acquired in Europe and North America, and more than 10 years of experience in Australia, where it is stepping up its presence in the country. Both will be key to the project’s success.

Marie-Ange Debon, CEO at Keolis Group, said: “We are proud that Transport for New South Wales, our partner since 2017, has awarded us this iconic contract.

And we are also delighted to work with the New South Wales Government to deploy more sustainable mobility solutions by converting part of the network’s fleet to electric powered buses.”

The Greater Sydney Bus Contract features 47 lines covering 17.7 million kilometers annually. It serves 400,000 residents in the city’s Northern Beaches and lower North Shore suburbs. Under the contract, Keolis Downer will welcome more than 800 new

National Bus Trader / July, 2021 • 13

Equipment News employees, including 680 drivers. The deal includes: • Operating a Bus Rapid Transit (BRT) network called B-Line, with 38 diesel-powered double-decker buses manufactured

by MAN. Launched by the New South Wales government in 2017, the successful B-Line provides high frequency services from Mona Vale to the centre of Sydney, as well as night services. Keolis Downer will introduce innovative headway technology to further enhance the B-Line’s reliability and quality of service.

• 368 standard diesel buses of which 125 will be gradually converted to electric buses by 2030, making this the Australian bus market’s largest energy transition contract to date.

• Integrating real-time on-demand transport service through Keoride, a first- and last-mile mobility solution operated by Keolis Downer on behalf of TfNSW since November 2017. Keoride is an app-based service that allows passengers to connect to the B-Line and/or order a ride to key hubs in the Northern Beaches area at any time. Fifteen vehicles are dedicated to this service.

New ADL Plaxton Panther for Sanders Coaches Alexander Dennis Limited (ADL), a subsidiary of NFI Group Inc. (NFI), one of the world’s leading independent global bus manufacturers, announced on May 24 that it has delivered a new, fully accessible Plaxton Panther coach to Norfolk-based Sanders Coaches Ltd. The new 49 seat vehicle – which is built on a Volvo B8R chassis – has space for up to five wheelchairs on board and will join the Sanders high quality coach hire fleet primarily to be used to transport Norfolk residents with additional mobility needs to events all over the country.

The new coach is PSVAR-compliant and offers a series of customer-centric features including a wheelchair lift, one permanent wheelchair space with further flexibility to accommodate up to five wheelchair passengers. It also has on-board a saloon-level toilet, full server as well as audio visual entertainment equipment.

Sanders Coaches is a family-owned business that has been operating quality coach services in Norfolk since 1975.

Sanders Coaches Director Charles Sanders said: “We’re delighted to have added this high quality, reliable and comfortable vehicle to our coach hire fleet. We are committed to continued investment in our fleet and are pleased to introduce this fabulous new coach to our customers. ADL were superb to with work from start to finish on the design of this coach.”

14 • National Bus Trader / July, 2021

Alexander Dennis recently delivered this new Plaxton Panther coach to Sanders Coaches Ltd. in Norfolk. Built on a Volvo B8R chassis, the bus wills eat 49 passengers and has room for as many as five wheelchairs. In addition, the bus has a restroom and audio visual entertainment equipment.

Keolis Testing Technology For the Visually Impaired With the aim of making public transport more inclusive and accessible, Keolis is trying out NaviLens technology in Versailles, in the Paris region, until July 2021 with a panel of visually impaired users.

This technology is being used for the first time in France along the itineraries that connect the platforms of VersaillesChantiers station, operated by Transilien (SNCF), to the platforms of the bus station, operated by Keolis Versailles on behalf of Île-de-France Mobilités.

"Augmented" QR codes are placed along the itineraries, making it possible to guide the passengers throughout their journeys, identify approaching buses and provide schedules in real time. Île-de-France Mobilités, the public transport authority of the Paris region, and its partners are committed to providing a welcoming, safe environment for everyone, especially those who have difficulty getting around in the region's public transport network. These improvements to passengers’ daily journeys cover the entire travel chain, offering better accessibility to information (before and during the ride), better access to network facilities and vehicles and taking into consideration the different needs of people with disabilities. The aim is to enable everyone to move around with the greatest possible autonomy.

In accordance with the regional priorities of Île-de-France Mobilités, Keolis is placing

innovation at the core of more inclusive mobility, taking into account the fact that 80 percent of passengers possess a smartphone.

To this end, Keolis, in co-construction with Île-de-France Mobilités, the conurbation authority of Versailles Grand Parc, SNCF and the Valentin Hauy association – which acts on behalf of people affected by sight loss – is currently conducting an experiment at Versailles-Chantiers station, designed to help blind and partially sighted people become more independent when they travel thanks to the NaviLens app.

Already in use or undergoing trials on public transport networks in cities around the world, notably in Spain (Barcelona and Murcia) and the United States (New York, Los Angeles and San Diego), NaviLens technology is based on image recognition using "augmented" QR codes, placed along designated customer itineraries, and a smartphone app that provides voice guidance for visually impaired passengers.

Patented technology makes it possible for the app's users to capture the QR codes at considerable distances and wide angles.

Once the QR codes have been scanned, users can benefit from the help of the app’s voice assistant to continue their journey, the voice assistant having told them how far away they are from the codes and the practical information those codes contain (description of a physical element, guidance indications, real-time arrivals of the next bus or train, etc.).

Equipment News NaviLens technology can also meet the mobility needs of passengers other than those affected by sight loss, such as tourists hampered by language barriers, or passengers unfamiliar with the area:

the NaviLensGO app can transmit the information encapsulated in the QR codes in augmented reality, in 33 different languages. q

Keolis is experimenting with new technology in France to provide public transport information to visually impaired users. Large QR codes at stops and locations along the route can be scanned by smartphones that will then verbally provide transportation information to the user. In addition to providing different kinds of information including the arrival time of the next train or bus, the smartphone app can speak in as many as 33 different languages.

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National Bus Trader / July, 2021 • 15

Bus Museum Spring Fling 2021

by Dave Millhouser

The annual bus museum Spring Fling was held in Hershey, Pennsylvania on June 4 and 5, 2021. Traditionally a gathering for those who like old and new buses, this year’s event offered 94 different buses on display. This photo shows a crowd at the museum’s George Sage Annex where buses not on display are stored. CHRIS SCHMIDT.

T

he Museum of Bus Transportation / Antique Automobile Club of America Museum’s Annual Spring Fling has traditionally been a sort of homecoming for antique bus enthusiasts and industry veterans for more than 20 years. After a years hiatus due to the pandemic, this years event, held June 4 and 5 under sunny skies at the Museum in Hershey, Pennsylvania, really fit that description. There were 420 total attendees, very close to the best ever, despite the fact that covid is still winding down.

Friday night featured a “Town Hall Campfire” where leadership discussed the state of the museum and how the merger with AACA 16 • National Bus Trader / July, 2021

Museum has fared. The highlight of the evening was a live music performance by Josh Misner and Dan Wright – both attending the Fling with their Eagle Buses.

Forty-four visiting buses were on display with several coming all the way from California. They ranged from a very rare Eagle 03 model and a one-of-a-kind Mack 40-foot coach to several beautifully-restored school buses.

For the first time in recent memory there was a large number of Eagle coaches, in seated, motor home and entertainer configurations.

ABC/Van Hool, Irizar, Prevost and Temsa each brought demonstrator coaches,

that offered a unique visual perspective into how far the bus industry has come.

The largest previous turnout of visiting buses was 38 in 2019. When combined with the museum’s historic fleet which has now grown to 50, this year’s visitors could experience 94 buses with technology and styling ranging from 1912 to 2021. Transportation between the main museum campus and the George Sage annex was provided, as in the past, through the generosity of Wolf’s Bus Line.

The museum welcomed four newly donated buses with a brief ceremony thank-

A traditional part of the event is the flea market inside the museum building. Vendor tables offered a wide range of bus material from photos and printed material to models and other collectibles. JOHN OAKMAN.

ing, and honoring, the late Ira Steinberg’s “Coach Tours” 1964 MC5, Dan Shoup’s 1935 Yellow Coach, Tom JeBran’s Trans-Bridge Lines MCI G model and John Bailey’s 1998 102D3 MCI.

Prizes were awarded for the “Oldest Bus” (Ronald Pushnik’s 1947 GM PD 2903), and two “Bus that Traveled Farthest” (both Frank Gonzalez’s 1957 Mack MV-620 and Gary Hatt’s 1967 Eagle Model 03 came from California). The “Best Motorhome” went to Pat McNeal’s 1957 GM Scenicruiser, and “Best School Bus” was John Corr’s 1955 Chevrolet Ward.

Frank Gonzalez and Gary Hatt each won a second time for “Best 1950s Bus” and “Best 1960s Bus” respectively. It is ironic, and a tribute to their owners, that each of these buses are exceedingly rare antiques, and each made the trip from California without incident.

While the vintage buses were a main attraction, some of the bus manufacturers brought new coaches to display. Shown here is a new Prevost H3-45 and one of the short Temsa coaches. CHRIS SCHMIDT.

The vendors area/flea market offered the opportunity to see and buy a variety of bus memorabilia and artifacts.

The AACA Museum’s Bus Committee Chair John Oakman said, “Members and visitors are telling us this was the best Spring Fling we’ve had. This was a real team effort by our museum volunteers led

by David Schmidt, Randy Wilcox and Dan Lenz and the Antique Automobile Club of America Museum staff. We even had a number of the folks who drove in with visiting buses “pitch in” at the annex. I can’t thank everybody enough. The most gratifying thing is that we signed up lots of new members, hopefully that’s because they had a great time.”

A local PBS TV crew was on scene, shooting video and interviewing museum folks, working on a documentary that hopefully will become available this fall.

The museum is located in the middle of Pennsylvania’s Amish country, with lots of non-automotive attractions nearby including the world-famous Hershey Park and Chocolate World. For bus (and car) enthusiasts who have not visited the museum. there is plenty for the rest of the family to do.

Web site addresses are busmuseum.org and aacamuseum.org

The next important event for those who love the bus industry and its history is the “Historic Bus Festival” being held by the Friends of the New Jersey Transit Heritage Center on September 18 in Trenton, New Jersey at Starr Tours facility. This unique group has a large collection of historic buses, most of which run.

For information e-mail FNJTHCEvents@gmail.com or view https://www.friendsnjthc.org/. q

With 420 total attendees and 94 buses on display, this was the largest and best patronized Spring Fling of all time. This group of buses was photographed in front of the museum building to show part of the variety of different makes and models on display. AAA.

National Bus Trader / July, 2021 • 17

Assessing Post-Pandemic Options for Your Transportation Company Should I Borrow, Buy, Sell, Merge, File or Retire?1

by Matthew W. Daus, Esq.

