CC - Item 5B - Paratransit Contract and Discussion and AwardROSEMEAD CITY COUNCIL
STAFF REPORT
TO: THE HONORABLE MAYOR AND CITY COUNCIL MEMBERS
FROM: JEFF ALLRED, CITY MANAGER
DATE: AUGUST 11, 2015
SUBJECT: PARATRANSIT CONTRACT DISCUSSION AND AWARD
SUMMARY
In 2008, the City Council awarded a five -year contract for paratransit services to
Southland Transit ( "Southland "). The contract was subsequently extended for an
additional two years through June 30, 2015. Southland has since provided services on a
month -to -month extension through October 31, 2015, or until the new contract is
awarded.
On May 13, 2015, consistent with City Council direction, the City issued the Request for
Proposals (RFPs) for paratransit services, and later received a total of four proposals.
Technical review and financial analysis of the proposals are provided in the Paratransit
Services section of this report.
Complementing the RFPs, on April 14, 2015, the City authorized the purchase of five
gasoline buses, which have since been manufactured and are now pending delivery. On
July 14, 2015, the City Council requested additional information, including: alternative
fuel buses, cost and performance comparisons, surrounding cities' practices, etc. A
summary of such information is provided in the Vehicle Purchase section of this report,
with support documents included as attachments.
Staff Recommendation
That the City Council take the following actions:
1. Award a contract for paratransit services, and,
2. Provide direction regarding the pending delivery of the buses.
PARATRANSIT SERVICES
The City received proposals from four qualified paratransit firms, as summarized below.
Proposals, supplemental information, and technical analysis are included as Attachments
A — M.
First Transit, Inc. is a national corporation providing services to more than 240
clients for almost 60 years. With its regional office in Phoenix, AZ, First Transit is
APPROVED FOR CRV COUNCIL AGENDA: ITEM NO. 5.6
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August 11, 2015
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proposing to operate the Rosemead service from their facility in El Monte. The
proposed project managerwill be responsible for five (5) other municipal contracts.
For the Rosemead service, First Transit proposes to hire 3 reservationists and 2
dispatchers to handle the 7 days per week service. Two additional maintenance
staff will also be retained to handle Rosemead's work load.
MV Transportation Inc. is an international corporation currently providing services
to more than 20 agencies in the Los Angeles area and 70 agencies in California.
Claiming as the largest service (paratransit and fixed route) provider in California,
MV Transportation is proposing to run the Rosemead service from their Paramount
facility ( -15 miles outside Rosemead), which would result in additional fuel
expenses and wear - and -tear on vehicles. MV Transportation is the only proposer
to provide a full technology package, including: GPS tracking of vehicles, website
and mobile app for customers to locate buses, and automatic notification of vehicle
maintenance service due.
Southland Transit. Inc. is the incumbent provider and has been providing service
in Rosemead since 2008. Southland is a regional transit provider servicing
Southern California, and would operate the Rosemead service from their El Monte
location. Included in their proposal is the reassignment of Michelle Gamez as
project manager for the Rosemead Service. Ms. Gamez, previously assigned to
Rosemead from 2009 -2014, will be responsible for at least one (1) other municipal
contract. Southland has stated that they must have six buses to operate the
requested service, while other proposers do not have the same requirement.
However, Southland has offered to keep one of the previously used buses in
service (at no additional cost to the City) as the 611 bus.
Transportation Concepts is a California based company with headquarters in
Irvine. Transportation Concepts proposes to establish a local office in Montebello
by leasing space from Penske, a fleet maintenance company. The company will
operate Rosemead service from this location, with fleet maintenance provided by
Penske under contract. Transportation Concepts will provide a dedicated project
manager solely responsible for Rosemead and no other municipal contracts. The
company presently provides comparable services to at least five public agencies
over the greater Southern California Area.
The RFPs sought proposals for a 3 -year term, plus one option for an additional 2 years.
Based on information obtained from the proposals, a summary of the estimated operating
costs for the 3 -year contract period is provided below. The fuel cost is based upon each
proposer's estimated fuel expense for the three (3) year period.
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August11,2015
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Estimated 3 -Year Operation and Fuel (Gasoline) Cost
FIRM
OPERATION
FUEL
TOTAL
First Transit
$2,713,155
$338,605
$3,051,760
MV Transportation
$2,481,827
$317,155
$2,798,982
Southland Transit
$2,486,827
$386,682
$2,873,555
Transportation Conce ts*
$2,293,974
$302,673
$2,596,647
denotes the lowest price contractor.
VEHICLE PURCHASE
On July 14, 2015, the City Council requested additional information and analysis
regarding the bus purchases. Vehicle purchase price comparison, alternative fuel vehicle
types in use, operation costs, and others are summarized below.
Purchase Price Comparison
On April 14, 2015, the City authorized the purchase of 5 gasoline buses, which were later
ordered through the California Association for Coordinated Transportation (CaIACT).
CalACT maintains competitively bid contracts for the procurement of paratransit buses,
and makes such contract terms available to all of their member agencies. Through
CalACT, Creative Bus Sales has manufactured and assembled the 5 buses, and they are
now pending delivery. In August 2013, the City of La Puente purchased transit buses
through CalACT, with vehicles also provided by Creative Bus Sales. Since the two cities
purchased vehicles with different options, for comparison purpose, a summary of the base
purchase price (no options) is provided below.
Base Vehicle Purchase Price ($/Vehicle)
VEHICLE TYPES
LA PUENTE
(2013 )
ROSEMEAD
(2015
Large Gasoline
$52,360
$52,082
Large Propane
$68,333
$71,508
Small Gasoline
$45,894
$48,648
Small Propane
$66,129
$78,603
In addition to the above base price, Rosemead's purchase includes an extensive options
package, with features such as bike racks, LED signage, and roof mounted air
conditioning systems, which were not in La Puente's procurement. The total options
package for Rosemead is $19,518/bus, compared to $4,315 /bus for La Puente.
Attachment N provides a detailed summary of the bus costs.
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Alternative Fuel Vehicles in Use
Currently, the City's transit operations utilize a fleet of five (5) propane buses and one (1)
gasoline bus. The City also surveyed other cities in the San Gabriel Valley regarding the
types of vehicle and fuel being used in their operations, and the results are summarized
below.
Vehicles In Operation by Fuel Ty es
Fuel Types
No. of Veh.
Gasoline
99
75.6%
Liquid Propane Gas (LPG)
18
13,7%
Compressed Natural Gas (CNG)
11
8.4%
Diesel
3
2.3%
Total Vehicles:
131
100.0%
The gasoline - powered vehicles consists of vans, minivans, and sedans in addition to
cutaway buses, like those operated by Rosemead. Of the ninety-one (99) gasoline
powered vehicles found in the survey, eighty (80) of the vehicles are cutaway buses. The
seventeen (17) cities surveyed include Alhambra, Arcadia, Azusa, Baldwin Park,
Claremont, El Monte, La Puente, La Verne, Monrovia, Monterey Park, Pico Rivera,
Pomona, San Dimas, San Gabriel, South El Monte, Temple City, and West Covina. A
summary of this information is included as Attachment O.
The different fuel options have different levels of availability in the service area and vary
based upon the contractor's resources. Gasoline is the most widely available fuel and is
of equal access to all proposers. All firms have proposed the ability to fuel Liquid Propane
Gas (LPG) buses at their maintenance facilities through either existing facilities, the ability
to install a new facility, or the use of a nightly delivery service. Compressed Natural Gas
(CNG) is not as widely available. All proposers have proposed the ability to operate the
service utilizing CNG powered vehicles; however, each firm has cited a different location
atwhich to fuel the vehicles. Amongst the firms, CNG fueling facilities have been identified
as potential sources in the cities of Arcadia, Azusa, Pasadena, Pico Rivera, and Whittier.
Additionally, the proposals of some of the firms note the need to refuel CNG buses
throughout the day.
Alternative Fuel Vehicle Operation and Fuel Costs
As part of the RFP process, all proposers were asked for additional proposals to operate
both CNG and Propane fleets, and the results are summarized below. The fuel cost is
based upon each proposer's estimated fuel expense for the three (3) year period.
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August 11, 2015
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Estimated 3 -Year Operation and Fuel Cost -- CNG
FIRM
OPERATION
FUEL
TOTAL
First Transit
$2,775,380
$295,685
071,065
MV Transportation
$2,549,629
$200,079
49,708
j$2,849,274
Southland Transit
$2,639,564
$209,710
$2,570,202
Transportation Concepts*
$2,293,974
$291,153
85,127
Estimated 3 -Year Operation and Fuel Cost -- Propane
FIRM
OPERATION
FUEL
TOTAL
First Transit
$2,720,789
$198,632
$2,919,421
MV Transportation
$2,579,703
$122,931
$2,702,634
Southland Transit*
$2,430,996
$139,206
$2,570,202
Transportation Concepts
$2,293,974
$290,423
$2,584,397
"denotes the lowest estimated cost.
The four proposals also revealed different fuel prices and efficiency estimates for the
different fuel types, as summarized below.
Fuel Prices (S /Gallon)
FIRM
GASOLINE
CNG
LPG
First Transit
$3.66
$2.94
$1.58
MV Transportation
$3.51
$1.89
$0.97
Southland Transit
$4.00
$2.45
$1.20
Transportation Concepts
$3.75
$2.48
$2.02
Fuel Efficiency Estimates (Miles /Gallon)
FIRM
GASOLINE
CNG
LPG
First Transit
7.00
6.25
5.00
MV Transportation
7.50
6.30
6.10
Southland Transit
6.00
7.00
5.00
Transportation Concepts
8.00
5.69
4.49
In reviewing the City's mileage and fueling logs for the past 12 months, Rosemead's
current operation reflects an average of 4.22 miles /gallon for gasoline vehicle, and 3.28-
4.55 miles /gallon for propane vehicles (the higher cost seems to associate with older
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August 11, 2015
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vehicles). The vehicles currently being used for the City's service include six (6) propane
powered cutaway buses and one (1) gasoline powered cutaway bus.
In response to the City Council's inquiry, data from the US. Department of Energy and
fuel indexes provided by the website IndexMundi are provided herewith for reference
(Attachments Q and R). The U.S. Department of Energy produces a periodic report and
the most recent report, April 2015, is included. This report includes an analysis of various
fuel types and the costs associated with each. Included as Attachment S are certificates
from the California Air Resources Board showing that these buses with each potential
fuel type (Gasoline, CNG, LPG) are compliant with California air quality standards.
Conversion of Existing Gasoline Busses to Alternative Fuels
Existing gasoline buses can be retrofitted or converted to use LPG or CNG fuel. Per the
sales representative at Creative Bus Sales, the cost to convert the buses to a propane
system, is $15,500 per bus. The sales representative also encouraged the City to
complete a 91G package, which is the retrofitting of the engine with hardened valves and
seals, to accommodate the use of alternative fuels at an additional cost of $5,200 per bus.
The sales representative did caution staff, prior to engaging in a bus retrofit, that these
retrofit activities will void the Ford warranties on the engines. The buses, as purchased,
come with several warranties from Ford, who manufactured the bus chassis, and
Starcraft, the manufacturer of the bus body. Ford provides a warranty on the engine and
transmission of five (5) years or sixty- thousand (60,000) miles, whichever comes first,
against any and all manufacturing defects or issues with the drivetrain. By retrofitting the
buses, the City will give up this warranty and be responsible for all repairs associated with
any engine issues.
The City Attorney did review the purchase contract to determine the means and impacts
of the City terminating the purchase contract. Per the City Attorney's review, the City could
terminate the contract; however, would be responsible for all costs incurred by the
manufacturer to that point and any profits that would have been earned on the complete
contract. At the time that the City Attorney provided this information, the manufacturing of
the buses was substantially complete.
Also, the City could choose to operate the contract with the gasoline buses as purchased,
while stipulating alternative fuel requirements for any future bus purchases that either
augment the fleet or replace existing vehicles.
FINACIAL IMPACTS
The City's transit operations are funded through Proposition A and Proposition C funds,
both of which are transportation taxes included in Los Angeles County Sales Tax. For the
current fiscal year, Proposition A funds are programmed for the operation of the transit
system with an available fund balance of approximately $250,000. Proposition C funds
have been fully programmed for the current fiscal year for street maintenance projects
with no available fund balance.
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Public Notice Process
This item has been noticed through the regular agenda notification process.
Prepared by:
Roy Glauthier
Transportation Consultant
Submitted by:
YY
Matthe f E. HauW'kesworth
Assistant City Manager /
Interim Director of Public Works
Sean Sullivan
Public Works Manager
Attachments:
A. Transit Services Request for Proposal (Provided to City Council on 7/30/15)
B. Addendum 1 for Transit Service RFP (Provided to the City Council on 7130/15)
C. First Transit Proposal (Provided to the City Council on 7/30/15)
D. M.V. Transportation Proposal (Provided to the City Council on 7/30/15)
E. Southland Transit Proposal (Provided to the City Council on 7/30/15)
F. Transportation Concepts (Provided to the City Council on 7/30/15)
G. Request for Revised Costs and Operations (Provided to the City Council on
7/30/15)
H. First Transit Supplemental Response (Provided to the City Council on 7/30/15)
I. M.V. Transportation Supplemental Response (Provided to the City Council on
7/30/15)
J. Southland Transit Supplemental Response (Provided to the City Council on
7/30/15)
K. Transportation Concepts Supplemental Response (Provided to the City Council
on 7/30115)
L. Technical Review Sheets 1-4
M. Cost Proposal Analysis
N. Bus Cost Comparison Analysis
O. Survey of Cities Regarding Fuel /Bus Types
P. Fuel Usage Data from Southland Transit
Q. U.S. Department of Energy Report
R. IndexMundi Historical Pricing Charts
S. California Air Resources Board Engine Type Emissions Certifications
Attachment A
NOTICE OF
REQUEST FOR PROPOSALS (RFP)
The City of Rosemead is soliciting proposals from interested parties to provide the turn-
key management and operation of the City's Rosemead Dial -A -Ride and Explorer
services, together referred to as Rosemead Transit.
The Rosemead Transit system began providing local transportation in the 1980's and,
during the 2013 -14 year, provided 13,629 Dial -A -Ride trips and 126,533 Explorer trips,
for a system total of 140,160 annual passenger trips. At peak, the Dial -A -Ride operates
a total of two vehicles and the Explorer a total of two vehicles. The Explorer operates
one bi- directional route within the city limits of Rosemead while the Dial -A -Ride provides
service to destinations within 5 miles of the city limits and some longer- distance trips for
medical purposes only. Both services operate 7 days a week.
The City is currently interested in proposals that will address the management,
operations, and maintenance of the Rosemead Transit system over the next five years,
November 1, 2015 through October 31, 2020. The City will contract for a Base Term of
three (3) years plus one Option Term of two (2) years.
Proposal documents may be obtained at the Rosemead City Hall, 8838 E. Valley Blvd.,
Rosemead, California 91770. The deadline for submitting proposals is Wednesday,
June 17, 2015. An optional pre - proposal conference will be held on Wednesday,
May 27 at 10:30 a.m. in the City Hall Conference Room, 8838 E. Valley Blvd.,
Rosemead, California.
Please direct all comments or questions to Matt Hawkesworth, Assistant City Manager,
City of Rosemead, 8838 E. Valley Blvd., Rosemead, California, 91770.
By:
Matt Hawkesworth
Assistant City Manager
REQUEST FOR PROPOSALS
MANAGEMENT AND OPERATION
OF THE ROSEMEAD TRANSIT SYSTEM
DESCRIPTION OF THE PROJECT
The Rosemead Transit system, initiated by the City of Rosemead in the 1980's,
provides Dial -A -Ride and community fixed route transit services. Dial -A -Ride service is
provided to seniors (55 +) and individuals with permanent disabilities within the city, to
destinations within 5 miles of the city limits, and for medical appointments to the Kaiser
Hospital facility in Baldwin Park and the Huntington Memorial Hospital area in
Pasadena. The Explorer operates a community fixed route service entirely within the
city with two buses operating a single route in opposite directions.
The combined Rosemead Transit services carried a total of 140,160 passenger trips in
the 2013/2014 year while operating a total of 14,971 revenue vehicle hours and 179,273
revenue vehicle miles. Attachment B contains Rosemead Transit operating and financial
data and basic performance indicators for the past three years.
The City finances the Rosemead Transit system through Los Angeles County
Proposition A and C Local Return funding and fare revenues. The City does not receive
any Federal or State transit funding.
Rosemead Dial -A -Ride
The Rosemead Dial -A -Ride provides advance - reservation, curb -to -curb demand
responsive transportation to senior residents of the city age 55 and above, and to
individuals with permanent disabilities as certified by City staff. Requests for service
may be made up to 14 days in advance of the service day or, for trips that are taken on
a regular basis at the same day and time each week, can be set up as subscription
trips. Same day and immediate trip requests are accommodated if capacity is available.
This is not an ADA oaratransit service.
Dial -A -Ride service operates the following days and hours:
Weekdays (Monday — Friday): 6:00 am — 7:00 pm
Weekends (Saturday and Sunday): 6:00 am — 7:00 pm
Holidays: 8:00 am — 4:00 pm
The Dial -A -Ride is to operate 365 days a year, with reduced operation of only one (1)
vehicle on these holidays: New Year's Day, Memorial Day, July 4t", Labor Day,
Thanksgiving Day, and Christmas Day. The CITY reserves the right to direct the
operation of reduced levels of service on unofficial holidays and during holiday periods.
3
City of Rosemead— Rosemead Transit
2015 Request For Proposals
INSTRUCTIONS, CONDITIONS AND NOTICES TO OFFERORS
The following shall be considered an essential part of this Request for Proposals
('RFP ").
A. General Information
The City of Rosemead, California, referred to as "CITY" herein, is requesting proposals
for the management and operation of the Rosemead Transit system, which operates the
Rosemead Dial -A -Ride and Explorer services. For purposes of this RFP, independent
contractors interested in submitting proposals are referred to as "CONTRACTOR ".
The term of this Agreement will be for a Base Term of three (3) years from November 1,
2015 through October 31, 2018, plus one Option Term of two (2) years, for a total
possible contract term of five (5) years. The successful CONTRACTOR to whom an
award is made will be required to enter into a Professional Services Agreement ( "PSA ")
with CITY substantially similar to the DRAFT AGREEMENT provided here as
Attachment A.
Section VI to this RFP is the Scope of Work detailing the services to be provided by the
CONTRACTOR. All proposals shall be for the complete 'turn -key" management and
operation of the Rosemead Transit system, as specified and in all respects, so that the
proposal contemplates and ensures a complete "Turn -Key" system such that nothing
remains to be purchased, provided or supplied by CITY, other than as noted within the
provisions of this RFP. It is understood by each potential CONTRACTOR that this RFP
requires, in all cases, all elements of a complete operating system for Rosemead
Transit.
B. Procurement Schedule
The schedule and description of events for this procurement are given below. All times
are Pacific Daylight Time (PDT).
Date
Activity
May 13, 2015
Issue Request for Proposal (RFP)
Wednesday, May 27
Optional Pre - proposal Meeting @ 10:30am
Monday, June 1
Deadline for submitting questions @ 11:00am
Thursday, June 4
Final Addenda and Answers Issued
Wednesday, June 17
Proposals Due @ 3:00 pm
Wednesday, July 1
Interviews (If Needed)
Thursday, July 9
Best and Final Offers Due (If Needed)
Tuesday, August 11
Selection recommendation made to City Council and
Contract awarded
November 1, 2015
Start of Services
City of Rosemead- Rosemead Transit
2015 Request For Proposals
Proposed costs must be submitted on the COST PROPOSAL FORM provided as Form
A and must include all required attachments. All prices and notations must be in ink or
typewritten. Mistakes may be crossed out and corrections typed or written with ink
adjacent thereto, and all corrections must be initialed in ink by the person signing the
COST PROPOSAL FORM.
Unacceptable conditions, limitations, provisos, or failure to respond to specific
instructions or information requested may result in rejection of the proposal.
If the proposal consists of a "prime' contractor and one or more subcontractors, the
CONTRACTOR shall identify all subcontractors and the areas of their responsibility.
Notwithstanding the use of subcontractors by the prime CONTRACTOR, the CITY will
enter into an AGREEMENT only with the prime CONTRACTOR who shall be
responsible for all services required by the attached AGREEMENT.
CONTRACTOR certifies by submission of a response to the RFP (proposal) that neither
it nor its principals is presently debarred, suspended, proposed for debarment, declared
ineligible, or voluntarily excluded from participation in this transaction with federal, state,
or local department or agency.
Upon award of the contract, all proposals shall be public record except financial
statements submitted under a separate cover with a request for confidentiality, which
shall be disclosed only upon order of a court with competent jurisdiction. Information
contained in any proposal or information regarding the number or identity of
CONTRACTORS will be made available during the course of normal City business
hours. Specific requests for proposal information shall be made by request to the
Assistant City Manager.
No proposal shall be withdrawn after the deadline for submission of proposals and all
proposals shall remain in effect for a minimum of one hundred twenty (120) days after
the final proposal submission date.
G. Submission of Proposals
Proposals must be received by the City Clerk's Office of the City of Rosemead before
10:00 A.M. PDT on Wednesday. June 17, 2015.
All proposals either mailed or hand delivered will be received at the following location:
City of Rosemead
City Clerk's Office
Transit Service RFP
8838 E. Valley Blvd.
Rosemead, California 91770
7
City of Rosemead- Rosemead Transit
2015 Request For Proposals
Table 1: Proposal Evaluation Criteria
Evaluation Criteria
Weight
Experience and Technical Compliance
• Demonstrated experience in similar projects
• Current/Past References for comparable projects
• Dispatch /Scheduling system and procedures
25 pts
• Understanding of system requirements and ability to meet
performance goals
• Compliance with technical, administrative and other
requirements
Staffing & Personnel
• Qualifications and experience of Project Manager,
Maintenance Manager and any other named personnel
• Adequacy of wage and benefits and employee incentive
program
20 pts
• Employee recruiting/ selection process
• Drug and alcohol program
• Adequacy of training program and demonstrated safety record
Vehicle Maintenance Program
• Demonstrated ability to maintain Rosemead Transit fleet at
superior level and minimize downtime and road calls.
15 pts
• Adequacy of maintenance program and equipment proposed
Vehicles. Facilities and Equipment
• Location, amenities and adequacy of proposed facility
10 pts
• Adequacy of radios, telephone system, office and other'
equipment
Proposed Cost
• Appropriateness and adequacy of proposed operating costs
20 pts
• Proposed Cost relative to other proposals
Financial Viability
• Overall financial condition
10 pts
• Ability to meet City contract and insurance requirements
Subtotal, Awarded Points
100 max
Bonus Points for retention of prior contractor's employees in
10%
accordance with California Labor Code, Sec. 7070-1074
Total Possible Points
110
City of Rosemead— Rosemead Transit
2015 Request For Proposals
The CITY shall not, in any event, be liable for any pre - contractual expenses incurred by
CONTRACTOR. CONTRACTOR shall not include any such expenses in the RFP.
L. Compliance with Laws and Requirements
In performance of the services described herein, CONTRACTOR shall comply with all
applicable Federal, state and local laws and requirements including, but not limited to:
Equal Employment Opportunity, ADA, and Drug and Alcohol Testing Requirements.
1. Equal Employment Opportunity
Regarding the performance of this contract, the CONTRACTOR shall not discriminate
against any employee or applicant for employment based on race, color, age, creed,
sex, or national origin. Such action shall include, but not be limited to, the following:
employment, upgrading, demotion or transfer, recruitment, layoff or termination, rates of
pay or other forms of compensation, and selection for training.
2. Drug -Free Workplace Certification and Drug and Alcohol Testing Requirements
CONTRACTOR shall comply with the Drug -Free Workplace Certification Requirements
and the Drug and Alcohol Testing Requirements as administered by Caltrans for
Federal grant fund recipients.
M. Interpretation
The laws of the State of California shall govern all the rights and duties of the successful
CONTRACTOR and CITY under the contract entered into pursuant to this RFP.
N. Execution of Agreement
If the CONTRACTOR is an individual, he or she shall execute the AGREEMENT
personally. If the CONTRACTOR is a partnership, the AGREEMENT shall be executed
by all partners, or by a managing general partner lawfully empowered to bind the
partnership. If the CONTRACTOR is a corporation, two officers of the corporation must
execute it, or by a person authorized by the corporation to execute written contracts on
its behalf, and the corporate seal affixed thereto. If the corporate seal is not affixed to
the AGREEMENT, or if it is executed by a person other than an officer, there must be
attached to the AGREEMENT a certified copy of a resolution of the corporation
authorizing such officer or person to execute written agreements for and on behalf of
the corporation. If the CONTRACTOR is a joint venture, the AGREEMENT must be
executed on behalf of each participating firm by officers or other officials who have full
and proper authorization to do so.
11
City of Rosemead- Rosemead Transit
2015 Request For Proposals
The CONTRACTOR must submit a proposed staffing plan and organization chart
indicating all management and staff employee positions, the number of full -time
equivalent employees at each position (full -time equivalent employee equals 2,000 work
hours), and salary and benefit schedules for each employee classification. .
The staffing plan must include the resumes of the proposed Project Manager and
Maintenance Manager showing all relevant education, training and experience.
CONTRACTOR should also describe other personnel to the extent that their particular
experience, skill and availability will affect the performance of this contract.
CONTRACTOR should submit a description of the employee benefits package that will
be provided including any incentive or motivational programs.
CONTRACTOR should also specifically address any technical resources and staff that
will be available to assist their local management at no additional cost to the City.
E. Hiring and Personnel Policies
The CONTRACTOR shall use appropriate screening and selection criteria for employing
personnel. Criteria shall include California Department of Motor Vehicles (DMV)
records, criminal background checks, pre - employment drug screening and physicals of
all employees assigned to Rosemead Transit. Personnel policies shall help ensure that
all employees perform their duties in a safe, legal, courteous and professional manner
at all time. CONTRACTOR shall provide the CITY with a copy of its employee
handbook.
F. Accounting and Reporting
The CONTRACTOR must propose an adequate management information system to
implement and maintain data collection, accounting, and reporting requirements as
specified in the DRAFT AGREEMENT and Section VI, Scope of Work. Proposal shall
include a proposed monthly management report format meeting the requirements of
paragraph 3.20.3 of Section Vl, Scope of Work.
G. Insurance and Indemnity
The insurance and indemnity requirements of this RFP, including the DRAFT
AGREEMENT, will be considered minimum requirements and must be complied with in
every respect.
1. Indemnification
1.1 Indemnity by CONTRACTOR. CONTRACTOR, its successors and
assigns (the "Indemnitors "), agree to indemnify, defend and hold harmless CITY,
its officers, officials, directors, employees, agents and volunteers (the
"Indemnitees "), from and against any and all Damages (as defined below)
13
City of Rosemead - Rosemead Transit
2015 Request For Proposals
imposes injunctive or other equitable relief against the Indemnitees. The
Indemnitees shall be entitled to participate in, but not control, the defense
thereof, with counsel of its choice and at its own expense. If the Indemnitors do
not give the requisite notice, or fail to assume and diligently pursue the defense
of such Third Party Claim, the Indemnitees may defend against such Third Party
Claim in such manner as they may deem appropriate, including without limitation,
settlement thereof on such terms as the Indemnitees may deem appropriate, and
to pursue such remedies as may be available to the Indemnitees against the
Indemnitors. Notwithstanding the foregoing, the Indemnitees shall not consent to
entry of a judgment or enter into any settlement agreement, without the consent
of the Indemnitors, which does not include a complete release of the Indemnitors.
2. Insurance:
On or before the commencement of the term of this Contract, CONTRACTOR shall
furnish CITY with certificates showing the type, amount, class of operations covered,
effective dates and dates of expiration of insurance coverage in compliance with this
Section. CONTRACTOR must state renewal dates for all insurance coverage and must
provide a statement of loss experience for the previous last two years. The statement
of loss experience must also identify any claims that may be pending at the present
time.
An endorsement naming the CITY as additional insured for all liability coverage shall be
furnished with the insurance certificates. Such certificates, which do not limit
CONTRACTOR's indemnification set forth herein, shall also contain substantially the
following statement:
"Should any of the above insurance covered by this certificate be canceled
or coverage reduced before the expiration date thereof, the insurer
afforded coverage shall provide thirty (30) days' advance notice to the
CITY of Rosemead by certified mail, Attention: Risk Manager."
It is agreed that CONTRACTOR shall maintain in force at all times during the
performance of this Contract all appropriate coverage of insurance required by this
Contract with an insurance business in the State of California.
No subcontract work shall commence until similar insurance coverage has been
obtained by the subcontractor and verified by the CONTRACTOR. The CONTRACTOR
shall then immediately notify the CITY, in writing, of the types and amounts of such
insurance.
3. Coverage. CONTRACTOR shall maintain the following insurance coverage:
(a). Vehicle Liability Insurance. Throughout the term of this Agreement, Contractor
shall provide vehicle liability insurance in the amount of Ten Million Dollars
($10,000,000.00) combined single limit Bodily Injury and Property Damage. Coverage
may be provided through one or more policies and shall include: Uninsured Motorist
15
City of Rosemead - Rosemead Transit
2015 Request For Proposals
called upon to contribute to this coverage.
8. Other Insurance Provisions. The general liability and automobile liability policies
are to contain, or be endorsed to contain, the following provisions:
a. The CITY, its officers, officials, employees, agents and volunteers are to
be covered as insured as respects; liability arising out of activities performed by
or on behalf of the CONTRACTOR; products and completed operations of the
CONTRACTOR; premises owned, occupied or used by the CONTRACTOR; or
automobiles owned, leased hired or borrowed by the CONTRACTOR. The
coverage shall contain no special limitations on the scope of protection afforded
to the CITY, its officers, officials, employees, agents or volunteers.
b. For any claims related to this project, the CONTRACTOR's insurance
coverage shall be primary insurance as respects the CITY, its officers, officials,
employees, agents and volunteers. Any insurance or self- insurance maintained
by the CITY, its officers, officials, employees, agents or volunteers shall be
excess of the CONTRACTOR's insurance and shall not contribute with it.
c. Any failure to comply with reporting or other provisions of the policies
including breaches of warranties shall not affect coverage provided to the CITY,
its officers, officials, employees, agents or volunteers.
d. The CONTRACTOR's insurance shall apply separately to each insured
against whom claim is made or suit is brought, except with respect to the limits of
the insurer's liability.
e. Each insurance policy required by this clause shall be endorsed to state
that coverage shall not be suspended, voided, canceled by either party, reduced
in coverage or in limits except after thirty (30) days' prior written notice by
certified mail, return receipt requested, has been given to the CITY.
f. See Exhibit B of the Draft Agreement appearing as Attachment A for
additional insurance requirements.
9. Acceptability of Insurers. Insurance procured pursuant to these requirements
shall be written by insurers that are licensed carriers in the state of California and with
an A.M. Bests rating of A- or better and a minimum financial size VII.
10. Verification of Coverage. CONTRACTOR shall furnish the CITY with original
endorsements effecting coverage required by this clause. The endorsements are to be
signed by a person authorized by that insurer to bind coverage on its behalf. The
endorsements are to be on forms provided by the CITY. All endorsements are to be
received and approved by the CITY before work commences. As an alternative to the
CITY's forms, the CONTRACTOR's insurer may provide complete, certified copies of all
required insurance policies, including endorsements effecting the coverage required by
these specifications.
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City of Rosemead — Rosemead Transit
2015 Request ForProposms
J. Equipment
Pursuant to Scope of Work Section 3.14, the CONTRACTOR shall provide all
equipment other than service vehicles to operate the Rosemead Transit services.
CONTRACTOR'S proposal shall detail the proposed equipment that will be procured or
otherwise provided by CONTRACTOR if selected.
K. Operations and Maintenance Facility
Upon acceptance of the CONTRACTOR'S proposed facility, the successful
CONTRACTOR shall be required to secure an operations and maintenance facility
sufficient to enable the CONTRACTOR to effectively manage and operate the
Rosemead Transit system. CONTRACTOR'S proposal should identify and describe all
the proposed facilities. At a minimum, such facility should have all the requirements as
set forth in Section VI, SCOPE OF WORK. CONTRACTOR shall disclose in its proposal
the legal status of any and all facilities identified in support of its proposal, that is,
whether the facility is presently owned or leased by CONTRACTOR or whether there is
guarantee that the stated facility will be available for Rosemead Transit use if
CONTRACTOR is selected.
L. Maintenance Program
The CONTRACTOR must have the capability to carry out the complete maintenance
program specified in Section VI, SCOPE OF WORK, Section 4. The CONTRACTOR
must document in the proposal its maintenance record - keeping and accounting system,
and procedures for administering a preventive maintenance program.
M. Safety Program
CONTRACTOR must have an on- going, comprehensive safety program that shall be
documented in the proposal.
N. Screening and Selection Program
CONTRACTOR must document CONTRACTOR'S screening program for vehicle
operator's employees including a proposed substance abuse screening program in
accordance with Section VI, SCOPE OF WORK.
O. Training and Retraining Program
CONTRACTORS must have a training program that will assure that all personnel will
meet satisfactory standards and knowledge for operating the City's Dial -A -Ride and
Explorer services. The training program must be documented in the proposal, and shall
explain how replacement personnel to accommodate turnover are to be trained without
detriment to Rosemead Transit service or the quality of training.
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City of Rosemead - Rosemead Transit
2015 Request For Proposals
IV. COST PROPOSAL
Payment for services under this agreement will be made by the City of Rosemead on
the basis of a fixed monthly rate plus an agreed rate per revenue vehicle hour multiplied
by the actual number of revenue vehicle hours operated in Rosemead Transit service
during the month being invoiced. [Often called a "fixed and variable' costing approach.]
Prior contracts for Rosemead Transit service have dictated the number of Dial -A -Ride
vehicles to be operated by the CONTRACTOR, which has resulted in the unnecessary
operation of vehicles during periods of low demand. As the City is hiring the
CONTRACTOR for its expertise in the management and operation of these type of
public transit services, the "fixed and variable" costing, together with specific
performance goals, will encourage increased productivity and more efficient use of
Rosemead Transit resources.
Vehicle Revenue Hours
All proposals will be based on the following revenue vehicle hour numbers for each year
of the three -year base term of the agreement. [Please note that `revenue vehicle hours'
are defined in the "Definitions" in Section VI.]
The CITY reserves the right to direct the operation of up to either twenty percent (20 %)
more than or twenty percent (20 %) less than these projected Annual Revenue Vehicle
Hours without renegotiating the proposed rates with the successful CONTRACTOR.
Cost Proposal Forms
CONTRACTOR shall complete and submit the Cost Proposal Forms contained herein
as RFP Form A. Electronic versions of these forms will be made available to all
prospective Proposers.
CONTRACTORS will note that the Cost Proposal Forms require the estimation of
annual vehicle mileage and fuel costs, even though the actual incurred monthly cost of
fuel will be paid directly by the CITY and is not to be included in the Fixed Monthly or
variable Revenue Vehicle Hour cost. This data is needed to provide the CITY with a
complete projection of Rosemead Transit costs for evaluation and budgeting purposes.
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City of Rosemead - Rosemead Transit
2015 Request For Proposals
Annual Vehicle Revenue Hours
Year 1
Years 2
Year 3
[12 months]
[12 monthsl
112 months]
Rosemead Dial -A -Ride
6510
6510
6510
Rosemead Explorer
9100
9100
9100
Total for Proposal Purposes
15,610
15,610
15,610
The CITY reserves the right to direct the operation of up to either twenty percent (20 %)
more than or twenty percent (20 %) less than these projected Annual Revenue Vehicle
Hours without renegotiating the proposed rates with the successful CONTRACTOR.
Cost Proposal Forms
CONTRACTOR shall complete and submit the Cost Proposal Forms contained herein
as RFP Form A. Electronic versions of these forms will be made available to all
prospective Proposers.
CONTRACTORS will note that the Cost Proposal Forms require the estimation of
annual vehicle mileage and fuel costs, even though the actual incurred monthly cost of
fuel will be paid directly by the CITY and is not to be included in the Fixed Monthly or
variable Revenue Vehicle Hour cost. This data is needed to provide the CITY with a
complete projection of Rosemead Transit costs for evaluation and budgeting purposes.
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City of Rosemead - Rosemead Transit
2015 Request For Proposals
FORM A
ROSEMEAD TRANSIT COST PROPOSAL, PAGE 1
Summary of Proposed Cost
CONTRACTOR hereby proposes a total three -year cost for management and operation
of the Rosemead Transit services as defined in the Request for Proposals, including
any and all addenda, of:
[Insert Total Proposed Base Term Cost]
[$ 00]
OFFEROR'S Representations & Acknowledaement
In submitting a proposal, the CONTRACTOR affirms that it is familiar with all
requirements of the RFP and has sufficiently informed itself in all matters affecting the
performance of the work or the furnishing of the labor, supplies, materials, equipment,
or facilities called for in this RFP; that it has checked the proposal for errors and
omissions; that the prices stated are correct and as intended by the CONTRACTOR.
CONTRACTOR acknowledges that this is a "turn -key" contract and that the proposed
cost amount is for all staff, facilities, non - revenue vehicles and equipment, supplies and
services required for the operation and management of Rosemead Transit except for
those duties and responsibilities of the CITY specifically identified in the RFP.
This proposal and proposed cost are a firm, fixed offer for a period of one hundred
twenty (120) calendar days from the Proposal Due Date of June 17, 2015.
NAME OF CONTRACTOR:
ADDRESS:
NAME OF AUTHORIZED REPRESENTATIVE FOR NEGOTIATIONS:
PHONE NUMBER: ( 1
AUTHORIZED SIGNATURE:
NAME & TITLE OF SIGNER:
DATE:
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City of Rosemead— Rosemead Transit
2015 Request For Proposals
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
BREAKDOWN OF MONTHLY FIXED COSTS
(Note: Costs shown are to be the average monthly fixed costs by cat.mi
MONTHLYRXMCOST
BREAKDOWN
Year One
Year Two
Year Three
Rofect Forager Salary
Rofect tanager Fringe
Maintainance Mr Sah,
FoinL Mar Fringe
Operator Supervisor Saary
Operators Supervisor Fringe
Dispatch &artWages
isopetch Staff Fringe
Maintenance Staff Wages
Maintenance Staff Fringe
Other Wages (Specify)
Other Fringe(SpeoRy)
MringRraining
safety
-`ndor m
Non- Revenua Vebbles
Facility Lease/Rent Costs
Jer ial
Telephone
Undies
Office Supplies
Account:,
M URANCE
General Liability
ANOnobile L'.Wiily
CollloisnNi ne ehensive
Workers C mpssrsatcn
Ci cputer tri-di are
Coini Softe, are
on -Brava Camera costs
aher(Specdyp
Start Up Costs
Overhead
Management Fae/ROfA
TOTAL MONTHLY FIX®
COSTS
$0
$0
s0
[Note: Listing of typical cost items on this pmHded form does not refit uire Contractor to pro sde th.'s
position, utility or seNce ]
ESTIMATED ANNUAL FUEL COST
Year One Year Two Vas, Three
R.ke.sd Total Venste Miles
Estir aced Annual Fuel C gt
Assured CostlGal Gasoline
25
City of Rosemead - Rosemead Transit
2015 Request For-Proposals
Rosemead, CA 91770
FAX 626-307-9218
Email: mhawkesworth @cityofrosemead,org
Evaluation and Decision on Protest
Upon receipt of a protest, the City of Rosemead will review the grounds for the protest
and, within five (5) working days provide a written response addressing in detail each
substantive issue raised in the protest. A copy of the protest and the City's decision will
be transmitted to the protester and to each firm or individual who has received a copy of
the RFP or solicitation. The Assistant City Manager for the City of Rosemead is the
responsible official for evaluation of protests and has the authority to make the final
determination in matters of protest. The decision of the City of Rosemead will be final.
Should material information become available subsequent to the Managers' decision on
a protest or the protester believe that an error has been made of law or regulation, the
protester may request reconsideration of that decision by formal notice to the Manager
within five (5) working days of the date of the original protest decision.
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City of Rosemead— Rosemead Transit
2015 Request For Proposals
Federal Transit Administration (FTA) — A branch of the U.S. Department of
Transportation (USDOT) established to improve transportation throughout the nation.
The FTA provides funding and assistance to regional transportation agencies, among
various other programs.
Holidays — The official City holidays are: New Year's Day; Memorial Day;
Independence Day; Labor Day; Thanksgiving Day; and Christmas Day.
Late Trip — For Dial -A -Ride service, any trip on which the vehicle arrives for the pick up
more than 15 minutes after the scheduled time. For fixed route service \, any arrival at a
time point more than 5 minutes after the scheduled time.
Missed Trip — Any scheduled trip on which the Dial -A -Ride vehicle arrives more than
60 minutes after the scheduled pick up time or does not arrive at all.
No -Show — A scheduled passenger who does not appear at the designated location for
vehicle boarding within 5 minutes of an on -time vehicle arrival or calls the Rosemead
Dial -A -Ride to cancel the trip less than one (1) hour before the scheduled pick -up time.
On -Time Pickup — For paratransit services, a vehicle shall be on -time if it arrives at the
designated pickup location no more than 15 minutes prior to the scheduled pickup time
or no more than 15 minutes after that time. For fixed route services, a vehicle shall be
on -time if it arrives at a designated bus stop not earlier than or no more than 3 minutes
after the scheduled arrival time.
Subscription Service — Paratransit trips to and from the same origin and destination at
the same time and day at least once a week. Subscription services do not require the
passenger to call in their request for each trip; only to cancel for one or more days.
Revenue Vehicles — Refers to vehicles used to transport passengers in transit and
paratransit revenue services.
Revenue Vehicle Hour — For Rosemead's fixed route services, a revenue vehicle hour
shall be defined as any sixty- minute increment of time, or portion thereof, that a vehicle
is in revenue service, including layover /recovery time but excluding deadhead, training
operators prior to revenue service and road tests.
For the Rosemead Dial -A -Ride service, a revenue vehicle hour shall be defined as any
sixty- minute increment of time, or portion thereof, that a vehicle is available for
passenger transport within the established hours of service. A vehicle is available for
passenger transport from the time it arrives at its first pick -up address and ends when it
has completed its last passenger drop -off and is released from service by the
dispatcher. If the first scheduled pick -up is a no -show, the vehicle arrival time at that
stop shall still be used for computation of revenue vehicle hours, however, this rule shall
not apply to late trip cancellations. Revenue vehicle hours are also known as "vehicle
revenue hours" and "vehicle service hours."
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City of Rosemead — Rosemead Transit
2015 Request For Proposals
2.5 Schedules, Passes, Tickets,
At CITY's discretion, CITY may develop and implement a form of fare media that will be
accepted in lieu of cash fares. CITY shall prepare, print, and provide to CONTRACTOR
all schedules, passes, tickets, and like materials required by Rosemead Transit
operations. CONTRACTOR shall distribute and disseminate such materials in
accordance with the provisions of the AGREEMENT and any directions supplemental
thereto provided by CITY.
2.6 Street Furnishings
CITY shall be responsible for the purchasing and maintenance of all transit related
street furnishings within the CITY limits. CONTRACTOR and its employees shall
cooperate with CITY by advising CITY of any such irregular conditions to street
furnishings observed during Rosemead Transit operations.
2.7 Complaints and Comments
CITY shall receive all complaints and comments regarding Rosemead Transit services
and enter them into the City's Citizen Relationship Management [CRM] system. Within
one business day of receiving a complaint or comment, CITY shall email a copy of the
transcribed complaint or comment to CONTRACTOR for investigation as appropriate.
CITY shall maintain a chronological record of all complaints and comments received,
the results of CONTRACTOR's investigation and any action taken to resolve the
complaint.
2.8 Notification: Potential Interference with Rosemead Transit Operations
CITY shall make a reasonable effort to notify CONTRACTOR in advance of any road
closures, detours, parades, or other events under CITY jurisdiction that may interfere
with Rosemead Transit operations or require deviations from routes or schedules.
CONTRACTOR and CITY shall mutually agree upon such deviations.
SECTION 3: CONTRACTOR DUTIES AND RESPONSIBILITIES - OPERATIONS
CONTRACTOR shall perform the duties and accept the responsibilities set forth below
in connection with its operation of Rosemead Transit. The omission of a duty or
responsibility herein below shall not relieve CONTRACTOR of its obligation to perform
such duty or accept such responsibility, so long as it is usual, customary, and generally
accepted within the public transportation industry as being an integral element of
operating public transportation system and services of a kind and character such as
Rosemead Transit.
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City of Rosemead — Rosemead Transit
2015 Request For Proposals
Dial -A -Ride service is provided within the city and to destinations within 5 miles
of the city limits and for medical appointments to the Kaiser Hospital facility in
Baldwin Park and the Huntington Memorial Hospital area in Pasadena. See the
current Rosemead Transit brochure for more Dial -A -Ride information. The
brochure can be downloaded from the City's website at
http://www.cityofrosemead.org/index.aspx?page=144
3.2.2 Operations: Fixed Route Services
The Rosemead Explorer is a general public, community fixed route operating bi-
directional service on a single route through the city.
Rosemead Explorer services operate the following days and hours:
Weekdays (Monday — Friday): 5:00 A.M. — 8:00 P.M.
Weekends (Saturday and Sunday): 10:00 A.M. — 5:00 P.M.
Two shuttle vehicles are to be operated during each of these periods. Service will
be suspended on Christmas Day, Thanksgiving Day and New Year's Day. The
current Rosemead Transit brochure can be downloaded from the City's website
at http: / /www. cityofrosemead .org /index.aspx ?page =144.
3.2.3 Special Services
In addition to regular Rosemead Transit operations, CONTRACTOR may from time to
time upon receiving specific written authorization by CITY, provide special
transportation services within the Los Angeles Urbanized Area using Rosemead Transit
vehicles, provided that such special services are determined by CITY to be in the public
interest, do not interfere with regular Rosemead Transit operations, and are in
compliance with applicable federal and state statutes. CONTRACTOR shall be entitled
to compensation beyond the established maximum obligation for such services at the
normal rate per revenue vehicle hour specified in the AGREEMENT.
3.3 Service Standards
CONTRACTOR shall strive at all times to provide service in a manner that will increase
system productivity while achieving or surpassing customer service expectations.
Recognizing that the goals of productivity and customer service levels may conflict, the
following standards are intended to be reasonably attainable by CONTRACTOR, fair to
the customer, and consistent with CITY expectations.
At the option of the CITY, CITY may enforce the penalties indicated for substandard
performance. Failure to enforce any penalty for any such substandard performance
shall not serve to invalidate said criteria nor preclude future enforcement of that penalty.
CITY agrees that the incentives and penalties related to Criteria 1 and 2 — Service
Productivity and Dial -A -Ride On -Time Performance -- will not be enforced for the first
180 days of this Agreement.
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City of Rosemead- Rosemead Transit
2015 Request For Proposals
CONTRACTOR shall take all reasonable actions requested by CITY to correct
deficiencies in performance. Should deficiencies persist, CITY may take whatever
additional action is necessitated by the circumstances and provided for in the
AGREEMENT of which this Scope of Work is a part.
In the event that an incentive or penalty associated with a Performance Criteria is
achieved or levied for six (6) consecutive months, the CITY may meet with the
CONTRACTOR and adjust the incentive or penalty thresholds as appropriate to ensure
the effectiveness of the criteria.
3.4 Operations Management
CONTRACTOR shall provide operations management at a level and capability sufficient
to oversee its functions and employees.
CONTRACTOR shall designate and provide the services of a full -time Project Manager,
subject to the approval of the CITY, who shall provide overall management and
supervision of Rosemead Transit under the terms of this AGREEMENT. It is understood
that, while full -time to this facility, the Project Manager may have other project
management responsibilities in addition to Rosemead Transit and these are to be
disclosed in CONTRACTOR'S proposal. The Project Manager must have a minimum of
five years' experience in public transportation operations and at least three years'
supervisory experience in systems similar to Rosemead Transit. A bachelor's degree in
a transportation or related field is preferred but not required.
The Project Manager shall work cooperatively with CITY'S assigned transit staff in
matters relating to service quality, providing operational and other data as described in
this Scope of Work, responding to comments from Rosemead Transit riders and the
general public, and responding to specific requests for other assistance as the need
arises.
CONTRACTOR shall assure CITY that the Project Manager designated for this project
will not be replaced during the base term of this contract without the written consent of
CITY. Should the services of the Project Manager become unavailable to
CONTRACTOR, the resume and qualifications of the proposed replacement shall be
submitted to CITY for approval as soon as possible, but in no event later than five (5)
working days prior to the departure of the incumbent Project Manager, unless
CONTRACTOR is not provided with such notice by the departing employee. CITY shall
respond to CONTRACTOR concerning acceptance of the candidate for replacement
Project Manager. Should the position of Project Manager remain unfilled for a period of
thirty (30) days or more, the CITY may deduct the Project Manager's compensation
from CONTRACTOR's payments.
The CONTRACTOR shall further designate one or more Operations Supervisor(s) to
assist the Project Manager in carrying out all activities relative to Rosemead Transit
operations.
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City of Rosemead —Rosemead Transit
2015 Request For Proposals
3.6 Retention of Existing Employees
Pursuant to Senate Bill No. 158 (California Labor Code, Chapter 4.6, Section 1070 to
Part 3 of Division 2), CITY shall grant a ten percent (10 %) bidding preference to any
CONTRACTOR who agrees to retain, for a period of at least ninety (90) days, the
employees of the previous CONTRACTOR. CONTRACTOR shall declare, as part of
their proposal, whether or not their firm shall retain the employees of the prior
CONTRACTOR for a period of at least ninety (90) days. CONTRACTOR shall ensure
these transitioned employees will be utilized in similar positions and perform essentially
same services as they did under the previous CONTRACTOR. "Employee" is defined
as any person who works for a CONTRACTOR under the prior contract but does not
include executive, administrative, or professional employees that are exempt from the
payment of overtime compensation within the meaning of Subdivision (a) of Section 515
or any person who is not an employee as defined under Section 2(3) of the National
Labor Relations Act (29 U.S.C. Sec. 152(3)). In accordance with Senate Bill No. 158,
the following obligations apply:
A successor CONTRACTOR or subcontractor who agrees to retain employees,
pursuant to subdivision (a) [of Senate Bill No. 1581 shall retain employees who have
been employed by the prior CONTRACTOR or subcontractors, except for reasonable
and substantiated cause. That cause is limited to the particular employee's
performance or conduct while working under the prior contract or the employee's failure
of any controlled substances and alcohol test, physical examination, criminal
background check required by law as a condition of employment, or other standard
hiring qualification lawfully required by the successor CONTRACTOR or subcontractor.
If a successor CONTRACTOR determines that fewer employees are needed than under
the prior contract, qualified employees shall be retained by seniority within the job
classification. In determining those employees who are qualified, the successor
CONTRACTOR may require an employee to possess any license that is required by law
to operate the equipment that the employee shall operate as an employee of the
successor CONTRACTOR.
Nothing in this section requires the successor to pay the same wages or offer the same
benefits provided by the prior CONTRACTOR.
In accordance with the California Labor Code, the successful CONTRACTOR or
subcontractor shall make a written offer of employment to each employee to be rehired.
That offer shall state the time within which the employee must accept that offer, but in
no case less than ten (10) days. An employee who has not been offered employment
or who has been discharged in violation of this chapter, or his or her agent, may bring
an action against the successor CONTRACTOR in any superior court having jurisdiction
over the successor CONTRACTOR.
The existing service CONTRACTOR shall make available the number of employees
who are performing services under the service contract and the wage rates, benefits,
37
City of Rosemead - Rosemead Transit
2015 Request For Proposals
3.8 Driver's Responsibilities
Drivers will, when requested by CITY, hand out notices to passengers or otherwise
render assistance in CITY'S customer relations, promotion, monitoring, and supervisory
functions.
Drivers will be required to honor special passes; collect, cancel and /or validate passes
and tickets as determined by CITY. Drivers will verify cash fares deposited in farebox,
but will not handle money. Drivers will record ridership information in accordance with
procedures approved by CITY.
Drivers shall have available at all times during operation of any vehicle an accurate time
piece.
The following shall be minimum service requirements and vehicle operator
responsibilities. Failure to carry out these responsibilities shall result in a vehicle
operator being prohibited from driving any vehicle covered by this contract, unless
subsequently approved in writing by City. Contractor shall ensure vehicle operators
shall:
• Appear neat, clean, well groomed, and in an acceptable uniform;
• Always be helpful and courteous to passengers;
• Operate the vehicle safely and legally,
• Assist elderly and physically impaired passengers in boarding and deboarding
(Dial -A -Ride drivers);
• In cases of emergency, shall immediately contact the Contractor for
assistance;
• Notify passengers of stops and when transfers are required;
• Must allow any passenger who requests to use the passenger lift to board the
vehicle to do so without explaining or justifying their request;
• Not allow animals in vehicle except service animals or small animals
contained in an accepted transport cage, box or carrier;
• Not deviate from route and schedule without City's permission;
• Notify City and Contractor in cases of emergencies or breakdowns,
• Make sure the vehicle stays on schedule but never ahead of schedule,
• Not smoke in the vehicle and enforce no smoking rules;
• Enforce Rosemead passenger rules;
• Not carry or make change,
• Not accept tips,
• Not eat or drink aboard Rosemead vehicles;
• Not use any device that plays video, music or amplifies sound aboard
Rosemead vehicles,
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City of Rosemead- Rosemead Transit
2015 Request For Proposals
management activities under the auspices of CONTRACTOR'S insurance carrier or
other organization.
CONTRACTOR shall provide a copy of said Safety Program, including evidence of
compliance with SB -198, and subsequent program update to CITY.
CONTRACTOR shall participate in the State of California Department of Motor Vehicles
"Employer Pull Program" for appropriate monitoring of employer driver license activity.
CONTRACTOR will require all drivers, control room personnel, vehicle maintenance
mechanics, and supervisors to participate in the safety program.
3.12 Road Supervision
CONTRACTOR shall provide road supervision as necessary to monitor drivers and
vehicles and assist drivers in revenue service.
3.13 Accident, Incident, and Complaint Procedures
Prior to initiating services under this agreement, CONTRACTOR shall develop,
implement and maintain formal procedures, subject to CITY review and approval, for
response to accidents, incidents, service interruptions, and complaints. Such
occurrences to be addressed include, but are not necessarily limited to vehicle
accidents, passenger injuries, passenger disturbances, in- service vehicle failures, lift
failures of vehicles in service, and Rosemead Explorer and Dial -A -Ride vehicles
operating more than thirty (30) minutes behind promised schedule. All traffic accidents
involving transit system vehicles, irrespective of injury, shall be reported to the Los
Angeles County Sheriff or Highway Patrol, as appropriate. CONTRACTOR will advise
such agency of the accident and request a police unit to investigate the accident.
The CITY's Assistant City Manager or his designee shall be notified in person or by
telephone within thirty (30) minutes of the occurrence of any accident or incident
involving a Rosemead Transit vehicle or service that requires emergency services
and /or the transport for medical treatment of a passenger, a member of the public or an
employee of the CONTRACTOR. A written follow -up report shall be provided to the
CITY within one (1) business day of such accident or incident. In the event of an
accident or incident that results in property damage or loss only, CONTRACTOR shall
notify the CITY in writing within 1 business day of the event and provide a written report
within three (3) business days.
All Comments and Complaints regarding Rosemead Transit services shall be received
by CITY, and recorded in the Citizen Relationship Management [CRM] system which
will transmit a copy of the CRM report to the CONTRACTOR within one business day of
receipt. CONTRACTOR shall investigate all complaints and, within ten (10) business
days of the initial report, enter a summary of the investigation's findings and the actions
taken to resolve any valid issue into the CRM.
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City o / Rosemead - Rosemead Transit
2015 Request For Proposals
3.15.4 On -Board Camera Systems
CONTRACTOR shall provide, install and maintain in all Revenue Vehicles on -board
camera systems with 8 cameras, audio, day /night operational capability and a GPS
location capability equal to or better than the REI Buswatch DVR System. Additionally,
two (2) replacement hard drive units will be provided. CITY shall be provided with any
specialized software needed to view the digital recordings and recordings shall be
retained for a minimum period of 60 days before being recorded over. At the end of this
contract, ownership of these systems shall be transferred to the CITY with no additional
compensation. CITY shall provide CONTRACTOR with a placement diagram for
installation of the 8 cameras within each vehicle.
3.15.5 Fareboxes
All Revenue Vehicles used in Rosemead Transit service, including back -up vehicles,
shall be equipped with fareboxes equal to or better than Diamond Model D fareboxes.
CONTRACTOR shall supply two (2) vaults for each farebox. All fareboxes and vaults
shall be provided, installed and maintained by CONTRACTOR. At the end of this
contract, ownership of the fareboxes and vaults shall be transferred to the CITY with no
additional compensation.
3.16 Operations and Maintenance Facility
CONTRACTOR shall be responsible for securing, establishing and maintaining a facility
for the operation, maintenance and administration of Rosemead Transit. With the
approval of the CITY, such facility may be shared with operation of similar services for
another client agency.
At a minimum, the operations and maintenance facility shall have the following:
• A location that is located within the City of Rosemead or no more than five (5) miles
outside the city limits or which has been agreed to in writing by CITY.
• An enclosed workspace sufficient to allow maintenance personnel to service at least
three (3) Type C transit vehicles and be protected from the weather.
• A paved shop floor capable of withstanding the weight of a Type C transit vehicle.
• Adequate area to clean the vehicles in accordance with the AGREEMENT.
• Adequate secured storage area for tools, equipment and parts.
• A security- fenced, paved and lighted area for overnight vehicle parking with
adequate space for all vehicles.
• Adequate appropriately equipped space for administrative personnel, dispatching
and information staff, driver lounge or ready room, and training /safety meetings.
• A furnished control room, including computer equipment, maps, scheduling /dispatch
equipment, time clock, adequate desks, tables, chairs, and other equipment as may
be appropriate.
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timely basis into a local bank account approved by CITY for that purpose. CITY
reserves the right to audit fare revenue collection and accounting at reasonable times
without prior notification to CONTRACTOR.
3.19 Ticket Sales
CITY may elect to sell or provide tickets to Rosemead Transit patrons. CONTRACTOR
shall collect, record, and deposit ticket sales according to instructions of the CITY.
3.20 Books, Records, and Reports
3.20.1 Record Retention and Audit
CONTRACTOR shall maintain all books, records, documents, accounting ledgers, and
similar materials relating to work performed for CITY under this AGREEMENT on file for
at least three (3) years following the date of final payment to the CONTRACTOR by
CITY. Any duly authorized representative(s) of CITY shall have access to such records
for the purpose of inspection, audit, and copying at reasonable times, during
CONTRACTOR'S usual and customary business hours. CONTRACTOR shall provide
proper facilities to CITY representative(s) and CITY shall be permitted to observe and
inspect any or all of CONTRACTOR'S facilities and activities during CONTRACTOR'S
usual and customary business hours for the purposes of evaluating and judging the
nature and extent of CONTRACTOR'S compliance with the provisions of this
AGREEMENT. In such instances, CITY'S representative(s) shall not interfere with or
disrupt such activities.
3.20.2 Required Operating and Performance Data
CONTRACTOR shall collect, record, and report all operational data required by the
CITY in a format approved by the CITY. Such data shall be collected and maintained
by service type and include, at a minimum:
o passenger count data by fare category,
• total vehicle hours,
• total vehicle miles,
• revenue vehicle hours,
• revenue vehicle miles,
• wheelchair boardings
• Dial -A -Ride passenger no -shows and cancellations
• on -time performance (Dial -A -Ride)
• average telephone hold time
• number of calls on hold 3, 5, and 10 minutes or more
• passenger mile sampling data in accordance with a method approved by
the FTA for NTD purposes.
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personnel assistance at no additional cost or expense to CITY. CONTRACTOR also
shall dispense Rosemead Transit informational materials and publications, respond to
patron requests for information, act as liaison and provider of information with and to
community agencies and groups, and assist and support CITY'S advertising and public
informational efforts.
3.22 System Recommendations
CONTRACTOR shall continually monitor Rosemead Transit operations, facilities, and
equipment; and shall, from time to time and as warranted, advise CITY and make
recommendations to CITY based upon observed deficiencies and needed
improvements. CITY shall retain all authority, however, to make determinations and to
take action on such recommendations.
3.23 ADA Compliance
In performance on this agreement, CONTRACTOR shall ensure compliance at all times
with the Provision of Service requirements of the Americans with Disabilities Act [37
CFR Subpart G, Sections 37.161 through 37.167] including, but not limited to
• Maintenance of accessible features;
• Keeping vehicle lifts in operative condition,
• Lift and securement use;
• Assisting individuals with disabilities in use of securement systems, ramps
and lifts,
• Permitting individuals who do not use wheelchairs, including standees, to use
a vehicle's lift or ramp to enter the vehicle;
• Announcing of stops on fixed route buses;
• Permitting service animals to accompany individuals with disabilities in
vehicles and facilities;
• Making available adequate information concerning transportation services in
accessible formats or technology;
• Not prohibiting an individual with a disability from traveling with a respirator or
portable oxygen supply;
• Ensuring that adequate time is allowed for individuals with disabilities to
complete boarding or disembarking from the vehicle, and
• Adhering to the City's Reasonable Modification Policy.
CONTRACTOR shall ensure that all employees operating Rosemead Transit services,
administering the reservations, scheduling and dispatch, and maintaining the revenue
vehicles are trained to competence as appropriate for their positions and
responsibilities.
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• All tools and equipment necessary to perform periodic repairs and the
preventive maintenance activities for gasoline powered vehicles.
• All tools and equipment necessary to perform periodic service and
adjustments and make mechanical repairs.
• Facilities and equipment necessary to clean the vehicles and equipment in
accordance with the specifications.
4.3 Maintenance Management and Personnel
4.3.1 Maintenance Management
CONTRACTOR shall designate and provide the services of a qualified Maintenance
Manager, subject to the approval of CITY. This individual may be the lead mechanic
and shall be assigned to Rosemead Transit maintenance operations on an acceptable
fleet to mechanic ratio.
The Maintenance Manager shall provide proactive resource management including but
not limited to: preventive maintenance scheduling and supervision, repair supervision,
technical training, and such other activities as may be necessary to ensure the
performance of CONTRACTOR's maintenance duties and responsibilities.
The Maintenance Manager shall have a minimum of three years' experience managing
and supervising the maintenance functions of a shop similar in size and complexity to
the services herein described. The Maintenance Manager shall have a minimum of five
years journeyman level experience with gasoline engines, air conditioning systems,
wheelchair lifts, and farebox systems. This experience shall include work on vehicles
similar to those used in the Rosemead services.
Should the services of the Maintenance Manager become unavailable to
CONTRACTOR, the resume and qualifications of the proposed replacement shall be
submitted to CITY for approval as soon as possible, but in no event later than five (5)
working days prior to the departure of then incumbent Maintenance Manager, unless
CONTRACTOR is not provided with such notice by the departing employee, in which
case said resume and qualifications will be provided to CITY within 5 days of Manager's
departure. CITY shall respond to CONTRACTOR within three (3) working days
following receipt of these qualifications concerning acceptance of the candidate for
replacement Maintenance Manager.
4.3.2 Maintenance Personnel
In addition to the Maintenance Manager, CONTRACTOR shall hire and employee other
maintenance and service personnel as necessary to properly maintain and service the
Rosemead Transit vehicles.
Maintenance personnel assigned to work on Rosemead Transit vehicles and equipment
shall have the necessary skills to
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maintained under all climatic conditions at all times on all in- service hours.
CONTRACTOR shall maintain the A/C systems in an operable condition
throughout the entire year.
All parts, materials, tires, lubricants, fluids, oils and procedures used by
CONTRACTOR on all Rosemead Transit vehicles and equipment shall meet or
exceed OEM Specifications and requirements.
4.6 Daily Vehicle Servicing
CONTRACTOR shall perform daily vehicle servicing to all Rosemead Transit vehicles
and equipment used in revenue service. For purposes of this AGREEMENT, daily
servicing shall include, but not be limited to
• Fueling
• Engine oil, coolant, water and transmission fluid check/add
• Farebox check
• Wheelchair lift check
• Brake check
• Light and Flasher check
• Interior sweeping and dusting
• Exterior and interior visual inspection
• Check all vehicle performance defects reported by drivers to identify potential
safety and reliability items requiring immediate attention.
CONTRACTOR shall develop, implement, and maintain a written checklist of items
including in the daily servicing of each vehicle. The checklist shall be utilized and kept
on file for CITY and California Highway Patrol review. This checklist requirement may
incorporate or supplement CHP required driver's pre -trip safety inspections.
4.7 Daily Driver's Inspection
13 CCR 1234 lists the records required by regulation to be kept by motor vehicle
carriers. Section 1234, 13 CCR reads, in part: (e) Daily Vehicle Inspection Reports:
Motor carriers shall require drivers to submit a documented daily vehicle inspection
report pursuant to section 1215(b). Reports shall be carefully examined, defects shall
be corrected before the vehicle is driven on the highway, and carriers shall retain such
reports for at least one month.
13 CCR 1215 (a) reads: "Prior to operation, the driver shall inspect each vehicle daily to
ascertain that it is in safe condition, it is equipped as required by all provisions of law,
and all equipment is in good working order." The requirement to perform a daily pre -trip
inspection applies to all drivers of all vehicles listed in 34500 CVC, without exception.
There is no legal provision for this task to be delegated to someone other than the
driver, such as to a mechanic who may arrive at work early to start all of the vehicles
and "check them out ".
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4.9 Fuel
CONTRACTOR shall purchase fuel required for the operation of all Rosemead Transit
vehicles utilizing a system that accurately records purchase of all fuel by
CONTRACTOR for billing purposes and that will allow CITY to reconcile all fuel
transactions by date and vehicle number.
CONTRACTOR shall be responsible, on behalf of CITY for its Rosemead Transit
operation, to obtain state and federal tax exemptions applicable to the purchase and
consumption of fuel for use in public transit vehicles. In this regard, CONTRACTOR
shall obtain required permits and administer fuel transactions in a manner that fully
complies with all applicable state and federal requirements.
CONTRACTOR shall maintain accurate records of all fuel utilized for fueling Rosemead
Transit revenue vehicles. On a monthly basis, CONTRACTOR shall invoice CITY for
the documented cost of fuel used in the operation of Rosemead Transit and provide a
monthly report to CITY detailing gallons dispensed and miles per gallon for each
Rosemead Transit vehicle for the previous month and for the year to date.
4.10 Vehicle Towing
In the event that towing of any Rosemead Transit vehicle is required due to mechanical
failure or damage, CONTRACTOR shall be responsible to provide such towing at
CONTRACTOR'S sole expense.
4.11 Emissions Control Programs
CONTRACTOR shall perform and certify such tests of equipment required to meet
CITY, other local, State, and Federal requirements related to exhaust smoke and
engine emissions.
CONTRACTOR shall be responsible to maintain any applicable California Air
Resources Board (CARB) Voluntary Compliance Program objectives subject to
Rosemead Transit operations.
CONTRACTOR shall be responsible for administration of a Smog Check program for
Rosemead Transit vehicles. CONTRACTOR shall be responsible for emissions testing,
and shall further be responsible to conduct repairs as required to meet emissions
standards.
4.12 Maintenance Evaluations
CONTRACTOR shall allow CITY to access to CONTRACTOR'S facilities and records to
monitor CONTRACTOR'S maintenance performance, as CITY deems necessary. CITY
may perform regular, unannounced maintenance inspections of vehicles and equipment
maintained by CONTRACTOR that are used in this project using both CITY personnel
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such records and reports shall be prepared and maintained in such a manner so as to
fulfill any applicable state or federal requirements, as well as any needs of CITY to
enable it to accurately evaluate CONTRACTOR'S maintenance performance and the
operating expense associated with various vehicles and equipment.
Records of all maintenance and inspections shall be made available to CITY, the CHP
and /or such other regulatory agencies with jurisdiction when requested. CITY maintains
the right to inspect, examine and test, at any reasonable time, any vehicles used in
performance of this AGREEMENT and any equipment used in the performance of
maintenance work in order to ensure compliance with this AGREEMENT. Such
inspection shall not relieve the CONTRACTOR of the obligation to continually monitor
the condition of all vehicles and to identify and correct all substandard or unsafe
conditions immediately upon discovery.
CONTRACTOR shall transport any or all vehicles and equipment to any required
inspection facilities when requested. In the event that the CONTRACTOR is instructed
by CITY or any other regulatory agency to remove any equipment from service due to
mechanical reasons, CONTRACTOR shall make any and all specified corrections and
repairs to the equipment and resubmit the equipment for inspection and testing before it
is again placed in service.
CONTRACTOR shall prepare maintenance records and reports in a form and according
to a schedule approved by CITY. Such records and reports shall include, but not be
limited to, the following:
• Daily vehicle inspection and servicing checklist
• Work orders for all maintenance inspections, warranty repairs and other vehicle
repairs including materials, parts and labor consumed.
• Road call reports, or work order, for each road call identifying date and time, vehicle
number, problem and mileage of vehicle.
• Monthly vehicle summary to be included as part of the Monthly Management Report,
listing, at a minimum, the operation status of each vehicle, vehicle mileage, vehicle
mileage since last preventive maintenance inspection, vehicle fuel and lubricants
consumption, vehicle road calls and maintenance or repair work done during that
month.
• Semi - annual fleet summary listing each vehicle; vehicle mileage; vehicle year -to-
date total miles; vehicle year -to -date fuel consumption and miles per gallon; vehicle
year -to -date maintenance costs and cost per mile; route service total road calls and
miles per road call; CONTRACTOR'S summary of maintenance problems,
particularly components with high incidences of in- service failures, and steps taken
or recommendations to reduce such problems and in- service failures.
CONTRACTOR shall submit to CITY copies of the California Highway Patrol (CHP)
Annual Safety Compliance Report (CHP 343) and Vehicle Inspection Reports (CHP
343a) within one (1) business day of the conclusion of any such CHP inspection.
CONTRACTOR shall attain satisfactory rating in each category of the Safety
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City of Rosemead - Rosemead Transit
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300f through 300j; as they have been or will be amended from time to
time, and the regulations implementing such statutes; and any similar
state, county, municipal or other local laws and ordinances concerning the
protection of human health and the environment and the regulations
implementing such statutes.
"Hazardous Substance(s)" means any substance, material, chemical or
waste that is or will be listed or defined as hazardous, toxic or dangerous
under any Applicable Environmental Law, or any petroleum products, or
any substance, material, chemical or waste which is or may become,
directly or indirectly, by chemical reaction or otherwise, hazardous, toxic
or dangerous to life, health, property or the environment by reason of
toxicity, flammability, explosiveness, corrosivity or any other reasons.
In performing its maintenance obligations under this Contract, CONTRACTOR shall be
responsible for the proper storage, handling, use, transportation and disposal of all
Hazardous Substances in accordance with Applicable Environmental Laws, including
without limitation, all lubricants, solvents, motor oil and other petroleum products.
CONTRACTOR shall only dispose of such materials at facilities which are permitted or
licensed in accordance with Applicable Environmental Laws. Furthermore, in the event
that CONTRACTOR engages the services of a disposal company for the transportation
and disposal of any Hazardous Substances, CONTRACTOR shall ensure that such
company is properly licensed and that it transports and disposes of Hazardous
Substances in accordance with the terms of this Contract. CONTRACTOR shall
maintain procedures for its employees and any subcontractors who handle Hazardous
Substances and shall retain records regarding compliance with the responsibilities
contained herein.
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2015 Request For Proposals
FORM B
CONTRACTOR CONTACT INFORMATION
Contractor
Firm Name:
Authorized Representative Name:
Authorized Representative Title:
Telephone Number:
Email Address:
Secondary Contact Name:
Secondary Contact Title:
Telephone Number:
Email Address:
Is Firm a qualified DBE? ❑ No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation: $
Subcontractors to Contractor
Firm Name:
Address:
City, State, Zip
Authorized Representative Name:
Authorized Representative Title:
Telephone Number:
Email Address:
Work to be performed:
Is Firm a qualified DBE? ❑ No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation: $
Firm Name:
Address:
City, State, Zip
Authorized Representative Name:
Authorized Representative Title:
Telephone Number:
Email Address:
Work to be performed:
Is Firm a qualified DBE? ❑ No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation: $
Attach additional pages as necessary.
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FORM D
NON - COLLUSION AFFIDAVIT FOR CONTRACTOR
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
declares and says:
1. That he /she is the (owner, partner, representative, or agent)
of hereinafter referred to as
(CONTRACTOR) or (subcontractor).
2. That he /she is fully informed regarding the preparation and contents of this proposal
for certain work in the City of Rosemead, State of California.
3. That his /her proposal is genuine, and is not collusive or a sham proposal.
4. That any of its officers, owners, agents, representatives, employees, or parties in
interest, including this affiliate, has not in any way colluded, conspired, connived or
agreed, directly or indirectly, with any other CONTRACTOR, firm, or person to submit a
collusive or sham proposal in connection with such contract, or to refrain to submitting a
proposal in connection with such contract, or has in any manner, directly or indirectly,
sought by unlawful agreement or connivance with any other CONTRACTOR, firm, or
person to fix the price or prices in said proposal, or to secure through collusion,
conspiracy, connivance, or unlawful agreement any advantage against City, or any
person interested in the proposed contract; and,
5. That the price or prices quoted in the proposal are fair and proper, and are not
tainted by any collusion, conspiracy, connivance, or unlawful agreement on the part of
the CONTRACTOR, or any of its agents, owners, representatives, employees, or
parties in interest, including this affiliate.
I certify (or declare) under penalty of perjury, that the foregoing is true and correct.
Dated this day of , 2015, at , California
Signed:
Title:
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Reference 3
AGENCY /COMPANY NAME
ADDRESS:
CONTACT PERSON:
EMAIL ADDRESS:
PHONE NUMBER:
LENGTH OF CONTRACT: YEARS
NUMBER OF VEHICLES OPERATED:
DESCRIPTION OF SERVICES PROVIDED:
Reference 4
AGENCY /COMPANY NAME
ADDRESS:
CONTACT PERSON:
EMAIL ADDRESS:
PHONE NUMBER:
LENGTH OF CONTRACT: YEARS
NUMBER OF VEHICLES OPERATED:
DESCRIPTION OF SERVICES PROVIDED:
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2015 Request For Proposals
ATTACHMENT A
PROFESSIONAL SERVICES AGREEMENT
MANAGEMENT AND OPERATION OF ROSEMEAD TRANSIT SYSTEM
(CONTRACTOR)
PARTIES AND DATE.
This Agreement is made andoentered into this - day of , 20
(Effective Date) by and between ` %the 'City of Rosemead, a municipal organization
organized under the laws of the State'..of California with its principal place of business at
8838 E. Valley Blvd.,, Rosemead, California 91770 ("City") and (Contractor) with its
principal place of business at (Address) ( "Contractor "). City and Contractor are
sometimes individually referred to herein as "Party" and collectively as "Parties."
