From hurricanes and wildfires to major infrastructure outages, private motorcoach operators have repeatedly stepped in to provide large-scale mobility during crises.

While images of first responders, utility crews, and emergency personnel dominate the headlines, motorcoaches frequently serve as the logistical backbone, moving workers, evacuees, and essential supplies where they are needed most.

The industry’s nationwide footprint, operational flexibility, and resilient fleets allow buses to operate even when power grids fail or transportation networks are disrupted.

METRO’s Executive Editor Alex Roman spoke with Fred Ferguson, President and CEO of the American Bus Association (ABA), about how the industry prepares for emergency response, why motorcoaches are increasingly recognized as critical infrastructure, and what operators can do to strengthen their role in disaster preparedness.

Staying Prepared, Coordinated

Q: Motorcoaches often play an important role in disaster response and crises. How does the industry stay prepared to support large-scale emergency transportation needs?

Ferguson: The motorcoach industry really views itself as part of the nation’s critical infrastructure.

When people think of first responders, they usually think of firefighters, police officers, or the power crews that roll into disaster areas to restore electricity. But many people don’t realize motorcoaches are often responsible for transporting those workers once they arrive.

You’ll see the power trucks driving down the highway toward Florida or Louisiana after a hurricane. Still, once they reach a staging area, it’s motorcoaches that transport those crews to the locations where infrastructure needs repair.

At the same time, during evacuation scenarios, buses are used to move people out of harm’s way. And on the return trip, they often bring supplies back, like water, food, and medical equipment. We’ve seen this again and again, going back to Hurricane Katrina and many other disasters since then.

Behind the scenes, FEMA works closely with transportation partners. When a storm or emergency is on the horizon, they’ll issue a call for availability, letting operators know they may be needed. Motorcoach companies in the affected regions then prepare equipment and personnel in case they’re called upon.

Another important factor is resilience. Motorcoaches operate on diesel engines, which means they can continue running even when power grids fail. We saw that during the Lahaina fires in Hawaii, when much of the power infrastructure was down, but buses still moved people and supplies in and out of the community.

It’s something our industry is incredibly proud of, and frankly, it’s a role we need to communicate more clearly to policymakers.

Q: How is ABA working with federal, state, and local governments to raise awareness that motorcoach operators are available to help during emergencies?

Ferguson: A lot of people assume our work is primarily lobbying Congress on Capitol Hill, but a huge part of our advocacy actually involves federal agencies.

We maintain ongoing relationships with agencies like TSA, FEMA, and the Department of Transportation. Through those partnerships, we share information both ways, providing agencies with access to our membership while ensuring operators receive relevant security briefings and updates.

For example, during international security situations, TSA has provided ABA with unclassified threat briefings and cybersecurity alerts that we pass along to operators.

People often associate travel security primarily with aviation, which makes sense given how many flights occur each year. But buses also carry hundreds of millions of passengers annually. That means coordination with federal agencies is essential.

ABA also has a dedicated safety director who previously worked for the U.S. Department of Transportation for two decades. Having someone with that experience helps open doors and ensure that communication flows both ways between operators and government officials.

On Being Vital to National Security, Overcoming Challenges

Q: The President recently issued a proclamation recognizing buses as vital to national security. How significant is that for the industry?

Ferguson: It’s extremely significant.

The proclamation specifically recognized the motorcoach industry’s role in military transportation, disaster response, and support for critical infrastructure sectors like energy and healthcare.

For example, when National Guard units or military personnel move for training or deployment, private motorcoach operators often transport those troops.

When the President publicly acknowledges that role, it reinforces what we’ve been communicating to policymakers: the motorcoach industry is not just about tourism or charter travel, it’s a vital part of national preparedness. That recognition is especially helpful when we’re advocating for policy changes, whether that’s insurance reform, security grants, or other support measures. Instead of spending time explaining why the industry matters, we can focus on the issues that affect operators.

And it also reflects the broader collaboration happening across the industry. We work closely with other organizations, such as the United Motorcoach Association (UMA), to ensure we deliver a unified message in Washington.

Q: Based on your conversations with operators, what challenges do they face when participating in emergency response or large-scale transportation events?

Ferguson: One of the biggest challenges is simply a lack of resources.

Many operators are running lean businesses. One employee might be booking charters, driving a bus, cleaning the vehicle, and even performing maintenance — often, on the same day. Finding time to build an emergency response plan on top of that is difficult. That’s why peer networks and professional councils are so valuable.

For example, ABA has several professional councils where operators can exchange ideas and share experiences. In one of our councils, many members are located in the southeastern US and have firsthand experience responding to hurricanes and other disasters.

When an operator who has been through those situations shares their experience with someone who hasn’t, that knowledge transfer is incredibly valuable. It helps newer operators prepare for something they might not have the time to plan for otherwise.

Final Thoughts

Q: Any final thoughts for operators about emergency preparedness and the role the industry plays during crises?

Ferguson: Emergency preparedness can feel theoretical. There isn’t always an immediate return on investment, which makes it easy to put on the back burner. But just like with your family’s emergency plan, you want to have your checklist ready before something happens.

Motorcoach companies are located all over the country. Wherever there’s a high school, there’s usually a motorcoach operator nearby. That widespread presence gives the industry an incredible logistical reach during emergencies.

Operators should think of emergency response as another channel of business, alongside school trips, charter groups, tourism, and corporate travel.

If you plan for it properly, it can create new opportunities while also serving communities in moments of real need.

And when a crisis does occur, and eventually one will, the operators who took the time to prepare will be the ones best positioned to respond.