S

Matthew Daus Esq. graciously provides this detailed review of options available to bus operators. The pandemic has not been kind to many so here is a list of options available ranging from funding to sale to bankruptcy. It is intended to provide a list of options for bus operators faced with pandemic problems. MCI.

ince the onset of the pandemic-related shutdowns in March 2020, the transportation industry has been decimated.

This is especially true for the executive sedan and limousine companies that rely on corporate travel and related contracts with airlines and hotels. By January 2021, ridership for the executive sedan (black cars) and limousine sectors were down by 53 percent and 75 percent, respectively, compared to the same month one year earlier, in comparison 18 • National Bus Trader / July, 2021

to ride-hailing services which saw a decline of 42 percent over the same period2.

At the outset of the pandemic, the business world expected, and certainly hoped, that the fourth quarter of 2020 would bring about a gradual return for business. Instead, the resurgence of COVID-19 resulted in the continuation of travel restrictions, the cessation of inperson instruction in many schools and the scaling back of business operations, especially

for restaurants and hotels. Even with the expectation that we will see the various COVID-19 vaccines administered to essential workers and all willing persons 16 years of age or older in the first half of 2021, the recovery to pre-pandemic levels of business will likely not take place for some time. As a result, limousine, bus and other transportation company leaders continue to adjust their business plans to reflect that the recovery will be slow – and painful.

In this article, the options that companies have for financing under the most recent CovID-19 relief package will be explored and also steps to prepare for mergers and acquisitions will be discussed, as well as bankruptcy filings and options. Now could be the time to assess the past, present, and future, to tighten operations, develop strategic partnerships and new business lines, engage in joint ventures to consolidate or outsource operations and possibly contemplate retirement or passing the torch to others.

COVID-19 Assistance Grants & Loans

on December 27, 2020, the economic Aid to Hard-Hit small Businesses, Nonprofits and venues Act (economic Aid Act) was signed into law, with several updates to the loan programs offered by the U.s. small Business Administration (sBA). First among these for consideration by transportation company operators would be the paycheck protection program (ppp) loans that were funded with $284 billion, and with significant updates and enhancements in the economic Aid Act. on March 11, 2021, the American rescue plan Act of 2021 – a $1.9 trillion relief package – was signed into law, and that legislation included an additional $7 billion in ppp funding.3.

the original CAres Act – enacted on March 27, 2020 – created and funded the original ppp, which provided companies, sole proprietors and independent contractors with sBA-backed loans to be used to retain employees and pay certain non-payroll costs. the ppp loans may be 100 percent forgivable based on the use of the loan proceeds. According to sBA data, the transportation and Warehousing sector received 229,565 loans (3.34 percent of all ppp loans), totaling $17,522,942,736, as of August 8, 2020,

when the first round of the ppp loan program expired4.

the sBA and U.s. treasury Department released loan application forms for the rebooted ppp loans on January 8, 2021. the ppp loan program reopened on January 11, 2021, for participating community financial institutions (CFIs) that serve minorityowned and women-owned businesses to begin submitting ppp loan applications for First Draw ppp loan borrowers. on January 13, 2021, the second Draw ppp began. In its guidance, the sBA indicated that the ppp would open to all lenders a few days after the opening for CFIs, and fully reopened the ppp loan portal on tuesday, January 19, 2021 to all participating lenders.5 If your transportation company is considering a ppp loan, first-time and second-time ppp borrowers may receive a loan amount of up to 2.5 times their average monthly payroll costs (with a cap per employee of $100,000 on an annualized basis) in 2019, 2020 or the year prior to the loan. the maximum loan amount is $10 million for First Draw ppp loan borrowers and $2 million for second Draw ppp loan borrowers6. existing ppp borrowers that did not receive loan forgiveness by December 27, 2020, may: (1) reapply for a First Draw ppp Loan if they previously returned some or all of their First Draw ppp Loan funds; or (2) under certain circumstances, request to modify their First Draw ppp Loan amount if they previously did not accept the full amount for which they are eligible. A borrower is generally eligible for a second Draw ppp Loan if the borrower: (a) previously received a First Draw ppp Loan and will or has used the full amount only for authorized uses; (b) has no more than 300 employees; and (c) can demonstrate at least a 25 percent reduction

PPP grants have been a big help to many bus operators. If the money is spent properly, the amount may be totally forgiven. Shown here is a Prevost H3-45 coach with attractive graphics on the side. prevost.

in gross receipts between comparable quarters in 2019 and 20207. For example, a limousine company with gross receipts of $50,000 in the second quarter of 2019 and gross receipts of $30,000 in the second quarter of 2020, has experienced a revenue reduction of 40 percent between the quarters, and is therefore eligible for a second Draw ppp loan (assuming all other eligibility criteria are met).

ppp borrowers can have their first-draw and second-draw loans completely forgiven if the funds are used for the following eligible costs: payroll, rent, covered mortgage interest, utilities, covered worker protection and facility modification expenditures, covered property damage costs, covered payments to suppliers, payments for business software or cloud computing services that facilitate business operations, product or service delivery and numerous back-office functions. to be eligible for full loan forgiveness, ppp borrowers must spend no less than 60 percent of the ppp loan funds on payroll over a covered period of their choice between eight and 24 weeks. transportation companies should be aware that the U.s.

Internal revenue service (Irs) will allow businesses that had their ppp loans forgiven to write off expenses paid for with that money – after Congress reversed the prior Irs policy in the recent legislation8. As of this writing, May 31, 2021, was the last day to apply for either a First Draw or second Draw ppp loan.

In addition to the ppp loans, the sBA has other loan programs that might be more generous than traditional business financing. on December 30, 2020, the sBA announced it has extended the deadline to apply for the economic Injury Disaster Loan (eIDL) program for the CovID-19 pandemic disaster declaration to December 31, 2021 (pending the availability of funds). these sBA loans provide working capital funds to small businesses. these loans are offered at a fixed 3.75 percent interest rate for small businesses, with a negotiable term of up to 30 years, and an automatic deferment of one year before monthly payments begin. As of December 30, 2020, the sBA reported that it had already approved $197 billion in these low-interest loans 9 . For transportation companies, the eIDL program offers an advance/grant of $1,000 per employee, for a maximum of $10,000. prior to the passage of the economic Aid Act, the eIDL grant amount would be deducted from any ppp loan forgiveness amount for that business. However, the recent legislation reversed that provision, and any eIDL grant amount will not be factored into any ppp loan forgiveness calculation10. provisions in the economic Aid Act now allow businesses up to eight months of principal and interest payments forgiven for section 7(a) and 504 Microloans from the sBA. A section 7(a) loan, which is received National Bus Trader / July, 2021 • 19

through an SBA lender, is a loan that can be used for working capital, equipment, inventory and business acquisitions. Businesses may borrow up to $5 million at fixed or variable interest rates, as long as they have fewer than 500 employees and less than $7.5 million in average annual receipts. The borrower will have to be a for-profit business based in the United States and not be delinquent on any debt owed to the government.

Depending on how the business intends to use the funds, the loans will have a term from seven to 25 years. Additionally, the Economic Aid Act temporarily reduces or eliminates certain loan fees for the borrower11.

The SBA’s 504 microloan program is geared more toward economic development and job creation. it is available to purchase commercial real estate, existing buildings and equipment that will help a business grow. These loans also have a $5 million limit and have similar requirements to a Section 7(a) loan. However, interest rates for these loans are fixed, and the loans have a term from 10 to 20 years depending on the nature of the loan. The Economic Aid Act temporarily eliminates the 504 microloan fees12.

A business with an existing SBA Section 7(a) or 504 microloan could receive up to eight months of forgiveness of principle and interest payments, all capped at $9,000 per month13. if a business applies for a new SBA Section 7(a) or 504 microloan, and is approved before September 20, 2021, then, the first six months of principle and interest (up to $9,000 per month) is also forgiven.

Those with an existing PPP loan may apply for a Section 7(a) loan or a 504 microloan14.

Given the full or partial forgiveness available from the Economic Aid Act and the low interest rates and flexibility with terms (except for the PPP loans), transportation companies may wish to seek one or more of these SBA-backed loans as part of their 2021 financial planning. The law firm has already worked with many transportation clients on these SBA-backed loans, and this relief has helped to stave off layoffs and pay non-personnel costs through the cOViD-19 relief programs. Given the dire circumstances faced by many small companies, pro bono (free advice) to many mobility companies and even their drivers during these difficult times was offered. What is important though, is to think about when the money runs out – and to start thinking of and implementing a game plan for re-opening and the potential business environment in the new post-pandemic normal. There are many options, some of which are discussed in the remainder of this article.

Should I Buy or Sell?

Either Way, Get Your Shop in Order

Even with these SBA-backed loans available to transportation companies, such loans often function as stopgap measures as the 20 • National Bus Trader / July, 2021

Depending on circumstances, some bus operators may find it in their best interest to consider buying or selling. If you plan to sell, the first step is to get your shop in order. mci.

pandemic affects revenues and business development. The solution may instead come from strategic transactions such as selling the company, buying another company synergistic with the existing business, seeking an equity investment, or even entering into a joint venture. With so many companies in distress and a reduction in the overall market, the pace for mergers and acquisitions will naturally quicken.

Having handled many transportation company deals over the years as counsel for buyers, sellers and investors in mergers, acquisitions, joint ventures and investments, we have seen how complex and time consuming such transactions and the related “due diligence” process can be – even for transactions with smaller dollar values. clients often prepare simple term sheets for such transactions with the expectation that it will be easy to quickly complete the deal.

Unfortunately, that is often not a realistic expectation.

The most frequent source of delay is the seller’s failure to prepare the target company for sale in advance and deal with risks, liabilities and other matters of concern to buyers and investors, such as issues with stock ownership, permits and licenses, intellectual property rights, tax matters, debts and guarantees or pending lawsuits. When these matters are first identified in the course of the buyer’s or investor’s due diligence investigation and raised in the middle of negotiating a transaction, that often results in extensive delays, causes the deal to lose momentum and sometimes even kills the deal.

Due Diligence and Disclosure Schedules Due diligence is an important aspect in any transaction and is an extensive process undertaken in order to thoroughly and completely assess the target company’s business, assets, liabilities, capabilities and financial

performance. Part of this will be business and financial due diligence, in which the buyer will review the target company’s financial statements, accounts receivable and accounts payable, and other books and records to determine issues such as:

• Does the business have healthy cash flow?

• Where are the sources for the revenue stream?

• How is the target company calculating its revenues and earnings? Should there be adjustments?

• How reliable are the target company’s financial projections?

• What are the target company’s liabilities? Are there any hidden liabilities?