2. RECITALS.
2.1 Contractor.
Contractor desires to perform and assume responsibility for the provision of certain
transit services required by the City on the terms and conditions set forth in this
Agreement. Contractor represents that it is experienced in providing transit system
management and operations to public clients, is licensed in the State of California and is
familiar with the plans of City...
2.2 Project.
City desires to engage Contractor to render such management and operations
services for the Rosemead Transit System ( "Project "), also referred to as "Services' as
set forth in this Agreement.
3. TERMS.
3.1 Scope of Services and Term.
3.1.1 General Scope of Services: Contractor promises and agrees to
furnish to the City all labor, materials, tools, equipment, services, and incidental and
customary work necessary to fully and adequately supply the transit system operations
and management services necessary for the Project, herein referred to as "Services ".
personnel who fail or refuse to perform the Services in a manner acceptable to the City,
or who are determined by the City to be uncooperative, incompetent, a threat to the
adequate or timely completion of the Project or a threat to the safety of persons or
property, shall be promptly removed from the Project by the Contractor at the request of
the City.
3.2.5 City's Representative: The City hereby designates the Director of
Public Works, or his or her designee, to act as its representative for the performance of
this Agreement ( "City's Representative'). City's Representative shall have the power to
act on behalf of the City for all purposes under this Agreement. Contractor shall not
accept direction or orders from any person other than the City's Representative or his or
her designee.
3.2.6 Contractor's Representative: Contractor will designate a designee to
act as its representative for the performance of this Agreement ( "Contractor's
Representative'). Contractor's Representative shall have full authority to represent and
act on behalf of the Contractor for all purposes unde .this''Agreement The Contractor's
ac
Representative shall supervise aQd; direct the Sen`cs, using his/her best skill and
attention, and shall be responsible for all means, me h6 ods, techniques, sequences and
procedures and for the satisfactory coord'ination of all portions of the Services under this
Agreement.
3.2.7 Coordination of Services' Co`n'tractor agrees to work closely with
City staff in the performance of Services and shall be available to City's staff, Contractors
and other staff at all reasonable times.
32.8 Standard of Care; Performance of Employees: Contractor shall
perform all Services under this Agreement i,6 a skillful and competent manner, consistent
with the standards generally recognized as being employed by professionals in the same
discipline in the State of California. Contractor represents and maintains that it is skilled
in the professional calling necessary to perform the Services. Contractor warrants that all
employees and subcontractors shall have sufficient skill and experience to perform the
Services assigned to them. Finally, Contractor represents that it, its employees and
subcontractors have all licenses, permits, qualifications and approvals of whatever nature
that are legally required to perform the Services, including a City Business License, and
that such licenses and approvals shall be maintained throughout the term of this
Agreement. As provided for in the indemnification provisions of this Agreement, Contract
shall perform, at its own cost and expense and without reimbursement from the City, any
services necessary to correct errors or omissions which are caused by the Contractor's
failure to comply with the standard of care provided for herein.
3.2.9 Laws and Regulations: Contractor shall keep itself fully informed of
and in compliance with all local, state and federal laws, rules and regulations in any
manner affecting the performance of the Project or the Services, including all Cal /OSHA
requirements, and shall give all notices required by law. Contractor shall be liable for all
violations of such laws and regulations in connection with Services. If the Contractor
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Project, but which the parties did not reasonably anticipate would be necessary at the
execution of this Agreement. Contractor shall not perform, nor be compensated for,
Extra Work without written authorization from City's Representative.
3.3.5 Prevailing Wages: Contractor is aware of the requirements of
California Labor Code Section 1720, et seq., and 1770, et seq., as well as California
Code of Regulations, Title S, Section 1600, et seq., ( "Prevailing Wage Laws "), which
require the payment of prevailing wage rates and the performance of other requirements
on "public works" and "maintenance" projects. If the Services are being performed as
part of an applicable "public works" or "maintenance" project, as defined by the Prevailing
Wage Laws, and if the total compensation is $1,000 or more, Contractor agrees to fully
comply with such Prevailing Wage Laws. City shall provide�Contractor with a copy of the
prevailing rates of per diem wages in effect at the commencement of this Agreement.
Contractor shall make copies of the prevailing rates of per diem wages for each craft;
classification or type of worker needed to execute the Services available to interested
parties upon request, and shall post copies at the Contractor's principal place of business
and at the project site. Contractor shall defend, indemnify and hold the City, its elected
officials, officers, employees and agents free and 6rmless from any claim or liability
arising out of any failure or alleged failure to comply 'w th the Prevailing Wage Laws.
3.4 Accounting Records.
3.4.1 Maintenance and Inspection: Contractor shall maintain complete
and accurate records with respect to all costs and expenses incurred under this
Agreement. All such records shall be clearly identifiable. Contractor shall allow a
representative of City during normal business hours to examine, audit, and make
transcripts, or copies of such records and any other documents created pursuant to this
Agreement. Contractor shall allow inspection of all work, data, documents, proceedings,
and activities related to the Agreement for a period of three (3) years from the date of
final payment under this Agreement.
3.5 General Provisions.
3.5.1 Termination of Agreement.
3.5.1.1 Grounds for Termination: City may, by written notice to
Contractor, terminate the whole or any part of this Agreement at any time and without
cause by giving written notice to Contractor of such termination, and specifying the
effective date thereof, at least seven (7) days before the effective date of such
termination. Upon termination, Contractor shall be compensated only for those services
which have been adequately rendered to City, and Contractor shall be entitled to no
further compensation. Contractor may not terminate this Agreement except for cause.
3.5.1.2 Effect of Termination: If this Agreement is terminated
as provided herein, City may require Contract to provide all finished or unfinished
Documents/ Data and other information of any kind prepared by Contractor in connection
with the performance of Services under this Agreement. Contractor shall be required to
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Documents and Data at any time, provided that any such use not within the purposes
intended by this Agreement shall be at City's sole risk.
3.5.3.2 Confidentiality: All ideas, memoranda, specifications,
plans, procedures, drawings, descriptions, computer program data, input record data,
written information, and other Documents and Data either created by or provided to
Contractor in connection with the performance of this Agreement shall be held
confidential by Contractor. Such materials shall not, without the prior written consent of
City, be used by Contractor for any purposes other than the performance of the Services.
Nor shall such materials be disclosed to any person or entity not connected with the
performance of the Services or the Project. Nothing furnished to Contractor which is
otherwise known to Contractor or is generally known, or has become known, to the
related industry shall be deemed confidential. Contractor shall not use City's name or
insignia, photographs of the Project, or any publicity pertaining to the Services or the
Project in any magazine, trade paper, newspaper, television or radio production or other
similar medium without the prior written consent of City.
3.5.4 Cooperation;. Further Acts: The Parties shall fully cooperate with one
another, and shall take any additional acts or sign any additional documents as may be
necessary, appropriate or convenient to attain the purposes of this Agreement.
3.5.5 Attorney's Fees: If either party commences an action against the
other party, either legal, administrative or otherwise, arising out of or in connection with
this Agreement, the prevailing party in such litigation shall be entitled to have and recover
from the losing party reasonable attorney's fees and all other costs of such action.
15.6 Indemnificatibn: To the fullest extent permitted by law, Contractor
shall defend, indemnify and hold the City, its officials, officers, employees, volunteers,
and agents free and harmless from any and all claims, demands, causes of action, costs,
expenses, liability, loss, damage or injury, in law or equity, to property or persons,
including wrongful death, in any manner arising out of, pertaining to, or relating to any
negligence, errors or omissions, recklessness, or willful misconduct of Contractor, its
officials, officers, employees, agents, and Contractors arising out of or in connection with
the performance of the Contractor's Services, including without limitation the payment of
all consequential damages, expert witness fees, and attorneys fees and other related
costs and expenses. Contractor shall defend, at Contractor's own cost, expense and risk,
any and all such aforesaid suits, actions or other legal proceedings of every kind that may
be brought or instituted against City, its directors, officials, officers, employees, agents, or
volunteers. Contractor shall pay and satisfy any judgment, award or decree that may be
rendered against City or its directors, officials, officers, employees, agents, or volunteers,
in any such suit, action or other legal proceeding. Contractor shall reimburse City and its
directors, officials, officers, employees, agents, and /or volunteers, for any and all legal
expenses and costs incurred by each of them in connection therewith or in enforcing the
indemnity herein provided. Contractor's obligation to indemnify shall not be restricted to
insurance proceeds, if any, received by the City, its directors, official's officers,
employees, agents, or volunteers.
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3.5.17 Invalidity, Severability: If any portion of this Agreement is declared
invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the
remaining provisions shall continue in full force and effect.
3.5.18 Prohibited Interests: Contractor maintains and warrants that it has
not employed nor retained any company or person, other than a bona fide employee
working solely for Contractor, to solicit or secure this Agreement. Further, Contractor
warrants that it has not paid nor has it agreed to pay any company or person, other than
a bona fide employee working solely for Contractor, any fee, commission, percentage,
brokerage fee, gift or other consideration contingent upon or resulting from the award or
making of this Agreement. Contractor further agrees to file, or shall cause its employees
or subcontractors to file, a Statement of Economic Interest with the City's Filing Officer as
required under state law in the performance of the Services. For breach or violation of
this warranty, City shall have the right to rescind this Agreement without liability. For the
term of this Agreement, no member, officer or employee of City, during the term of his or
her service with City, shall have any direct interest in this Agreement, or obtain any
present or anticipated material benefit arising therefrom.
3.5.19 Equal Opportunity Employment: :Contractor represents that it is an
equal opportunity employer and it shall not discriminate against any subcontractor,
employee or applicant for employment because of race, religion, color, national origin,
handicap, ancestry, sex o, r, age. Such non - discrimination shall include, but not be limited
to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or
recruitment advertising, layoff or termination. Contractor shall also comply with all
relevant provisions of City's Minority Business Enterprise program, Affirmative Action
Plan or other related programs or guidelines currently in effect or hereinafter enacted.
3.5.20 Labor Certification: By its signature hereunder, Contractor certifies
that it is aware of the provisions of Section 3700 of the California Labor Code which
require every employer to be insured against liability for Worker's Compensation or to
undertake self- insurance in accordance with the provisions of that Code, and agrees to
comply with such provisions before commencing the performance of the Services.
3.5.21 Authority to Enter Agreement: Contractor has all requisite power and
authority to conduct its business and to execute, deliver, and perform the Agreement.
Each Party warrants that the individuals who have signed this Agreement have the legal
power, right, and authority to make this Agreement and bind each respective Party.
3.5.22 Counterparts: This Agreement may be signed in counterparts, each
of which shall constitute an original.
3.6 Subcontracting.
3.6.1 Prior Approval Required: Contractor shall not subcontract any
portion of the work required by this Agreement, except as expressly stated herein,
without prior written approval of City. Subcontracts, if any, shall contain a provision
73
City of Rosemead- Rosemead Transit
2015 Request For Proposals
EXHIBIT A
SCOPE OF SERVICES
ENCUMBERS CITY ISSUED REQUEST FOR PROPOSAL DOCUMENTS AND
CONTRACTOR'S PROPOSAL FOR SERVICES
75
City of Rosemead— Rosemead Transit
2015 Request For Proposals
drop down provision providing primary coverage above a maximum $25,000 self -
insured retention for liability not covered by primary but covered by the umbrella.
Coverage shall be provided on a "pay on behalf' basis, with defense costs payable in
addition to policy limits. Policy shall contain a provision obligating insurer at the time
insured's liability is determined, not requiring actual payment by the insured first. There
shall be no cross liability exclusion precluding coverage for claims or suits by one
insured against another. Coverage shall be applicable to City for injury to employees of
Contractor, subcontractors or others involved in the Work. The scope of coverage
provided is subject to approval of City following receipt of proof of insurance as required
herein. Limits are subject to review but in no event less than $1,000,000.00 per
occurrence.
Insurance procured pursuant to these requirements shall be written by insurers that are
licensed carriers in the state of California and with an A.M. Bests rating of A- or better
and a minimum financial size VII.
General conditions pertaining to provision of insurance coverage by Contractor.
Contractor and City agree to the following with respect to insurance provided by
Contractor:
1. Contractor agrees to have its insurer endorse the third party general liability
coverage required herein to include as additional insureds City, its officials,
employees and agents, using standard ISO endorsement No. CG 2010 with an
edition prior to 1992. Contractor also agrees to require all contractors, and
subcontractors to do likewise.
2. No liability insurance coverage provided to comply with this Agreement shall
prohibit Contractor, or Contractor's employees, or agents, from waiving the right
of subrogation prior to a loss. Contractor agrees to waive subrogation rights
against City regardless of the applicability of any insurance proceeds, and to
require all contractors and subcontractors to do likewise.
3. All insurance coverage and limits provided by Contractor and available or
applicable to this agreement are intended to apply to the full extent of the
policies. Nothing contained in this Agreement or any other agreement relating to
the City or its operations limits the application of such insurance coverage.
4. None of the coverages required herein will be in compliance with these
requirements if they include any limiting endorsement of any kind that has not
been first submitted to City and approved of in writing.
5. No liability policy shall contain any provision or definition that would serve to
eliminate so- called "third party action over" claims, including any exclusion for
bodily injury to an employee of the insured or of any contractor or subcontractor.
6. All coverage types and limits required are subject to approval, modification and
M
City of Rosemead - Rosemead Transit
2015 Request For Proposals
coverage, or other solutions
12.The City reserves the right at any time during the term of the contract to change
the amounts and types of insurance required by giving the Contractor ninety (90)
days advance written notice of such change. If such change results in substantial
additional cost to the Contractor, the City will negotiate additional compensation
proportional to the increased benefit to City.
13.For purposes of applying insurance coverage only, this Agreement will be
deemed to have been executed immediately upon any party hereto taking any
steps that can be deemed to be in furtherance of or towards performance of this
Agreement.
14.Contractor acknowledges and agrees that any actual or alleged failure on the
part of City to inform Contractor of non - compliance with any insurance
requirement in no way imposes any additional obligations on City nor does it
waive any rights hereunder in this or any other regard.
15.Contractor will renew the required coverage annually as long as City, or its
employees or agents face an exposure from operations of any type pursuant to
this agreement. This obligation applies whether or not the agreement is canceled
or terminated for any reason. Termination of this obligation is not effective until
City executes a written statement to that effect.
16. Contractor shall provide proof that policies of insurance required herein expiring
during the term of this Agreement have been renewed or replaced with other
policies providing at least the same coverage. Proof that such coverage has
been ordered shall be submitted prior to expiration. A coverage binder or letter
from Contractor's insurance agent to this effect is acceptable. A certificate of
insurance and/or additional insured endorsement as required in these
specifications applicable to the renewing or new coverage must be provided to
City within five days of the expiration of the coverages.
17.The provisions of any workers' compensation or similar act will not limit the
obligations of Contractor under this agreement. Contractor expressly agrees not
to use any statutory immunity defenses under such laws with respect to City, its
employees, officials and agents.
18. Requirements of specific coverage features or limits contained in this section are
not intended as limitations on coverage, limits or other requirements nor as a
waiver of any coverage normally provided by any given policy. Specific reference
to a given coverage feature is for purposes of clarification only as it pertains to a
given issue, and is not intended by any party or insured to be limiting or all -
inclusive.
19. These insurance requirements are intended to be separate and distinct from any
79
City of Rosemead- Rosemead Transit
2015 Request For Proposals
ATTACHMENT B
ROSEMEAD TRANSIT
OPERATING & FINANCIAL DATA
FY 2013 - FY 2015
81
City of Rosemead- Rosemead Transit
2015 Request For Proposals
FISCAL YEAR 2014
EXPLORER
Mond,
Tahl
Paa rs
Revenue
Revenue
Mika
Total
(VeM1kle)
Hours
Toral
(Ve M1ida)
Miles
Fare
jr, 13
11977
782
10,532
Eu
19947
$3,26000
A us1'13
12356
777
10308
809
10.840
$3.43200
Se kmber'13
10326
735
91800
824
10.113
$2.]3150
Qua. I sub
Toms
$.1,659
z,z94
30,640
2,450
31,700
39423.50
Ocbber'13
11 ?31
]91
10,617
622
10,920
$2.904.50
WmmEar13
9640
718
9,429
740
9735
$252900
December '13
11027
750
9,758
780
10,099
$296600
Quarlerz Sub
1o..
31,898
2260
29, SW
x$349.32
30,762
$8,399.50
Jan. '14
9,725
763
9.961
798
10288
$245000
February '14
9.151
IDS
1 9,229
745
9551
$22225D
Mamn 14
10406
789
j 10,103
HD8
19449
$26125D
QuaN&r3 Sub
Tabh
29,20a
;231
29,283
2350
30.289
$)285.00
A nl'14
10,147
770
10,036
810
10,392
$2,43000
May '14
9,907
785
10.083
E.
10,476
$240200
1-14
10630
752
9,864
BW
10,287
$2546.50
Qu..4S.b
Table
30,692
A209
29983
2pz]
31,145
17,370.50
Annual Tabl
116.53)
9,001
119,II0
9,57]
II],89fi
$33,486.50
OMLARIOE
Tool
Pas re
Rev
Hou
Rev
om
(VeM1le
Total
(vehicle)
Moo.
Mlka
Fare
J '13
J* 13
1,203
504
5.261
5.261
63
BM
$54300
A ust'13
1203
499
5115
816
6.2%
8,294
$57500
Se bI
1123
489
4,810
92
5.878
$64050
Sub
T.Sua Sub
Tabh
347$
1,472
1gi
1621
19611
S1,658.50
Manneor
1,289
5P
8
5518
621
$ So
$51150
Nmember'13
1,071
465
4,518
568
5,717
5.617
$81950
Dxn3
1,114
492
4,999
593
6.065
$545 C0
Qoamoor 2xrz sue
Tama
$,674
1,785
18.W
x$602
Jan '14
1217
491
491
4.852
4.052
602
60
5,000
0
5602.50
FebmN'14
1,041
487
,
579
5,761
E5CB.00
Maven
1032
839
8.421
$49950
QURM14
roeb 6u6
Tobh
J 20
6]
1814
(8,062
$1,610.00
A nI 14
1040
9
602
6,309
$176.50
Ma 't4
!. 1.164£
*4,603
599
6,357
556250
Jve'14
1154.`
3
502
5,754
WOES
Ouartx45ub Toms
3,358
71
1,783
18,410
Annual TObl
13,627
53
7,175
73,546
36,576.00
COMMUTER
CONNECT
Monts
Tohl
Psasan a rs
Revenue
Hours
Revenue
Mi @s
Total
(Vehiole)'(Ve
Hours
rohl
M1lde)
Mlles
Fare
'U, '13
242
129
931
144
1106
$12100
105
124
_ _
058
138
1009
$925D
93
157
112
779
125
925
$7850
Sub
584
385
2,568
407
9040
}28z.00
p
190
128
879
141
1,044
$9500
'13
175
108
738
122
806
$8750
l3
253
122
845
146
loll
$12650
Sub
010
356
2,462
411
;171
$30900
January '14
254
126
857
144
io63
$1 RD0
Febna '14
216
115
003
132
944
$13750
Moral 14
279
123
847
142
1,010
$136. SD
Quamr3 Sub
Tobk
749
364
2,537
418
3,017
5371.00
A n1 1
334
130
862
145
lNlS
$15300
May '14
420
120
800
137
941
$211.00
J-'14
372
119
609
137
966
$18600
QuarbN Sub
Table
1,134
370
;411
419
2,925
$55000
Annual TObl
),085
1.454
10.038
1654 1
11,923 1
$1,52200
83
City of Rosemead - Rosemead Transit
2015 Request For Proposals
ATTACHMENT C
SUMMARY OF PRESENT HOURLY EMPLOYEE
POSITIONS, WAGE RANGES AND BENEFITS
BENEFITS:
All full time non probationary employees are eligible for six (6) paid holidays per
year: New years Day, Memorial Day, Independence Day, Labor Day, Thanksgiving
PAID HOLIDAY: Day, and Christmas Day.
PAID TIME OFF (PTO): Al l in l l time employees receive eighty hours(W)per year.
HEALTH:
Employer
Contribution
EMPLOYEE ONLY
]2.00%
EE a SPOUSE
34.45%
EE i CHILDREN
38.71111
FAMILY
24.32%
DENTAL: The employee pays 100% of this cost.
VISION: The employee pays 100% of this cost.
401K PLAN: Provided for employees with no company match.
COMPLEMENTARY EVENT TICKETS: Employees are provided tickets to various sporting events.
DISCOUNT EVENTTICKETS: Employees are able to purchase discounted event tickets to major attractions.
CELL PHONE DISCOUNT: Employees receive discounted prices for cell phones and cell plans.
WAGES
TITIF PAY RATE
Project Manager
Confidential
Maintenance Manager
Confidential
Safety and Traing Manager
Confidential
Accounting
$1100
Dispatcher
$14.25
Dispatcher
$13.00
Resemationist1
$11.00
Reservationirt2
$10.75
Resemationist /Dispatcher3
$10.50
Mechanic
$23.25
Bus Washer /Utility Person
$10.75
Driver)
$10.50
Driver2
$10.50
Driver3
$10.50
Culver4
$11
Drivers
$10.50
Drive r6
$11.50
Driver]
$11.50
Driver8
$11.75
Driver9
$13.65
Driver 10
$14.00
Driver 11 1$14.25
85
City of Rosemead — Rosemead Transit
2015 Request For Proposals
Attachment B
ADDENDUM NO. 1
TO
CITY OF ROSEMEAD
REQUEST FOR PROPOSALS
MANAGEMENT AND OPERATION
OF THE ROSEMEAD TRANSIT SYSTEM
NOTICE TO ALL BIDDERS
This Addendum is attached to and made part of the above entitled specifications from
the City of Rosemead. Each Proposer shall acknowledge receipt of this addendum in
their submitted proposal.
CHANGES TO RFP SPECIFICATIONS
1. RFP Section II. F. Required Submittal Information, second paragraph is revised to
read:
2. Section 3.14 Vehicle Scheduling and Dispatching, second paragraph is revised to
read:
CONTRACTOR shall provide an adequate number of trained and qualified
persons to staff the Dial -A -Ride scheduling and system vehicle dispatching
functions and satisfy the Service Standards defined herein [See Section 3.31.
These staff shall also be responsible for maintaining radio control with all
vehicles in service and for maintaining the daily dispatch log in a format to be
proposed by CONTRACTOR. Dispatch shall be staffed to answer telephones
and monitor radio traffic at all times that Rosemead Transit vehicles are in
service.
3. Section 3.5, Employee Selection and Supervision, fifth paragraph, is revised to read:
CONTRACTOR shall be responsible to recruit a sufficient number of bilingual
employees to ensure that the bilingual communications requirement under
subsection 3.17, herein below, is met.
4. Contract Section 3.3.5, Prevailing Wage, is hereby deleted.
City of Rosemead, RFP for Management and Page 1
Operation of the Rosemead Transit System
Addendum No. 1
Q8. The City is providing a total of 5 vehicles for revenue service. Is the contractor
responsible to provide spare vehicles?
Response: As specified in the RFP on p.4 and, again, on pp.32 -33, two vehicles
will be operated in the Rosemead Dial -A -Ride and two in the Rosemead Explorer
service at peak times. The fifth vehicle will serve as the spare vehicle for both
services. If the Contractor wishes to do on- street shift changes, an administrative
vehicle may be required, which would be the Contractor's responsibility.
Q9. On Board Camera Systems - It states that 2 replacement hard drive units will be
provided. Is this intended as the Contractor will provide these units or the City will?
Response: Provision of the On -Board Camera Systems — including the two (2)
replacement hard drive units -- is a Contractor responsibility. See RFP p. 43.
Q10. Please provide 2 weeks of DAR manifest and /or scheduling reports that show all
trips performed by date, scheduled time, actual time, number of passengers, use of
wheelchair lift, etc.
Response: Please see the documents titled "Manifest Attachment 1 — 4" on the
City Clerk's website.
Q11. Would the City consider increasing the proposal page limit to seventy -five pages?
Would the City consider excluding exhibits, dividers and cover pages from the total
page count? The fifty (50) pages shall include all text pages, tables, figures, exhibits,
divider (tabs) and cover pages, but shall not include required proposal forms,
appendices and attachments to the proposal. Proposers are warned against placing
material information in appendices and /or attachments.
Response: Please see Amendment 1 above.
012. Would the City consider deleting "volunteers' from the list of covered by insurance
or subject to indemnification?
Response: No, volunteers must be included in the indemnification as many of
the City's interns are volunteers.
Q13. DAR Reservations - Are there specific hours passengers can make reservations
for Dial -A -Ride or are reservations possible during any hour DAR is operating?
Response: See Amendment 2 above.
Q14. Will the Price Evaluation be based on Year 1 or the base three years?
Response: The analysis of proposed costs will consider the Base Term of three
years as well as the full potential term of five years.
015. For fixed route service, please clarify if billable time continues past scheduled
hours on the last trip due to exterior factors (traffic, weather, incidents, etc.).
Response: As specified in Section IV, Cost Proposal, variable rate compensation
will be paid on the basis of revenue vehicle hours as defined in Section V, Scope
City of Rosemead, RFP for Management and Page 3
Operation of the Rosemead Transit System
Addendum No. 1
Q22. RFP references a "bilingual communications requirement under subsection 3.16"
but there does not appear to be a requirement in the noted section. Could the City
please provide guidance as to the requirement and what the two languages should be?
Response: See amendment 3 herein. RFP Section 3.17, second paragraph,
specifies that "Contractor shall make special efforts to respond to telephone
service and information requests from patrons ...whose primary language is
other than English." Under Required Qualifications of Contractor, item "I" requires
Contractors to detail the languages that the CONTRACTOR's
reservations /dispatch center staff will be able to immediately support and how
callers using other languages will be accommodated and how quickly such
language services will be able to respond."
Q23. Road Supervision - The 1070 information provided on page 85 does not list a
Road Supervisor. How is road supervision currently provided?
Response: Road supervision is handled by a field supervisor who assists the
Dial -A -Ride and Explorer drivers with any issues in the field.
Q24. What Scheduling & Dispatch system is used by the current operating contractor?
Response: Trapeze.
Q25. What are the current inspection dates the Contractor needs to have an inspector
at the plant? What is the current delivery schedule for the buses to Rosemead?
Response: The vehicles are presently expected to be completed for delivery on
or about September 1, 2015, which suggests that in -plant inspections will be
needed in mid - August. The exact dates for pre - delivery inspections by the
selected Contractor are not yet known and will be coordinated between the City,
Creative Bus Sales and the selected Contractor.
Q26. ACD Reports - Please provide ACD reports showing current call volume, broken
down by weekday, Saturday and Sunday to include hourly levels if possible.
Response: This data is not presently available.
Q27. Please clarify any specifics required relating to phone and data lines needed.
Number of lines, data line type (Cable, T -1, TDD, etc.).
Response: See 3.17, Telephone Reservations and Information System, where
the second paragraph specifies "...a minimum of three lines in rotary." The City
has no specific requirements for data lines.
Q28. How are current calls handled for passengers using the listed languages in this
section and can you provide any numbers or volume of calls for each of the languages?
Response: The present Contractor utilizes a third party language line. They
perform a 3 -way conference call with the passenger. The agent contacts the
number for interpreters, provides access code and connects the call between
passenger and interpreter.
City of Rosemead, RFP for Management and Page 5
Operation of the Rosemead Transit System
Addendum No. f
Q36. Please provide the percentage of time each of the employees listed on the 1070
form are dedicated to supporting /operating the Rosemead service? Are the Accounting,
Dispatch, Reservations, Mechanic and Utility person all 100% dedicated to Rosemead
and their costs included in the current contractors rate?
Response: This information is proprietary and not available to the City.
Q37. Please provide a seniority date for each of the positions /employees listed to
indicate their length of employment on this contract and /or with the current contractor.
Response: Pursuant to Labor Code Section 1070, the seniority list will be
provided to the selected Contractor after their selection, not at this stage in the
procurement.
Q38. Are the current drivers /employees part of a labor union? If yes, please provide a
copy of the current labor agreement and the contact name and number for the union
representative.
Response: The present employees are not represented by a union.
Q39. Please provide the current rates paid to the existing contractor for variable and
fixed costs. Also, please indicate the total amount paid to the contractor for the last
fiscal year.
Response: The current Contractor rates are shown in the invoice included in the
Contractor's Monthly Operations Reports for February, March and April 2015,
which are available on the City Clerk's website at
http://www.cityofrosemead.org/index.aspx?page=278
The total compensation paid to the Contractor during the 2013 -2014 year was $
$994,578.88.
Q40. How many years has the existing contractor held this contract including
extensions?
Response: 7 years, since 2008.
Q41. Please provide copies of the last three months of management reports from the
Contractor.
Response: These have been posted to the City Clerk's website at
http://www.cityofrosemead.org/index.aspx?page=278
Q42. Please provide copies of the last three months of invoices from the Contractor.
Response: These are included in each month's Monthly Operations Report.
Q43. Please provide a copy of the current contract for these services.
Response: The current contract, including any amendments, has been scanned
and posted to the City Clerk's website at
http://www.cityofrosemead.org/index.aspx?page=278
City of Rosemead, RFP for Management and Page 7
Operation of the Rosemead Transit System
Addendum No. 1
Response: See Section 2.6, Street Furnishings, which states "CITY shall be
responsible for the purchasing and maintenance of all transit related street
furnishings within the CITY limits."
Q51. Is a performance or Bid bond required?
Response: No.
Q52. Are key managers (PM, OM, MM, SM) required to be full time dedicated to this
project? (Page 35 of the RFP suggests a FT dedicated PM).
Response: Section 3.4 requires that the Project Manager responsible for the
Rosemead Transit project to be full -time to the operations facility, not to the
Rosemead contract. Section 3.4 states "It is understood that, while full -time to
this facility, the Project Manager may have other project management
responsibilities in addition to Rosemead Transit and these are to be disclosed in
CONTRACTOR'S proposal."
Q53. Please explain the vehicle turn over inspection process should a new contractor
be selected.
Response: Please read RFP Sections 2.1 and 3.15.1, both titled Revenue
Vehicles.
Q54. Please provide information on the current labor force. Please include employee
counts by job category, hire dates, wage rates, last date of wage increase, benefits plan
designs (including premiums and deductibles) and participation rates, paid time off. This
information is critical to all submitting firms, especially if non - incumbent proposers are
required to comply with Section 13(c)/5333(b).
Response: See Attachment C to the RFP which contains the information required
by California Labor Code Section 1070.
Q55. If 13(c)/5333(b) does apply, please provide information on any past claims or
decisions.
Response: Section 13(c) does not apply.
056. What is the turnover rate for drivers over the last 12 months?
Response: This is proprietary information not available to the City.
Q57. Please provide a breakdown of revenue miles, deadhead miles, revenue hours,
and deadhead hours for the last twelve (12) months.
Response: This information for the past three months is contained in the Monthly
Operating Reports. See response to Qx. 46.
Q58. Please provide a one year history of billing rates and total costs.
Response: See response to Qx. 39.
City of Rosemead, RFP for Management and Page 9
Operation of the Rosemead Transit System
Addendum No. 1
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June 15, 2015
Matt Hawkesworth, Assistant City Manager
City of Rosemead
City Clerk's Office
Transit Service RFP
8838 E. Valley Blvd.
Rosemead, CA 91770
First 60 Transit
First Transit, Inc.
600 Vine Street, Suite 1400
Cincinnati, OH 45202
Phone: 513 241.2200
Fax: 513.684.8652
Re: RFP for Management and Operation of the Rosemead Transit System
Dear Mr. Hawkesworth:
We are pleased to have the opportunity to participate in the City of Rosemeed's
procurement for the Management and Operation of the Rosemead Transit System Dial -
A -Ride & Explorer Service. We understand the requirements for these important
transportation services as defined in the RFP and, in response, we are prepared to
provide high-quality transportation services at a competitive price.
Experienced Transportation Provider
Enjoying nearly 60 years of transportation operations and management experience with
over 240 current clients, First Transit is the best contractor to manage this service for
the City of Rosemead. Standing on a record of performance and commitment to safety
and quality, First Transit and its employees understand the unique and complex nature
of the Rosemead Transit operations.
Our Competitive Service Advantage
The Rosemead Transit services, through the management and operations provided by
First Transit, will offer on -time, safe, and reliable transportation to the City of
Rosemead's ridership, while economically and efficiently providing value to the City.
By partnering with First Transit, the City of Rosemead will receive the following benefits
and enhanced services from an industry leader:
The City of Rosemead will benefit from the selection of First Transit and our enhanced
services:
E,
• Our facility is located 2.2 miles from City Hall. It is located at 4337 Rowland
Ave, El Monte and will enable low deadhead travel and timely support
• We have a local management team a few miles away who will be able to
closely supervise this service and will be easily accessible to the City of
Rosemead
• Our Maintenance Manager, James Harwood, is a triple ASE Master Technician
highly qualified to maintain and care for the newly purchased City fleet
• Our contracted services are known for low driver turnover; we will select
customer - oriented operators and offer a respectful, fair, and quality work
environment with an increased starting wage of $12.00 per hour.
• Our Avaya phone system, Simpli by Trapeze for Dial -A -Ride and our FirstBase
maintenance software will ensure detailed reports of service for the City
• Our comprehensive safety programs and training processes provide
professional training for operators that will lead to delivery of safe, customer -
oriented services
• The power of our national network of managers and transportation
professionals, providing Instant information sharing on a variety of transit
matters
• Our company's recognition for safety and quality operations awarded by
APTA and the National Safety Council
We acknowledge the receipt of Addendum 1 and our proposal shall remain in effect
for a minimum of one hundred twenty (120) days after the final proposal submission
date.
We are extremely excited about the possibility of partnering with the City of Rosemead
in the provision of these important transportation services. Should you have questions
concerning any aspect of our proposal or wish to schedule a meeting to discuss the
ability of First Transit and our management team to successfully operate your
transportation services, please feel free to contact David A. Smith, Director of Business
Development, at (707) 694 -3932, david.a.amith@firstgrouip.com. We look forward to
discussing our proposal with you.
S' rely,
o ✓ ✓Y
�
Beecham, Assistant Secretary
First Transit, Inc.
U
REQUIRED QUALIFICATIONS OF CONTRACTOR
Technical Proposal
Fn,st ri Transit
TABLE OF CONTENTS
FIRST TRANSIT PROPOSAL
Contents
A.
B.
C.
D.
Experience
Organization
Resource Allocation
Staffing
1
7
13
13
E.
Hiring and Personnel Policies
20
F.
Accounting and Reporting
27
G.
Insurance and Indemnity
28
H.
Financial Responsibility
28
I.
Reservations & Dispatch Function
29
J.
Equipment
42
K.
Operations and Maintenance Facility
43
L
Maintenance __
44
M.
Safety Program
_51
N.
Screening and Selection Program
56
O.
Training and Retraining Program
58
P.
Data Collection and Reporting
63
R.
Transition Plan and Time Schedule
63
Y - -- - -- -- -- _'a1e -0
REQUIRED QUALIFICATIONS
A. Experience
With 242 locations in 39 states, Puerto
Rico and four Canadian provinces, First
Transit sets the standard for
J "°
excellence in transportation. Global In
scale and local in approach, we cant' - _, •+,,
° °•� *r" - "'
approximately 330 million passengers -�`� „
• , ;
across more than 390 million miles
.,
annually. First Transit has approximately
- -
16,000 employees and operates 11,200
--
buses/vehicles. We are a market leader
-
in each of our core business segments: • A,sr T ans,1
_ _.._-
• Fixed route
•
^
• Shuttle (University, Airport, Commercial)
Shuttle (University,
y 6
• Transportation Call Centers
Each and every day for nearly 60 years, First Transit
managers and employees deliver safe, high quality,
cost effective service in challenging political,
economic, social, and operating environments. With
the best safety record in the Industry, the highest
customer service standards and the best training
available, First Transit offers our customers the
optimal solution for their transportation needs.
With innovative technologies like Predictive
Maintenance Analytics to stop vehicle breakdowns
before they occur and our proprietary Info -Suite
Applications to optimize operational parameters, we
keep our customers on the cutting edge of the
transportation industry. By working with our partners
to introduce new fleets, powered by alternative fuels
when possible and endorsing the latest in clean
engine technology, First Transit has achieved a 6.7%
reduction carbon emissions during 2013 -14.
I
96% of First Transit services
were on time in 2013 -2014.
.13 AFR
First Transit leads the way
in safety, with an accident
frequency rating of only .13
per 100, 000 miles in 2013-
14.
m.
Proven Performance
is
C9 �. l J
Although the sheer number of our contracts
impressive, what Is really important is the quality of
"Our relationship with First
service First Transit has brought to each and every
Transit can be best
one of our locations, the strong relationships with our
In a recent customer
clients and the improved transportation services for
Satisfaction survey, 92.7%
our shared customers.
of our customers agreed
First Transit's Values
that First Transit has "gone
LONGEVITY
above and beyond to
Nothing illustrates First Transit's strength as a
deliver on contractual
transportation provider like the number of customers
requirements."
who choose to stay with First Transit, renewing
values into their own."
contracts with us over and over again. When First
- Ronnie Siriani, NJ
Transit makes a promise to our customers, we stand
TRANSIT
by it. Many of our clients have been with First Transit
A Trusted
for decades.
In FY 2013 -14, 92 percent of our current
Partner
customers chose to renew contracts with First
Transit when they expired. When extension
"Our relationship with First
years to current contracts were available, 97
Transit can be best
percent of our customers chose to exercise
described as a partnership.
them.
We operate in close
communication with First
First Transit's Values
Transit, who understands
Heidi Miller, a highly experienced manager, will
our goals, needs, priorities
provide the necessary leadership to build our
and focus on the customer
operation on the foundation of First Transit's
and has internalized our
Values.
values into their own."
• Committed to Customers
- Ronnie Siriani, NJ
• Dedicated to Safety
TRANSIT
• Supportive of each other
• Accountable for Performance
• Setting the Highest Standards
These five values are at the heart of every First Transit operation. In our partnership with the City of
Rosemead, our service will be characterized by:
• Reliable transportation ensuring passengers and employees arrive at their destination safely
• A focused approach in dispatch operations and road supervision
First ri Transit
• Client support and transparent communications to achieve greater quality service and cost
effectiveness
• Hiring the right people, offering them industry- leading training, competitive wages to improve
retention, and supporting them each day to allow them to care for the City of Rosemead's
passengers as if they are members of our family
• On time performance using innovative approaches, local leadership, and organizational
support from First Transit industry leaders
• Industry- leading best practices and new technologies
• Community involvement, active resolution of customer concerns, and supporting the City's
initiatives
From the contract award, the First Transit team will work in cooperation with the City of Rosemead
and strive each day to exceed the expectations of our passengers, the community, and the City of
Rosemead staff.
Statement of Qualifications
As the largest transit contracting company in North America, First Transit is the most qualified partner
for the City of Rosemead to operate your transportation services. Utilizing our experience managing
hundreds of contracts, we deliver the highest quality customer service at a competitive price.
First Transit runs paratransit, fixed route transit, call center as well as commuter and specialized
services. This has provided us a highly diversified transit background for which to approach the City
of Rosemead's specific needs in community transportation.
As this project progresses, you will have the full support of First Transit's corporate office and our
West Region. These teams will provide veteran support throughout the operation, including the areas
of safety, training, maintenance, administration, accounting, insurance claims management, and
human resources.
From full transit operations to transit management solutions, we provide the expertise you need while
maximizing your transit budget dollars.
At First Transit, our people strive to provide our
►„�� communities the most dependable and forward -
thinking transportation service solutions. As your
neighbors, we work diligently to bring you the best
value and care. You can trust that we'll be here for you
today, tomorrow, and every day.
------- - - - - -- - -- - 0
A 4M
O E AD
wn
wa
California Experience
With over 70 locations across the State of California, FirstGroup America (including First Transit,
First Vehicle Services, First Student and Greyhound) is by far the largest private supplier of
transportation services in the slate. With the additions of Anaheim Resort Transportation, Pomona
Valley Transit Authority and Chapman University, First Transit and First Vehicle Services alone
have 39 separate contracts In California.
isit's California locations include all
transit operations, from shuttle
with just a couple vehicles, to
d route and paratransit operations
ireds of vehicles.
i in the map to the left, First Transit
Vehicle Services' multiple
t locations provide opportunities for
tsources and development of best
i with existing and future First
cations.
FGA contributes more
to California's economy
than to any other state
in the U.S. — well over
$175 Million in payroll
for our 7,012 California
employees.
�'i T - - �.
Frst i'i Transit
Quality Performance
A
Although the sheer number of our contracts are
LJ
impressive, what is really important Is the quality of
service First Transit has brought to each and every one
of our [orations, the strong relationships with our clients
Number of years First
and the improved transportation services for our shared
Transit has operated fixed
customers.
route and paratransit
"The local First Transit team is
services for the Eastern
supported by an extensive corporate
Contra Costa Transit
Authority in Antioch, CA
team that has been invaluable over the
years. 1 am impressed with the depth
of available support, the ongoing
3 6
training provided to the local
management team, and the overall
approach to employee management."
Number of years First
Jeanne Krieg, Eastern Contra Costa
Transit has done business
in the State of California
Transit Authority Chief Executive
Officer
LONGEVITY
Nothing speaks to our strength as a transportation provider like the number of clients who renew
contracts with First Transit again and again. First Transit has a strong record company -wide, but
even more so with our California locations. Many of our California clients have been with First
Transit for two decades or more!
Our Certificate of Good Standing with the California
a.9 Secretary of State has been in place since 1977.
CALIFORNIA HIGHWAY PATROL (CHIP) INSPECTIONS
We can assure The City of Rosemead that we are committed to operating our facilities in a manner
that merits positive ratings from regulatory agencies, including California Highway Patrol (CHIP)
inspections. We take great pride in our preventive maintenance programs for both fleet and facility
and ensure that all aspects of our operation meet our standards for excellence. First Transit has
never failed a CHIP inspection due to mechanical fault.
Ili
- - -- !'' T�` �'
mad
DBE PARTICIPATION
First Transit is committed to providing diverse companies with opportunities to grow and develop. At
many of our California operations, First Transit well exceeds the goal set forth by our customers for
disadvantaged, small and minority -owned business participation. In 2011, First Transit was
nominated for the California Disability Services Association's Excellence In Employment Award
Program for our commitment to diversity in the workplace, demonstrated by our efforts to expand
job opportunities for persons with developmental disabilities in San Diego, CA.
ALTERNATIVE FUELS
Should the City ever decide to research or move to alternative fuels, First Transit supports and
encourages the use of alternative fuels in our transit operations, and the majority of our efforts have
been concentrated in the State of California.
In 1992, Laidlaw (now part of First Transit) inaugurated the first fully dedicated fleet of CNG
vehicles for LADOT in the San Fernando Valley
• We operate a fleet of 170 CNG buses as well as electric - powered vehicles for Foothill
Transit at our Pomona, CA operation
• We have operated liquid propane gas - fueled vehicles for LADOT in Los Angeles, and in the
cities of Glendale and Cerritos
• Under an earlier contract with LADOT, we operated approximately 60 LPG - fueled buses for
the Downtown DASH service
• Experience with electric vehicles includes the cities of Burbank and Pasadena, CA, and a
three -year demonstration project for the City of San Pedro, CA
• At Foothill Transit, we currently operate and maintain electric Ecoliner buses - all- electric,
battery powered, full -size coaches
AWARDS AND RECOGNITIONS
The North County Transit District received the Grand Golden Watchdog Award in 2013 after
contracting with First Transit to reduce the costs of operations.
Through a focus on efficiency, cost savings, and continuous
improvement, First Transit saved NCTD approximately $1.9M in the
first year, and anticipates an average of $6AM annually over the
seven year contract.
Additional recent transit industry awards in the State of California have included:
• TH Delta Transit, Eastern Contra Costa Transit Authority - named the best system of its size in
North America (four million and under passenger category) by the American Public
Transportation Association (APIA) for 2014
• Service Provider of the Year from San Andreas Regional Center- Santa Cruz
---___ - I ---------------------------------
_
. .
First ri Transit
• Certified Community Transit Managers by the CTAA -District Manager Tim McGowan,
Pasadena and General Manager Phil Pumphrey, Omnitrans
• CTAA Rural System of the Year- Estuary Transit District
• Top Honors, San Diego County Taxpayers Association -North County Transit District
References
First Transit recognizes the importance of being a good partner in delivering a cost effective, high
quality solution to the clients that we serve. We are proud to present client references to the City of
Rosemead to contact which have been included on the required reference form.
B. Organization
First Transit, Inc. is a firm with great success in professional transportation services for both public
and private transportation programs throughout the United States. As an industry leader and
innovator in transportation, and has been for nearly 60 years, First Transit has demonstrated our
ability to design, implement, and manage transportation systems of all saes and levels of complexity.
We leverage the scale of our intemational company with the expertise of highly qualified local
management teams to ensure the productive and efficient operation of our services.
First Transit's experienced approach provides the City of Rosemead with multiple resources to
continuously improve service provision, and reinforces our capabilities to be your preferred service
provider.
First Transit. Inc.
600 Vine Street, Suite 1400 Cincinnati, OH 45202
Transit Contracting, Transit Management, Transit Consulting
David A. Smith
Director of Business Development
280 Silver Eagle Way
Vacaville, CA 95688
[p] 512 - 284 -5641
[f] 512- 402 -5850
[e] David.ASmith ®fvstgroup.com
Corporation
Keith Whalen
SVP Business Development
600 Vine Street, Suite 1400
Cincinnati, Ohio 45202
[p] 513.419.8587
[f] 513.664.8852
[e] keith.whalen@frrstgroup.com
Delaware in 1969
Employs more than 16,000 people; Manages 4,000 employees
23-1716119
rr Motor Carrier 900199DWA
Brad Thomas, President
Michael Sims, Treasurer Brian Beecham, Asst. Secretary
Bruce J. Ranch, Secretary Michael L. Petrucci, Asst Secretary
Susan Whittaker, Asst. Secretary
Jim Tipped, SVP of Finance
Eric Estell, Region Vice President
800 Vine Street, Suite 1400 Cincinnati, OH 45202
[p] 972 - 849-5424 [1] 480- 458 -5803 [e] eric.estell0firstgrouo com
Management Approach
First Transit implements a five -part management approach at each location to support successful
operations for our customers. For our partnership with the City of Rosemead, the five parts will
consist of the following:
• Heidi Miller, Project manager serving the City of Rosemead on -site for successful
performance and operational transparency
• Eric Estell, Region Vice President (RVP) overseeing our management of the system to
ensure customer satisfaction
• Regional Customer Support Staff, composed of seasoned professionals, enhancing system
efficiency and effectiveness
• Value -Added Services implemented in coordination with the City of Rosemead, bus line
inspections, improving passenger satisfaction, cost-containment. and reporting of transit
information for efficient operations
• A Nationwide Transit Network of First Transit customers and staff to share information and
experiences, incorporate operational best practices, and provide continuous improvement for
the City of Rosemead service
First Transit takes great pride in offering more than just experienced managers to our customers. We
offer a comprehensive package that includes expertise from across the country. In addition to our
resident transit professionals to manage the City of Rosemead system, First Transit's team will draw
upon an unparalleled nationwide transit network, a rich and diverse collection of experience, to
support the success of daily operations.
Management Structure
First Transit's local management team dedicated to the City of Rosemead will operate under a
system of shared accountability. As part of our Values Pledge, Accountable for Performance, every
decision matters; we do the right thing to achieve our goals. All team members will work
cooperatively to manage daily responsibilities across functional areas, to provide the City of
i -
Feist ri Transit
Rosemead with quality transit services, and an unparalleled partnership to support your transit goals
into the future.
Responsibilities for individual team members will be aligned with First Transit's Values, and your
specific goals, to maintain the highest level of safety, customer care, account service, and
professionalism.
The City of Rosemead Local Management Team
The key to any successful operation is an experienced, motivated, and high - performing management
team. First Transit has assembled an exceptional group of men and women to lead the City of
Rosemead transit system our management team brings proven knowledge of the transit Industry,
local service area knowledge, experience leading successful organizations, and the energy and
passion for delivering efficient operatlons. Additionally, a representative from the management team
will always be on call to respond to the City's concerns or emergencies, ensuring proactive and
responsive service 24 hours a day.
Resumes for our key personnel have been included as an Attachment.
i:
' First Transit's team will uphold our Vision and Values,
providing the City of Rosemead with exceptional
transit service while adhering to our strict codes of
ethics and safety.
Heidi Miller, Project Manager
First Transit is pleased to propose Heidi Miller as Project Manager for Rosemead operations. Heidi
has nearly 35 years of experience in the transit industry with over 20 years of management
experience starting as an accounting manager in the 1990s and serving as a Project Manager for the
past 15 years out of First Transit's El Monte facility where she has managed a variety of services.
which currently includes operations for the City of Monterey Park (starting in July), City of Paramount,
City of San Gabriel, City of Sierra Madre, and the City of San Femando. This experience makes Heidi
an excellent choice for Project Manager for the Rosemead service.
Heidi's skills in developing policies and procedures that contribute to ridership growth, successful
employee recruitment, and quality customer service makes her an excellent choice for the Project
Manager position.
Heidi will be dedicated to supporting the City of Rosemead, performing all on -site management
duties on your behalf, and with complete decision- making authority regarding the operation of transit
services. She will be scheduled to work a minimum of 40 hours per week, and available by cell phone
when not in the office.
r - -.r
M2 do
Bill Vicent, Operations / Safety & Training Manager
First Transit is pleased to propose Bill Vicent as Operations! Safety & Training Manager for
Rosemead operations. Bill has 14 years of management experience in the transit industry as an
Operations Manager and Road Supervisor. As an Operations Manager and Road Supervisor, 6111
gained valuable experience that will promote the Rosemead service as he knows how to efficiently
and effectively operate transit systems on a day to day basis.
As Operations Manager, Bill will direct day -to -day operations of the Rosemead transit system,
including supervision of staff, performance monitoring, safety oversight, and prompt resolution of
service concerns. He is fully qualified to step into the role of acting Project Manager, should the need
arise. In addition, as a TSI certified trainer, Bill will oversee all aspects of operator training. Bill will
also conduct regulady scheduled safety meetings with maintenance and operations personnel, and
fleet operators.
Bill will be responsible for ensuring the safe, cost- effective, and on -time operating performance of the
transit system. Under his direction, we will meet all service delivery standards set forth in our client
contract.
James Harwood, Maintenance Manager
First Transit Is pleased to propose James Harwood as maintenance manager for Rosemead
operations. James has served as General Manager of a repair shop for 6 years, as a Maintenance
Manager for 8 years and as an Assistant Maintenance Manager for 2 years. With nearly 16 years of
experience managing maintenance and repair, James is an exceptional candidate for Rosemead
service. James is an ASE Master Technician and we have included his extensive ASE certifications to
demonstrate his experience and capability along with his resume on the following pages.
James will provide general maintenance management oversight for Rosemead. He will be responsible
for all Rosemead Fleet maintenance, repair, and Weaning activities, along with personnel
management, safety and security oversight, and suggestions for continuous process improvements.
The City of Rosemead Region Management Team
Supporting the City of Rosemead will be First Transit's Region Management Team. These diverse
and highly qualified individuals will provide experienced support throughout the operation, including
the areas of safety, training, maintenance, administration, accounting, insurance claims management,
and human resources.
-Ins T.a-s t.
--- ------
----------- -----------
First ri Transit
West Region Support Staff
NICK PROMPONAS, SENIOR VICE PRESIDENT
Nick leads First Transit's regional team, managing operating contracts in the Western United States
and Alberta, Canada. He nearly 30 years' experience in the transit industry. Including over 20 years
with First Transit. He has managed in all of our product lines including Transit Management, Call
Centers, and Transit Contracting.
Nick knows virtually every level of transit industry. He began his career as a bus operator for the
student -run transit service at his alma mater, Bridgewater State College, where he earned a Bachelor
of Science degree in Industrial Psychology. Nick has served as both an At -Large Board Member of
the American Public Transportation Association (APIA) and as the Chair of the Arizona Transit
Association's Training and Education Committee. He is also a graduate of Leadership APTA and
serves as a Board Member of About Care, a non -profit organization services to the elderly and home
bound in the East Valley of Phoenix, AZ.
ERIC ESTELL, REGION VICE PRESIDENT — SOUTH
Eric is currently responsible for over 20 contracts at 15 operating locations throughout Southern
California, Arizona, and Nevada, with approximate annual revenues of $174 million. He has more than
40 years of transportation experience and uses his wealth of knowledge to help drive successful
project startups and ongoing quality control. Eric's responsibilities include complete project
oversight, planning and administration. His provides valuable guidance in creating effective and
efficient operations, well- trained staffs, and clear communication channels throughout his operational
areas. Eric is headquartered in Tempe, AZ, and spends much of his time in Southern California.
JESSE ROACH, DIRECTOR OF OPERATIONS — SOUTH
Reporting to First Transit's region vice president, Jesse is responsible for complete project oversight,
Planning, and administrative support for the company's public transit projects in the southwest
region. He also oversees budget preparation, establishes project- staffing levels, serves as a customer
liaison, and helps to build community relationships. With over 38 years of experience, Jesse works
closely with our General Managers to monitor and evaluate the efficiency of our staff, our
communications, and the level of morale within operational areas.
GRANT HENDRICK, DIRECTOR OF MAINTENANCE
Grant has more than 32 years' experience In bus fleet maintenance. He provides oversight of regional
maintenance functions, in the Western US and Western Canada.
In his role Grant carefully monitors budget preparation, maintenance expenses, maintenance
standards, repair efficiencies, and maintenance training programs. He is currently responsible for
more than 2,700 diesel, CNG, LNG, and propane - powered vehicles, including cutaways, transit
buses and OTR coaches.
i,o -::,,. m.
r;.
BLAKE VAUGHAN, SENIOR DIRECTOR OF SAFETY
Blake has almost 40 years of transportation experience and has earned a Master Degree in Business
Administration. As Senior Director of Safety, Blake provides front -line safety and security support for
First Transit's public transportation operations in the United States and Canada. Blake also leads our
regional safety team and has oversight for the safety analysis of operations for the West Region. He
formulates action plans for accident reduction, Worker's Compensation claims management, Injury
reduction, and safety management. He and his team also evaluate and train our driver trainers and
work closely with our Operations and Safety Managers to help them understand and follow company
and the City of Rosemead policies and procedures. Blake is located in Vancouver, WA.
JOYCE DILLEY, DIRECTOR OF HUMAN RESOURCES
Joyce provides technical support for personnel matters throughout our West Region locations. She is
responsible for compliance with all company and the City of Rosemead policies, along with all local,
state and federal laws applying to personnel management. Joyce will make periodic visits to the City
of Rosemead operation to evaluate local teams and help them work through any issues related to
procedural or legal compliance.
OLGA WATERWORTH, DIRECTOR OF FINANCE
As Director of Finance, Olga provides management reporting and analyses of all financial and
operating data for our West Region locations. She is responsible for business and financial forecasts
for the division and each of its locations. Olga also prepares financial and business updates, progress
and variance reports, and other ad hoc reports for management evaluation.
Corporate Support Staff
First Transit provides our local management teams with expert support by both regional and
corporate oversight with all operations and maintenance functions by the following support staff.
Bradley Thomas, President
Keith Whalen, SVP - Business Development
Thomas Harris, VP - Safety and Human Resources
James Tipper, SVP - Finance
Tim Young, SVP - Human Resources and Labor Relations (FGA)
Tom Secrest, VP and Labor Relations
Michael Pettruci, VP and Deputy General Council
Todd Hawkins, SVP - Maintenance
Fxr9 ri Transit
C. Resource Allocation
First Transit's approach to the Rosemead Transit services is to identify the best practices of the
transportation industry and to implement them using the best qualified local and regional support
staff. The implementation and operation, maintenance, and management of these practices by our
current Et Monte staff and retained Rosemead Transit employees ensure continuity of service by a
dedicated team. Through daily diligent monitoring of our operations, we can immediately identify
issues, trends, and good performance.
First Transit's work plan describes our approach to address the scope of work identified in this RFP,
as well as the activity necessary to fulfill the federal and local requirements in order to provide quality
and effective Rosemead Transit services. As a previous provider of these services, we have firsthand
knowledge of the intricacies of the operation of the curb to curb demand responsive transportation
services as well as the fixed route Explorer services. We have reviewed the City's RFP, addendum
and provided reports as well as the current operations in Rosemead and best practices from our
operations nationwide in the development of our technical proposal. Our detailed budget breakdown
on the provided proposal form has been included following our cover letter.
The two vehicle dial -a -ride service (365 days per year) provides seniors (55 +) and individuals with
permanent disabilities transportation within five miles of city limits, and medical appointments to the
Kaiser Hospital facility in Baldwin Park and the Huntington Memorial Hospital area in Pasadena. The
Explorer community fixed route services (362 days per year) operates within the city with two buses
operating a single route in opposite directions.
First Transit understands that we will be responsible for providing the necessary management,
technical and operating service for the successful operation of the Rosemead Transit services. In
addition, First Transit will meet all of the City's performance goals and successfully manage the level
of services required.
Details on stalling and our operations plan is included in the following Section D. "Staffing" and
Section I. "Reservations & Dispatching Function."
D. Staffing
First Transit conducts a thorough analysis of current operations to determine proper staffing levels in
the development of our proposals. This analysis includes review of First Transit's current operations
of similar size and scope, as well as understanding local employment trends as they relate to the City
of Rosemead's operations. To determine adequate staffing levels, we consider
• Calculation of staffing by RFP revenue hours
• Estimation and analysis of employee turnover rates at similar locations
• Data of staff call -off tendencies
• Historical review of projected overtime hours compared to actual usage
Upon contract award, we continue to monitor staffing levels and employee development to make
adjustments as necessary to ensure optimal contract performance. First Transit Sets the Highest
Standards and we are Accountable for our Performance. We ensure that every employee
providing service to the City of Rosemead has the skills needed for exceptional customer service,
and the management support for success every day. Our review of staffing levels and development
includes:
• Planning training classes for anticipated staff needs
• Conducting refresher training sessions, as needed
• Managing and adjusting extra board driver hours, as needed
• Using standby operators to review schedules with dispatch staff
• On -road training with road supervisors and substitute operators
• Reviewing probationary employee development for success
All of these efforts allow us to better maintain costs, adhere to schedules, maximize on -time
performance, promote professionalism, and meet all of the City of Rosemead's quality and customer
service requirements.
Workforce Retention
First Transit realizes that stabilizing the workforce is critical to the efficiency and effectiveness of the
start-up process, and eases the difficulty of transitioning from one contractor to another. It can be
achieved through the following simple but effective methods:
• Immediate and constant communications with employees
• Competitive wages and benefits
• Performance incentives based on attendance and safety
• Clearly defined work rules
• Consistent, fair treatment of all employees
• An open -door policy on the part of corporate, managerial and supervisory staff
Upon contract award, First Transit will hold an introduction meeting for the current employees and
make offer letters contingent upon passing background checks and pre - employment drug screens.
First Transit is increasing the starting wage to $12 per hour and offering equivalent benefits to those
provided by the current contractor to focus on retention and stability for the service. That offer shall
state the time within which the employee must accept the offer, but in no case less than 10 days.
First Transit plans to offer employment to the current Rosemead Transit employees in accordance
with California Labor Code Sec. 1070 -1074.
The chart below outlines our anticipated staffing levels, based on the information provided in this
RFP. First Transit will provide sufficient oversight personnel and direction during all hours of
operation. Management personnel are listed as full -time recognizing that they support other
operations while remaining available to the City at all times.
----- --- --- - - ----'-- - -----
First ri Transit
Position
Project Manager
Wages (per hour)
i Salary
Staffing
Operations & Safery/I raining
Manager
Salary
,
1 FT
DispatcFJRoad Supervisor
$15.00
3 FT
Reservationists
$12.00
2 Ff
Manager
Salary
1 IFT
�Maintenance
"B" Mechanic
i $2325
1 FT i
lity Worker
$12.00
1 IFT
Bus Operator
$12.00 starung/$12 87 avg.
10 FFE.
In addition, our proposal staffing schedules have been included as an Attachment.
Job Descriptions
The following brief descriptions reflect the primary duties and responsibilities of our staff.
I
stranding meetings and serving on commiitesg upon request; r...... g o/
key performance factors; budgetary analysis quality control acbvlhas;
1
I screening and hiring programs.
Opera4ons5efelyRraining
� Oversight of operational activities including safety and training, dispatch,
Manager
i reservations and scheduling; rtronrtor radio communications; perform
operation monitoring activities including on -board observations,
unobserved monitoring, passenger surveys and interviews;
Driver
_ _
'. Act as primary passenger relatrons contact; Performrunsas schetluled;
assist as
Passengers as needed; and complete pre- tdp/post -trip vehicle
inspections.
DlspetchedgexrvafloNS<
Distribute trip manifests; process pre- hfpipos[ trip vehicle inspection
reports; monitor radio communications; answer phone calls and schedule
trips as needed; complete operational reports.
Manrtenance Manager
! Schedules preventive maintenance - - _
performs quality control inspections;
'
and oversight ofernem Performed including warranty
major
work, body wok, and major rebuilds. Penorm preventive maintenance
Perform r
and general repair functions,rs; and dagr maintain vehicle history
records, complete work orders; and enter information into maintenance
inform,
software program.'
Tednician
maintenance _ — _____— _. .__ _
Perform preventive maintenance and general repair functions vehcle
diagnostics, maintain vehicle history records, complete work orders and
enter information into maintenance software program.
Ub6 Worker
ty
—__.
Perform scheduletl cleaning and fueling tuncnons Check fluid levels
maintain accurate records and daily logs; other duties as assigned by
Maintenance Manager.
- - - --
Resumes for our proposed management team has been included as an Attachment.
Organizational Chart
--------------------------------
First ri Transit
Employee Benefits Program
First Transit understands the importance of a robust benefits package to promote employee retention
and satisfaction. As described below, our benefits include health, vision and dental insurance,
vacation and holiday pay, as well as disability and retirement plans and many other incentives.
Our employees are offered a Kaiser medical plan, with set deductibles and annual out -of- pocket
maxlmums. Employees have the option of choosing coverage for themselves, for the employee and a
spouse, or for the employee's family. We also offer domestic partner benefit options for all
employees.
New salaried employees are eligible for their benefits the first of the month, following 30 days of
employment. Hourly employees have a 60-day waiting period.
Our health plans include coverage of the following:
• Physician office visits
• Major medical
• Wellness benefits (certain cancer screening, annual physicals, well baby care)
• Voluntary disease management programs (e.g.. asthma, diabetes, congestive heart failure)
• Vision discount plan
• Prescription drug benefit
• Employee Assistance Program
• Vision care program
• Dental coverage
Additionally, our benefit program for full -time staff offers:
• Short-term disability
• Long -term disability
• Accidental death and dismemberment insurance
Other benefits include:
• Health Savings Account
• Dependent Care Flex Spending Account
• 401(k) retirement plan
• Employee Pride incentive program - Each location has an incentive program with small gift
rewards for participation in certain safety campaigns, charity involvement, and overall job
performance.
• Vacation - 40 hours of paid vacation after one year of employment, two weeks of vacation
after two years and three weeks of vacation after five years of employment
• Holidays - Eligible drivers will receive six paid holidays.
• Sick Leave - 24 hours of paid sick leave.
• Life insurance
• Short-term and long -term disability
At the time of benefit eligibility and open enrollment, we provide eligible employees with details on
their benefits options in a document entitled Benefits at a Glance. This document provides an
overview of the ancillary benefits offered to First Transit's employees and their eligible family
members.
Safety Incentives
Our nationwide World Class Safety program encourages all
employees to actively participate In changing their behavior and
thoughts about safety. This, in turn, reaches the safety of our riders
and the community in general. It focuses on cultural change through World Class
positive reinforcement by: ^ � � ��
• Providing awards for improvement in team performance l`J
Encouraging group safety awareness activities
• Recognizing and rewarding personal safety longevity
The elements of this program include:
• An incident rate reduction goal - "Destination Zero Rate" - a quarterly location or team
performance target -based program to encourage incident reduction
• A national contest - designed to motivate region management and staff to drive safety
performance and awareness activities through "pep rallies" and safety tours
• Individual motivators - individual achievement awards- to help affect individual safety
improvement through the use of personal recognition awards
• A safety leadership group -the "Safety Solution Team" (SST) - location teammates
dedicated to making safety foremost by identifying and resolving safety issues
• A communication tool - "Safety Stop" newsletter - a peer -to -peer safety communication
offering ideas on what works, safety happening, and safety pep rallies
Our World Class Safety program encourages all First Transit employees to replace risky behaviors
and thought processes that jeopardize safety in the workplace. Through the program, we are striving
to build a cultural identity that is focused on:
• Rewarding improvements in both individual and team performance
c Driver Pin, Patch and Certificate - A special recognition is given to our Drivers
• Encouraging group safety awareness activities
o Group activities - Road To Zero - earn individual and location awards for safety
improvement
• Recognizing and rewarding personal safety longevity
o Driver Trainer Patch and Certificate - A special recognition is given to our Driver Trainers
FrdroTransit
Short -Term Safety Incentives
As additional measures to heighten employees' safety awareness, First Transit offers various safety
incentive programs throughout the year. To keep the programs fresh and to hold employees' interest,
the safety incentive programs are often short-term (quarterly) and offer different rewards/incentives
for accident -free driving. Programs include safety bingo, monthly safety rewards and prizes, team
safety awards and safety door prizes.
We also recognize operators regularly for good performance and attendance. This facilitates better
attendance at the safety meetings and instills a sense of pride in operators.
Road to Zero (RTZ)
First Transit locations participated in a company -wide campaign, focusing on a total accident goal for
each period. Pogs (disks) were earned based on meeting that goal and completing specific safety
related tasks, such as holding monthly safety meetings, SST team meetings, and holding special
safety events. Locations meeting their accidentMjury goal for each quarter earned incentives. As an
example, our Las Vegas location earned incentives three quarters out of four. The incentives
distributed were World Class Safety notebooks, insulated lunch bags, and water bottles.
ASE Bonus Program
Our employee incentive program promotes the development of our employees by rewarding those
who achieve training milestones and keep their certifications current.
We believe that technicians completing training are
..
Attracts Talented Reduces Employee Improves Employee
Vehick:Maintenance Turnovr Productivity and
Technicians Morale
more effective, efficient, and productive.
ASE Bonus Compensation Structure
First Transit's commitment to training and the ASE certification program is made tangible through our
ASE Incentive Program. Offering access to all ASE testing at no cost to the employee, there are two
ways that employees can earn per hour bonuses on each hour they work-
--- - -- --- - - - - - -- ;.:.,,.,. i....
While working to earn his/her first Master Technician Certification, the employee will receive a
$.15 per hour bonus for each ASE test successfully completed - Upon earning his/her first
Master Technician Certification, the employee will receive an additional $.15 per hour bonus
While working to earn his/her second Master Technician Certification, the employee will
receive a $.05 per hour bonus in addition to his/her regular rate for each ASE test successfully
completed - Upon earning his/her second Master Technician Certification, the employee will
receive an additional $.05 per hour bonus
E. Hiring and Personnel Policies
At First Transit, we look at our company as more than just a provider of transit services. We're a
community resource. Our passengers rely on us to safely transport them to school, work, and to the
many other destinations that are part of their daily lives.
To be a part of the community, we must involve the community. That's why we actively recruit
employees from the same communities and neighborhoods we serve. In addition to hiring employees
from the City of Rosemead's current service provider, we'll work with local and state employment
agencies, workforce development agencies, multi - cultural organizations, and Veteran Affairs and
military outplacement programs to find dedicated, hard - working people who want to be valued
members of the First Transit team.
Working for First Transit requires a sense of commitment, attention, and diligence that is not found in
other companies. That's because we're in the business of transporting people - individuals and
families that trust us to provide a consistently safe experience every time they take a seat on
one of our vehicles. We insist that our employees be committed to safety, reliability and customer
service. To ensure this happens, we require a safe driving record, past employment verification, a
criminal background check. motor vehicle record review, employment eligibility verification, and a
drug screen.
Finding the right people to join our team requires us to thoroughly canvass the community. Our
recruitment efforts include:
• Banners on buses and operations locations
• Yard signs and sandwich boards strategically located throughout the community
• Distribution of flyers during neighborhood events, such as parades, flea markets, farmer's
markets, and sporting events, as well as at local businesses, churches, libraries, police and
fire stations and community centers
• Online job boards
• Our own intranet (First Bulletin)
• Local publications including, but not limited to, the classifieds in the local paper, telephone
books, free -to- the - public papers, and community newspapers and bulletins
• Postcards or letters mailed to local households
• Radio advertisements and promotions
r ;.,r..-
Fsra Co' Transit
• Local networks and cable television advertisements
• On -site, local and regional job fairs
• Public transportation signs
• Billboards
Driver Selection Process
Commitment to Diversity
It is in the best interest of our company, employees, and clients to attract, retain and develop a
diverse pool of talent that represents the communities we serve. An inclusive work place allows
employees to reach their fullest potential, which greatly contributes to our overall productivity and
profitability.
To this end, we make every effort to treat candidates and employees equally and fairly. All decisions
concerning hiring and promotions are based solely on objective, job - related criteria.
Internal Hiring
We believe strongly in the character and skills of the employees we have already recruited, hired, and
trained. By providing continued opportunities for advancement, we can reward employees who work
hard and show exceptional dedication and work ethic. Our customers benefit by having tenured,
successful, industry- proven performers on their team. Our employees benefit by receiving new
challenges and financial rewards in recognition of their excellent performance.
Hiring Process
Our long history in the transit industry has given us unprecedented experience in all human resources
disciplines, including:
• Recruitment
• Applicant selection
• On- boarding
• Training
• Wage and benefits administration
• Supervision and management
Because of the customer - facing nature of the job, proper selection of qualified drivers is vitally
important to the success of our staffing efforts. The following steps ensure that we consistently select
individuals that provide unparalleled service and safety to each and every rider.
1. Candidate wishes to apply for employment -Anyone wishing to apply for a position with
First Transit may do so regardless of our Minimum Hiring Standards.
- --
2. Driver minimum hiring standards- Our Driver Minimum Hiring Standards was established to
inform candidates of the basic criteria used to evaluate their suitability for employment with
our organization. After reviewing this document, candidates may elect to continue the hiring
process or remove themselves from consideration.
The following employment criteria are applied to all FirstGroup America candidates who are
considered for positions requiring a commercial driver's license (CDU.
o Prior employment history
o Motor vehicle records
o Criminal history
o Drug testing
o Federal Transportation Administration (FTA) 7 Department of Transportation (DOT) required
physical examinations
Prior employment and background
• Verification of the last ten years of employment and residency
• Explanation for any gap in employment or residency exceeding 30 calendar days
Motor vehicle records
o A valid driver's license for the state in which the candidate resides
• At least 21 years of age with a minimum of three years driving experience
• No more than two moving violations within the past 36 months
• No more than two accidents within the past 36 months (verified by corresponding violation
or points associated with accident)
• The ability to obtain a CDL, as required by the position
Criminal history
Criminal convictions involving one of the following may potentially disqualify a candidate from
employment opportunities with any FirstGroup America company:
o Any crime against a child or vulnerable adult (i.e., disabled, elderly, or infirmed)
o Kidnapping or abduction
o Murder, manslaughter, attempted murder, vehicular homicide
The possession, manufacture, cuhivatlon, use, or distribution of illegal substances or
associated paraphernalia
o The unlawful use, possession, distribution, disposal, or alteration of a firearm or weapon
Any act of violence upon another individual
Theft or dishonesty
o Any offense of a sexual or indecent nature including, but not limited to, the unlawful
possession of publications and images, and downloading of such images for the
management and access of any website containing unlawful sexual content
o Driving Under the Influence (DUI) or Driving While Intoxicated (DWI) within 15 years
F - rr, 1�51 . m,
----.:.- ---- ---------
----------------------
First riTransit
Drug testing
o Applicants must pass a pra- employment drug screen
FTA and DOT requirements
o The ability to pass an FTA/DOT- mandated physical examination, or an approved state -
specific physical for non -DOT driving positions
o The willingness to comply with FTA/DOT substance abuse regulations and testing
requirements outlined in CFR 665 and CFR part 40
Please note that in some instances additional minimum hiring standards may be required due
to federal or state regulations.
3. Passing the initial screening criteria — If the candidate passes our initial screening craeda,
he or she will be selected for an in depth structured interview.
4. Driver interview guide —The knowledge we have gained from hundreds of thousands of
interviews has helped us develop a Driver Interview Guide. This guide helps us consistently
screen and select individuals with the characteristics needed to become successful drivers.
Structured interviews ensure that all applicants have an equal opportunity to provide
information, and that they are assessed accurately and consistently. Structured interviews
also deliver a high degree of reliability, validity, and legal defensibility. Specific interview
sections include:
• Relevancy of experience
• Schedule suitability
• Response to stress
• Commitment to safety
• Compliance orientation
• Teamwork orientation
• Commitment to customer service
Procedures for Background Checks
Background checks for our personnel are a continual part of our employee - evaluation process,
before and after hiring.
Initially, criminal record checks are completed as part of the employment reference check process.
After being hired, employees are subjected to renewed background checks on a bi- annual basis, or
more frequently as determined by The City of Rosemead. This allows us to repeatedly evaluate the
qualifications of drivers and staff who are responsible for taking care of the City of Rosemead's
vehicles and customers.
Central Background Check Unit (CBCU)
The evaluation of background checks is crucial to maintaining the high integrity of our workforce.
However, staying on top of the required screenings for candidates and employees nationwide has
become a challenge.
To relieve this stress and improve the effectiveness of our screening process, First Transit has
created a Central Background Check Unit (CBCU), which is directed by our senior vice president of
Human Resources. The CBCU collaborates with HireRight, our third -party background check vendor,
to conduct primary reviews of all background records including drug screenings, MVRs, reference
checks, and criminal record Checks.
CBCU is staffed by trained professionals who are dedicated to managing background checks for all
of First Transit's candidates and employees. This centralizes the effort across all North American
locations, ensures consistent screening processes, and allows our managers to focus on day - today
leadership and business operations.
All employee records are reviewed against First Transit standards and any applicable federal, state,
and local laws. Should a potentially disqualifying record, discrepancy, or finding be identified, a
review is conducted first by CBCU staff, followed by a committee of adjudicators to ensure that all
minimum hiring standards are met.
Employees with potentially disqualifying findings are suspended from service and referred to the
CBCU for further evaluation. The CBCU provides a suspended employee with an opportunity to
appeal his or her record prior to any adverse employment action. Successful appeals may identify
mistaken records, or other circumstances that warrant further review by the adjudication committee.
The diligent reviews performed by the CBCU provides peace of mind knowing that all First Transit
drivers and employees are fully qualified to serve The City of Rosemead, your customers, and your
passengers.