Checklist for legal review of target company contracts: The buyer or investor will have its legal counsel review and prepare a summary report of the target company’s contracts to answer questions, such as: • Does the target company have key customer or business partner contracts that account for significant portions of its revenue stream? Do these contracts reasonably limit the company’s warranties and liability risks?

• Does the target company have leases, software licenses or other vendor contracts that it depends on for its key assets, systems and rights? Do the contracts convey the ownership and rights that the company purports to have?

• Have employees signed contracts assigning their business intellectual property rights or agreeing to confidentiality, nonsolicitation and/or non-competition covenants?

• Has the company acquired other businesses or entered into joint ventures? What were the key terms?

• When will these contracts expire? can they be terminated voluntarily and/or for cause?

• Do the contracts have restrictions on assignments, changes in control or other transactions that would be triggered by the contemplated sale transaction?

Checklist for review of target company’s records: The buyer or investor and its legal counsel also customarily undertake other legal and operational due diligence, reviewing the target company’s books and records to identify issues, such as:

• Are the company’s organizational documents (articles of incorporation, bylaws, operating agreements, board meeting minutes, stock records, etc.) complete?

• Have employee stock options and other equity grants complied with tax laws, including requirements for deferred compensation (e.g., IRC Section 409[A])15, incentive stock option status, qualified profits interests and Section 83(b) elections?16 • Is the business in good standing and up to date on its taxes and state filings?

• Does the target company have adequate insurance coverage?

• Are there complete employee files, including as to employment eligibility status? What are employees’ salaries, bonuses, commissions and benefits?

• Is there an employee handbook? What are the company’s employee policies?

• Are any employees inaccurately characterized as independent contractors or as exempt employees under the Fair Labor Standards Act? • Does the target company have any employee benefit plans or retirement plans?

• Does the target company have any registered or unregistered intellectual property

(e.g., trademarks or patents)? What is the status of any applications or registrations for such intellectual property?

• Does the company have any pending or threatened litigation?

• Does the company have any environmental hazards or violations?

The buyer or investor will also need to review and understand any permits or business licenses that are required for the target company to operate and the status of those licenses. This includes operating licenses with federal, state and local licensing agencies. Even if the licenses are in good standing, are they transferrable? Assuming they are transferrable, what is the process for regulatory approval to assume a license as the new owner? Also, are there any other necessary governmental or agency approvals required in order to transfer the business (including federal antitrust filings under the Hart Scott Rodino Antitrust Improvements Act of 1976)?17

The buyer or investor and its tax advisors will also want to assess the tax status of the target company by reviewing its federal, state, local, foreign and other tax returns and records. For example, has the target company timely filed all tax returns and paid all taxes due (including all income taxes, capital gains taxes, sales and use taxes, transfer taxes, franchise taxes, payroll taxes, etc.)?

Has it been filing returns and paying taxes in all jurisdictions where it is legally required to file? Has it claimed deductions that it was not entitled to under tax laws? Has it properly withheld payroll taxes from employees?

Improperly characterized any employees as independent contractors?

If buying another company, make sure that you and your attorney review all of the information and know exactly what you are getting. This photo of a Setra S 417 was taken on the Strip in Las Vegas. SETRA.

Even if the buyer or investor does not conduct careful due diligence on these matters, the definitive acquisition agreement will typically have a robust set of representations and warranties that will require the seller and its legal counsel to carefully review these materials and prepare schedules that set forth various lists, summaries and disclosures regarding these and other matters.

Accordingly, any problems will come to the attention of the buyer or investor sooner or later. When they do, that can cause delays, bring negotiations to a halt and sometimes even kill deals.

Accordingly, if you are looking to sell your company or seek investors in the near future, your business should be reviewed by and discussed with legal counsel now, with an eye towards identifying and resolving or mitigating weaknesses and risks where possible. This will help maximize company value, as well as the likelihood of closing any future deal that you may secure with a buyer or investor.

Transaction Structure – Asset and Stock Purchases & Tax Implications The information discovered in the due diligence process will also help to structure a sale transaction, such as an asset purchase stock purchase, or merger.

Asset purchase deals can be structured so that the buyer only acquires the target company’s assets and not most or all of its liabilities. This structure is generally preferred by buyers, and it is especially desirable to them when there are unusual or concerning liabilities identified in due diligence.

In asset purchase deals, an important part of the deal structure and negotiation will be determining which, if any, of the target company’s liabilities will be assumed by the purchaser and which will remain the sole responsibility of the seller. Negotiating the indemnification provisions regarding the above-referred liabilities will be critical to protecting each party’s expectations.

Although asset purchase structures will generally limit the liabilities assumed by the buyer, there are various exceptions to this, such as environmental and pension liabilities, as well as liability imposed under legal doctrines of successor liability. In some cases, an asset purchase transaction is not a viable deal structure, often due to regulatory or contractual constraints. Such transactions are more complex and may take more time to close, particularly if the target company has numerous contracts that cannot be assigned without the counterparty’s prior written consent (a common contractual term).

Sellers generally prefer that the transaction be structured as a stock or membership interest purchase, which is simpler.

However, these structures do not enable a buyer to exclude any liabilities of the acquired business, and so it will be even National Bus Trader / July, 2021 • 21

more important to the buyer to determine and understand the liabilities of the target company. Stock or membership interest purchases require all equityholders to sign the purchase agreement, which may be difficult or impractical for companies with a large number of equityholders or recalcitrant equityholders. In such cases, a merger structure may be preferable, as it only requires the transaction agreement to be signed by the target company and then the sale to be approved by a majority of the board of directors (or similar governing body) and a majority equityholder vote, subject to any special approval rights set forth in the target company’s governing documents. A merger effectively forces a sale by all equityholders, but it may leave dissenting minority holders with “appraisal rights” that allow them to challenge in court the value paid in the merger, and perhaps receive some other amount.

Merger structures also add some complexities to the deal documents, and the requisite equityholder vote may require advance notice and complex deal summary and disclosure materials.

Furthermore, when structuring a sale transaction it will be important to minimize taxes to the maximum extent possible. While asset purchase transactions can provide certain tax benefits for buyers, they may carry adverse tax implications for sellers, particularly if the target company is a corporation (in which case there may be two layers of taxation – one paid by the target company and a second paid by its stockholders). A stock or membership interest purchase has only one layer of tax, and it is generally more tax favorable to the seller. The tax allocation of the

When purchasing another company, keep tax status and liability in mind. This includes both the tax liabilities of the company to be purchased and your tax status following purchase. This team is ready to board an MCI J4500 to travel to their next game. MCI.

purchase price is also an important analysis in any transaction, and it may provide certain tax benefits.

By evaluating the various structuring alternatives available before undertaking a formal agreement and identifying your preferred structure, you can increase the chances of setting the other party’s expectations at the onset of the process, so as to ensure that the transaction is structured in a tax-efficient manner to you.

Valuation of the company and equipment is important in any purchase or sale. There are several options on valuation as mentioned in the article. These three new Irizar i6 coaches are ready to travel. IRIZAR.

22 • National Bus Trader / July, 2021

Valuation From the firm’s experience, when determining a price for the sale of a business, it is important to have an accurate and detailed basis for valuing the target company, informed by financial due diligence. There are different methodologies for conducting a valuation. The method chosen will depend on the information at your disposal, as well as the nature of the business and the industry. Some common valuation methodologies include the following: • Asset-based methods start with the book value of a company's equity. The liquidation value is the net cash that a business would generate if all of its liabilities were paid off and its assets were liquidated today.

This liquidation value is more of a baseline, as it does not account for growth potential or future cash flows.

• Discounted cash flow analysis uses the inflation-adjusted future cash flows to project a value for the business. This valuation methodology is most suited to established and cash-generative companies with long-term business prospects.

• Valuations based upon multiples of revenue are arguably the simplest. It is a popular quick-form method to expeditiously value a company and can be a useful metric when comparing companies with different profit levels but similar characteristics in terms of margins, products, markets and competition.

• Valuations based upon multiples of EBITDA18, a measure of the financial performance of a company, are also very popular. This enables the comparison of earnings of similar companies while excluding any distortions that result from interest, taxation, depreciation or amortization.

• If only a portion of the target company is to be sold, discounts may also apply for lack of control (if a minority interest is sold) and/or for lack of marketability (reflecting the difference in liquidity between closely held securities and publicly traded securities).

A combination of these or a variety of other valuation methodologies may ultimately be used to settle on the price for the target company. These methodologies are of course only a starting point. Sophisticated buyers will also take into account other value considerations, including non-recurring revenue and expenses; market size, competitive landscape and barriers to entry; competitive advantages from proprietary technology, intellectual property rights or strong brand recognition and loyalty; businesses scalability costs; customer concentration risks, payment history and satisfaction; contractual restrictions on the business; and debt and other liabilities.

Finally, the results of the legal due diligence described above will help identify weaknesses, may significantly increase the risks of the business and may diminish the value to a prospective buyer. It is important to have skilled professionals guide the acquiring company through the valuation process and address pitfalls with assessing the value of the target company.

Some Final Thoughts on M&A Due Diligence Right now, it is very difficult for a company in the transportation sector given the impending uncertainty of when and to what extent business travel and other forms of mobility may return and whether there

will be modal shifts affecting the long-term viability of a company. With such uncertainties, not only is it difficult to develop a proper valuation for a transportation business as a whole, but even the individual component assets of a company – such as real estate, vehicles as well as intellectual property – may be difficult to value given the pandemic.

How can a company even think about buying, selling, merging or engaging in a joint venture? Rather than thinking about that end game, now is a good time to begin the process of identifying and cleaning up risks, issues and problems that would come up in a due diligence exercise, so as to ensure that the business is appealing to prospective buyers and its value is maximized.

You may also want to consider taking measures to consolidate operations and potentially outsource responsibilities and functions. Although it is difficult to go down that road if your company has accepted PPP funds and is required to bring back employees, that should not stop you from thinking about making changes once those obligations end. Anything that can be done now to make the balance sheet look better will help your ability to stay in business, as well as your company value.

Should My Company File for Bankruptcy?

If So, When and What Type?

There are two primary types of business bankruptcy cases, Chapter 7 and Chapter 11. Below is a brief overview of Chapter 7 and Chapter 11.

Due diligence is highly recommended before purchasing another bus operation. The purchase should be looked at from the standpoint of legality and taxes as well as from profitability. This MCI “D” model was photographed on an exit ramp in Chicago. MCI.

Liquidation - Chapter 7 of the Bankruptcy Code Chapter 7 of the Bankruptcy Code provides for the orderly and equitable liquidation and distribution of non-exempt assets of the debtor. In exchange, an individual debtor will receive a discharge. Corporations and partnerships, which are not individuals under the Bankruptcy Code, do not receive discharges under Chapter 7. Instead, the corporate shell is left with debts, but no assets.