Criminal Records Checks (CRC)
First Transit takes the obligation to perform careful background checks very seriously. In ensuring
applicants are appropriate for this employment, First Transit runs a battery of criminal background
checks. These standards are clearly set forth In First Transit's System Safety & Security Plan (SSSP)
manual to ensure consistency among management staff. Persons with any of the following are barred
from employment for transit service:
• Conviction for felonies
• Probated sentence for a felony
• Sentenced to imprisonment or correctional detention
• Criminal Convictions involving:
o Child Abuse, Neglect, or endangerment
Frd O'P' Transit
• Possession, manufacture, cultivation, use or distribution of illegal substances, allowing
premises to be used for the purpose of the commission of the offenses, or having unlawful
possession of associated paraphernalia
• Unlawful use of possession of any offensive weapon or other article capable of being
converted to or used as such a weapon
c Any act of violence against the person or serious criminal damage to property
c False reporting of a crime or incident
o Obstruction of justice or assisting an offender to evade arrest or prosecution
Provision of false information, the assumption of a false identity or other false
representation
o Any offense of a sexual or indecent nature including the unlawful possession of
publications and images, the downloading of such images for the managing and
accession of any website containing unlawful sexual content
o Any offense involving the unlicensed possession of, alteration to, sale or disposal of any
firearm
No misdemeanor criminal convictions that would be a danger to personnel safety or loss of
property
Ability to pass Federal drug and alcohol testing. Applicants terminated from the current
contractor or from a previous employer due to drug or alcohol usage will not be eligible for
hire by First Transit
Each applicant is required to sign a statement of release, thereby allowing the check to be
conducted. A third -party administrator, the HireRight Company, conducts our criminal record
checks. Besides the initial new hire MVR and CRC checks, management checks the criminal records
and motor vehicle records of all employees to ensure continual conformance to all required
qualifications. In addition to the operating staff, a background check will be conducted for any
employee that will have access to the operating facility. Any applicant that fails to meet the above
minimum standards is rejected.
Motor Vehicle Record Checks (MVP)
Motor Vehicle and Criminal Record checks are completed as part of the First Transit employment
reference check process to ensure that the Operators and Staff responsible for taking care of
vehicles and clients remain qualified.
The interviewer thoroughly reviews the application, checking the MVR and accident history to make
sure any reported citations and preventable accidents meet the standards established by First Transit
and the City of Rosemead. These Standards include the following minimum criteria:
• Minimum of five years licensed driving experience
• Must be at least 21 years old
• Continuous possession of a valid California Driver's License
-- - - - - - -- - - -- .... = *-i',-
No more than 1 moving violation in the past two years or two (2) moving violations in the last
• three (3) years
• No DWI /DUI or assault convictions any time
• Ineligible for hire I convicted of manslaughter, leaving an accident scene or found to have
been driving with a revoked license
In addition to these major convictions, MVR's are reviewed to ensure applicants do not exhibit a
pattern of unsafe driving behaviors through a continual accumulation of minor infractions.
Reference and Social Security Verification
In addition to required MVR and criminal reference checks, HireRight also completes employment
and personal reference checks on all candidates. Social Security verification is completed through E-
Verify. These steps help us fully validate the employment records and past experiences of our
candidates.
Audit Checks
Current employees undergo periodic motor vehicle and criminal record checks as part of our ongoing
employment certification process. This helps verify that all drivers and staff remain qualified to
operate and maintain the City of Rosemead's equipment. Since these are evaluations of current
employees and not pre - employment checks, the C8CU reviews the appropriate information, stores
all data, and takes action, as needed.
Fair Credit Reporting Act
Our candidate evaluation process fully complies with the Fair Credit Reporting Act (FCRA). The
FCRA promotes the accuracy, fairness, and privacy of information in the files of consumer reporting
agencies, such as agencies that sell information about check writing histories, medical records, and
rental history.
DOT Drug and Alcohol Pre - Employment Screening
Our evaluation process fully complies with all federal, state, and local laws and regulations regarding
drug and alcohol misuse. We have a strict zero-tolerance program and require all pre - employee
applicants to test negative on such screenings.
All offers of employment with First Transit are contingent upon negative test results for use of illegal
drugs. A negative drug result must be received before a candidate is allowed to perform any job
functions for the first time. Any employee returning from a leave of absence of 90 days or more must
submit to a drug test prior to returning to duty.
The policies and procedures included in our Drug and Alcohol Policy Employee Handbook conform to
current drug and alcohol testing regulations, including recordkeeping and reporting requirements of
- _ -I - -- ----- ----- ------ --- -----I
First ri Transit
the US Department of Transportation (49 CFR Part 40), DOT 49 CFR Part 29 (Drug -Free Workplace
Act of 1988), and Federal Transit Administration (FTA 49 CFR 655) drug and alcohol testing
regulations, as amended.
DOT Requirements
In addition to the provisions of First Transit's policy listed above, employees who are safety- sensitive
are subject to controlled substance testing and alcohol testing in accordance with Department of
Transportation regulation 49 CFR Part 40 and FTA 49 CFR Part 655.
F. Accounting and Reporting
We have extensive experience managing accounts that are federally funded and subject to Federal
Transit Administration (FTA) reporting requirements. As a result, we are highly proficient with the
requirements of the Uniform System of Accounts (USA) and National Transit Database (NTD).
First Transit has established a series of reports to satisfy these needs and has developed processes
and procedures to verily the integrity of the data being shared. Our management information systems
(MIS) provide us with a wealth of operating data to generate reports. Specific management reporting
activities include:
• Maintaining an effective MIS capability to assist in our Rosemead reporting efforts
• Gathering data from various sources
• Processing data for use in reports
• Measuring operations progress against established goals
• Preparing and distributing reports to responsible individuals
• Obtaining feedback to explain any variances and actions taken to correct them
Accurate, comprehensive reporting is critical to our internal communications, client communications,
and federally mandated reporting requirements_ Our standard reports, as well as those customized to
meet the City of Rosemead's requirements, will include data gathering, method of data compilation
and analysis, and the frequency of each report. Some sample reports include:
• Key Performance Indicators (KPI)
• Operations Data
• WAR Reporting
• FTA Reporting
• NTD Reporting
• Passenger Information, Passenger Counts,
• Automated Maintenance Record Keeping
• Transportation and Supervision Records
• Safety and Training Record
NU " •`
First Transit works with our clients to provide monthly reports capturing the service operational data.
A copy Of a recent report for the City of Paramount has been included as an Attachment.
G. Insurance and Indemnity
FirstGroup America, Inc. provides an insurance program for the entire group of subsidiary companies,
including First Transit. The program includes a primary or base policy provided by Arthur J Gallagher
Risk Management Services, Inc. (AJG) and excess coverage from several carriers.
The program includes a large deductible, and claims are administered by Gallagher Bassett, a third -
party administrator. First Group America incurs costs (premiums, taxes, and assessments) for the
primary and excess policies, claims within specked limits, administrative fees and other ancillary
insurance costs. Costs for vehicle repairs have been included as part of our maintenance budget.
Since the policies cover all FirstGroup America subsidiaries, insurance costs are charged to each
subsidiary and Its individual locations, based upon internal allocations. There are no separate billings
for each site. First Transit charges an allocated insurance cost to each of our locations. Insurance
allocation amounts are set annually during the fiscal year budget process and are than charged for
the upcoming year. We have included our estimated allocations as part of our operating budget,
which is not part of the management fee. Should you wish for this to be handled differently, we would
be open to discussing alternative arrangements during contract negotiations.
Please see our proof of insurance coverage as an Attachment.
H. Financial Responsibility
First Transit benefits financially from being part of an International transportation giant - FirstGroup
plc. FirstGroup plc. operates five divisions that have similar core skills and expertise, diversified by
geography, customer base, and mix of contract- backed and passenger revenue. This diverse
business model further increases the stability of our corporation, ensuring the City of Rosemead that
you will have a financially stable operator throughout this contract term and beyond.
Our objective is to create long term value for the City of Rosemead and other local community
stakeholders through sustainable, integrated transport services that are safe, reliable, and meet the
needs of our passengers and communities.
First Transit's parent company, FirstGroup America, the North American division of FirstGroup plc.,
has revenues of US$4.789 billion (Financial Year 2013). The expansive size of our company ensures
that our City of Rosemead operation will be based on financial strength and stability, which smaller
transit contractors cannot provide.
First Transit's key characteristics for financial stability are as follows:
First fi Transit
• A market leader in highly a fragmented $22bn US transit marketplace — approximately 30% is
outsourced
• Established credentials and proven track record in successful transit service
• More than 242 transit locations across core business segments
The scale of our activities means that our core skills are employing and training professional,
dedicated employees. We are committed to our customers and their safety; procuring, deploying and
maintaining a wide variety of vehicle fleets and other physical assets. Our financial strength and
stability enables us to stand behind our City of Rosemead proposal and keep our commitments to
you, our client.
We strive to improve the City of Rosemead performance by sharing best practices across our
businesses to provide high quality services that are sate, reliable, and meet the needs of the City of
Rosemead customers.
• ... First Transit maintains a strong financial position
that creates value to the City of Rosemead. We
reinvest in our people, our operations, and the
community we serve.
Financial Statements
Included under separate cover are our most recent years' audited financial statements for First
Transit's parent company, FirstGroup America. There are no stand -alone audited financial statements
for First Transit as it is a wholly owned subsidiary of FirstGroup and included as part of the
FirstGroup America annual audit.
Further financial information is available on the web site www.firstgroupplc.com.
I. Reservations & Dispatch Function
Operations Plan
Our management for the Dial -a -Ride service as well as the Explorer service revolves around a strong,
experienced management team focused on delivering consistent high quality service. Our
Project Manager, Heidi Miller, will challenge her team members to find the best way to deliver safe,
efficient, high quality service and empower them to succeed with the goal of putting customer needs
first. Heidi will lead by example, and will ensure that we address all areas of the City of Rosemead
service with an eye on constantly improving our operation of the service.
-- "' T:re Lo_
'• 1 - -�
While we provide the security and resources of a large transportation
company, we act locally as independent businesses, partnering with
community, clients, customers and staff to build relationships and to
constantly improve your transportation system.
�Ui Our Regional and Corporate Support structure of responsibility
is very direct. Our City of Rosemead General Manager, Heidi, will
Employees continue to report directly to our Region Vice President, Eric
Estell, with the support of our Region Director of Operations,
The key to our Jesse Roach and Senior Vice President Nick Promponas.
success. We will hire The City of Rosemead Staff will have direct access to Heidi, Eric,
the right people, Jesse and Nick and our drivers and staff will have immediate
equip them with the access to our management team. We will cultivate a positive work
tools they need to do environment in which our drivers, staff and technicians know they
their jobs, and treat can voice their concerns, and expect a response. We intentionally
them right so they minimize the layers between the individuals providing the City of
Rosemead service, and those who are responsible for the
build careers at the wellbeing of our company as a whole to ensure the most
City of Rosemead. responsive and engaged management team available while
providing quality, accountability and oversight from the key
decision makers of our company.
We understand that our drivers will be the public face of the City
of Rosemead every day, and without safe, dependable, customer - focused drivers delivering the
service, it cannot succeed. Our recruiting, training and retention practices have been developed
through years of experience to efficiently deliver good quality applicants and to graduate competent
and service-oriented drivers.
Within the City of Rosemead operation, our Management Team and Staff will work to maintain a
strong focus on safety, quality and efficiency. First Transit is committed to meeting the needs of
our shared customers, and exceeding the City of Rosemead's expectations and goals for this service.
The City of Rosemead can be confident of First Transit's dedication to provide value -added
transportation solutions while working to attain productivity goals and provide system -wide
efficiencies.
Our Focus
The focus of First Transit's successful transit operations is on the details of service delivery. Our goal
is to make a positive work environment for our employees through competitive wages and benefits,
incentive programs, open communication, and a supportive management team.
0- _ riiit - - - -- - -------- - - - - -- - - - --
First ri Transit
Transit service starts and ends with people —both our
employees and our passengers.
First Transit positively impacts service delivery to provide high quality, safe, cost - effective fixed route
and paratransit operations by providing the best environment to promote the longevity of our
employees. Motivated employees make First Transit's operations stable and responsive to meet
community needs, and provide the best service to our clients.
An Example of our Success
At our Metro Mobility location in Minneapolis, MN, First Transit operates both agency and demand
paratransit service (including call center functions) for the Metropolitan Council with over 200 vehicles
and approximately 330 employees. These numbers will be increasing soon, as we were recently
awarded a contract to operate additional paratransit services in the southern portion of the service
area. Implementing many of the same strategies and procedures we have in place for our provision of
the City of Rosemead service, we have continued to exceed Metro Mobility's OTP goals for these
services.
On Time Performance
Metro Mobility, Metropolitan Council (Roseville, MN)
100%
9E%
96% o
92
FY11 FY12 FY13
�OTP Agency OTP Demand Metro Mobility Goal 95%
Both On -Time Performance and Productivity are highlighted prominently throughout our proposal.
Our skilled workforce will ensure that vehicles leave the facility on time and arrive at their first pick up
on time, which is critical in maintaining on time performance. Dispatchers will monitor these critical
times to ensure the operator starts the day on time, and our drivers are trained to arrive at the first
point of the scheduled pickup window. Drivers that have difficulty delivering on-time service will
receive proactive support through counseling or retraining to ensure quality provision of the City of
Rosemead service. Rased on our nationwide best practices, we monitor this key performance
indicator on a daily basis to ensure Dial -A -Ride on time performance of 95% and productivity of
2.4 passengers per revenue hour.
In our provision of the City of Rosemead services as described in your RFP, First Transit will provide:
• Comprehensive wage and benefits package for all employees to ensure that we have the
best employees possible for this service and provide reliable service, safe operations and the
MW
highest level of service. We have increased the starting wage to $12.00 per hour to increase
retention and longevity providing reliable service.
Driver shift management to minimize overtime and to assign the same driver on routes as
consistently as possible each day of the week.
An extensive supervision plan with supervisors empowered to identity and use necessary
resources to ensure service delivery during all operations hours.
Excellent maintenance program that exceeds the City of Rosemead' maintenance
requirements, while extending the life of the City of Rosemead fleet.
IT Solutions and Support: our IT support staff led by Jonathon Lampert and Tacy Highland
are extremely familiar with the latest versions of Simpli Transport Paratransit software.
RESERVATIONS
The Reservations Department serves as the first point of contact for your clients after they have been
approved to use the service. Thus, it is imperative that each call be conducted in a polite, courteous,
and professional manner. This call experience will often determine the client's overall impression of
the entire program.
Our highly effective Customer First tmfning program and our comprehensive employee monitoring
program will ensure that each customer will be greeted by a polite and knowledgeable reservationist
with every call.
Training for Reservationists will also include:
• Proper use of the call center agent telephone and communication systems
• All applicable equipment
• Proper telephone etiquette, including language line systems
• Customer empathy training
• ADA guidelines relative to trip reservation and scheduling
• The City of Rosemead and First Transit policies
• Simpli software booking and scheduling training
Reservations Process
Under the direction of our management team, the Reservationists will be responsible for verifying
passenger eligibility and processing trip requests. These functions will utilize the latest Simpli
scheduling software. At the time of the call the Reservationists will verbally confirm each customer ID,
trip date, pick -up /appointment times, street addresses, phone numbers, attendants, and mobility
devices, during and before the end of each call, thereby reducing the number of potential data -entry
errors. The use of scripts also helps to ensure consistency in the process of requesting and entering
trip information. This will ensure that our operation is based on complete and accurate information.
During the booking process, our Reservationists will employ the use of basic scheduling strategies to
evaluate the best available routing solution This skill, taught during our comprehensive training
program, will maximize service efficiency and the use of scheduled fours. Reservationists will
Furst ri Transit
conduct negotiations with passengers to ultimately agree on and confirm a pick -up time with the
passenger that makes the best use of available service resources.
Reservations will be taken for all trips (e.g., zero denial) and will be assigned during the scheduling
Process. Prior to completing the reservation, riders will be quoted a plck -up time and advised that the
vehicle may arrive at any time within 15 minutes prior to and 15 minutes after the time quoted.
TTY/TDD Service
First Transit uses the free TDD service. This is a great service and easy to use for both parties. Both
parties can Initiate a call by dialing 711 and informing the agent of the number they are calling. This
request can be either via voice or TTY device. The agent will than begin the relay of information from
voice to TTY or from TTY to voice depending on the direction of the call. We currently, use this
service in a number of our locations including our MTS -San Diego paratransit operation. The
California relay service can also be used by passengers who have speech difficulty and cannot
communicate verbally over the phone.
Language Support
First Transit's El Monte staff are all bilingual with the exception of one person currently. As we look to
retain the current Rosemead Transit staff and hire any other dispatch/reservation staff, First Transit
will focus on bilingual skills. First Transit has an agreement with Voiance for phone interpretation
support . Voiance can connect to an interpreter within an Average Speed of Answer (ASA) of 15
seconds or less across over 200 languages that include Mandarin, Cantonese, Spanish and
Vietnamese. The cost of these calls can add up since they are charged per minute and typically take
longer than your average reservation call. Without any history of the number of calls that need
interpretation we had to estimate the volume for the year. Company experience is that the average
interpreter call is 11 minutes. Assuming three calls per day for 365 days of service would result in
approximately 1,100 calls per year
SCHEDULING
Our scheduling staff will complete Advanced Scheduling Training with the scheduling software,
advanced scheduling principles and theory, including tactics for increasing system productivity, and
advanced familiarization with service areas. We will also incorporate our paratransit scheduling best
practices and strategies, accumulated from our other paratransit operations, within the training
curriculum. This provides consistent and proven methods for maintaining and improving operational
performance.
This training addresses functional use of the scheduling software as well as scheduling principles and
theories including:
Advanced principles of increasing system productivity (leveraging slack time to optimize
routes, identifying poor routing and reducing route deadhead, inefficient use of route hours,
over scheduling to accommodate same day cancellations and no shows, etc.)
- - -- - - - - - -- - -, , Inc
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• Helping to assess the use of the scheduling software and the performance on the City of
Rosemead services on at least a semi - annual basis and Identify potential Improvements and
opportunities for retraining and specialized training
• Performing refresher training on a regular basis and additional training when a new version of
the scheduling software is installed
Scheduling Objectives
Productivity Improvements: Optimizing Assignments
First Transit will use multiple Simpli hatching strategies that regularly run in the background and to
reintegrate any overflow- scheduled trips back into regular dedicated service hours. This includes
creating automated batching jobs specifically configured to identify inefficient trips within the system
and reschedule them with better placement. Optimization will take place throughout the service day
as cancellations, no shows, and operating conditions (traffic, weather, vehicle breakdowns) affect the
scheduled service. Constant renegotiation and review of the template schedule is also a focal point in
ensuring productivity goals are met.
Balancing Productivity with Passenger Ride Time and On -Time Performance
First Transit takes a holistic approach to managing service delivery Key Performance Indicators (KPI).
We recognize that productivity plays a big part in a successfully run operation. There are multiple
ways to review and positively impact the productivity in a system, from using the scheduling system
functionality to employing the use of additional tools for augmenting and enhancing the existing
system.
Scheduling Strategies
Once trips are created and confirmed by the Reservationists, our scheduling staff begin the process
of organizing and refining the requests and overall schedules for shared -ride service. The scheduling
team's primary focus is to comply with ADA, FTA and the City of Rosemead guidelines for scheduled
pick -up, drop -off, ride time, on -time, and system productivity.
Our schedulers will quickly and efficiently isolate service inefficiencies, providing immediate
resolution to operate safe, cost - effective schedules. Not only will they be able to identify typical
scheduling scenarios such as late pick -up or appointment arrival times, illogical routing, and
unrealistic speeds, they will have access to up -to -date performance calculations. These calculations
include productivity, estimated on -time, deadhead, slack, and appropriate trip grouping, all on a
route -by -route basis and available to drill down and more granularly resolve potential impacts to
performance. Routes are also evaluated to determine whether there are trips that travel significantly
outside of the routing "footprint" and may require rescheduling. All of this is done while maintaining
an exceptional level of quality assurance for our customers.
Schedulers keep a practiced eye on routes before day of service, ensuring proper groupings,
reduced deadhead and slack, and optimal routing. Once the most desirable scheduling for a route is
First ri Transit
identified, the route can be frozen for the day so that future rounds of hatching do not split up groups
and other specially scheduled trips. After several iterations of scheduling, staff finalize any remaining
unassigned rides, coordinating callbacks where necessary, confirm next day route start and end
times, and work closely with management and dispatch to coordinate driver breaks, lunches, and
splits to improve resource availability. Additional service management will Include applying any
necessary changes to accommodate last- minute or unexpected shifts in demand and making
adjustment to future schedules in anticipation of major events and /or inclement weather.
After careful consideration of batch parameters, violation sets, and batch sort order, First Transit will
use multiple Simpli batching strategies that regularty run in the background to optimize and
reintegrate any non - dedicated overflow- scheduled trips back into regular dedicated service hours.
This includes creating automated batching jobs specifically configured to identify inefficient trips
within Simph which are scheduled to run every hour for next day service and any future open days.
These optimization batches can also be configured to automatically optimize same -day service
provided they are configured to only optimize trips farther out in the schedule. This automated
optimization batching continuously scans for available space within the schedule caused by moved
trips, cancellations, or changes to service and reschedules wherever appropriate. This continuous
"cleaning" of the schedule also produces better scheduling solutions for the reservations department
by leveraging the available routes and resources more efficiently.
These batching tools will be employed as an additional means for refining schedules and serves as
another means of reevaluating scheduling efficiency. If a better solution is identified in the process,
trips are automatically rescheduled to a more appropriate route. With batching in place, routes will be
"prioritized" within the software to specify how trips will be handled during the batching algorithm
and ensure that High priority routes are populated with trips first, helping to boost productivity for
those specific routes. This process ensures trips are constantly rescheduled according to the most
recent state of the schedule, optimizing for both driver routes and fleet usage.
Template Management
Because subscription service is such a critical key to higher productivity and enhancing the reliability
and consistency of daily schedules, First Transit makes it a policy to employ best practices in
Template Schedule management. We continuously optimize and anchor the subscription templates
to ensure the "backbone" of the service is still being managed and routed productively.
Subscription Evaluation
Continuous monitoring and management of the template schedule will be performed to ensure
cancellations and changes to the template do not poorly impact the efficiency of the template, while
renegotiation of existing subscription times offers further refinement on how scheduled template
hours can be put to better use. As new subscription trips are entered into templates, schedulers will
use First Transit scheduling best practices to ensure both route efficiency and quality service to the
customer and confirm the new subscription trip does not negatively impact overall service efficiency.
Capitalizing upon the system cancellation rates in the current service, regular and repeated revision
FIRM M '.
of the template schedule serves to fill In gaps left by cancelled or modified subscriptions, and
improves overall how the subscriptions are scheduled into available service.
Group Trip Management
Because group trips can have a higher potential to negatively impact service performance. First
Transit uses a variety of practices and strategies to better manage this subset of service and help
ensure the best possible performance. Any large group trips identified within the system should be
transitioned to subscription service wherever possible, to help better negotiate and optimize these
types of trips. The pick -up and drop -off times for these large groups, especially at high - volume
locations, are staggered to prevent dwell time increases while loading and unloading a large number
of riders. This is also done to prevent a build -up of vehicles where loading zones cannot
accommodate a large number of vehicles at once. The estimated arrival within the pick -up window
for group trips is also reviewed to avoid an estimated arrival within the last five to ten minutes of the
pick -up window as this creates a greater potential on the day of service for on time failure. While this
may require trips preceding large groups to be moved to other routes, it does help to provide some
cushion for a timely arrival.
Once optimally scheduled, these trips should be locked in the schedule so that their careful
placement is not split up during the automated batching occurring regularly throughout the day. As
subscriptions, they would then be scheduled /dedicated to a subset of the fleet, helping to streamline
the process of managing these trips and maintaining consistency in performance.
DISPATCHING
Effective paratransit dispatch practices ensure that we maintain established performance standards,
and all riders receive a reliable and safe transportation experience. First Transit's Scheduling and
Dispatch staff will be staffed appropriately during all hours of service, 365 days per year, with
dispatch coverage at all times that service operates: at least thirty minutes before the first pull -out
and thirty minutes after the last pull -in of fixed route or DAR service. This service will be scheduled to
exceed the performance standards established by the City of Rosemead.
In addition to having full knowledge of the City of Rosemead and First Transit accident and safety
reporting procedures, our Dispatch staff will undergo Advanced Scheduling and Advanced Dispatch
training using the Simpli scheduling software. This training addresses functional use of the scheduling
software as well as basic principles and theories in scheduling and dispatching service. This
introduces advanced concepts for greater success in managing complex transit systems and
includes.
• Advanced principles of increasing system productivity (leveraging slack time to optimize
routes, and monitoring efficiency of end -of -route trips to identify opportunities to reduce hours
where possible, etc.)
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First ri Transit
Advanced training of ADA, FTA and the City of Rosemead policies and procedures including
the fare matrix, no -show, no -show return, late cancellation and no- stranded passenger
policies
Radio system training, including basic troubleshooting skills
Use of communications system including FCC regulations, the City of Rosemead
communication guidelines, and use of 10 -codes
Refresher training on a regular basis and additional training when a new version of Simpli
software Is installed
Dispatching Objectives
The dispatching staff will perform 'real time" schedule updates to effectively manage day -of- service
changes using the Simpll dispatch module. They will also be responsible for monitoring on -time
performance, notifying customers of potential late pick -ups, rescheduling trips, and optimizing slack
time resulting from no -shows and late cancellations. Supervisors and other members of the team will
assist dispatchers with monitoring service.
Our dispatchers are also responsible for setting the tone on route timeliness before the vehicle is
even in service. First Transit dispatchers ensure drivers are ready for service and that drivers meet
compliance requirements (e.g., license, fitness for duty, uniform, paperwork, fares, etc.). Dispatching
staff assign work runs and vehicles, guaranteeing accurate schedule, manifest and vehicle
assignments. Other assigned responsibilities for this position include managing timeliness of daily
deployment aril return of vehicles and drivers.
Dispatch staff monitor and manage timely deployments and returns according to the schedule and
receive notification of routes that violate scheduled times. This initial management greatly impacts
system performance, to maintain on -time performance before the route departs base. This results in
a reduction in the "domino effect" that late deployments impact the timeliness of subsequent route
events.
In order to effectively balance operational needs with available personnel resources, dispatchers also
monitor driver work hours and assign extraboard service as needed, using First Transit procedures
for efficient utilization of labor and vehicle assignments. Vehicles assignments are based on the
availability of vehicles as determined by the maintenance department
At a minimum, our Dispatchers will:
• Monitor and manage the performance of scheduled trips
• Reassign trips as needed to ensure on -time performance and system productivity is
maintained
• Contact customers when necessary to advise them of late pickups when there is no other on-
time ahemative, due to vehicle breakdown, etc.
• Comply with and enforce the City of Rosemead No -Show and Late Cancellation policies
JO E D
• Provide continuous monitoring and controlling of assigned radio frequencies during all hours
that service provider vehicles are out of the yard
• Ensure all voice radio communications pertain to service and that FCC rules and regulations
are enforced (data and voice communications)
Dispatch Strategies
In situations requiring changes to the schedule, the dispatch staff use the scheduling software to run
reiterative routing scenarios on the same set of trip requests using different parameters to maximize
efficiency (while at the same time casting a practiced eye on deciding whether the manifests can be
realistically performed). Dispatchers may manually move trips from one manifest to another and lock
them in so they will not be moved during the next reiteration and help to make necessary schedule
adjustments to accommodate changes. The dispatcher's will optimize schedules on live day
wherever possible, and to help mitigate potential service Issues estimated to occur further out in the
schedule, focus on maintaining current service performance within the next 1 -2 hours.
Dispatch staff will also focus on monitoring and maintaining performance for the larger group trips
scheduled in the system. They provide feedback back on how the groups perform, allowing
scheduling tweaks to help resolve issues or improve performance. While each dispatching position
has a primary focus, the training for these positions is intended to supply each dispatcher with the
tools and knowledge to engage into any of the other dispatching positions whenever necessary,
becoming interchangeable and a strong team.
On the day of service, changes in the manifest from the scheduled service occur due to
cancellations, no- shows, variations in traffic and other unforeseeable issues that arise as the day
develops, are handled by the dispatching team. It is the duty of the dispatcher to make these
changes to ensure efficiency standards are maintained while also ensuring on -time performance and
productivity goals.
Drivers
As the first and often only point of contact most customers have with the City of Rosemead and First
Transit, our drivers are key to the successful operation of these services.
Our corporate culture ensures that each driver has a clear understanding of how we value them as
individuals and as First Transit employees, and what is expected of drivers regarding their job
performance.
We communicate to trainees that our role as a company is to provide safe, courteous, and efficient
transportation for each City of Rosemead passenger we carry. Following this role, First Transit
creates an open, cooperative, and supportive working atmosphere to meet service expectations.
First Transit strives not only to hire employees that will help us meet our objectives, but to effectively
communicate service standards. This helps drivers understand that they are expected to deliver
superior customer service, and will receive fair treatment and support from all First Transit staff.
Frre ri Transit
A few of our drivers' main duties include:
• Primary passenger - relations contact
• Provides safe transportation and exceptional custom service to the passengers
• Perform scheduled runs, assist passengers as needed, complete pre -trip and post -trip vehicle
inspections
First Transit achieves continual improvement of driver performance through thorough training
programs, honest feedback, and employee accountability. We consider it extremely important to
spend additional time with an employee who is having difficulty in delivering outstanding
performance.
Performance concerns may include:
• Absenteeism • Passenger complaints
• Late dispatch check in • Safety concerns
• Not meeting on -time performance
When we observe these issues, our supervisors and managers spend time with the employee to
determine the cause. We jointly develop an action plan with the employee to help them improve once
we understand what is behind the performance issue. If retraining is necessary, the driver is retrained
in whatever areas are deemed necessary, with follow -up observation to ensure the problem does not
reoccur. While it is our goal to help every employee improve, sometimes we must provide progressive
discipline in order to hold employees accountable and to document performance expectations.
Road Supervision Plan
Our road supervision efforts are very important to supporting our drivers. We provide drivers
feedback on their Performance to help them understand how they are doing relative to the City of
Rosemead and First Transit expectations. Our Supervisors understand the issues our drivers face
and can offer genuine solutions to tough situations.
Supervisor staff will provide road supervision at all times when vehicles are in passenger service.
Supervisors will:
• Be deployed in the field using a First Transit provided non- revenue vehicle to respond quickly
to driver requests for assistance and emergency conditions
• Respond promptly to accidents involving clients and vehicles. Accident reports will be
completed including statements of all parties involved, witness statements and contact
information and police report information
• Provide on street monitoring including, but not limited to, vehicle conditions, driver
professionalism, complaints of driver conduct, driver performance, driver appearance, and
adherence to service rules.
• Communicate routinely with representatives at facilities that serve large numbers of
customers.
Dispatch will monitor the status of schedule performance through the real -time status of each
schedule. Dispatch can than move trips to maintain or improve on time performance. On- the -road
monitoring is also enhanced by random checks by supervisors at a scheduled pick- up/drop -off
location to observe the quality of the driver's performance (e.g., proper parking and vehicle position,
flashers, lift use, wheelchair securement, passenger assistance techniques).
First Transit's Supervisors focus on monitoring major activity canters and facilities with high
patronage. Additionally, they will concentrate their on -road duties to monitor service trends (missed
trips, on time performance, supplemental service performance).
SUPERVISION DURING ALL HOURS OF OPERATION
Once vehicles are deployed into service, supervisors and dispatchers conduct road - observation and
time -point checks to monitor on -time performance. In addition to schedule adherence, these
unscheduled and scheduled checks help check vehicle cleanliness, and observe safe - driving
practices.
Any drivers who experience repeated on -time service issues are counseled and assigned to retraining
courses. Behind - the -wheel instructors conduct on -board observations to identity operating Issues
and retrain, as needed. Schedule timing issues and passenger loads are also documented during
regular time checks.
Dispatch and supervisors share service monitoring duties. This team approach verifies that drivers
are signed on and dispatched (window dispatch), signed in and pre - tripped at their assigned vehicle
(radio control), leaving the facility on time (radio control, lot monitoring supervisor), and are
performing the scheduled route service (radio control, and on -site supervisors).
On- street operations are monitored and evaluated in the following manner
• On -Time Performance - It is critical that vehicles leave the facility on time and arrive at their
first pick up on time. Therefore, dispatchers will monitor these two critical times to ensure the
operator starts the day on time. Drivers that have difficulty delivering on -time service are
counseled and/or retrained
• Vehicle Appearance - Management and supervisory staff randomly check all vehicles for
cleanliness and overall condition
• Driver Courtesy - Our passenger's best evaluate this area. When conducting ride checks,
supervisors routinely ask passengers if the service meets their expectations
• Safe Driving Habits - This area is monitored by ride checks and on -board and trailed road
observations conducted by supervisors. In addition, passenger complaints regarding driver
safety are immediately investigated
A specific area of safety concern is driver distractions, particularly the use of cell phones and other
electronic devices. First Transit's strictly- enforced policy requires that cell phones and other
electronic devices are prohibited when in the driver's seat and all such devices must be turned off
First ri Transit
and stowed. Safety studies have proven cell phone use while driving is unsafe and First Transit has
taken the position that a driver will be terminated upon first offense of this policy.
Responsibilities for Road Supervisors include, but are not limited to, the following functions and
activities:
• Supervises the drivers in the performance of their duties - Typical duties in this area
include performing spot -checks for proper uniform, schedule adherence; performing on -board
ride- checks to evaluate driving habits and skills; and counseling or coaching staff to improve
performance
• Monitors the communications system to assist drivers in the event of manifest problems
and thereby ensures on -time service
• Responds to the scene to investigate and resolve delays, breakdowns, accidents and
other possible service interruptions. Completes appropriate reports regarding service
disruptions and helps to establish procedures to avoid similar occurrences in the future
• Serves as front -line customer advocate to ensure positive customer relations. Investigates
and resolves complaints as needed. Communicates effectively with customers to promote
system safety and responds to customer concerns
• Represents the system and assists with public relations activities as needed
Simpli Scheduling Software by Trapeze
First Transit proposes using Simpli web -based
system for the Rosemead Transit Services. The -- - -- - --
browser- based, easy -to-use application can address - -_
many aspects of a demand response service based - -- - - -� -
operation, from call taking to dispatching. Simpli for - -
Demand Response provides the tools to plan, - -a
manage, deliver and monitor services efficiently,
Productively, cost - effectively and securely from '-
almost any location. _- �- '- •`_
KEY BENEFITS
• Thin client, browser based. Web - enabled
technology for simplified
• installation, deployment and training
• Clearly defined, easy -to -use application with
business process logic for step -by -step use
• Automate the demand response scheduling
process and create optimized, cost- effective,
on- demand schedules
• Improve customer service by streamlining and
simplifying requests for information and trip
_ -- - - - - - - - - - - - --
booking
• Avoid costly errors by maintaining complete, accurate client records and operations data
• Optimize vehicle use and increase passengers per hour by updating schedules in real -time on
the day of service
• Monitor daily operations closely and notify vehicle operators of situations affecting service in
real -time
• Adjust schedules in real -time based on live traffic and weather conditions using the SIMPU
Schedule Dashboard
We are currently using Simpli Transport in three of our paratransit operations in Milwaukee, Temple
City, CA, and Independence, MO. The El Monte division has experience using Simpli when they used
the system for Temple City service a couple years ago. A more detailed overview of the capabilities
and functionality of Simpli Transport has been included as an Attachment.
J. Equipment
First Transit will provide all required equipment for the Rosemead Transit services including non-
revenue vehicles, inspection, maintenance and equipment for revenue vehicles including radios, on-
board camera systems and fareboxes.
Non - Revenue Vehicles
First Transit will be providing a Ford Fusion sedan as a non - revenue driver shuttle and support
vehicle for the Rosemead Transit service.
Revenue Vehicles
First Transit will be responsible conducting pre-delivery, acceptance inspections and maintaining of
the City's new revenue vehicles, consisting of three (3) Type C Gasoline Cutaway ADA- Compliant
buses for operation of the Explorer fixed route services and two (2) Type B Gasoline Cutaway ADA-
Compliant buses for operation of the Dial -A -Ride service. Upon contract award, First Transit will
coordinate with the City of Rosemead and Creative Bus Sales for the bus line and bus acceptance
inspections at the end of August, beginning of September.
Radios
First Transit will be utilizing the Sprint Nextel Push -to -Talk mobile communications equipment for
dispatcher to bus operator communications.
Our drivers, supervisors, dispatchers, managers and ultimately our passengers rely on our ability to
communicate and be responsive to on -road issues.
- -�,
------ .--- ------------ --- ---------- .-------
Fast ri Transit
On -Board Camera Systems
First Transit will be providing and Installing the REI BUS -WATCH Digital Video Surveillance
System. Referred to as the "black box' for transit vehicles, the REI's BUS -WATCH system provides
video of all activity going on in and around the Rosemead Transit vehicles. REI's technology makes
it's easier to spot and identify people, vehicles and incidents no matter the lighting conditions and in
today's world, becomes crucial. The installation of this system, which will include eight (8) cameras,
promotes a safe environment for passengers, drivers and equipment alike.
The system collects video and audio data through strategically positioned, high resolution color
cameras with built in microphones. Our driver simply has to turn on the vehicle for the system to be
activated. The data is then transferred to the REI mobile DVR's hard drive or SD card.
Two (2) backup hard drives will be included and the camera system will transfer to the City of
Rosemead at the end of the contract term. Additional details of the capabilities and functionality of
REI's BUS -WATCH Digital Video Surveillance System has been included as an Attachment.
Fareboxes
First Transit will be providing Diamond - Model D Fareboxes for the Rosemead Transit services.
These farebox units are constructed of solid brass and aluminum castings using a three lock, high
security system. This model requires very little maintenance and has a one year warranty against all
defects.
These farebox units accept coins, tokens and tickets. With a clear viewing window made of acrylic
and a 12 Volt DC night light, viewing in dim to dark conditions is made easy. The farebox can be
mounted to a stanchion or floor stand. As required per the RFP, the units will be transferred from First
Transit to the City at the end of the contract.
Fares will be collected and counted daily and secured in a safe. Counting will be performed with two
employees to ensure security of the funds. An armor car service will pick up the fares each week and
deposit into the bank. The monthly fare revenues will be credited on the monthly invoice. Please sea
the Attachment for additional Information on the Diamond - Model D fareboxes.
K. Operations and Maintenance Facility
First Transit will operate the City of Rosemead services from our leased facility located at 4337
Rowland Avenue in El Monte, for the administration, operation, and maintenance of this project. The
facility is 2.2 miles from City Hall in Rosemead (8838 East Valley Boulevard), resulting in minimal
response time to the service area. Our facility has excellent space for maintenance, administration
and vehicle storage for the five Rosemead vehicles and First Transit's back -up and support vehicles.
The maximum response time for trouble calls is no more than 30 minutes. From this location, we are
able to provide substitute vehicles within 20 minutes of any occurrence that requires a replacement
-
---- ------ -- - - - - --
vehicle. First Transit, and its predecessor companies, has operated from this facility since the early
1990's.
Storage for our vehicles is in a 56,000 square foot
area that is surrounded by a six -foot chain -link fence.
The parking area Is paved and striped.
The maintenance area is equipped to perform all
aspects of preventive maintenance excluding
bodywork. The 2,000 square foot building has two
bay doors, an open inside area for ease in
maneuverability within the garage, maintenance
office, and parts room.
Our facility is equipped with a wash area including
high- pressure hoses. A steam cleaner and clarifier is
installed to enable the maintenance department to
conduct regular engine and undercarriage cleaning.
Ample space and staff are provided to keep the
vehicles clean at all times.
The location includes over 1,200 square feet of office —
area, including a training room, driver's room, and
dispatchers' office. The dispatchers' office has a
dispatch window and a full view of the drivers' room.
The dispatch area houses the communication
equipment necessary to have efficient
communication with the drivers and the public. The driver training room is multifunctional where
classroom instruction, refresher training, and monthly safety meetings are conducted.
Operations run smoothly and efficiently from this location as vehicle storage for the Rosemead transit
vehicles, maintenance, and administration.
L. Maintenance
First Transit provides industry- leading
maintenance that drives down road failures, moves
repairs from unscheduled to scheduled, and
focuses on efficient communication. We
understand that the City will be providing a new
fleet for this service and First Transit can ensure
that your fleet is maintained in 'like new' condition,
and will successfully pass all third party audits
W--- ------- ----- - - -----
Operations Success
Consistent level of high - quality
maintenance through skilled
ASE - certified technicians,
meticulous inspection
processes, and no deferred
maintenance to keep vehicles in
'like new' condition!
Nst riTransit
through our Preventive Maintenance Program. To do this, First Transit has implemented the following
innovative solutions:
• Comprehensive skills assessments lead to customized Cengage training programs for each
mechanic. This training has an emphasis on technicians becoming ASE Certified, programs
for which First Transit pays for the training and testing. In addition, technicians earn a
$.15/hour bonus for each ASE Certification. This means the maintenance staff, including our
Maintenance Manager, James Harwood is better trained to make the right repairs the first
time, troubleshoot more effectively, and increase productivity. This results in fewer vehicle
problems and less time in the shop, increasing fleet reliability, and availability
• ASE Blue Seal Shop is a symbol of excellence. Using the training programs above, we will
strive to become a Blue Seal Shop, providing great assurances to the City of Rosemead as to
the quality of our team and the First Transit maintenance program
Providing our clients with exceptional maintenance service is an essential component of upholding
First Transit's core values — Setting the Highest Standards, Accountable for Performance, Committed
to our Customers, Dedicated to Safety, and being Supportive of Each Other. To achieve this, we
ensure our vehicles operate at peak performance around the clock and in every community we serve.
Delivering a consistent level of mechanical
performance requires meticulous processes,
reliable equipment, and skilled people committed
to providing safe, efficient, on -time vehicles.
Regardless of the locations we serve, the type of vehicles in use, or the services we provide, every
effort Is taken to make sure our passengers and clients are afforded a level of care and attention that
comes with being the best In the business.
Our guidelines for successful maintenance are as follows:
We make every repair in accordance with original equipment manufacturer (OEM)
standards. This is the most cost - effective and efficient approach to assuring proper vehicle
operation.
Preventive maintenance is a priority. This continuous process improves the manner in
which we can diagnose and address issues before they become more costly and detrimental
to our level of service.
The use of well- trained and skilled technicians leads to accurate problem diagnosis,
reduced repair costs, and increased vehicle availability. James Harwood is a Master ASE
Technician.
Complete and accurate maintenance records allow us to make rational, logical decisions
regarding our vehicles and equipment.
-,_.;._r.;. ;...._
• We empower each employee with quality control responsibilities, This Improves employee
morale and productivity, increases their quality of work, reduces the occurrence of repeat
repairs, and maximizes fleet and equipment availability.
• Clearly stated performance standards establish shared quality expectations and serve as a
guide for management oversight.
• Tracking inventory by individual part and repair improves inventory management and
historically based stock levels.
Together, FirstGroup America is responsible for the safe operating condition and asset lives of
over 110,000 vehicles and equipment, making our industry- leading company an exceptional partner
for the maintenance of the City of Rosemead fleet.
Nationwide, First Transit manages and operates 11,200 vehicles, with direct maintenance performed
on 8,700 vehicles. Our First Vehicle Services division directly maintains 38,550 pieces of equipment
ranging from fire trucks to large buses to small grounds maintenance equipment. Our First Student
and Greyhound divisions directly maintain another 63,000 buses ranging from over the road coaches
to small buses and small vans.
Preventive Maintenance Program
The backbone of First Transit's commitment to exceptional maintenance is our strong Preventive
Maintenance (PM) Program. Proper PM will protect your capital investment in the fleet, keep the fleet
operational and available, and provide a high level of reliability and safety to our passengers and
clients.
Good maintenance management decisions are based on accurate and reliable information. To ensure
accurate and reliable data, we use a computer -based equipment management system that is
designed to enhance equipment management capability. RrstBase is a system focused on properly
structured information to improve the quality and productivity of equipment services.
The following design characteristics of FirstBase make it especially responsive to the needs of both
First Transit and the City of Rosemead. It is a fully integrated system that will simultaneously track
and monitor the following:
• Preventive maintenance • Repairs
• Parts inventory • Technician productivity
• Vendors for outside repair • Fuel and oil consumption and
• Overhead costs efficiency
• Data validation checks at data • Personnel and time sheet records
input • Status reporting
-- _ `,
First ri Transit
FirstBase Maintenance Software
FirstBase Maintenance Information System (FirstBase),
our customized version of Datastream, is our software
platform of choice for vehicle maintenance files, reporting, F ■ iV t gas e
and task supervision utilizing our Paperless Shop system. n a•t�Ta�n
A transit- spec'rfic software designed for the unique
requirements of a bus fleet. FirstBase captures and supplies critical data to support day - to-day
management decisions. This provides our maintenance team with the information needed to keep
each Rosemead Transit service vehicle In 'like new' condition.
FirstBase is a flexible system that simultaneously tracks and monitors the following maintenance
activities:
• Preventive maintenance •
Data validation checks at data input
• Repairs •
Status reporting
• Parts inventory •
Completed work orders
• Technician productivity •
Work orders in progress
• Vendors for outside repair •
Delays and reasons for delays
• Fuel and oil consumption and efficiency •
Tailored reporting
• Overhead costs •
Exception reports
• Training Records
FirstBase includes multiple levels of concise reporting that assists technicians and management
personnel with daily maintenance and supervisory tasks.
It tracks our entire maintenance operation,
searchable by fleet or individual vehicle, and consolidates tasks into the following reports:
• Low -level reports support technician activities
• Second -tier reports provide summary Information for line management
• Third -tier reports supports higher -level management reviews and decision making
Monthly reports are combined into a database and are available to Rosemead Transit service on a
secured read -only section of our maintenance web site. James Harwood, Maintenance Manager will
review monthly reports to compare statistics between First Transit locations and to identify any
recurring maintenance trends that will be addressed.
First Transit's nationwide network of locations provides an additional resource to the City of
Rosemead, linking your service to similar operations and fleets. This reporting method ensures that
you have the best, industry- leading practices in all First Transit maintenance activities.
Database reports are generated to help identify problematic systems, repeat repairs, problem drivers,
problem vehicles, and miles between road calls for each vehicle. First Transit's MIS system reports
provide the following information on each vehicle:
• Monthly PM reports • Inventory analyses
• Total maintenance costs to date • Work analyses
m. . -'.
• Special billing reports
• Number of work orders
• Number of service calls
• Number of vehicles receiving PM
• Downtime by vehicle category
• Summary and detail reports on
work orders
• Exception reports
• Employee performance
measurement
• Vehicle replacement analyses and
recommendations
• Development of vehicle and
equipment specifications
• Total cumulative and detail records
of all subcontract work
Preventive Maintenance Inspection
Every First Transit vehicle undergoes thorough PM inspections to remain in top condition. Systems
are inspected for wear and tear and any necessary adjustments are made in accordance with OEM
specifications.
Our computer systems log vehicle miles, which is the basis for all PM inspections. The frequency of
these inspections can be customized to meet the City of Rosemead's requirements. Our Quality
Control program monitors each vehicle's service goals using Statistical Process Controls,
monitoring the statistics of our preventive maintenance program to achieve continuous improvement
and maintenance excellence.
The level and complexity of each PM inspection depends on the type of equipment and the number
of miles operated since the last maintenance check. We categorize PM inspections into three
designations: A, B, and C inspections. Sample intervals and procedures are reflected in the following
table:
Rosemead Fleet PM Inspection
4,000 miles I Engine service, including engine oil, filter change, and
comprehensive vehicle inspection
24,000 miles I A- inspection plus fluid changes and brake inspection
C 1 48,000 miles A- and B- inspections plus and a comprehensive
vehicle inspection of all systems
Our Maintenance Manager oversees the PM inspection process, developing weekly schedules to
take vehicles out of service for maintenance. He will ensure that the fleet is adequately staffed and
outfitted to provide uninterrupted service to our passengers and clients.
I
First ro Transit
The PM Process
The maintenance manager assigns the vehicle to a trained, qualified technician for inspection.
Inspections are documented on an itemized PM inspection form and a repair work order form. This
includes the date, life miles, and description of the work performed, list of the repairs made,
discrepancy sheet, parts used, mechanic's name, and time spent on repairs.
All work is performed to OEM specifications and in accordance with the Federal Motor Carrier Safety
Regulations Handbook.
Upon completion of work, the maintenance supervisor reviews the inspection check sheet and spot
checks the vehicle. If any issues are identified, they are corrected before the vehicle is returned to
revenue service.
DAILY INSPECTION PROGRAM
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Every driver's daily routine includes a pre -trip inspection
-
designed to Identify safety issues and items in need of
immediate attention. attention. This can include air leaks, fluid leaks,
burned -out light bulbs, graffiti, and body damage. The driver
- -- _ - -
notes any defects on the Driver Vehicle Inspection Report
-
(DVIR), which immediately alerts maintenance personnel of
-
pressing issues.
Supervisors coiled all DVIRs during PM pull-ins. Each vehicle is
- -_ -- -
visually inspected and the DVIR is reviewed for any follow -up
_
-' _ -`- =r- .,
repairs. If necessary, the driver places the vehicle out of service
until proper repairs can be made.
Driver inspections include comprehensive checks of the vehicle -
exterior, interior, and brake system to ensure all components
meet First Transit and the City of Rosemead standards, are
functioning properly, and most importantly, are safe for our drivers and passengers.
AIR - CONDITIONING AND HEATING SYSTEMS
Our extensive PM program includes specific climate control system procedures, which meet or
exceed manufacturer recommendations.
Every PM inspection includes several checks to the climate control system. Furthermore, the entire
system undergoes detailed inspection and cleaning to ensure optimum performance prior to peak air
conditioning and heating seasons. Air - conditioning repairs are made in accordance with all applicable
regulations, including those outlined in the Clean Air Act of 1990. This includes the use of certified
mechanics, an approved Freon recovery system, and the tracking of refrigerant used for each repair.
-
--
BRAKE SYSTEMS
Brake system inspections and repairs are made during scheduled PM. Any defects or other safety -
related system issues are corrected and tested prior to the vehicle being placed back into service.
Our policies require the use of OEM quality parts and repair practices to maintain our brake systems.
TIRES
Only brand tires and retreads are used on our vehicles. The brand names of choice include Michelin,
Bridgestone, and Bandag.
Our tire maintenance plan includes:
• Daily pre -trip and post -trip inspections by drivers, documented In the DVIR
• Daily inspection at the fuel island by the utility personnel, documented on the fuel log
• PM inspections, documented on the task list for the inspection
• Tire mounting and dismounting, wheel inspection, and wheel and tire installation on vehicles,
as necessary
• In -shop tire and wheel installation, as necessary
• Tire tread depth inspections
• Quality Control review to ensure compliance with our tire maintenance policies
WHEEL CHAIR RAMPS AND LIFTS
For the safety of our passengers, it Is critically important to make sure wheel chair ramps and lifts are
functioning properly at all times. During PM Inspections, technicians lube the lift and perform a
comprehensive inspection of the entire system, including the platform, sensors, barrier, securement
devices, and controls. Technicians pay particular attention for structural deficiencies and hydraulic
leaks. Most importantly, all lifts and ramps are cycled daily before vehicles enter service. Drivers are
required to promptly report lift malfunctions, and vehicles are removed from service until proper
function is restored.
FLUID REPLACEMENT AND LUBRICATION
All lubrication, oil, and filter change intervals are performed in accordance with OEM and the City of
Rosemead specifications. Additionally, we regularly check engine oil, transmission fluid, coolant, and
differential fluid levels.
COMMUNICATIONS SYSTEMS
All communications and security systems are checked during pre -trip inspections. Any unit not
working is reported immediately and the vehicle is taken out of service. Defective units under
warranty are repaired by a manufacturer - approved shop to adhere to warranty requirements. Items
not under warranty are repaired by qualified employees or vendors.
ar
First ri Transit
FOLLOW -UP REPAIRS
After the PM inspection is complete, any necessary follow -up repairs are assigned to specialized
technicians. Only after final follow -up repairs are made will vehicles be released into revenue service.
M. Safety Program
First Transit's System Safety and Security Plan
Our System Safety and Security Plan (SSSP) is based upon federal safety regulations and describes
the standards in place for driver and maintenance employee hiring, training, vehicle safety, and
record keeping. Our SSSP is divided into six core areas of focus:
1. Employee selection
2. Employee training
3. Substance abuse testing and education
Below is a broader description of each SSSP Core.
CORE 1 - Employee Selection
4. Safety maintenance
5. Security awareness
6. Accident and safety data acquisition
Working for First Transit requires a sense of commitment, attention, and diligence that is not found in
other companies. That's because we're in the business of transporting people - individuals and
families that trust us to provide a consistently safe experience every time they take a seat on one of
our vehicles. We insist that our employees be committed to safety, reliability and customer service.
To ensure this happens, we use predictive data and a thorough evaluation process when selecting
new employees. We require a safe driving record, past employment verification, a criminal
background check, motor vehicle record review, employment eligibility verification, and a drug
screen.
CORE 2 - Employee Training
In support of our security plan, we have established standard operating procedures for all employees.
These SOP are included in training programs and are reviewed on an individual basis during ongoing
performance evaluations. Below is a brief overview of the kinds of training we provide our employees.
All training will be in conjunction with your requirements.
Driver Training Component
The new driver education and training process provides learning opportunities in two areas of focus -
ciassroom (knowledge - based) and behind the wheel (skills - based). All training is based on standard
curriculum using standard documents, and is taught by First Transit's certified instructors.
-
-- ------- - - - - -- r - d ,.. i�:.
Classroom and behind- the -wheel (BTW) training for new drivers includes our comprehensive
programs based on TSI and Smith System modules. We provide classroom, behind- the -wheel (BTW)
instruction, and Cadet In- Service instruction, and will comply with the City of Rosemead safety
training requirements.
Certified Instructor Program
We combine our own instructor certification program with the Transportation Safety Institute's (TSI)
certification program to create a standard training initiative that is built on industry- leading quality and
excellence. Our certified trainers are highly experienced at providing competency -based job- related
training. They are responsible for preparing lessons plans for classroom instruction and conducting
one -on -one behind - the -wheel training.
All TSI - certified instructors are registered with the Department of Transportation (DOT), which
provides unmatched training regulation and compliance. In addition, our instructors also are certified
by the highly reputable Smith System Driver Improvement Institute.
Ongoing In- Service Training
We provide ongoing in- service training to help our drivers keep their skills up to date. Drivers
participate in mandated annual safety meetings and periodic safety awareness campaigns that
provide detailed instruction on defensive driving techniques and other safety- related issues.
Both regularly scheduled and random road observation checks are used evaluate our drivers'
compliance with policies and procedures, and to rate their overall proficiency at operating our
vehicles. In addition, every driver Is required to undergo a ride -along evaluation once every 12
months with a certified trainer.
Collision Retraining
Should a driver experience a collision, he or she is required to take part in our collision- retraining
program. Certified instructors lead the two -hour minimum classroom and behind - the -wheel retraining
course. The purpose is to identify root causes and contributing factors when collisions occur. Once
causes or contributing factors are determined, we retrain drivers to correct issues such as improper
backing or improper mirror use.
Our safety and training staff will thoroughly review what happened before, during, and after any
incidents that occur. Understanding these circumstances will provide important Information to
manage insurance claims and to determine what retraining courses may be necessary.
Safety Training
Every module in our driver training programs have an underlying theme of safety. Training modules
such as Vehicle Familiarity, Vehicle Maneuvering, Service Area Familiarization, Passenger Assistance
Training, and Defensive Driving are specifically designed to provide drivers with the knowledge they
-.: -- --- --"----- ---- - - -- - ---
First ri Transit
need to operate revenue vehicles safely and to provide customer service that is first and foremost
safe for our passengers.
Emergencies will inevitably occur in any transit system. We believe that our thorough driver training
and high - quality preventive maintenance programs can greatly minimize the frequency and seventy of
emergency situations.
SAFETY RE- TRAINING
Mandatory monthly safety meetings for the City of Rosemead account will include topics of local
importance and will reinforce the important positron that safety occupies on the job. We encourage
the City of Rosemead's participation in safety meetings as a way to emphasize safety as priority
number one for our employees.
All drivers receive routine and continuous in- service training on the safe operation of revenue
vehicles. Additionally, drivers and dispatchers receive annual refresher training on safe operations.
Our management team tracks each driver's years of service in order to schedule re- training sessions
in a timely manner. Class completion certificates are maintained in each driver's safety files.
SAFETY DISCIPLINE
We have strict operating regulations regarding safety and injury- prevention measures. Because our
standards are so high, we focus disciplinary action on the incident, not the severity of the outcome.
Any employee who disregards our safety standards will be censured. A driver who demonstrates a
disregard for safety is held accountable for his or her actions, since unsafe performance can result in
an escalation of risk. Repeated violations will result in termination.
Safety Training Partners
We have partnered with many of the organizations that drive industry-wide Instructional standards
and programs to help develop our own safety training needs. We rely on their experience, research,
and continual program updates to help us stay on the leading edge of employee training.
NATIONAL SAFETY COUNCIL
The National Safety Council's (NSC) mission is to save lives by preventing injuries and deaths at
work, in homes and communities, and on the roads, through leadership, research, education and
advocacy.
Working with NSC, we have adopted the following initiatives to help achieve our own injury
prevention goals:
• NSC membership and training
• participation in the NSC Congress & Expo panels and technical sessions
• Participation in NSC's Safe Communities America program
T- 3,_—,
. . -1
• Involvement in symposiums and advisory roles
• Planned meeting on teen driving initiatives
• Development of FirstGroup's 2008 Cell Phone Policy (total ban)
SMITH SYSTEM DRIVER IMPROVEMENT INSTITUTE
Our preferred driver - training program incorporates the Smith System of Defensive Driving program.
The focus of this class is hands -on, behind - the -wheel learning in actual driving environments. Smith
System classroom training includes:
Common factors that cause collisions
• Smith System's Five Keys to Space Cushion Driving
• The 5 Keys plan to avoid backing collisions
• Use of important traffic information to gain an advantage
• Isolate and insulate the vehicle in traffic
• Forecast the probable activities of other drivers
• Reduce fuel consumption
• Reduce vehicle maintenance costs
TRANSPORTATION SAFETY INSTITUTE
We use the Transportation Safety Institute's (TSI) professional modules for our TSI instructor- training
program, and for our training on customer service with regard to passenger assistance and ADA
issues. All TSI - certified Instructors are registered with the DOT. First Transit is proud to be
recognized by the USDOT Transportation Safety Institute and letter of recognition has been included
as an Attachment.
NATIONAL TRANSIT INSTITUTE
Our passenger, facility, and vehicle security programs are based on industry- leading security
standards, including:
• Public Transportation System Security and Emergency Preparedness Planning Guide
(published by the US Department of Transportation)
• Transit Security Handbook
• Transit Security Procedures Guide
• National Transit Institute's pocket handouts
• Employee Guide to Workplace Violence- Prevention, Response, and Recovery
• Employee Guide to System Security - Observe and Report
Multimodal Transportation Planning
NTI's Multimodal Transportation Planning courses support the following standards:
Transportation Equity Act for the 21st Century
First io Transit
Intermodal Surface Transportation Efficiency Act of 1991
Clean Air Act Amendments of 1990
SAFETEA -LU, and their regulations and support of the good practice of multimodal
transportation planning
CORE 3 — Substance Abuse Testing and Education
First Transit, the Federal Transit Administration (FTA), and the US Congress have determined that
alcohol abuse and illegal drug use pose specific dangers to the safety and welfare of the nation.
Furthermore, the FTA has specifically stated that the use of alcohol and illegal drugs significantly
affects the performance of individuals involved in the mass transportation industry. Because of the
risks to employees, passengers, and the community at large, it is our policy - and that of the FTA -
that safety- sensitive employees be free from the influence of drugs and alcohol.
CORE 4 — Safety Maintenance
All maintenance personnel are trained in shop safety, OSHA standards, vehicle maintenance, driving
techniques, and safe driving. Employees are continually evaluated and tested throughout the training
program. Those who do not demonstrate the required level of proficiency are provided additional
training or are removed from training.
We audit our training procedures to verity that all policies are enforced to prevent incidents, collisions
and injuries. Safety audits include government level auditors from FTA, OSHA, DOT, and third -party
auditors. We also provide our own internal corporate auditors and local on -site safety auditors. From
First Transit's director level and above, each auditor is responsible to do a spot check safety tour at
least 12 times a year at any given location.
CORE 5 — Security Awareness
As a provider of mass transit services, we are keenly aware of security threats that exist in our current
culture. Our management and staff are trained to closely scrutinize the security of our buildings.
facilities, and vehicles at all times, promptly reporting of any inconsistencies or identifiable threats.
Protecting our facilities takes more than fences, security cameras, and proper lighting. Our approach
to protecting our facilities includes security technology and an overall sense of awareness on the part
of our employees. Our staff is responsible for securing all facilities and maintaining a heightened
sense of awareness at all times.
All visitors, vendors, and suppliers who enter our facilities should be carefully scrutinized. Although
we want to maintain a reasonable level of trust in those who do business with us, our employees
recognize that any person who enters a facility on a temporary basis has the potential to be a security
risk. We are attentive at all times to unauthorized persons who may be accessing sensitive areas,
stealing, or otherwise compromising our security.
r:
CORE 6 - Accident and Safety Data Acquisition
Our regard for the safety of our passengers and staff is paramount. Any injury, collision, or incident
involving a First Transit driver will be investigated to determine cause and responsibility.
Investigations are performed in any situation when a vehicle is damaged, a vehicle leaves the traveled
roadway, or a passenger or driver is injured.
If a driver is involved In a preventable injury or collision, he or she is placed on administrative leave
pending the outcome of the investigation. All investigations are conducted by unbiased management
personnel. At the conclusion of the investigation, appropriate action is taken, which may include a
written warning, retraining, a suspension, or termination. If a settlement is necessary, we coordinate
the efforts of insurance companies, maintenance personnel, and our management to ensure that we
reach a prompt, equitable agreement that protects the interest of First Transit and our clients.
N. Screening and Selection Program
Please see Section E. 'Hiring and Personnel Policies" above for details on screening and selection
program.
O. Training and Retraining Program
Driver Training
Our driver education and training process is a highly regimented and professionally developed course
built around a curriculum featuring learning opportunities in two major domains: Knowledge
(education) and Skills (training).
Various delivery mechanisms are used to support the learning process, such as classroom,
multimedia presentations, closed course, observation and behind- the -wheel skills building. To help
employees retain the information and practice the skills they've acquired, we evaluate learning
through written quizzes, driving tests, and customer service skills evaluations.
First Transit's Operator Proficiency Workbooks track training progress on a daily basis and serves
as a record for all aspects of the training program. Our newly - implemented Bus Operator Credential
Tracker, part of our SharePoint Safety She, ensures that all Driver's Licenses, Medical Certification,
DOT Physicals, Annual Driving Evaluations and annual reviews of motor vehicle records are current.
Only drivers who have completed First Transit's extensive training programs are qualified to operate
vehicles.
First ri Transit
First Transit's emphasis is on safe operations, day -in
i and day -out. Rest assured that Rosemead's system
will operate in a safe, courteous, and professional
manner.
Training Program
All new drivers receive a minimum of 54 hours of training including training in all First Transit -
Rosemead routes, vehicle maneuvering, passenger assistance techniques and customer service,
regulatory issues, workplace violence, system security, blood borne pathogens, hazardous materials,
and ADA requirements. Under the FTA MAP 21 guidelines, we have added a course in Distracted
Driving and Fatigue Awareness for drivers.
i ne curriculum Tor our training program features:
• First Transit /TSI Classroom Training Manual
• First Transit Injury Prevention
• First Transit specific DVDs
• Facilitator Guides
• Participant Guides
• Behind the Wheel Manual
• Minimum Standards
• Written Tests
• Skills Assessments
• Proficiency Workbook
Not only are our on -site trainers and managers overseeing the training and progress, but our regional
management staff also accesses this information for quality control and oversight purposes. Our
instructors have access to our Safety Resource Center that includes all policies and procedures for
employee training and management.
,i Our comprehensive training program is used
throughout our 242 operating locations.
Excellent training produces safe and excellent
drivers. We have the safety record to prove it.
NTD Accident Frequency Rate
per 100,000 Miles Freop Transit
0.10T
0.17
0.16 __. 0.15 -. -0:15
0.15
Oaf
0.14
0.13 __
0.12
FY 09/10 FY 10/11 FY 11112 FY 12/13 FY 13/14
�NTD Reporting Accident Frequency Rate per 100,000 Miles
Classroom Training
The following minimum classroom instruction is provided:
Classroom Training
DVD / Video
Hours
First Transit - Introduction. Company
Welcome to Fr
1.00
Policy and Procedures
Bus Operations
0.50
TSI - First Transit Defensive Driving /
Smith System Certified Trainer
Smith System
Curbing Transit Employee Distracted
Critical Point
5.00
Out of Piano's Way
y
Waming Signs video & Tri -fold
NTI - Security Awareness
Pamphlet
1.00
The Operator
Drug and Alcohol Awareness Program
TSI - Fatigue Sleep Apnea Awareness
Injury Prevention and Risk Assessment
Basics of Safety
4-00
j Back Safety
Safe Work Methods DVD
F! - Basics of Safety
I Safe Work Methods
f
DVD - A.C.C_E.S.S. Matters
Customer Service
ORT
Mobility Device Securement
Safe and Secure
I
5.00
I
Ii--
Ten Commandments
TT' SI - Emergency Procedures
TSI - Emergency Procedures
1.00
First c� Transit
Behind -the -Wheel Training
In -class instruction is only part of our comprehensive training program. To familiarize new drivers with
actual on -road situations and hazards, all drivers complete First Transit Behind- the -Wheel Training.
This involves closed-course instruction, controlled course instruction, and road work training.
• Closed course instruction trains drivers in complete vehicle maneuverability in a secure
area. This training uses simulated obstacles and road situations that replicate the Rosemead
service area.
• Controlled course work allows the driver to become more familiar with handling the vehicle
in a controlled area. The course is designed specific to the service area, on two lane roads
with minimal obstacles, and is less than 35 mph. Drivers learn the challenges of routes and
service area characteristics, and develop skills to anticipate and manage actual driving
situations.
• Advanced road -work training is conducted on a one-on -one basis with qualified trainers. No
passengers are on -board during road -work training, while the new operator becomes familiar
with service area routes. Drivers are credited ONLY for the time they are actually operating the
vehicle during road -work instruction.
Behind- the -Wheel training courses include the following modules:
Closed Course (Group Work)
Vehicle Orientation - pre -Tnp Inspection; Seat Adjustment; Mirror
Adjustment; Braking. Accelerating and Transmission; Wheelchair
Securement
Reference Points - Lane Position; Right Side / Left Side; Backing Point; I 10.00
Forward Stop; Pivot Points; Turning Points
Vehicle Control - Straight in Lane; Left Turn; Right Turn; Lane Changing -
Moving Right or Left
Controlled Course
- -_ -.ors'
--------------- -- - ---
a• 7 EI
Behind-the-Wheel (BTW)
Smith System; Intersections; Service Stops; Backing
Hours
1 4.00
Advanced Road Work
Smith System Commentary Driving; Roadways; Expressway / Highway
Driving; Intersections; Service Stops
9.00
Final Evaluation
1.00
Cadet-in- Revenue
10.00
Total Behind- the -Wheel Training
34.00
DRIVER EVALUATION
The safety of our passengers is our number one priority — one that simply cannot be
compromised. After completing behind -the -wheel training, drivers demonstrate that they have
mastered required skills by successfully completing a thorough final evaluation before progressing to
cadet training. We do not allow a new hire to operate a vehicle with revenue passengers until this
phase of training is completed satisfactorily.
CADET -IN- REVENUE SERVICE TRAINING
The final step in new- driver training — and the transition from instruction to real -world experience — is
our Cadet -in- Revenue Service Training. Each new driver, or cadet, is coupled with a certified cadet
trainer, who is typically a mentor or senior operator. This one- on-one evaluation includes in- service
training hours on actual transit routes.
Cadets demonstrate their ability to drive safely, provide excellent customer service, and assist
persons with disabilities and mobility devices. Cadet trainers conduct a final evaluation after the
Cadet -in- Revenue modules are completed. Only cadets who successfully pass this final stage of
training are qualified to be assigned manifests or routes.
Post- Training Evaluations
To monitor driver performance and ensure continued compliance with the training principles, all new
operators undergo three (3) post- training evaluations. These evaluations are completed 30 days, 60
days, and 90 days following successful completion of the training program. Evaluations provide
additional mentoring opportunities for new drivers and additional support as successful members of
the First Transit team. Operators who need additional training will be referred to and assessed by the
Safety Department.
0 F -.:., --- --
First ri Transit
Incumbent Driver Training Program
First Transit designs training curriculums to meet the standards of the current service and the
requirements of the new RFP when we assume transportation services from an incumbent contractor.
The needs of the client agency and community are assessed, as well as the historical accident and
injury rates of the incumbent contractor. Training curriculums vary in scope from four (4) hours to
sixteen (16) hours, depending on our service assessment, and will include some or all of the following
modules,
• Orientation . Passenger Assistance Techniques
• Vehicle Review • Smith System Defensive Driving
• Schedule/Trip Sheet Test . Passenger Relations, Conflict Resolution
• Disability Awareness and . First Transit and City of Rosemead
Communication Operating Rules and Responsibilities
Driver Re- Training Programs
On -going employee evaluation, education, and training reinforce concepts and skills learned early in
an employee's career. Driver Re- training provides an opportunity to learn new skills as well as
improve on old ones.
Re- training modules ensure that our drivers are up to date on the standards, expectations, and legal
requirements imposed by First Transit, our clients, and federal, state, and local entities.
Our trainers and managers are always on the lookout for "teachable moments;" however, there are
two mandatory and documented ways in which operators receive retraining annually; Monthly
Safety Meetings and Annual Operator Evaluations.
Monthly Safety Meetings
First Transit requires twelve (12) safety meetings annually, which are at least one hour. Monthly, our
corporate safety team provides our locations with the safety topic, safety posters, and a training DVD
to use at the meeting.
Safety Meeting attendance is a condition of employment and is mandatory for all Operators,
Management, Operational staff, and Maintenance personnel and is documented with a sign -in sheet.
We hold several safety meetings in our larger operations to ensure all employees are a part of this
important monthly event.
Annual Operator Evaluation and Re- Certification
Annually, operators receive a mandatory one -hour ride check/evaluation, One of our certified trainers
will ride with the operator and evaluate their skills. Based on this evaluation, drivers are either
— - - - - - - - - — - -- r.., -.'9 s i
ate;
approved, or required to go through four additional training hours: 2 classroom training hours and 2
one - on-one BTW training hours.
Frequency of Re- Training
We continually monitor accident frequency, passenger complaints, and employee comments as part
of our ongoing training review process. Adjustments are made whenever potential issues are
identified, or when industry and safety standards are modified for improvements.
Our policy of training, performance evaluation, and retraining ensures that our employees are current
on all training requirements. While on the job they continue to put the Important lessons they learn
into practice.
In addition, we provide our safety and security manager and our trainers with continuous train -the-
trainer exposure to keep our instructional programs and teaching methods current with the latest
trends in the industry.
Refresher Training Program
The Refresher Training Program helps correct specific performance or behavioral issues that may
arise and is customized to meet the individual needs of the operator. This training is conducted by
one of our TSI- Certified supervisors.
After training, the operator is tested, and can return to providing service if they score 70% or better.
One- on-one reviews are then conducted between the driver and supervisor to establish a continuous
improvement action plan and further skill development, as needed. supervisors continue to evaluate
drivers through regular on -board ride checks.
Refresher training is also conducted on an as- needed basis for drivers who have safety or accident-
prevention issues. Drivers receive at least two hours of training in safe vehicle operation, to include a
minimum of one hour in the classroom and one hour behind the wheel. A final evaluation is then given
before returning an operator to revenue service. Additionally, on -board evaluations are conducted to
evaluate the progress of the driver.
Driver Refresher Training Following Vehicle Accidents
To prevent a recurrence of accidents, It is important to address issues that may have contributed to
situations involving our drivers, whether avoidable or not.
An employee involved in a preventable injury or collision will be placed on administrative leave
pending completion of the investigation and completion of any required retraining. We consider the
operator's contribution to the cause of the injury or collision in disciplinary action.
In the case of collision retraining, First Transit follows the following discipline chart
First ri Transit
1' preventable X
X
in 12 mos
2n° preventable X
X
in 12 mos
r preventable X
X
in 36 more
2n° preventable X
X X
in 24 rtge
V preventable X
X
in 24 mos
Bear and X
X X
X X
collision^
Mobility Device X
X
policy violation
'Minimum 2 hours retraining
—1 hr classroom, 1 hr BTW
^ Progressive discipline is based on the seventy of the incident Supplementary Training
We understand that every individual learns in his or her own way. Because of our diverse abilities and
aptitudes, First Transit works with employees in need of Supplemental Training to help them
effectively learn the roles, responsibilities, and regulations that are an important part of the transit
industry.
By providing this extra support, we help our employees reach their full potential and become
valuable, productive members of our team.
P. Data Collection and Reporting
Please see Section F. "Accounting and Reporting" for details on data collection, record keeping and
reporting requirements.
R. Transition Plan and Time Schedule
The Transition /Implementation Plan establishes the foundation for our partnership with the City of
Rosemead in order to enhance the quality of the transportation system and our shared customers.
---- -- r.-.,. -_,_..
1� . ,ll
First Transit's transition model includes coordinatlon of all activities by dedicated, local senior
managers who have facilitated many contract transitions. Our general manager, Heidi Miller, is in
place and ready to transition the City of Rosemead services into the El Monte facility. Top support
managers will begin work on the project upon award of the contract.
Maintenance, safety, and training experts from First Transit's West Region are also key members of
our transition team, spending significant time on -site leading up to the start-up and ensuring initial
success. The most effective and seamless transition of public transit service requires a number of
speck and fundamental steps.
First Transit's Transition and Implementation Plan includes, but is not limited to:
• Obtaining a thorough understanding of the work to be transitioned and the service
expectations as measured by detailed performance indicators
• Establishing a formal transition schedule that has measurable milestones and regular, open
communications
• Committing sufficient resources to the transition in the form of an experienced staff,
financial support, and proven procedures and practices to assure a successful transition
• Developing a positive working relationship with the employees in order to understand
their interests. This will require regular and open communications
• Preparing for the unexpected and having sufficient resources to anticipate and respond
With our experience starting up several hundred operations, and our current management team for
this contract on she, we can offer The City of Rosemead the assurance and confidence that the
transition will be a success.
Start -up Schedule
First Transit will provide a seamless transition for our passengers with no disruption to service. Our
initial focus will be in reviewing and evaluating all existing operations, maintenance, and
administrative policies and procedures, assessing possible current employees for retention, preparing
our facility, inspecting and receiving bus and support vehicles and equipment, and
recruiting /hiring/training new employees and retraining existing employees as needed. These tasks
will be performed by high -level managers empowered to implement the contract and complete tasks
in a timely manner and consistent with the City of Rosemead direction.