A corporation seeking a discharge must file Chapter 11 and confirm a Chapter 11 plan.

At the commencement of a Chapter 7 case, a “panel” trustee is appointed by the Office of the United States Trustee (the “U.S. Trustee”) to serve as Chapter 7 trustee of the debtor’s bankruptcy estate19. Pursuant to Section 704 of the Bankruptcy Code, the Chapter 7 trustee takes over full control of the debtor’s assets and is charged with collecting and reducing to money the property of the debtor’s estate and closing such estate as expeditiously as is compatible with the best interests of the parties in interest. Where the debtor is a business entity, the trustee may seek authorization of the Bankruptcy Court to temporarily operate the debtor’s business if it would be in the best interest of the estate20.

Reorganization - Chapter 11 of the Bankruptcy Code The purpose of Chapter 11 is to permit the debtor to continue to operate while it reorganizes its business and capital structure pursuant to a court-approved plan of reorganization. The Chapter 11 debtor is known as a “debtor in possession” because, unlike in a Chapter 7 case, the debtor remains in possession of the estate assets. Chapter 11 can also be used when management seeks to conduct an orderly liquidation of the debtor’s business, including a sale of substantially all of the debtor’s assets under a Chapter 11 plan or a sale outside of a plan pursuant to section 363 of the Bankruptcy Code, because it avoids the appointment of a panel trustee and the “fire sale” climate.

Whether used for a reorganization or a liquidation, Chapter 11 is a valuable tool that allows a debtor to preserve its business and thereby maximize value for all creditors. A highlight of some of the key provisions of Chapter 11 is below.

Procedural Overview of Chapter 11 Proceedings The goal of a Chapter 11 case is the consensual confirmation of a plan of reorganization or plan of liquidation. As discussed in further detail below, Chapter 11 plans must satisfy the requirements of the Bankruptcy Code to be approved or confirmed.21 After the plan is confirmed, the debtor is required to make plan payments or distributions and is bound by the plan’s provisions.

The confirmed plan creates new contractual rights and can create, replace or supersede pre-bankruptcy contractual rights. Both preNational Bus Trader / July, 2021 • 23

petition and post-petition creditor claims are satisfied as set forth in the plan. Upon consummation of the plan, the debtor receives a discharge of any debt that arose before the date of confirmation22. However, confirmation of a Chapter 11 plan does not discharge the debtor if the plan is a liquidation plan.

Under Chapter 11, the debtor is authorized to and generally continues to operate the business in the ordinary course without bankruptcy court approval. Pursuant to Section 1104 of the Bankruptcy Code, on the request of a party in interest, the court shall appoint a Chapter 11 trustee for cause, including fraud, dishonesty, incompetence or gross mismanagement, either before or after the bankruptcy filing, or where appointment of a trustee is in the best interest of the parties in interest23. Generally, courts will not appoint a Chapter 11 trustee absent a showing of fraud or gross mismanagement.

Key Benefits of Chapter 11 There are a number of significant benefits to Chapter 11. Highlights of some of the key benefits are below: The Automatic Stay: Debtors file for bankruptcy protection for myriad reasons, but a principle reason is that the filing provides the debtor with immediate protection from a wide variety of collection efforts to collect on debts that arose before the bankruptcy petition was filed. Pursuant to Section 362 of the Bankruptcy Code, the filing of a Chapter 7 or Chapter 11 bankruptcy petition (as well as petitions under certain other chapters of the Bankruptcy Code) operates as a stay, applicable to all entities, of a wide range of acts to collect on debts that arose before the bankruptcy petition was filed24. The automatic stay is intended to provide a debtor with a breathing spell during its bankruptcy case25. If a creditor violates the automatic stay, a bankruptcy court may hold the creditor in contempt of court and award the debtor compensatory damages. In addition, where the violation is willful, the bankruptcy court may award punitive damages.

Sale-Related Provisions of Chapter 11: Although a debtor is authorized to operate its business, it may not sell, use or lease property of the estate outside of the ordinary course of business without court approval.

A sale of assets outside the ordinary course of business, including a sale of substantially all of a debtor’s assets, may be approved as part of a Chapter 11 plan under Section 1123 of the Bankruptcy Code or prior to a plan under Section 363 of the Bankruptcy Code.

When assets are sold in bankruptcy, the assets are typically sold free and clear of all liens, claims and interests with any liens and interests attaching to the proceeds of the sale with the same priority they had at the time of the sale.

24 • National Bus Trader / July, 2021

If you are considering bankruptcy, make sure you and your attorney review all the options. Since 2020 the new Subchapter 5 of Chapter 11 offers attractive alternatives for smaller companies. Shown here is a Prevost XC3-45 surrounded by trees. PREVOST.

Advantages of Effectuating a Sale through Chapter 11: There are a number of key advantages to effectuating a sale through a Chapter 11 bankruptcy process.

In fact, many savvy buyers often require that a sale be effectuated through a Chapter 11 bankruptcy process to take advantage of these benefits. The most notable of these benefits include: • A reduced risk of later challenges, including a fraudulent conveyance.

• This form of sales is favored by directors who have no financial stake in the game.

• Assets can generally be sold free and clear of liens, claims and encumbrances (including successor liability claims) and over objections by shareholders and creditors.

• Executory contracts in default can be cured, assumed and assigned, even if the contract provides otherwise (there are some exceptions, such as certain intellectual property contracts).

• Executory contracts can be rejected, which gives purchasers the ability to

If you are planning to sell your company, you might want to look into a sale through Chapter 11.

This can provide several benefits and is sometimes required by buyers. This Temsa TS 35 offers big coach amenities and features a length of 35 feet. TEMSA.

“cherry-pick” which contracts they want to acquire.

• Avoidance of transfer taxes if sold through a plan, which can be a significant benefit, especially where real estate is involved.

Small Business Debtors - Subchapter 5 of Chapter 11 of the Bankruptcy Code Special rules also apply with respect to small business debtors. As of February 20, 2020, newly-enacted subchapter 5 of Chapter 11 became effective. Subchapter 5 modifies certain longstanding provisions of Chapter 11 with respect to certain small business bankruptcy cases26. The recentlyenacted rules applicable to small business debtors are very favorable to a debtor and debtors will try to find ways for the small business bankruptcy rules to be made applicable to them. Subchapter 5 of Chapter 11 currently applies to debtors with aggregate non-contingent liquidated secured and unsecured debts not more than a specified threshold. Until March 27, 2020, the threshold was approximately $2.7 million (excluding debts owed to insiders and affiliates).

However, on March 27, 2020, the CARES Act went into effect, which increased the threshold to $7.5 million. This increased threshold for the amount of debt to qualify for Subchapter 5 was scheduled to revert back to $2.7 million; however, the COVID19 Bankruptcy Relief Extension Act of 2021 was enacted on March 27, 2021 and extended for one year27. Therefore, eligible financially distressed businesses should give serious consideration to taking advantage of the new law before the program reverts back to the significantly-lower threshold in March 2022.

Differences/Benefits of Subchapter 5 over traditional Chapter 11: Subchapter 5 of Chapter 11 provides numerous advantages when compared to a traditional Chapter 11 bankruptcy filing, including the following: • The trustee will typically appoint a small business trustee, and there will be no creditors’ committee – which is more direct and avoids the costs of a creditors’ committee28.

• In most cases, under Subchapter 5, the debtor transportation company will continue to manage the business operations29.

• In a Subchapter 5 case, the “absolute priority rule” does not apply, which generally requires that creditors be paid in the order of their priority. Instead, Subchapter 5 allows equity holders to retain their equity even if unsecured creditors have not been paid in full.

• There is no obligation to use excess post-bankruptcy petition income for 3-5 years to fund plan payments to creditors if fully consensual.

• There is no obligation to employ and pay fees of Subchapter 5 trustee to make plan payments if fully consensual.

• Administrative Claims can be paid over time rather than all at once upon plan confirmation, as is the case in a traditional chapter 11 case. This change will be of particular benefit to any transportation company-debtor with significant administrative claims.

• There also may be a greater ability to pay contract and lease cure costs over time in connection with a contract and lease assumption.

Subchapter 5 provides several advantages to small companies over the traditional Chapter 11.

Among other things, it may allow the debtor company to continue to manage the operation. Here is an MCI “D” model commuter coach that has been the most popular in this field for many years.

MCI.

Procedural Benefits: There are also several procedural differences/benefits of Subchapter 5 over traditional Chapter 11, including • There is no obligation to file a separate disclosure statement in connection with the Chapter 11 plan, which saves time and costs.

• The debtor retains exclusive ability to file and confirm a Chapter 11 plan and creditors have no ability to strip the debtor of that right. In a traditional Chapter 11, the debtor retains the exclusive right to file a plan for only a limited timeframe and other parties can attempt to shorten that timeframe.

• The trustee is accountable for all property received, will examine proofs of claim, controls plan distributions if nonconsensual plan, and has a fee equal to five percent of receipts.

• Unsecured creditors’ committees will be very rare in Subchapter 5 cases. The committee can result in considerable cost savings given that a debtor typically pays for all of the fees and expenses of the Committee’s professionals, including attorneys and financial advisors.

Strategic Advantages: For Subchapter 5 cases there are numerous strategic considerations for a transportation companydebtor, including • The ability to pay down debt prior to a filing to become eligible for subchapter 5.

• The transportation company-debtor may spin off certain assets/liabilities into a separate legal entity in order to make one or both entities eligible for subchapter 5.

• There is a greater opportunity to propose a sale of all assets to a favored party without a bidding process or creditor consent. Traditional Chapter 11 limits the ability of a debtor to do so under a chapter 11 plan because (i) creditors can seek to terminate plan exclusivity and submit a completing plan, and (ii) at least one impaired creditor class must approve the plan even when it is a “cram down” plan30.

Given the numerous substantive, procedural and strategic benefits that a Subchapter 5 bankruptcy case provides when compared to a tradition Chapter 11 case, transportation operators that are facing insurmountable debts may want to consider the Subchapter 5 option now since the more generous provisions that increase the debt limit to $7.5 million will expire – absent action by the Biden administration and Congress – on March 27, 2022.

What Do I Do Next?

Join the Opportunity Registry

Last year, when the PPP loan deadline was extended to August 8, 2020, the transportation sector had some early help available in the pandemic. Even so, with the diminished revenues continuing into 2021, we have seen some companies already shut operations or file for bankruptcy. The National Bus Trader / July, 2021 • 25

new funding for PPP loans (including the availability of a second draw), and the enhancements to the other SBA loan programs discussed above, can provide transportation companies some needed financial assistance. This may allow transportation companies to – at least temporarily – meet payroll and other costs to postpone any decision regarding a total closure or a bankruptcy filing. However, these are only stopgap measures and everyone must be thinking several steps ahead right now. If there is no comeback before An MCI “D” model coach heads east on Roosevelt Road just south of Chicago’s loop. The elevated train station above the road served as the south terminus for an interurban electric railway to Milwaukee for many years. MCI.

the end of 2021, and if your business is not primed for buying, selling or other options, it may be too late to start the process and your options will be limited.

As an alternative, and based upon the above, transportation companies may want to consider the merits of a merger/acquisition or sale, given that no one is able to adequately predict the market in the near-term. Even with a comprehensive vaccination program, work-travel habits may be altered for some time. The idea of adjusting business plans to account for the “new normal” should already be underway. Many companies have already arrived at that fork in the road. They should take it – after applying for the PPP loans and other assistance – to travel the road into 2021, 2022 and beyond.

If your company is not involved in networking with others and you feel like you are on an island – especially with many trade conferences not being able to be held in person this past year – you are not alone. The firm represents large, small and middle market mobility companies that are interested in buying, selling, merging and engaging in partnerships with others in light of the new post-pandemic economy. A confidential inventory of clients and other contacts in the industryis kept – which includes whether the company is interested in buying or selling, and what the parameters are – so that the firm serves as matchmaker. Non-disclosure-agreements (NDAs) are typically issued, and given the extensive contacts around the country and the world, your deal could be waiting right here. There is no obligation to commit to anything, and all inquiries or expressions of interest will remain confidential.

Just pick-up the phone, send an email, and help and opportunity is on the way. q

1An earlier version of the article was previously published in Chauffeur Driven Magazine in its February 17, 2021 edition. The complete and

updated article is being published here, which also cites recent legislative updates, including the increased funding for Paycheck Protection Program loans in the American Rescue Plan Act of 2021, enacted on Mach 11, 2021, and the continued enhanced bankruptcy assistance for small business debtors in the COVID-19 Bankruptcy Relief Extension Act of 2021, enacted on March 27, 2021.

2https://www1.nyc.gov/site/tlc/about/aggregated-reports.page 3H.R.1319 — 117th Congress (2021-2022) 4https://sba.app.box.com/s/ahn2exwfebgqruk714v3hnf75qdap3du 5https://www.sba.gov/funding-programs/loans/coronavirus-relief-options/paycheck-protection-program/ppp-lender-information 6https://www.sba.gov/sites/default/files/2021-01/PPP%20--%20IFR%20--%20Second%20Draw%20Loans%20%281.6.2021%29-508.pdf 7Id. 8IRS Revenue Ruling 2021-2, which can be found at https://www.irs.gov/pub/irs-drop/rr-21-02.pdf 9https://www.sba.gov/article/2020/dec/30/sba-extends-covid-19-economic-injury-disaster-loan-application-deadline-through-dec-312021 10https://www.sba.gov/sites/default/files/articles/12-29-20_SBA_provisions_in_new_legislation_0.pdf 11Id. 12Id. 13https://www.sbc.senate.gov/public/index.cfm/2020/12/cardin-statement-on-small-business-provisions-in-bipartisan-covid-19-economic-relief-bill 14https://www.sba.gov/funding-programs/loans/coronavirus-relief-options/sba-debt-relief 15 26 U.S.C. § 409A. 16Internal Revenue Service. "26 CFR 1.83-2: Election to include in gross income in year of transfer," Pages 1-3.

17https://www.ftc.gov/enforcement/statutes/hart-scott-rodino-antitrust-improvements-act-1976 18 Earnings before interest, taxes, depreciation, and amortization. EBITDA may be used as an indicator of the overall profitability of a business.

19https://www.irs.gov/businesses/small-businesses-self-employed/chapter-7-bankruptcy-liquidation-under-the-bankruptcy-code 2011 U.S.C. § 704.

2111 U.S.C. § 1101 et seq.

2211 U.S.C. § 1125 2311 U.S.C. §1104 2411 U.S.C. § 362 2511 U.S.C. §§ 362(a), 362(b) 2611 U.S.C. § 1181 et seq.

27H.R.1651 — 117th Congress (2021-2022) 2811 U.S.C. § 1183 2911 U.S.C. § 1184 30A cram down is the involuntary imposition by a bankruptcy court of a reorganization plan over the objection of some classes of creditors.

26 • National Bus Trader / July, 2021

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9-11 Reprise Are We Repeating History?

by Larry Plachno

This photo shows several buses lined up near George Washington’s Mt. Vernon waiting for their tour groups to return. Travel slowed down following the 9-11 tragedy as people feared more terrorism. Some suppliers broke the ice and got the industry moving again by inviting bus tours and other travelers. NBT.

B

ack in 1905, Spanish philosopher George Santayana came up with one of his most famous sayings: “Those who cannot remember the past are condemned to repeat it.” Lately there has been some discussion over the fact that history may be repeating itself. What caused the extended downturn after the 9-11 tragedy is now also holding back the industry and prolonging the problems of the pandemic.

If you give me a few minutes of your time I will try to explain how both are connected.

28 • National Bus Trader / July, 2021

Both the aftermath of the 9-11 tragedy and the pandemic carried on for months but for different reasons. One was a fear of terrorism while the other was a fear of the COVID virus.

In both situations, the return to normal was slowed because of the lack of encouragement and buying invitations from sellers.

It is interesting that while fear of terrorism remained for months following the 9-11 tragedy, the actual incidents were over in a matter of hours. It could be said that by the time that action was taken to increase safety

or mitigate the situation, the need for it was past. Admittedly, this is hindsight years later but in the chaos and confusion at that time it was not so obvious.

One major impact on the bus industry was that the ongoing Buscon show in Cleveland was shut down. We here at NATIONAL BUS TRADER were also involved in a minor way. Our bookkeeper was scheduled to fly out of Boston that same day and found that the flights had been cancelled. As a result,

she ended up renting a car and driving back to the Midwest with her daughter. although the terrorism was over in a matter of hours, the fear and concern remained for months. there was a significant decline in both business and personal travel. as is typical in these situations, there was more of an impact on business travel. the reason for this is that a substantial part of business travel is communication – meeting with customers or attending conferences and trade shows.

Much of this can be replaced by phone calls or video meetings. In comparison, more of personal travel is based on experience. Visiting mom and dad is much better than a phone call and actually going on a tour is more fun than watching a video.

What ended up happening is that as the impact of 9-11 eased, more and more people were willing and interested in joining a bus tour again. However, the industry suppliers were slow in providing invitations. Hence, the aftermath of the 9-11 tragedy was prolonged. the experts say that suppliers should continue to advertise during a downturn. they offer several reasons, but I am not sure I can remember all of them.

• Continued advertising lets buyers know you are there for them.

• Continued advertising tells buyers you are inviting them to buy.

• Continued advertising supports the industry you are part of.

• restarting a business in a downturn is like starting originally. You need to let buyers know that you are there and invite them to buy.

What happened was that the aftermath of 9-11 was needlessly prolonged by the lack of invitations from industry suppliers and sellers. this was resolved when a few of the suppliers listened to the experts and jumped in

Government facilities have been helpful in getting tourism and travel back running again. Several national parks have been inviting bus tours in the summer of 2021. Many other government buildings and facilities are also again welcoming bus tours and other visitors. nbt.

with their invitations. My memory is that the primary leaders of this movement – who deserve a pat on the back – included Wisconsin Dells and st. Louis. their efforts were so successful that others realized the importance of advertising and inviting business that they jumped in too. the result was an end to the downturn and a return to normalcy.

Fast forward 20 years to today and we are finding that we are facing much the same situation. numerous groups are working towards easing the situation. People are getting vaccinated and want to travel again. by May, more than 50 percent of the U.s. population had been vaccinated and we were beginning to see the start of what is called herd immunity. the Center for Disease Control (CDC) said it was okay for vaccinated people to travel

The new CERTS funding provides two billion dollars in grants for motorcoach and passenger boat operators. Since this money must be spent in one year, it will pay for a lot of activity in the bus industry. Shown are two Setra coaches picking up a group in Atlanta. setra.

domestically. they were even waiving the requirement for masks in some situations. travel and tourism were trying to make a comeback. some of the national parks were inviting bus groups for the summer of 2021. several bus tour planners were already running bus tours and were looking for invitations on where to bring the bus tours they are now planning.

Meanwhile the United states treasury is giving away two billion dollars to motorcoach and passenger boat operators to help return things to normal. the bus operators will have only one year to spend this money so there will be a huge infusion of cash into the bus industry. they are already looking for invitations on where to spend this money.

Unfortunately, it appears that we are in the same situation as 20 years ago in the aftermath of 9-11. tours planners are looking for invitations on where to run bus tours while bus operators are looking for where to spend their Certs money. the suppliers are slow in getting out their invitations for bus tours and for invitations for buses and bus industry equipment and supplies.

What we need at this point are industry suppliers that follow the recommendations of the experts and get their invitations out for bus tours and for bus equipment and supplies. the bus tour planners are looking for places to plan tours, and the bus operators are looking for invitations to spend money.

30 • National Bus Trader / July, 2021

now is the time to talk to the industry suppliers and ask them to get their invitations out. everyone else has done their part to head things back towards normal. It is now their turn to get on the bandwagon and do their part to get the industry moving again. q

National Bus Trader / July, 2021 • 31

Do We Still Need Amtrak?

by Dave Millhouser Photos courtesy of NBT The Empire Builder runs from Chicago to Seattle via Milwaukee, Wisconsin Dells and Minneapolis. A strike in later 1994 on the old Milwaukee Road line in Wisconsin forced the train to divert via the Burlington line through Rochelle and Savanna and along the Mississippi River to Minneapolis.

This photo shows the train high balling through the diminutive community of Stratford, Illinois, walking distance from the NATIONAL BUS TRADER office.

I

t was late on a November Tuesday in 1968, and my stomach hurt. I remember it clearly because I was 600 miles from home. It is the sickest I had ever felt, and it was the day Richard Nixon was elected.

Wednesday morning they yanked out my appendix and all was well. It may have been an omen for the Nixon presidency. I was young and poor – so, a week later, when things seemed to have healed, I took out the stitches myself, rather than paying the surgeon.

Until then I had never thought much about the appendix. (Actually, it did not come up until I needed a metaphor for this column). It is an organ that was useful a bazillion years ago, but now just lingers as decoration on the large intestine, with potential for creating pain.

Amtrak seems similar. In ye olden days, we needed nationwide passenger rail service. Roads were either poor or non-existent, and air travel was unreliable.