Each transition requires a concentration on human resources, accounting, safety/security, labor
relations, facility management, asset management and administration.
Transition Team
Supporting local transition efforts will be our team of West Region professionals as well as our
corporate support staff who will be on -site at key points during the transition to provide technical
assistance. Our general manager will work on leading and facilitating every step of the transition,
including responsibility for maintaining morale and dedication during what can be a very stressful
�- - -,,- ---------------------------------------
First ri Transit
time for the system and Its employees. Key members of First Transit's support management team,
including our general manager Heidi Miller will begin working on the project two plus months before
the actual start-up of service.
Key Tasks
With 23 successful project transitions in FY2014/2015, First Transit will expertly handle all key
tasks in the startup of the City of Rosemead service. Working in partnership with the City of
Rosemead, our successful transition will focus on the following critical and time sensitive tasks,
• Developing First Year Goals and Objectives - First Transit and the City of Rosemead will
clarify service goals, objectives, and key performance indicators for the first year of operation
• Coordination with the City of Rosemead - establishment of effective communications and a
sensible transition plan including timelines for completion of tasks; and roles and
responsibilities, a schedule for meetings to monitor progress and resolve any issues and
concerns throughout the transition period.
• Transitioning Employees and New Staff Recruitment - First Transit assumes as many as
80% of the current workforce will make the transition recognizing that the current contractor
has other operations the employees may work for. Our initial emphasis during transition will be
placed on the "onboarding" of current City of Rosemead transit employees, and recruiting for
openings in the operations.
• Hiring, Training and Certifying - First Transit will determine which existing employees meet
our hiring qualifications and assess their skills. Transitioning employees will generally have a
shorter training period. Training of existing employees will be conducted at times not to
interfere with their current driving assignments as not to interrupt Rosemead services.
• Administrative Functions - During start-up, First Transit focuses on administrative functions,
such as establishing payroll, purchasing /inventory functions, opening and maintaining detailed
employee files.
• Vehicle Acceptance and Maintenance - Upon notification of contract award, First Transit
will order support vehicles with our distributors. Additionally, we will work cooperatively with
the City of Rosemead to conduct the in -plant fleet inspection and final acceptance inspection
of all customer -owned assets.
• Facilities - Our facility is already established and ready to implement these services_ Dispatch
workstations will be established and the new fleet entered into the maintenance system.
Transition Timeline
Based upon the information provided in the RFP, as well as our experience with and understanding of
the services to be provided, we have included a schedule for the transition of the new contract.
Date End Date
Task Begin Transitional Tlmellne and Scope of Service Review
Statement of understanding of service standards, contract
negotiations with the City of Rosemead
8/4
8/18
Notice of Intent to Award
8/4
8/11
Board award by the City of Rosemead and authorization to
execute contract
8/11
8/11
Contracted approved and signed by the City of Rosemead and
First Transit
8/11
8/18
Notice to Proceed issued to First Transit
8/11
8/14
Scope of Service Implementation — With the City of Rosemead Review
Review fleet assignment, history files
8/18
8/28
Review recruiting/hiring/training standards
8/18
8/28
Review facility roles and responsibilities
8/18
8/28
Review current labor work rules, policies
8/18
8/28
Labor Relations, Recruitment, Training and Staffing Requirements
Establish Employee Meeting for current Rosemead Transit
employees
8/12
8/25
Review current staffing and confirm new staffing levels
8/12
8125
Implement retention plan for staff (interviews, offer letters, on-
boarding, seniority confirmation, background checks); goal is to
consider, qualify, and retain as many current employees as
Possible
8/12
9/4
Implement recruitment plan for interviewing and selection for any
openings, if necessary
9/4
9111
Send new employees for drug screen and physical examinations
9/14
9/28
Review existing operator, technician and supervisor personnel
files, licenses, etc.
9/4
9/18
Review current First Transit background check process with the
City of Rosemead
8/12
8/25
Update, review, approve operator training manual with the City of
Rosemead
10/1
10/8
Provide detailed training schedule to the City of Rosemead for all
8/24
914
9 - t.., ,
Fsrst #i Transit
employees
Identify current employees for retention/hiring
8/24
9/11
Current operator /employee orientation to First Transit/retraining
(weekends, off- hours)
10/15
10/31
Operator training - new employees
9/15
10/31
Existing Maintenance staff considered for retention /hire
8/24
9/11
New maintenance staff recruiting, hiring, training, as needed
9/11
9/25
Existing dispatch, reservation and supervisory staff considered for
retention/hire
8/24
9/11
New dispatch/reservation/supervisory staff recruiting, hiring,
training
9/11
9/25
Order uniforms foremployees
9/15
10/1
Conduct additional training for employees, if necessary
10/24
10/31
Facilities
Review facility and environmental assessments with the City of
Rosemead staff
9A
9/15
Setup Dispatch/Reservation workstations
10/1
10/15
Determine packing spots for Rosemead buses
8/31
9/4
Vehicle Maintenance and Revenue /Non - Revenue Fkeet, FAUipment
r any shop equipment needed
9/1
9/15
w new bus production schedule with City
8/12
8/19
r RE] bus security cameras
8/17
8/25
fuel cards for revenue fleet
9/1
9/8
w contractual facility requirements and set up preventive
enance program
9/1
9/15
rm Bus Line inspection at the Creative Bus Sales facility and
ent the fleet vehicle condition
Wcertification
8/17
8/28
tance inspection of fleet upon delivery at First Transit facility
8/31
9/4
l REI bus security cameras in bus according to City provided
m
10/15
10/30
w training and ASE certification of all retained and recruited
icians
9/11
9/25
--------- - - - - --
A AA
OSE D
Order initial parts inventory for new fleet
9/4
9/25
Order non - revenue vehicle for driver relief, and supervisors
8/17
8125
Deliver, accept, and prepare ran- revenue vehicle for services
10/15
10/30
Administrative Functions and Office Setup
Review necessary telephone lines and equipment
9/1
9/8
Install and setup Avaya IP Office phone system
9/15
9/30
Order and prepare radios for drivers, dispatch and staff
9/15
9/30
Review office furniture, training needs and supplies
8/25
9/8
Order computer and office equipment, install Simpli scheduling
software and set -up
8/17
8/25
Import eligible customers into Simpli and double check
10/1
10/15
Payroll, ADP, dispatch, maintenance hardware and software plan,
ordering, set -up
9/1
9/15
Setup TTD and third party language line for Dispatch and
Reservations
10115
10/30
Review with the City of Rosemead - procedures and process for
customer comments, response time guidelines, operational
emergency plans
9/14
9/18
Fare collection
Order Diamond Model D Fareboxes
8/17
8/25
Install Fareboxes in new buses
10/15
10/30
Review all current program processes, fares, control and security
with the City of Rosemead staff
9/8
9/15
Set up Armor Car weekly pickup of fares to deposit
10/15
10/30
Review operator fare collection, audit trail
9/15
10/1
Driver Scheduling
Prepare driver schedules and review with the City of Rosemead
10/1
10/9
Prepare driver shift bids and assignments
10/9
10/18
Conduct run picks
10/19
10/23
Service Start
r
Fist ri Transit
Prepare fleet for next day's revenue service overnight
10/31
Follow -up meetings with the City of Rosemead on any open
issues
Ongoing
Initiate service under new contract
November 1, 2015
V Month of Service
Deposit via Armor Car 1' week of fares
11/6
1116
Establish weekly meetings with City
1112
11/6
Continue recruitment and advertise to hire as needed for all
positions, subject to retention
11/1
11/15
Review 1' week of service; compare to contract assumptions
11/9
11/10
Conduct skills assessment on new employees and determine
areas of focus for retraining
11/1
11121
Submit 1' Monthly Report to City
12/1
12/9
A more detailed, task -by -task transition plan will be developed and produced during the Best and
Final Offer and subsequent negotiations with the City of Rosemead, reflecting updated status of key
decisions on labor, fleet and equipment needs, and value -added options the City of Rosemead may
wish to implement.
Assistance for a Smooth Transition
Our transition plan noted above has captured the City of Rosemead requirements based on the RFP
and subsequent addendums. Our transition plan will be restated at time of contract negotiations to
reflect any changes to scope of work or other requirements. Our transition assumes a seamless
transfer of employees, equipment, and assets, along with facilities preparations, that we typically
experience with the current contractor.
REQUIRED FORMS
Forms A, B, C, D and E
W Frst ri Transit
VII. REQUIRED FORMS
The following forms must be completed, properly executed, and included in each
Proposal in order for that Proposal to be valid. Missing, incomplete or unexecuted forms
may render a Proposal noncompliant and cause that Proposal to be rejected for cause.
The forms appearing here will also be provided in Microsoft Word or Excel on the City's
website to expedite proposal preparation.
Form A. Rosemead Transit Cost Proposal [Pagesi -31 — Included in Section IV
Cost Proposal
Form B. Contractor Contact Information
Forth C. Addenda Acknowledgement
Form D. Non - Collusion Affidavit for Contractor
Form E. References
58
City of Rosemead— Rosemead Transit
2015 Request For Proposals
FORM A
ROSEMEAD TRANSIT COST PROPOSAL, PAGE 1
Summary of Proposed Cost
Proposer hereby proposes a total Three -year cost for management and operation of the
Rosemead Transit services as defined in the Request for Proposals, including any and
all addenda, of:
[Insert Total Proposed Base Term Cost] Two Million Seven Hundred Thirteen Thousand
One Hundred Forty -Five Dollars [$2,713,145 .00]
OFFEROR'S Representations & Acknowledgement
In submitting a proposal, the OFFEROR affirms that he /she /it is familiar with all
requirements of the RFP and has sufficiently informed himself /herself /itself in all matters
affecting the performance of the work or the furnishing of the labor, supplies, materials,
equipment, or facilities called for in this RFP; that helshe /it has checked the proposal for
errors and omissions, that the prices stated are correct and as intended by the
OFFEROR.
OFFEROR acknowledges that this is a "turn -key" contract and that the proposed cost
amount is for all staff, facilities, vehicles and equipment, supplies and services required
for the operation and management of Rosemead Transit except for those duties and
responsibilities of the CITY specifically identified in the RFP.
This proposal and proposed cost are a fine, fixed offer for a period of ninety (90)
calendar days from the Proposal Due Date of June 17, 2015.
NAME OF PROPOSER FIRM: First Transit, Inc
ADDRESS:
600 Vine Street Suite 1400
Cincinnati OH 45202
NAME OF AUTHORIZED REPRESENTATIVE FOR NEGOTIATIONS:
Brian Beechem
PHONE NUMBER:
(513 241 - 2200
AUTHORIZED SIGNATURE:
NAME & TITLE OF SIGNER:
Assistant Secretary
DATE:
June 15 2015 _
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2
Proposers Name: Firs( Transit, Inc
PROPOSED COST FORMULA
This table autoi from Houriv and Fixed Cost Tables. Do not overwrite formulas
COSTFORMULA
Year One
12 Months
Year Two
12 Morrie
Year Three
12 Month$
1. Cost Per RVH
$2579
$26.93
$2823
2. Monthly Fixed Cost
$39410
540214
$41,172
Projected Annual RVH
15.610
15,610
16610
3. Annual RVH Cost
$402626
$420,330
$440,628
4. Annual Fixed Casts
$472,922
$462,572
$494.069
TOTAL COST (314)
4875,546
A902.902
$934.695
This Cost Proposal Form is to W wed to submit the proposed contractor s firm cost Proposal ran all aark
descnded m the RFP and Scope of work. The detailed Cost Breakdowns of the Cost Proposal Ferm should he
consistent with proposed Cost Per Revenue Vehide Hour and 1010 ly Fixed Costs.
BREAKDOWN OF COST PER REVENUE VEHICLE HOUR
COST PER RVH
BREAKDOWN
Year One
Year Two
Year Three
Dover Wages
$17.76
$18.30
S19.66
Driver Fringe Beneflls
$3.74
5388
5402
Makitenanoe Parts
$1.00
$1.25
$1.74
Mantena ix, Supplies
$0.24
$027
$031
Outside Repairs
$0.10
$0.18
$0.34
0111erOriver Uniforms)
50.21
$0.21
$022
Variable Overhead.
Management Feelpmfil
$275
$283
$2.93
TOTAL COST PER RVH
$25 ,79
$26.93
$28.23
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
Proposers Name: First Transit, Inc
BREAKDOWN OF MONTHLY FIXED COSTS
N te' C is shown are W tre the eves a month) fixed costs by Cartago )
( o os
MONTHLY FIRED COST
BREAKDOWN
year One
Year Two
Year TNree
Project Man 'Salary
$892
$910
$929
P.ad Maneger Fringe
$103
5105
$107
Maintenance Mgr Sala
$1,137
$1,160
$1,183
Melnt. Mgr Fringe
$108
$111
$114
Operation Supervisor Sala
$595
$607
$619
Operation Supervisor Fnn a
$69
$70
$71
Dispatch Staff Wages
$8.034
$8.179
$8326
Dispatch Staff Fringe
$1,692
$1,755
$1 97
Maintenance Staff Wages
$4,213
$4289
$4366
Maintenance Staff Fringe
$3W
$410
$422
Other Wages )Utility/Bus Wash.
Rearmationists)
$6365
56.479
$6.595
Other FmNe(USNy /Bus WasR
Reservationists)
$1504
$1,555
$1,607
Hiri /Trainin
$598
5563
$629
Safe
$71
$175
$179
Uniforms
$67
$fib
$70
NorR,wehw Vehicles
$365
$355
$3b5
Facdoy LeaseRient Costs
S1 31D
$1,343
$1,376
Janitorial
$67
$69
S71
Telephone
$693
$703
$713
Utilities
$119
$122
$125
Office Stapplic.
$67
$68
$70
Accounti
$293
$335
$411
INSURANCE.
General Urcality
$174
5177
$181
Aut0hi Liability
$2.607
$2656
427713
CDIIISiONCgnprehensNe
$695
$708
$723
Workers Compensatmn
$1275
S1,334
$1388
Computer Hardware
5107
$107
$107
Computer Software
$500
$513
$526
On Seard Camera Costs
5736
$736
$736
Other(Fambox):
5189
$189
$189
Employee Welfare
$79
$81
$83
Interpreter Services
5649
$871
$892
Rad0 Lease
5180
$184
$189
Nan - Revenue Vehicle Fuel
$417
$425
S434
Start Ua Costs
$121D
$1,210
$1,210
Overload
$876
$903
$935
Management FeelProfit
$657
$677
$701
TOTAL MONTHLY FIXED
Year One
Year Two
Year Three
COSTS
$39.410
$40,214
541,1]2
[Note'. Listing of typical cost items on this provided form does not reoiire Contractor to provide this position,
utility or service )
ESTIMATED ANNUAL FUEL COST
Year One
Year Two
Year Three
P ed Total Vehicle Miles
205444
205,249
205,483
Estimale l Annual FmI Cost
$752.541
$788,772
IfMl 6
Assumed C i/Gal Gastrin.
$3.66
$3.64
44.04
FORM B
CONTRACTOR CONTACT INFORMATION
Contractor
Firm Name: First Transit, Inc.
Authorized Representative Name: Bradley Thomas
Authorized Representative Title: President
Telephone Number: 513.241.2200
Email Address: brad.thomas @firstgfoup.com
Secondary Contact Name: David Smith
Secondary Contact Title: Director of Business Development
Telephone Number: 707 -694 -3932
Email Address: david.a.smilh @firstgroup.com
Is Firm a qualified DBE? ❑X No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation: $ NIA
Subcontractors to Contractor
Firm Name: N/A
Address:
City, State, Zip
Authorized Representative Name:
Authorized Representative Title:
Telephone Number:
Email Address:
Work to be performed:
Is Firm a qualified DBE? ❑ No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation: $
Firm Name: NIA
Address:
City, State, Zip
Authorized Representative Name:
Authorized Representative Title:
Telephone Number:
Email Address:
Work to be performed:
Is Firm a qualified DBE? ❑ No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation: $
Attach additional pages as necessary.
59
Crly of Rosemead— Rosemead Transit
2015 Request For Proposals
FORM C
ADDENDA ACKNOWLEDGEMENT FORM
CONTRACTOR: First Transit, Inc.
CONTRACTOR acknowledges that it has received and read the following Addenda:
� A&VWA
II.0 EM11111
v -
Addendum #
Signature
Addendum #
Signature
Addendum #
Signature
Addendum #
Signature
so
City of Rosemead— Rosemead Transit
2015 Request For Proposals
FORM D
NON - COLLUSION AFFIDAVIT FOR CONTRACTOR
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
Brian Beecham Assistant Secretary declares and says:
1. That he /she Is the (owner, partner, representative, or agent)
of First Transit Inc. hereinafter referred to as
(CONTRACTOR) or (subcontractor).
2. That he/she is fully informed regarding the preparation and contents of this proposal
for certain work in the City of Rosemead, State of California.
3. That his /her proposal is genuine, and is not collusive or a sham proposal.
4. That any of its officers, owners, agents, representatives, employees, or parties in
interest, including this affiliate, has not in any way colluded, conspired, connived or
agreed, directly or indirectly, with any other CONTRACTOR, firm, or person to submit a
collusive or sham proposal in connection with such contract, or to refrain to submitting a
proposal in connection with such contract, or has in any manner, directly or indirectly,
sought by unlawful agreement or connivance with any other CONTRACTOR, firm, or
person to fix the price or prices in said proposal, or to secure through collusion,
conspiracy, connivance, or unlawful agreement any advantage against City, or any
person interested in the proposed contract, and,
5. That the price or prices quoted in the proposal are fair and proper, and are not
tainted by any collusion, conspiracy, connivance, or unlawful agreement on the part of
the CONTRACTOR, or any of its agents, owners, representatives, employees, or
parties in interest, including this affiliate.
I certify (or declare) under penalty of perjury, that the foregoing is true and correct.
Dated this day of un , 2015, at Cincinnati, Ohio , ralifol da.
Signed:
Title: Assic_,,,.,stant,..retaa
61
City of Rosemead — Rosemead TransR
2015 Request For Proposals
FORM E
REFERENCES
Contractor's Name First Transit, Inc.
Please list a minimum of at least four references of similar size and type of transit
services, including governmental agencies, if available.
Reference 1
AGENCY /COMPANY NAME: City of Paramount, CA
ADDRESS: 15300 Downey Ave Paramount. CA 90723
CONTACT PERSON: David Johnson, Assistant Director
EMAIL ADDRESS: djohnson @paramountcity.com
PHONE NUMBER: (562) 220 -2138
LENGTH OF CONTRACT: Customer since 1981 YEARS Currently in a 1 -year extension to June 30
NUMBER OF VEHICLES OPERATED: 5
DESCRIPTION OF SERVICES PROVIDED:
Fixed Route Services
Reference 2
AGENCY /COMPANY NAME: City of San Fernando, CA
ADDRESS: 117 Macneil Street, San Fernando, CA 91340
CONTACT PERSON: Chns Marcarello, Deputy City Manager
EMAIL ADDRESS: cmarcarello @sfcity.org
PHONE NUMBER: (818) 696 -1222
LENGTH OF CONTRACT: Customer since 1986 YEARSCunently in a 2 -year extension ending this year
NUMBER OF VEHICLES OPERATED: 20
DESCRIPTION OF SERVICES PROVIDED:
Fixed Route and Paratransit services
62
City of Rosemead— Rosemead Transit
2015 Request For Proposals
Reference 3
AGENCY /COMPANY NAME: City of San Gabriel, CA
ADDRESS: 250 South Mission Drive, San Gabriel, CA 91778-0130
CONTACT PERSON: Rebecca Perez, Community Services Director
EMAIL ADDRESS: rpere Cisoch org
PHONE NUMBER: (626)306 -2875
LENGTH OF CONTRACT: Customer since 1991 YEARS Currently in a 5 -year contract ending 2017
NUMBER OF VEHICLES OPERATED: 20
DESCRIPTION OF SERVICES PROVIDED:
Paratransit service
Reference 4
AGENCY /COMPANY NAME: City of Pasadena, CA
ADDRESS: 221 East Walnut Street, Suite 199, Pasadena, CA 91101
CONTACT PERSON: Valerie Gibson
EMAIL ADDRESS: vcibsonialcdyofpasadena net
PHONE NUMBER: (626)744 -7452
LENGTH OF CONTRACT: Customer since 2001 YEARS Cunenty in a 5 -year contract ending 2019
NUMBER OF VEHICLES OPERATED: 34
DESCRIPTION OF SERVICES PROVIDED: Dial -a -Ride; Fixed Route; Paratransfl
63
City of Rosemead— Rosemead Transd
2015 Request For Proposals
ATTACHMENTS
First fi Transit
ATTACHMENTS
Attachment List
Attachment 1 _ Local Management Team Resumes
Attachment 2
Attachment 3
Attachment 4
Staffing Schedule
Sample Report
Insurance Certificate
Attachment 5 Technology (Simpli, RE BUS- WATCH, Diamond Farebox)
Attachment 6 Letter from the Department of Transportation
---- - --- --- - -- -- ---- -- - -- -- --
Heidi Miller FimtriTransit
General Manager
EXPERIENCE
First Transit, Inc. El Monte, CA
2001- Present General Manager
Manages aspects of daily operations for multiple projects:
• City of San Fernando - paratransit services with two vehicles
• City of Sierra Madre -paratransit and fixed -route services with two Dial -A-
Ride and two fixed -route vehicles
• City of San Gabriel - paratransit service with three vehicles
Facilitates a positive team spirit among employees who work together as a
dedicated, collaborative team committed to delivery of service excellence-
. Ensures contractual compliance and customer satisfaction in all areas.
Recommends changes in policy or procedure to ensure system continually
operates most effectively and efficiently. oil, record
Controls administrative functions including annual revenue, payr
keeping and customer reporting.
As Accounting Manager, monitors accounting of four projects in the area.
Oversees effective recruitment, hiring and training of all personnel to ensure
successful on- the-road operations, passenger relations and safety.
Manages dispatch/scheduling functions to ensure service quality and
maximization of resources.
2000 -2001 General Manager Assistant/Accounting Manager
Maintained financial records for 19 projects and assisted projects with month -
end closing.
Trained Project Managers and accounting staff.
• Finalized all administrative and financial issues for closed divisions
• 1999 -2000 Accounting Manager /General Manager Assistant
• Managed the division accounting department.
• Supervised three employees responsible for payroll, AR/AP, F.H.W.A.
• Section 15 reporting, monthly and annual reporting.
• Maintained division financial records and fiscal budget planning.
1996.1999 Accounting Manger- Washington Yard
• Supervised three employees handling division payroll, AR/AP, F.H.W.A.
• Section 15 reporting, monthly and annual reporting.
• Maintained division financial records and fiscal budget planning, analysis of
general ledger, balance sheet and trial balance sheet.
• Ensured month -end accuracy, checked preliminary income statements, and
journal entries.
Responsible for petty cash account, reconciliation and reimbursement.
• Prepared monthly customer billing.
Heidi Miller
General Manager
1993-1996 Accounting Manager- Upland/Foothill Yard, CA
• Supervised four employees whose responsibilities encompassed accounting
duties for the division.
• Maintained division financial records and fiscal budget planning, analysis of
general ledger, balance sheet and trial balance sheet.
• Ensured month -end accuracy, checked preliminary income statements, and
journal entries.
• Responsible for petty cash account, reconciliation and reimbursement.
Prepared monthly customer billing
1991-1993 Payroll/Accounts Payable Coordinator Upland, CA
• Processed daily payroll for division.
• Processed accounts payable, accounts payable accruals, payment of
gamishments, fuel drop, processing of employee benefits (union, medical and
vacation).
• Maintained all divisional financial records
1985-1991 Driver/Dispatcher /Payroll
• Drove vehicles, dispatched and supervised others while maintaining payroll
• Routed buses for Central Unified School District.
• Scheduled all field trips and processed all billing
1980 -1985 Driver /Driver Trainer
• Certified in accordance with company and agency requirements.
• Operated equipment safety and abided by traffic laws.
• Assisted passengers as needed and as required.
• Completed required paperwork accurately and submitted paperwork
expeditiously at end of shift. Trained new drivers, as needed
EDUCATION
Chaffee College
Executrain
Accounting; Business and Office Skills
• Microsoft Excel - Beginning/Advanced Seminars
• Lotus - Beginning /Advanced Seminars
ADP
• Beginning/Advanced Seminars
First Ci Transit
Bill Vicent
Operations /Safety & Training Mgr.
EXPERIENCE
First Transit El Monte, CA
2013 - Present Operations / Safety 6 Training Manager
• Reports to General Manager daily
• Daily review of Dispatch and drivers safety performance
• Recruits, interviews, hires, and trains operators for ovation
• Maintains monthly safety and in service class meetings
• Adheres to all state FTA. DOT. Regulations
• Maintains TSI Certification
• Hold responsibility for daily administration duties
MV Transportation
Arcadia, CA
2008-2012 Road Supervisor
On- street presence and supervision for operators, passengers and
• public
Assisted dispatchers with on -time vehicle operations
• Advised operators and dispatchers of street conditions and hazards
• • Immediate response to accidents, injuries and mechanical breakdowns
• Prepared written reports regarding transit operation, accidents,
breakdowns and mechanical defects and monitoring run assignments.
Laidlaw Transit Services
2001-2007 Operations Manager Pomona, CA
Directly supervised the daily operations (including transportation
• service, customer service, and department personnel)
• Provided recommendations to shape the transit service to meet the
local needs of customers and potential customers within the
authorized resources
Assured the operation runs in the most Cost effective and efficient
• manner including recommendations for improvements, modifications
to the service
Maintained channels of communication with City, County, regional aril
• federal officials, and citizens who may have a direct or indirect
involvement with the transit system.
Road Supervisor Pomona, CA
• on- street presence and supervision for operators, passengers and
public
• Assisted dispatchers with on -time vehicle operations
• Advised operators and dispatchers of street conditions and hazards
Bill Vicent
Operations / Safety & Training Manager
• Immediate response to accidents, injuries and mechanical breakdowns
• Prepared written reports regarding transit operation, accidents,
breakdowns and mechanical defects and monitoring run assignments
EDUCATION
Los Angeles Trade Tech Los Angeles, CA
Graphic Arts
Management Training Program (Laidlaw)
AWARDS AND RECOGNITIONS
safe Driver Award
Employee of the Month (MV and Laidlaw)
James Harwood
Maintenance Manager
EXPERIENCE
First riTransit
First Transit, Inc. El Monte, CA
2009 - Present Maintenance Manager invent and
• Prioritize, Implement and manage work schedules, p arts inventory
maintenance budgets.
• Ensure that all contractual requirements are achieved; health and safety, and
standard operating policies are met. Communicate regularly with both local and
regional managers
Southland Transit
2007 -2009 Maintenance Manager El Monte, CA
• Directed maintenance staff and report to transportation director. Oversaw
proper execution of fleet administration standards, vehicle/equlpment
maintenance policies, and preparation of monthly reports on operating costs.
Manage the purchasing of parts, supplies and equipment.
• Directly responsible for maintenance and repair of vehicles. Managed
Maintenance facilities for environmental and health & safety regulations and
inspections
2006-2007 Assistant Maintenance Manager El Monte, CA
• Established effective parts and supply inventory to support maintenance
operations. Assisted technicians in effective diagnosis and repair techniques.
• Maintained records to document adherence to contractual and CHIP standards.
Certified Transmissions
2000 -2006 General Manager / Mechanic Upland, CA
• Held general manager position which included duties such as: sales, writing
repair orders, customer service, answering technical questions, dispatching of
jobs, and organization of shop flow.
• Mechanic duties included: Road testing and check out, electrical diagnosis,
troubleshooting of problems, remove and replace transmissions, perform
general engine and transmission repairs and services.
EDUCATION
Don Bosco Technical Institute
College Coursework
High School Diploma
CERTIFICATIONS
• ASE Certified Master Automotive, Transit Bus and School Bus Technician
• Class B License with Passenger and Air Brake Endorsement
I
ALJTCWACMVrm eirl'i"Cla EXCELLENCE
ASE Certification Status
Created: March 16, 2015
James L Harwood 2:50:23 PM
Arcadia, CA 91006
ASE ID: ASE- 1890 -8103
This individual currently has the ASE certification Status Shown below.
I F3
SOUTIVe
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cow"Ifftfit
=CUj
ASE Certification Details
Repair
[A3 [Manual Drive Train & Axles
Page lof3
ASE .101 Blue Seal ,. S5.Suife 101, Lee," VAM75- I -M-ASE-TEST-..s...M
Test DoscnPtion
Espfrafion Dale Status
neNeel MStiFxe for E r a n10E
AUTOMD77VE SERVICE EX
ASE Certification Status
James L Harwood
Arcadia, CA 91006
ASE ID: ASE- 1890 -8103
ASE Certification Details
:d
9ra� It Zl31gV1a
Steering
8
:112131 /Xyte
1171312919
Created: March 16, 2015
2:50:23 PM
To became ASE certified, you must pass an ASE test and have the required amount of relevant hands -on work
experience. You can downtoad the Work Experience Farm at www.sse.cmnIexpform.
Any expired certification can be reinstated by taking the corresponding recenfication test. If you have any
questions, please contact us.
Vncerely,
ASE Customer Service
E -MOR: m le t - SQAW -CQM
Phone: 1- 800.390 -6789
Fax; (703) 669-6122
Pega50r3
ASE -1 n1 BWe Seel Dc SE, Suite 1C1, Leesburg, VA2a1I5 • b888 ASEIEST -w Me cam
THIS DOCUMENT HEREBY CONFIRMS
has successfully completed
the ASE Refrionra,i+
Review and Quiz.
April 24, 2008
C115710NNAC / ^'
Identificatioa Number `Timothy A. Zilke
sPresident, ASE
This program meets Section 669 Requirements from U.B. EpA.
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PARAMOUNT SUMMARY REPORT
VEHICLE OPERATIONS AND MAINTENANCE
BUS/ ROUTE DATE PROBLEM
ROAD CALLS
RUD ROUTE
BUS/ ROUTE DATE PROBLEM
DNL-AA10E
BUSa ROUTE DATE PROBLEM
ACCIDENTS
HUD ROUTE
BUS/ ROUTE DATE PROBLEM
FEE B
D WIRIDE
BUSt ROUTE GATE PROBLEM
TOTAL
REG
SENIOR
WIC
REVENUE
BOARD
NUTRI
ROUTE
Sk
REG
SENIOR
WIC
FREE
FREE
TR[cEWD
23
ROUTE
SIC
50c
5w
COUPON
FREE
1,951.0
204.W
1
3.33'
5
3
31
637
8
25
2
2968
149
3
Be
631
3
TOTAL
LeMbe
31D93
0
0
0
791
0
MILES
Lap BeACIt
62328
0
0
0
1 237
0
389
TOTALS
7.256
15'
6
132
32M
11
VEHICLE OPERATIONS AND MAINTENANCE
BUS/ ROUTE DATE PROBLEM
ROAD CALLS
RUD ROUTE
BUS/ ROUTE DATE PROBLEM
DNL-AA10E
BUSa ROUTE DATE PROBLEM
ACCIDENTS
HUD ROUTE
BUS/ ROUTE DATE PROBLEM
FEE B
D WIRIDE
BUSt ROUTE GATE PROBLEM
TOTAL
REG
SENIOR
WIC
REVENUE
BOARD
NUTRI
ROUTE
Sk
SOC
SIC
COUPON
FREE
FREE
CAL RIDE
23
163
25
56
7
1,102
NUTRITION
1,951.0
204.W
168.00
1.850
3,539.0
389
TOTALS
23
163
25
56
7
399
VEHICLE OPERATIONS AND MAINTENANCE
BUS/ ROUTE DATE PROBLEM
ROAD CALLS
RUD ROUTE
BUS/ ROUTE DATE PROBLEM
DNL-AA10E
BUSa ROUTE DATE PROBLEM
ACCIDENTS
HUD ROUTE
BUS/ ROUTE DATE PROBLEM
FEE B
D WIRIDE
BUSt ROUTE GATE PROBLEM
TOTAL
SERVILE
REVENUE
SERVICE
REVENUE
BOARD
MILES
MILES
TIME
ONE
4.021
2828.0
2.107.0
M7.W
270.02
3 a72
3291.0
2.435.0
30750
27002
1,102
2,685.0
1,951.0
204.W
168.00
1.850
3,539.0
2.533.0
255.80
210W
10,855
12318.0
9,005.0
1D74W
91003
TOTAL
TOTAL
TOTAL
TOTAL
TOTAL
SERVICE
REVENUE
REVENUE
SERVICE
BOARD
MILES
MILES
TIME
TIME
274
13780
826.0
220.W
2W.W
389
6620
4710
SO
85W
693
2.0'0.0
1,2970
200W
33500
City of Paramount
Ridership by Route
DATE
Sat 2
Sun 3
Mon 4
Tub 5
Wed 6
Thu 7
Fri 8
Sat 9
Sun 10
Mon 11
Tub 12
Wed 13
Thu 14
Fri 15
Sat 18
Sun 17
Mon 18
Tua 19
Wed 20
Thu 21
Fri 22
Sat 23
Sun 24
Mon 25
Tub m
Wed 27
Thu 28
I'd 29
Sat 30
DATE
Sat 2
Sun 3
Mon 4
Tub 5
Wad 6
no T
Fri 8
Sat 9
Sun 10
Mon 11
Tua 12
Wad 13
Thu 14
Fd 15
Sat 16
Sun 17
Mon 18
Tuo 19
Wad 20
no 21
Fri 22
sm 23
Sun 24
Mon 25
Tua 26
Wed 27
no 28
Fri 29
Sat 30
First Transit, Inc.
May , 2015
E
N
ROUTE 1
Cerritos
me
SENIOR
FREE cwP TKRS
w1c
REG
IPHOR FREE cwI TMr45 WIc
137
313
65
18
168
41 2
1
75
172
42 2
66
151
33 5
68
149
37
92
155
24 3
1
66
17
146
22
84
165
19 3
64
168
33 1
3
1
80
115
18
36
117
13 4
1
56
5
22
157
26
1
77
193
30 5
48
150
n 2
60
138
28 2
1
41
149
23
4
14 1
175
31 1
1
128
24 1
148
18 1
1
162
31 1
49
12
5
B
3
791
ROUTE 2
Lone Beach
PEG
SENOR
FREE cwa r TRPNS
.1c
REG
SENIOR FREE coulO mm WIc
108
10
26 1
69
12
21 18
142
13
28 1
1
86
160
8
23 7
108
159
6
22 7
78
124
4
31 7
51
141
3
39
73
20
119
8
31 1
80
128
4
30 4
84
138
6
32 8
90
114
7
7
76
107
7
15
57
7
2
p....
GI
104
3
28 3
°
89
158
3
34 10
f
80
119
3
25 6
90
151
6
24 8
,-0
73
149
3
28 3
'fie
48
11
161
9
42 6
89
134
6
26 5
82
122
9
35
1
81
114
6
26 1
49
9
20
1 2088
149
631 9
3
1237
E
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City of Paramount
Production Summary
x
Sun
Mon
T.
Wed
ThO
Fri
Set
Sun
Mon
T.
W.d
Thu
FC
set
Sun
Mon
T.
Wad
Thu
Fd
Set
Sun
Mon
T.
WM
Thu
id
Set
SA
Sun
Lon
T.
Wad
Thu
Fd
Sat
Sun
Mon
T.
Woo
Thu
Fri
Set
Sun
Mon
T.
Wad
Thu
FC
Set
Sun
Mon
T.
Wed
Thu
Fd
2
3
4
5
6
)
0
9
10
11
12
14
14
15
16
1]
18
19
20
n
22
23
24
25
26
27
28
29
0
2
3
4
5
6
7
0
9
10
11
2
3
4
5
16
t]
18
19
20
21
22
23
24
25
28
27
29
First Transit, Inc.
May , 2015
oute
1
2
CERRITOS COLLLEGE
LONG BEACH COLLEGE
HOURS
t1011RS
M.E9
M.E9
HOURS
IIOlBiB
MISS
Bi14M.
DM
Tool
Saw
DIH
Total I
Totes
Blfts .
M7
To41
Waswe
MI
.
12.00
1.5133.0
100.0
0
1.50
-
-
31.
-
-
.50
60o
1.50
1050
72.0
330
6.00
-
-
59 0
34.0
-
.50
12.M
1.50
120.0
960
240
13.30
1100
14.00
3W
2300
1530
77.0
.50
12M
1.50
120.0
950
250
1100
14.00
3.00
2250
152.0
73.0
.W
1200
1.SO
125.0
970
280
56.0
1].0
14.00
3.00
21].0
1520
65.0
.50
12.00
1.50
1190
96.0
270
1670
1].0
14.00
3.
2360
1]00
660
.M
120
1.50
1260
9]0
29.0
2230
-
-
13.W
12.M
1.60
.50
6 0
1.50
1060
M 0
34.0
-
-
750
6.0
50
12.00
1.50
1360
1000
36.0
-
1100
14.00
3.00
226.0
1540
]20
50
12.00
1.50
1160
940
22.0:.
1].00
1].0
14.00
3.00
223.0
1520
710
W
12.00
1.50
1160
920
24.0
1]00
14M
3.00
2210
1510
700
.50
1200
1.W
1160
910
25.0
1
17M
14.00
3.00
223.0
1510
720
0
1200
[W6
150
tf].O
920
25.0
10.0
33.0
:;`g
110
14.0
3.0
230.0
50
602
148
930
690
24.0
138.0
106.0
32C
-?
-
.50
12.00
1.50
1150
92 0
230
148
1]0
14 M
3.00
232.0
159 0
730
So
1200
1.SO
1130
890
240
12.0
1]0
14.00
3.00
Mao
15].0
710
50
1200
1.50
1120
890
23.0
13.50
1]00
14.00
3.0
223.0
15]0
660
50
12.00
1.50
1150
92 0
23.0
1]00
14.00
3 00
2110
1430
68.0
50
12.M
1.50
1160
920
24.0'
73.0
-
-
120
1.50
1310
97.0
50
6.00
150
83 0
590
240
164.0
550
13.0
120
10
139.0
1070
320
-
a
250
8.00
1.So
50
12 M
1.50
1130
90.0
23.0
50
12.M
1.5o
1130
890
24.0
13.50
0
12.00
1.50
1100
88.0
220
170
14.0
3.0
2450
1]50
700
0
12.00
1.50
1120
890
23.0
170
14.0
3.0
2510
1)80
]30
50
6.00
1.50
]80
550
no
34.0
1]0
14.0
30
230.0
1]30
.
no.w
3T.
2.
2,187.0
1.
100
2w.
-
z,
Route
2
LONG BEACH COLLEGE
t1011RS
M.E9
IIOlBiB
MILES
Tdel I
BIIIah4 I
M
Total I
Suable I
Ml
Teal
a114Ma
001
TMM
4W
N
13 50
1
1.50
131 0
).
31.
-
-
7 50
6.00
1 5O
93.0
59 0
34.0
-
-
13.30
12.00
1.50
133.0
10.0
no
170
14.M
3.00
2410
1]6.0
65.0
1350
12M
150
1400
1n].o
no
1100
14M
3.00
2310
1]10
56.0
13M
12.00
1.50
1d4.0
111.0
33.0.
1700
14.M
300
232.0
1670
650
13.50
12.0
150
131.0
97.0
34.0
17.0
14.0
3.0
2230
152.0
710
13.W
12.M
1.60
1]8.0
106.0
320
-
-
750
6.0
1.50
No
670
320
-
-
13.0
12.0
150
139.0
106.0
33.0'
1].00
14.0
3.00
2350
170.0
650
13.50
12M
150
140.0
106.0
34.1
17 00
14W
3.00
224.0
160.0
64.0
13.50
12M
1.50
140.0
10.0
310
.
17M
14W
300
232.0
163.0
69 0
13.50
12.0
1.50
139.0
10.0
33.0
:;`g
110
14.0
3.0
230.0
160.0
70
v3
13.50
1200 .
1.50
138.0
106.0
32C
-?
-
].50
6.02
148
82.0
570
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THIS CERRFICATE IS ISSUED A$ A MATTER OF INFORMATION ONLY AND CONFERS NO RIGNTS UPON THE CERTIFICATE MOLDER. THIS
^ERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES
FLOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETYYEEN THE ISSUING INSURER(S), AUTHORIZED
-PRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLOEFL
WPORTANT: It Ne certlRCalo heldar la aR ADDITIONAL NSURm, Ne poliry(les) moat M endorsed If SUBROGATION IS WAIVED, subject to
the terms and condltlona of the policy, comen pollees may require an endorsement. A statement on \he certlRcate Does not confer night$ to the
Gallagher Risk Management Services. Inc.
Avenue, 3rd Floor
X NY 10177
1N.Ume FIRSAME -05
FIRST TRANSIT, INC.
500 Vine Street, Suite 1400
Cincinnati, OH 45202
COVERAGES RTIFIC N MBER: TLOJalt mn ..�.�.. ..._.___...
ISSUED TO Ti INSURED NAMED ABOVE FOR THE POLICY PERIOD
FxINO�"ne.,T. 212- 994 -7085 �EiA°c,xm: 212
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tanya_staPhenson al9.com_ _.
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY
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EXCLUSIONS ANO CONDITIONS OF SUCH POLICES UNITS SHOWN MAY HAVE BEEN REDVCEO BY PAID CIAMS.
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CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY
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City of Rosemead
City Clerks Office,
8838 E. Valley Blvd.
Rosemead CA 91770 USA
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THERE-0F, NOTICE WILL BE DELIVERED IN
ACCORDANCE WITH THE POLICY PROVMNRES.
ACORD 25 (2014101) The ACORD name and logo are registered mark. of ACORD
Transit software should work for you, not against you
Spend more 1I-6 der~g quality service to you
Features
r,ornpu;e'i z_tl Scha Ju','na
Building schedules etfoieroly and cost effectively are
essential's running your demand response operation.
S,mpll TranSattl s OOmpr112n2Ed schBtlWrlg and
dispatch software prov des the easy tools you need to
optimize your routes.
luhs� � 13cog f: ,�titiro7
Vs,, ing when your ollenls are and used to go plays s
mapr rwe In providing excellent customer service. With
integrated Google mapping there IS no map Purchase
required and uodri es are done aeematca: y.
I
contact us toll tree 1.866.774.6899
•
S I m p h TRANSPORT-
Features
Easy Cllant Management
Managing riders can be e lore ccn,mlrg manual
task. The client management feature yelps speed up
the process allowing you to rogister clients quickly, edo
records and search fe, client records.
(]ulc'a R-pOr7fly
Gene:eting accurate repass when you need them Is
vital In running air e4b eit demand response operation.
Simpli Trans-purt allows you to generate the most
commonly used reports In seconds. Extra, head ngfJ —
stalstics quickly and eesi y on a vanety of fo'mats _
using a stardarJ saes or reGUrts.
Step -by -Step Autornatrd hd -- Ip aao
Con`igurat_on _
Femme the ^aed for on -site setup and connguravor..
The easy Step -by -Step Rilorneco rlelp and training
videos help you through sell.ng up the syNutgn at your
own pace. -- -.
Visit Simpli Transport at WWW.simplltransport.COm
and learn how you can start your free trial today'.
1.866,774.6899 � salesq)simplltransport.com
Simpli
TRANSPORT'"
I
Simpli
TRANSPORT'"
Simpli Transport has redefined how demand response transportation software is del lvered and used by
small operations. Sim pli Transport 's web based demand response scheduling software means less time
spent managing your IT infrastructure and more time delivering quality services to your passengers.
A solution that empowers small organizations to enhance ridership experience, reduce operational cost
and increase efficiencies on a simple easy to use web based platform.
Key Functionality of Simpli Transport for Demand Response
• Web based solution • Easy Client Management
Computerized Scheduling • Quick Reporting
• Integrated Google Mapping • Step by Step Automated Setup
Trip Booking Screen
Commercial Confidential — Not to be Disclosed
AD
Simpli
TRANSPORT "
Computerize Scheduling
Building schedules efficiently and cost effectively is essential in running your demand response
operation. Simpli Transport's computerized scheduling and dispatch software provides the tools you
need to optimize your routes.
Key Functionality Includes:
• Live scheduling using calendar
• Quickly look trips from pick up to drop off
• Automatic client lookup feature
• Calculates distances, displays trip Flow on the map, etc.
• Create templates for repeat trips and quickly route your trips,
• Use Google Maps& automate distance calculations as your aide
• Assign runs based on drivers and vehicles
Schedule Editor Screen
Commercial Confidential — Not to be Disclosed 2
I
Simpli
TRANSPORT"'
Integrated Google Mapping
Visualizing where your clients are and need to go plays a major role in providing excellent customer
service. With integrated Google mapping there is no map purchase required and updates are done
automatically.
Key Functionality Includes:
• View scheduled routes
• View street names and postal codes
• View clients pick up and drop off locations.
• Easily manipulate map views
Integrated Google Mapping
Commercial Confidential — Not to be Disclosed 3
_r
i
Integrated Google Mapping
Commercial Confidential — Not to be Disclosed 3
I
Simpli
TRANSPORT'"
Client Management
Managing rides can be a time consuming and manual task. The client management feature will speed up
the process allowing you tn:
• Register new clients quickly by capturirg information aboat address, disability type, fares,
payment options, funding source and many more.
• Edit a client record, mark it as Inactive or delete it.
• Search for client records in seconds
Track client information:
• Name
• Address
• Contact details
• Gender
• Birth Date
• Disability
• Mobility Aids
• Space Type
• Passenger Types
• Faring Types
Client Management Screen
I
Commercial Confidential — Not to be Disclosed 4
AW
Simpli
TRANSPORT'"
Quick Reporting
Generating accurate reports when you need them is vital in running an efficient demand response
operation. Simpli Transport allows you to generate the most commonly used reports in seconds. Extract
meaningful statistics quickly and easilq on a variety of formats using a standard suite of reports
Key Functionality Includes:
Trip reports:
• Cancelled, missed and no shows
• Trip count
• Call back list
Productivity reports
• Trip hour
productivity
• Trip distance
productivity
Operational Reports
• Dailyoperations
• NTD Standard
• Simpli Manifest
Reports Example
• Taxi Manifest
• And many more.....
Or create your own
• All reports can be exported in: PDF, Excel, Word, RTF, HTML or CSV
Commercial Confidential —Not to be Disclosed 5
i
lA UFn4e •rvpuMNu
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I
• Simpli Manifest
Reports Example
• Taxi Manifest
• And many more.....
Or create your own
• All reports can be exported in: PDF, Excel, Word, RTF, HTML or CSV
Commercial Confidential —Not to be Disclosed 5
mobile video surveillance
A.R.M.O.R. -V M5 is the foundation of REI's mobile video surveillance solution. The user - friendly software enables you to
view and search your video and provides access to a variety of vehicle data. REI provides a complimentary A.R.M.O.R -VMS
license voth each mobile video surveillance package.
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FEATURES
Advanced Search enables searching video for
stop -arm alerts, alarms, speed, accelaoneter/
hard braking. GPS location and other events
Geo -Fence alkwrs search4g for vehicle
entry or exit from specified areas.
faces or
objects in video orstill shots
making them unrecognizable.
For a step -by -step guide to choosing your mobile video surveillance fcundaticn, see pages 34 -35.
J
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DVR COMPARISON
HD800
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HD800SAW
HD420
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Internal shock and vibration dampening to
extend the life of the hard drive
Easily configured W your requirements
Endless customiration of accessories
HD420W
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Environmentally designed; aluminum
chassis dissipates heat in extreme
conditions; internal heater withstands
extreme low temperatures
High speed USE 3.0 port for a fast transfer
of video directly m a computer
HDR00 DVR
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chann4 performance
4 channel
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Solid state solution
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REI has established a reputation for Quality, innovation and technical excellence. With
the capacity to manage bright lights and dark shadows in the same image, our wide
dynamic cameras represent an investment in performance and long -term satisfaction.
cameras REI's technology makes it's easier to spot and identify people, vehicles and incidents no
matter the lighting conditions and in today's world, becomes crucial.
PEI designs a variety cf durable high - resolution color cameras that can be placed cm
the interior or exterior of your vehicle(s). Choose 1 or 2 cameras for minimal coverage
or up to 8 cameras to maximize your view of activities in and around your vehicle. The
number of cameras you choose aff ects you REI DVR purchase.
CAMERA COMPARISON
Wedge Mlnlbox Dome Recessed E #enorSide
Camera Camera Camera camera Mount Cameo
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710500
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710369
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DESCRIPTION
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710500
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710501
Minibox Camera
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710502
29mm Lens _ _
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710351
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710352
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40mm Lens
710380
710390
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710381
710391
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710382
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710383
710393
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512246
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512166
15 Camera Cade
512167
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512168
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512169
50 Camera Cable
510993
60 Camara Cable
512170
27
Violation Detection Systems
AU veins include
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b 2 Lane Stop -Arrn Assembly
710478
HD800SA DVR w/l TB Hard Drive
HD800ALPR- 2LN -ITS
6 2 Lane Stop -Arm Assembly
-
HD8005AW DVR W /500 LIS Hard
HD800WALPR 4LN -500
Drive b 2 Lane Stop -Arm Assembly
H0200SAW DVR w /118 Hard Drive
HDE00WALPR- 4LN -1T9
& 2 Lane Step Arm Assembly
HD8DOSADVRw7500GR Hard Drive
HD800ALPR -2LN -500
64 Lane Stop -Arm Assembly
HDBWSA DVR w/1 TB Hard Cove
HDBOOALPR- 2W -1TB
6 4 Lane Stop -Arm Assemby
HOBOOSAW DVR w /SOO GB Hard Drive
HDBDOWALPR'41-N -500
6 4 Uusre Stop -Arm Assembly
HO&OOSAW OVR w/1 TB Hard Drive
HDBDDN.'ALPR- 4LN -ITB
13 4 Lane Stop -Arm Assembly
-A R M o. P. SmR4rm.1i mld:<Raraniy.
32 radioengc om 1 800228.9275
41ar¢Ca —' Overview
AsxmW Cmera
DESCRIPTION
P,sdi
21ane Stop -7vm Assembly
710485
4 Lane Stop -Arm Assembly 1
710478
OvHnopw Camera Kit
750284
Nate: Uwa. ih,sr.IuNwart.
DESCRIPTION
PART%
HD800S4,w /Leck BOx
710489
HD800SAW w /Lak Box
710490
Universal Undersea[ LOCk
750289
Box Mount Kit
-
DESCRIPTION PART%
Stop -Arm Survey Camera '..
System - Includes Camera, 1 T0470
Sensor Box, 32G SO Card
and Cables
Cable. Survey Camera to
`Computer- Power and 512650
Etnemet Cable
DESCRIPTION
PART If
Sprint 4C REI AcGvalxl
750302
Veril 4C RE I Activated
750298
Antenna CO. LOPRO NM O SMA,
210136
1T Cade INeM z fa <csem:e)
71OZ14 --
DESCRIPTION I Pi
5DO GB SATA Hard Drive. ]10333
HD Series Mobile DVRs
1 TB SATA Hard Drive. - - - -� - ]10341
HD Series Mobiles Cri
Optional DVRAccessories
DESCRIPTION PART
OVR Camera Breakout Cabe Channel 512637
364
17 11939 CAN - BUSY" Cable w/1 512432
Male 119391 and 111939 Tap
DESCRIPTION
PARTY
PARTM
Stop -Ann Pod Aiming Kit
750287
Slop -Arm Install KR
750288
,includes specialized tools'
CPS Receiver -- --
S1Op -Arm Cabling Kit
Ld ue a when ova : mmwted- cle—sl 750301
dii ne he M1c r. tx S:ep -4.m Fad'.
System Components
7 I i 1
System requirements - mustorder individually
A.R.M O.R: VMS
software
Event Marker
Security Harness
H0800 or HDBODW
8 Channel DVR
CPS
4.Omm Exteinr
Cameras for right
front and left rear
16 Omm Extedor
Cameras for right
front /left.,am left
fr.Uright rear
DESCRIPTION
PARTY
AR .M O. R.- VMS - HD Series
I 621012
Panic Button/EVent Marker w120
Fixed Mount NMO Low Profile
Harness (/ulOnlevi [mgrbzavvJabld
511966
CPS Receiver -- --
71OZ14 --
20' Vehicle Sensor Harness
512209
IM6nuwl tengnrs Mmlabkl
HO Series Inertia Sensor-
Accelerometer BG
710335
HD420W DVR -4 Channel
710423
HOBOOW DVR - B Channel
A0425
Exterior Side Mount Cameras
DESCRIPTION PART#
4.Omm Lens- Right Front/Left Rear 710380
160mmLens -Eight Frontllef[Pea r 710385
160mm Len, - Left Front /Right Rear 710395
W i -Fi Antenna
DESCRIPTIM
PARC#
Fixed Mount NMO Low Profile
Wi -F. Antenna
210121
Antenna Cable IT SMA-NMO
1/4' Roof Panel
530073
MM1ervpn>y4z mr. able - all vel for more mf cmamn
0
33
EIAK
C/1
J
W
0
0
G 7�;
Features
Cabinet Width
Cabinet Depth
Cabinet Height
Cabinet Weight
Vault Width
Vault Depth
Vault Height
Vault Weight
Vault Capacity
(appro)amately- mixed)
Total Unit Weight
o:nl�
MANUFACTURING, INC.
H
5 "dia.
5"dia,
23"
1 1 .6 Ibs
4.75 "dia.
4.15 "dia.
12"
6.9 Ibs
$300
18.5 Ibs
E -5
5"dia.
5 "dia.
20"
10.8 Ibs
4.75 "dia.
4.75 "dia.
9"
6 Ibs
$225
16.8 Ibs
R7
5`dro.
5 "dia.
14.5"
9 Ibs
4.75 "dia.
4.75 "dia.
4.75"
4.4 Ibs
$100
13.4 Ibs
These units are constructed of solid brass and aluminum castings.
The Models H, E -5 and D each use a three lock, High Security system by Medeco.
The clear viewing window is made of Acrylic.
The 12 Volt DC night light allows for easy viewing in dim to dark conditions.
These units accepts coins, tokens and fickets
Diamond has designed the Models H, E -5 and D to be mounted to a stanchion or floor stand.
The Models H, E -5 and D are rugedly built with very little maintenance needed..
Diamond supplies a one year warranty against all defects
August /s. 2012
Slaw Maven
Director ot Trainng
Fkst (Loup Anartoa
1350 N. Town Curler Dr, Apt 1109
Lae Vegas. W89 tH
RE: Fiat Transit'skn Wff mof TSl Traeilq
Der Mr. Mason.
Mr. Slew Dabnen, one of TSI's Comm Mralpra, torlvrdtl me your Mier repartirg First Transit's
pan b kxoposte our bae1111g n to you' aMSroone. The USDOTfrSt Bus OprreefPrrrrnll
Operator Training and confiscation prapn ns we to klduby starWN well re being usemst by many
banss systems arandl One nation. TSI Tonewlde your decwion to we the official USDOT maaWS to
have all Fast Tramil inWUCtm ono bon opeealrs certified Ilaough TSI
TSI also applauds FYst Transit's use of Masher Trailers to curd ct edrrrst tratiirg wflen Oceslcls. TM
extra eBan re u.W ta ebrnslly midst arld recertify tnese badlraaa every two yeas dmlretralm Feet
Transit's Tonmlbllela to eacalMrce.
I appreaafe also des dsdicabon of yourses, W Clsa vYstlsrd. and Ms. Nay Fergavv, TSI Senior
InsoucMS and Find Transit empoyms. M10 clsady eel MemsMves scow the norm. Because a your
volurNM assistance to TSI, our "" Aogean hw the ability b ero9aee both firs Man aw d dossee
creIuctad W studerb burned for One USDOT. The personal wrmm4noni from you rid seen is vitally
knpMra m sac concaved mr3mm a our balnmg rnmion arm! Assoomm a Inabedr program.
Addsimuly. I rxvurape Fist Trarlut also to mneider adopsrq a suesyer bankq (plaaNi) prop wr,
tar dosses of Feet Tutee" car, m mad Ad v in a arri YsdM be tag far won for uti vusds
the arelall 01 mature es 91st we Tan award. AMennA pia BW welyO ol a mo berraf9 fee tan anp a1r
rasourcm to race tlal Fist Transit receives msdml TSI Safety one 6ewsy carsaes In a tlmsty
mdllmf.
I san eibrrlMy pleased resh W value eur partnership arld took forwrd b vvor$uW with you Ple.
TTMaet me st (405) g5e -0299 or mike.naanWot gov s you have any questions,
/ ^Somowely.
We Nolan
Transit Safety 9 Security Division Chief
x' Roth Lyme USDOTTaderal Trade AdmewVatiol Tninirp Program Manager
Steve Dabnan, TSI Ccase Manage!
usOeoemmnl
U Deparn
Tnnepanationsalerynx2M@ Ranu Son aSeoxyaaaon.aTLao
S our
Poo. Box 25083
« nnc
1—d Te
Al-Ma..Texnmlxav
Aen,wi.a.aon
August /s. 2012
Slaw Maven
Director ot Trainng
Fkst (Loup Anartoa
1350 N. Town Curler Dr, Apt 1109
Lae Vegas. W89 tH
RE: Fiat Transit'skn Wff mof TSl Traeilq
Der Mr. Mason.
Mr. Slew Dabnen, one of TSI's Comm Mralpra, torlvrdtl me your Mier repartirg First Transit's
pan b kxoposte our bae1111g n to you' aMSroone. The USDOTfrSt Bus OprreefPrrrrnll
Operator Training and confiscation prapn ns we to klduby starWN well re being usemst by many
banss systems arandl One nation. TSI Tonewlde your decwion to we the official USDOT maaWS to
have all Fast Tramil inWUCtm ono bon opeealrs certified Ilaough TSI
TSI also applauds FYst Transit's use of Masher Trailers to curd ct edrrrst tratiirg wflen Oceslcls. TM
extra eBan re u.W ta ebrnslly midst arld recertify tnese badlraaa every two yeas dmlretralm Feet
Transit's Tonmlbllela to eacalMrce.
I appreaafe also des dsdicabon of yourses, W Clsa vYstlsrd. and Ms. Nay Fergavv, TSI Senior
InsoucMS and Find Transit empoyms. M10 clsady eel MemsMves scow the norm. Because a your
volurNM assistance to TSI, our "" Aogean hw the ability b ero9aee both firs Man aw d dossee
creIuctad W studerb burned for One USDOT. The personal wrmm4noni from you rid seen is vitally
knpMra m sac concaved mr3mm a our balnmg rnmion arm! Assoomm a Inabedr program.
Addsimuly. I rxvurape Fist Trarlut also to mneider adopsrq a suesyer bankq (plaaNi) prop wr,
tar dosses of Feet Tutee" car, m mad Ad v in a arri YsdM be tag far won for uti vusds
the arelall 01 mature es 91st we Tan award. AMennA pia BW welyO ol a mo berraf9 fee tan anp a1r
rasourcm to race tlal Fist Transit receives msdml TSI Safety one 6ewsy carsaes In a tlmsty
mdllmf.
I san eibrrlMy pleased resh W value eur partnership arld took forwrd b vvor$uW with you Ple.
TTMaet me st (405) g5e -0299 or mike.naanWot gov s you have any questions,
/ ^Somowely.
We Nolan
Transit Safety 9 Security Division Chief
x' Roth Lyme USDOTTaderal Trade AdmewVatiol Tninirp Program Manager
Steve Dabnan, TSI Ccase Manage!
June 29, 2015
Mr. Matt Hawkeswsorth
Assistant City Manager
City of Rosemead
8838 E. Valley Blvd.
Rosemead, CA 91770
Subject: Rosemead Transit Questions
Dear Mr. Hawkesworth,
First ri Transit
First Transit, Inc.
600 Vine Street, Suite 1400
Cincinnati, OH 45202
Phone: 513- 241 -2200
Fax: 513 - 6848852
Via Electronic Mail
Thank you for your letter that contained the follow -up questions. The team at First Transit
recognizes that the City of Rosemead is looking for a cost effective, professional firm to
provide high quality, personalized transportation services. First Transit appreciates the
opportunity to provide clarifications relating to our proposal for the operation of the City of
Rosemead Dial -A -Ride and Explorer transit services.
Reporting - Attachment 3 includes example monthly management report for City of
Paramount. Is this First Transit's proposed format for Rosemead's MMR?
Attachment 3 is a sample of a current monthly report for another client. First Transit will
work closely with the City to develop a specific monthly report for the City's needs. The
developed report can be more streamlined or include additional detail and graphs as
desired.
Insurance - Insurance information lacking., no loss history as requested, no disclosure
of retentions /self insurance. Provided Insurance Certificate states "First Transit, Inc.1s
1005 self- insured for Automobile Physical Damage." We assume "1005" should be
11100%"?
Section III. G. 2. Insurance was interpreted to read that upon the annual renewal of
Insurance, First Transit would provide the previous two years of loss data for this contract.
As a national company operating over 242 contracts in the United States, the number of
claims in which we are participating is consistent with that of similarly situated companies.
Attached is a Loss Statement for the El Monte division operations for the previous two
years.
We routinely engage in legal matters that do not have bearing on our ability to fulfill new or
existing contracts. The majority of our litigation is minor in nature and is handled almost
exclusively by our insurance carrier. Examples of such litigation include minor personal
injury claims and routine Worker's Compensation claims.
To the extent that the City of Rosemead is interested in particular details of specific litigation
or claims, we will make arrangements for counsel to the City of Rosemead to discuss
appropriate information with our council, subject to applicable confidentiality requirements.
Attached is a corrected Insurance Certificate noting that Automobile Physical Damage is
100% 'self-insured' for this portion of the insurance in that First Transit will pay directly for
the repairs items physically damaged. Should the City require a policy with a specific
deductible for Physical Damage that can be secured and provided upon request.
The following is First Transit's 3 year Average of California Location Preventable AFR per
1 OOK Miles which provides an idea of the limit to the number of losses experienced.
r1 io UM
FY14 CA
151' 0.28
53,768,111
FY15 CA 173 0.33 .53,008,623
Collision Formula AFR Cal using 100,000 (100K) miles.
Total Preventable Collision, Divided by total miles, Multiplied by 100,000 =AFR per 100K
Staffing - Text says scheduling staff except for 1 are bilingual but doesn't say in what
languages. Please clarify.
First Transit's current staff are bilingual in English and Spanish.
Staffing - Staffing indicates a full -time Operations Safety /Training Manager who will
"oversee safety and training, ...." Who will actually carry out the extensive safety and
training programs described in your proposal and are these hours and costs included
in your proposed budget?
The Operations Safety/Training Manager performs the classroom and Behind -the
Wheel(BTW) training as needed and manages a team of trained drivers who assist with BTW
training and perform cadet training. All costs associated for training are included in our
pricing.
Scheduling Technology - Simpli reservations, scheduling dispatch system is proposed.
Does this include the Simpli Mobile tablet system for the vehicles?
First Transit has not proposed the use of Simpli Mobile tablets since the current operation
uses two buses during peak hours. First Transit has experience using the Mobile technology
and is willing to discuss adding this should the City be interested.
Staffing - In your Staffing Schedule shown as Attachment 2, it shows that the Dial -A-
Ride reservations /dispatch function on Sundays will be carried out by your Road
Supervisors. How do these Road Supervisors provide on- street supervision if they are
busy answering telephones and your radio system?
First Transit will cross train Dispatchers and Road Supervisors for this service to ensure
efficient coverage for dispatch /reservations and service support in the field as needed.
Should a service issue occur during hours that only one dispatcher is in the office, such as
times on the weekends, other First Transit staff on duty not assigned to this contract will be
trained to respond and provide appropriate support, including contacting management
immediately of an issue.
Staffing - Your Staffing Schedule also shows no Utility worker on Fridays and
Saturdays. How will vehicles be serviced and fueled on these days?
All Rosemead vehicles will be fueled by the drivers at the end of their shift each day to
ensure buses are fueled and ready for service the following day. First Transit has additional
utility workers that cover the days of the week that the identified utility worker is not on duty
that will make sure the Rosemead buses are serviced as required by the RFP.
Fixed Hourly Costs - In your Breakdown of Cost Per Revenue Vehicle Hour, please
provide separate cost figures for "Variable Overhead, Management FeeslProfit"
instead of a single combined cost.
Pursuant to your request, these figures have been provided in our Breakdown of Cost Per
Revenue Vehicle Hour.
Estimated Fuel Usage - The "Estimated Annual Fuel Cost" that you have provided as
part of your Cost Proposal is extremely high. Please review these estimates and either
confirm that they are correct or submit a revised Estimated Fuel Usage for each year
of the Base Period.
Attached please find a revised Cost Proposal that includes the correct "Estimated Annual
Fuel Cost ". The following assumptions were used in calculating the estimated annual fuel
cost.
• Annual Fleet Miles: 205,444
• Average MPG: 7 mpg
• Price per Gallon: $3.66
• Annual Total: $107,417
Fixed Costs - Fixed Costs: Please clarify how much of the Maintenance Manager and
Maintenance Staff will be committed to the 5 Rosemead Transit vehicles.
First Transit has allocated 15% of the Maintenance Managers time based on the percentage
the Rosemead fleet represents of the total division's fleet. The mechanic and utility person
are 100% allocated to the Rosemead fleet.
Fixed Costs - Please provide separate cost figures for the "Other Wages" entry that
presently reads "Utility /Bus Wash, Reservationists."
Please find a revised Price Page that reflects these costs separated out.
Fixed Costs - Your Proposed Costs include $1,210 per month for Years One, Two and
Three, for "Start Up Costs," for a total of $43,560 during the Base Term of this
contract, and at least $14,520 for each possible option year. Please review this
proposed Start Up Cost and either confirm that it is correct or submit a revised Cost
Proposal.
First Transit's total start-up cost for this project are $43,560, spread out over the three year
base contract at $1,210 per month. There are no remaining start-up costs that would be
included in the option year pricing to be negotiated not to exceed the CPI for the State of
California (Los Angeles- Riverside - Orange County statistical area).
Should you have questions concerning any aspect of our response, please feel free to
contact me at 707 - 694 -3932 and via email at David.a.smith@firstaroup.com.
Thank you for your ongoing consideration of First Transit, and we look forward to the
opportunity to interview with the City on Wednesday July 1 ". We remain hopeful that we will
have the opportunity to partner with the City of Rosemead for the provision of your Dial -A-
Ride and Explorer transit services.
Sincerely,
David A. Smith,
Dir. Of Business Development
First Transit, Inc.
iv
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2
Proposer's Name: First Transit, Inc
PROPOSED COST FORMULA
This table auto -fills from Hourly and Fixed Cost Tables. Do not overwrite formulas.
COSTFORMULA
Year One
12 Months
Year Two
12 Months
Year Three
12 Months
1. Cost per RVH
$25.79
$2693
$28.23
2. Monthly Fixed Cast
$39,410
$40214
$41,172
Projected Annual RVH
15.610
15610
15,610
3. Annual RVH Cost
$402,626
$420,330
$440,628
4. Annual Fixed Costs
5472.922
$482,572
$494,067
TOTAL COST (3 +4)
$875,548
1 $902,902
$934,695
This Cost Proposal Form is to be used to submit the proposed contractofs firm cost proposal for all work
described in the RFP and Scope of Work. The detailed Cost Breakdowns of the Cost Proposal Form should be
consistent with proposed Cost Per Revenue Vehicle Hour and Monthly Fixed Costs.
BREAKDOWN OF COST PER REVENUE VEHICLE HOUR
COST PER RVH
BREAKDOWN
Year One
Year Two
Year Three
Driver Wages
$1776
$18.30
$18.66
Driver Fringe Benefits
$3.74
$3 88
$4.02
Maintenance Pads
$1.00
$1.25
$1 74
Maintenance Supplies
$624
$0.27
$0.31
Outside Repairs
$0.10
$0.18
$0.34
Other(Driver Uniforms)
$021
$0.21
$0.22
Variable Overhead
$1.57
$162
$1 68
Variable Management
Fee /Profit
$118
$121
$126
TOTAL COST PER RVH
$2579
$26.93
$2823
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
Proposers Name: First Transit, Inc
BREAKDOWN OF MONTHLY FIXED COSTS
(Note: Costs shown are to be the average monthly fixed costs by category)
MONTHLY FIXED COST
BREAKDOWN
Year One
Year Two
Year Three
Pri Manager Salary
$892
5910
$929
Project Manager Fringe
5103
$105
$107
Maintenance Mgr Salary
$1.137
$1.160
$1,183
Maint Mgr Fringe
$108
$111
$114
Operation Supervisor Salary
$595
$607
5619
Operation Supervisor Fringe
$69
$70
$71
Dispatch Staff Wages
$8 am
$8,179
$8326
Dispatch Staff Fringe
$1692
$1755
$1.817
Maintenance Staff Wages
$4,213
$4,289
$4,366
Maintenance Staff Fringe
$398
$410
$422
Cmer Wages: Utility/Bus Wash
$2,080
$2.117
$2,156
Other Wages: Reservationists
54,285
$4362
54,440
Other Fringe: Utittyi Wash
$502
$619
5838
Other Fringe: Reservationists
$902
$936
$969
I- ringarraining
5598
$563
%29
Safety
$171
$175
$179
Uniforms
$67
$68
$7D
Nan - Revenue Vehldes
$365
$365
$365
Facility Lease/Rent Costs
$1319
51343
$1,376
Janitorial
$67
$59
$71
Telephone
$693
S703
$713
Utilities
$119
$122
$125
ORce Supplies
557
$68
$70
Accounting
$293
$335
5411
INSURANCE:
General Liability
$174
- $177
$181
Automobile Liability
S2607
$2,656
$2,712
Collision /Comprehensive
$695
$708
$723
Worker, Compensation
51,275
$1334
51388
Cpmputer Hardware
$107
$107
$107
Computer Software
$500
$513
5525
On Board Camera Costs
$735
$736
5736
Olher(FamborL
$189
$189
$169
Employee Welfare
$79
$81
$83
Interpreter Serves
$849
$871
$892
Radio Lease
$180
$184
$189
Non - Revenue Vehicle Fuel
5417
8425
Sam
Start Up Costs
$1210
$1210
$1210
Overhead
$876
$903
$935
Management FeelProfit
$657
$677
$701
TOTAL MONTHLY FIXED COSTS
339,410
$40214
$41172
[Note: Listing of typical cost items on this provided form does not require Contractor to provide this position,
Utility or service.]
ESTIMATED ANNUAL FUEL COST
Year One
Year Two
Year Three
Pre,eclM Total vehicle Mile,
205 444
205249
205 483
Estimated Annual Fuel Cost
$107,418
$112.594
$118,593
Assumed CosVGal Gasoline
$366
$3.134
54.04
Attachment D
PROPOSAL TO
City of Rosemead
O E AD FOR
Operation of
�- Rosemead Transit
Dated: June 17th, 2015
SUBMITTED TO: SUBMITTED BY:
City of Rosemead MV Transportation, Inc.
City Clerk's Office and all subsidiaries, joint ventures,
ey Blvd. partnerships and affiliates
8838 E. Vall
Rosemead, ey Blvd. 5910 N. Central Expy., Suite 1145
Dallas, TX 75206
Telephone: 972.391.4600
My Transportation, Inc is a federal contractor or subcontractor which complies fully with Executive order
11246, as amended, and the applicable regulations contained in 41 CF.R, Parts 60 -1 through 60 -60 29 USC
Section 793 and the applicable regulations contained in 41 CF.R. Part 60 -741. 38 US Section 4212 and the
applicable regulations contained in 41 CFR. Pan 60 -250 and /or 60 -300, and 29 CFR Part 471, AppendaA.
MV is an Equal Employment oppodunity/ANirmative Action Employer
Unconditional Satisfaction Guaranteed Warranty
MV Transportation is pleased to provide the following unconditional warranty to
the City of Rosemead. In the event MV is selected to provide services pursuant to
the City's Request for Proposal for operation of Rosemead Transit, in addition to
any contractual warranties and remedies that the City is entitled to under the
contract, MV will warrant its service as follows:
In the event the City is dissatisfied with MV's service for any reason
during the term of the contract, the city may terminate the
contract In the event the contract is so terminated, MV will refund
to the city any and all profits made by MV resulting from this
contract, during the find! 11 months during the period prior to the
termination.
4604
MV TRANSPORTATION, INC.
June 15, 2015
Matt Hawkesworth
Assistant City Manager
City Clerk's Office
city of Rosemead
8838 E. Valley Blvd,
Rosemead, CA 91770
Dear Mr. Hawkesworth:
MV Transportation, Inc. and all subsidiaries, joint ventures, partnerships and affiliates, (or
"MV ") greatly appreciates the opportunity to submit its proposal in response to the City
of Rosemead's Request for Proposal for the management and operation of the
Rosemead Transit services. I am hopeful that MV's demonstrated breadth of experience
and tenure in the industry offers assurance that it is a stable and qualified partner.
As required, MV's proposed operating plan is contained herein. This plan follows MV's
guiding management philosophy that service quality need not have a direct relationship
to operating cost; rather it is created by a positive work environment that supports
proactive employee relations and professional development.
I am your primary contact for this procurement and am authorized to make
representations for MV Transportation, Inc., to include all its subsidiaries, joint ventures,
partnerships, and affiliates (the bidding entity). I can be reached any time of day at
214.662.0499 or justin.pate @mvtransit.com. Additionally, Mr. Joe Escobedo, senior vice
president, will serve as your secondary contact; he can be reached any time of day at
623.340.3209 orjoe.escobedo @mvtransit.com. Please direct all correspondence related
to this and all future procurements to MV's bid office located at 479 Mason Street, Suite
221, Vacaville, CA 95688.
Pursuant to page 18 of the RFP, MV's insurance certificate is included following this
letter and includes self - insurance, self- insured retentions, and deductibles by dollar
amount as required by the City.
Thank you for your consideration; I encourage you to select MV Transportation as your
partner for the provision of the Rosemead Transit services. We look forward to working
with you throughout this procurement.
Sincerely,
1W,
Vice President Business Development
479 Mason Street Sulte 221 I VacaviP4 CA 95688 I P 707446.5573 I F 707.446.4177 www.mvtransitcom
,ACCII CERTIFICATE OF LIABILITY INSURANCE azaTnDs
FHI9 CERTIFICATE IS ISSUED AB A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE nuLUEll'
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES
E OF INSURANCE DOES NO
BELOW THIS CERTIFICATT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED
REPRESENTATIVE OR PRODUCER AND THE CERTIFICATE HOLDER.