32 • National Bus Trader / July, 2021

Do we still need it? Passenger trains are decorative, and proponents point out that most civilized nations offer passenger rail service. With respect, is that reason enough to spend tons of money on a system that is less convenient, safe and efficient than the services provided by – you guessed it – the motorcoach industry? It is okay for rail enthusiasts to love trains; it is not okay for them to ask us to fund their hobby. Amtrak creates periodic pain without offering substantial benefit.

National defense no longer uses passenger rail to move the military. Coaches and airplanes do it better. In the event of a natural disaster, buses can detour in ways that are impossible for trains. A healthy intercity bus industry provides a national safety net in ways that trains can not, while costing government nothing (and paying taxes).

Quoting Randall O’Toole in Intercity Buses, The Forgotten Mode: “Intercity buses carry at least 50 percent more passenger miles than Amtrak in Amtrak’s showcase

Northeast corridor. They do so with almost no subsidies and at fares that are about a third of Amtrak’s regular train fares. Intercity buses are safe and environmentally friendly, suffering almost 80 percent fewer fatalities per billion passenger miles than Amtrak and using 60 percent less energy per passenger mile than Amtrak.”

That is Amtrak’s showcase. Imagine what is happening in the rest of country.

Demographics of motorcoach passengers have changed in recent years, in response to clever positioning by “curbside” carriers.

College kids, older folk and business people are choosing coach travel because the “terminals” are close to where they want to be, because coaches provide the same amenities as passenger trains and because coach rides are inexpensive.

Rail advocates point to traffic congestion.

Modern communications help skirt road delays, while many Amtrak trains operate on track owned by commercial railroads, where freight trains have priority.

In the cosmic economic scheme of things Amtrak’s subsidy is small, but a billion here and there adds up. You could make the case that dollars spent boosting Amtrak produce waste in ways more significant than the subsidy. Private carriers pay taxes and fees that public entities do not. All those are lost, in addition to the subsidy outlay.

The point here is not that Amtrak is evil; a giant waste of precious resources – but not evil. The point is that we have not adequately told our story.

They are not our biggest competitor, but every bit counts. Amtrak is a symbol of government’s inability to scrap an idea that is obsolete.

There has been tremendous growth in the number of people riding scheduled buses. Innovations in reservation technology, the comfort and amenities of coaches, and communications, make a motorcoach ride as “upscale” as a train trip, but we still bow to the romance of the rails.

The “curbside” phenomenon offers several opportunities. First, there are hundreds of routes that are not yet being operated, waiting for someone to give them a try. Some will succeed, others fail. The key seems to be finding the right routes and being frank about what works.

There may be a silver lining in this silver cloud. Millions of folks are being exposed to modern coaches on these line runs. There is no reason those happy experiences should

The most popular and viable portion of Amtrak is known as the Northeast corridor. It incorporates the old Pennsylvania Railroad line from Washington, D.C. to New York and the old New York, New Haven & Hartford line from New York to Boston. Shown here is the Boston station where several Amtrak trains terminate.

not translate into them trying us for charters and tours.

Mr. O’Toole calls us “The Forgotten Mode” even while singing our praises. There are not enough resources in our industry to mount a major media campaign, but we can certainly be proud of what we do, and try to leverage this phenomenon into a new image

for our industry. We have improved to the point that we are viewed as a hidden treasure, a step in the right direction, but not enough.

Now may be a fine time for an appendectomy. If Congress is really looking for ways to save money, it is a good start. I am willing to remove the stitches. q

West of Chicago, several of the longer Amtrak lines use modern double-deck cars with substantial passenger amenities.

However, on most of them the lack of passengers permits running only one roundtrip daily. Shown here is Amtrak’s version of the well-known Atchison, Topeka & Santa Fe’s Super Chief.

National Bus Trader / July, 2021 • 33

Tire Care When Buses are Sitting S

by Larry Plachno

ince many buses have been sitting lately, this information may be of some interest.

There was a recent situation at the bus museum annex in Hershey, Pennsylvania where a bus had been sitting in the same position for a substantial time. When the museum people went to move it, they discovered that a front tire was flat. As it turned out, it was not a slow leak, but the tire had blown violently just sitting there. Since so many buses are sitting right now, we looked for an answer.

The following information comes from Marco Rabe, the head of research and development for truck tires in the Americas Region for Continental Tire.

If tires are parked in the same place for a length of time, environmental factors can affect the tire quality. Extreme temperatures, direct sunlight as well as chemical agents such as solvents, fuels, oils, hydrocarbons, paints, etc. can affect the health of the tire.

If vehicles need to be idled, the following steps can reduce a negative impact on tires.

• Inflate the tires to the maximum pressure (pressure on the tire sidewall). The pressure would need to be adjusted back to the recommended in-service levels before the vehicles could be driven again.

• If possible, ensure that the vehicles are moved from time to time to reduce local stress on the tires and avoid creating a flat spot.

• Cover the tires to avoid direct sunlight, while allowing for some ventilation to avoid high temperatures.

• Reduce the weight on the vehicles as much as possible.

• Avoid parking vehicles on black asphalt or other heat absorbent surfaces.

• Ensure that parking surfaces are free of oil, solvents or other chemicals.

If these precautions were not possible: • Ensure none of the buses were parked on contaminated soil/asphalt which had the presence of oil, solvents or other chemicals. As long as this was not the case, one would not expect the tires to be compromised from being parked for several months during the pandemic.

• Flat spotting is not a safety issue and usually resolves itself once the tires are back in service.

34 • National Bus Trader / July, 2021

With many buses idled, there have been concerns about tires. It is possible that tires can develop problems when they are continually sitting in one place and not moving. Here are some expert suggestions to prevent tire problems during these times. Shown here is an MCI D4505. MCI.

In addition, the people at Continental Tire suggest the following:

If they have not already, they should check and increase the air pressure as described. Keep in mind not to move the vehicle with flat tires. Doing so will create a condition in the casing which can lead to a zipper failure.

They should roll the vehicle so that there is a new contact patch on the ground. Optimally they would move the tires so that the new contact patch is 180 degrees opposite from where it is now (~ five feet), but a minimum of one to two feet will help.

Before placing the tires in service, it is also recommended to check for excessive aging cracks in the sidewall. If they are in doubt, bring the tire to a TIA-certified tire professional for an expert opinion.

Flat spotting of an inflated tire (>90 percent of the recommended cold inflation pressure) is not a safety concern. The primary consequences of flat spotting is vibrations from the tire in the initial miles after being placed back in service. q The experts have suggestions on what you can do before parking your buses to reduce the problems. There are also concerns with where you park and even how much weight is on the tires. Moving the bus occasionally can also help reduce problems. LAKEFRONT LINES.

3DJH

Safety and Liability

by Ned Einstein Defending Contractors Part 4: Beware the Selection Process

As installments #1 through #3 of this series illustrated, contractors are often blamed for incidents where all or most of the negligence was committed by the parties which hired them.

Where government subsidies support all or most transportation costs – like those for school bus, transit, paratransit, non-emergency medical transportation (NEMT) or other non-emergency services – these funds can only flow to (or through) a public agency – usually referred to as the “lead agency.” That agency has three choices for providing the service: 1. It can provide the service itself.

2. It can engage a private contractor (or multiple contractors) to provide it.

3. It can engage a third party intermediary, known as a “broker,” to select and engage the contractor – and presumably monitor its provision of the service.

Simple old-fashioned payoffs seem to be rare.

Where the public agency itself does not provide the service (two-thirds of school bus service and most fixed route transit service is provided “in-house”), it cannot pick a contractor or broker out of a hat. There must be some formal selection process – although many tricks still allow agencies to simple choose the contractor they want despite going through the motions of some process.

Corruption is common, but subtle and sophisticated: Simple old-fashioned payoffs seem to be rare.

RFPs and Operating Contracts: The Foundation for Negligence The contractor selection process begins with a “Request for Bids,” “Request for Service” or, more commonly, “Request for Proposals” (RFP). An RFP can range from an overzealous, micromanaged, needlesslydetailed tome to a single page questionnaire.

Criteria can range from simply the lowest cost (known as “low bid”) to a more sophisticated structure that considers factors like the experience of the firm, the experience of the key personnel assigned to the project 36 • National Bus Trader / July, 2021

(often referred to as the “management team”), understanding of the problem, implementation plan, management plan and, finally, costs. In modes like paratransit service, where efficiency can differ significantly among bidders, non-cost factors can comprise a considerable percentage of a proposal’s score (or “weight”). However, the disappearance of any design, and the increasing use of the same robots by many bidders, has reduced non-cost-related considerations in recent years.

The best strategy is often to not bid.

The proposal a contractor submits in response to this RFP usually (not always) affects its chances of winning the bid (being awarded the contract). The RFP often contains requirements that undermine the efforts of that unfortunate contractor who wishes to provide the service safely and/or efficiently. Every RFP (and the operating contract developed to implement its wishes and requirements) demands that the contractor indemnify the lead agency, and hold it (and a string of other parties) harmless for any damages that stem from an incident that occurs during the provision of the service.

Some RFPs and contracts even require the contractor to indemnify the lead agency for errors and omissions caused solely by that agency. So the first rule of bidding on a contract is to read it carefully. The best strategy is often to not bid.

The contents of the RFP and the provisions within the operating agreement are also critical to the ability of one’s insurance carrier and its attorney to defend a contractor when an incident occurs. Of course, no contractor’s attorney or carrier will ever examine an RFP, much less advise a contractor about whether or not to bid on a particular service. Instead, if and when these parties must defend a contractor, they will be stuck with the RFP and operating contract’s provisions – and the promises that the winning bidder made in response to them in its proposal. As noted below, when an incident occurs, few defendants’ attorneys bother to examine the effects these documents’ requirements have on the incident. Unless

a contractor is self-insured, why should it care? It only wants to win the bid.

RFPs and Recalcitrance Truth be told, few public agencies know how to prepare an RFP to get the most qualified contractor – where they even want to.

Obtaining the cheapest one is easy. Select the “lowest bid” consistent with a handful of basic requirements (most typically compliance with federal, state and local statutes and regulations and the completion of endless “boilerplates” filled with administrivia to insulate the lead agency from liability exposure). Such primitive RFPs are still quite common, particularly in the school bus sector.

More commonly – particularly with paratransit contracts and somewhat less so in fixed route transit contracts – RFPs may be complex. Even those that appear sophisticated are commonly filled with nonsense.

The best example is an RFP that awards a large percentage of the score for “experience of the firm.” A large contractor usually wins the most points in this category, since that contractor has considerable experience (including countless projects radically different than the one being bid on), and much of it was performed decades ago (and quite differently, largely because of advances in technology). This category also allows bidders to include summaries (and often resumes in a bloated appendix) filled with senior-level officials who will allegedly devote a tiny percentage of their time to the performance of service being bid on (but who rarely do).