IMPORTANT: If tM cerpficaM holder is an gpplTgNAL INSURED, Ehe poficy(ies) must be entlorsetl. If SUBROGATION IS WANED, hts t t to
the terms and conditions of iM 1m1icY, certain pphclec may require an end0rsamem. A sbtament on this certlflcete tloes not cooler ri0hls to tM
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The ACORD name and logo are registered marks of ACORD
FORM A
ROSEMEAD TRANSIT COST PROPOSAL, PAGE 1
Summary of Proposed Cost
Proposer hereby proposes a total three -year cost for management and operation of the
Rosemead Transit services as defined in the Request for Proposals, including any and
all addenda, of:
(Insert Total Proposed Base Term Cost}
Two million four hundred eighty one thousand seven hundred eighty eight dollars.
Dollars I$ $2,481,788,00]
OFFEROR'S Representations & Acknowledgement
In submitting a proposal, the OFFEROR affirms that he /she /it is familiar with all
requirements of the RFP and has sufficiently informed himself /herself /itself in all matters
affecting the performance of the work or the furnishing of the labor, supplies, materials,
equipment, or facilities called for in this RFP; that he/she /it has checked the proposal for
errors and omissions; that the prices stated are correct and as intended by the
OFFEROR.
OFFEROR acknowledges that this is a "tum -key' contract and that the proposed cost
amount is for all staff, facilities, vehicles and equipment, supplies and services required
for the operation and management of Rosemead Transit except for those duties and
responsibilities of the CITY specifically identified in the RFP.
This proposal and proposed cost are a fine, fixed offer for a period of ninety (90)
calendar days from the Proposal Due Date of June 17, 2015.
NAME OF PROPOSER FIRM: MV Transportation Inc
ADDRESS: 5910 N. Central Expressway, Suite 1145,
Dallas, TX 75206
NAME OF AUTHORIZED REPRESENTATIVE FOR NEGOTIATIONS:
Joe Escobedo, Senior Vice President
PHONE NUMBER: C62L3j 340 - 3209
AUTHORIZED SIGNATURE:
NAME & TITLE OF SIGNER: a Senior Vice President
DATE: 6115/2015
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2
Proposers Nam! MV Trans ortation
PROPOSED COST FORMULA
Cost per RVH
$ty gg
$26.65
ManWy Fixed Cost
$134,296
$33,370
opcted Pnnual RVfi
Annual RVH Cost
15610
$383.856
15610
$41fi.040
t�V411
Annual Fixed Costs
$1411,549
$400,439
$795205
$816479
This Cost Proposal Form Is to be used to submit the pe Pexed Wnlraetofa grm mat proposal ror all w besonbec in
the RFP and Scope 0 •posed Cog Per Rev, ewe VeNGaf ofI rC,ag PrerFZletlerrin rWld be consistent with
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
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FORM B
PROPOSER CONTACT INFORMATION
Proposer
Firm Name.
Authorized Representative Name:
Authorized Representative Title
Telephone Number.
Email Address:
Secondary Contact Name:
Secondary Contact Title:
Telephone Number.
Email Address:
MV Transportation, Inc.
Justin Pate
Vice President
214.662.0499
j usti n. pate @mvtransit. com
Joe Escobedo
Senior Vice President
623.340.3209
joe.escobedo@mvtransit.com
Is Firm a qualified DBE? 0 No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation: $ 794 32900
Subcontractors to Proposer
Firm Name: JCM -Blue Goose Uniforms
Address: 5443 East Washington Blvd.
City, State, Zip: Commerce, CA 90040
Authorized Representative Name: Jose Cornejo
Authorized Representative Title: Owner
Telephone Number: 800.543.3732
Email Address: jcrosales @bluegooseuniforms.com
Work to be performed: Employee Uniforms fy. 9 Agency Los Angeles Count MTA
Is Firm a qualified DBE? ❑ No 0 Yes, Quali in A enc 9 y
Annual Dollar value of participation: $ (total) $876 (at 60% supplier credit) $525.60
Firm Name:
Address:
City, State, Z!p
Authorized Representative Name:
Authorized Representative Title.
Telephone Number
Email Address:
Work to be performed:
Is f=irm a qualified DBE? ❑ No
Annual Dollar value of participation: $
Attach additional pages as necessary.
❑ Yes, Qualifying Agency:
FORM C
ADDENDA ACKNOWLEDGEMENT FORM
PROPOSER MV Transportation, Inc.
PROPOSER acknowledges that it has received and read the following Addenda.
Addendum # 1
Signature Amy Barry, SVP
Addendum #
Signature
Addendum #
Signature
Addendum #
Signature _
Addendum #
Signature
FORM D
NON - COLLUSION AFFIDAVIT FOR CONTRACTOR
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
declares and says:
1. That he sh is the (owner, partner, presenfahv or agent) Senior Vice President
Of MV Transportation, Inc. hereinafter referred to as
ONTRACT ) or (subcontractor).
2. That he sh is fully informed regarding the preparation and contents of this proposal
for certain in the City of Rosemead, State of California.
3. That hisl e proposal is genuine, and is not collusive or a sham proposal.
4. That any of its officers, owners, agents, representatives, employees, or parties in
interest, including this affiliate, has not in any way colluded, conspired, connived or
agreed, directly or indirectly, with any other CONTRACTOR, firm, or person to submit a
collusive or sham proposal in connection with such contract, or to refrain to submitting a
proposal in connection with such contract, or has in any manner, directly or indirectly,
sought by unlawful agreement or connivance with any other CONTRACTOR, firm, or
person to fix the price or prices in said proposal, or to secure through collusion,
conspiracy, connivance, or unlawful agreement any advantage against City, or any
person interested in the proposed contract and,
5. That the price or prices quoted in the proposal are fair and proper, and are not
tainted by any collusion, conspiracy, connivance, or unlawful agreement on the part of
the CONTRACTOR, or any of its agents, owners, representatives, employees, or
parties in interest, including this affiliate.
I certify (or declare) under penalty of perjury, that the foregoing is true and correct
Dated this 15th ay of June 2015, at Vacaville California.
Signed:
Title: Amy Barry, Senior Vice President
FORM E
REFERENCES
Proposer's Name MV Transportation, Inc.
Please list a minimum of at least four references of similar size and type of transit
services, including governmental agencies, if available.
Reference 1
AGENCY /COMPANY NAME: City of Thousand Oaks
ADDRESS: 1993 Rancho Conejo Road, Thousand Oaks, CA 91320
CONTACT PERSON. Mr. Mike Houser, Transportation Analyst
EMAIL ADDRESS: nhouser @toaks.org
PHONE NUMBER: 805.376.5063,
LENGTH OF CONTRACT. 2004 - present YEARS
NUMBER OF VEHICLES OPERATED: 24
DESCRIPTION OF SERVICES PROVIDED.
Please see description of services attached following this form.
Reference 2
AGENCY /COMPANY NAME: City of Dinuba
ADDRESS: 1088 Kamm Avenue, Dinuba, CA 94618
CONTACT PERSON. Mrs. Blanca Beltran, Public Works Director
EMAIL ADDRESS: bbeltran @dinuba.ca.gov
PHONE NUMBER: 559.591.5924
LENGTH OF CONTRACT: 2009 - present YEARS
NUMBER OF VEHICLES OPERATED: _ 7
DESCRIPTION OF SERVICES PROVIDED:
Please see description of services attached following this form.
Reference 3
AGENCY /COMPANY NAME: City of Manteca
ADDRESS: 1001 Center St., Manteca, CA 95337
CONTACT PERSON: _Ms. Johanna Ferriera, Administrative Analyst
EMAIL ADDRESS -. ifeffiera@ci.manteca.ca.us
PHONE NUMBER: 209.239.0635
LENGTH OF CONTRACT: 2006 - present YEARS
NUMBER OF VEHICLES OPERATED: 7
DESCRIPTION OF SERVICES PROVIDED.
Please see description of services attached following this form.
Reference 4
AGENCY /COMPANY NAME: City of West Hollywood
ADDRESS: 8300 Santa Monica Blvd, West Hollywood, CA 90069
CONTACT PERSON: Ms. Perri Sloane Goodman, Social Services and Transportation Program Administrator
EMAIL ADDRESS: pgoodman @weho.org
PHONE NUMBER'. 323.848.6370
LENGTH OF CONTRACT: 2002 - present YEARS
NUMBER OF VEHICLES OPERATED: 16
DESCRIPTION OF SERVICES PROVIDED.
Please see description of services attached following this form.
Reference 1: Thousand Oaks Transit, City of Thousand Oaks (Thousand
Oaks, CA)
MV has provided fixed route and paratransit services, collectively known as
Tholf Thousand Oaks Transit, for the City of Thousand Oaks since 2004. Fixed route
tales rn service operates within the City, with a Metrolink Commuter Shuttle route
connecting passengers to the Metro Link station in nearby Moorpark. The Dial -A -Ride paratransit service
is available to seniors and certified persons with disabilities consistent with the provisions of the
Americans with Disabilities Act. Dial -A -Ride operates within Thousand Oaks and the nearby City of
Westlake Village and designated unincorporated areas of Ventura County.
MV operates and maintains a mixed fleet of 24 gasoline and CNG vehicles. MV uses the NextBus system
provided by the City to monitor vehicle location and on -time performance. The City provides a monitor
and a rolling marquee at the Transit Center which displays the next arriving route. MV uses the City -
provided Trapeze PASS system for paratransit scheduling and dispatching.
MV is currently in its second contract term with the City.
Reference 2: Dinuba Area Regional Transit Services, City of Dinuba
(Dinuba, CA)
MV has operated the Dinuba Area Regional Transit (DART) services for the City of Dinuba since 2007,
and is currently in its second contract term. Composed of fixed route, deviated fixed route, and
paratransit services, DART provides local bus service within the City, and connects passengers to Tulare
County Area Transit service. The Dinuba Connection service provides regional transit service between
the City of Dinuba and the City of Reedley in nearby Fresno County. The folly Trolley service is a fixed
route local shopping shuttle that serves popular shopping destinations in the City.
MV operates a fleet of seven gas and CNG vehicles, which is maintained by the City.
Reference 3: Manteca Transit, City of Manteca (Manteca, CA)
Since 2005, MV has been the provider for the City of Manteca's transportation services. Known
collectively as Manteca Transit, these services comprise three (3) fixed routes that operate on
weekdays, a general public demand - responsive service that operates on Saturdays, and a weekday
demand - responsive service for seniors, passengers with disabilities, and Medicare passengers. MV
operates and maintains seven j7) client -owned vehicles and provides dispatching, reservations, and
scheduling.
As the first and only operator of these services, MV worked with the City to develop and Implement the
system, as well as to grow its ridership. In 2013, MV assisted the City with moving the transit operation
into a new facility.
MV is currently in its third contract term with the City of Manteca.
Reference 4: Dial -A -Ride and TLC Service, City of West Hollywood (West
Hollywood, CA)
MV has provided Dial -A -Ride services for the City of
West Hollywood since 2002. This curb -to -curb, demand -
responsive service is available to seniors and persons
with disabilities who reside in the City. MV operates
and maintains a fleetof 15 vehicles forthis service.
MV began operating the TLC service for the City in 2014.
This door -to -door or door - through -door service
supplements the Dial -A -Ride service by providing
customized transportation services to seniors and
disabled community members who require additional
assistance. MV provides attendants for each trip to
assist passengers from their door /interior of their pickup location to the vehicle and to their destination.
MV operates and maintains one (1) vehicle for this service.
4
Proposal to the City of Rosemead for the [) E
Operation of Rosemead Transit
Table of Contents
Executive Summary ........ _..........._._......_._.
A. Experience ...... ......... ............................__.
B. Organization ............. ...............................
C. Resource Allocation ._....__ ...................
D. Staffing ...................... ........................._.....
E. Hiring and Personnel Policies...........
F. Accounting and Reporting .................
G. Insurance and Indemnity..._ ...............
H. Financial Responsibility .... ...._._. ...
......
I. Reservations and Dispatch Functioi
J. Equipment__ ............. ...............................
K. Operations and Maintenance Fai:6
L Maintenance Program ..........................
M. Safety Program. ........ 1-1. ---
N. Screening and Selection Program...
O. Training and Retraining Programs..
0.1. Operator Training Program.....
O.Z. Road Supervisor Training.........
0.1 Dispatch Training .........................
0.4. Maintenance Training .................
0.5. Retraining Programs._ ................
P. Data Collection and Reporting........
Q. Transition Plan and Time Schedule
1
MV Tw/.uSwOwwiON.IwC.
..7
11
12
27
28
29
30
30
38
39
40
47
54
55
55
58
59
60
62
63
64
Proposal to the City of Rosemead for the O E A
Operation of Rosemead Transit
Executive Summary
The City of Rosemead has issued a request for proposal ( "RFP ") for turnkey management
and operations of the City Mala -Ride and Explorer services. The fixed route service is
open to the general public and operates a single bi- directional route with stops at local
businesses and recreational centers. The dial -a -ride service is open to eligible
passengers 55 and older and persons with disabilities; and it
serves two major hospitals and other destinations within five miles
of the city limit.
The City's 2014 and 2015 Strategic Plan, presents a
strategy designed to enhance the profile of the City.
This plan also outlines the long -term goal of providing a „{ a
welcoming and thriving place for people wishing to live
a small -town lifestyle within a bustling urban area.
The City will achieve these goals through its stated
values — honoring tradition, uniting in diversity, and - -L5
evolving for the future. As your contractor, MV will
support the City by embodying these values in the operation of
Rosemead Transit. With a 40 -year history of providing
unparalleled transportation service nationwide, MV understands the importance of
meeting or exceeding established standards of safety and professionalism while looking
towards future development. Since its inception as a San Francisco -based minority and
woman -owned provider of paratransit service, MV has and will continue to celebrate
div_e_rsity._
Throughout Southern California, Ml/has established relationships with many
Disadvantaged Business Enterprise (DBE) firms and will be using local DBEJCM
Uniforms for this contract
FurthecMV will help the City achieve its goals of future evolution by providing software
to enhance service convenience and improved and right -sized technology to support
daily operations, data capture, and reporting efforts.
Aligned with the City's stated objectives, MV has the local experience and corporate
resources, technology, and professional programs to provide the City with exemplary
service.
Unrivaled Local Support
As the largest provider of fixed route and paratransit services in California, MV brings
significant experience and access to professional support. With more than 20 locations in
the Los Angeles area and 70 contracts within the State of California, MV can provide
additional labor, equipment, and supplies to the service as needed. Located at 7209 East
Rosecrans Avenue, Paramount, California, MV's operating location is 15 miles from the
Rosemead City limit.
The key to MV's proposal is a superior staff and support team. MV is proud to offer a
highly experienced team to work in partnership with the City to ensure that service runs
smoothly and that the City's investment in new vehicles is protected. Led by MV's
Southern California regional vice president, Judie Smith, MV's regional management
personnel are available to the local team in person, via telephone, and email, to ensure
nv�a.r+avow�oiov. irv�.
Proposal to the City of Rosemead for the ' U&&
Operation of Rosemead Transit
that MV is living up to the
promises made in this proposal-
Finally, MV's centralized support - „r
approach allows the local team to
focus on service, rather than x X
administrative functions. t or Ic
As stated earlier, MV's proposal's
contemplates operating service
from its existing location in nearby X X
Paramount. MV's Paramount WK Sr
facility offers a fully- staffed ?�
operation - including the street
supervision and operations
management personnel to provide MVContract[ocahians
necessary support for the services. -�- --
Additionally, MV will leverage its existing management team to oversee this project,
offering an exceptional blend of operational experience and cost efficiency:
• Project /Safety Training Manager, Lina Parten, brings six years' experience in
transportation safety management, and 11 years overall transportation experience, to
the City services. Lina is a hands -on manager whose expertise will ensure excellent
customer service, safety, and response time.
• General Manager (Paramount, California), Stephen Allan, brings more than 30
years of management experience to the City. He is onsite during all hours of service
and will be available to support Lina Parten as needed.
• Operations Supervisor, Lupe Flores, brings 20 years of transportation experience
to the City and currently maintains daily oversight for 145 employees at MV's
Paramount location.
• Maintenance Manager, Martin Camargo, brings more than 14 years of Southern
California transportation maintenance experience to the City. He will apply this
expertise to the upkeep and maintenance of the City fleet, ensuring that preventive
maintenance inspections are completed on -time, and that all safety issues identified
by the operators are immediately addressed.
• Regional Vice President, Judie Smith, wilt provide corporate support and is a 25
year veteran of public transportation. She will lend support to the local team, lead
transition efforts, and ensure that the City is receiving unrivaled service.
Judie Smith will conduct quarterly evaluations of the service with the City
to ensure MV is living up to expectations.
MV wdl also provide additional corporate support through regional personnel who are
experts in the areas of safety, maintenance, and accounting.
Improvement to Rosemead's Technology Environment
MV recognizes that the City desires a forward thinking contractor that can improve its
transit services through the use of technology. In response to this, MV is excited to offer
MV TRANSPORTATION. INC.
A it
Proposal to the City of Rosemead for the o E ^A
Operation of Rosemead Transit
a technology package that meets the size and scope requirements of the Rosemead
Transit services. This technology will provide easier access to information for passengers
and comprehensive service reporting options for system optimization. As part of this
focus on technology, MV's proposal includes the provision of tools designed to deliver
maximum value while keeping costs contained.
• Demand Response Technology Package: The proposed software, Simpli Transport,
is a streamlined version of the Trapeze scheduling
software and is used to manage, monitor, and
optimize scheduling. This software will be
dedicated solely to the operation of Rosemead's
Dial -A -Ride service, and offers extensive reporting
tools for productivity, on -time performance, and
other statistics.
MV wilt also provide Simpli Mobile, the on- board,
real time module that communicates with tablet -
based Mobile Data Terminals (MDT). This package
offers dispatch -to- operator communication, real -
time trip status updates, operator alerts, and data
gathering and reporting features at a fraction of
the cost of other such systems.
Fixed Route Technology Package: MV will deploy its proprietary TimePoint
Software and CalAmp GPS units on every fixed route bus. This system presents up-
to- the - minute fixed route vehicle location information to dispatch staff. TimePoint
includes a series of maps and route detail that illustrates where each vehicle is
located in real time and if it is on time Dispatchers can zoom into each route to
ensure the operator is at the right place at the right time.
TimePoint includes the passenger facing mobile site, thebus.mobi. Passengers can
access this site to view real -time information regarding their bus along with the
vehicle's current location on the route. Further information on these systems is
included in section I. Reservations and Dispatch functions.
Vehicle Security Systems: MV will provide the required eight (R) cameras in each
vehicle using a $eon Camera System. The Seon Trooper TL system wilt record
continuously to a mobile hard drive whose data is available for viewing and archiving
using the included vMax software.
In addition to the required camera system, MV will provide the DriveCam on- vehicle
event recording system that is activated by excessive g- forces. This system captures
incidents as they happen, allowing MV to monitor operator performance and address
unsafe behaviors as they arise.
Finally, MV will also provide the Mobileye system, an onboard camera that detects
vehicles, passengers, and lane divisions. The system emits an auditory warning when
4
Proposal to the City of Rosemead for the
Operation of Rosemead Transit
risks such as pedestrians, speeding, tailgating, and imminent collisions are present.
Further information on these systems can is included in section M. Safety Program.
Professional Training Programs
MV requires extensive training for all staff including operators, dispatchers, and
maintenance personnel. Proper training ensures that staff is prepared to effectively
represent MV and the City services. MV's training programs extend beyond initial
training to include frequent refresher and subject specific training.
• Operator Training Program: MV's operator training program produces teams of
skilled and confident operators. Based on adult learning techniques, this program
uses videos, classroom and in -field instruction, and hands -on learning tools to
provide operators with a comprehensive understanding of how to safely operate
buses and assist passengers.
• Customer service Training: MV's training program for dispatchers is built on
sensitivity and customer care and comprises 40 hours of instruction including
software training, service overview, observation, ride - along, and customer service
programs. MV requires that all staff complete Telephone Doctor" Customer Service
Training and that all operators receive four (4) hours of START Customer Service
Training. These programs ensure that all staff is trained to be courteous and
professional at all times.
MV will also initiate a secret rider program that will provide feedback on MV's quality
of service and offer opportunities for refinement of operator customer service skills.
The results of the secret rider program will be shared with the City.
MV's customer service training programs ensure that employees are
responsive and sensitive to passengers'needs.
• Maintenance Training: MV's proactive maintenance plan leverages a tenured and
highly skilled maintenance team, and includes training that instills safe and
consistent maintenance practices. In addition, MV provides specialized vendor
training and workshops as part of its ongoing employee development program. MV
supports ongoing education through a generous ASE certification program in which
MV pays for ASE certification testing, plus a bonus of $1,000 to those technicians
who achieve master certification while employed with MV.
Closing
As requested, MV has made the proposal as clear and concise as possible, without
extraneous information, and focuses on its operation of Rosemead Transit. By leveraging
its Paramount, Los Angeles facility, MV wilt provide a professional team of shared
management, technicians, and service personnel to the City - offering service excellence
at reduced costs. MV is hopeful the City recognizes MV's operating plan is well suited to
accommodate service growth and future development.
9
A.
Proposal to the City of Rosemead for the ROE"
Operation of Rosemead Transit
Experience
MV Transportation, Inc. and its subsidiaries have been providing contracted
transportation services to cities, counties, special- purpose districts (both chartered and
governmental), federal agencies, and private companies for 59 years.
The company's history of satisfied customers and solid financial backing demonstrates
its reliability and stability as a strong corporate partner, Further,
the organization's dedication to serving the transportation needs
of individual communities is evident in its operations
and manifests in a myriad of functional approaches that
promote customer care, leverage new technologies,
recognize best practices, and control operating costs.
Most of MV's operations include the provision of
ancillary services, including bus trip reservations and
scheduling /call center, operator training, safety
programs, vehicle maintenance, transit technology and
- -- support, facility management and maintenance, among
many other services common to transit contracts.
While each of MV's customers differ in size, service mode, scope,
fleet composition, and operating environment, each trust MV to provide safe, reliable,
professional transit service. Those customers with operations most similar to those of the
City are listed as references. Please see Form f. References included preceding the
City of
1993 Rancho
Mr. Mike Houser,
2004-
24
fixed route,
Thousand
Conejo Rd.,
Transportation Analyst
Present
and
'.. Oaks
Thousand
mhouser @toaks.org
paratransit
Oaks, CA
(805) 376 -5063
91320
� -- -
City
—
1088 Kamm
__
Mr, . Bianca Beltran, Public
2009-
7-
Fixed route
.. of
Dinuba
Ave., Dinuba,
Works Director
Present
deviated fixed
CA 94618
bbettran @dinuba.ca.gov
route, and
(559) 591 -5924
paratransit,
City of
1001 Center
Ms. Johanna Fernera,
2006-
7
Fixed route
Manteca
St., Manteca,
Administrative Analyst
Present
and demand
CA 95337
jferriera @ci.manteca.ca.us
response
(209) 239 -0635
—__
City of West
8300 Santa
Ms, Perri Sloane
2002-
16
Dial -a -Ride
Hollywood
Monica Blvd.,
Goodman, Social Services
Present
West
and Transportation
Hollywood,
Program Administrator
CA 90069
pgoodman @weho.org
(323) 848-6370
3
Proposal to the City of Rosemead for the O E
Operation of Rosemead Transit
Organization
MV Transportation, Inc. is headquartered in Dallas, Texas, where MV's executive team is
based, as well as all company human resource, public relations, legal, and IT
departments. The company also maintains support offices in Elk Horn, Iowa (accounting,
qualifications, contract management, and risk management
departments) and in Northern California (business
development /sales department). Today, MV operates r
in 29 states, and through its subsidiaries,
internationally. Within North America the company
has established operations, each with its own r
support structure consisting of directors of safety,
maintenance, and accounting, as well as labor
relations and human resources support. the City will
be supported by industry leaders who are
empowered and authorized to make decisions on
behalf of the organization. Leading MV's regional team is Regional
Vice President Judie Smith; Judie Smith reports directly to Doug
Gies, Group President
The chart on the following page illustrates the company's reporting Lines and executive
structure for this project:
MV Twwn�IOwiwTOµ,nO.
Proposal to the City of Rosemead for the 0 & AD
Operation of Rosemead Transit
About MV Transportation
MV Transportation. Inc. was founded in 1975, in the San Francisco Bay. The owners and
original founders, Feysan and Alex Lodde, formed an agreement with the City of San
Francisco to provide transportation to
persons with disabilities.
��— The Loddes acquired three vans and
- - -- pioneered transportation of persons with
disabilities in the Bay Area 15 years in
advance of the historic passing of the
American with Disabilities Act into law in
1990. Over the next two decades the
company grew from a Local company to a
national multimodal transportation provider.
-- -- - -- - - - - in total, MV Transportation, Inc. and its
MV Co- founder Feysan Lodde in 1975 subsidiaries have been providing
transportation services for 59 years. - _ -
MV is a true American success story. through dedication to our passengers, our
clients and our employees, MV has grown to be the largest United States -owned
transportation management company in the nation. Ourpeople and our dedication to
serve buly make us different. " — Feysan [code, Founder
_ -_.
Today, the company remains the - nation's largest American owned passenger
transportation company. The MV name represents MV Transportation, Inc and its
affiliates, which include MV Public Transportation, Inc., MV Contract Transportation, Inc.;
MVT Canadian Bus, Inc.; and Reliant Transportation, Inc.
Company Size and Statistics (As of June 2015)
Number of Employees: 18,565
Number of Vehicles: 10,286
2014 Revenue: $1,094,320,000
Number of Contracts: 231
Number of Locations: 1S3 (29 states and Washington D.C.; 3 Canadian
Provinces; and Eastern Province, Saudi Arabia)
Legal Status: MV Transportation, Inc. is a C corporation and was incorporated in the
State of California in 1978.
Owners (greater than 10 %): Corporate Officers:
Alex Lodde Brian Kibby, Chief Executive Officer
Feysan Lodde Kevin A. Klika, President /Chief Operating Officer
Robert Pagorek, CFO
Lisa Winston Hicks, Corporate Secretary and
General Counsel
Patricia McArdle, Associate General Counsel and
Assistant Corporate Secretary
Amy Barry, Assistant Corporate Secretary
MV TRANI! oR TION. INC
Proposal to the City of Rosemead for the F
Operation of Rosemead Transit
Philosophy
MV operates under a guiding management philosophy that service quality need not
have a direct relationship to operating cost, and instead is derived by a positive work
environment where proactive employee relations and professional development are
encouraged. Passenger transportation is a people- focused business, and excellence is
achieved when qualified employees have the training and support resources to perform
their jobs safely and professionally. Further, a well- trained, well organized staff will
realize great operational efficiencies that can contain costs and deliver effective
alternative options to MV's customers, without reducing service or sacrificing quality.
MV's Approach to Similar Projects
MV's approach offers effective solutions to a variety of clients in a manner that
maximizes resources and controls costs. In Los Angeles, this is frequently achieved
though leveraged facilities and staffing —an approach that contains costs while ensuring
that each service is operated using qualified and
professionally trained personnel.
Throughout is history, the company's has remained
steadfast on promoting diversity within its
operations: the company currently operates services
of varying size and scope — from two bus operations
to 200 bus operations. MV's reputation for
excellence across the industry ties in its ability to
meet the transit needs of an extensive and diverse
customer base.
• Paratransft and Demand Service: MV manages
more than 130 contracts operating demand -
based transportation services programs across
North America, serving diverse metropolitan
areas such as Los Angeles, Baltimore, New York
and Vancouver.
Fixed Route Service: MV operates more than 140 contracts in North America that
have either fixed route, flex route, commuter bus, and /or shuttle components. Within
the Southern California /greater Los Angeles Metropolitan area alone, MV operates
more than 700 fixed route transit buses. MV provides more service than any other
contractor on behalf of the Los Angeles Department of Transportation (LADOT). This
Los Angeles presence creates optimal availability of cross - trained staff, ready to serve
as replacement staff as needed.
Fleet Maintenance: Approximately 80 percent of MV's contracts, and nearly all
contracts where MV operates more than 50 buses, require that the company manage
and maintain fleet maintenance operations. The company's maintenance program is
based on industry best practices to protect and extend the life of the transit fleets it
operates.
10
nv Tn.xa.oRT. O.. INC
V
Proposal to the City of Rosemead for the p1
Operation of Rosemead Transit
• Transportation Technologies and Intelligent Transportation Systems: MV
surpasses its competition in the management of ITS programs. The company is
experienced in the implementation and use of nearly all transit technologies
available to public transit systems. Over the past decade, the company's
development and use of state -of- the -art software has reinforce the company's
position as a transit technology leader.
Organizational Resources, Expertise, and
Primary Business
Transportation is MV's primary business and MV
makes a significant investment in the corporate
resources provided to each of its operations. More
than 100 employees in centralized corporate
departments (operations, maintenance, information
technology, safety, risk management, human
resources, payroll, accounting, and legal) provide
support services to MV's local teams. This approach
reduces costs and places highly experienced personnel near the
local area to assist as needed.
C. Resource Allocation
MV's proposed allocation plan demonstrates an understanding of the scope of
service requirements; please see the Proposal Form included preceding the proposal,
for a detailed breakdown of service costs.
11
Proposal to the City of Rosemead for the 00 AQ AD
Operation of Rosemead Transit
D. Staffing
Organization Chart
Job Descriptions
Vehicle Operators
Vehicle operators are the critical interface to passengers and must appropriately
represent City of Rosemead. The ideal operator candidate has a safety -first attitude, a
professional and caring demeanor, and excellent people service skills. Vehicle operators
respectfully and professionally respond to customer inquiries, providing information
about the service and specific routes, as needed.
They are trained to use all appropriate on -board technology, including tablet MDTs and
must demonstrate proficiency in all dispatch communication procedures. Vehicle
operators coordinate with dispatch regarding no shows, late cancellations, changes to
manifests, vehicle malfunctions, accidents, and /or other disturbances.
Project/Safety Training Manager
(iina Garton) The project/safety training manager is the daily operational liaison between
MV and City of Rosemead. This person is MV's field representative and the City's
advocate. This person must embody the spirit of Rosemead Transit and work in
partnership with the City, the local team, MV's corporate support personnel, and the
riding community to realize the mission and vision of the City. This person is responsible
for the safe and high quality operation of the transit system. It is of utmost importance
that the project /safety training manager and City representatives have a productive and
meaningful working relationship.
MV further commits that the project /safety training manager will not be replaced during
the base term of the contract without the written consent of the City. MV's project /safety
12
Proposal to the City of Rosemead for the 1�0j& A
Operation of Rosemead Transit
training manager will meet with the City staff often to provide updates on service
quality, performance numbers, possible trends, and /or other statistics requested.
General Manager (Paramount, CA)
(Stephen Allan) As the general manager for the paramount location, Stephen is
responsible for the overall daily operation of the service for the entire division. He works
in compliance with the policies of the City and in conformance with MV procedures. He
Provides direct oversight and discipline of all staff and operators and is primarily
responsible for the proper management of the operating location.
Operations Supervisor
(Lupe Flores) The operations supervisor is the daily
liaison between MV's local field personnel and local
management team. This person has oversight
responsibility for all operators, dispatchers, and
supervisors. The operations supervisor reviews all _
togs and paperwork from the dispatch office, assists
with NTD reporting and invoicing, and ensures all
operator and supervisor shifts are covered. The
operations supervisor works closely with the -
dispatcher to confirm vehicle operators are property supported.
This individual also works to monitor service and make sure it is
delivered on time and meets the expectations of the passengers.
Road Supervisor
Road supervisors are stationed in the field and monitor on -road activities. These
individuals ensure the safe and efficient operation of all vehicles, making sure the service
is high quality. Road supervisors respond to on -road situations (incidents, accidents, and
passenger disturbances). They also provide on -road observations and perform passenger
outreach.
Dispatchers /Customer Service Operators
The dispatcher /customer service operators (herein referred to as "dispatcher ") perform
multiple job duties within the operation. This includes directing all on -road operations,
coordinating with vehicle operators, managing operator start times and vehicle
assignments, scheduling passenger trips, assigning routes, and answering passenger
phone calls. This position coordinates with vehicle operators while in service to monitor
operations status, mitigate delays, and assist in resolving service disruptions. They are
trained in reasonable suspicion and handle assessing fitness for duty.
The dispatcher answers calls and interacts with passengers who are booking trips. Trip
requests are scheduled using the Simpli system at the time of the call. Dispatchers must
be proficient in the use of Simpli and maximize its use to minimize call time duration.
Dispatchers are expected to provide superior customer service and must remain
professional, patient, and responsive at all times.
Maintenance Manager
(Martin Camargo) The maintenance manager is responsible for the safe and effective
operation of the City of Rosemead fleet This person reports to the project /safety
training manager, and under the guidance of MV's regional director of maintenance,
f ^�
13
Proposal to the City of Rosemead for the O E ZD
Operation of Rosemead Transit
coordinates and oversees all scheduled and unscheduled maintenance inspections and
repairs. The overall mission of this position is to protect the City's fleet and maximize its
useful life by ensuring it is well maintained pursuant to all OEM, the City, and MV
standards of safety, operation, and appearance. He schedules all preventive maintenance
inspections, coordinating with dispatch in order to maximize fleet availability; as such,
He possesses a strong understanding of service demand peaks. He is accountable for
adequate staffing, supervision, and technician performance.
A Level Technician
The A level technician is the highest -level line technician. Under general supervision, A
level technicians perform the most difficult repair tasks and supervise subordinates.
Tasks include performing all repairs as needed, adjusting all vehicle systems, and
performing as a shift leader when required.
Vehicle Service Worker
Vehicle service workers ensure the Rosemead Transit fleet is cleaned and fueled to the
specifications outlined in the RFP, These persons will work primarily at night to clean,
service, and fuel each vehicle in assembly -line fashion as it comes in off the route.
Key Personnel
Lina Parten, Project /Safety Training Manager
Ms. Lina Parten serves as MV's safety and training manager at the
company's Paramount, Calif. location. Starting as a vehicle operator
here in 2004, she has steadily moved into roles with increased
responsibility, and now provides leadership and guidenace to MV's
employees, leads operator training, conducts monthly safety
meetings, and performs audits and inspections.
During her tenure in Paramount, I-ma has served in various positions
including lead dispatcher, road supervisor, and operator instructor.
- -- Since 2009, Lina has provided oversight for a.l safety and training
functions for nine contracts. She also personally oversees projects
in LaMirada, Whittier, West Covina, and Pomona, serving in a general manager capacity.
For these projects operated outside of Paramount, Ms. Parten manages a supervisor at
each location who oversees the safety program and delivers the monthly safety
meetings.
In Paramount, Lina arrives early each morning to go over the operator schedules and to
ensure that the location is ready to provide service for nine separate clients. She ensures
that any operator shortages are covered, reviews paperwork to confirm that all vehicles
have been refueled, and then completes all farebox reconcliation for the previous day.
For the remainder of her day, Lina focuses on all safety and training functions. On
average, she facilitates operator training classes every two weeks to ensure that MV
maintains the correct level of vehicle operators. While MV has an excellent operator
turnover rate at its Paramount location, Ms. Parten seeks to recruit new operators
regularly.
Overseeing the entire safety program, she also delivers several employee initiatives to
promote safety on the road and throughout the operation. These include quarterly
contests to award operators who have completed service with no preventable accidents
14
proposal to the City of Rosemead for the O E
Operation of Rosemead Transit
or DrtveCam events. Lina has found that these programs have made the entire operator
team much more aware of their driving behaviors and has improved safety.
Prior to her career in transportation, Ms. Parten worked in Bellflower, California as a
teaching assistant for the Bellflower Unified School District. Ms. Parten has an associate's
degree in human resources and business.
Lina is a certified as a DMV Employer Testing Examineras well as Transportation
Safetylnstitute and FTA Bus Collision Prevention and Investigations, and TSI and FTA
Reasonable Suspicion.
Resume
Experience
Safety Training Manager, MV Transportation, Inc. (Paramount, CA)
1009 to Present
• Oversee all safety training practices and functions for nine (9) contracts with 81
vehicles and 128 employees
• Serves as Safety Official which includes serving as the company's liaison to local
authorities that support safety and emergency preparedness
• Conduct audits to ensure compliance with corporate safety policies and procedures,
also conduct on -site safety audits
• Gather and analyze information on safety issues or accidents and develop solutions
or alternative methods to maximize safe practices
• Ensure drug and alcohol testing is conducted in accordance with FTA and DOT
regulations
• Complete all DriveCam review and counseling
Operations Manager, MV Transportation, Inc (Paramount, CA)
2007 to 2009
• Oversight of daily operations for the DowneyUNK service using seven (7) 32 ft.
Eldorado buses and 11 vehicle operators
• Daily management of the Lynwood service using four (4) Ford cutaways, one (1)
trolley, and six (6) vehicle operators
• Completed NTD reporting for DowneyUNK, Lynwood, Norwalk, and Compton
services
Lead Dispatcher /Road SuperwsorQnstructot MV Transportation, Inc. (Paramount, CA)
2006 to 2009
• Supported 118 operators and 80 service vehicles for nine (9) contracts
• Managed LADOT customer complaint system
• Complete on -road instruction of new hires and retraining of current driving staff
• Conducted and presented at monthly safety meetings
15
My TF•M5 VORT•TiOU, INC,
Proposat to the City of Rosemead for the
Operation of Rosemead Transit
• Trained staff in the use of Trapeze software for the dial -a -ride system
Vehicle Operator, MV Transportation Inc. (Paramount, CA)
2004 to 2006
• Transported passengers for Cerritos on Wheels fixed route service
Teaching Assistant Be //flower Untried School District (Seliflower, CA)
1000 to 1004
• Prepared curriculum and supporting materials
• Administered lessons and served as substitute teacher
• Conducted evaluation and follow -up as needed for students
Education, Training and Certifications
University of the Pacific Eberhardt School of Business (Stockton, CA)
Transit Paratransit Management Certificate
Cerritos College, Cerritos, CA
• 2002 - Associates Degree in HR, Business
Certifications and Additional Training
• 2008 - California DMV Employer Testing Examiner Certified
• 2008 - TSI /FTA Bus Collision Prevention & Investigation
• 2007 - Norwalk Adult School - Advanced Excel
• 2006 - TSI /FTA Certified Instructor
• 2006 - TSI /FTA Reasonable Suspicion
• Certification of Completion of the Transit Paratransit Management Program
Stephen Allan, General Manager (Paramount, California)
Mr. Stephen Allan is MV's general manager for the Paramount
facility. With a career spanning more than 30 years, Mr. Allan brings a
wealth of management experience to the City services. He has
extensive experience managing teams as large as 600 employees,
including operators, dispatchers, technicians, sales teams, and
administrative staff. He has also been responsible for service fleets
ranging from two to more than 200 buses. Mr. Allan joined MV in
2008, and currently manages multiple fixed route and paratransit —
transportation contracts encompassing 151 employees.
Stephen will be available on -site to assist Ms. Parten as needed
16
MV m.naeanTATnax. Inc.
Proposal to the City of Rosemead for the O E
Operation of Rosemead Transit
Resume
Experience
General Manager, MV Transportation, Inc (Paramount CA)
2008 to Present
• Oversee multiple transportation contracts
• Mentor MV's Irvine staff and monitor staff performance
• Responsible for MV's union relationship with Teamsters Local 952
• Addresses union grievances
• Works closely with project manager on a daily basis to ensure the iShuttle services
are running efficiently
• Works closely with maintenance manager to ensure vehicles are maintained to City
standards
• Works with operations staff to ensure all safety standards are met
• Member of MV's Location Safety Committee
• Communicates with the City on a regular basis attends MV's weekly meetings with
City staff
• Accomplishments include:
- SuccessfuLy negotiated the company's current Collective Bargaining Agreement
with the Teamsters Local 952
- Oversight of MV's successful startup of Spectrum and Capital group routes
(Routes C and D) added in October 2011
- Successful implementation of the major schedule change during the Tustin
Metrolink station detour
General Manager, Super Shuttle (Orange County, CA)
1998 to 2007
• Responsible for the airport operations and management of the Disney Cast Shuttle
Program
• Worked with airport tandside operations and curb operations
• Oversaw accounting functions, including payroll AP /AR and subcontractor bitting
• Responsible for addressing human resources issues
• Mentored staff, assisting every department with daily operations
• Oversaw budget and revenue to assure all expenses were consistent with plan.
Ensured revenue goal was met or exceeded.
17
MV TRAM— nr.ncn. INC.
Pro posat to the City of Rosemead for the F GOIA
Operation of Rosemead Transit
President /Franchise Owner, Super Shuttle (Orange County, CA)
1994 to 199B
• Responsible for the daily operation of 100 - vehicle service which included airport
vans and contract buses with revenue in excess of $13 million
• Directed oversight of all facets of the operation, including accounting, maintenance,
and administrative functions
• Managed a roster of 300 employees, including drivers, reservationists, dispatchers,
mechanics, and administrative staff
• Franchise sold back to Super Shuttle in 1998
General Manager, Super Shuttle (Los Angeles, CA)
1991 to 1994
• Responsible for the daily operation of a 240 - vehicle fleet which provided shuttle
services to the Los Angeles International Airport, Orange County Airport, Burbank
Airport and Ontario, CA Airport
• Direct oversight of all operations, maintenance, sales and administrative functions
• Managed a team of over 600 drivers and 100 reservationists and dispatchers
Education and Training
Cal State University Fullerton
1986
• Bacheior of Arts — Business Administration
Professional Affiliations & Awards
Orange County Tourism Council
1997 to 1008
• Board of Directors
Super Shuttle lntemationallnc.
1998 to 1003
• Board of Directors
Lupe Flores, Operations Supervisor
Ms. Lupe Flores is MV's proposed operations supervisor for the City services. She brings
20 years of transportation experience with to this project. Currently serving as assistant
general manager of MV's operation in Paramount, CA, Lupe oversees the daily
operations, customer service, human resources, and financial and reporting functions for
multiple contracts. She has considerable experience in financial management. She
previously held the role of administration manager for the company's operation, in
which she was responsible for payroll, reporting, and human resources.
Ms. Flores joined MV in 2002 as call center manager for the company's paratransit
operation for Access Services in Van Nuys, CA She was promoted to assistant general
manager of this operation in 2004, and to general manager in 2005.
18
Proposal to the City of Rosemead for the FO E
Operation of Rosemead Transit
Lope has also served as call center manager with Operations Shuttle and as dispatch
supervisor for United Independent Taxi Drivers, both in Los Angeles, CA.
Resume
Experience
Assistant General Manager, MV Transportation, Inc. (Paramount, CA)
2009 to Present
• Assist the general manager with multiple contracts adhering to each specific
performance standard requirement
• Oversee 95 on site employees as well as 50 additional employees in three satellite
divisions
• Responsible for all financial reporting and analysis for multiple contracts
• Assist the City of Lynwood's, Lynwood Breeze services with contract reporting
• Assist operations manager with NTD reporting
• Responsible for customer complaint resolution as needed
• Responsible for all staff scheduling
• Collaborate daily with maintenance manager to assess vehicle expenses and
concerns
Administration Manager, MV Transportation, Inc. (Paramount CA)
1006 to 2009
• Responsible for payroll for over 140 employees
• Responsible for DASH reporting (including daily and monthly reports)
• Duties also irclude HR responsibilities for all staff and drivers
• Assisted operations managers as needed
General Manager, MV Transportation, Inc. (Van Nuys CA)
1005 to 2006
• Responsible for maintaining satisfaction with service quality for the Access Service
Inc. (ASP paratransit services
• Managed overall operation of paratransit service
• Managed all dispatch functions and personnel (t.e. reservationists, dispatchers, and
drivers)
• Data processing for provision of paratransit services, using DDS
• Direct interaction with maintenance manager to ensure vehicle maintenance
programs were aligned with contact requirements
• Proactively adhering to all safety programs and policies which contributed to one of
the Locations in significantly exceeding all goals for safety performance
19
MV T-• ORTATiON. INC.
Proposal to the City of Rosemead for the EE
Operation of Rosemead Transit
• Coordinated administrative and accounting functions including payroll, accounts
payable, report generation, currency collection and data collection
Assistant General Manager, MV Transportation, Inc. (Van Nuys CA)
2004 to 2005
• Assisted general manager with all aspects of the ASI paratransit service
• Managed and oversaw 225 staff personnel and drivers to ensure ongoing daily
operations
• Created and consolidated various client reports
Call Center Manager, MV Transportation, Inc (Van Nuys, CA)
1002 to 1004
• Managed all aspects of call center with a staff of over 25 employees
• Supervised, supported and assisted the dispatch department including back up staff
coverage
• Provided DDS dispatcher support as needed
• Assisted managemen: with overall daily operations
• Responsible for customer commendations and complaint resolution
Center Manager, Operations Shuttle (Los Angeles, CA)
2000 to 1002
• Supervised complaints department
• Scheduled CSRs
• Responded to location inquiries
• Assisted with certification appointments
Dispatch Supervisor, Unitedlndependent Tax/ Drivers (Los Angeles, CA)
1994 to 1000
• Managed both taxi and access call centers
• Assisted in operations on a daily basis
• Worked with DDS building reports
• Assisted call center staff and drivers with customer complaint resolution
Education and Training
• 2004, Microsoft Excel Workshop
• Written and Verbal Communications Workshop
• Management Skill Workshop
• 1995, National Transit Institute, Oakland, CA
• Completed MV University Managers Course in 2010
20
Proposal to the City of Rosemead for the O YA
Operation of Rosemead Transit
Martin Camargo, Maintenance Manager
Mr. Martin Camargo has worked as MV's maintenance manager in
Paramount, Calif. since 2001. A skilled supervisor with an extensive
maintenance background, he draws from his 25 years of experience to
manage a team of four technicians, four vehicle service workers and
one clerk. At this location, Martin ensures that the vehicles for nine
contracts are carefully maintained and ready for service daily.
In addition to the projects operated from this location, he is also MV's
maintenance manager at the company's West Covina location. For
this project, he supervises the lead technician and visits the location
several times weekly to review paperwork and the success of the
overall maintenance program.
When Martin arrives at the Paramount shop each morning, he reviews all preventive
maintenance schedules and work orders, and orders parts if necessary. The evening
maintenance team provides him with written communication regarding requirements for
the shop for the following day, and he ensures that technicians and vehicle service
workers have the items needed to properly care for each service's fleet. Using the
Trapeze Enterprise Asset Management software, he handles all warranty issues and runs
client reports.
Martin works closely with his team, and in addition to online training provided through
MV, he looks for opportunities throughout the work day to use as times for training. He
also ensures that his team fully understands their tasks and is prepared to fulfill their
respective duties by completing spot checks of service throughout the day.
Martin is ASE Certified in Preventive Maintenance Inspections, Brakes, and Heating /AC,
and is certified as a MCS Qualified DOT Brake Inspector. He has completed South Coast
Air Quality Management District Training in refrigerant recovery and International Mobile
Air Conditioning Training.
Resume
Experience
Maintenance Manager, MV Transportation (Paramount, CA)
August 2002 to Present
• Manages facility and S7 vehicle fleet 12 of which use CNG and 24 propane fuel
• Oversees eight (8) maintenance staff members working two (2) shifts
• Responsible for quality assurance of shop employee work, including 10 percent re-
rack program
• Diagnose engine and drivability issues
• Responsible for labor scheduling and planning in shop, improved technician
productivity, and efficiency
• Ensures proper maintenance and care of on board technology including MDTs,
DriveCam, radio systems, and security camera systems
r
MV Tw••.�iaOwunprv, iyc.
21
Proposal to the City of Rosemead for the R03-Eta
Operation of Rosemead Transit
• Administers Trapeze EAM maintenance management software program to maintain
true costing and accurate records
• Maintains preventive maintenance program at 100% PMI on -time performance
• Instills safety culture throughout shop
• Ensures proper vehicle maintenance tiles
• Analyzes repair and road failure data to solve root cause
• Coordinates on site vendor training and promotes ASE training program
• Coordinates with operations to ensure proper quantity of vehicles for pull out
• Supervises cleaning of fleet to exceed expectations of contract
• Successfully passed all administered local, State, and Federal inspections
Maintenance Manager, R &D Transportation (Los Angeles, CA)
1999 to August 1001
• Oversaw all aspects of maintenance
• Responsible for staff classroom and hands -on training
• Supervised hiring, maintenance schedules, and shifts
• Managed all work orders
• Controlled parts inventory
Lead Mechanic, Laidlaw Transit Services (Paramoun✓; CA)
1995 to 1999
• Performed the mos, difficult repair tasks
• Served as a shift leader when required
Mechanic, t.aidlaw Transit Services (Los Angeles, CA)
1990 to 1995
• Performed all repairs as needed
Certifications
• ASE Certification
• Training and Examination Required by SCAQMD for Refrigerant Training
• in CFC -12 for Refrigerant Recycling and Service Procedures
• Training in R -12 for Refrigerant Recycling and Service Procedures
• Completed Trans /Air Factory Maintenance and Service Course
• Completed Cummins Engine Workshop
• Completed InSite 5 -3 Diagnostics Requirements
• Certificate for Completion of Caterpillar Engine Training
• Certificate of Achievement for Fleet Electrical System
• Certificate of Completion of Life Training Seminar for Braun Mobility Products
22
MV T-RTATION, INC.
Proposal to the City of Rosemead for the OA
Operation of Rosemead Transit
• Certificate of Completion of Operation and Maintenance of Braun Wheelchair Lifts
• Certificate of Completion of Training of Mirage F9A, F96 Eclips Wheelchair Lifts
• Certificate of Completion of Training of S- Series Wheelchair Lifts
• Certificate of Completion of Step -Life Service Seminar
• Certification of Qualified D.O.T. Brake Inspector
• Certified in the Operation and Maintenance of Amerex Vehicle Fire Suppression
Systems
• Certified in the Operation, Maintenance, and Repair of Amerex Modular Vehicle Fire
Suppression
• Certificate of Achievement of the Truflex /PANG Tire Repair Seminar
• Certificate of Completion of Wheel End - Installation
• Certificate of Completion of Commercial Bus Maintenance Workshop
Employee Compensation
MV is pleased to offer the following compensation package to its team.
Operator Waae Scale
6
2 years
3 years
$10.29
5 years
—_ --
6years
$1204 _.
$13 D8
$14.29
years
$12.29 _
$13.33
$14.54
_7
ayears
- -
$12.54
-- -
$13.58
$14.79
9
$12.79
$1183
$1S.04
10 years _ _
$13.04
$14.08
$15.29
Scale
Service Operator
Project/Safety Training Confidential Road Supervisor $14.17
Manager
Operations Supervisor Confidential A Level Technician $27.80
Maintenance Manager Confidential Vehicle Service Worker $1029
-All management positions are levereged and generalmanager Stephen Allan's oversight u Included of no cost
to the City.
23
Proposal to the City of Rosemead for the ROj& A
Operation of Rosemead Transit
Benefits Package
All full time employees (35+ scheduled hours per week) have the opportunity to
participate in the following benefits programs.
• Safety Bonus: $200 per year for performing their duties in a safe manner and
maintaining a good attendance record.
• Vacation Pay: MV will honor all existing operators' level of vacation. Employees new
to the system will receive 40 hours after 1 year, with the amount increasing as
seniority is gained to 80 hours after 3 years and 120 after ten years.
• Medical & Dental Insurance: MV will provide medical and dental insurance to full
time employees. Each plan has dependent coverage available. Current employees
with medical insurance will have no waiting period to avoid disruption in coverage.
• Flexible Spending Accounts (Health Care FSA and Dependent Care FSA): These
programs allow employees to put aside pre -tax money to pay for childcare or
eldercare expenses while employees work, and to pay for qualifying out -of- pocket
medical expenses (such as copays and other covered items.) Employees are eligible
to participate in both plans on their normal benefits eligibility date.
• Employee Assistance Program: MV offers confidential counseling services at no
cost for employees and family members (3 in- person sessions per incident per year).
There is a 24/7 resource and referral line for counseling, financial assistance, legal
problems, and many other issues.
• Life and AD& D Insurance: In addition to its health insurance plan offerings, MV
also offers company- sponsored supplemental life insurance and Accidental Death &
Dismemberment (AD &D) insurance plans through The Standard Insurance Company.
The supplemental life insurance pram is available to employees, their
spouse /domestic partner, and their children. The AD &D insurance plan is available to
employees.
• Holiday Pay: Seven paid holidays will be offered for full time employees. Employees
hired from the existing contractor will receive this benefit from day one
• Sick Pay: Three paid sick days will be offered for full time
employees.
• 401 (k): All employees are eligible to participate in -- -
MV's 401(k) retirement program where MV may offer -`
a percentage match on each employee's first b
percent of contribution per year.
Incentives and Motivational Programs
Employee recognition and positive reinforcement is an r �y
important part of a positive work culture and employee
relations program. MV ties this critical component of its
operation to safety and security by creating fun, safety- focused
24
Proposal to the City of Rosemead for the R,0$&
Operation of Rosemead Transit v
teambuilding activities throughout the calendar year. Competitions, contests, raffles, and
parties bring MV's team together while promoting safety operating behaviors — creating
an environment where safety remains the basis for the company's culture, celebration,
and reward.
MV's team will work together to form either a safety committee or an employee steering
committee. These groups will work together to develop motivational awards and
company events that appeal to the local team. Some examples of successful programs
MV's currently provides at Paramount include:
• No Drive -Cam 30 Day Contest: All operators participate in this monthly pool. A
driver without a DriveCam incident within the 30 days, qualify to participate in a
raffle to receive a gift certificate for dinner, movie tickets, and Target or Wal -Mart gift
cards. The recipients are also recognized during monthly safety meetings and their
name is displayed on the company's service excellence announcement board.
• Safety Challenges: Employees that complete a full quarter with no accidents or
injuries are eligible for entry into a raffle.
$100 Quarterly Dispatcher Bonus: Dispatchers qualify for this bonus through good
attendance, use of proper telephone etiquette, and by achieving shorter hold times
than establish standard.
• $100 Quarterly Operator Bonus: Operators qualify for this bonus through good
attendance and zero validated complaints.
In addition, each MV location participates in MV's company -wide programs:
• $200 Safety Bonus: Operators exhibiting safe driving behavior (no preventable
incidents) and a strong attendance record receive a $200 annual bonus on the
anniversary of their hire date.
The Katherine McClary Operator Award: This award recognizes MV's finest vehicle
operators across the country. Qualifying operators must exhibit safe and professional
driving behavior, a positive work attitude, excellent customer relationships skills and
strong attendance record. Quarterly, annual, regional and national awards are
presented and include cash prizes.
• Safety Pins and Patches: Operators are given safety pins and patches for each year
completed without a preventable accident or injury.
Safety Blitzes and Other Safety Events: MV's local management team will host
safety blitzes and /or other employee events to promote safety messages.
Technical Resources and Corporate Staff
MV will provide corporate support personnel to
maintaining peak performance and implementim,
provided at no additional cost to the City.
Judie Smith, Regional Vice President
ssist the local staff and the City in
new initiatives. This support will be
For more than 20 years, Ms. Judie Smith has managed privately contracted
transportation programs in Southern California, bringing on -road operations to
25
Proposal to the City of Rosemead for the O E AD
Operation of Rosemead Transit
customers' expectations. Ms. Smith began her career with Mayflower in 1990 as an office
manager, and was assigned her first general manager post for the Pomona Valley Dial -
A -Ride Services in 1991. She went on to manage systems for Los Angeles Department of
Transportation, Long Beach, Access Services, among many others.
After serving as a district manager for Laidlaw Transit Services for four years, Judiejoined
MV, overseeing seven operating contracts from its Paramount California location. She
was promoted to regional vice president in 2007 and has been integral in MV's
expansion throughout Southern California. Judie is MV's executive level representative
for this operation, and will oversee MV's compliance with the terms and conditions of As
contract. She leads the regional support team assigned to this contract, and will meet
with Lina and the City to ensure service runs smoothly.
Joel Ross, Director of Maintenance
Mr. Joel Ross is MV's director of maintenance and brings 30 years of maintenance
experience to the position, including a substantial history of fleet maintenance oversight
and cost savings. He frequently visits MV's maintenance locations to perform audits,
conduct training, meet with clients, and confirm that all fleet and equipment assets are
maintained appropriately and safely. If additional maintenance resources are needed,
Joel will work with MV's senior vice president of fleet and facilities, Mr. John Calame, to
provide the needed support.
Mr. Ross holds a Bachelor's Degree in Welding Technology and a Master's Degree in
Engineering. Joel will serve as MV's fleet and maintenance transition lead. He will be
onsite frequently to meet with City of Rosemead staff, Lina Paten, Martin Camargo, and
other key personnel. He will work with MV's transition team to establish the maintenance
shop, procure equipment, and transition the fleet.
Hector Vargas, Director of Safety
Hector Vargas became a certified behind the wheel trainer in 1998 and since that time
has taken on roles of greater responsibility in the area of safety training. Today, Hector
serves as a director of safety for MV's Southern California properties, working closely
with each of his assigned locations to ensure that all safety training procedures are
within the standards of the company and its clients.
Mr. Vargas is a Smith System Instructor, a Behind- the -Wheel Trainer and is CPR and First
Aid Certified. He holds a Commercial Class B license with passenger endorsement and
airbrakes and is certified and licensed to conduct classroom, behind the wheel, and in-
service instruction. He is also a certified California School Bus Driver Instructor. Hector
will serve as MV's transition lead in the area of safety training. He will work with City
staff, Lina Parten, and other key personnel to deploy MV's company -wide training and
safety programs.
Kimberly Friedmann, Director of Accounting
Kimberly Friedmann joined MV as director of accounting for the Upper Midwest region
in 2011 and was since selected to head -up the entire Western region. In her two years as
the staff accountant for the corporate offices in Iowa, Kimberly was responsible for the
leading preliminary financial reviews and working with regional vice presidents and
general managers to provide bid model analysis, conduct training, and perform audits.
Kimberly is an expert in the use of accounting software and generally accepted
accounting principles (GAAP). Ms. Friedmann holds a Bachelor of Science in accounting
N4K
26
E.
Proposal to the City of Rosemead for the t\A&
Operation of Rosemead Transit
from Iowa State University. Based in the state of Iowa, Kimberly will serve as MV's
transition Lead in all areas of finance and accounting. She wilt be onsite during the
transition to meet with Una Patten and other key personnel, auditing the location
records and ensuring sound business practices.
Hiring and Personnel Policies
Please see a copy of MV's employee handbook included in the proposal binder.
MV understands that all personnel must possess the professionalism and positive
demeanor to appropriately represent the City of Rosemead in the
provision of this service. A strong and stringent hiring process is
essential to identifying the best candidates to fill this
10 role. The hiring manager uses behavior -based
interviewing techniques to assess the applicant's past
behaviors and how they will fit into the company.
Interviews focus on driving abilities and strengths in
customer service. After a candidate successfully
completes the interview portion of the process, their
credentials are qualified. MV's qualifications
- department manages and processes all employment
screens pursuant to company policy and City standards (whichever
is more stringent). All qualifications personnel are trained in the
complete and unbiased employee screening process. Using a paperless application
process, applicants submit their qualifications online and the following background
checks and reviews are performed:
Record
Review
that shows an applicant's
driving history.
Criminal MV conducts background
History checks on all employees
Checks through Private Eyes
Employment Investigators,
convictions within the last 10 years.
DMV records are reviewed on a
semi- annual basis, or more
frequently depending on the
contract requirements,
If violations are identified that are
not reported, the operator will be
interviewed and possibly released
for failing to report the violation.
conviction within the last 10 years
will not be eligible for employment.
Job applicants w'.th convictions of
violence or sexual offenses,
whether felony or misdemeanor,
are not eligible for employment
with MV.
Prior MV conducts reference checks Poor references may be cause for
'_Employment with former employers as part rejection_
27
MV 1anN— RTA.TON. INC.
Proposal to the City of Rosemead for the O E
Operation of Rosemead Transit
Employment
Drug and
Alcohol
Screen
Pre
Employment
Physical
Examinations
All offers of employment are
The presence of any controlled or
contingent upon successful
illegal substances is cause for
!... completion of a drug and
rejection,
alcohol screen.
Consistent with MV's FTA approved
'...
Drug and Alcohol Prevention
Program safety- sensitive
'..
employees are subject to random
'
screen_ I
Employees in a safety- sensitive
Exam and /or testing must verify
.� position (i.e., operators,
that the applicant can meet the
technicians) must also undergo
qualifications of the position,
a pre - employment physical
examination performed at MV's
expense by a physician of the
company's choice.
Other exams may include a
DOT physical or other physical
testing.
Retaining Existing Employees — Labor Code 1070
MV Transportation declares that it will retain the employees of prior contractor or
subcontractor for a period of not less than 90 days. MV shall retain employees who have
been employed by prior contractor or subcontractors, except for reasonable and
substantiated cause. That cause is limited to the particular employee's performance or
conduct while working under the prior contract or the employee's failure of any
controlled substances and alcohol test, physical examination, criminal background check
required by law as a condition of employment, or other standard hiring qualification
lawfully required by MV.
F. Accounting and Reporting
Please find a sample of MV's monthly reporting format included at the end of the
proposal.
Operational Reporting
MV has developed an in -house system called PayrollEdd, which interfaces with third
party systems to track data, such as revenue /non- revenue miles /hours, trips, etc., and
compiles the data into reports. This system is designed to collect and store the data
needed allowing summary reports to be generated in reader - friendly formats- By using
this system to generate billing, payroll, and operational reporting, duplicative data entry
and subsequent manuat errors are greatly reduced.
In addition, MV uses Lawson Software's Enterprise Resource Planning Solution both in its
corporate office and operating locations. The Lawson Financial Suite includes General
Ledger, Accounts Receivable, and Accounts Payable. The Lawson Human Resources Suite
includes Personnel Administration, Benefits Administration, Payroll, Time Management,
`F:3
MV TRANSPORTATION. INC
Proposal to the City of Rosemead for the O E
Operation of Rosemead Transit
and Employee and Manager Self - Service. Lawson software is a fully integrated, web -
enabled solution, which MV runs on an NT platform.
MV will work with the City of Rosemead MIS staff in whatever manner necessary. MV is
able to meet the FTA /NTD reporting requirements and currently provides these reports
to clients who receive Federal funding and are required to submit them. MV uses the
accepted FTA sampling methodology and has systems in place to collect and report this
information pursuant to the guidelines of the National Transit Database Reporting
Manual.
NTD Reporting
MV supplies NTD data to its clients and assists in the compilation of these reports. While
the Federal Transit Administration (FTA) prohibits private contractors from directly
reporting data to the NTD Database on behalf of FTA- funded transit agencies, MV's local
operations teams assist in the collection and summarization of all
required data. MV follows the trip sampling methodology and
forms, pursuant to the guidelines of the NTD
Reporting Manual, including FTA Circular 2710 -1A
Compliance with FTA uniform accounting standards
and NTD reporting systems is a key element of MV's
U.S. federally funded operations. MV will fully !!
cooperate with City of Rosemead in collection and
reporting of all FTA ridership, operating, safety, and : -. •'!.
financial information. The information collected and t
summarized for the City's NTD reports will be
maintained as required. -
Simpli and TimePoint Reporting
The MV provided software packages for vehicle tracking and data gathering also provide
robust reporting capabilities and the ability to create customized reports. Examples of
reports include those relating to on -time performance, travel time, trip counts, and
missed trips.
G. Insurance and Indemnity
MV wiLL comply with all insurance and indemnity requirements stated in the RFP.
F"
29
Proposal to the City of Rosemead for the O E A
Operation of Rosemead Transit
H. Financial Responsibility
According to Chapter 6254.15 of the California Public Records Act, corporate financial
records are exempt from disclosure. MV requests that its audited financial statements
remain confidential. Please find MV's confidential audited Financial Statements for 2013-
2014 (Exhibit A) enclosed separately in a seated envelope included with the original
proposal submittal.
MV is a privately held firm that has neither been bought by nor merged with another
firm. The lack of this debt load associated with such transactions has allowed MV to
control interest costs and keep money in the pockets of its customers and employees
and out of those of lenders. The Company's financial position is solid, and has
strengthened over the last year as evidenced by the increase in working capital and
working capital current ratios. The Company has the financial resources and wherewithal
to meet its financial obligations. For more information regarding the financial viability of
MV, please contact Mr. Robert Pagorek, chief financial officer, at (972) 391 -4641.
I. Reservations and Dispatch Functions
Using MV's proposed software packages, discussed in this section, MV will gather data
on service performance pursuant to industry best practices and to confirm compliance
with stated service standards.
Dial -a -Ride: 2.4 Pas
Vehicle Hour
Rosemead Explorer:
Revenue Vehicle Hour
Trips per Revenue
Passenger Trips per
90 Percent of all calls shall be answered in less than
3 minutes
100 Percent of all calls shall be answered in 5
minutes or less
Please refer to section L Maintenance Program for
compliance information.
Vehicle operators must appear neat, clean, well
groomed, and in uniform at all times. MV will -
provide City - approved. uniforms.
Monthly reports shall be submitted no later than
the 10th business day of the following month and
shalt provide the City with a summary of
ing month.
month
r
MV TFAX9GORTATWN. INC.
30
Proposal to the City of Rosemead for the O AD
Operation of Rosemead Transit
Telephone Coverage
Telephones will be staffed by dispatchers available for reservations and information calls
from 6 a.m. to 7 p.m, every day with holiday hours from 8 a.m. to 4 p.m. MV will establish
a voice mail system to record any reservations requests outside of these business hours
(and on specified holidays). Trip reservations will be accepted the day of travel, but no
more than 14 days in advance, as required.
Dispatchers answer calls in the order they are received, and with the same standard
greeting: 'Thank you for calling Rosemead Transit, how may I assist you today ?" All
dispatchers must attend MV- administered Telephone Doctor Customer Service Training,
where they learn professional and respectful telephone skill and
effective communication techniques.
MV's Mitel 5000 phone system has an automatic call
director (ACD) that answers all calls that aren't
answered immediately and holds them in a queue to
be answered in the order in which they were
received. The ACD is able to capture telephone
usage data including total calls received, total calls
abandoned, average hold times, number of call by
length of time on hold, and maximum hold tines.
.. - These reports will be provided to the City on a
monthly basis.
A telephone display device (TDD) or other device which allows the
hearing impaired to communicate with the dispatcher will be provided.
Paratransit Scheduling and Dispatch System
MV is pleased to offer the Simpli Transport scheduling and
dispatch system for this service. Simpli Transport is a division
of Trapeze Group, the nation's leading developer of Simpli
automated scheduling, dispatch, and transit management
software. Simpli is a web -based scheduling solution that is TRANSPORT'
built for smaller transit operations, like Rosemead 's Dial A Ride
Service.
Trip Reservations
If the customer is interested in making a trip reservation, the dispatcher asks them for his
or her name or ID number, and confirms their eligibility to use the service. The
dispatcher creates a new trip in the Simpli system, recording the pickup and /or dropoff
locations. Common departure /arrival destinations can be saved in the manage client
screen (pictured below). If the trip is to or from a new destination, the dispatcher will
record the location information in Simpli, reading it back to the caller to confirm
accuracy. The dispatcher also inquires about any special assistance needed, such as
carrying bags. This information is included in the comment section of the system so that
the operator may provide assistance within the program policies.
r �N
31
Proposal to the City of Rosemead for the ROOM
Operation of Rosemead Transit
Simpli permits agents to schedule trips live, using calendar functions and allowing users
to create templates for repeat trips. If the trip cannot be scheduled at the exact time
requested, the dispatcher attempts to negotiate a trip within one hour of the originally
requested time. If the trip cannot be successfully negotiated, the dispatcher documents
the trip as a denial and offers the passenger the opportunity to be placed on a standby
list At the end of each call, the customer is thanked for their business.
Subscription Trips
Subscription trips are provided pursuant to City service policy. If requested, MV can
provide the City of Rosemead with a list of subscription service pick -ups and drop -offs,
their schedule, and productivity.
Trip Changes and Cancellations
If the customer is requesting a same -day trip change or cancellation, the dispatcher
looks up the trip information, and initiates the change in the Simpli system. Once the
change is complete and confirmed, the dispatch notifies the operator of any changes to
the manifest, including trip cancellations.
Where's My Ride
At times passengers may call with a "where's my ride' request. When the dispatcher
receives these calls, he or she will radio the operator and request a route update
regarding location and expected time of arrival to the pickup point.
Route Development — Methodology
MV's goal is to develop routes that maximize productivity while maintaining an
acceptable level of on -time performance. MV relies on significant input from operators
and dispatchers to identify areas of efficiency. MV will use the schedule editor in Simpli
to organize trips into efficient and productive routes. The system uses Google maps to
provide dispatchers with accurate map views of routes.
32
Proposal to the City of Rosemead for the E
Operation of Rosemead Transit
Depending on the trip demand for the day, route start and end times may change. When
routes are finalized, the dispatcher exports the data for use with MV's operator start time
hotline. Operators can call this toll -free number to receive their start time for the next
day. The dispatcher then assigns vehicles to each route (based on fleet availability and
maintenance scheduling) and print manifests. Finally, the Operator Sign -On Log is
printed so that dispatchers may properly track operator sign -on times the next day.
33
e
a
i^
Depending on the trip demand for the day, route start and end times may change. When
routes are finalized, the dispatcher exports the data for use with MV's operator start time
hotline. Operators can call this toll -free number to receive their start time for the next
day. The dispatcher then assigns vehicles to each route (based on fleet availability and
maintenance scheduling) and print manifests. Finally, the Operator Sign -On Log is
printed so that dispatchers may properly track operator sign -on times the next day.
33
Proposal to the City of Rosemead for the O E AD
Operation of Rosemead Transit
Management Reports
Simpli offers a number of canned reports for operational reporting as well as allowing
users to create their own customized reports.
0
Fixed Route Dispatch System
Trip reports: Cancelled, missed
and no shows
Trip count
Call back list
Productivity reports: Trip hour
productivity
Trip distance
productivity
Operational Reports: Daily operations
NTD Standard
Simpli Manifest
Taxi Manifest
All reports can be exported to PDF, Excel,
Word, RTF, HTML or CSV
MV's proposal includes the provision of its proprietary TimePoint enterprise software
suite, a modular system that interfaces with onboard technologies and serves as a full -
fledged dispatching system. It unites data sets and presents up -to- the - minute vehicle
location and productivity information to back office /dispatch staff and transit system
passengers alike.
This system offers significant functionality:
• TimePoint Dispatch: The dispatch screen displays the day's routes on the left; the
user can select each to review the stops of each vehicle (under the incidents tab), see
a map of the route and the time of each stop (map tab), a listing of GPS pings (GPS
data), and a map settings screen. TimePoint a unique dynamic dispatching capability
in which dispatchers can add /change a vehicle's work assignments in real -time - a
need often found in campus shuttles.
• Schedules: TimePoint schedules allow users to adjust schedules from templates,
assign vehicles and operators to blocks one by one or by selecting multiple blocks a:
a time. Users are able to copy changes to the template block if needed.
• Route Definition: The route definition feature allows users to define routes, blocks,
and build template schedules. This feature also includes a predictive analysis tool
that provides an examination of historical service performance, and makes
recommendations for service changes.
MV Tw•w5 >OwunOwJUC.
Proposal to the City of Rosemead for the ROG Iff A
Operation of Rosemead Transit
PresentAlon Application Data
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thebus.mobi
thebus.mobi is MV's public- facing mobile
site for paratransit, fixed route, and school °
bus services. By presenting a unified
interface that is easy to navigate,
passengers grow comfortable with its use
regardless of what mode of transportation
is used. This public facing mobile site
provides up to the minute information to
passengers regarding the status of their
routes. Passengers simply browse to the mobile site, select their route and stop for an
update on the next bus arriving. Passengers can then driLL down to see when the bus will
be to your destination as well. You can refresh the map to see the progress of the
approaching bus.
Language Fluency
MV employs four bilingual English /Spanish dispatchers at its Paramount location.
Additionally, MV will employ the services of Language Line for any callers requiring
additional bilingual telephone services. This service allows the dispatcher to
immediately connect to an interpreter who will facilitate the call, Language Line offers
translation services for more than 200 languages including Mandarin, Cantonese, and
Vietnamese.
Daily Service Operations
When the operator reports to the facility, he or she will check in at dispatch. The on -duty
supervisor will be present, along with the dispatcher. The dispatcher will mark the
operator as present and hand the operator his or her vehicle assignment, provide any
written notices regarding service adjustments, changes, or announcements, and perform
a "fit for duty" review of the operator. This review includes a uniform check, reasonable
suspicion eva'uation, and a review of each operator's license.
r �
35
MV TRANSPORTITION. INC
Proposal to the City of Rosemead for the 0 E AD
Operation of Rosemead Transit
Standby Operators and Backup Service
MV's supervision, safety, and maintenance programs minimize the number of delays,
preventable incidents, and roadcalls experienced in the system; however, MV's team will
be prepared for these unfortunate events should they occur_
• Standby Operators: Standby operators are posted at each facility, and are available
to relieve service in the event of an operator illness, roadcall, or any incident that
results in a vehicle being placed out of service for any extended period of time.
When a standby service is required, the standby operator will respond directly to the
scene of the incident, and when necessary, meet the in- service vehicle in order to
efficiently transfer passengers. The standby operator will continue the remainder of
the route until shift end or otherwise directed by dispatch.
• Backup Vehicles: Backup vehicle are pre- tripped vehicles that are parked at the
operating facility. These vehicles are available for use in the event of a service
disruption such as a vehicle incident or roadcall.
Daily Vehicle Inspections
The operator will proceed to the yard and locate his or her vehicle. When the operator
arrives at the vehicle he or she will initiate the daily vehicle inspection (DVI, or "pre- trip ")
using MV's standard pre -trip inspection forms. All areas of the vehicle that are inspected
and all results must be documented. During peak pullout periods,
at least one (1) supervisor is in the yard to oversee the DVI process.
This person will monitor operators as they perform these
inspections, respond to any questions operators may
have, and ensure a timely and coordinated pullout- If
the operator detects an issue with the vehicle that
presents a safety hazard and will prevent the vehicle
from leaving the yard and entering service, the
operator will notify dispatch, who will contact the on- • "
duty technician. The technician will determine if the r
issue can be quickly rectified (for example, a bulb
replacement), or the vehicle should be pulled from service (for
example, the brakes are not operating property).
If the technician can make the repair quickly and easily, he or she will do so, and the
operator wit[ notify dispatch as he or she departs the yard and proceeds to the first stop.
If the operator does not detect a safety related defect that would prevent :he vehicle
from entering service, the operator will notify dispatch as he or she departs the yard and
proceeds to the first stop.
• Fixed Route Service Delivery: A dispatcher will continually monitor service and
respond to any issues.
• Paratransit Service Delivery: Throughout the service day, the MDT tablet wit[ guide
the operator along the route, notifying him or her of the next scheduled stop. As the
operator performs trips using the arrive /depart buttons on the MDT tablet, the
information is transmitted to and the route is updated in Slmpli. Dispatchers
P �
36
Proposal to the City of Rosemead for the A
Operation of Rosemead Transit
continually track vehicle status and monitor service delivery throughout the service
day in Simpli. If the passenger does not appear, the operator alerts the passenger of
their arrival by quickly beeping the horn. If the passenger still does not appear, the
operator uses the MDT tablet to request that the dispatcher call the passenger. If the
passenger does not arrive within the required time after the scheduled pick -up time
has passed, the dispatcher authorizes a no show and documents the event, and
instructs the operator to move to the next stop.