In real life, the lead agency has no means of, or intent to, monitor the extent to which this phantom network of “experienced” senior management personnel devote time to the service. Many of those included in this network no longer work for the company.

Many are long-since retired or dead. Even where they are not, employees do not wire their brains together at night to learn what one another knows. Only the handful of individuals who worked closely on a particular project have some knowledge of what their fellow-individuals know. The “project team” proposed may not have worked together on previous contracts. In short, this provision is almost always complete nonsense. If the RFP contains such a section, if significant points will be awarded for it and if you are not a huge company willing and able to stuff your proposal with the fiction this provision welcomes, do not bid on the service.

Safety and Liability Fixed route transit and paratransit service contracts, in particular, are packed with provisions and incentives for contractors to commit safety compromises (see https://safetycompromises.com). A future installment in this series will overview these opportunities, and identify ways potential contractors can identify and evaluate these risks before choosing to bid, especially on fixed route transit service (for which most schedules are often too tight, and many or most of those routes “let out to bid” are notoriously too tight). Future installments will also identify which deficiencies are the fault of the lead agency or its broker – a key to defending the contractor which fails to analyze these flaws and/or ignores them and is induced or forced by characteristics of the operating environment to commit safety compromises – which lead to lawsuits, damage awards, settlements and all the hassles, penalties, problems and costs that accompany them.

Fraud and Foibles Many lead agencies simply want certain contractors and engage in a bid process only as a formality. The bids are simply rigged to hand the contract to the service provider which the lead agency or broker wants. This practice is known as “wiring the bid.”

This practice can take many forms.

Among the most egregious is the requirement that the bidder possess financial resources far in excess of that amount needed to perform the service. This practice is most typical in NEMT and other nonemergency service RFPs designed to obtain brokers – which explains why only two brokers dominate the entire U.S. landscape (see Part 3 of this installment in NATIONAL BUS T RADER , June, 2021, or at https://transalt.com/article/defendingcontractors-part-3-the-whistleblowerssong/). Otherwise, all sorts of quirks can be used to wire bids. These quirks are rarely challenged.1 The morale: Do not bother. Do not bid.

Another practice stems from the work involved in going out to bid. The mega-contractors have huge, bloated proposals “in the can.” They simply tweak and resubmit them for every new opportunity. For the agency seeking a broker or contractor, it need do nothing. Instead, existing contracts are simply “rubberstamped” – often with few or no changes, sometimes for decades. (In 2011, New York City went out to bid for school bus contractors for the first time in 1Two

37 years – and 64 of the 65 incumbents won, mostly in the same service areas in which they had been operating for nearly four decades).

The ugly reality is that many bid awards are simply political.

Rubberstamping does not simply reflect the laziness of avoiding an “RFP process.”

It also reflects the ugly reality that many bid awards are simply political. Contractors attend costly “rubber-chicken lunches” for the city councilpersons in their service area, and “call in the chips” when they are dislodged by even the most honest and scrupulous bid process that delivers a farsuperior (and often less-costly) replacement. Bureaucracies rarely go to war against these politicians. However, the carriers and their attorneys forced to defend these incumbent contractors are stuck with them – and the often antiquated contract requirements that accompany these continuous renewals.

Where existing contracts are not rubberstamped, proposals often mean nothing.

Lead agencies interview all the “finalists” (and sometimes every bidder) and usually select the contractor which impresses the “evaluation committee” the most at the interview – completely disregarding the scores these competitors’ proposals received during their evaluation. This practice removes the incentive for creating a good proposal. It removes the incentive to suppress costs. Of course, costs are already suppressed in many service areas by the fact that the major mega-contractors pay their drivers the least, contain the thinnest management structures, write the thickest proposals bloated by false promises and have the slickest “presentation teams.”

Well-run, often family-owned, businesses cannot compete by simply paying its drivers and management well and creating a safe operating environment (which, again, a poor RFP and operating contract often makes difficult). Regardless, carriers and their attorneys are forces to defend the winners of this competition – which would often be the losers if safety or reducing exposure had been considerations.

Safety and Liability Another factor that directly affects safety and liability is the reimbursement rate. These rates or rate formulas do not vary much within any particular mode.

They vary widely among modes. Most transit and paratransit services pay their contractors by the hour. School bus service is a mix. Some contractors are paid by the hour, others by the mile, others by the trip, and some paid for a minimum number of hours for each deployed vehicle. What is common to all these rate structures is that the contractor is paid when the vehicle is not moving, and also paid for deadhead time and/or mileage.

One way or another, particularly with the lead agencies knowing little about system design or monitoring, and engaging in little or none of them, these failures are costly – particularly in school bus service, and particularly when service is not provided in “tiers.” On the positive side, school bus contractors usually earn enough money to operate safely. Otherwise, the unsafe providers operate largely unchecked, much less in a dangerous operating environment created by an often incompetent lead agency or its broker.

One major problem in transit contracts is the fact that the lead agencies, not the contractors, design the routes and schedules, and select the stops (or, more commonly, their robots do). These schedules are notoriously too tight. The contractors are simply stuck with them. As I noted in six installments about Tight Schedules (see NATIONAL BUS TRADER, February through July, 2019), or https://transalt.com/article/tight-schedules-part-3-fixed-route-transit-service-2/), tight schedules translate into the commission of safety compromises (see NATIONAL BUS T RADER , September through December, 2017, and April through September, 2018) or https://safetycompromises.com ). Properly defending contractors in incidents where contractors’ vehicles were forced to operate on such schedules would necessitate examining them, and the safety compromises they understandably induce. Few defendants’ attorneys bother to do this – just as few plaintiffs’ attorneys bother to file suit against the lead agencies that created the dangerous operating environment.

Paratransit service – most of which is provided by contractors (although not usually motorcoach providers) – contains similar problems. Not only are modern para-

examples illustrate these challenges – usually only undertaken when large sums of money are involved. In 1975 – anticipating President Carter’s promulgation of “full accessibility” (enacted in 1977), the Southern California Rapid Transit District went out to bid for transit buses with lifts in the front door – in order to preserve tens of thousands of metered parking spaces (buses with rear lifts require roughly 60 more feet of bus zone length to align the rear door parallel to the curb). Because only General Motors produced a bus with a front lift, it was awarded the contract. One of the losers – AM General or Flxible – challenged the bid, claiming it was “wired” for GM. The lower court agreed, and tossed out the bid. As an expert witness in a case decades later, I helped a software developer get a state bid for scheduling software tossed out because the bid evaluation process was entirely subjective: The evaluation team had no methodology. Evaluators simply “sprinkled in points” where they liked what they read.

National Bus Trader / July, 2021 • 37

Safety and Liability transit systems never designed, but the scheduling is almost always performed by robots. Yet the lead agencies often require their software developers to create schedules which no driver can possibly perform without committing countless safety compromises. Wheelchair tipovers (see wheelchairtipovers.com), as the most salient example, are rampant.

As noted, few plaintiffs’ attorneys file against the lead agencies at fault (for the constraints they place on their software developers). The complexity is even worse when a broker is involved. Hardly any plaintiffs’ attorneys are willing to file against a broker – even where doing so will usually translate into enormous settlements far in excess of the value of the damages. As a consequence, the contractors’ attorneys are forced to defend their clients in incidents whose underlying causation is often not their fault.

Research has found that 73.6 percent of wheelchairs are not secured (or proplery secured) on fixed route transit service.

The worst abomination in rate structures involves the NEMT industry (see Part 3 of this series in the June, 2021 issue of N ATIONAL B US T RADER , or at https://transalt.com/article/defendingcontractors-part-3-the-whistleblowerssong/). Operating vehicles without a meter, NEMT contractors are simply not paid unless the vehicle is moving. No better formula could dissuade a contractor from doing any number of things (see safetycompromises.com). Research has found that 73.6 percent of wheelchairs are not secured (or properly secured) on fixed route transit service – where contractors are paid when the vehicle is not moving, and also paid for their deadhead time. In NEMT service, contractors are not paid unless the vehicle is moving (with at least one passenger on board – thus not including deadhead time).

One can only imagine the tiny percentage of wheelchairs secured in NEMT service.

The contractors’ attorneys are stuck with the responsibility for defending them. As with transit and paratransit service, few defendants’ attorneys ever take a peek at the underlying causation created by the lead agencies (in this mode, not even transportation bureaucracies) or their brokers.

These short summaries reflect the failures of insurance carriers and attorneys (more about this in a future installment in this 38 • National Bus Trader / July, 2021

series). This problem begins because most plaintiffs’ attorneys are too cheap and lazy to file against the lead agencies (and particularly their brokers, where brokers are involved). Instead, they simply sue the contractors. Without an understanding of the roles, responsibilities, failures and corruption of lead agencies and brokers, insurance carriers and their attorneys are helpless in defending those contractors stuck – often unfairly – with the blame for the incidents.

Holding the Guilty and Liable Accountable Future installments in this series will provide strategies and tactics for contractors to avoid or mitigate these situations, and for their carriers to instruct their attorneys on how to defend their clients when they cannot do so themselves. Presenting these strategies is the central purpose of this series of installments.

These installments will provide a contractor with the tools to examine the systems they are bidding on, how to avoid bidding on those in which they will lose money and/or incur considerable risk, how to compensate for the safety abominations built into their contracts or the operating environments they inherit, and in some cases, how to modify the bid environment so that they have a chance to operate safety – or at least help their carriers and their attorneys identify those parties genuinely at fault when incident occur.

The previous installment about the dynamics of the NEMT sector (see Part 3 of this series in NATIONAL BUS TRADER, June, 2021, or transalt.com/article/defendingcontractors-part-3-the-whistleblowerssong/) provided a salient illustration of the damage a lead agency and broker can cause, and why they are genuinely at fault for so many incidents for which their contractors are most often blamed. These dynamics are far less complex in other sectors. In those sectors, contractors have a much easier time avoiding the pitfalls. Those responsible for defending them have a far easier time doing so – if they choose to listen and bother.

A carrier’s counsel can “bring them in.”

When your carriers and attorneys fail to defend you properly – as they usually do – you have much to lose, including paying higher premium (at best) or losing your assets or business (at worst). Every contractor would do well to absorb the lessons

about what to look out for before bidding on a transportation service. Similarly, every contractor would do well to insist that its carrier, and the carrier’s counsel, take a close look at the errors and omissions made by the lead agencies and brokers when incidents occur. Even if the plaintiff’s counsel is too cheap and lazy to file against these parties, a carrier’s counsel can “bring them in” – a strategy I have helped some savvy carrier’s counsel employ when the incidents are not largely their clients’ fault.

When the house begins to crumble, the first thing to examine may be the roof. The most important thing to examine is usually the foundation.