Mobility Device securement
Providing safe transportation to persons in mobility devices is essential to the success of
Rosemead Transit. These passengers generally require a greater level of time and
attention by the driver. This proper attention of the driver is critical to ensure the
mobility device is property secured so as to make sure the customer enjoys a safe ride.
Wheelchair securement procedures are as follows:
Operators wilt assist the passenger in boarding the lift; all passengers will be loaded on
the lift facing away from the vehicle. The driver will ensure that the brake on the mobility
device is engaged, and will secure the lift safety strap. The driver must then
communicate to the passenger that operation of the lift is going to
begin after confirming that they have secured their brakes and are
ready. Maintaining their hand on the mobility device,
the driver raises the lift to the top of the lift platform.
- Once the lift is in place, the driver will maneuver the
passenger into the vehicle and position the chair in
preparation for securement. Once the passenger is in
place in the securement area, the driver wilt request
- permission to begin securement procedures. Upon
consent, the driver will secure the mobility device at
strength securement points: the driver will never attach
securement straps to spokes or other loose components. The driver
checks that the straps are secure and tight, and then requests
permission to place the shoulder belt and tap restraint over passenger. Upon consent,
these personal restraints are secured, and the driver notifies the passenger that they are
ready to depart.
As part of MV's Driver Evaluation program, Road Supervisors perform spot checks of
mobility device securement to ensure procedures are properly followed.
Road Supervision
Road supervision will be provided via shared positions from the Paramount location.
Road supervisors are responsible for the dissemination of critical information, such as
service changes and system announcements to the operator team. They serve as the go-
to resource in the field for MV's operator team. They perform incident investigations,
administer drug and alcohol testing procedures, respond to roadcalls, and resolve
passenger disputes as needed. Road supervisors will perform operator evaluations to
ensure that each operator is safety and correctly performing his or her job. Road
observations are performed discreetly (and unannounced) without disruption to service,
and include the following review types:
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tq
MV Twnwsnow�anoe. iwc.
37
la
Proposal to the City of Rosemead for the O E AD
Operation of Rosemead Transit
• Observed Ride Checks: Observed ride checks are on -board evaluations of an
operator's customer service and safety skits. Areas that are evaluated include safe
vehicle operation and professional passenger interaction. During this check, the
operator's credentials are checked to ensure proper certifications are up to date and
in the operators' possession.
• Unobserved Service Checks: Unobserved service checks are random inspections
that assess operators' driving and safety skills from the road. Road Supervisors
perform these checks from their service vehicle (following the operator). Operators
typically are unaware that these evaluations are being performed.
• Mobility Device Securement Spot Checks: These random inspections are on-
vehicle reviews of an operators' ability to safety and properly secure a mobility
device. The supervisor meets the operator at a location where a passenger using a
mobility device is being picked up, boards the vehicle, and closely observes the
manner in which the mobility device is secured.
• Pullout Inspections: Pullout inspections are unannounced and occur daily, A
supervisor that is stationed in the yard confirms that the operator is in proper
uniform, has the appropriate credentials on his or her person, and is prepared for
service that day. The supervisor then checks the vehicle to confirm it is clean and
ready for service.
End of Operator Shift
When the operator has completed his or her shift, he or she will notify dispatch and
head to the yard. The operator ending his or her shift will perform a walkthrough of the
vehicle to collect any items left on board and dispose of any trash. Then the operator will
perform a post trip inspection.
Equipment
MV is proposing to operate this service from its existing facility in Paramount, CA. This
facility is fully equipped to handle this operation and requires minimal additional
:tion 3.15 of the proposal, MV will provide the following:
MV will provide a road supervisor and vehicle for -on- street
exchanges, repairs, . and administrative purposes.
MV understands that it is responsible for providing qualified
maintenance staff to maintain the City- provided revenue
vehicles and to install any equipment to be used for the
MV Tw••scowiu,0u, lu<.
services,
MV wit[ provide the following Motorola radio devices:
• (1) Motorola XPR7350 UHF 4 Watt TDMA Portable
• (5) Motorola TRBO XPR5350 UHF 40 Watt Radios
1 Motorola TRBO XPR6360 Base Station
MV will provide the eight (8) cameras required for each
vehicle using the SEON Trooper TL camera system. MV will
also supply DriveCam and Mobileye, further information on
a-]
K.
Proposal to the City of Rosemead for the O E D
Operation of Rosemead Transit
these systems can be found in section M. Safety Program
MV will supply two (2) Diamond Model XV vaults for each
farebox. These vaults exceed City requirements and accept
both paper money and coins.
Operations and Maintenance Facility
MV will base operations, dispatching, training, maintenance, cleaning, and vehicle
storage from its facility located at 7209 East Rosecrans, in Paramount CA 90723.
This facility provides 4,000 square feet of indoor space (with concrete floor) to perform
all vehicle maintenance with two drive - through service bays, providing four stations
from where maintenance can be performed. The facility has an appropriate ANSI -
approved hydraulic lift capable of fully lifting the heaviest service vehicles six feet above
the ground for maintenance purposes. The maintenance area is fully enclosed and able
to withstand the weight of a Type C transit vehicle. This facility also includes a bus wash
and a secured storage area for tools, equipment, and parts.
The yard is situated on two acres of paved outdoor vehicle storage space; the area is
securely fenced and well lit. Additionally, this facility provides approximately 1,500
square feet of operations space with five offices and five workstations, dispatch office,
operator break area, and one training room.
This facility is currently leased by MV.
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NIVTRANSPORTATIDIN INC
39
Proposal to the City of Rosemead for the A
Operation of Rosemead Transit
L. Maintenance Program
MV knows that a strong maintenance program ties at the heart of every safe and reliable
transit system. A well- maintained, clean, dependable fleet contributes to overall
passenger satisfaction and instills pride in each vehicle operator. MV's maintenance
program promotes competence above all else. Periodic shop audits, ASE certification
incentives, and ongoing maintenance training support a work environment where work
quality and continued education make the difference.
Leadership and Approach
Mart'm Camargo, MV's proposed maintenance manager wilt oversee the Rosemead
Transit fleet and facility maintenance and cleaning program. He will report directly to
Lina Parten, with accountability to both City of Rosemead and MV's corporate
maintenance team. Director of Maintenance, Joel Ross will provide regional oversight to
MV's Rosemead Transit maintenance operation, and will be on site often to meet with
MV's team, provide additional support, and perform inspections and audits.
Mr. John Calame, senior vice president of fleet and facilities provides oversight and
control of the company's maintenance program. Mr. Calame is an industry leader with
more than three decades of transit fleet expertise. He is an excellent resource to MV's
customers and personally oversaw the development of MV's maintenance policies and
procedures.
Regulatory Compliance
More than 95 percent of MV's contracts are with transit systems funded by federal
dollars, and require that MV comply with regulatory standards set forth by agencies such
as the FTA, DOT, EPA, OSHA, NTSB, among many other state and local authorities. MV is
subject to audits, inspections, records reviews, and reporting as part of its operations.
Maintenance Record - Keeping and Accounting System
MV will provide the Trapeze Enterprise Asset Management (EAM)
maintenance management information software (formerly
FleetFocus). This system is a thin client, web based
interface that MV's maintenance team can access
from one or more workstations in the shop. The
software integrates with a myriad of systems
including fuel management and mobile /on
board /handled inspection tools.
Over the past decade, MV has strengthened its
partnership with Trapeze /Maximus to deploy this
product in approximately K percent of its
maintenance shops. As such, MV is adept in its management and
use.
This system enables full management of the vehicle lifecycle; by tracking all vehicle
maintenance and repair activities and costs, the system provides an excellent resource
for planning and budgeting. It supports management of warranty issues, maintenance
improvement campaigns, trend analysis, and technician training /certification. All
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Proposal to the City of Rosemead for the 0 E A
Operation of Rosemead Transit
preventive maintenance activities, work orders, parts inventory, billing, and performance
reporting is managed in this system.
Formerly known as FleetFocus, this product was recently acquired by Trapeze, who also
purchased development rights to the system. Under its latest upgrade under the brand
Trapeze EAM, the system will enable integration with the Trapeze scheduling software.
Additionally, this upgrade includes a Store Keeper Portal which enhances the purchase
order process, improving purchase order generation and receipts. Additional features
include a Shop Activity Portal where technicians document their activities, and a
supervisor portal, where scheduling of preventive maintenance inspections and other
repairs is greatly augmented. This system contains an Ad Hoc Reporting Query screen
that enables end users to modify or generate their own reports — eliminating the need
for custom report development, and ensuring that MV will satisfy the reporting
requirements set forth by City of Rosemead. Martin Camargo will ensure all vehicle files
(electronic and hard copy) are complete and well organized.
Preventive Maintenance
A strong PM program minimizes vehicle downtime and supports
MV's goal of scheduling more than 80 percent of all
maintenance activities. The company's systemic approach to
vehicle care places a focus on preemptive care, seeking to
minimize reactive repair.
Mid -level technicians typically perform preventive inspections
and repair, within 500 miles of the required interval (or pursuant
to contractual requirements). As inspections are due, MV's
maintenance manager wilt schedule service during off -peak
hours in an effort to maximize fleet availability during times of
highest service demand. For this project, MV proposes a 48,000 mile total preventive
maintenance cycle, with safety inspections (A -level) occurring at 3,000 miles.
Vehicle Preventive Maintenance Cycle
etc.)
• Brake testing
• Door and /or tift /ramp operation /cycling
• Road test (engine, transmission, brake, steering)
• Undercarriage (shocks, brake lines, filters, air lines, drive
shaft, etc.)
• Engine compartment (fluid and leak inspection)
• Clean /check battery and cables
• Steam clean /pressure -wash engine
• Lubrication, oil and filter change (unless vehicle
manufacturer recommends a different interval)
12,000 All A level tasks plus:
.VI... OF4nau.IVC.
41
Proposal to the City of Rosemead for the O A
Operation of Rosemead Transit
•
• Fuel filter change
24,000 All A and B level tasks plus:
• HVAC (leaks, filters, temperature checks, function '..
inspections, brushes and fan motor condition)
45,000 All A, B, can C level tasks plus:
• transmission differential f.uid change
Documentation
The technician performing the preventive inspection and repairs has the hard copy of
the vehicle file with him or her. The technician will document all preventive maintenance
activities on the PM checklist. During this time, the technician performing the inspection
will repair any minor defects noted previously identified during daily inspections (or
otherwise logged in the vehicle file).
Oil Analysis
Oil analysis is an excellent way to assess equipment condition, by
detecting abnormalities before major issues arise. During the
preventive maintenance inspection, the technician will pull an oil
sample and send it Titan Labs for all analyses. Titan posts results of all n•nnrNnrr..uni.
analyses online within 24 -hour of receipt. MV can provide the City .
access to online oil sampling reports.
Heating and Cooling Systems
MV requires that its shops regulate passenger compartments to maintain comfortable
temperatures at all times and under at[ climate conditions. During each PM inspection,
the HVAC systems are inspected to ensure they are functioning
and do not have leaks. The technician inspects the condition of all
brushes and fan motors and changes the filters.
It is extremely important to maintain and operate all
air conditioning systems, especially, during the off-
season. Operating these systems on a weekly basis
at 10- minute intervals confirms appropriate
lubrication of the refrigerant compressor; this
prevents any leakage in the compressor shaft seal
and ensures early detection of any refrigerant loss.
Mobility Lifts and Ramps
Mobility device lifts are inspected and cycled at each preventive
maintenance inspection cycle. This includes the replacement of worn components, gear
cleaning and adjustments in alignment as necessary. No vehicle is permitted to enter
service without a safe, functioning lift /ramp. If a lift fails while on route, the vehicle wit[
immediately be removed from service and replaced. During the daily vehicle inspection
each operator is required to cycle the vehicle lift to confirm proper operation. If a lift
42
MVTN•NSPoRTAno ,PoC.
Proposal to the City of Rosemead for the O E A
Operation of Rosemead Transit
does not cycle or cycles improperly during the DVI, the operator must notify a supervisor
who coordinates repair and /or delivery of a replacement vehicle.
Smartbus and Transit Technology Maintenance
MV employs properly trained technicians who are able to inspect, diagnose, and repair
the various electronic on board systems, including but not limited to destination signs,
passenger counters, AVUGPS, vehicle health monitors, and video systems. These devices'
manufacturers provide OEM recommendations re:ative to inspection cycles, which will be
followed to ensure proper operation at all times. MV will stock al( necessary parts and
materials to ensure timely repairs.
Farebox Maintenance
Fareboxes are cleaned and inspected for proper operation as part of the preventive
maintenance cyc'.e. Necessary repairs are immediately performed and maintenance
records are maintained for each unit. If an issue is identified during a daily vehicle
Inspection, or while on the road, a mechanic will be immediately assigned to complete
the unscheduled repair.
Once the farebox records are reviewed to determine if the failure is a repeated problem,
the mechanic diagnoses the issue. If the farebox requires replacement of a part in stock,
the repair will be made immediately. MV will stock swing units (bill validators /coin
mechanisms) to support timely repairs. MV ensures oil, grease, cleaning card and other
expendable stock levels are adequate.
Daily Maintenance and Vehicle Inspections
Pre -trip
Each day, operators perform daily vehicle inspections prior to entering service. This 12-
minute inspection covers the following items
• Condition of tires, wheels, rims, and lug nuts*
• Fluid levels (engine and transmission oil, cooling, windshield washer, brake fluid, and
power steering)
• Condition of battery terminals
• Under vehicle leaks*
• Alt glass and mirrors are in good condition and without chips or cracks*
• All lights are operational (headtights *, clearance lights and reflectors *, turn signals,
backup lights and alarm, emergency flashers *)
• Air conditioner and heating, and defroster /defogger is operational
• The vehicle is clean, cushions and seatbeits are secure*
• Windshield wipers, washer, radio horn, passenger door are all operational*
• Registration and insurance is valid and registration is visible
• Brake pedal* and parking brake are operational
• Steering wheel is secure, gearshift is tight*
• On -board safety kit is stocked and complete (first aid, reflectors, fire extinguishers *,
accident packet *, and body fluid kit *)
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43
Proposal to the City of Rosemead for the Roo p
Operation of Rosemead Transit
• Lift is operating in both electronically and manually, and is free from leakage-
• Lift interlock is operating properly'
Note items marked with asterisks (`) are re- inspected during watk- around mid -trip
inspections, during shift changes.
Post -trip
Upon return to the yard, the operator performs a 5- minute post -trip inspection, which
requires re- inspection of the following items:
• Condition of tires, wheels, rims, and lug nuts
• Under vehicle leaks
• All glass and mirrors are in good condition and without chips or cracks
• At[ lights are operational (headlights, clearance lights and reflectors, turn signals,
backup lights and alarm, emergency flashers)
• Air conditioner and heating, and defroster /defogger is operational
• The vehicle is clean, cushions and seatbelts are secure
• Windshield wipers, washer, radio horn, passenger door are all operational
• Brakes pedal is operational
• Steering wheel is secure, gearshift is tight
• Fire extinguisher is fully charged
• Accident packet, and body fluid kit are present and accessible
• Lift is operating in both electronically and manually, and is free from leakage
• Lift interlock is operating property
Defect Repair
If the operator detects a safety hazard that prevents 9)p, the vehicle entering service, the operator will notify
dispatch, who will contact the on -duty technician.
The technician will determine if the issue can be
quickly rectified or if the vehicle should be pulled
from service. The technician performs an initial
assessment of the issue to determine its severity and if the vehicle can be repaired in time for pullout (for
example, a bulb or fuse replacement), or if the
vehicle needs to be placed out of service (for example, the
wheelchair lift is not cycling.)
If the technician must place the vehicle out of service, he or she will initiate the lock out
tag out process and the dispatcher will assign a standby vehicle to the operator.
Warranty Repair
MV will administer warranties, including documenting, filing, and processing claims.
Martin Camargo, proposed maintenance manager, will manage all warranty recovery and
ensure that MV performs covered repairs in a timely fashion. MV works with local
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44
Proposal to the City of Rosemead for the 0 E PAD
Operation of Rosemead Transit
dealerships for warranties associated with chassis work requiring OEM components.
Additionally, a certified dealer for both Braun and Ricon, MV can perform all warranty
repairs and access all technical data and updates for these lift units. This expedites
repairs and ensures lifts are in superior working condition.
The company performs warranty repairs to vehicle body, doors, body, electrical, seating,
flooring, etc. using the prescribed warranty procedure. The maintenance manager will
submit claims for reimbursement upon completion of repair. MV tracks all warranty
repairs in Trapeze EAM.
MV is authorized by Ford Motor Company to do in -house warranty work. MI/will
submit to Ford for reimbursement of in -house repairs, saving vehicle downtime.
Major Repairs
MV typically identifies one or more local vendors from which it purchases rebuilt engines
or in- chassis overhauls. Depending on the local resources available, and their associated
costs, MV will determine the most advantageous approach; however, when possible MV
prefers to purchase rebuilt engines. MV either purchases rebuilt transmissions or works
with local vendors to rebuild existing transmissions. MV's maintenance team handles all
transmission removal and reptacement /installation. It IS always best to replace the
engine or transmission with new or rebuilt unit, so that a warranty is available for the
replaced component.
Body Repair
MV is committed to making sure each vehicle remains in safe operating condition
beyond its projected life. Body repair is an essential factor in this effort. Expeditious body
repair eliminates hazards, assures passenger comfort, and reinforces the operators' pride
in the service fleet. MV does not tolerate body damage or graffiti and will not release
vehicles into service if they have excessive body damage or damage that presents a
safety hazard. During the preventive maintenance inspection or the next scheduled
detailing (whichever comes first) MV's technicians will perform all minor body repair,
such as buffing out scratches, minor paint touch ups, etc. MV works with local body
shops for major body repair work.
Road Calls
When a road call occurs, the operator will pull over to a safe location and contact
dispatch. Using a troubleshooting guide, the dispatcher first attempts to talk the
operator through correcting the issue. If the situation cannot be resolved, the dispatcher
will contact the on -duty technician and patch him or her through to the operator to
assess the severity of the issue. The technician will determine the following:
• If the operator can resolve the issue himself or herself: In this case, the technician
will remain on the radio and coach the operator as needed until the situation is
resolved.
• If the operator requires a replacement vehicle: In this case, the technician may
deliver the vehicle himself /herself, or work with dispatch to send a standby operator
to the field to transfer the passengers and resume the route.
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MV TRANSPORTATION. INC.
45
Proposal to the City of Rosemead for the "r0D
Operation of Rosemead Transit
• If the technician must report to the field to resolve the issue and deliver the
vehicle back to the yard: In this case, the technician will drive the shop truck to the
location of the vehicle, and repair it at the site of the road call.
• If a tow /wrecker service is required: In which case, the technician will work with
the dispatcher, who will coordinate this process.
The dispatcher will log each road call and the assigned technician will complete a vehicle
breakdown form, which is stored in the vehicle file. MV tracks all road calls in Trapeze
EAM and calculates miles between road failures in order to identify mechanical trends
areas of needed improvement.
Parts and Equipment
During the transition, MV will work with the City staff and the incumbent contractor to
understand the history of any parts ordering issues. MV has an extensive network of
parts suppliers, with whom the company wilt work closely when
transitioning the maintenance functions.
When appropriate, MV assembles parts kits for
tr standard tasks, such as PMIs. This expedites the time
needed to check out and inventory parts. Alt vehicle
and equipment parts are secured in a parts room,
which is locked when not attended. Managers
perform both random /spot and planned inventories
to confirm all parts usage is accounted for and any
discrepancies are investigated. MV follows all OEM
specifications and uses only OEM parts (or
equivalent). This prevents safety hazards white promoting best
practices. OEM practices minimize the frequency of unscheduled
maintenance, thus improving service quality, reducing costs, and maximizing fleet
availability. MV tracks all parts inventories and use in Trapeze EAM.
Vehicle Cleaning Program
Maintaining clean vehicles is of the utmost importance; to support fleet appearance
standards, no food, drinks, or smoking is allowed on -board the vehicle. Vehicle interiors
are to be kept free of liter and debris throughout the day. Vehicles shall be free of
vermin and insects at all times. All vermin and insects shall be exterminated immediately
upon discovery, using non - hazardous materials. Scheduling of vehicle cleaning will not
adversely affect service. It is critical that all vehicle - cleaning is documented on a vehicle
wash tog and kept in the maintenance files. Vehicle cleaning wit[ be completed as
follows:
Surfaces dusted Exterior wash, Interior wash, - Cleaning of all
Floors swept and including: including interior surfaces -
vacuumed (mopped Exterior body - Vacuuming using an appropriate
if needed) panels Sweeping and cleaner a9d
- Interior panels and - Wheel wells Mopping protestant
windows washed - Lighting tenses - Standee line and - Cleaning of all
pholstery Spot_ _ y, Windows and Edges exterior surface
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Proposal to the City of Rosemead for the R&k AD
Operation of Rosemead Transit
DAY
W""Y*
Twice Y"rty
cleaned
mirrors 1
Modesty panels
followed by polish
- Trash removed
- Tires and wheels
Seats
and wax
- Any graffiti
Bumper fascia
Stanchions
Cleaning, polishing
discovered on the
- Fender skirts -
Grab rails
and waxing of all
vehicle is
- Door edge guards
Cetimgs
wheels, rims, and
Immediately
- Rubber or vinyl -
Side walls
tires.
removed
Components -
Instrument panel
MV will use the City
treated with a
Steering where[
recommended
preservative -
Windows
products or
monthly -
Wheels /hubs
equivalent
-
Wheelchair
Securement devices
'Or immediately following inclement weather.
Safety Program
In 2014, MV operated a total of 272,915,448 miles in areas of high density, extreme
weather, and gridlock traffic. From the borough of Manhattan to downtown Los Angeles,
to Anchorage, Alaska and Las Vegas, Nevada — MV provides passenger transportation
service in some of the most challenging operating environments. MV has maintained
stellar safety performance — with an accident frequency rating of just 0.041 preventable
accidents that meet NTD reporting thresholds.
Safety Program
Safety Messages
Daily, a corporate issued safety message is published and delivered
to all MV locations. Each message is posted at the location and
read over the radio by dispatch. Additionally, all
meetings and conference calls must begin with a
safety message.
Mandatory Safety Meetings
Safety meetings offer an opportunity to provide
refresher training and address timely topics. All
employees must attend this hour -long meeting
each month. Based on the size of the location,
several meetings may be scheduled to
accommodate operator and staff schedules. Maintenance safety
meetings are held separately, and focus on maintenance safety. All safety meeting
agendas are issued by MV's safety department, and address topics in fleet safety (for
example: defensive driving, wheelchair securement, adverse weather) and injury
prevention (for example: drug and alcohol, back safety, bloodborne pathogens, and heat
safety).
Maintenance safety topics include subjects such as HAZCOM, back safety, and machine
guarding. Additionally, monthly safety tasks are assigned with the safety meeting
schedule (see table below). These tasks include facility inspections, completion of annual
OSHA logs, and emergency plan reviews. All locations receive a safety meeting support
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Proposal to the City of Rosemead for the R30--E,6&
Operation of Rosemead Transit
packet to aid the meeting facilitator. Support
include the meeting agenda, an
48
MV T— SnORTATIDN, INC.
-
Facility Inspection
January
DriveCam
Slips / Falls
/ Complete OSHA
Emergency
Log 2013
Action Plan
Bloodborne
Februa ry
- LLLC /Intersections
Pathogen
Facility Inspection
/ Post 2013 OSHA
Machine
(Operator
300A
Guarding
edition)
March
Following
Distance
HazCom
p -
Facility Inspection
LOITO
Emergency
April
Mirror Setting
Action Plan /
Facility Inspection
Electrical
Fire Drill
Backing Fixed
g
Facility Inspection
--
Bloodborne
May
Objects
Heat Stress
/ Remove OSHA
Pathogen
300A
Back Safety
-- _ -- - -- --
June
Pedestrians and
Using
! Facility Inspection '..
Month Heat
Bicyclist
Wheelchair
/ National Safety
Safety
Securement
Mobility Device
Fire Safe / Fire
July
Securement
Ergonomics
Facility Inspection
Exton uisher
Training..
I Right and Left
Fatigue
I
August
Turns /Reference
Management/
Facility Inspection
PPE
Points
Wellness
Facility
Inspection /Review
Injury and
and Update
September
II. Distracted Driving
Illness
Facility
IIPP
Prevention
Emergency Action
'.. Plan (Safety Policy
n21)
October
Proper Pre -trip
Fire Safety /
Fire
Training Facility
HazCom
-
- - - - —.
Extingur
Inspection
_
Emergency
November II,
Adverse Weather
Action Plan /
Facility Inspection
Housekeeping
Fire Drill
December
11 Month Review
11 Month
facility Inspection
Slips /Falls
Review
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MV T— SnORTATIDN, INC.
Proposal to the City of Rosemead for the F 00 E A
Operation of Rosemead Transit
Certifications and Employee Development
LLLC Certification
MV's defensive driving program, known as the Triple L -C teaches professionals The Four
Driving Principles to Safet}�": Look Ahead'", Look Around"", Leave Room' and
Communicate' ". These principles reinforce operators' focus on maintaining ample room
around their vehicle, while maximizing visibility and time needed to make safe operating
decisions. This program has contributed to the company's declining accident frequency
and improved safe behavior year over year. In 2015, MV introduced its LLLC Defensive
Driving'" Instructor Certification, a three tier certification process (silver, gold, platinum)
that certifies trainers for a period of two years. The training promotes succession; silver -
level trainees must complete MV's new operator development
course, the Trainer Certification Process, and the Advanced BTW
` Instructor Course. Gold -level trainees must
complete the two -day certification process,
V comprising class -based and in- vehicle training.
Finally platinum status is achieved, when a gold -
level trainee completes a two -day certification
process with an Avatar Master instructor.
Behind the Wheel Certification
MV knows that operation safety is contingent on a
strong and proven training program. The company's steadfast
commitment to transit training is demonstrated in its unique
approach to behind the wheel (BTW) training — the company requires that all BTW
trainers are certified by MV before being released into service. Applicants that meet the
following qualifications are considered for the role of a BTW Trainer,
Work History Review Form (Preventable accidents, Worker Compensation claims,
attendance, discipline warnings, performance reviews)
• Supervisor Performance Evaluation (conscientiousness, safety oriented, tolerant of
stress, excels in teamwork)
• Completion of a structured interview with the safety training manager or operations
supervisor
• MV certifies BTW trainers using intense two -day training. Behind the wheel training
includes:
• Group Meeting to discuss Instructor Roles and Responsibilities
• Self- Directed Courses and BTW Manual
• Certificaticn Exam Part 1: 50- question multiple choice certification exam based on
the principles and theories presented in the three self- directed courses. Candidates
must achieve a minimum score of 80% to progress to the next step
• Certification Exam Part 2: a 65- question multiple choice exam to assess their general
knowledge of MV Transportation performance standards and BTW learning points.
Candidates must achieve a minimum score of 80% to progress to the next step
i. Po
nv rw.HSro•..riov, wc.
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Proposal to the City of Rosemead for the O A
Operation of Rosemead Transit
• BTW Ride Along Evaluation
On Board Monitorino Si
In addition to the required eight (8) camera SEON system which continually records, MV
will also provide the event - triggered DriveCam video system and the Mobileye Collision
Avoidance system. Adding additional cameras provides extra security for both the
vehicle operators and passengers and contributes to the overall safety of the services.
Seon Camera System
MV is providing the Seon Trooper TL camera system for the Rosemead Transit fleet. The
Seon camera system includes eight (8) cameras running at the same time and records
onto a mobile hard drive. The system also includes vMax view software that is ready to
use for viewing video and archiving clips. This camera system meets all video
surveillance requirements of the REP.
DriveCam
MV uses DriveCam's DC31P Video Event Recorder to
monitor each operator's driving behavior. This system
gives insight into how operators adhere to company and
law enforcement policy, and provides MV's management
team the information needed to refine and enhance
training. The DriveCam Video Event Recorder (VER) is
placed on the vehicle's windshield.
The unit continuously monitors the operator's behavior
and provides real -time in -cab feedback. Using
exception -based video recording, the camera
continuously records; however, data is only saved when
activated by embedded sensors that measure force
exerted on the vehicle (such as abrupt start/stops, sudden turns,
accelerations /decelerations, speeding, and collisions). Additionally, the unit has a panic
button is pushed by the operator (in the even! of an on -board incident, a passenger
altercation, etc.). When triggered, the system saves data clips for a period of 10 seconds
before and 10 seconds after the event. The event video and data (which includes views
of the road ahead and of the operator) uploads to DriveCam's Risk Analysis Center
where DriveCam's trained professionals analyze the events (review, score, and comment
on each event) for MV's management to use in coaching operators and improving
operator safety. Events are stored on a web -based portal for a 90 -day period. Afterwards,
all events are archived to in -house servers for historical data retention.
Mobileye10 Collision Avoidance System
MV is pleased to offer the Mobileye collision avoidance system as
an additional safety enhancement to the City of Rosemead. �J�m
Mobileye is a windshield- mounted camera that detects other
vehicles, pedestrians, and lane divisions in real time. Mobileye mOB/LEYE
mitigates the primary risk factor that leads to vehicle collisions — operator inattention. An
estimated 93 percent of all accidents are a result of human error, with nearly BO percent
of all accidents resulting from operator inattention in the three seconds preceding the
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MV TR�NSPoP�nT10N, IuC
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50
Proposal to the City of Rosemead for the R05&&
Operation of Rosemead Transit
accident. In an estimated 40 percent of rear end collisions, no brakes were applied.
Further, 60 percent of road accident fatalities are due to unintentional lane departures.
When triggered, the system will emit an auditory warning' when the following events
occur:
• The vehicle operator departs from the lane
• The distance between the vehicle and the vehicle in front of it becomes too small
• A forward collision is imminent
• A pedestrian is detected
• The operator exceeds the speed limit
• This warning signals the operator to apply the brakes to avoid collisions.
The system also offers intelligent high beam control, automatically switching high beams
to low beams when oncoming traffic is approaching.
This camera system supplements the safety monitoring capabilities of DriveCam; when
Mobileye detects a near collision, it will trigger DriveCam to begin recording. This
additional feedback will enable the DriveCam coach to more thoroughly coach operators
in safe driving practices.
Safety Policy and Procedures
Safety Polity Manual
MV's safety policies set forth operating guidelines that reduce workplace accidents,
incidents, and injuries. MV's Safety Manual comprises more than 41 policies that address
vehicle operations, regulatory compliance, maintenance operations, MSDS /hazardous
materials, operational safety practices, and facility emergency management.
Furthermore, MV issues documented Safety Guidelines that outline safety- related
responsibilities for all safety, executive, and managerial/supervisory roles. These
guidelines additionally outline expectations regarding facility safety and upkeep.
Safety Point System
All operators are subject to the assessment of safety points. The company's safety point
system provides clear guidance for all managers when assessing operators' driving
behavior. For new employees, receipt of four (4) points (or more), or more than two (2)
separate safety point assessments, during the introductory period will result in
termination. For those non - introductory employees, receipt of six (6) points (or more) in
any rolling 18 month period, or receipt of three (3) separate safety point assessments
within a rolling 12 month period, will result in termination. Safety points as assessed
when an operator is involved in a preventable incident. Drive Cam incidents will be
assessed points based on level of severity; all others are assessed as follows:
Unsafe maneuver(s) or act
oo Failure to cycle wheelchair lift
H Failure to do a proper vehicle inspection (DVI)
' Additional option for haptic warning (shaking seat) is availabte
51
env.•nrtaron.nnaN. u.c.
Proposal to the City of Rosemead for the R03-&&
Operation of Rosemead Transit
Improper following distance
e Conviction of a minor traffic violation
a Backing incident
Minor preventable incident
®Any use of a cell phone or non company- issued electronic device while
operating a vehicle
Major preventable incident that does not involve serious injury, death and /or
property damage in excess of $25,000
Major preventable incident with serious injury, death and /or property damage
in excess of $25,000
Any preventable roll -away incident
Failure to property secure /transport a mobility device
Failure to immediately report a citation or incident in a Company vehicle
Tampering with, disabling, or otherwise interfering with Drive Cam or other
monitoring equipment
Conviction of a major traffic violation'
Emergency and Security Plans
The management of MV Transportation, Inc. recognizes that the health and safety of its
employees is of paramount importance to the successful operation of its business.
Employees have a right to expect a safe and healthy working environment and safe job
methods and practices. For that reason, MV holds safety and health as its highest value.
MV managers and supervisors are responsible for maintaining
healthy and safe working conditions and for the implementation
of MV's Injury and Illness Prevention Program
(IIPP) in their respective departments and at their d p�
respective locations. Please find a copy of MV's
Injury and Illness Prevention Plan included following
the proposal.
Employees are expected to follow safe work
practices and procedures and adhere to all safety
rules. All employees must take an active role in
protecting themselves and fellow workers. -
Employees are expected to detect and report unsafe conditions,
practices, and behaviors in the workplace.
Every effort will be made to provide adequate training to MV personnel. However, if
there is ever any doubt about how to do a job or task safely, it is the responsibility of the
employee to ask a knowledgeable, qualified person for assistance before resuming work.
MV personnel are expected to assist management in accident prevention activities. Any
potentially unsafe conditions and all on- the -job injuries must be reported promptly to
the injured employee's manager or supervisor.
MV has a number of plans and programs in place designed to mitigate risk and provide
a safe, healthy workplace. Each of these plans is available upon request:
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MV TRANSP NION,INC.
52
Proposal to the City of Rosemead for the O E AD
Operation of Rosemead Transit
• System Safety Program Plan (SSPP) . System Security and Emergency
Preparedness Plan (SSEPP)
• Continuity of Operations Plan (COOP) • Emergency Action Plan
• Hurricane Preparedness Plan . Bloodborne Pathogen Exposure Control
Plan
• Fire Prevention Plan • Hearing Conservation Program
• Lockout Tagout Control of Hazardous • Hazardous Communication Plan
Energy Program
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53
Proposal to the City of Rosemead for the E
Operation of Rosemead Transit
N. Screening and Selection Program
Please see section E. Hiring and Personnel Policies for MV's screening program for all
employees including vehicle operators.
Drug and Alcohol Testing Program
MV's Zero Tolerance Drug and Alcohol Testing Program is critical to its provision of a
safe, healthy, and productive work environment. All of MV's employees are subject to the
four drug and alcohol screening types, pursuant to their employment category (safety
sensitive versus not safety sensitive):
Pre - Employment
All offers of employment are contingent upon the successful completion of a pre-
employment drug screen. Failure to submit to said test, or a positive screen, results in
revocation of the offer of employment.
Random
All safety sensitive employees are automatically entered into the
company pool for random testing pursuant to FTA
regulations.
Post- Accident
MV conducts DOT post - accident drug and alcohol
testing immediately for any employee who is
involved in an incident or accident meeting FTA/DOT
criteria. If the accident does not meet the
FTA/FMCSA testing criteria, MV will reserve the right
to test any safety sensitive employee after any accident /incident
regardless of the severity of the accident /incident.
Reasonable Suspicion
This test may be required if significant and observable changes in employee
performance, appearance, behavior, speech, etc. provide reasonable suspicion of the
influence of alcohol/ drugs. All frontline personnel are observed by supervisory
personnel who are certified as having completed the DOT Supervisor's Class in
Reasonable Suspicion Training in Drug and Alcohol.
'Under MV's Zero Tolerance Drug and Alcohol Testing Program, a positive screen of
refusal to be tested under these conditions results in termination of employment
Mrs. Esther Avalos, Director for Drug and Alcohol Compliance, administers MV's Zero
Tolerance Drug and Alcohol Testing Program. It is regularly updated and complies
and /or exceeds FTA and DOT requirements. MV has successfully completed each FTA
audits to which it has been subject.
Random drug and alcohol testing selections are determined using MVeScreen' software,
a state of the art, computer- generated selection process program that randomly selects
individuals (donor) for testing without showing discrimination. These assignments are
available to the location on the first of each month to begin performing testing
immediately. MV uses local occupational health clinics to perform the urine and breath
alcohol collections for testing. MV contracts with Alere Toxicology for laboratory
services, Dr. Stephen Kracht for MRO services and National Counseling Resources for
"Vwi bp
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MV Tw�nSPDPTITIDN, iN[.
54
Proposal to the City of Rosemead for the 0 E AD
Operation of Rosemead Transit
substance abuse professional services. Duo Research handles blind quality control
sample testing. All results are transmitted to Mrs. Avalos, who processes the information
and provides it to the local management team. All employees receive FTA compliant
training that outlines MV's Zero Tolerance program during initial training. Drug and
alcohol testing procedures are addressed as part of initial employee training and annual
supervisor training.
O. Training and Retraining Programs
Throughout the contract term, MV will continue to recruit and hold sufficient training
classes to maintain a consistent pool of eligible, trained operators for service. This is a
standard practice for MV's Paramount location, and ensures a fully staffed workforce at
all times.
0.1. Operator Training Program
All new operators participate in MV's full training TAR
program which must be completed before they are v
assigned to revenue service. Emergency replacement ` A _- _FLEET
operators needed to address immediate turnover will
come from MV's Paramount operating location. In this way, new operators can be
trained without detriment to the Rosemead Transit service and without sacrificing
operator competency.
In 2010, in partnership with the leading expert in transportation safety, Avatar
Fleet. MV launched its state -of- the -art training program for at[ operators. This
training curriculum uses adult education techniques, keeping trainees engaged
and interested throughout the duration of training.
]he program is supported across three principal domains, affective, cognitiveand
behaviora( through a blended approach to adult learning, based on 6andura's
Social Learning Theory. Under this approach, this training program focuses on
positive attitude (affective), knowledge building (cognitive) and skill development
(behavioral).
Classroom training includes a combination of facilitator -led discussion, DVD
presentations, and short quizzes. Students actively participate in these interactive
sessions, and develop their skills first in closed course skills - building activities
and then under structured behind the wheel training. Training is based on
comprehensive driving standards that detaa every aspect of safe and defensive
driving.
This program offers consistent and thorough training to all new operators. Its
module -based format offers trainers the necessary flexibility to provide refresher
and /or abridged transition training, or customize training to address specific
areas of concerns, e.g., unique service area, specific vehicle or service type, and
dispatch procedures.
Training Formats
The entire new operator training program comprises five training formats:
classroom training, pre- driving skills, observation, behind the wheel, and cadet
training.
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MV TNmsvOwT4�ON. Ipc.
Proposal to the City of Rosemead for the (! E AD
Operation of Rosemead Transit
Classroom:
20.00
Pre - Driving Skills:
4.00
Observation:
20.00
Behind the Wheel:
20.00
Cadetting:
16.00
Total
80.00
Classroom Training
The instructor -ted classroom training is based on an adult -
learning interactive training model and uses video training
modules which are reinforced by the
written training /study guide. The video
training is presented through an
interactive, panel- hosted discussion led by
MV personnel-
Topics include safety, defensive driving
principles and techniques, hazards
communication, security awareness,
employee policies and procedures, - - - - -..-
employee wellness, sexual harassment, bloodborne
pathogens, map reading, and on -road procedures.
Testing occurs at the end of each module and at the end of classroom training
with a cumulative, closed -book exam. Employees must pass with a score of 80
percent or higher in order to proceed to behind the wheel training.
Pre - Driving Skills
Designed to familiarize the student with the larger size and spacing of
commercial vehicles before driving the veh.cle on the street, the pre- driving skills
course training requires that all students :earn the use of multiple mirrors and
vehicle controls.
Observation
Observation training is provided and gives students an opportunity to study the
proper way to handle a vehicle. Once a student has successfully completed all
pre- driving skills and observation training, they begin driving the vehicle on the
street With a training instructor.
Behind the Wheel (BTW) Training
Behind the wheel (BTW) training focuses on honing specific basic driving
maneuvers and skills necessary to ensure the safe operation of the vehicle under
actual road operation. During BTW training, the student puts into practice what
they have learned in the classroom and refines his /her driving skills with a
certified trainer. During this period, the student must demonstrate mastery of 26
specific defensive driving and performance skills before graduation. Additionally,
during BTW training, students will visit major trip generators, such as adult day
health care centers, senior centers and dialysis centers. This familiarizes students
with common stops and establishes relationships with staff and passengers
within the service area.
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NIVT.+ RTnTIoN.ANC
56
n
Proposal to the City of Rosemead for the A�
Operation of Rosemead Transit
Cadet Training
After completion of the behind the wheel training, each trainee is provided with
in- service cadet training with a line trainer. Operators will operate the vehicle and
all on -board technology in service, and interact with the passengers on a
practical level. During the training, the operator becomes familiarized with the
routes, major trip generators, transit centers, and the service area as a whole.
During this period, the trainee is closely monitored and receives his /her final road
and training evaluation. Any areas of needed remedial training are identified and
documented.
Post- Training Testing and Remedial Training
Before a student is released into service, he /she is closely monitored and receives
a final road and training evaluation. Recognizing that not every operator is one
hundred percent ready to enter revenue service after the base training program,
MV offers up to 40 hours of remedial training. During the cadetting period, any
areas of needed retraining are identified and administered based on this need.
Training Highlights
Defensive Driving - LLLC
Alt accidents have a cause, which can always be traced back to one or more
people - most commonly the operator of one of the vehicles involved in the
collision. This underscores the importance of an effective defensive driving
training curriculum. MV built its training curriculum upon the Triple L -C, an
elegant and easy -to- memorize defensive driving course that teaches
professionals the Pour Driving Principles to Safetyf ":
Look Ahead'" • Look Around'"
Leave Roo m'° • Communicate'"
By using these four principles, operators maintain the maximum amount of room
around their vehicle, improve their visibility, gain the extra time and information
needed to make critical decisions while driving, and effectively interact with
others on the road to prevent collisions. Developed throughout the course, these
concepts provide MV's operators with everything they need to know to avoid
collisions. Ultimately, the course helps operators see, think, and act their way
through any driving situation.
Sensitivity and Passenger Assistance
MV places great importance on operator sensitivity and safeguarding the dignity
of its passengers. MV's state -of- the -art, customized ADA Sensitivity Training
Program is tailored to each contract and emphasizes courtesy, understanding,
and the operator's responsibility to serve all passengers, regardless of
background or disability. Practice and role - playing sessions are held with trainees
to foster an experiential understanding of the challenges of navigating the
system as a visually impaired passenger or as one who uses a mobility device.
Video and classroom training is augmented by the involvement of
representatives from the community, local advocacy groups, and care facilities.
Y N
57
NV TRANS�RTATIQN, INC
0.2.
Proposal to the City of Rosemead for the I O EA
Operation of Rosemead Transit
Operator training includes the study of different types of disabilities and mobility
aids so that operators properly learn how to handle each one professionally and
with utmost care. Training emphasizes how passengers in mobility devices
generally require a greater level of time, attention, and particular sensitivity by
the operator. It explains how the proper securement of the mobility device is
critical to providing a safe, enjoyable ride for the passengers. To ensure ongoing
safety for passengers, training and monitoring in this area extends beyond the
initial training period.
Customer Service
All operators are provided four (4) hours of
i • customer service training through the video -
based START Training from Ergometrics. This
industry- recognized program is highly effective
at showing new and existing operators how to
deal with a'.l types of potential challenges from
customers while engaging them in real world
situations that commonly occur in public transit
service.
START Training teaches operators the "how ", "when ", and
"why" of providing customer service to passengers, coworkers, and supervisors,
including making customers feel welcomed, establishing boundaries with
customers, seeking assistance, communicating positively, problem - solving, and
managing emotional escalation.
Road Supervisor Training
In 2013, MV again partnered with AVATAR in the creation of a custom road
supervisor development program. The program comprises six (6) courses
designed to improve coaching ability, increase safety awareness, and ultimately
reduce incident frequency and improve customer satisfaction. The training
program uses an adult learning platform that addresses the following topics:
• Observation Techniques: This provides an overview of the training and
discusses the role of the road supervisor in shaping operator behavior.
Trainees learn how to properly observe operator performance.
• At -Risk Driver Behaviors: Trainees learn to identify and correct behaviors
that put operators at risk for accidents.
• Teaching Triple L -C in the Field: Trainees learn how to give specific
feedback to operators about driving defensively and preventing accidents by
using the Four Driving Principles to Safety. (Look AheadT ", Look Around T,
Leave Room —, CommunicateT ")
• Communication Essentials: Trainees learn effective communication
methods and develop skills to improve driver outcomes through increased
positive communication.
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MV TRAN5P w ATion. Wc.
Proposal to the City of Rosemead for the F 0 E AD
Operation of Rosemead Transit
• Coaching the Professional Driver: This course teaches trainees the basics of
coaching professional operators. A distinction will be made between
coaching, training, and orientation. Additionally, this course will discuss the
two types of coaching as well as teach supervisors how to coach and deliver
feedback.
• Accident Investigation & Follow -Up Procedures: Trainees learn the
techniques for gathering complete, accurate and objective accident data used
to arrive at true root causes and determine corrective action. They learn to
further examine and analyze data as a means of preventing injuries, property
damage and financial losses.
0.3. Dispatch Training
MV's training program for dispatchers is built on sensitivity and customer care —
critical components of any transportation service, especially those that serve
persons with disabilities. As these individuals serve as the public interface for City
of Rosemead's operation, it is imperative that its members are knowledgeable
regarding the service, are skilled in customer service techniques, are well versed
in service requirements, and are proficient in the use of the Simpli software
provided by MV. To this end, MV provides this team with training in these areas.
• Service Overview (5 Hours): Training begins with an introduction to MV and
Rosemead Transit, followed by an overview of paratransit service and ADA
regulations. This includes a discussion of employee expectations, service
hours, important phone numbers, and topics specific to assisting persons
with disabilities.
• Ride -Along (3 Hours): To familiarize themselves with the service,
passengers, and the nuances of on -road operations, dispatchers will
participate in a ride -along with a vehicle operator.
• Telephone Doctor® Customer Service Training (6 Hours): This video -
based training focuses on improving telephone interactions with customers
and providing the best assistance possible. Topics include characteristics of
superior customer service, phrases to avoid, proactive customer service,
ensuring a pleasant phone interaction, handling angry customers, courtesy in
the workplace, and other customer service - related issues. Training also
includes scenarios in which trainees learn practical application of customer
service techniques.
• Simpli Training (10 hours): Dispatchers also receive training in the use of
the Simpli software. This classroom training covers how tasks for each
position are performed in Simpli.
• TimePoint System Use (6 hours): During this training, dispatchers receive
complete instruction in the use of TimePoint for dispatching. Combining
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MV TRwrvmoPLtiON, INC
59
Proposal to the City of Rosemead for the ROJEIV A
Operation of Rosemead Transit
classroom, hands -on, and scenario -based training approaches, training topics
include managing timeliness on the routes, special event planning and
management, contract compliance, and meeting contractual performance
goals.
Observation and Supervised Job Performance (6 Hours): Dispatchers
shadow a senior agent while on the job. During this mentorship training,
these team members observe his /her position's duties in action. After the
observation period, dispatchers perform their job duties while under
supervision.
0.4. Maintenance Training
Candidates hired to work in MV's shop are
required to have the maintenance experience
necessary to perform their duties. Once hired, a
company orientation and on- the -job training in
MV and City of Rosemead policies, procedures,
and requirements is provided by the maintenance
manager.
General Training Topics
Technicians are required to take all of the
fallowing courses:
• Orientation (2 Hours): Technicians will complete an orientation of the shop,
equipment, tools, software, and company policies and procedures.
• Safety Training (2 Hours): Safety training includes the use of personal
protective equipment, lock out/tag out procedures, basic shop safety, the
emergency action plan, hazardous communication, and vehicle lift equipment
training.
• Environmental Compliance (2 Hours): This module covers storm water
pollution prevention, waste oil fluids storage and disposal, waste oil fluids
storage and disposal, hazardous materials management plan, facility floor
drain maintenance, above ground storage tanks, underground storage tanks,
and body repair environmental compliance.
• Facility Maintenance (2 Hours): This module covers facility cleaning, shop
equipment maintenance, facility audits, and creating an enviable workplace.
Technician Training
Training for technicians spans a 40 -hour work week, which includes the general
maintenance training described above, basic technician training, and vendor
training courses. Technicians are additionally encouraged to participate in ASE
certification training,
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MV TR•R6PORTnTION, INC
No]
Proposal to the City of Rosemead for the Roja%
Operation of Rosemead Transit
• Basic Training (12 Hours): Basic maintenance training includes a
demonstration of all tools and equipment (including Trapeze EAM), and
review of all safety procedures and hazmat
requirements. Upon completion of initial orientation,
MV also provides basic training in the
infollowing areas: basic repair
skills /preventive maintenance, basic
electrical training, air systems and brakes,
alternative fuel safety and inspection,
vehicle electrical systems and multiplex,
suspension and steering, engine service,
tune up, troubleshooting, transmission
diagnostics and service, and bus air conditioning and
heating.
• Ford Motor Company Training (as needed): In support of providing the
most qualified and skilled technicians to its clients, MV offers exclusive access
to all Ford Factory training through the Service Technician Specialty Training
(STST) program. This program encompasses dozens of courses across ten
specialties (electrical engine performance, engine repair, diesel engine
performance, diesel engine repair, steering and suspension, manual
transmission and drive train, automatic transmission, climate control, and
brakes.) This training ensures comprehensive and progressive training based
on experience, skill, and previous education /training. New model training
provides an overview of required maintenance, diagnostics and systems in
new vehicles — in time for the arrival of new vehicles. It addresses vehicle
systems evaluations, repair practices and procedures. Under this partnership
with Ford, unlimited online and classroom training is available.
Factory and Manufacturer Training (10 Hours): MV coordinates with its
parts and equipment vendors for periodic and ongoing technician training.
The company provides OEM factory training from Ford, General Motors,
Cummins, and Detroit Diesel, and works directly with manufacturers
(including Gillig, El Dorado, Orion Ford, Chevrolet, Delco, Ricon, Braun,
Carrier, Goodyear, Supreme, and Bluebird) for training.
ASE Certification and Best Practices Training (10 Hours):
MV supports its technicians in attaining ASE certification, and
pays for all practice tests and materials, as weft as all testing
fees. MV encourages its team to strive for ASE Master
Certification, and offers a $1000 bonus for employees who obtain and
maintain an ASE Master Technician certification status. This bonus is payable
six months into the first calendar year of attaining certification. An employee
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Mv,...,.a•,., o „.,..
Proposal to the City of Rosemead for the O p
Operation of Rosemead Transit
that attains more than one Master Certifications, they become eligible to
receive a $500 annual bonus.
0.5. Retraining Programs
In addition to refresher training provided during MV's monthly safety meetings,
MV requires mandatory retraining at the following points of an operators'
Return to Work Required when 8 hours - This training consists of a 6-
(after 30 days or an operator hour classroom review and
more of inactive returns from a 2 -hour behind the wheel
status) "inactive" status road check. These focus an
- (from a period of safety standards, defensive
30 days or driving skill, and vehicle
more). familiarity,
' Post- Accident /for Required for any Varies Post - accident retraining is
cause driver who has based on focused on correcting
received a the driving deficiencies and
"preventable" operator's standards that contributed
rating for an ability to to the accident. The
accident/ perform the '.. operator must demonstrate
incident. This appropriate ability to perform all of the
training must be tasks to required tasks to standard
scheduled and standard. before being allowed back
given within 10 to driving duties.
days following
'.. the formal
accident rating.
Seasonal These refreshers '. Va «es The training will include
Refreshers are conducted in based on topics /material appropriate
preparation of location and for the region, inclement
operations topics. weather, environmental,
during certain and traffic conditions.
periods of the
year, typically in
the fall.
- - - --- - --
Biaminimum -- nnually At a minimum of 8 hours This training consists of a 6-
every two years hour classroom review and
a 2 -hour behind the wheel
road check. These focus on
safety standards, defensive '..
driving skill, and vehicle
familiarity.
1°► 62
Proposal to the City of Rosemead for the R03&&
Operation of Rosemead Trarsit
• Staff /Dispatch /Radio Personnel: In addition to the 12 hours per year for
monthly safety meetings, monthly departmental meetings are held where
relevant topics are discussed. Customer service, efficient reporting, best uses
of provided technology, etc. are discussed providing an additional 12 hours
of retraining per year.
• Supervisory Personnel: In addition to the 12 hours per year for monthly
safety meetings, operations team meetings are held to discuss refreshers on
reasonable suspicion, accident response, customer service, etc. This provides
an additional eight (S) hours of retraining per year.
• Maintenance Personnel In addition to the 12 hours per year for monthly
safety meetings, all maintenance personnel receive a minimum of 40 hours of
retraining annually. This is comprised of safety meetings regarding pertinent
safety matters such as OSHA, hazardous materials cleanup, PPE, etc.; as well
as regular retraining from vendor experts on brakes, electrical, air systems.
etc.
P. Data Collection and Reporting
MV will use multiple data collection methods including service software, enterprise
resource planning solutions, maintenance management software, manual collection, and
phone system data collection systems to meet or exceed all data collection, record
keeping, and reporting requirements specified herein including:
• Passenger count data by fare category
• Total vehicle hours
• Total vehicle miles
• Revenue vehicle hours
• Revenue vehicle miles
• Wheelchair boardings
• Dial -A -Ride passenger no -shows and cancellations
• On -time performance (Dial -A -Ride)
• Average telephone hold time
• Number of calls on hold 3, 5, and 10 minutes or more
• Passenger mile sampling data in accordance with a method approved by the FTA for
NTD purposes
Please see section F. Accounting and Reporting, section I. Reservations and Dispatch
Functions, and section L. Maintenance Program for detailed information. Daily togs,
service reports, farebox revenue records, maintenance reports, and summaries will be
available for City review at the operations facility by 3:00 pm the next business day. MV
will also complete yearly and quarterly reporting as required.
CHP inspection records will be supplied to the City within one (1) business day of their
conclusion.
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MV rn.r.•no•r.r,o,.. INC
Proposal to the City of Rosemead for the OCR[)
AD
Operation of Rosemead Transit
Q. Transition Plan and Time Schedule
MV's transition plan recognizes that a solid implementation methodology and strong
management approach are critical to ensuring a smooth service transition. Using an
extensive network of experienced support personnel, MV focuses on organization,
efficiency, and quality service while delivering the right leadership
and necessary resources, without bureaucracy and
micromanagement from corporate headquarters. As
a result, MV is able to transition service quickly and * ill+�
without service disruption.
Implementation Methodology t
Effective communication and relentless attention to
detail drive MV's transition approach. MV's
transition leadership team will hold biweekly
meetings with City of Rosemead. Discussion topics
for these meetings include the progress of the transition, task list
changes and updates, potential challenges, and a took ahead to
the next two weeks. In addition. MV's implemenation team meets daily each morning
to review the transition plan, outstanding tasks. current issues, and current task lists.
Transition Planning
MV follows a detailed startup schedule that identifies each task, subtask, dependent
tasks, duration /timeline, and staff assignment. A draft startup schedule for this transition
is included at this end of the proposal to demonstrate the tasks required during the
transition. MV's transition team updates this document throughout the transition period;
however no item on the schedule is marked "complete" without confirmation from the
startup manager.
Management Approach
Regional Vice President Judie Smith wilt oversee all startup activities and serve as MV's
full -time transition manager for this project. She wilt work closely with Lina Patten, the
local management team, and MV's support team to direct all elements of the transition.
MV's transition team assigned for this project comprises the following team leaders
Team Oversight_ _
Judie Smith, Regional Vice President and Transition Manager
Client Liaison &
ug G
Dotes, President
Contract Compliance
Judie Smith, Regional Vice President and Transition Manager
Lina Parten, Project/Safety Tra nmg Manager
Scheduling-&-
Lina Parten, Project /Safety Training Manager
Operator
Assignments
Operator Training &
Lina Porten, Project/Safety Training
ma _.._.1 — Y g.. Manager
Recruiting_
Security /Emergency
Lina Porten, Project /Safety Training Manager
Planning &
Hector Vargas, Director of Safety
Assessments
ME
Proposal to the City of Rosemead for the O E A
Operation of Rosemead Transit
Human Resources Cristina Pereira, Director of Human Resources
Passenger Relations Lina Parten, Project /Safety Training. Manager
Service Quality & Judie Smith, Regional Vice President and Transition Manager
Contract Liaison Lina Patten, Project /Safety Traininq_Manager
Maintenance, Fleet, Joel Ross, Director of Maintenance
Equipment & Martin Camargo, Maintenance Manager
Facilities
Personnel & Training Lina Parten, Project /Safety Training Manager
Budgeting & Finance Kimberly Friedmann, Director of Accounting
Lina Parten, Project /Safety Training Manager
Initiatives to Gather Feedback
During the transition, MV would like to implement two additional programs to increase
the amount of feedback MV receives from both the City and the passengers. These
programs will provide crucial feedback for service adaptation and improvement.
Secret Rider Program
With the City's permission, MV will establish a secret rider program composed of regular
passengers willing to provide feedback about the quality of MV's service. Lina Parten,
general manager, will recruit "secret riders' who will observe service on a regular basis,
monitor operator performance, customer service techniques, passenger assistance, and
fleet cleanliness. All secret rider evaluations will be scheduled by Judie Smith, regional
vice president, and unannounced to the local team.
A full evaluation will be made and catalogued based on route, time of day, bus number
and other pertinent data. This information will be presented to the City, along with any
corrective action plans needed.
Feedback (positive and negative) gained from these evaluations will be passed along to
the operations team . with appropriate . follow up.
Regular, direct passenger input will help MV ensure that it is meeting the riders'
expectations and providing excellent service.
Personnel Plan
Retaining the Existing Team
The continued presence of the current workforce promotes consistency, experience, and
tenure in service. MV strives to retain as many of the current employees as possible,
provided they meet the minimum qualifications, have a strong employment record, and
receive the City's approval MV will retain these individuals at their current compensation
level or better. All employment offers made will be subject to successful completion of
duties with the current provider and pending completion of required pre - employment
background checks, drug screens, and other required certifications.
Outreach
To ensure it keeps the existing workforce engaged and informed throughout the
transition period, MV will meet with these employees immediately upon contract award.
MV will schedule meetings during off -peak service hours, where a representative will
M
MV Twnvav09unON, luc.
Proposal to the City of Rosemead for the 0 AAA
Operation of Rosemead Transit
explain the transition process. MV recognizes that a few employees may not qualify or
accept a position with MV. MV's transition team wilt actively recruit new employees
during the transition period to fill any open positions.
Vehicle Operator Evaluation and Training
In addition to pre- employment screening, MV conducts on -road evaluations of all
existing operators, and provides each with orientation, customer service, and refresher
training. This training is essentially an abridged version of MV's operator training
program. The transition team will schedule classes during
weekends and nights to accommodate wok into the
■■�I` during the day vehicle operators newly hired into the
system will attend MV's full operator training program. To
minimize the impact that the transition has on the current
workforce, MV will request to conduct operator
evaluations in- service. If the incumbent contractor will
not accommodate this request, MV will schedule
evaluations during off -duty hours.
MV will also request access to each employee's training
fife. This information is legally available to each
employee; however, it is more efficient to work directly
with the outgoing service operator to obtain these files. If the
incumbent contractor will not accommodate this request, MV will advise employees to
obtain copies of their training files directly.
Equipment and Facilities
Fleet Transition
MV has extensive experience in fleet transitions and understands the provisions of this
process. MV will schedule fleet acceptance inspections with the City of Rosemead and
the outgoing service operator. These inspections will occur prior to transitioning the
fleet, with ample time to complete any necessary corrective maintenance. Joel Ross,
director of maintenance will manage the fleet inspection and transition. He will facilitate
MV's communication with the City and the outgoing operator regarding the fleet
condition, serving as MV's maintenance representative to the City.
Parts Inventory
Upon award of contract, MV will initiate the parts ordering process. MV wnl also work
with the City staff and the incumbent contractor to understand the history of issues
regarding parts ordering. MV has an extensive network of parts suppliers, with whom the
company wilt work closely when transitioning the maintenance functions. Many of these
suppliers are current suppliers for the incumbent service provider, further promoting a
smooth transition.
T
STARTUP SCHEDULE
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SAMPLE MONTHLY MANAGEMENT REPORT
FORMAT
MV Transportation, Inc.
C' Department 33135, P.O. Box 39000
San Francisco, CA 94139
707 - 863 - 8980.707- 863 -8943
Number. 1426 Name: City Of Lawndale
Address: 14717 Burin Ave
City: Lawndale State CA
Contact
City Description
_0.00 Express MAY - 2015
0.00 Residential MAY- 2015
Less Feral
Invoice No.O
Date 5!152015
Terms 30
90260 Due Date 6/142015
Service Date: MY 2015
coda unit Pace TOTAL
4080 -0
4080-0
Have a Safe Day!
Please asset us in applying your payment correctly by Tell the remmame slip with your payment 10
MVTransponalsm Inc.
Department 33135. PO Bon 39000
San France., CA 94139
(Division (Check (Check Amount
W USE ONLY
Customer Number Customer Name
Ch of Lama le
Invoee Namber 0 Invoice Amount
am+
SubTotal
4090. __.__...
LISD TOTAL
Lewndale FU l$ummsry MAY 2015
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FUELINDEX
MAY 2015
Contractual Fuel Price At Ince tion
$ 2.296
Average Price this Month from EXPO Fuel Re ort
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Percentage Change
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0
INJURY AND ILLNESS PREVENTION PROGRAM
f"
"NPW,
MV TRANS�IRTATION, IN
M
1 � t
uki
and Illness Prevention Program
Table of Contents
1. Introduction ......................................................................................................................... ..............................2
1.1. Objectives .......................... ......................................... .......................................................................... ....2
1.2. Safety Policy............ ............... ... .................... ___...._............. ........ ....................... .. ... ....................... ....3
1.3. Work Conditions ..................... ._.._.......................... ........... ................. _.. ........... .......... ................... _. ..... 3
3. Participation and Compliance ............................................................................................ ..............................5
3.1. Employee Agreement to Participate .................. ...... ................ ...... .... ._......_. ....... .............................. ... ... .5
3.2. Compliance ......................... ................... ._........._._ .......................... _, ... ,.. ... ..... ........ ........... ... ............. .5
3.3. Consequence of Non- Participation............ ._._.._ . ......... ...... ....... .... _. .... .,.......... ....._........6
5. Incident Investigation ...................................................................................................... ............................... 10
5.1. Incident Investigation .. ........ ............. ._ ..... ,........ ......................................._......,.....,... .............................10
5.2. Reporting an Injury Incident ...................................................................................... ............................... 10
5.3. Procedure ............................ ,................................... ...... ..... ..................................................................... 10
6. Record Keeping ................................................................................................................ ............................... 12
6.1. Scheduled Inspections ..................... ...... ................. ...... ....... ......... ......................................................... 12
6.2. Safety and Health Training ......... ......... ... .... ... ..... ........... .................. ........................................................ 12
6.3. Injury or Illness Report ........ ,., .......... ........ ............................... ................... ............................................. 12
7. Acknovdedgement Forms .................................................................................................. .............................13
Page 1
and Illness Prevention
1. Introduction
'I he management of MV Transportation, Inc. recognizes that the health and satct of its emplovees
is of paramount importance to the successful operation of its business. Fmplovecs have a right to
expect a safe and healthy working environment and safe job methods and practices. Pot that
reason, 1I\' holds safety and health as its highest .Inc. v
\R' managers and supervisors are responsible for maintaining healthy and safe working conditions
and for the implementation of NfA "s Injury and Illness Prevention Program (IIPP) in their
respective departments and at their respective locations.
F3mplrn-cce are expected to follow safe work practices and procedures and adhere to all safety mlc.
All employees must take an active role in protecting themselves and fellow workers. Emplo%ees are
expected to detect and report unsafe conditions, practices, and behaviors in the workplace.
P:vcr" effort will be made to provide adequate training to NIX personnel. l however, if there is ever
any doubt about how to do a job or task safely, it is the responsibility of the employee to ask a
knowledgeable, qualified person for assistance before resuming work.
SIC personnel are expected to assist management in accident prevention activities. Any potentially
unsafe conditions and all on -the -job injuries must be reported promptly to the injured employei s
manager or Supervisor,
Approvals
Name
Signature l Printed Name
Date
Department Lead,
Bridges
Human Resources:
Executive Approval .
hore:'Che references herein to ",R "' or "NR' Transportation" describe %R' Transportation, Inc.,
to include all its subsidiaries, joint ventures, partnerships, and affiliates.
1.1. Objectives
the objective of the safety policy /program and administrative procedure is to prevent
accidents, reduce personal injury and occupational illness, and comply with all safety and
health standards. "I'hrough employee training, education and participation in this program,
JIB' hopes to develop and maintain employee awareness, health, and safety.
Program Objecuc es:
Injury and Illness Prevention Program 0
• To provide employees with a safe environment in which to work through the
identification and elimination tit hazards
• To ensure that supervisors accept their basic responsibilities for the safety of employees
and guarantee the consistent enforcement of safety requirements be all levels of
management at all locations
• To make a concerted effort to insult safety awareness in ee-cr- employee
• To provide employees with the knowledge of cafe and effectn e merleals of performing
their job through ongoing instruction and training
• To adhere to all local, state and federal safety codes, recognizing that these are
considered only minimal safety requirements in many instances
• to make certain each employee understands and accepts that individual safety
responsibility is a condition of emplotment
1.2. Safety Policy
Local, state and federal laws, as well as company policy, make the health and safety of \I\'
personnel the first consideration of our business. 'to be successful in this endeavor, all
employees on every level shall adopt positive attitudes towards injure' and illness prevention.
\ \'c most also cooperate in all safer and health matters, not only between management and
employees, but also between each employee and his or her respective coworker, Only
through such efforts can our safety program be successful. Our ultimate goal is zero
accidents.
1.3. Work Conditions
It is the responsibility of all personnel to be watchful of conditions in all work areas that can
produce or lead to injuries. nIV employees will never be squired to do a job that is known
to be unsafe, or harmful to one's health or safety. Cooperation in detecting potential
hazards, reporting dangerous conditions and limiting workplace risks is the duty of every
employee. Employees must inform their supervisor immediately of am situation that is
beyond their ability or authority to correct. NV employees will not be disciplined or suffer
any retaliation for reporting, in good faith, a safety violation or potential hazard.
Page 3
Fi Po�de lrtNem'
Injury and Illness Prevention Program
2. Roles and Responsibilities
2.1. General Manager
Cnda the authority of',P,'s Hoard of Directors and the chief operating officer (COO), the
general manager is responsible for overall management and administration of the IIPP. All
levels of management are expected m fully support the sateq' chrcctor and ensure that all
safety pracuces and procedures are uniform, and faith enforced.
2.2. Safety Manager
"fhe safer manager has the authoutc and responsibility to develop and implement the IIPP
at his /her division.
2.1. Supervisors or other Lead Personnel
Lach supervisor is responsible for implementing the IIPP in his /her work area, and for
answering emplovee questions about the IIPP. Supcnison, must keep a current copy of the
IIPP available to emplocns upon request.
In addition, sopen'isors have full responsibiliq in providing employees with an
understanding of the safe and effective methods of performing their job, through
continuing instrucuon and training as well as ensuring they adhere to all local, state and
federal safety codes. A o peryisor's failure to provide employees under their direction with
the proper training will result it, disciplinary action and mat be grounds for dismissal.
Page 4
and Illness Prevention Program Vrt Aft
3. Participation and Compliance
3.1. Employee Agreement to Participate
A safe and healthy workplace is among NR"s highest prionties. All personnel are expected
to use safe work practices at all times. V hile \R' cannot anticipate even' workplace hazard,
the following general principles should serve as a guide for \R' personnel:
• Ahvays be safety conscious
• Know the iwo; procedures and responsibilities related to your job
• Discuss safer- situations with your super, Lsor and /or the safety manager
• .\ttend all required . safen training and safer' meetings
• Read all posters and warnings
• listen to instructions carefully
• L'se safe workplace practices
participate in accident investigations as requested
• Accept responsibility for the safer' of yourself and others
• Maintain all required documentation
As a condition of employment with \R', employees must read and understand this UPI)
and know where to find an updated copy. it is the employee's responsibihr to ask a
supervisor or the safer manager for assistance and further explanation should any
pmcision% of the IIPP be unclear.
Idmpinvees who follnw safe and healthy work practices will have this fact recognized and
documented on their performance reviews Employees who are unaware of correct safer
and health procedures will be trained or rerrained as described in Section 40.
\\ illml violation of safe work practices may result in disciplinan action in accordance with
company policies.
3.2. Compliance
Managers and supervisors are obligated to ensure all safer and health policies are clearly
communicated and understood be NIA' personnel. 'Io ensure compliance, \R' shall:
• Conduct safety orientations for new employees;
• Recognize employees that perform above and beyond \R' safety policies;
• Promprh' distribute or post updates and ounces, via written or electronic means (e.g.
bulletin boards, newsletter, etc.);
Page 5
m
Injury and Illness Prevention Pmgrnm
• Conduct periodic safety meetings,
• Prucidc fortual and informal training;
• Vneourage emplovec reporting of unsafe conditions; and
Discipline. pernonnel for tailure to comply with safety policies.
3.3. Consequence of Non - Participation
Personnel who purposefully or willfully fail to complc with the established politics and
procedures outlined in this i1PP, will be subject to tlisciplinan- action, up to and including
tcmiination.
Page 6
and Illness Prevention Program a
4. Safety Training and Communication
4.1. Overview
In order to maintain a safe and healthy work eminmment as well as complying with local,
state, and federal safer' codes, NR' requires all personnel receive general and job - specific
safety training and emergency information. Directors and managers are responsible for
ensuring supervisors are bulk trained and knowledgeable in safety and health hazards to
which employees under their immediate direction and control may be exposed.
4.2. Training
Supervises are responsible for ensuring all personnel under their direction receive training
on general workplace safety as well as safey issues specific to their job. This includes safety
orientation for new employees and any additional training needed for job - specific hazards.
Employees must complete this training before they can work unsupervised.
'Prainiug and educauunal information will be provided when
• I her, have heen significant recisions n, the IIPP;
• ISmploYec, are initially hired;
• Employees arc given a new job assignment whore training has not been received;
• New substances, processes, procedure, or equipment are introduced to the workplace
and represent a new hazard;
• An employee is found in violation of \1 \' politics and procedures
• A new hazard has been discovered; or
• As needed, for any reason deemed nrn•ssan.
Training topics may include, but are not limited to, the following subjects.
• Contents of the IIPP
• games of MV salen and health personnel and site safer responsibilities
• Safe work practices for job - specific assignments
• Fire prevention and protection measures and location of portable fire extinguishers,
sprinkler systems, and smoke and /or Ere alarms
• Chemical and physical hazard identification in specific work areas
• Emergency procedures and locations of first aid supplies and other emergence
equipment
• Disaster preparedness and response, including building evacuation procedures
• Hack care, body mechanics, and proper lifting techniques
Page 7
11
and Illness Prevention
• Hazard communication, including training on safer' data sheets (SDS), chemicals
hazards, and container labeling
• proper housekeeping
• Chemical pill reporting procedures
The safer manager, supervisor, and /or his /her designee shall conduct monthh safes
meetings on topics of interest which are relevant to their employtes work activities.
I.rnployecs will be given an oppommm to ask yucsti(ns and to raise ant safety concerns.
These meetings will also provide an opporionity to review the specific causes and eorrocme
actions fur anY occupational injun, illness, or near trusses that have occurred in the prior
months.
4.3. Communication
1I\' values open communication between management and personnel on all matters
pertaining to safer- and health. 'I he system of communication consists of:
• \Corkplace safer and health training;
• Posted, or distributed sa fet_t -ndamd in&tmtatiunal material;
• .\ system for emplovecs to anom muusl'v inform management about workplace hazards;
• \C 'hen necessan, provide translation to effecm ch communicate safety and health
concerns; and
•
Hazard identification and abatement.
4.4. Workplace Inspections
Sup, ts,a)c will review work operations daily for compliance with sate work practices and
standard operating procedures. At least nwnthh, each superisnr or his /her designee will
conduct more in -depth inspections to identi& workplace hazards and unsafe conditions or
work practices.
:additional inspections will take place when:
• The IIPP is initially established;
• Occupational injury- or illness has occurred;
• \ workplace conditions warrant an inspection; or
\\ henever a supervisor is made aware of a new or previously unrecognized hazard.
\ record of the inspection and discrepancies found shall be maintained by the safety
manager and a follow -up action plan shall be established to ensure that corrective measures
arc taken. 'I he safer manager will also conduct periodic valkthroughs at his /her division.
Page 8
Injury and Illness Prevention Program
4.5. Abatement of Unsafe Conditions
V hencvcr an unsafe or unhealthy condition, practice, or procedure is observed, discovered,
or reported, the safery manager or his /her designee will take appropriate corrective
measures in a timely manner based upon the secerm- of the hazard. Inspection findings still
bc prepared in writing and maintained by the safer manager.
Employees will be intormed of the hazard and interim protective measures taken until the
hazard is cor,cted. If the hazard cannot be unmediateic abated, all personnel shall be
removed from the affected area. Access to the area will be controlled until the safety' of
personnel can be assured.
Page 9
vmweTm..-
F3
and Illness Prevention
5. Incident Investigation
5.1. Incident Investigation
"fhe first response, by a supen"i,or to an incident, is to begin an incident investigation
immediately and submit a preliminary report to the safen- manager within ?J hours. The
focus must be to place priority on leering as much as possible about what happened and to
identih' means to present similar occurrences in the future.
'fhe incident inycsugation shall detail such things ac
• The reported injury /illness
• Close Calls: These arc safer- related incidems which could have resulted in an
injure /illness (e.g. chemical spills, tires, equipment left turfing, water leaks around
electrical equipment, shp /trip /fall hazards not marked)
• Cnderhing causes of the incident
5.2. Reporting an Injury Incident
l iyep work related injun' requiring more than a Nand -Aid, no matter how minor, must be
reported to the upen isor, general manager, or maintenance manager.
• Lmployces arc responsible toy reporting all illnesses, injuries, exposures incidents,
property' damage, near misses, and hazardous situations immediatelY or before the end
of their shift;
• Participating in the incident im-estigation; and
• Completing the appropriate fovns and contact information.
5.3. Procedure
I'he ti flowing procedure for documenting the illness and injun investigation is as follows
• I , an unbiased approach to finding the cause of the injury.
• Dcm clop an analysis of what happened, how it happened, and how- it could hays been
pre, incd.
• Visit the scene of the incident as soon as possible (when it is sate to do so) to obtain
important details from witnesses while those detail are fresh in their mind,.
•
If possible, interview the injured worker at the scene.
� � Page 10
Injury and Illness Prevention Program OWA
• All interviews should be conducted as privately as possible. Interview witnesses one at a
time. 'balk with anyone who has knowledge of the injury /illness even if they did not
actually witness it.