The opinions expressed in this article are that of the author and do not necessarily represent the opinions of NATIONAL BUS TRADER, Inc. or its staff and management. q Ned Einstein is the president of Transportation Alternatives (transalt.com [1]), a public transportation consulting/expert witness firm. Einstein (einstein@transalt.com) specializes in catastrophic motorcoach accidents.

Book Review Public Service of New Jersey ALL SERVICE VEHICLE A Dual-Powered Vehicle Before Its Time

by John D. Wilkins and S. David Phraner

Reviewed by Larry Plachno

In spite of the fact that I have a substantial number of bus books, I have to say that good ones are more difficult to find than you might think. This particular book is one of the better ones I have seen recently. There are three primary reasons why I give it high marks and recommend it.

One is that it covers a specific topic in impressive detail. Pretty much anything you would want to know about All Service buses in New Jersey is offered in these pages. It explains the story behind how they were developed, their mechanical features, where they ran, why they were replaced and a great deal more. In addition to the text and other information, it includes a delightful photo section.

A second reason why this book is recommended is because it is very historical. Most of the material presented dates back 70 to 100 years. Admittedly, the authors had the advantage of access to the Public Service historial files as well as assistance from the Motor Bus Society. However, the resulting book is put together well and is impressive considering its age and completeness.

The third reason why this book is recommended is because it mirrors today’s trend to electric buses. Here we have the story of moving to electric buses a century ago. It shows that what is happening today is nothing new. The interesting part is that back in those years there was no mention of the lack of pollution from electric buses nor the disadvantage of pollution from diesel buses.

For those who do not know, the All Service bus was designed and built to run either with an interal combustion engine or from overhead trolley wires. Hence, it offered the best of both worlds in being able to use electric power where overhead wires were available but operate independently like a conventional bus where overhead wires were not available. Its parentage started from gasoline-powered buses with electric drives where the engine powered a generator that created electric power for the electric motors. These were developed by Yellow Coach because automatic transmissions were not available and the electric drive was a great way to eliminate stick shift. From there it was but another step to install trolley poles that could also feed power to the electric motors.

In 1922, Public Service was operating 2,500 trolley cars on 900 route miles of track and looking for ways to modernize. Along with many other streetcar operators, they originally supported the Electric Railway President’s Conference Committee that eventually developed the modern PCC streetcar. Public Service decided on a different solution and instead of modernizing their streetcars, they decided to start replacing them with All Service buses. This had several advantages including being able to retain their power distribution system and overhead wires with only the need to hang a second, negative, wire for All Service buses. Unlike streetcars, All Service buses could pull 40 • National Bus Trader / July, 2021

to the curb to pick up and drop off passengers. Also unlike the streetcars that required both tracks and overhead wires, All Service buses could also run on routes or streets with no overhead wires or tracks.

It might be noted that unlike conventional trolley buses, the New Jersey All Service buses were equipped with special retrievers that could raise and lower the trolley poles automatically by driver control. This, combined with rewiring pans in the overhead wires, made it reasonably simple and quick to move between engine power and electric power. Some routes where All Service buses operated had sections without wires where the buses ran with the gas engines.

When necessary, All Service buses were also used on routes that had no overhead wires. By 1929, Public Service had a fleet of 2,300 buses operating on 150 routes.

Beyond the historical text, the book has several sections with supporting information. One of the more interesting is that in spite of the intervening years, maps are provided showing where All Service vehicles ran. Since All Service buses replaced streetcars, they ended up

Book Review running on the same routes. In some cases, the overhead trolley wires were moved to the right in streets so that All Service buses could pull to the curbs. There were other interesting routes. In some cases All Service buses ran on private right-of-way formerly used by the streetcars. Particularly unusual was a singlelane bridge over Newton Lake. The All Service buses also ran into the Cedar Street Subway in Newark, which showed the obvious advantage of their electric power.

Detailed rosters are provided. Early All Service buses were converted from conventional front engine gas buses with electric drive by adding trolley poles. Later, more modern All Service buses were purchased from Yellow Coach with more modern rear engines. In some situations, Public Service was heavily involved in parts of the manufacturing process. While Public Service worked closely with Yellow Coach, other bus builders were also involved with bidding and demo units. The rosters painstakingly cover the changes and renumberings.

There is a generous appendix section that offers much background and additional information. Included are vehicle specifications as well as their initial cost. There are operating instructions for drivers, then called “salesmen” by Public Service. Starting dates and service details are provided for the routes as well as garage assignments.

Other sections cover fleet requirements by line as well as wire installation dates.

While the photo section does not dominate the book with 60 pages, it is easily one of the most impressive features. Bear in mind that many of these photos are 80 or more years old. In spite of this, they are detailed,

The streetcar tracks were still in the street when this pre-conversion publicity photo was taken on August 16, 1935. Bus 9102 was a Yellow Coach 729 built in 1935 and carried serial number 004. The photo was taken in Roselle at 3rd Avenue and Linden Road.

clear and add a lot to the story. This photo section is divided by operating division and includes a wide range of locations. Some do include those interesting places like private right-of-way, the entrance to the Cedar Street Subway and the Newton Lake bridge.

There was even a thought of replacing the streetcars on the city subway line with All Service buses. Since it operated in a tunnel in the downtown area, the electic buses were practical. A demonstrator diesel All Service bus with the Old Look style was acquired from General Motors and tested.

It rates its own chapter in the book. How-

ever, the decision was to retain streetcars on the city subway and the line even ran PCC cars for many years. The combination of larger buses, diesel engines and good automatic transmissions signaled the end of All Service buses. They were replaced by General Motors diesel hydraulic units in the following years.

This 168-page book is available from its author. Make checks payable to 4th Lake Publishing for $60 plus $5 shipping for a total of $65. Mail your check to: John D. Wilkins, 245 Deer Path, Gillette, NJ 07933. q

This is a company publicity photo taken in the late 1930s to introduce the new All Service vehicles. The photo was intended to show that All Service vehicles could pick up and drop off passengers at the curb. Its location is on South Orange Avenue at University Court across the street from Seaton Hall University.

National Bus Trader / July, 2021 • 41

Classified Visit National Bus Trader’s Online Classified Ads at www.busmag.com Classified ad rate is $30 per issue for first 25 words, 25 cents for each additional word. Rate includes Internet access. Name, address, zip and phone number are not included in word count. The total number of words in a classified ad can not exceed 70. Rates apply on each ad individually – the rate for multiple insertions is the total of each ad figured individually. Free classified ads are acceptable ONLY when submitted on or with your free classified ad certificate. Display advertising rates on request.

1 – BUSES WANTED 1940s White Model 788 or 798 wanted. 12 cylinder engine mounted under floor midship. Would like a complete original bus, but like to hear about parts buses. Contact Howard Lane, Hardwick MA 01037 at (413) 477-8790 or I howard.lane@comcast.net.

Seeking 102D3 converted by Custom Coach. Prefer motor home interior with side aisle or semi-side aisle.

Please provide details by e-mail to safety@busmag.com or phone Larry at (815) 946-2341.

2 – COACHES FOR SALE 1955 PD4501 #403 GM coach Scenicruiser Greyhound bus. 318 Detroit engine (runs), manual 4-speed, extra parts. $8,000. Contact Danny Flaherty, 9041 E Staring Lane, Eden Prairie MN 55347 at DannyFlaherty@gmail.com or (952) 836-8999.

I Please mention National Bus Trader when answering advertisers

5C – MISCELLANEOUS BUSES 1982 BBC/GMC HR150G trolley bus. Brown-Bovari controls, running condition. Must dispose due to space limitation. Make offer. Contact Dale@trams.ca or I phone (604) 325-9990 in Vancouver.

6 – MOTOR HOMES FOR SALE 2000 MCI DL3 Custom Coach conversion. Detroit Diesel engine and Allison trans. Sleeps 4-6, BA, shower, microwave, refrigerator, stove, generator, 4 aux. AC units, 2 flat-screen TVs, DVD, Bose speakers. No slides. Customize to suit. 185,208 original miles. Asking $72,500.

All serious offers considered. Call (610) 868-6001, Ext 115. More pics and details at transbridgelines.com/busesfor-sale. q 1956 Flxible coach – old conversion. Phone (802) 9482886 in VT for details.

I MCI MC5A ’67 (shell). 8V-71, 4-speed. For sale to highest bidder. Call (928) 358-6415 or (505) 713-9242 in AZ. I ’67 Flxible. Converted, 6V-92, 10-spd./OD, diesel generator. Recent $10,000 rebuilt – rebushed. Don’t see well; can’t drive and enjoy. Best offer over $17,500.

Needs TLC. Phone Chet at (269) 445-0641 in MI. I 10 – PARTS AND EQUIPMENT 8V-71 Detroit engine & 4-speed transmission out of 4106 – needs rebuilt; (2) gear driven alternators. Phone (724) 678-1206 in PA. I Next Deadlines – July15 for Septemberissue Aug. 15 for October issue

Advertiser’s Index alexander-dennis, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 aPta . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 City of Ft. Madison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 don Brown Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 dupree . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 FMCa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Friends of NJ transportation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Irizar uSa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Midwest Bus Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Motor Coach Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Pacific Bus Museum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 temsa Global . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Starved rock lodge & Conference Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38 ZF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 42 • National Bus Trader / July, 2021

10 – PARTS AND EQUIPMENT 6V-92T Detroit Diesel engine. Fresh overhaul. In storage. Spent $4,700. Make offer. Phone (815) 262-0587 I in IL. 14 – NOTICES Visit our 40+ vintage buses at Lakewood NJ Bus Terminal Saturdays. Join Friends NJ Transport Heritage Center. www.friendsnjthc.org. Annual dues $30. Call Tom at (732) I 833-1213.

Notice It is urgent that we receive your email address as this is the only way you will be able to access the magazine in the future. Send to readers@busmag.com or phone (815) 946-2341.

Down The Road

Coming events of interest to readers of NatIoNal BuS trader. Submissions for the department should be directed to the editor. unless otherwise indicated, events are not open to the general public.

August 25-29, 2021. Flxible Bus Rally. Mohican adventures Campground, loudonville, ohio. For more information visit flxibleowners.org

September 18, 2021. New Jersey Historic Bus Festival. Starr tours, 2531 e. State St. ext., trenton, New Jersey.

For more information view www. friendsNJtHC.org/busfest.

November 7-10, 2021. American Public Transportation Association (APTA) EXPO 2021. orange County Convention Center, orlando, Florida. For information visit aptaexpo.com.

November 14-18, 2021. NTA Travel Exchange. Cleveland, ohio.

January 8-11, 2022. American Bus Association Marketplace. Baltimore, Maryland.

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