• Consider taking statements in cases where facts are unclear or there is disagreement
about the facts.
• Document details graphically. Use sketches, diagrams and photos as needed and take
measurements when appropriate.
• If a third party or defective product contributed to the injure, save anv evidence. It
could be critical to the recover, of claims costs.
Serious injuries, illnesses, or death of an employee must be reported to as soon as possible,
within eight (8) hours to risk management and the regional vice president. Serious injury or
illness means an injury or illness which requires: inpatient hospitalization Cor more than 24
hours for other than obser'adon, a loss of any member of the body, or any serious degree
of permanent disfigurement.
Page 11
Injury and Illness Prevention Program
6. Record Keeping
6.1. Scheduled Inspections
'llre safety manager will maintain records of tomtal inspections for at least three scars.
lhcse records will include at minimum the work location, date of inspection, inspector's
name, and description of anv hazards or unsafe condition identified and eorreCtive actions
implemented.
6.2. Safety and Health Training
Documentation of safery meetings and training is the responsibilm of the sates manager
and /or his /her designee Training must be documented using written sign -up sheet, that
show at minimum the date of training, the names of personnel in attendance, topics
discussed, and the instmnor's signature. Copics of are written training matcnals will be
retained to document specific training content. This documentation will be retained for at
least three teas.
6.3. Injury or Illness Report
"lhe purpose of the safety program is to limit the incidence of error and carelessness
through awareness. Record keeping and rtwiew of accident /injure records is one wav to
maintain awareness and avoid a recurrence of a similar eccut.
Basic records that shall be maintained:
• limplocer's Report of Occupational Injure or Illness
• lnnual lug and Summary Report of Occupational Injuries and Illness
The responsibihn' of completing these records shall he that of the cafery manager or his /her
designee.: W reports most be maintained for no less than five scars.
1� � Page 12
Re Rwr6[lrtedmn
7. Acknowledgement Forms
Injury and Illness Prevention Program
,No
Page 13
M
Injury and Illness Prevention Program: Acknowledgement
RECEIPT AND ACKNOWLEDGEMENT OF POLICY AND TRAINING
INJURY AND ILLNESS PREVENTION PROGRAM
I confirm that I have received a Copy of the document utled:
"Injure and Illness Prevention Program" and understand its provisions.
I further continn drat I have received training pursuant to this Program.
Signed:
Title:
Date:
Page 14
0
MV TRANSPORTATION, INC.
June 29, 2015
Start Hawkesworth
_lssistant Cary Slanagcr
City Clerk's Office
Citv of Rosemead
8838 E. Valley Blvd.
Rosemead, CA 91770
U: Operation of Rosemead Transit
Dear b1r. Hawkesworde
A W is in receipt of the email dated June 23, 2015.
Pursuant to that email, b1V respectfully submits the following clarifications to the above - referenced
procurement. V e hope that these explanations provide ample clarification; however, should the Ca v
of Rosemead require any additional information, please do not hesitate to contact me at any rime.
I remain your primary contact for this procurement and am authorized to make representations for
1SLV Transportation, Inc., to include all its subsidiaries, joint ventures, partnerships, and affiliates (the
bidding entity). I can be reached any time of day at 214.662.0499 or justimpate @mvtransitcom.
Additionally,',Ir. Joe Nscobedo, senior vice president, will sen -c as your secondary contact he can
be reached any time of day at 623.340.3209 or joe.escobedo @mvtransit.com.
Thank you for your ongoing consideration of D1V Transportation, Inc. \Q'e look forward to working
with you throughout the remainder of this procurement.
Best regards,
Justin Pate
Vice President Business Development
479 Mason Street I Suite 221 1 Vacaville, CA 95688 1 P 707.446.5573 1 F 707.446.4177 1 www.mvtransit.com
Proposal to the City of Rosemead for the Operation of Rosemead Transit
1. The proposed staffing on p.12 indicates that the Project/Safety Training Manager will be committed
to the Rosemead project for 10% FTE, or 4 hours per week; Operations Supervisor for 5% FTE or 2
hours /week, Maintenance Mgr. at 5% FTE or 2 hours /wk. Please explain how the Rosemead Transit
project will be effectively managed with 1 day of management staffing per week.
M% "s FT F. percentage is the means for the Can of Rosemead to understand how much time is
being charged to the City for the above referenced positions to include Project /Safety
Training Ielanager, Operations Supervisor, and btaintenance Manager. In 11%Is. Parten's case, the
percentage is ten (10) percent, with Five (5) percent for maintenance and operations
supervision. This does not mean that, for example, Ms. Patten or any of her team is capped in
terms of the amount of time they will spend working on the Rosemead Transit project.
zvn' is in a unique position in that it has a central location in the Los Angeles area, with many
resources at its disposal to support Nis. Patten and manage Rosemead Transit In addition to
the supervision fisted above, MV's organizational chart on page 12 also shows two fully
dedicated road supervisors. These superyis'ors will be out in the field monitoring service and
reporting back to the operations team throughout the service day.
Ms. Parten and her team understand that there may be days when she will require more time
for Rosemead meetings or service planning. During these times, the rest of the management
team will support her and allow her to focus on Rosemead Transit as needed. MV looks
forward to the opportanaty to discuss how this model will benefit the City's transit system.
2. Please clarify the exact roles of the "Project/Safety Training Manager" and the Paramount General
Manager, who will "be available on -site to assist Ms. Parten as needed." Also, please explain how
your proposed Project Manager, Ms. Parten, meets the required management experience specified
on pg. 35 of the RFP.
As the project /safety training manager, Lina Patten will oversee daily service and be the
Primary liaison to the City. She will conduct all safety training, auditing, and compliance
reviews. She will also work with the City to provide operational data, discus's any concerns,
investigate complaints, receive passenger feedback, and be responsible for day -to -day
operations.
Lana has eight (8) years of combined transportation management experience as a safety
training manager and an operations manager at the Paramount location and exceeds the
minimum requirements of the RIP. She began her career in transportation in 2004 as a vehicle
operator. She holds a Transit /Paratransit Management Certificate from the University of the
Pacific Eberhardt School of Business.
The general manager for the proposed service location, Mr. Stephen Allan, will be available to
assist Dols. Parten with the Rosemead Transit services as needed but won't be directly involved
in dally operations unless requested or needed.
3. Please clarify the supervisory/management responsibilities that your proposed Project Manager, Line
Parten, will have in addition to Rosemead Transit and whether she will be assigned full -time to the
Paramount facility.
Page 2
P
My TRAN5P RTFI,ON. INC -
my
to the Citv of Rosemead for the Operation of Rosemead Transit
In addition to the responsibilities of die Rosemead 'Transit Services, Ms. Lira Patten is the
safety training manager with training and safety oversight for multiple contracts operating
from the Paramount facility. She is responsible for safety auditing, training, analysis, dmg and
alcohol testing, DriweCam reviews, and ensuring safety compliance. She acts as \fV's in -house
safery official for the Paramount, CA location working with local authorities to ensure safety
and emergency, preparedness.
Lina is assigned full-time to the Paramount, CA location. The size of tiIV's Paramount
location ensures that Ms. Patten will have access to extra support as needed to ensure that
services provided meet the City's expectations.
4. Please provide a clear description of the reporting systems that your firm will put in place to satisfy
the reporting requirements set forth in the Draft Agreement and Section VI of the Scope of Work.
Also, as requested, please provide a sample Monthly Management Report that meets the
requirements of the RFP.
1\1V will use multiple data collection methods including service software, enterprise resource
planning solutions, maintenance management software, manual collection, and phone system
data collection to meet or exceed all data collection, record keeping, and reporting
requirements. The following is a list of data collection software /methods of data gathering
1\17\7 will use.
• Payroll Edit— S1V's in -house system tracks third -party data to compile summary reports
for billing, payroll, and operational repotting.
• Lawson Hnterprise Resource Planning Solution — This suite includes financial and human
resources suites for general ledger, accounts payable and receivable, personnel and
benefits administration, payroll, and employee management.
• Simpll and TimePoint Reporting — This software provides vehicle tracking, daily
operations management, and robust reporting capabilities.
• Trapeze Enterprise Asset Management (HAM) — Vehicle maintenance information is
compiled and reported using this system.
• Phone System Data —'Nill be collected by the phone system.
• Other data gathering will be completed manually through operator logs and fare box
revenue records.
Please see sample Sfonthly Sfanagerrent Reports following this response, D1V will work with
the City to customize reports provided for Rosemead Transit.
5. The RFP on p.16 states that "Any (Physical Damage) deductible shall not exceed Ten Thousand
Dollars ($10,000.00) Per Incident..." and, on. P.18, states "OFFEROR shall disclose in their proposal
any and all self- insurance, self- insured retentions, and deductibles by dollar amount related to the
insurance coverages required by the CITY." Please provide this required information.
—'Y
wr' Page 3
MV TRANSPORTATION, INC
=• 1--1
Proposal to the City of Rosemead for the Operation of Rosemead Transit
NIV is aware of and has accounted for the "not to exceed" l0k deductible, per incident, in its
pricing. Should Nf' be awarded the contract this policy must be purchased and an updated
Certificate of Insurance will be provided to the City for its review and inclusion in any
subsequent Contract Agreement, Regarding any and all self- insurance, self insured retentions,
and deductibles, M4 is disclosing that it has a $2,000,000 deductible per occurrence for
General Liability, and a S2,000,000 self - insured retention for .Auto Liability. In California, MV
is self insured for Worker's Compensation.
6. You are proposing to operate the Rosemead Transit services from your Paramount facility, which is
located 15 miles from the Rosemead city limits. How do you propose to minimize the deadhead this
location will incur on the City's vehicles and how to you propose to hold the City harmless from this
additional wear and tear on the vehicles?
MV has proposed to operate these services from its Paramount facility. It was determined after
multiple scenario based modeling and a run cut analysis that this would provide the City with
the best overall value NLV has a large facility in Paramount, which is leveraged to pass along
considerable savings to the City of Rosemead, while also offering best practices in
maintenance, dispatch, and overall operation of service.
MV understands the City's concerns regarding deadhead and is open to discussing alternative
options. If the City of Rosemead is able to provide five (5) parking spaces for the vehicles on
Cin property or other City provided space, D44 would implement a park out to decrease
overall deadhead, a scenario that it operates in multiple locations across the country. If the City
is open to permitting and /or providing this space, MV would be able to reduce its costs
further and offer increased savings to the City.
MV believes that leveraging costs through DfV's proposed mode of operations will result in
saving to the City that will mitigate the additional vehicle wear and tear. NIV anticipates
additional deadhead mileage to be approximately 5,000 miles per year per vehicle.
7. Please confirm that your firm will participate in the DMV Pull Notice Program as required on p.41 of
the REP.
Confirmed NIV participates in the California DNR' Pull Notice Program. 'I'his can be verified
by calling (916) 657 -6346 and providing MV Transportation's Requesior Code #79787.
8. Who exactly will be providing the training detailed in pages 55 -63 of your proposal?
hb. Lana Patten will administer the operator training program and will be assisted using
resources from its Paramount location as needed.
9. How many hours of training will an experienced driver be given? [New drivers will receive 80 hours of
training — p.56]
Experienced operators are tested and receive a shortened version of NfV's standard operator
training program. This training will consist, at a minimum, of six (6) hours of classroom
review, two (2) hours of behind -the -wheel road check and two (2) hours of customer service
- j Page
nv TRANSPORTATION. INC.
Proposal to the City of Rosemead for the Operation of Rosemead Transit
training. The road check focuses on safety standards, defensive driving skills, and vehicle
familiarity.
These 10 hours represent the mirwnum amount of retraining administered to experienced
incumbent operators. All operators will be judged on an individual basis to determine the level
of retraining required. it is not uncommon for operators to receive additional training when
transitioning to ensure they meet MV "s high standards regarding safey and customer service.
10. Your Cost Proposal includes the item "Operation Supervisor Salary" at $5,427 per month but, on
page 12 your Organization Chart shows this position at only "5 Percent FTE," which would be 2
hours per week. Please review your Cost Proposal and either confirm this proposed cost or submit a
revised Cost Proposal.
SfV"s cost proposal lists operations supervisors as "road supenzsots ". MVy has included two
(2) full -tine equivalent (bTE) road supervisors in its pricing. The two items that are included
as five (5) percent FIE in the proposal are the operations supervisor and the maintenance
manager. f B' apologizes for the confusion and confirms that no updated pricing
contemplating this question is needed.
11. Please explain exactly what the following Fixed Cost items are and how they apply to the Rosemead
project:
System Vehicle Technoloev
• DriveCam: Allows effective coaching of unsafe driving behaviors, records g -force
triggered incidents, mitigates risk from claims, and lowers bfVy's insurance cost to
Rosemead.
• Mobileye Collision Avoidance System: Exterior camera system allowing real -time
driver correction and audible alerts based on millisecond tracking of pedestrians and
vehicles this system also lowers insurance costs.
• Mobile Data Terminal (MDT) Tablets & Cellular Airtime Charges: 'Tablets
provides real -time manifest information and dispatching updates to the demand response
service.
Business License /Taxes
• Required business licenses, personal property races, and smog testing fees.
Interest Expense
• 'This is a standard operating cost and represents the period of time between MV "s
payment of operating costs and the time it receives reimbursement from the City.
_...
Page 5
IF
MV TRPNSPoRTPnoN, INC
the Rose
on of
f H!
Southland Transit
3650 Rcclo.Vo!I AI, enLIO
El Monte CA q 1 1; l
T110
Southland Transit Inc.
June 17, 2015
Setting the Standard for Community
Transit in Southern California
Matt Hawkesworth, Assistant City Manager
City of Rosemead
8838 E. Valley Blvd.
Rosemead, CA 91770
SUBJECT. PROPOSAL FOR THE MANAGEMENT & OPERATION OF THE ROSEMEAD TRANSIT
SYSTEM
Southland Transit presents the attached proposal with a clear understanding and full commitment to
exceeding the requirements of this Request for Proposals (RFP). Southland has become a leader in
providing community based demand response and fixed route services. As the incumbent
contractor, we will continue to bring that experience to the task of providing exceptional service to
the City of Rosemead and especially to the passengers who utilize the public transportation services.
In Michelle Gamez, we are proposing a qualified and experienced manager in fixed route and
di -ride services, Michelle is a former manager of this system and is very familiar with it
and will remain with this project for the term of the contract.
Our extensive community transit service in the San Gabriel Valley makes us the best service
partner for the City as it explores new service delivery methods in the future.
Our corporate office is minutes away from the City which allows us to be the most responsive
support team in Southern California.
Because we run so many contracts in this area, we are able to move resources effectively to
support the City's operation when necessary.
As the incumbent contractor we will be retaining all existing workers and as a result Labor Code
1070-1074 allows us, and we respectfully request, the same 10% evaluation credit which is available
to firms proposing against us who make the commitment to hire existing workers.
As the Vice President/COO of Southland Transit, I hereby certify that I am authorized to bind the
company to this proposal. We have carefully reviewed the RFP, and the City's other contractual
requirements in its entirety. In submitting this proposal, we commit to meeting all of the requirements
outlined in those documents and affirm that our proposal shall remain valid for a period of no less
than one hundred and twenty days (120) days. If there are any questions regarding this proposal
please feel free to contact me:
Scott Transue, Vice President/COO
Southland Transit, Inc.
3650 Rockwell Avenue
El Monte CA 91731
Ph: 626.258.1310 -Fax: 626.258.1329
_ Email: stransue @southlandtransit.com
Sincerely, ��
Scott Transue
Vice President/COO
SOUTHLAND TRANSIT INC.
3650 ROCKWELL AVENUE, EL MONTE. CALIFORNIA 91731
626.258.1310 • FAx 626.258.1329 • INFO SCUTHUNDTRANSIT.COM
FORM A
ROSEMEAD TRANSIT COST PROPOSAL, PAGE 1
Summary of Proposed Cost
Proposer hereby proposes a total three -year cost for management and operation of the
Rosemead Transit services as defined in the Request for Proposals, including any and
all addenda, of:
[Insert Total Proposed Base Term Cost} Two million four hundred eighty six thousand
eight hundred forty five
Dollars [$2,486,845.00]
OFFEROR'S Representations & Acknowledgement
In submitting a proposal, the OFFEROR affirms that he /shelit is familiar with all
requirements of the RFP and has sufficiently informed himself /herself /itself in all matters
affecting the performance of the work or the furnishing of the labor, supplies, materials,
equipment, or facilities called for in this RFP; that he /she /it has checked the proposal for
errors and omissions; that the prices stated are correct and as intended by the
OFFEROR.
OFFEROR acknowledges that this is a "turn -key" contract and that the proposed cost
amount is for all staff, facilities, vehicles and equipment, supplies and services required
for the operation and management of Rosemead Transit except for those duties and
responsibilities of the CITY specifically identified in the RFP.
This proposal and proposed cost are a firm, fixed offer for a period of ninety (90)
calendar days from the Proposal Due Date of June 17, 2015.
NAME OF PROPOSER FIRM: Southland Transit, Inc.
ADDRESS: 3650 Rockwell Avenue
El Monte CA 91731
NAME OF AUTHORIZED REPRESENTATIVE FOR NEGOTIATIONS:
Scott Transue
PHONE NUMBER: (626) 258 - 1310
AUTHORIZED SIGNATURE:_
NAME & TITLE OF SIGNER: Scott Transue, Vice Presideri
DATE: June 16, 2015
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2
Proposer's Name: Studdland Transit, Inc
PROPOSED COST FORMULA
This table auto-Llls from Hourlv and Fixed Cost Tables. Do not overwrite formulas
COSTFORMULA
Year One
12 Months
Year Two
12 Months
Year Three
12 Months
1. Cost per RVH
5
2600
$
2678
S 27 58
2. Monthly Fixed Cost
$
33.401
$
34,230
$ 35,081
Projected Annual RVH
52.304.39
15610
$
15.610
15.610
3. Annual R H Cost
$
405 825
$
417.976
$ 430491
4. Annual Fixed Costs
$
400.818
$
410762
5 420.971
TOTAL COST (314)
S
806.644
1 S
8287381
S 851 463
Thrs Cost Proposal Farm d to be used to subm It the proposed contractor's I.rm cost procosat for all work
beach bed In the RFP and Scope Of Work The detailed Cost Broblo lu^s of the Cost Proposal Form
should be consistent vah proposed Cost Per Revenue Vehicle Hoc• and Monthly Fixed Costs.
BREAKDOWN OF COST PER REVENUE VEHICLE HOUR
COST PER RVH BREAKDOWN
Year One
Year Two
Year Three
Dover Wages
$
285.453.51
S
294.01711 $
392,83763
Driver n n e, benefits
$
49.301,91
5
50.780 96
$
52.304.39
Madera. Part
$
46.224.00
S
47A1072'$
49.03904
Maintenance Supplier
$
11,093 -76
S
'•142657
$
1176937
Outside Repairs
$
12 942 72
$
13831.09
$
13.730.93
Other ( specify )
Driver Permits /Licenser
$
325 DD
$
325 00
$
32.06
Flogerpon(mg
$
200.00
$
200.00
$
200.00
Put Notice
$
150.60
$
150.,10
$
150.00
Drug Tests
$
135.00
$
13500
$
13500
Vehicle Licenses
$
TOTAL COST PER RVH
5
26.00
$
2678
$
27.58
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
Proposer's Name: Southland Transit, Ina
BREAKDOWN OF MONTHLY FIXED COSTS
1 b the average month fixed costs b caI arY)
Not,: Costs shown are o e
MONTHLY FIXED COST BREAKDOWN
Vear Orle
Year On,
Vear Three
Vear Two
Year Three
Project Manager Salary
$
2]040
S
2]851
S
2068]
Protect Manager Fringe
8
f.614
S
4]53
If
4,895
Mamlenance Mgr Salary
S
37"
$
3,856
S
3,972
Maint M r Fringe
S
639
S
658
S
678
Operation Supervisor Salary
5
15652
S
16.122
5
16.605
Operation Supervisor Fringe -
$
2 67
$
2751
5
2.834
Dispatch Staff Wages
$
26,848
S
27,653
$
28A33
dispatch Staff Fringe
$
4,582
S
4,]19
S
4861
Mainlanance Staff Wages
S
33.]]4
5
34 7f37
$
35831
Maintenance Staff Fringe
5
5 764
S
5.99]
5
6.115
Other Wris(Reservatfpmii Wages?
5
22552
5
23229
S
23.925
Other Fringe Resenatlonist Frnge)
$
3849
S
3964
S
4,083
Hiring/Lrainirg
S
2400
S
2448
5
2497
Safety
5
1,048
5
1069
S
1,090
Untlorms
5
1201
S
1 225
S
1,250
Non - Revenue Vehlde$
5
5
$
FK,lily Lease I Rent Cost
5
18,293
5
18,958
$
19.032
Jandonel
5
1200
5
1224
S
1.248
Telephone
$
11,904
S
12.142
5
12385
Utilities
5
2.400
$
2 A48
5
2497
Office Supplies
S
355
S
_ _ 1 382
$
1 41D
Accopntmg
5
7280 W
5
7498
$
7 723
INSURANCE:
General liati
$
3.344
5
3411
5
3,479
Automobile Liadlily
S
6].500
S
bg 850
5
70.22]
GollisionlCOmDrehensive
S
9,750
S
9.945
5
10.144
Workers Compensation
S
43.229
S
44,094
5
44.976
Computer Hardware
5
1,209
5
1,209
S
1209
Compuer Software
On Based Gun ers G01,
$
8.490
5
U.490
S
- 6490
01ber ( NOn Revenue Faell
5
4000
5
4.000
5
4,000
RaGms
5
13a>
5
1.429
5
1471
Fireboxes
5
5
Vehides /Equipment
5
605
5
605
6
605
ain
Solhvere Mtenance
5
t a00
5
1.530
$
1.551
56r1 Up Cost
Overhead
5
22500
S
5
23 1 ?5
$
5
238701
Nlona9emenl Fe,11'eft
S
38,495
5
39649
5
40639',
TOTAL ANNUAL FIXED C0511
400,818
410,762
420,971
TOTAL MONTHLY FIXED COSTS
3a dOt
34.330
33,081
[Note: Listing of typical cost Items on this provided form does not reemm -on«apwr T provmc a ue
heart;, IT utility or service I
ESTIMATED ANNUAL FUEL COST
Vear Orle
Vear iwo
Vear Three
proleded Total Vehicle Miles
164,896
184,896
1 184,896
$ 123 264
$ 128,811
1 $ 134,607
Estimated Annual Fuel Cast
q tlC VG Gaha,i
I $ 4 W
1 $ 4 .12
1 $ 424
FORM B
PROPOSER CONTACT INFORMATION
Proposer
Firm Name:
Authorized Representative Name
Authorized Representative Title:
Telephone Number:
Email Address:
Secondary Contact Name:
Secondary Contact Title:
Telephone Number
Email Address:
Southland Transit, Inc.
Scott Transue
Vice President /COO
(626) 258 1310
Stransue@southlandtransit.com
Michelle Gamez
Project Manager
(626) 258 1310
Mgamez@southlandtransit.com
Is Firm a qualified DBE? ® No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation: $N /A
Subcontractors to Proposer
Firm Name: N/A
Address:
City, State, Zip
Authorized Representative Name:
Authorized Representative Title:
Telephone Number:
Email Address:
Work to be performed:
Is Firm a qualified DBE? ❑ No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation: $
Firm Name: N/A
Address:
City, State, Zip
Authorized Representative Name:
Authorized Representative Title:
Telephone Number:
Email Address:
Work to be performed:
Is Firm a qualified DBE? ❑ No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation: $
Attach additional pages as necessary.
FORM C
ADDENDA ACKNOWLEDGEMENT FORM
PROPOSER: Southland Transit, Inc.
PROPOSER acknowledges that it has received and read the fullowing Addenda:
Addendum #1
Signature l
Addendum #
Signature
Addendum #
Signature - --
Addendum #
Signature
Addendum #
Signature
FORM D
NON - COLLUSION AFFIDAVIT FOR CONTRACTOR
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
Scott Transue declares and says:
1. That he /she is the (owner, partner, representative, or agent)
Of Southland Transit, Inc. hereinafter referred to as (CONTRACTOR) or
(subcontractor).
2. That he /she is fully informed regarding the preparation and contents of this proposal
for certain work in the City of Rosemead, State of California.
3. That his /her proposal is genuine, and is not collusive or a sham proposal.
4. That any of its officers, owners, agents, representatives, employees, or parties in
interest, including this affiliate, has not in any way colluded, conspired, connived or
agreed, directly or indirectly, with any other CONTRACTOR, firm, or person to submit a
collusive or sham proposal in connection with such contract, or to refrain to submitting a
proposal in connection with such contract, or has in any manner, directly or indirectly,
sought by unlawful agreement or connivance with any other CONTRACTOR, firm, or
person to fix the price or prices in said proposal, or to secure through collusion,
conspiracy, connivance, or unlawful agreement any advantage against City, . or any
person interested in the proposed contract. and,
5. That the price or prices quoted in the proposal are fair and proper, and are not
tainted by any collusion, conspiracy, connivance, or unlawful agreement on the part of
the CONTRACTOR, or any of its agents, owners, representatives, employees, or
parties in interest, including this affiliate.
I certify (or declare) under penalty of perjury, that the foregoing is true and correct.
Dated this 1 ay of Jyrae, 2015, at El Monte, California.
Signed:
Title: Vice President /COO
FORM E
REFERENCES
Proposer's Name Southland Transit, Inc.
Please list a minimum of at least four references of similar size and type of transit
services, including governmental agencies, if available.
Reference 1
AGENCY /COMPANY NAME: City of Arcadia
ADDRESS: 240 W Huntington Dr. Arcadia CA 91007
CONTACT PERSON: Lind Hui
EMAIL ADDRESS: Ihui @ci.arcadia.ca.us
PHONE NUMBER: (626) 5745415
LENGTH OF CONTRACT: 40YEARS
NUMBER OF VEHICLES OPERATED: 18
DESCRIPTION OF SERVICES PROVIDED:
General Public Paratransit Services to the community of Arcadia.
Reference 2
AGENCY /COMPANY NAME: City of La Puente
ADDRESS: 15900 E Main Street LA Puente CA 91744
CONTACT PERSON: John DiMano
EMAIL ADDRESS. jdimario @lapuente.org
PHONE NUMBER: (626) 8551517
LENGTH OF CONTRACT: 21 YEARS
NUMBER OF VEHICLES OPERATED: 5
DESCRIPTION OF SERVICES PROVIDED:
A combination of Fixed -Route and Dial -A -Ride Services to the community of La Puente.
Reference 3
AGENCY /COMPANY NAME: City of Temple City
ADDRESS. 9701 Las Tunas Dr. Temple City CA 91780
CONTACT PERSON: Cathy Burroughs
EMAIL ADDRESS: cburroughs @templecily.us
PHONE NUMBER: (626) 285 -2171 ext. 4505
LENGTH OF CONTRACT: 10 Months
NUMBER OF VEHICLES OPERATED: 4
DESCRIPTION OF SERVICES PROVIDED:
Dial -A -Ride Services within the City limits of Temple City.
Reference 4
AGENCY /COMPANY NAME: County of Los Angeles Sunshine Shuttle Service
ADDRESS: 900 S Fremont Alhambra CA 91803
CONTACT PERSON: Vanessa Rachel
EMAIL ADDRESS: VRACHAL @dpw.lacounty.gov
PHONE NUMBER: (626) 458 -5960
LENGTH OF CONTRACT: 1 year 3 months presently, and 5 years in the past
NUMBER OF VEHICLES OPERATED: 4
DESCRIPTION OF SERVICES PROVIDED:
Fixed -Route Shuttle Services with designated start and end times within the community
of Whittier
OSE D
Proposal for Management & Qpemtign gf RgseMCad t e
Table of Contents
Cover Letter..
Required Forms A -E
A. Experience ............................................................................................. ..............................5
5
Why Choose Southland ..... ........ . - 11.1
.......
List of Comparable Services Operated . ...................... ..... .,......
...........7
8
References ............. ....... _......
Demand Response Service (Dial -A Ride) ... _. ....._ .._ ....
.................... .
... ....... 10
FixedRoute Transit ........... _.............._._........ .........................._....
10
11
Taxi Operations .. ........_..._ ....__......_........._........
Qualifications....._.. ....... ._....._.... _ . .............._
..........
.... .... ._11
...................
B. Organization ....................................................................................... ..... ...
13
Credentials ............ ........ ........
.....
14
Corporate Team.... _..... ..._... .........
......
Corporate Organization Chart ... ....... ... ............................._.
_...... 17
C. Resource Allocation .......................................................................... ...............................
17
........... .
Special Services ... ..... ........_ - - - --
Fixed -Route Bus Scheduling and Development .._ .. _.....
.__ 17
...._
Removal of Vehicle Operator..... ......... ._ . ............
......... 18
18
Complaint Response _ .............. _. ............
_............
19
On- Street Supervision . ........... .. ...... .. _........_...
....... _.........
19
Response to Vehicle Breakdowns ....................... _......... _.. _...... _.............
_..... _. _.......
20
Lunch and Break Handling Procedures...._.. .........__....._............_. _ ..............._...........
20
Documentation and Maintenance of Project Records .... ........................
Revenue Vehicle Towing ... ........ .. ........_....... .. __ .....
..........._.. 22
22
......
Operator Appearance ........_..... ......._.... .. _.....__.
._......_...
22
Operator Responsibilities ........... _.. .._.._..._.. ____...._....
_........._
23
On -Board Camera Systems....._ ..�.........._.. ........_......_
......................................
_.._........ _._
24
...............................
O. Staffing
24
Consistency.......... _ ............. _..................._........
24
Project Manager .. .............
._.._....
25
Other Key Staff ..... ........ _......
.............
25
Director of Safety & Training .... - - - --
- --
25
Gall Center Manager.... ............. ................. .............
.__........
25
Director of Maintenance ..._._.... . ....... ..........
-_....
Road Supervisors ....._........... _......._ ......... ....__.......
................25
2fi
Selection .. _ .................. _......
_... _. _.... _.......
26
Training .. ...... _......_...
__...........
26
Reservationists........ _ ...................... _. _............ _.... _ _,,,. _... ...............................
_...
... 26
Dispatchers._.__.... ..__._. .....
DispatcherlCustomer Service Recruitment & Hiring ..........
......._.. 27
Training .........._....__.._....._ .............__........._......
............ ...............................
27
29
Project Manager Resume - Michelle Gamez....... ......... ............._._.._.
......... _. _...
30
Vice President/COO Resume - Scott Transue ....... ............... ............._............._...
Director of Maintenance Resume - Wayne Seale ..........
_.. 31
Director of Safety and Training Resume - Joleen Judd _... .... ..... ._._ ..............._....._.....
32
OSE D
Proposal for
Management & Operation of Rosemead Transit System
Project Organization Chart... ... .... ....... .................... .................... ...................__..........
33
E.
Hiring and Personnel Policies ........................................................... ...............................
34
Human Resources Management & Personnel Policy.._ .... .... .........___.
_..._._. ... ..... 34
OpenDoor Policy ......... ..... ......... ...... ... .......... .......__..._......_...... _..,...............__.....
34
StaffRetention ........ ............. ......... ..... ........ ..... ........ .....
...... _............. 34
Wages.. ... ...... ........... ........ _... ... ........___ .__ ........... ............. .... ......
_....._. ........ 35
Benefits Program. .. ..... ... ....... .... .. .. . .......... .......
....... I ..... 35
Incentives and Motivational Programs .............. ._._. ....... ..__... ....... ......
....... .__.... ....... 37
DMV Pull Notice Program...._ ..... ........... ............ . ... ........... ..... ....... .....
_..... ... ............ .. 37
Physical Examination Process ......... ............ ... .......... _..._____.......... ........
..... ........ ...... 39
Drug& Alcohol Abuse Policy ... ........... ........... ... .................... ... .......... ....
... ........ _.. ....... 39
F.
Accounting and Reporting ................................................................. ...............................
39
FareCollection... ... ............. ........ _..._.. .... ... ................ ......._...........
....... ..._ ..... . 39
Recordsand Reporting........_ ... _ ......... .......... ........__. ...................... _.
...... ,.... ............ .. 40
G.
Insurance and Indemnity ................................................................... ...............................
40
H.
Financial Responsibility .................................................................... ...............................
41
Financial information .. ...... . ..... _._.- ..... ...._. __. ....
..... ..... .... 41
I.
Reservations and Dispatch Function ................................................. ...............................
41
Customer Service and Dispatch ............ _.__....___......_._ ............. ...............
..... .... .... .41
LanguageLine .... ............. .... ..... .... _......... ....... .... ......... . __.. .....
_..... .. ..... .... ...... 42
Dispatch /Customer Service Trairing. ......... .... ........................._. ...............__......__......
42
Telephone Service. ........... __. _ ........ .....__... ......_.......,..
.._.............43
Voice & Data Radios /Radio Frequencies......._ .............. ............ ..._......__............._.....
43
Reservations, Scheduling, & Dispatch __ .............._.._......_._....... ..._...........................
44
Automated Dispatch Technology ............ ........ .__........ .... ................ _........
_...... .......... 44
Trapeze Dispatch System _.__ _._._ _...._.... _......._.._ ........_........
.... 44
Registration Database .... _._...._.. .... ._ ... ..... _ .............
.................45
..........
Reporting Capability ......_... ........... ....__.__.. .._..........
. ....... 46
PhoneSystem....... ._ .............. ..... .................. .........._.....
_..........46
RadioCommunications..........._ ................_..._....._............._....._ ............................._.
46
TrapezeKey Benefits.. ......... - ..... _... _... ... . ...... _. _... _... _.... _... _......
_................... _.. 47
Trapeze Features ..... ..... ...... ......... . _.. _ ......... ......... _
DispatchTechnology ..... ...... ........... ..__. _ .. .. .........._......_.............
.. ... 50
J.
Equipment ........................................................................................... ...............................
52
K.
Operations and Maintenance Facility...... ......................................... ..............................
53
L.
Maintenance Program .......................................................................... .............................
55
Parts/Fluids Specifications and Requirements ............... .... ...... ___ ........
____ ........... 55
Revenue Vehicle Service Condition .. _... ................... . - _ ................. ..........
_ .... ...... ............ 56
RevenueVehicle Damage..... __.........._ ............................._.... ............._........._.......
56
Driver Daily Condition Inspection (Daily Pre - Trip) ..._ ... ............ .._ ..._.
... .... .... .... ......... ... 56
Maintenance Personnel._ ........................_...__...._..................... .............,......._..._.....
57
Recruitment& Hiring. ..... ............ ......._.._.., ................. ............. ................
.... ........ ........ 57
Training.._._ .......... .. ... ..... ......... __.........__ ...... ........ ...
..... ..... ........_....... 58
Fueling... ....................__..... ..... ..... ... .. ......... .............. .... _..........
- ...... ..... 58
WarrantyWork ... ...... ... ....................._...._._...._..............._._...... ........._.....................
59
Applicable Vehicle Codes and Regulations...._ ........................... ......_..................__....
59
Revenue Vehicle Appearance and Cleaning ....... ........... .... .__.. . ..........
..._......... ..__..... 59
Daily Vehicle Inspection and Servicing ..................... _. _... _.. ... ..............
.... _..... _.... _. _. 60
osE a
ProRusal for 11 n e merit & Operation 1i Rosemead Transit System
Wheelchair Lifts and Rani ..........._.._ ............. ......... ._........ ........ .. ......... ....................60
Preventive Maintenance Program. .._ .... ....... ............ .........._._.... .._.............._............. 60
Preventive Maintenance Inspection - A ........ ....... ..- .... __ ....... ......... ...... 61
Preventive Maintenance Inspection - Brakes ..... .... ..... .... .-..__... ....... _... ...................... 61
Preventive Maintenance Inspection - Engine ... .._......._ ......... .....__...................._... _.. 61
Preventive Maintenance Inspection - Transmission ...... .............._......._._... _............_ 61
Preventive Maintenance Inspection - Cooling System .................. ............................... 62
Preventive Maintenance Inspection - Electrical System ... .......... - . ............................... 62
Preventive Maintenance Inspection - Air Conditioning System._ ... ............._................. 62
Preventive Maintenance Inspection - Wheelchair Lift Equipment .... ............ .... _. ....... 62
Preventive Maintenance Inspection -Steam Cleaning. _.... ........... ......... _......... _..... _... 62
VehicleCleaning . ... ._..........._ ..................... .. ...... ........ ........... ......... ....._. ....... __........... 63
Service Vehicle Maintenance Record Keeping .... .___ ................ ....... - ....... ........ .......... 63
Vehicle Maintenance and Accident Reporting...... - -..._.......__... .....__...._.........._......63
M. Safety Program .................................................................................. ............................... 64
N. Screening and Selection Program .................................................... ............................... 65
Operator Recruitment .. _....... _ .................... _. _.. _.... _.... _..... _.. ..... ...... ....._......... _. _.... 66
NewHire Operators _........ .. ................ ... ............ .......... .......... ... ............................... 66
Operator Selection .... ........._ . ........ __...... 66
R. Training and Retraining Program ..................................................... ............................... 66
Behind - the -Wheel Training ..... ..................... ..... . ...... .... ......... ....... .__ _ ..... .... . I....... 69
RefresherTraining.... ..... .. ... ... _............... _........... _... ........ _............... _.......... 70
Evaluation ...... -..._ ............._........ ..._............_.............. 70
............... ...............................
Passenger Disturbances & On -Board Security ... ___ ........ ............................... 71
P. Data Collection and Reporting .......................................................... ............................... 72
National Transit Database ( NTD)....... ...... .._ .... .............. ........... ..... .... _..........___....... 73
O. Transition Plan and Time Schedule .................................................. ............................... 73
ATTACHMENTS
Attachment 1 ..... .................
Mobile Video Surveillance System
Attachment 2. . .........
Drug and Alcohol Policy
Attachment 3 .... ..........................Safety
and Training Program
Attachment4 . ..........................Injury
Illness Protection Program
D
OSE D
Proposal for Management & operation of Rosemead Transit System
A. Experience
Within this section is a brief summary of
the City of Rosemead and the services
Southland Transit will provide to the
City. We have experience in both
modes of service outlined within the
RFP.
Why Choose Southland
Southland Transit operates a
combination of large and small
contracts across Southern California.
We have taken over many operations
from national companies and
immediately made service improvements.
Why is this the case?
• Southland Transit is locally based in the San Gabriel Valley which allows us to
provide unparalleled support to our clients;
• Southland Transit provides experienced staffing with planning and operations
experience in Fixed Route, Dial -A -Ride, and General Public Parstransit Service;
• Because our focus is on local projects, we do not get pulled away from this
region and therefore service quality is never sacrificed;
• Southland Transit has experience developing schedules and provides a full array
of services we can offer to our clients;
• Southland Transit provides the experience of a national operator but the
accessibility of a local operator for our clients;
• Most importantly, we are the incumbent contractor, operating the Rosemead
Transit service since 2008. We have unparalleled experience operating the
service, have extensive knowledge of the City and its most frequented
destinations, and we have a long- standing, successful working relationship with
City staff and its riding public. As the current provider of service, Southland
Transit is uniquely positioned to ensure a complete 'Turn-Key" operating system.
We stand behind our proposals and pricing. Our costs are what it takes to operate
effectively without sacrificing service quality or cutting corners in maintenance to make
ends meet after award of a contract. We hope to be given the opportunity to further
discuss what we can bring to the table. This is not just a sales pitch but a GUARANTEE
to provide quality service for the City of Rosemead.
Why do we believe we are the best choice to continue operating the service?
Rosemead Transit represents the leading edge of industry practice in the operation of
dial -a -ride service that meets the highest standards for both service productivity and
service quality. There are a number of key elements that are critical to the continued
success of this system.
OSE D
Proposal for Man eement & Oper t' n of Rosemead Transit SySICM
1. The best automated dispatching system in the industry. We use Trapeze
PASS, the leading automated system in the parairanslt industry. We also have
the largest team of professional Trapeze users in Los Angeles County. The City
will likely receive several proposals from companies operating Trapeze dispatch
but few, if any, will be able to show that they have successfully used the system
in a general public dial -a -ride environment.
2. An experienced and proven Project Manager. Michelle Gomez is an
experienced manager with prior experience managing the entire Rosemead
system. She has a deep understanding of, and commitment to. Rosemead's
passengers. It would be a major misconception to think the current absence of
complaints is something that will continue without a highly involved manager who
knows what they are doing to keep this service at this level of productivity.
3. A clear understanding of the staffing needs of this 2r2i9A Our telephone
P, for this project is superior with 95% time on hold typically at 3:90
minutes or less for the day. If another contractor suggests that they could operate
this service with less overall call center staffing, the on hold time will undoubtedly
soar, customer satisfaction will inevitably decrease, and complaints will rise
significantly.
4. A local corporate su000rt team. Southland Transit, Inc. is based in the San
Gabriel Valley. Our regional presence has allowed us to establish support
systems for training, safety, reporting, and vehicle maintenance that allow our
project managers to focus on the needs of their clients, and for company
executives to be responsive and available to our clients when necessary.
5. A broad San Gabriel Valley recruiting base. In addition to Rosemead,
Southland Transit has operations in West Covina, Covina, Baldwin Park, El
Monte, Rosemead, Monrovia, Alhambra and several unincorporated County
areas. This level of local visibility allows us to broaden our recruiting base and
provide quality drivers in every operation.
6. A secured fully eguipped facility. By having a single, strong, secured, fully
equipped facility that houses all of Southland's project vehicles, we can provide
stronger security for our clients.
7. 24 hour maintenance su000rt. Southland has an on -site maintenance facility
that affords 24 hour maintenance support to its drivers and fleet.
8. Professional washing and detailing facilities. We have upgraded this
capability significantly in the past 2 -3 years by making the cleaning function
reportable to operations management rather than the mechanical staff.
Therefore, management is informed immediately and can address issues as they
arise.
9. Personal commitment from senior management to the City. Our company
and its sister company, STI has been the operator of this service since 2998. No
6
OSE D
Proposal for Ma agement & Operation of Rosemead Transit System
competing senior management team will be able to compare to our knowledge
of, and commitment to, this service.
Our record of performance has allowed us to build a company that is now the
unchallenged leader in providing local transit services to Los Angeles County cities. We
have built our team specifically to support local transit operations so that they can
provide great service to clients at costs that are affordable.
List of Comparable Services Operated
Sunshine Shuffle
Fixed Route
300,000
734,'02 0
4
29
CNG/Propan
Service
e
LA County EL SOL
Fixed Route
276,066
2
9
29
Propane
Shuttle Service
Access Services,
N/A
WA
18,000
WA
NIA
N/A
Customer Service
CALLS
Functions
PER
MONTH
South Monterey Park
Fixed Route
106,137
7,981
2
29
Propane
Shuttle
Avocado Heights /
Fixed Route
36,533
3,991
1
16
Gasoline
Valinda
Whittier Dial -A -Ride
Trapeze
219,467
15,298
10
4
Gas &
Propane
East LA Dial -A -Ride
Trapeze
113,974
11,077
8
4
Gasoline
Metro Fixed Route
Fixed Route
2,037,564
143,020
40
24,154
CNG
El Monte Trolley
Fixed Route
207,938
1 19,067
8
25
Diesel
Alhambra Fixed
Fixed Route
176,432
16,609
9
32
CNG
Route
West Covina Fixed
Fixed Route
163,791
11,468
6
22
CNG /Propan
Route
e
Rosemead Fixed
Fixed Route
81,554
6,024
3
22
Propane
Route
La Puente Fixed
Fixed Route
12,134
8,418
3
2,021
Gas &
Route
Diesel
RTA Dial -A -Ride
Trapeze
3,409,982
170,417
90
83 - 12/3
Gasoline
14 - 4/2
OSE D
References
Provided below are a few references for your review. We believe each project to be
unique, it goes without saying that in each situation we can gain unique experience and
become a stronger company as a result.
Metropolitan Transit Authority Los Angeles
One Gateway Plaza, Los Angeles, CA 90012
North LA Regional
Manifest
459,000 31,900 26 18
Gasoline
Center
Kern Regional
Manifest
476,000
4,400
3
18
Gasoline
Center
ASI ADA Paratransit
5M /DDS
357,500
24,900
15
18
Gasoline
Arcadia Dial -A -Ride
Trapeze
234,926
25,246
18
18
Gasoline
Alhambra Dial-A-
Trapeze
128,181
14,312
9
8
Gasoline
Ride
Glendale Dial -A -Ride
Trapeze
123,000
11,490
6
14
Gasoline
Pico Rivera Dial -A-
Trapeze
114,559
10,462
5
15
Gasoline
Ride
West Covina Dial -A-
Trapeze
93,788
7,466
8
5 - 9
Propane 8
Ride
3-3/1
Gas
El Monte Dial -A -Ride
Trapeze
86,554
8,514
6
5
Gasoline
Rosemead Dial -A-
Trapeze
61,661
5,954
4
16
Propane
Ride
La Puente Dial -A-
43,902
1,998
1
8
Diesel
Ride
Care Fusion Emp.
te
tFixed
49,000
2,800
1
20
Gasoline
Shuttle
SAIC Employee
te
26,940
3,960
2
19
Diesel
Shuttle
Qualcomm Shuttle
Fixed Route
450
180
1
18
Diesel
La Puente Fixed-
Fixed -Route
133,632
1,800
5
21
Diesel
Route
References
Provided below are a few references for your review. We believe each project to be
unique, it goes without saying that in each situation we can gain unique experience and
become a stronger company as a result.
Metropolitan Transit Authority Los Angeles
One Gateway Plaza, Los Angeles, CA 90012
p5E p
Proposal for Management & Operation of Rosemead Transit System
Contact Person. Cathy Roses 213.922.2875
Length of Service: July 1, 2005 to the present
Type of Service- Fixed -Route Service — 39 Vehicles
Annual Contract Value: $10.687,255 Annual Revenue Hrs.: 159,000
City of Pico Rivera
6615 Passions Blvd. Pico Rivera CA 90662
Contact Person Ray Chavez 562.755.4515
Length of Service. 1994 to the present
Type of Service: Fixed -Route and Dial -a- Ride -7 Vehicles
Annual Contract Value. $ 418,573 Annual Revenue Hrs: 5,000
City of Arcadia
240 W. Huntington Drive, Arcadia, CA 91007
Contact Person. Linda Hui 626.574.5415
Length of Service 1975 to the present
Type of Service : General Public Dial -a -Ride —18 Vehicles
Annual Contract Value. $1,055,765 Annual Revenue Hrs 32,000
City of La Puente
15900 E. Main Street, La Puente, CA 91744
Contact Person:
John DiMano 626.855.1517
Length of Service.
1994 to the present
Type of Service:
Fixed -Route and Dial -a- Ride -6 Vehicles
Annual Contract Value:
$ 418,573 Annual Revenue Hrs: 8,000
City of Alhambra
111 South First Street,
Alhambra, CA 91706
Contact Person
Mary Chavez 626.308.4880
Length of Service:
October 1998 to the present
Type of Service:
Fixed -Route and Dlal-a-Ride — 17 Vehicles
Annual Contract Value:
$L208,868 Annual Revenue Hrs: 38,906
County of Los Angeles, Sunshine Shuffle Service
900 South Fremont, Alhambra, CA 91803
Contact Person:
Vanessa Rachel 626.458.5960
Length of Service:
February 2014 to the present
Type of Service:
Fixed Route -4 vehicles
Annual Contract Value:
$ 600,000 Annual Revenue Hrs: 70,000
County of Los Angeles, East Valinda Shuffle Service
900 South Fremont, Alhambra, CA 91803
Contact Person:
Vanessa Rachel 626 458.5960
Length of Service.
2008 to the present
Type of Service :
Fixed Route —1 vehicle
Annual Contract Value.
$ 190,000 Annual Revenue Hrs: 5,000
County of Los Angeles, West Valinda Shuttle Service
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Proposal for Management & Opera[ on of Rosemead Transit Systelia
900 South Fremont, Alhambra, CA 91803
Contact Person Vanessa Rachel 626.458.5960
Length of Service. 2008 to the present
Type of Service. Fixed Route -1 vehicle
Annual Contract Value: $ 190,000 Annual Revenue Hrs. 5,000
ACCESS Services, Inc
PO BOX 5728 FJ Monte CA 91731
Contact Person: Louis Burns 213.270.6000ext. 6151
Length of Service: 2012 to the present
Type of Service: Customer Service Cal/ Center Functions
Annual Contract Value. $1.000,000
Commitment to Client Partnership
At Southland Transit, we firmly believe that each service we provide is unique. An
essential element of our operation is developing a partnership with each client to make
certain the individual service meets the particular needs of our passengers. In order to
provide this for our Customers we have developed some unique approaches that have
yielded truly beneficial results. The following are some examples of what our company
has accomplished by working in partnership with our clients.
Demand Response Service (Dial -A -Ride)
In our Alhambra Senior Ride service, we improved system productivity by over 38%
since taking over the service in 1998. This represents hundreds of thousands of dollars
in annual savings from the old productivity level. These productivity gains were delivered
while improving on -time performance from the low 90% level to 98 %.
In the City of Arcadia, we improved service from the contractually required 4.8
passengers per hour (PPH) to levels at times over 6.0 in one of Southern California's
busiest General Public Dial-a-Ride operations providing over 190,000 rides per year,
with a no denial policy in place. This productivity gain was achieved while delivering an
equally impressive improvement in on -time performance, which now stands at over 96 %.
Finally, In the City of Rosemead we were able to reduce the amount of annual hours
needed to run the Dial -A -Ride Service by 500 compared to the provided number at the
beginning of our contract term. This was achieved through more productive reservations
and scheduling practices.
In addition to the above, we have converted another ten city and county dial -a -ride
operations with previous poorly operating services to positive results for both productivity
and on -time performance.
The above are just the highlights with a particular focus on senior and ADA operations,
which we hope will provide insight as to the level of cooperative effort that exists among
our company and its customers.
Fixed Route Transit
We have provided service on fixed route contracts throughout Southern California since
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Proposal for Management & Operation of Rosemead Transit System
2001. In every case, we have improved on time performance through a commitment to
maintenance
And by working with our clients to ensure that the time points on the route were reflective
of the traffic realities of the communities involved. We have been the operator of
Metro's Division 95 for the past six years. We are just one year into our second five
year contract. We started the first fixed -route service for the City of Baldwin Park in
1997. In Alhambra, El Monte, and West Covina, we took over the operations from large
national companies and were immediately able to deliver significantly improved services.
We have beer. the only operator of Baldwin Park Transit. Since its inception, we have
done all of the route scheduling and much of the route planning for this system that has
grown from four small cutaway buses to six 32 foot, two -door transit buses. We are
especially proud of the fact that because of effective route design, this system serves a
city of over 75,000 people with only two dial -a -ride vans. The fixed- routes serve the
City's senior services so well that many of the dial -a -ride eligible riders prefer to use the
fixed route system.
Southland Transit took over operation of the Alhambra Community Transit fixed -route
system in 1998 after the prior contractor was replaced. Since then, ridership has
increased every year we have operated the system due to the working partnership we
have with City staff. Cooperative marketing efforts have included the summer fun pass
system, rider newsletters, and an active customer service survey program. Essential to
growth and development of this system has been our improvements in maintenance of
the CNG fleet and our work to change the schedules to reflect changes in traffic flow and
thereby make schedule adherence consistent. These two factors have made the service
more rel'able for the riders, which is an essential element in encouraging its continued
use.
Taxi Operations
Our firm operates taxi services throughout the County of Los Angeles. We are uniquely
qualified to provide this level of service via taxicabs as we have quite a bit of experience
through our current contracts. The largest contract I would like to cite is our agreement
with Los Angeles ACCESS Services, Inc.
On average we have in service the following:
• 150 Taxi Cabs
Perform on average 1,650 trips per day
Qualifications
Because Southland Transit is California owned and operated, the highest levels of
management and their expertise are directly available to our clients and project
managers. Both the Vice President and Senior project Manager regularly visit every
project facility. Every member of a project staff has available to them the immediate
expertise and assistance of corporate managers with the experience to ensure that the
best decision is made in every instance.
Southland Transit certifies that we will be solely responsible for the satisfactory work
performance of all our employees as described within this RFP or any reasonable
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proposal for ManagemClIt & operation of Rosemead Transit System
performance standard established by the City. Southland Transit represents that we will
be solely responsible for payment of all our employees' wages and benefits and
subcontractors' costs. Without any additional expense to the City, Southland Transit will
comply with the requirements of employee liability, worker's compensation, employment
insurance, and Social Security. Southland Transit will hold harmless from any liability,
damages, claims, costs, and expenses of any nature arising from alleged violations of
our personnel practices.
B. Organization
Southland Transit, the prime contractor of this proposal, is a highly experienced
transponabon company that has been the provider of service for the City of Rosemead
for the past 7 years. With a keen focus on safety and a strong familiarity with policies
and procedures of the
City of Rosemead,
Southland Transit has
always placed great
importance on and has
provided quality and
reliable service to its i
passengers. Founded.
in 2001, Southland has
rapidly built a reputation 1
as one of California's
most effective transit
companies operating
sixteen demand
response services and :.
twelve fixed -route
services. These
operations are provided
under contract with the
County of Los Angeles
Department of Public
Works, Los Angeles
Metro, Los Angeles County cities, two Regional Centers for the developmentally
disabled, Access Services, Inc., and the Consolidated Transportation Services Agency
(CTSA) for Los Angeles County.
Southland Transit is a privately held California corporation whose sole shareholder is
Timmy Mardirossian. Timmy has over 35 years of experience in the transportation field,
which experience and expertise is a valuable resource of the company. The officers of
the company consist of the following: Timmy Mardirossian, President; Scott Transue,
Vice President/Chief Operating Officer; and Seda Mardirossian as the Secretary. As
President, Timmy provides strategic direction to all of the company's operations. As
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Proposal for Management & Operation of Rosemead Transit System
Vice President and Chief Operating Officer, Scott directs all of Southland's operations
including all of our municipal and public transit contracts.
Southland Transit's sister company, San Gabriel Transit, Inc. (SGT), also owned by Mr.
Mardirossian, was one of the first companies to provide public paratransit services in
Southern California. SGT has built a strong reputation by effectively operating some of
the most difficult demand response operations in the industry. The Los Angeles ASI
countywide ADA service contracts operated by the company have consistently been the
best performing segment of the Access Service network. The company had also
performed well on multiple fixed -route and dial -a -ride engagements prior to transferring
those services to Southland Transit upon its formation in 2001.
Our commitment as a company is to treat every project in a unique manner that
addresses the particular needs of the project. We thus emphasize availability to our
clients, and a cooperative effort in addressing the clients' concerns and issues. As the
corporate offices are located in Southern California, specifically in neighboring El Monte,
our clients have unparalleled access to not only project staff but also to corporate
personnel.
Southland Transit offers the City of Rosemead the following over other proposers:
1. Qualified and experienced personnel in Dial-A-Ride planning and management;
2. Qualified and experienced personnel in Fixed Route development and
management;
3. A long history of unparalleled service to the riding public of the City of
Rosemead;
4. A long standing relationship with the City of Rosemead that dales back to 2008.
Credentials
Southland Transit has been the provider of service for the City of Rosemead since 2008
and as a result, it already has all the personnel necessary to successfully operate the
Rosemead Transit system. In addition to the services provided for the City of Rosemead,
Southland Transit currently provides a multitude of services for its various clients,
including fixed -route service, ADA complementary service, rail connection services,
general public dial -a -ride services, elderly /disabled dial -a-ride services and services for
developmentally disabled adults attending programs sponsored by our Regional Center
clients. We have also provided route deviation services and medical courtesy
transportation.
As such, the company has a high level of expertise in each of the following key areas:
deployment of high technology scheduling and dispatch systems, including global
positioning and wireless communication with on -board computers to enhance
productivity and service reliability in dial -a-ride and flex -route service; staffing, safety and
training; vehicle maintenance; and regulatory compliance.
Dial -A -Ride
We provide exceptional service to many municipalities and transit agencies, operating
customized demand response services. Each city is unique and has its own challenges
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Proposal for Maoaeement & Ooera[ion of Rosemead Transit wstem
and we have tx'en able to customize our operations to ensure we give each city and its
Passengers the necessary attention they deserve.
Fixed Route Transit
We provide service on numerous fixed -route contracts. We have been successful on
small and large projects. We fully understand that the smaller projects can often require
more attention than the large projects and that the skills and experience required
managing a small project may be more demanding than a large project.
Taxi Services
Southland is one of many companies that provide varied transportation services. We
also have a taxi component that is housed at the same facility. This service is used
primarily to provide supplemental taxi services for the Los Angeles ACCESS Services,
Inc. In this role, our drivers are all pre - screened and undergo extensive background
checks and training. They provide valuable services to seniors and persons with
disabilities, to increase their access to activities within the community.
Vehicle Maintenance
Our vehicle maintenance performance is comparable to any transit management
company, regardless of size. In particular, we have taken on the challenge of the
growing use of alternate fuels and established successful programs with both propane
and compressed natural gas. Our record of performance on California Highway Patrol
(CHP) inspections and third party maintenance inspections has been exemplary.
Safety and Training
Our community transit operations have established an exemplary safety record that has
allowed us to maintain cost effective insurance coverage for our clients. Our drivers
undergo extensive training, with an emphasis on safety.
Deployment of High Technology Dispatching
This technology consists of global positioning and wireless communication with on -board
computers to enhance productivity and service reliability in dial -a -ride and flex -route
service. We are expert in the use of both automated paratransit dispatching and high -
tech taxi dispatching systems. Our capabilities include the deployment of on -board
computers to continually track the performance of operators. We believe that we have
the finest record for effective paratransit dispatching in the State.
Regulatory Compliance
We developed an advanced payroll tracking system that allows us to ensure we pay our
staff in accordance with California law and to provide visibility of payroll costs throughout
the organization We regularly train managers on managing in compliance with state and
federal law. In addition, we pride ourselves in complying with all applicable federal laws
and requirements, including, but not limited to, Equal Employment Opportunity, ADA,
and Drug and Alcohol Testing Requirements.
Corporate Team
Timmy Mardirossian, President
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Proposal for Management & Operation of Rosemead Transit System
Timmy brings to his position a vast knowledge of transportation in Southern California.
Beginning in 1979, he has successfully built companies that provide a variety of
transportation services, including reliable "black car" service, taxi service, airport van
service, municipal dial -a -ride service, fixed route services and, most importantly for this
engagement, he has compiled our corporate team at Southland Transit. Timmy is fully
engaged in the company's performance from the smallest to the largest projects.
Scott Transue, Vice PresideMlCOO
Scott brings to this position a wide variety of transportation experience including
performing planning and management functions over Fixed- Route, ADA Paratransit,
Dial -a -Ride projects for senior and persons with disabilities. Scott has also written as a
consulting project a specialized paratransit service plan for seniors and Persons with
Disabilities for the County of San Diego. The Dial -A -Ride projects that he has managed
have grown to be so successful, that they ended up turning into local flex- routes which
reduced costs for the agency. Scott's experience consists of managing combined
systems of Fixed - Route, Dial -a -Ride, and Dial -a -Taxi. With this experience, Scott is able
to balance the needs for all three service modes and design a comprehensive
transportation system for passengers. Scott's record of service implementation includes
a variety of projects.
Wayne Seale, Director of Maintenance
Wayne's offices are in El Monte where he maintains a 24 -hour a day maintenance
operation and back up parts inventory for each of Southland's facilities. He has installed
and is responsible for maintenance of our proprietary maintenance software. The
system provides comprehensive reports on all maintenance performed on vehicles and
equipment at the facility. Wayne is continually working to obtain and renew his ASE
certifications. He is an automotive Master Technician.
Ermine Manvelian, Human Resources Manager
Ermine oversees all aspects of Human Resources and compliance issues. She
administers our health insurance program and has training in wage and hour law.
Ermine is available to all managers or supervisors when addressing performance issues,
benefit questions, wage compliance, or other areas of concern.
Carrie Shirley, Risk Management
Carrie is responsible for ensuring that driver accident reports for vehicles operated by
Southland Transit are complete and accurate prior to submission to the insurance carrier
and/or client as needed. She actively monitors cases through the process to ensure that
issues are dealt with in a timely fashion.
Nyree Kolanjlan, General Counsel
As in -house counsel, Nyree is Southland's point person regarding any and all legal
issues, including compliance with OSHA, EEOC, labor and other applicable laws and
regulations. She drafts all required agreements and reviews all contracts into which the
company enters. Nyree is also responsible for generally overseeing the Risk
Management and Human Resources departments, in addition to overseeing Southland's
injury and illness prevention programs. Nyree is also in charge of managing our
worker's compensation claims, reporting them to the carrier, monitoring them on a
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Proposal for Management & Operation of Rosemead X-an ft v tem
regular basis, and disseminating mitten material and notification of upcoming seminars
on the subject.
Mike Hakopyan, Network / Computer I Software Support
Mike is a dedicated and highly energetic person who thrives in pressure situations and
can be counted on when the going gets tough. He is skilled in Network Administration,
File Servers, Database Servers, Workstations and other related systems. He takes pride
in providing creative direction and out of the box thinking. If there is one characteristic
that is appreciated at Southland above others it is Mike's can-do attitude. He is always
available whenever needed and he is a true technical resource for the Company.
Corporate Organization Chart
i.: c,
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Proposal for Management & Operation of Rosemead Transit System
C. Resource Allocation
Serving the community since 2008, Rosemead Transit is a convenient, safe and
inexpensive method of traveling throughout the City of Rosemead.
Rosemead Transit offers fixed route and
dial -a -ride transportation, responding to
individual travel requests as they are
received. Riders share the use of the dial -a-
ride vehicle, making the cost of the trip
considerably less than a taxi. Each
Rosemead Transit van is clearly marked
and features comfortable seating, a two -
way radio and Is wheelchair accessible. The
service is open to the general public and
will take riders to any destination within City
limits.
A standing reservation or subscription can be
at the same time, on the same day every week. New subscriptions are honored as
received based on space availability. Patrons with subscriptions who will not be
travelling for an extended period of time may suspend their reservations for up to 30
days
FIXED ROUTE AND DIAL -A -RIDE FARES
• General —$.50
Dial -A -Ride Service is provided on a daily basis 365 days per year
• Monday - Friday 6:OOAM - 7:OOPM
• Saturday 6:OOAM- 7:OOPM
• Sunday 8 OOAM - 4.00PM
Fixed -Route Explorer Service is provided on a daily basis 362 days per year
• Monday - Friday 5:OOAM - 8:00PM
• Saturday 10:o0AM - S:OOPM
• Sunday 10:OOAM - 5.00PM
As the incumbent provider of service, Southland Transit is well aware of the demands
and details of the service and is committed to continuing to provide quality, courteous,
and efficient service.
Special Services
As has been the case in the past, STI recognizes there will be a need from time to time
to provide special services for events and under emergency circumstances. STI has
always complied with requests and confirms that we will continue to do so.
Fixed -Route Bus Scheduling and Development
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Proposal for Management & Operation III Rosemead Transit System
Our staff has direct experience with developing highly efficient fixed routes for agencies.
We are able to analyze the streets, traffic pattems, and the placement of the bus stops,
in order to maintain a high On -Time Performance standard in the 90 %plus range and
also a high passenger per hour count. Staff also monitors the route's effectiveness
closely after its implementation in order to make minor adjustments to the time - points
and schedules.
We are also able to develop the schedule for the public to view which will show the
running time and associated stop times at various bus stops. We have completed
schedules for many of our clients and will do so for the City of Rosemead.
Removal of Vehicle Operator
Upon notice from the City of Rosemead concerning the conduct, demeanor or
appearance of vehicle operators not conforming to the standards set forth by the City of
Rosemead, Southland Transit vnll take all steps necessary to remove or alleviate the
cause of the objection
Complaint Response
Complaints, whether valid or not, give us the opportunity to learn something about our
operation and we pursue our response to complaints with that goal in mind. Every
employee in the Call Center has been trained in the handling of complaints received.
Southland intends to develop a monthly complaint tracking sheet to be submitted with
our monthly invoice that will allow the City to review trends on a month to month basis
and also allow us to make improvements where necessary.
1) Every complaint is taken on our standard incident report form.
2) If the rider has called into lodge a complaint, the call is immediately referred to a
supervisor.
3) The supervisor determines if the complaint is related to service issues, such as a
late trip, driver behavior, etc.
4) If the supervisor determines that the complaint is related to a problem with a
reservationist or other personnel in our Call Center, the supervisor obtains all the
information regarding the issue, which is put on the standard incident report form.
5) The rider is told that an investigation will be undertaken, and they will be
contacted within 2 business days as to the findings.
6) A supervisor researches the complaint by looking at logs, phone records,
interviewing the personnel in question, and listening to the phone recordings. At
the conclusion of the investigation the findings are discussed with the Project
Manager to determine if retraining or other action needs to be taken as to the
employee involved.
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Proposal for Management & Operation of Rosemead Transit System
7) The supervisor makes the return call to the rider who lodged the complaint,
informing them of the outcomes.
Most importantly, the supervisors and managers discuss complaints. The goal is to
determine whether there are consistencies in the complaints that require modification of
our process, andlor enhanced training. If patterns are found that affect all employees
these issues are addressed at regular meetings and retraining.
On- Street Supervision
Dispatchers are able to assist operators who are
falling behind and to answer questions regarding
when a vehicle should arrive for a dial -a -ride
pickup.
In addition, our Los Angeles Hooper Facility and
El Monte Facility have a team of Road
Supervisors that are shared with all services
operated from the facilities. The Rosemead
Service will be able to take advantage of that
team of professionals. The Road SupervisoYs
main duty is to assist operators in the field. They are also available to drive in an
emergency.
Road supervisors with Southland are always fully licensed and certified drivers who,
when necessary, can fill a route, pick up a passenger, or drive a replacement bus to a
road call We will have sufficient road supervisors to have one on duty at all times while
drivers are on the road. The positions will be full time.
Response to Vehicle Breakdowns
Any discussion of breakdown response should be prefaced with breakdown prevention.
We emphasize vehicle maintenance in every operation as the prime method by which to
reduce breakdowns. Of course, breakdowns do happen and in those instances we will
respond as follows.
The first 3te is to get a mechanic on the radio with the operator. We often find
that some simple issue is causing the vehicle problem and the driver can be
instructed on how to get the vehicle back in service. An example of this is a
wheelchair lift access door that is not fully latched, causing the vehicle interlock
to render the vehicle inoperative, in which case a simple re- latching of the door
gets the vehicle back on the road.
The second step, and the most important, is getting another vehicle on the line
and back on schedule. We expect that, with the excellent supervisor coverage for
this operation, we should be able to restore service within 15 -20 minutes.
The third step is the dispatching of a mechanic to validate the condition of the
vehicle and to handle removing the bus off the street. In all cases, a mechanic
should be at the bus within 30 minutes. The mechanic timing will not affect the
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Proposal for Managgiment & Operation of Rosemead Transit System
passengers since service wilt already have been recovered with a substitute bus.
Lunch and Break Handling Procedures
We comply with California labor standards on the scheduling of rest and lunch breaks.
Time and time again we have taken over services where drivers were not afforded their
lunch breaks. In addition to being a California legal requirement, we believe that regular
lunch breaks contribute to enhanced system safety. The change to taking lunch breaks
is not always a popular measure with drivers, who prefer being paid for the time, even if
it means no lunch. We schedule the rest and lunch breaks for dial -a -ride operators in
the Trapeze system.
Scheduling rest and lunch breaks for the dial- a-ride service is relatively simple due to our
computerized dispatching system. For the fixed route service, we work with clients to
create a schedule that will allow enough "recovery time' at the end of the route to allow
for a ten minute break at regular intervals. We dispatch operators to provide lunch relief
for the regular operators.
Documentotion and Maintenance of Protect Records
✓ Tracking of Key Quality Elements — We believe that a company does well
those things that it believes are important enough to measure. Most of the activity
that goes into providing service quality is measurable and such measurement will
be the basis of our quality assurance program. Our history in demand
responsive service is that we improve BOTH service quality and productivity. We
track every measurable component, especially on time compliance and the rate
of no shows. We have learned some important lessons by tracking these key
factors as set forth below:
We have found in taking over a number of systems that a high number of
reported no shows were actually dispatch errors rather than real incidents
of a no show passenger. These errors are often caused by poor
subscription trip maintenance.
We have found that only by understanding hour -by -hour productivity can
we improve our matching of service hours and trip demand. Using these
techniques over the past years in operations we have taken over we have
delivered average productivity improvements of well over 20 %.
We have learned to use the power of Trapeze software linked with our
system archiving software (TSS ATBOS & ATBOS PA) to track on time
compliance on a real time basis & effect real time "rescues' of schedules.
We manage these key elements aggressively on a continual basis and have a
reporting process that will give City staff documentation of our performance, in
every important area. At Southland we work with each client to define the
standards which are particular to that service and that contract. We then set up
additional tracking and reporting systems to ensure that any particular issues are
monitored and shared regularly with the client. We also have been enthusiastic
participants in professional surveys of our systems to assess the level of
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Proposal for Management & Operation of Rosemead Transit System
customer satisfaction with the service.
As part of this process we encourage the input of the drivers who provide the
service. We seek their insight, not only at monthly driver meetings as required by
the Scope of Work, but also in daily interaction with supervisors, dispatch staff
and maintenance personnel.
✓ Accident Reporting & Incident Investigation — While we do everything possible in our
training and ongoing safety meetings to avoid accidents, they do occur and we train our
employees how to handle those situations. Our practices meet the standards of good
practice as well as the requirements set forth in the Scope of Work. Every driver
undergoes training regarding the handling of an accident situation. The driver
immediately contacts dispatch and/or the road supervisor when an accident occurs.
Dispatch then coordinates an appropriate response.
The driver is trained to seek appropriate information at the accident scene, which is
reinforced by the arrival of a road supervisor or member of management personnel.
Pictures are taken at the scene for thorough documentation.
Accidents which take place with consumers on board, or when an accident will cause a
delay in service, they are reported immediately. If needed, a road supervisor or cover
driver will use a vehicle to keep service on time. In addition, all traffic accidents.
irrespective of injury, are reported to the Rosemead Police Department or CHIP as
appropriate. Incident report forms are kept available for all workers in order to
document passenger disturbances, wheelchair lift failures, and road failures.
TrackingiReportina of Key Quality Elements
Most of the activity that goes into providing service quality is measurable and such
measurement is the basis of our quality assurance program. With dial -a -ride services this
means tracking every measurable component of BOTH service quality and productivity. These
issues include maintenance and the ability to monitor phone call response, not just the number
of riders and trips.
Part of tracking key quality elements is to constantly track the information and to include it in the
reports to the client. At Southland we work with each client to define the standards which are
particular to that service and that contract. We then set up additional tracking and reporting
systems to ensure that any particular issues are monitored and shared regularly with the client.
We believe in the importance of keeping our locations in contact with a network and internet
connection, and in providing a sufficient number of computers so that staff can keep current on
all necessary record keeping. Our compliance with federal reporting requirements has met all
audit standards, whether in the MTA consolidated local system or in the stand -alone system in
place with Rosemead Transit as an included operator in the MTA system.
Customer service surveys have been a key part of the evolution of Rosemead Transit. We have
cooperated hand in hand with City Staff and consultants on taking these surveys and, more
importantly, on using what was learned from them to improve our operations. We look forward
to working with future surveys to continue to improve our service.
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proposal for Ma ill.ement & oneration of Rosemead Transit System
Measurine Reliability
The reliability of transit services is generally measured by considering:
• On -time performance — the percent of fixed -route vehicles on time (within five minutes
of scheduled time) or paratransit trips picked up within a particular window (i.e. 15
minutes)
• The number of road calls made for your vehicles
• Rates of staff turnover, tardiness, and absenteeism
The number of customer complaints
• The number of missed trips or runs
• Passenger perceptions gathered through user surveys or tows groups
Revenue Vehicle Towing
We have an on -going relationship with a local towing company that is very familiar with the
requirement of transporting transit equipment. The company carries all requisite insurance to
protect both our company and the City.
Operator Appearance
All operators are required to portray a clean,
neat, and respectable appearance.
Southland Transit recognizes that our
vehicle operators are the first point of
physical contact with the transit service for
our passengers. Therefore it Is incumbent
upon the operators and our company to
ensure we make a positive impression.
Operators will wear name tags, and if
jackets and hats are worn they will match
the rest of the uniform and will display the
drivers' name tag.
Operator Responsibilities
• Vehicle operators will assist in the loading and unloading of passengers, parcels and
personal effects;
• Vehicle operators will be neatly and cleanly dressed in a uniform specific io the service,
which uniforms will be provided by the company and acceptable to the City. They will
not transact other than Incidental personal business while in uniforms and shall not
purchase, possess, or consume intoxicating beverages while in uniform.
• Moderate healed, closed -toe shoes will be worn at all times;
• They will, at all times, maintain a courteous and cooperative attitude in their contact with
the public.
• While performing their duties, vehicle operators will wear name tags clearly displaying
their names. In addition, vehicle operators will maintain trimmed facial mustaches
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Proposal for Manaeement & Operation of Rosemead Transit System
and /or beards or a clean shaven appearance at all times during transit service
operating hours;
• Vehicle operators will have an accurate time piece available while on duty,
• Vehicle Operators will ensure that all patrons, when using the Dial -A -Ride service, wear
seat belts and shall assist, if necessary, the patron in fastening the seat belt;
• Vehicle operators will only carry animals that comply with the Americans with
Disabilities Act (ADA) definition of service animals;
• Vehicle operators will do everything possible to avoid undue delay of any patron, either
at the point of pick up or while en- route;
• Operate the vehicles in a safe and timely manner;
• Cooperate with the City project manager and City agents;
• Distribute or collect handouts, surveys, etc. as may be required to assist City's customer
relations, promotion, monitoring, and supervisory functions;
• No acceptance of gratuities;
• Have a thorough knowledge of route;
• Make service announcements as requested by the City;
• Make all required ADA Announcements (callouts) for passengers with disabilities
• Do not allow smoking in vehicles;
• Do not permit loud or raucous behavior on the vehicles;
• Count and verify cash fares deposited in fare box and record passenger boarding's for
each trip;
• Honor special passes.
• Announce route and destination before each departure from a train station;
• Maintain route and timetables without deviation;
• Inspect his /her vehicle for functionality prior to each departure from the garage;
• Assist passengers boarding and alighting vehicle as needed;
• Operate the wheelchair Ift for passengers requiring or requesting such service (whether
they are in a wheelchair or not); and secure passengers in wheelchairs using vehicle
securing devices.
On -Board Camera Systems
Pursuant to the RFP request to provide a continuous recording camera system, we have
provided further information on this system which can be found in Attachment 1. In summary
the system is provided by REI, Inc. and will include eight (8) channels and will record
continuously for sixty (60) days. The camera system will be installed according to the diagram
provided once the new vehicles are ready.
23
proposal or Management A Ooera ion Of Rosemead Transit System
D. Staffing
As the incumbent contractor, we are well aware of the resources necessary to be successful on
this project. Our proposed Project Manager is Michelle Gamez whom has direct experience as
the Project Manager for the Rosemead Transit Services. As Project Manager, Michelle will be
fully responsible for the service and particularly for managing the performance of project staff,
including:
Consistency
As the current operator and by guaranteeing the continued level and expertise of the existing
staffing, we are able to provide the City and its residents with a qualified and experienced
workforce. We believe this to be one advantage we have over any other company. Our staff is
not only committed to Southland Transit but also to the services they operate being the City of
Rosemead Transit Operations.
There are very few complaints that are generated regarding the transit services and this truly a
credit to the local project team and their pro- activeness which can be taken for granted.
Director of Maintenance. Michelle will work cooperatively with Wayne Seale to ensure
that proper maintenance is completed and that vehicles are fueled, cleaned, and ready
for service;
Director of Safety & Training. Michelle will coordinate with Joleen Judd to ensure that
the appropriate staffing levels are maintained at all times, and that the vehicle operator
team, as well as the call-taking and dispatch team, are fully staffed with qualified and
fully trained personnel. Joleen also conducts monthly safety meetings and assigns
behind - the -wheel trainers when required;
Road Supervisor/Operations Manager. We have a team of Road Supervisors that are
based at the Company's El Monte facility. The team will help support operators assigned
to the Rosemead project.
Proiecf Manager
Michelle Gamez is the past project manager of the Rosemead Transit Services, as well as our
proposed project manager for the new contract. Michelle managed successfully this project for
several years and has proven herself in managing effective community transit service, providing
support to governmental clients and recruiting and training safe, reliable operators. Michelle
was chosen for this project because of her speck familiarity with the Rosemead Services. Her
hast 3 years of experience in public transportation operations, 12 years of which consist of
supervisory experience. She works closely with client staff, scheduling, dispatch personnel, and
operators to ensure on -time performance and service quality. She assists in the training of
operators on system policies and ensures effective route familiarization to ensure schedule
integrity and a positive community image. She consistently provides timely, accurate operational
reports to her clients, including National Transit Database (NTD) data that often exceeds
funding agency standards. We are very fortunate to have a Manager that is already skilled in
NTD Reporting.
24
L%*
Proposal for Managcment & ut/eration of mosemeaa Irma Zysrem
Michelle will also oversee the overall management and supervision of the Rosemead Transit
operations, as well as the preparation of operational reports and other City required information.
We believe that her most important task is to set the leadership tone that will ensure the
operators assigned to this project are motivated to provide high quality, safe service to all
passengers. Michelle has also been very active in attending meetings with the Senior and
Disabled Community with which her assigned projects interface.
Finally, Michelle will continue to work closely with City staff to ensure that the City's interests are
best served and their concerns, as well as those of riders, are properly and timely addressed.
She will continually monitor operations, facilities, and equipment and will advise City and make
recommendations based upon any observed deficiencies and needed improvements.
Michelle is on site at the Company's El Monte facility during normal business hours and is
available by cell phone at all times.
Other Key Staff
Director of Safety & Trainina
We are pleased to have Joleen Judd serve as our Director of Safety & Training for this project.
Joleen is a TSI certified transit instructor. She maintains her office at our El Monte facility and
supervises the efforts of the company's five (5) other certified instructors and the team of Road
Supervisors assigned to the El Monte facility.
The staff and personnel on a project are a key component of the success and quality of that
operation. At Southland Transit, we keep that as a key focus in the hiring and training process,
as well as throughout an employee's tenure with the company. We believe that the safety of our
employees and our passengers is one of the most important elements of our operations. Given
that attitude, the skill set and experience of our Director of Safety & Training becomes a vital
component in our ability to be successful.
Call Center Monoger
We are pleased to have Jackie Pinzon serve as our Call Center Manager for this project.
Jackie manages the dispatchers and reservationists within our call center which is located at our
corporate office in El Monte. She has a wealth of experience in this regards and she is a
tremendous resource not only for Southland but for the City of Rosemead as well.
Director of Maintenance
Wayne Seale has been Southland Transits Director of Maintenance since 2001. He has
worked extensively in highly regulated environments under contract with transit agencies.
Wayne will continue to manage the maintenance aspects of this contract to ensure the
continuity of reliable service and that all preventive maintenance is followed.
Our Maintenance Department maintains the one hundred and twenty (120) revenue vehicles
that operate from our El Monte facility plus the additional fifteen (15) vehicles out of our Hooper
yard in Los Angeles. A vehicle to mechanic ratio of 13 to 1 is carefully monitored so that we can
provide a reliable fleet. We have a total often (10) fully - qualified mechanics and eleven (11)
fuelersrwashers on staff.
Road Supervisors
2 i
Proposal for Manaaement & Operation of Rosemead Transit Svstem
Our road supervisors are fully licensed and certified operators who are able to fill a route, pick
up a passenger or drive a replacement bus to a road call, whenever necessary. The road
supervisors utilize Southland Transit Fleet Support vehicles as clearly marked for identity
purposes. Our road supervisors are full time employees whose duties include, but are not
limited to, the following: ensure quality service delivery on a regular basis; facilitate fleet
deployment while performing pre -hip and post -trip inspections; monitor and document on -time
performance; provide extensive field support in an effort to minimize service interruption; and
address specific service problems and service interruptions.
Selection
o We make every attempt to select our field supervisors from the existing driver
pool, particularly focusing on those individuals who have done some behind -the-
wheel training. We choose individuals who are motivated and show supervisory
potential. If the individual chosen has no previous supervisory experience, s/he
may be sent for a class on supervision. The field supervisors are trained in -house
in the procedures for accident investigation, response to service problems, and
informed of all service standards for the contract on which they will be working.
They also attend a training session regarding human resources issues and
procedures.
Training
n At Southland, we also qualify and train field supervisors to be behind - the -wheel
trainers. The purpose of this double training and use is twofold. First, it is our
belief that it is impossible to function effectively as a field supervisor without a
thorough knowledge of the driver's duties and responsibilities. Secondly, it
increases the accountability of training. In many companies, trainers are simply
asked to produce drivers and the shortcomings of those trainees after graduation
is really not the trainer's problem. When a field supervisor is involved in the
assessment of trainees by overseeing the behind - the -wheel training, the
supervisor is less likely to pass a minimally qualified trainee to the driver position.
Any problems seen in training are problems the field supervisor will have to
oversee in daily service.
o In addition to the cross training of field supervisors as behind- the -wheel trainers,
it is our intention to cross train the cover drivers to be able to undertake field
supervision. As opposed to companies who designate the least experienced
drivers to be cover drivers, we believe that cover drivers must be the most
qualified and experienced drivers.
Reservationists
We have a full staff of reservationists in place for this project. Our reservationists are housed in
our El Monte facility. The order taker with the least amount of experience has been with our
company for 1% years. Every reservationist knowledgeable in all aspects of the service
operations, service area, and reservations procedures.
Dispatchers
Southland Transit currently has dispatchers assigned during all hours of service operations to
maintain contact with the drivers and to respond to requests from the City. Dispatchers are
26
Proposal for Management & Operation of Rosemead Transit System
responsible for coordinating vehicle and driver assignments, monitoring radio traffic for service
quality, and responding to service interruptions.
Dispatcher /Customer Service Recruitment 8 Hirina
Our approach to hiring customer service representatives is to seek individuals with computer
familiarity, high energy, and bilingual capability. We have had great success in attracting
committed, bright, talented workers, in part because we offer a competitive wage with health
benefits and, more importantly, we respect the tremendous importance of the customer service
department in the success of our company.
We are very aware of the mufti- cultural atmosphere of California. Of our current customer
service staff, over 80% of the representatives are bilingual (English /Spanish). In addition, both
of the dedicated team leaders for the Rosemead service are also fluent Spanish speakers. The
diversity of California, however, involves many languages beyond those mentioned; thus, our
customer service representatives also have available to them the use of the Language Line,
which allows translation and full communication with people speaking over 140 different
languages. This service is available at all times.
Training
Our training efforts include making the representative feel and realize that s/he is an integral
part of the overall transit operation. In this regard, we emphasize knowledge of how their job
interacts with and affects the overall delivery of service. A training manual, training videos,
training with experienced customer service representatives, and on -going team support
reinforces the customer service skilts necessary for the successful operation of each project.
Training includes the following components:
How to answer calls in a professional and expeditious manner, including how to handle the
irate caller, the indecisive caller, and the talkative caller.
Operation of the computer program and what information must be entered. Our
representatives are well versed in the use of computerized systems to make ride
reservations for callers. Although each one begins as a customer service representative, as
soon as their skills progress, each is trained to handle the dispatch board, including the
computer and the radio. This cross training allows us the greatest flexibility in assigning
employees to ensure coverage for our customers.
Familiarization with the geographic maps covered by the service. This knowledge is
absolutely essential for the system's overall success and efficiency. Initial training is further
reinforced by the availability of a map of the service area in the office.
The requirements of the Rosemead policies and procedures including fare structure, no
charge trips, reservation and scheduling procedures, no show policies, the status of escorts,
notification requirements for changed trips, and cancellation policies. A copy of the policies
and procedures are included in the Customer Service manual maintained at the workstation.
We believe staff should have these materials close at hand for easy access when unique
and difficult situations arise in their workday.
Sensitivity in fielding the calls of elderly and disabled riders is an important part of training.
We have developed training materials that include ADA requirements, appropriate language,
and informing the customer service representatives about such issues as vehicle
specifications, and wheelchair availability. Our training also addresses some of the more
27
0S3 D
propQ< ijj or Management & operation of Rosemead Transit System
complicated issues such as the definition of service animals and how to deal with such
animals that sometimes accompany a disabled rider.
In addition to the sensitivity training described above, particular emphasis is given to phone
interactions. The videos address the common interactions a call taker will have with
customers with emphasis on the difference between being helpful and being defensive or
curt. Our handbook also looks at such issues as communicating over the phone when the
caller has a cognitive disability. Visual cues and physical gestures can be of great
assistance in communicating with the cognitively disabled. and phone interaction removes
those visual cues. Thus, it becomes even more essential for the call taker to be aware of the
issues and problems that can occur, and particularly the methods to overcome them. The
training manual is kept by the representatives' workstations.
p. Accident and incident procedures are a part of all Customer Service training. Forms are kept
at every workstation. Detailed step -by -step procedures are outlined in the Customer Service
Guide maintained at every workstation.
'r We inform Customer Service staff of service changes as they occur. When policies are
changed, or procedures must be reassessed for determination of their effectiveness,
meetings are scheduled so that every member of the team is aware of the change.
Recurring training by way of regular meetings are held throughout the year. These meetings
address issues that have arisen in the service, as well upgrades to the system, and retraining of
specific processes.
28
no
r000sal for Management & Operation of Rosemead Transit System
Michelle Gamez Project Manager
TRANSIT PROJECT MANAGER with significant experience in providing general public dial -a-
ride and fixed route transit service in highly productive environments using automated
dispatching. Experienced with project reporting, both customer required reports and NTD
reporting. Responsible for selection and training of customer service and dispatch staff for the
company's consolidated call center.
PROFESSIONAL EXPERIENCE
Southland Transit, Inc.
Protect Manaaer- Alhambra and Rosemead 2012 to 2013
Responsible for the daily operations of the Alhambra and Rosemead Services. Provide
supervision for operators and call center. Produced monthly billing reports to suit client needs.
Compiled information for and to adhere to NTD reporting requirements.
Proiect Manager— Rosemead Dial -A -Ride & Fixed Route Services 2009 to present
Responsible for overall operation of the company's general public dial -a -ride services.
Interviewed, selected & trained customer service team leaders and reservationists in effective
use of the Trapeze system. Developed the company's approach to the effective use of Trapeze
in a dial -a -ride environment. Interviewed potential operators and selected for training.
Investigated accidents and/or incidents & provided reports to clients. Handled customer
comments and complaints. Developed direct relationships with problem clients to insure their
issues were not disruptive to the service. Worked with the other project managers to develop
facility wide solutions, in particular the movement of the vehicle washing and cleaning crews
from being managed by the maintenance staff to the operations staff resulting in a more
accountable and organized vehicle cleaning /detailing program.
Call Center Manager 2003 to 2008
Managed consolidated call center operation using Trapeze automated dispatching for the Cities
of Monrovia, Alhambra, West Covina and the Downey Regional Medical Center. Trained all
team leaders and reservationists in the proper operation of the Trapeze system. Monitored
telephone performance, system productivity and on -time performance. Managed the service
implementation for the dispatch portion of the West Covina Project.
Dispatcher
2002 to 2003
Worked as a reservations call taker and later a dispatcher on the Alhambra Transit system.
During this period system was changing from a manual system to Trapeze as part of a
technology demonstration project.
EDUCATION AND TRAINING
• Drug & Alcohol Reasonable Suspicion Training
• Sexual Harassment Awareness /Prevention Training
STI Basic Supervision Course
• Trapeze Dispatch Software Training
• LACMTA NTD Training.
29
9� elftl
P 291111 t for Management N uoeranon of air
e,neau .,..••�.. -•_•••
Scott Transue vice rrca�u
Scott has proven success in managing effective transit systems for public agencies. He has
significant experience with all phases of transit and paratransit operations management
including routelservice planning, service marketing, employeellabor relations, safety /training
programs, and budgeting.
PROFESSIONAL EXPERIENCE
Responsible for all transit contracts and operations of the company and business development
activities, Provides support and collaborates with senior management staff to design successful
operations; Ensures that operational resources are identified and obtained to realistically
perform services at proposed levels and measures; With the support of Southland's Senior
Project Manager provides guidance, training and support for eleven Project Managers located at
five locations throughout southern California.
Specialized Transportation Consulting, San Diego, CA - Princi al 2011 -2012
Provide specialized transportation consulting to clients which included Grant Writing, Research
Analysis, writing of a Service Plan for Seniors and Persons with Disabilities, third party contract
specific audits
North County Transit District NICTDf, Oceanside CA - Mar. Ser. Quality & Accessibility 2010 - 2011
Responsible for the agency's ADA Paratransit services, ADA compliance upon its Fixed -Route
services, Rail, and Facilities, responsible for budgeting, Title VI, ADA and Senior and Disabled
Services meetings, and community outreach.
ble for operations and planning of various Fixed- Route, Dial -a -Ride, ADA
Management, Senior and Disabled Services meetings and outreach.
San Diego Regional Center San Di o CA -Trans ovation Coordinator 0 -2002
Responsible for coordinating all aspects of transportation for persons with disabilities to include
contract management and vendor oversight, complaint handling, routing and scheduling, and
interacting with case workers, families, and persons with disabilthes.
Speaking Engagements
CALACT /National ADA Roundtable Conferences
• Effective Transit Fare Policies, Paratransit Efficiencies, CALTRANS Civil
Rights /LEP Guidelines & Third Party Contracting Workshop; Effective Late
Cancellation and No -Show Policies, FTA Compliance & Triennial Reviews
EDUCATION
• San Diego State University San Diego, CA - BA Program 2002
• Pepperdine University, Malibu, CA - Transit Management Program 2002
• Managing the Costs of ADA Paratransit Seminar- National Transit Institute
• Understanding ADA Seminar- National Transit Institute
• FTA Civil Rights Seminar - Federal Transit Administration
30
kosvffo
Proposal for Mapaeemept & Operation of Rosemead Transit System
Wayne Seale Director of Maintenance
A FLEET MAINTENANCE MANAGER with proven success in managing effective maintenance
of passenger transportation vehicles operated under contract with municipalities and public
transit agencies. Significant experience with all facets of establishing an effective preventive
maintenance system, planning for the maintenance of alternate fueled vehicles and maintaining
publicly owned vehicles operated by our company.
PROFESSIONAL EXPERIENCE
Southland Transit, Inc., El Monte, California — Director of Maintenance 1989 to Present
Starting as a Shop Manager Mr. Seale has progressed to the current position with full
responsibility for maintenance of over 300 vehicles providing service on 18 separate transit or
paratransit contracts; Manages foremen and lead mechanics in eight facilities throughout
southern California; has been responsible for the equipment and maintenance start-up functions
of seven service implementation projects over the past eight years; has established highly
effective programs for the maintenance of wireless data technology in company owned shops to
ensure the reliability of core communications technologies. Some of the high points of his
career at Southland include:
• Created and implemented an excellent alternate fuel vehicle maintenance
program,
• Established ASE certification programs for technicians, including incentive
programs for newly certified personnel; and,
• Worked closely with Access Services, Inc. to become the model maintenance
operation in the ASI network.
Autospec,Bellflower, CA — Proprietor 1983 to 1989
• Owner of a specialty automotive business which provided restoration and rebuilding
services for classic, collector and special interest vehicles; Provided full restoration
services including mechanical retrofitting as well as body and painting services.
Developed a high level of expertise in specialized high performance suspension
systems.
Fiat Motors of North America — Technical Parts Analyst 1974 to 1983
• Researched problems with serviceability of OEM parts; Implemented identification
procedures to correct and maintain accountability of parts defects; Generated technical
bulletins to advise dealers of parts problems; Assisted field representatives with part
related problems.
EDUCATION AND CERTIFICATIONS
• ASE Certification - Compressed Natural Gas Technology
• R134 1Macs AC Certification
• Ford and Fiat Factory Certification in Diagnostics
• Harbor Community College — Associates of Arts degree
31
p5E p
PASSENGER TRANSPORTATION PROFESSIONAL with significant management experience in
providing contracted transportation service, including fixed route, dial -a -ride and ADA paratransit
service. Experienced with project reporting, both customer required reports and NTD reporting.
Significant experience working with staff at social service agencies to ensure responsiveness of the
services provided.
PROFESSIONAL EXPERIENCE
Southland Transit, Inc. 2009 to Current
Director of Safety & Training 94012 to Current
Responsible for the Safety & Training functions for the El Monte and all outlining locations consisting
of over 400 drivers and 125 vehicles, including ensuring all driver files are up to date and accurate.
Conduct all recruitment and classroom training for new hires. Management of the companywide
DMV Pull Notice Program, management of the companywide Drug & Alcohol Program, works with
Risk Management to minimize safety concerns, and oversight of deployment of Road Supervisors
out of our El Monte facility.
Glendale CA Dial -a -Ride Project Manager 2 -2010 to 9 -2012
Glendale Dial -A Ride operates in the City of Glendale. CA, La Canada - Flintridge, and La
Crescenta Montrose. Exceeded all performance standards required by the City (an on -time of 95%
and passengers per hour of 3.75). Manage dispatch, maintenance and field operations departments.
Prepare and maintain a level of required reporting procedures for the client including NTD reports for
Metro.
Lancaster CA Facility Project Manager 2 -2009 to 2 -2010
Overall responsibility for the operation of three projects consisting of over 96 total staff and 50
vehicles, that which encompassed ADA service for Los Angeles Access Services and transportation
of developmentally disabled passengers attending programs sponsored by the North Los Angeles
County and Kern Regional Centers. Coordinated directly with Agency and Regional Centers staff to
ensure responsive operations for every service. Supervised dispatch, maintenance and field
operations departments and prepared all necessary reports to clients.
G.A. Osborne Pipe & Supply 2006 to 2009
Accounting Coordinator
After a year and a half as a stay at home mother, re- entered the workforce performing daily accounts
payable and receivable duties, daily ledger updates, collection calls and letters, cashiering, account
management, vender relations, data entry, customer service and special projects as required.
Veolia Transportation (Formerly ATC)
Transportation Supervisor
Oversight of daily operations in all aspects of a public transportation service including commuter,
fixed route and paratransit (dial -a -ride) services. Duties included assisting drivers in their daily
responsibilities, scheduling, dispatch operations, call center operations, customer service, on time
performancelefficiency, computer aided dispatch systems, data analysis, route analysis, complaint
32
OSE D
Proposal for Management & Operation of Rosemead Transit System
response, accurate record keeping, generation of operational information to support billing,
operational cost controls, and driver reviews.
State of California, Department of Consumer Affairs 1993 -1997
Management Services Technician
Duties included research and analysis, assisting in problem resolution, technical review of internal
and departmental documents/statistical information, inquiry response, review and processing of
division invoices and budget analysis.
Training & Education
University of the Pacific Transit and Paratransit Management Program, 2009
• Instructors Course in Bus Operator Training (TSI), 2010
• Fundamentals of Bus Collision Investigation (TSI), 2009
• California Standardized Emergency Management System (SEMS), 2012
• DMV Employer Testing Program Administrator, 2012
• NTI Advanced Mobility Device Securement Workshop, 2012
• NTI ADA & Complementary Paratransit Service, 2012
• NTI Prevention of Workplace Violence/Harassment, 2010
• ACCESS Certified Community Transit Supervisor (CCTS), 2011
• Training and Certificates in Drug /Alcohol Reasonable Suspicion,
• LPM Consulting Substance Abuse Management and Program Compliance
• Class B License with Passenger and Air Brake Endorsements
Project Orgonization Chart
33
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Proposal f.QrManagCment&QVeration of Rosemead Transit System
E. Hiring and Personnel Policies
At Southland we are not satisfied with hiring those minimally qualified but seek those people
who are most qualified and most motivated to drive. We go beyond check - listing minimal
qualifications. Each applicant must complete an application and submit an H6 DMV report. In a
brief interview at the time of submission, the applicant is told of the job requirements, the
application is reviewed for any unanswered questions, and the H6 is reviewed.
Those with minimum qualifications undergo a thorough interview, using a model list of
questions. The list ensures the interviewer covers all areas of questioning, that all applicants
are judged consistently, and that all questions are legal and not discriminatory. Questions are
open -ended to allow the applicant to talk about values and motivation, rather than simply
saying a yes or no to a question. This allows an interviewer to gauge the character and
sincerity of applicants.
Driver selection actually continues throughout the training process. We do not hesitate to
remove trainees who are not achieving the desired level of performance in any area — driving
skills; interaction with riders, staff, and coworkers; ability to read maps and navigate; and ability
to use the technology.
Southland Transit also makes it a priority to recruit a sufficient number of bilingual employees
to ensure that the bilingual communications requirement in the RFP are met and, most
importantly, to ensure that riders feel at ease and are able to communicate with the operator.
Human Resources Management & Personnel Policy
Southland Transit has developed its personnel policies and programs in an environment of
respect and open communication. Personnel policies are developed in a pro - active balance
between traditional "management rights" and a positive business relationships. Southland
Transit's policies have been written in conformance to all regulations concerning
compensation, Equal Employment Opportunity, Worker's Compensation, and Labor Protection.
As new requirements become effective we will modify and enhance our programs so that we
maintain our positive reputation with both clients and employees.
Southland Transit does not discriminate on the grounds of gender, race, age, creed, color or
national origin regarding any project or contract awarded to the firm.
Open Door Policy
Southland Transit maintains an "Open Door" policy to promote communication between
employees and management. Employees who are having problems or wish to register a
grievance can do so directly to senior management of the company. Their grievance will be
heard and the employee's supervisor is given 48 hours to provide a resolution in writing to the
principals and the applicable parties. This practice enables employees to utilize and enhance
problem solving and managerial skills. Southland Transit senior management believes this
process promotes self- esteem and professional growth.
Staff Retention
341
i
Proposal for Management & Operation of Rosemead Transit System
Employee retention is a major issue for effective transit operation. Operators have to be able to
navigate, and experienced operators that know where they are going are very valuable. For the
sake of service safety, quality, and productivity, we make a major commitment to keeping every
operator who is good at this line of work. This is an area where Southland focuses its
attention.
Wages
Our operator pay plan starts at $9.00 during the training period and then progresses from
$10.00 through steps to $14.50. Another major element of retaining operators is in making a
concerted effort to create the maximum number of full time operator assignments.
Benefit Programs
Our benefit program is highly competitive, and often superior, to that provided by other firms in
our industry. Our package of employee benefits has proven to appeal to employees. In major
part this is because we designed the benefit package to appeal to drivers. The plan is the
same for all hourly employees. Eligibility to earn time off begins the first day of full time regular
employment, which excludes training. A full time employee is defined as one who is regularly
scheduled to work 35 hours a week. We also work hard to make certain that anyone who wants
a full -time schedule is offered one, as we believe that full -time employees constitute a more
stable and committed workforce. Our package includes the following:
Health Insurance
• Our health insurance program has been well received by employees. That is no
accident because we specifically designed the program with our employees in mind.
Employees are eligible to enroll in the health plan at the first of the month following 90
days regular employment (regular excludes initial training time) for employees
scheduled to work 35 hours or more in a week. As a company we are committed to
finding full time employment for every employee who wishes to work a full schedule,
thus allowing the employees to participate in these benefits.
• With increasing costs we work to negotiate multiple coverage options for our
employees. This allows the employee to choose among four levels of health care so
each can choose coverage and cost that most clearly meets each employee's individual
needs. To further reduce the cost we have a 125 plan that allows for the employee to
pay for their portion of any benefit cost with pretax dollars.
• The company pays a significant portion of the cost of the employee's coverage, and the
employee may add dependent coverage at their own cost. We believe that the program
and the relatively short period for eligibility give us a clear advantage in competing for
operator talent.
DentallVision Insurance
• Employees can purchase dental/vision coverage at inexpensive group rates. The
employee may also pay for this benefit with pretax earnings under the'125 plan.
Paid Time Off
• Hourly non - exempt employees, who are regularly scheduled to work 35 or more hours a
week, earn Paid Time -off (PTO) in amounts tied to the amount of time they are regularly
35
MAO
S.gD 1 for Mananement & On r f rtosemead Transit Svstem
scheduled to work. Paid personal leave can be used for any purpose and can, with prior
approval be used by the employee as soon as it is earned. Our policy of starting the
accrual immediately and allowing its use as soon as it is earned is a statement to the
employees that the company honors and respects their contribution immediately.
Additionally our combination of traditional vacation and sick coverage encourages good
attendance, as time used for illness cannot then be used for "vacation." Conversely it is
well received by employees because they never "lose' their sick time as personal time
off accrual is paid at termination in accordance with state law.
Paid Holidays
Southland pays for six holidays a year. Regularly scheduled operators scheduled to
drive on one of these holidays and who do not work because the system on which they
work is closed receive holiday pay for the hours of work they miss in regards to the
specific holiday. When an operator Is assigned to a system that does not close for one
of our recognized holidays, and the operator works that holiday, the equivalent hours
are dropped into their Paid Time Off account.
401(k)
Southland has a 401 (k) plan for employees who have been with the company a year or
more. Employees can defer pretax earnings into the plan as retirement saving.
Additionally, we have provided that employees may defer safety incentive payments
into the plan, which has proven popular for operators who do not feel comfortable
deferring a portion of their paycheck into the plan.
Bereavement Leave
• Southland offers 2 days paid bereavement leave for identified relatives.
Paid Jury Duty Service Leave
Southland offers paid jury duty service for up to 5 days.
Paid Holidays
Six paid holidays, and when an employee works one of these holidays we credit their
paid time off account with equivalent hours so that the employee can enjoy a day off at
another time
Discounted Entertainment Tickets
Our company participates in a program called Great Perks. Through this program,
employees are able to purchase discounted tickets to community events such as
amusement parks. fairs, sporting events, and other activities.
AT &T Cell Phone Discount
Employees will be able to receive a company 10% discount off AT & T Cellular Service
through a special company arrangement.
Discounted Entertainment Tickets
36
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Proposal for Management & Operation of Rosemead Transit System
• STI participates in a program called Great Perks. Through this program, employees are
able to purchase discounted tickets to community events and recreational activities,
such as amusement parks, fairs, sporting events, and other leisurely activities.
Incentives and Motivational programs
In addition to our benefits that we provide to our employees, we also provide the following incentives as
a way to maintain a motivated and efficient workforce.
Safety Slogan of the Month
• All employees will be asked to submit a slogan that
promotes safety on a monthly basis. Two slogans
per month will be chosen by the company and
prominently displayed throughout STI's facilities.
The employees who submitted the chosen slogans
will each receive a $50 gift card for their
contribution.
Employee Recognition Events
• STI sponsors four (4) employee appreciation
barbeques per year. During these events,
supervisors and managers barbeque for employees and sponsor games and
giveaways.
Holiday Raffle
• STI's biggest appreciation event is the winter holiday party where employees and staff
play games, eat catered food, and have raffles to give away various prizes, which
include electronics such as flat screen televisions, gift cards, tablets, and iPods.
Sporting Event Tickets
• STI maintains VIP tickets to L.A. Lakers, Clippers, and Kings Games. On a monthly
basis, employees who have demonstrated exemplary service and have gone above and
beyond the call of duty are awarded two tickets to a game. Tickets have been given to
employees who have demonstrated: a driver who assisted another driver on the road; a
dispatcher who assisted another contractor's driver who contacted him; a call taker who
received a noteworthy commendation; driver who received a compliment regarding his
outstanding service.
Safe Driver Award
• This award will be given to a driver who exhibits safe and courteous service. Each
month, a driver who has the most commendations, no accidents, and good attendance
will be chosen to receive this award. At the end of the year, every driver who received a
monthly Safe Driver Award will be put in a pool to receive the Safe Driver of the Year
Award, on the condition that the driver continued to exhibit safe and courteous service
and meet all other requirements.
DMV Pull Notice Program
ii
Pr000 1 for Manaeemen[ & Oo ration of Rosemead Transit Svstem
Southland currently maintains an active Employer Pull Notice (EPN) No. with the DMV.
Southland has access electronically to the DMV's pull notice system, therefore anytime there is
any activity on one of our driver's file, we are instantly notified and can take appropriate action.
We also have the ability through this system to add and delete drivers as necessary. Our
Director of Safety & Training, Jolson Judd Is also a certified DMV Examiner.
The Employer Pull Notice (EPN) Program was established to provide employers and regulatory
agencies with a means of promoting driver safety through the ongoing review of driver records.
An employer enrolled in the EPN program is assigned a requester code. The requester code is
added to an employee's driver license (DL) record. When an employee's DL is updated to
record an action /activity, a check is made electronically to determine if a pull notice is on file. If
the action /activity is one that is specified to be reported under the EPN program, a driver record
is generated and mailed to that employer.
The EPN program allows our organization to monitor DL records of employees who drive on
your organization's behalf. This monitoring accomplishes the following:
Improves public safety.
Determines if each driver has a valid DL.
Reveals problem drivers or driving behavior.
Helps to minimize your liability.
The EPN program automatically generates a driver record when any of the following
actions /activities occurs:
1. Upon enrollment of driver in the EPN program.
2. Annually from the date of enrollment.
3. When a driver has any of the following actions /actwities added to his/her driver record:
• Convictions
• Failures to Appear
• Accidents
• Driver License Suspensions or Revocations
• Any other actions taken against the driving privilege
A driver licensed In another state will be assigned an "X" number for tracking purposes.
Citations issued in California will be added to the "X" record and monitored. If another state
reports an action /activity to California on out —of —state licensed drivers or California licensed
drivers, it will be stored on the driver record and reported to employers.
Prospective Hires
As the employer of a prospective driver Is required to obtain a copy of the driver record
showing the driver's current public record. If hired, the driver record Is to be reviewed, signed,
and dated by the employer and maintained at the employer's place of business until the
employer enrolls the driver in the EPN program.
381
R-i
Proposal for Management & Operation of Rosemead Transit System
Physical Examination Process
Southland Transit has comprehensive physical
examinations completed upon all applicants to
ensure that they are fit for duty and will be able
to perform all the necessary functions of their
job.
An applicant for employment is required to take
a job - related, pre - employment physical
examination after receiving an offer of
employment and before beginning his or her
first day of work. The pre - employment physical
examination includes a drug and alcohol
screening. Every offer of employment is
contingent on the applicant's successful
completion of the physical examination. The
pre - employment physical is provided by the
Company at no cost to the applicant.
Drug 8 Alcohol Abuse Policy
Southland has an established anti -drug and
alcohol misuse prevention program in
accordance with the terms of Code of Federal
Regulation (CFR) 49 Parts 40 and 655.
Testing includes both mandatory pre -
td d t t'n d
emp oymen rug screens, ran om e51 9. an
post- accident testing for all drivers and "safety sensitive" employees as defined by federal law.
All drug and alcohol testing is done in accordance with the DOT requirements for split screen
testing. In addition Southland has a written policy for a Drug Free workplace in its handbook.
Managers and supervisors also undergo additional training to ensure that they fully understand
the requirements and indications for "reasonable suspicion" testing, possible signs of drug
and /or alcohol abuse. This allows continued monitoring of workers when reporting for duty and
during the course of their workday. A copy of the complete policy can be found in Attachment
2.
We maintain a Drug and Alcohol Project Manager (DAPM). In fact, the last time the
Federal Transit Administration (FTA) performed an audit of the Drug and Alcohol
Program we manage on behalf of the City of Arcadia, they stated it was the best audit
they had ever gone through with zero findings. This is a pretty stellar accomplishment
given the high possibility of errors to occur and the fact that the ETA auditors have
reviewed numerous programs nationwide.
F. Accounting and Reporting
Fare Collection
39
oS3 eE A
Provo al for Manaeement & )peration of Rosemead Transit Svstem
Southland Transit, Inc., has designed procedures to accurately report fare revenues by route
and minimize risk of fare revenue loss. Southland follows the fare policy as set forth below
FARE HANDLING PROCEDURES
1. Drivers will record their route number, bus number and date on the Daily Bus
Record
2. Drivers will use the passenger counter (if available) to record passenger totals
3. Drivers will at the end of each shift record all fare types displayed on the Daily Bus
Record (DBR), and submit the DBR to the Road Supervisor.
4. Each vault will be "pulled" daily as it enters the yard. Vaults will be emptied into a
Revenue Bag by the Lead Road Supervisor.
5. Each Revenue Bag will be accompanied by a completed slip with the pertinent
service information.
6. The Lead Road Supervisor will drop the Revenue Bags into the Vault.
7. Standard operating vault revenue collection practices will proceed from this point.
6. Collected Revenue is reported to the Project Manager by our dedicated fare
counter.
FAREBOX MALFUNCTIONS
In the event that a fare box is not able to accept fares on route, the following shall take place :
1. The driver will immediately inform dispatch of the nature of the problem.
2. A relief bus is dispatched if available.
3. At no time will the drivers handle fares. While the fare box is malfunctioning, cash
passengers will ride for free.
In the event City elects to sell or provide tickets to patrons, Southland operators will collect,
record, and deposit ticket sales according to instructions of the City.
Records and Reporting
Southland Transit has consistently provided monthly or other reports requested to meet
funding source reporting requirements.
• All records and data prepared and maintained by Southland Transit pertaining to this
project are the property of the City of Rosemead and are made available for inspection
and copying at no additional charge.
• Southland Transit will maintain all books, records and documents relating to work
performed for the City of Rosemead for transit services on file for at least three (3)
years following the date of final payment to Southland Transit.
All duly authorized representatives of the City of Rosemead will have access to such
records for the purpose of inspection, audit and copying at reasonable times during
Southland Transit's usual and customary business hours.
G. Insurance and Indemnity
40
Proposal for Management & Operation of Rosemead Transit System
Insurance and Risk Monagement
We have carefully reviewed the insurance provisions of this project and currently meet all
requirements. We hereby confirm that we will continue to meet the insurance requirements.
We believe that risk management starts with safety and training. Southland Transit has a fully
compliant Iniury and Illness Prevention Program in place as well as a Hazard Communication
Program. The plan meets all requirements of good practice, as well as state and federal laws.
Under this plan regular walk through inspections of the facility and equipment inspections are
undertaken, as well as investigation of all reported safety problems. (See Attachment 4)
H. Financial Responsibility
Financial I nformotio n
Southland Transit, Inc. is one of the strongest locally owned transportation companies in the
region. Please find, under separate cover marked CONFIDENTIAL, reviewed financial
statements for the last company fiscal year ending December 31. 2013 for your review.
Financial statements are considered proprietary and confidential. Southland Transit, Inc.
requests that the information be reviewed only by qualified individuals who understand the
information provided and that those individuals be limited to the least number of people
necessary.
Our financials are provided within a spate sealed manila envelope marked CONFIDENTIAL
I. Reservations and Dispatch Function
Customer service & Dispatch
Our approach to hiring customer service representatives is to
seek individuals with computer familiarity, high energy, and
bilingual capability. We have had great success in attracting
committed, bright, talented workers, in part because we offer a
competitive wage with health benefits and, more importantly, we
respect the tremendous importance of the customer service
departments in the success of our company. Diversity in
California involves many languages, thus our customer service
representatives also have available to them the use of the
Language Line. This service allows translation and full
communication with people speaking over 200 different
languages, by use of translators who are only a single call away
at any time of the day or night.
Southland is highly accomplished at providing customer
service /dispatching that combines paratransit reservations,
paratransit schedule review and paratransit dispatching. In most
also includes mailing of brochures and dial -a -ride applications to callers. We operate multiple
Customer Service Centers. Our El Monte Call Center handles scheduling and service calls for
paratransit service for the City of Pico Rivera and the cities of Alhambra, Arcadia, Ballwin
Park, La Puente, El Monte, and West Covina, as well as for three LA County contracts and
Access Services, Inc.
41
1 , ' /
proposal for Mainaer ment & oeranon or rcosemeau sees—
There is a second Customer Service Center in El Monte that supports the 365 -day service for
Access Services, Inc. the Consolidated Transportation Services Agency (CTSA) for Eastern
Region of Los Angeles County. We also have a Customer Service Center in Sun Valley that
dispatches the dial -a -ride service in Glendale.
As a company we refer to our dispatch and reservationist operations as Customer Service. We
believe that this reminds each employee that the purpose of his or her job is to provide the best
service possible to the rider. It also helps to eliminate the traditional concept of the dispatcher
who does not interact with riders, and thus does not feel it is part of their job to "answer the
phones.'
Language line
Southland Transit maintains an account with a company to provide Language Line Services.
We use this service In our call center primarily for the Cities of Alhambra, Rosemead, and
Arcadia. This ensures passengers that do not speak English have their needs met and we are
able to book trips very seamlessly for them.
The average time for a passenger to speak with someone on the language line is three to five
minutes. This timeframe accounts for the reservationist dialing into the language line, entering
the code, and entering other pertinent information such as the desired language. This is a
fairly seamless process for individuals to use.
Dispatch /Customer Service Training
Our training efforts include making the representative feel as a part of the overall transit
operation. Therefore, we emphasize awareness of how their job interacts with and affects the
overall delivery of service. A handbook, training videos, training with experienced customer
service representatives, and on -going team support reinforces the customer service skills. The
handbook, which is maintained at each workstation, includes basic customer service
techniques and guidance on dealing with callers who have disabilities and handling of
incidents.
Our training of Customer Service personnel includes the following components:
i- How to answer calls in a professional and expeditious manner, including how to handle
the irate caller, the indecisive caller, and the talkative caller.
Operation of the computer program and what information must be entered. We have
very experienced Trapeze users in the company who have trained many new users.
Each new hire begins as a customer service representative. As soon as their skills
progress each is trained to handle the dispatch board, including the computer and its
MCC connections, as well as the radio. This cross training allows us the greatest
flexibility in assigning employees to ensure coverage for our customers.
i Familiarization with the geographic maps covered by the service. This knowledge is
absolutely essential for the systems overall success and efficiency. Initial training is
further reinforced by the availability of a map of the service area in the office.
'r Sensitivity in fielding the calls of elderly and disabled riders is an important part of
training. We have developed training materials that include ADA requirements,
appropriate language, and informing the customer service representatives about such
issues as vehicle specifications, and wheelchair availability. The training also
42
WAD
Proposal for Management & Operation of Rosemead Transit System
addresses some of the more complicated issues such as the definition of and
how to deal with the service animals that sometimes accompany a disabled rider.
In addition to the sensitivity training described above, particular emphasis is
given to phone interactions. The videos address the common interactions a call
taker will have with customers with emphasis on the difference between being
helpful and being defensive or curt. Our handbook also looks at such issues as
communicating over the phone when the caller has a cognitive disability. Visual
cues and physical gestures can be of great assistance in communicating with the
cognitively disabled, and phone interaction removes those visual cues. Thus it
becomes even more essential for the call taker to be aware of the issues and
problems that can occur, and particularly the methods to overcome them.
: Training in the use of the TDD is provided to our employees in order to facilitate
communication with the riders who have hearing impairments. In addition, they
are trained in the use of the available Language Line, which allows full
communication with riders speaking any number of different languages.
Accident and incident procedures are a part of all Customer Service training.
Forms are kept at every workstation. Detailed step -by -step procedures are
outlined in the Customer Service guide
o, We inform Customer Service staff of service changes as they occur. When
policies are changed, or procedures must be reassessed for determination of
their effectiveness, meetings are scheduled so that every member of the team is
aware of the change.
Telephone Service
The dispatch center is fully staffed to enable personnel to receive customer phone calls, assign
Dial -A -Ride trips, and perform any other duties necessary to efficiently operate the City of
Rosemead service. Southland provides appropriate telephone lines so that busy signals are
minimized for callers requesting information. Southland Transit will have an appropriate number
of call- takers on duty to answer telephone calls related to the Rosemead Service. Additional
lines and call- takers will be added if deemed necessary.
Southland Transit's main telephone number is answered from 5:00 am to 10:00 pm for
communication between our dispatch personnel, the Project Manager, and the City of
Rosemead. During non - business hours, Southland has an answering device with a recorded
message advising the caller to call back during the regular transit service hours.
Voice & Data Radios / Rodio Frequencies
Vehicles will be equipped with a two -way radio system sufficient for clear communications
throughout the service area at all times, and between the service area and the
operationslmaintenance base of Southland Transit. The radio equipment is available for
dispatching as well as emergency situations (such as accidents and mechanical breakdowns).
43
Aron 5 1
or Management & 12SIeratiOn of R semrad Transit System
Southland Transit is able to immediately dispatch substitute buses and/or police, Tire, or medical
help in the case of an emergency. Southland Transit uses state -of- the-art radio
communications systems, rather than rely on unreliable cell phone coverage.
Southland Transit is one of the few companies in the region to have access to a full -time
company -owned communications shop. MDT's, voice and data radios are installed and
maintained by professional technicians dedicated to STI and our affiliated companies.
Reservations Scheduling B Dispatching
At the heart of Southland's distinguished history of performance on dial -a -ride projects is the
reliance on automated dispatching from Trapeze paired with the power of a modern telephone
system. While a significant level of human intervention is required to use Trapeze in a general
public dial -a -ride, the capability of the system to retain information about riders, and the ease of
moving trips around in the schedule editor, allow our reservationists to schedule trips rapidly
which is a key element in our ability to deliver low wait times on calls so that we can guarantee a
60 second or less average hold time. This phone performance is a key factor in delivering
customer satisfaction with our reservations center.
Automated Dispatch Technology
Southland Transit believes, and has become the Southern California leader, in using the power
of automated dispatching from Trapeze to improve productivity for our customers. Trapeze has
become the unchallenged industry leader in the design and implementation of automated
dispatching software and Southland Transit uses their software for more Southern California
dial -a -ride systems than any other company. Evaluation staff should be aware that Trapeze, as
well as a number of other software vendors, market lower cost, lower performing "computer
assisted" systems. In our experience these lower priced lower functioning systems do not have
the power to handle the intense service demands of the Rosemead Transit system.
Trapeze D'spotch System
At Southland we use the power of automated dispatching from Trapeze to improve service for
our customers. We began using the Trapeze system in August 1997 and have used it to replace
manual or computer assisted systems in each of these client cities: the Cities of Alhambra,
Glendale, Arcadia, Monrovia, El Monte, Pico Rivera, West Covina, Baldwin Park, and
Rosemead as well as three dial -a -ride services operated for the County of Los Angeles. We are
proposing to continue use of this system to continue improvements for the users of the City of
Rosemead transit system.
Usage of the Trapeze software provides many advantages, especially improvement of the
reservations process and the delivery of highly productive. on -time service.
All runs for whatever number of days the City wishes to allow advance reservations can be
active in the system. This allows the Customer Service staff to book trips with complete
confidence that we will be able to deliver the service as originally scheduled by the rider. It
also allows us to offer the passenger multiple options for pick -up and return times that best
match their schedule.
The City can set multiple parameters for the time at which reservations will be accepted,
including weeks ahead all the way to real time demand response. It can also be set with
different parameters for different rider groups (in this case for general public dial -a- ride.)
44
p5E p
Proposal for Management & Operation of Rosemead Transit System
The system will continually optimize the runs to provide more effective trip linkage and
shared ride productivity. City staff and Southland project staff can develop specific
parameters for how much optimization will be allowed to occur in the system. In effect this
means telling the system how far existing appointments can be moved to slot new riders and
how long original drop times can be extended to allow for more pick -ups to be made.
This system will give absolutely reliable information regarding the availability of same day
standby trips and will identify more standby trip linkages than any manual system could ever
track. This is a powerful tool for improving system productivity.
The system has powerful subscription management features, allowing the staff to manage
subscriptions without taking away the ability for the system to continually optimize linkages.
Our goal in supervision of the Customer Service staff as it handles a specific service is training
the staff regarding when to use and rely on the automation and when to intervene with manual
dispatching. In a busy dial -a -ride service our experience has shown us that it may be necessary
to make some of the specific interventions listed below.
> Highly productive congregate trips are often not scheduled effectively on an automated
basis because they violate ride time or 'captive" parameters. In that type of case the
parameters can be manually overridden to schedule the trip. We have normally set up our
systems so that no ride time exceeds 45 minutes unless the person building the route
approves the violation.
On returns from congregate meal or shopping trips we have often had to force single bus
"take homes" because multiple buses, although more efficient from a routing standpoint,
were more confusing to the riders.
Aggressive use of templates to handle subscription passengers.
➢ Frequent use of "hard drop" times to ensure timely hand -offs to trains, express buses, or
other connecting services. This requires reinforcement with customer service staff to insure
that we look at connections from the back end first. This often means explaining to the
passenger why the 8:10 pick up will work better for them than the 7:55 pick up they
requested because they wanted to leave themselves plenty of time.
We have worked closely with Trapeze during our growth and while adding services. Our
company has a team that understands very clearly the challenges and the opportunities
presented by high- performance computer assisted dispatch software and are able to maximize
its benefits. And our experts are local. Should a problem arise in the facility , an expert is not a
plane ride away but a short drive away.
Because we understand the difficulties and challenges of the computer -based workplace, we
provide a back -up power source for the dispatch computer stations, telephone system and
radios so that we can maintain full functionality through a power outage. Additionally the data in
the server is backed -up nightly on a tape drive. This ensures that should the system fail
completely we will be able to recreate where the system was the previous evening at the time of
closing, such that the registered rider information and subscription rides are all saved.
Registration Database
One of the many advantages of the Trapeze system is that it maintains a detailed record of
existing riders, including their most frequent destinations as well as any specific direction about
pick -up or needs. At the time of the call, the caller will be asked for their last name and the
45
*
Proposal for Management & Operation or Rosemead Transit system
computer will identify the caller and their riding history, including special Issues such as use of
wheelchair or a service animal. This makes the scheduling call shorter and more productive,
which in turn prevents long phone hold times. Most of the other "automated" dispatch programs
do not have this capability, thereby making every trip appointment longer and causing phone
hold times to increase.
Reporting Capability
We use a custom designed reporting system, designed by a database consultant, to extract
Rosemead Transit operating information from Trapeze. We have the capability to design any
report that would be required for City Staff. Our information gathering and reporting capabilities
have allowed us to successfully negotiate both the MTA and FTA audits that are required of
Rosemead Transit as an included operator in the MTA system. Every one of our current staff
members is deeply ingrained in and qualified with the reporting requirements for Rosemead
Transit.
Phone System
We operate a high functioning telephone system from Nortel Communications. This phone
system allows us to track the performance of our phone reservations staff on each of our
contracts. Major features of the system are:
Customized greetings specifically designed for each separate service.
Call distribution technology that allows us to establish a team of specialists for each
separate service.
Identification prompts for representatives so that we do not answer the phone using the
name of another system.
Call sequencer that holds calls in queue line so that each is answered in order.
Full tracking and reporting capabilities so that the staff of the individual service contracts can
evaluate phone performance on their contract service, including hold times and lost calls,
and the Call Center Manager can monitor all service performance and report such data to
the respective City.
Each of the transit operations serviced out of the office has a separate and identifiable phone
number. The City of Rosemead will retain its local number for service. As calls come in, the
phone system identifies which service the caller is attempting to access and routes the call to
the appropriate team. The call will be answered by team members saying "Good Morning,
Rosemead Transit, this is [Name]." The team member will then book the trip requested by the
caller on the phone.
Radio Communications
Radio communication capability will continue to be provided by the system provided by the City
of Rosemead. We found out early on in our operation that Rosemead Transit is so busy at
certain times of day that the only way to get a certain trip booked is through cooperation
between several drivers and the dispatchers, which cooperation is greatly facilitated if each
driver can hear the requirement as it happens. This is the only system we operate where all
calls are heard by all buses. In fact we actually started the system with the more traditional
private channel radio system but changed to a "party line" type system to facilitate such direct
communication.
46
Proposal for Management & Operation of Rosemead Transit System
Trapeze PASS: Comprehensive Scheduling for Paratransit Service
Trapeze PASS !s an advanced
reservation and scheduling application
for demand response transit services.
PASS delivers a comprehensive solution
for client registration, trip booking, and
real -time scheduling. The product's
capabilities can be expanded by a suite
of enhancement products.
Key Benefits
Automate the demand response
scheduling process and create
optimized, cost - effective, on-
demand schedules. Improve
customer service by streamlining
and simplifying requests for
information and trip booking.
Avoid costly errors by maintaining
complete, accurate client records
and operations data.
r�u Clsa RrysbaOrii Snc n
Optimize vehicle use and increase passengers per hour by updating schedules in real -
time on the day of service.
Monitor daily operations closely and notify vehicle operators of situations affecting
service in real -time.
Generate standard and ad hoc reports efficiently and easily with a sophisticated
Reporting Wizard. Integrate PASS seamlessly with software systems for transit
planning, operations, customer service, and fixed route scheduling.
Features
Client Registration
Register clients with all required information, including multiple addresses, disability
type, space requirements, mobility aids, additional passengers, comments.
Apply multiple funding and eligibility programs, define eligibility conditions, and track
certification status.
Log trip histories and statistics, including number of trips, no- shows, and cancellations.
Store electronic documentation and photos for detailed passenger information.
47
Proposal for Management & Operation of Rosemead Transit SVStem
Trip Booking
Streamline the booking process using client and trip information saved as templates
during the client registration process.
Book subscription trips 76_11111� "'I� " Amu yIN W _JW Ay
(multiple trips with same origin
and destination) or casual trips
(single trips on demand).J'°'r
ti r�
Save trip requests for later 231"
scheduling or proceed to real F
time scheduling .
Receive alerts about a client's
drrj
eligibility status and previously !
booked trips when entering a I w.( —.•rvr if_���
new trip request.�"'"'D�
Track the booking process and ir� dtls!•sJ
quickly identify the creator or f - -f1p1— .-
modifierofareservation.
Tr mT,&Mmp SIesn
Scheduling
r Determine the most efficient and cost - effective way to, schedule single and recurrent
dial -a -ride trips.
Define in detail the parameters. and costing weights that will, be used to create
optimized, scheduling solutions.
Batch schedule an entire
day, of trips to create the
most, cost - efficient
schedule. Re- optimize the
schedule on the day of r [ fill
service. 1e A' .R round
Add trips to schedules on
the day of service; update I J
and re- optimize the vehicle's vu.n.
schedule in real - time.
AY.Y 1 P 1. n
View detailed run itineraries,
pending pick -ups, drop offs,
for each vehicle in service.nr .."
Frr _. rr �. 1. ..•1...
Use system map to display v
and verify the integrity of
runs and itineraries. Mpeze Sdwdde Booking Ill
48
Proposal for Manaeement & Operation of Rosemead Transit System
Calculate windows for pick up and drop off, taking into account trip distance, route, time
of day, physical barriers, client boarding and alighting limes, etc.
Update, cancel, and re- schedule trips using the Trip Administration screen.
Mapping
Create customized views of the integrated system map to assist with scheduling and
dispatching. Zoom in or out, and center the origin and destination locations, control map color -
coding.
View service areas, including street names. zip /postal codes, municipal boundaries, and
ADA corridors.
A. Geocoding of client addresses and other locations (origins, destinations, garages, etc.)
Y Viewing of multiple scheduling itineraries and runs interactively on the system map.
Define and edit boundaries, corridors, and barriers (geographical features, etc.).
Reports
This is just a short list of the reports available with the system that Southland is now proposing.
The system uses a self- contained report writing shell, and produces a variety of standard types
of reports, including:
Data diagnostic
> Fare /funding source
Operational Reports
> Productivity Reports
Statistical data
Flex trip
r Manifests
Taxi manifests
i Create ad hoc reports using the Report Wizard. Reports can be developed using
SOL query, Crystal Reports, and ASCII text.
Generate pull -out lists and pull -in lists of all scheduled vehicles, in chronological
order.
Y Create performance reports that detail statistics on actual trip, load, odometer,
passengers, fares, etc.
I Review schedule efficiency statistics, revenue times, deadhead distances,
passengers per hour.
Determine number of cancellations, no shows, and late arrivals for specific
clients or time ranges. Southland has developed a number of specialized
strategies to optimize and, in some instances compensate for, Trapeze
functionality. The lessons shown below were learned the hard way through years
of experience and we have found that collectively these lessons are absolutely
necessary for the proper functioning of Trapeze in a dial -a -ride service.
49
Proposal for Management e. n^ ration of Rosemead Transit System
We very seldom "batch schedule" preferring Instead to use Trapeze in a live scheduling
mode. The reason is that Trapeze uses a global speed assumption that can return some
undeliverable trip times. In a live scheduling mode dispatchers can keep track of these
problems and ensure that they can correct those issues before problems are created.
When batch scheduling is used there may be too many of these errors present to allow
for correction and on -lime performance declines.
We also prefer live scheduling because it allows us to promise each passenger a trip
time that is actually in existence at the time we make the promise. This makes it easier
to keep from over booking at peak hours.
We teach reservations staff to evaluate the suggestions given by Trapeze to determine
which suggestions are best for the efficiency of the system. This is done by using the
system's map function to check for excessive route zigzagging, which annoys both
drivers and passengers.
r Callers generally request a pick -up time based on their assumption of the time needed to
make an appointment. Trapeze allows for scheduling which calculates a time for pick -up
by first looking at the required drop off time, and our reservations staff has been trained
to make liberal use of this feature. At busy times of the day this works much better for
the client as it ensures that we give them a time that will get them to their appointment.
Our staff is trained to understand that highly productive congregate trips must be hand
scheduled because Trapeze will not schedule them correctly due to the system's flagged
Tide time violations. In our experience ride times are not a problem on this type of trip as
the passengers are aware that everyone is going to the same location and that it takes
time to load all the riders.
We have found that it is a common mistake to overuse templates in Trapeze service.
Our reservations /dispatch operations only use templates for group trips where we want
to preserve very effective linkages. Using them for single ride subscribers tends to
reduce the effectiveness of automated dispatching.
We often make the claim that we are the most effective company in Southern California at
demand responsive dispatching. This claim is not made idly or without support. Southland
Transit has improved productivity and on time performance on every single service that we have
taken over from other companies. We are the only firm that is consistently willing to guarantee
productivity improvements to reduce cost for our clients. Our record speaks for itself.
Dispatch Technology
Southland Transit has become the southern California leader in using the power of automated
dispatching to improve productivity for our customers. We began using the computerized
dispatch system in 1997.
It is important to note that Southland knows how to optimize and use the technology in real
service delivery. We have worked closely with Trapeze during our growth. Our company has a
team that understands very clearly the challenges and the opportunities presented by high -
performance computer assisted dispatch software and are able to maximize its benefits. The
real advantage is that Southland experts are local. We have, on staff, expert Trapeze
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Proposal for Management & Operation of Rosemead Transit System
professionals. Should a problem arise in the Operations Center, an expert is not a plane ride
away but right on site. Usage of the Trapeze software provides many advantages, especially
improvement of the reservations process and the delivery of highly productive, on -time service.
• All vehicle runs per the number of days the City wishes to allow advance reservations
will be active in the system. This allows the Customer Service staff to book trips with
complete confidence that we will be able to deliver the service as originally scheduled by
the rider. It also allows us to offer the passenger multiple options for pick -up and return
times that best match their schedule. In general we favor this method versus batch
scheduling because it allows us to minimize the number of times that we have to call a
customer back to change their schedule.
• STI staff will work with the City to set multiple parameters for the time at which
reservations will be accepted, including weeks ahead all the way to real time demand
response. It can also be set with different parameters for different rider groups (Seniors,
general Dial -a -Ride, etc.)
• The dispatch system will continually optimize the runs to provide more effective trip
linkage and shared ride productivity. City staff and Southland project staff -can develop
specific parameters for how much optimization will be allowed to occur in the system.
This is in effect telling the system how far existing appointments can be moved to slot
new riders and how long original drop times can be extended to allow for more pick -ups
to be made.
✓ The dispatch system will give absolutely reliable information regarding the availability of
same day standby trips and will identify more standby trip linkages than any manual
system could ever track. This is a powerful tool for improving system productivity.
✓ The dispatch system has powerful subscription management features, allowing the staff
to manage subscriptions without taking away the ability for the system to continually
optimize linkages.
We have learned from using Trapeze systems that constant tweaking of the system, and
second - guessing of its routing is not productive. However, we have also recognized that in a
busy service, it may be necessary to make specific interventions. Our goal in supervision of the
Customer Service center as it handles a specific service is training the staff when to use and
rely on the automation and when to intervene with manual dispatching.
✓ Highly productive congregate trips are often not scheduled effectively on an automated
basis because the violation of ride time or "captive" parameters. In that type of case the
parameters can be manually overridden to schedule the trip. We have normally set up
our systems so that no ride time exceeds 45 minutes unless the person building the
route approves the violation.
✓ On returns from congregate meal or shopping trips we have often had to force single bus
"take homes" because multiple buses, although more efficient from a routing standpoint,
were more confusing to the riders.
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Proposal far Management & Operation of Rosent ad Transit SWC111
✓ Aggressive use of templates to handle subscription passengers
✓ Frequent use of "hard drop" times to ensure timely hand -offs to trains, express buses, or
other connecting services. This requires reinforcement with customer service staff to
ensure that we look at connections from the back end first. As an example, this often
means explaining to the passenger why the 8:12AM pick up will work better for them
than the 8:OOAM pick up they requested because they wanted to leave themselves
plenty of time.
The data in the server is backed -up nightly on a tape drive or random disk array to ensure that
should the system fail completely, we will be able to recreate where the system was the
previous evening at the time of closing, such that the registered rider information and
subscription rides are all saved.
J. Equipment
We do not believe that any firm will propose a facility as well equipped as this one to maintain
and clean the buses for this project. This is particularly true if the maintenance of the Rosemead
vehicles is done at a facility totally dedicated to the Rosemead system, as the equipment listed
is expensive and requires space. A listing of major equipment provided follows.
60 ft. lighted I ventilated rube pit
80 ft. lighted high pressure vehicle wash bay
i ARI / Hetra 15,0009 portable lift system
PKS / Mustang 36,000# air portable wheel lift
ARI ! Petra 15.000# Vehicle support stands
Gray 10 ton Vehicle support stands
Napa 5 ton Vehicle support stands
Gray 10 ton air I hydraulic rolling floor jack
Norco 20 ton air service jack
Norco % ton air / hydraulic Transmission jack
OTC 2000# Engine hoist
r 20 ton hydraulic press
i OTG 7249 suspension ball joint service kit
John Beam heavy duty tire machine
Coates 950 computerized tire balancer
Ammco 4100 professional brake service station.
CPS AR300 Refrigerant recovery / service machine
Neutronic A/C refrigerant analyzer
r Nitrogen A/C system leak test system
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Proposal for Management & Operation of Rosemead Transit System
Viper ultra violet A/C leak detection kit
Hydra krimp —A/C hose repair kit
: SPX / Genisys engine diagnostic scan tool system
- Actron CP9190 professional engine scanner
Cummins — QC 5100 engine scan tool
TIF 8800A combustible gas detector
TIFRX -1 hand held gas detector
Midtronic micro 400XL battery analyzer
Slant 12270 cooling system pressure test kit
Associated 400 amp battery charger
Snap -on MM250SL wire / aluminum mig welder
Gas welding torch set
Aqueous parts washing tank
: Self- contained emergency response service truck
K. Operations and Maintenance
Operations, Administration, Maintenance and
Storage services will be provided at our existil
Monte Operations Center located at 3650 Rot
Avenue in El Monte. This is our primary east
county base which serves as our parking fact
vehicles in service to the Cities of Alhambra, I
Monte, Baldwin Park, Pico Rivera, Rosemead
Arcadia, as well as the LA County projects.
The facility has a total area of 4.2 acres wfth e
paved parking areas and a fully equipped
maintenance shop and permitted vehicle was
facility. The maintenance facility is over 20,0(
square feet.
The El Monte facility meets the requirements of the RFP and has
• Enclosed workspace that allows maintenance personnel to service vehicles and be
protected from the weather.
• The concrete shop floor is capable of withstanding the maximum weight of County Service
Vehicles.
• The security - fenced, paved, and lighted parking area has adequate spaces for overnight
vehicle parking.
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Proposal for Management & Operation of Rosemead Transit System
The shop area includes a heavy -duty compressed air supply; tire - changing
equipment; and, battery maintenance equipment and spare batteries.
• Vehicle lubrication equipment is available in the service area.
• All tools and equipment are on -site that are necessary to perform required preventive
maintenance and to service vehicles, perform component adjustments, and make
mechanical repairs. Southland supplies all tools above 314 inch and all diagnostic
equipment required to maintain revenue vehicles.
• The maintenance area includes secured storage area for tools, equipment, and parts.
• Our shop area includes an American National Standard Institute (ANSI) approved portable
hydraulic lift capable of fully lifting the heaviest of County Service Vehicles six feet above the
floor for maintenance purposes.
• The El Monte facility has a fueling facility for liquefied petroleum gas LPG
Our facility is a very short distance to the Rosemead Service Area thus minimizing deadhead
miles, wasting fuel, and ensuring the vehicles last longer.
In order to maximize precious space we use a system that allows the bus or van driver to use
the parking space of the vehicle they are driving that day to park their personal vehicle.
Overnight the only private automobile parking authorized is in the admin employee parking area
in the lower left quadrant of the image above. All of the other autos in this image will have been
replaced by the van or bus that occupies that stall when not in service.
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Proposal for Management & Operation of Rosemead Transit System
L. Maintenance Program
Maintenance excellence is a major
commitment for Southland Transit, Inc. We
have developed an outstanding reputation
among clients for developing and maintaining
standards that guarantee our maintenance
quality is of the highest level. Our record with
clients who subject vehicles to third party
inspections is superior. We provide consistei
quality maintenance that protects the riders
and ensures quality on -time service.
Southland Transit provides a comprehensive
maintenance plan that will be put forth for thi
vehicles that we will be provided for the City
information regarding our maintenance plan that will be followed.
that a mechanic to vehicle ratio of 1 for every 15 is practical.
Our experience has shown
Pads /Fluids Specifications and Requirements
At a minimum a 30 -day supply of all- preventive maintenance required materials and parts,
fitters, fluids, etc. is kept in kits to enable better inventory and quality control. Brake lining,
drums, hubs, seals and other related parts are stored in sufficient quantities to ensure that at
least one complete kit for each vehicle type is in stock at all times.
An adequate stock of engine, transmission,
cooling system, wheelchair, air - conditioning,
heating, suspension, glass and seat parts are
stocked based on local availability and order
lead times. Small items such as light bulbs,
clamps, and hardware are obtained through a
supplier.
Blanket purchase orders are established with
all oil and chemical companies, major parts
and component supply companies, as well as
local parts houses to ensure that we receive
materials on a timely basis. Reorder lists are
established based on usage, part availability
and lead times. The maintenance manager is responsible for maintaining the inventory system
and ordering materials.
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proposal for se rnr
Revenue Vehicle Service Condition
Southland Transit uses a Driver Daily Vehicle Inspection Report (DVIR) to manage service
vehicle condition. Each operator fills out the DVIR on every shift they work. This form is subject
to a very specific handling requirement by the California Highway Patrol (CHP). One copy of the
form must be maintained by the maintenance office to provide verification that an inspection is
completed every day and that relief operators complete a mini - inspection at the time they take
over responsibility for the vehicle. If defects are noted, the second copy of the form is used by
the maintenance staff for evaluation and /or correction of the defect. The Highway Patrol expects
any corrective repairs to be documented by a repair order or repair ticket contained in the
vehicle file. If defects are noted, the third copy of the form is retained in the vehicle so that the
next operator is aware of any defects that have been found. This is a federal DOT requirement.
Once the repair is made the maintenance staff will make a note on the bus copy of the DVIR so
that the operator knows the defect has been resolved. Together with the "A" inspection the
DVIR comprises the foundation of the maintenance program described on the following pages.
Revenue Vehicle Damage
All major exterior or interior damage as a result of accidents, road conditions, vandalism or
graffiti results in immediate removal of the vehicle from service. Repairs are completed prior to
the vehicle returning to service and at the expense of company. A detailed inspection of the
vehicle is conducted after repair to ensure that repairs have been properly performed and that
no other physical or mechanical damage exists. Minor body damage is reported to maintenance
through the operator's DVIRs and the fueler /washers' daily reports. The repair of all minor
damage is scheduled for completion within the same week it is reported. Graffiti is removed
immediately. An outside contractor will perform all major accident damage, body repair and
painting. Selection of vendors for body repair and painting is subject to the approval of our client
in the case of client owned vehicles.
Maintenance excellence is a major commitment for Southland Transit, Inc. We have developed
an outstanding reputation among clients for developing and maintaining standards that
guarantee our maintenance quality is of the highest level. Our record with clients who subject
vehicles to third party inspections is superior. We will provide consistent quality maintenance
that will protect the riders of the service. Our program exceeds many of the requirements set
forth in the RFP.
Driver Daily Vehicle Condition Inspection (Daily Pre -Trip)
Prior to putting a vehicle into service the driver is required to perform a detailed pre -trip
inspection of their assigned vehicle. Any defects or concerns are noted on the Daily Vehicle
Inspection Report (DVIR). The DVIR is a three -part form; the original is forwarded to the
terminal office and filed by vehicle number; the second copy is forwarded to the lead mechanic
for maintenance review /scheduling; and the final copy is retained in the vehicle until responded
to in accordance with USDOT regulations. Repairs are prioritized to ensure that all safety
related defects are repaired before the vehicle is allowed to return to service. All non- safety
related defects are scheduled for repairs in accordance with the priority assigned to the repair.
In no circumstance is a vehicle returned to service after an A inspection with any outstanding
defects. As part of this pre -trip inspection each driver cycles the wheelchair lift on his or her
vehicle, if the vehicle has a lift, prior to the start of revenue service. In demand responsive
services no vehicle is allowed in service with an inoperative lift Drivers are thoroughly trained in
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Proposal for Management & Operation of Rosemead Transit System
pre -trip Inspection requirements and are not allowed In revenue service until they can
demonstrate full proficiency in conducting the appropriate inspection for the type or types of
vehicles they will be called upon to operate.
Maintenance Personnel
As quality maintenance is an essential element of service quality
we are committed to the continual training and upgrading of our waon• rootr...o,
maintenance employees' skills. We use multiple sources for , ` A1frOMOTVX
mechanic training including the courses and resources offered by NAVtCt
the manufacturers, vendors, as well as the National Institute for • EXCtL.LtNCO
Automotive Service Excellence (ASE), the Service Technicians
Society, and the Transportation Safety Institute. We have established financial incentives for
technicians to attain ASE certification.
We identify training sources and work with the maintenance staff to arrange their schedule to
attend training or study for certifications they need to further enhance their maintenance skills.
After a member of our staff develops a new expertise through training, they are asked then to
share that information and expertise with our other employees.
Our maintenance personnel have thorough knowledge of:
• Engines, transmissions, and related mechanical equipment.
• Methods and procedures used in servicing mechanical equipment.
• Vehicle chassis and bodies.
• Tools. precision, instruments, equipment, and procedures used in general repair and
maintenance of vehicle equipment.
• Decimals, fractions, and specifications related to vehicle mechanics.
• Specialized areas such as painting, upholstering, brakes, air conditioning, wheelchair
lifts, fareboxes, and electronics.
In addition, our maintenance personnel have the following skills:
• Conduct preventive maintenance inspections and complete associated paperwork.
• Inspect vehicle engines, transmissions, and other mechanical, electric, and electric parts
and components.
• Diagnose vehicle engine, transmission, electrical and electric component system
problems.
• Repair vehicle engines, transmissions, and other mechanical, electric, and electronic
parts and components.
Maintenance Staff Recruitment & Hiring
We have had exceptional success in attracting highly qualified technicians to staff our
maintenance operations because they are attracted to our commitment to doing the job right.
Southland has no layers of bureaucracy to preclude them from participation in the development
of effective maintenance policy. Wayne Seale has been instrumental in working with our
customers and our technicians to develop a maintenance plan that will produce clean, reliable
equipment for Southland drivers. This process has yielded significant maintenance
improvements in every operation that we have taken over.
57
Y[Oijgsat For Mana¢ement & Ooeration of Rosemead Transit 5ystem
We seek to recruit technicians who want to be part of an operation committed to continuous
learning. Our expectation is that every maintenance employee will make continual progress to
develop his or her knowledge and skills. Such development is then recognized in pay increases.
Maintenance Staff Training
The Southland Transit, Inc. Safety Training Policy includes standards for the initial training of
maintenance personnel. We require that maintenance personnel who operate a vehicle on a
public roadway must have a license applicable to the vehicle operated. Additionally all
maintenance personnel undergo a minimum of 20 hours of original driver training including
company orientation and policy, defensive driving, hazardous material handling, dealing with
blood borne pathogens, sexual harassment, body mechanics, emergency procedures and drug
and alcohol policy requirements.
We also recognize that the growing complexities of servicing transit fleets require on -going
training. Today's vehicles include complex computer systems and advanced cutting -edge
engine technologies. In such an environment it is a challenge to keep the maintenance staff
current with the industry changes. As quality maintenance is an essential element of service
quality we are committed to the continual training and upgrading of our maintenance employees'
skills.
We use multiple sources for mechanic training including the courses and resources offered by
the manufacturers, vendors, as well as the National Institute for Automotive Service Excellence
(ASE), the Service Technicians Society, and the Transportation Safety Institute. We have
established financial incentives for technicians to attain ASE certification. We identify training
sources and work with the maintenance staff to arrange their schedule to attend training or
study for certifications they need to further enhance their maintenance skills. After a member of
staff develops a new expertise through training, s /he is asked then to share that information and
expertise with the other employees.
Fuelfna
All expenses, gallons, and other pertinent information are maintained and compiled monthly.
These records are available for City viewing at any time. On a monthly basis, by the 10" of the
following calendar month, Southland will invoice City for the documented cost of fuel used in the
operation for the previous month and for the year to date.
Southland will be responsible for obtaining state and federal tax exemptions applicable to the
purchase and consumption of fuel for this contract.
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Proposal for Management & Operation of Rosemead Transit System
Warranty Work
Southland Transit's Director of Maintenance, Wayne Seale, has handled the warranty
administration for our company and, if approved, on behaff of our clients. He has managed a
number of major warranty efforts in his career, including an extensive campaign dealing with
transmission and transaxle. We have found that the key to a successful warranty program is
learning the specific criteria employed by each vehicle manufacturer and managing
maintenance to the established criteria. Both our tracking systems and our experience will
facilitate excellent performance in this area.
Southland Transit will coordinate all warranty and maintenance issues with the manufacturer.
Applicable Vehicle Codes and Regulations
All vehicles utilized in this service are maintained in a safe condition for transportation of the
public and meet all the requirements in the California Vehicle Code for passenger transportation
vehicles. All replacement parts used to repair and maintain the vehicles conform to the
California Vehicle Safety Standards and the California Administrative Code, Tide 13.
Due to our long history of providing public transportation
service our maintenance staff is specially trained to meet the
requirements of the CHP Motor Carrier Safety Regulations
and are subject to annual vehicle and terminal inspections.
Revenue Vehicle Appearance Cleaning, and Servicing
Appearance and condition are paramount to operating an
efficient and comfortable transportation system. Our program
ensures the fleet is clean, well maintained and presentable to
our customers and to the employees who use these vehicles
to provide service to our customers. At the end of each
service day, vehicles are fueled. The utility workers ensure
that all fluids are checked and topped -off, tire condition and
air pressure checked, and the overall condition of the interior
and exterior Inspected, with special attention being given to
seat damage, graffiti, or other vandalism that may have taken
place since the start of the day. Wheelchair lifts, fareboxes,
and lights and flashers are checked. After the Fluid and visual
inspection is completed the utility worker will record the
mileage, amount of fuel, oil and other fluids dispensed; sweep c
as necessary; clean the windows, seats, and operators' area: and remove any graffiti.
The vehicle interiors are swept, vacuumed, dusted or mopped daily to remove all dirt and
debris. To the maximum practical extent possible, vehicle interiors are free of litter and debris
throughout the day. All foreign matter such as gum, grease, dirt and graffid are removed from
the interior surfaces on a daily basis. Any damage to seat upholstery is repaired immediately
upon discovery. Ceilings and walls shall be thoroughly cleansed at least once per month, or
more often if necessary.
Each weekend the interior of vehicles are checked and repaired and the replacement of window
inserts. seat inserts, seat upholstery, graffiti, window glass and schedule holders are undertaken
as needed.
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Proposal for
The vehicle exterior is washed twice a week or more often as needed. Once a week the vehicle
is subject to more extensive cleaning; at a minimum this cleaning includes ceiling panels,
handrails, side panels, seat frames, wheel wells, operator area, modesty panels, door and step
areas, destination sign glass, windows, floors, and AC grills. When completed, the vehicle is
parked in its assigned place and property secured.
Daily Vehicle Inspection and Servicing
As mentioned previously, prior to putting a vehicle into service the operator is required to
perform a detailed pre -trip inspection of their assigned vehicle. If any defects or concerns are
noted on the Daily Vehicle Inspection Report (DVIR) a copy is forwarded to the Lead Mechanic,
who then opens a work order and schedules the repairs. Repairs are prioritized to ensure that
all safety related defects are completed before the vehicle goes into service. All defects reported
by operators are addressed within 24 hours of being reported. All safety related defects are
repaired before the vehicle is again placed into service. Each operator cycles all lifts on their
vehicle prior to the start of revenue service. Except in emergency situations, a vehicle is not
allowed in service with an inoperative wheelchair lift. In addition to wheelchair lifts being
checked, brakes are checked, as well as lights and flashers. Operators are thoroughly trained in
pre -trip inspection requirements and are not allowed in revenue service until they can
demonstrate full proficiency in conducting the appropriate inspection for the type or types of
vehicles they will be called upon to operate. The effective performance of these inspections is a
major item of emphasis for our service monitors. Operators are also expected to leave their
vehicle broom clean at the end of the day. DVIRS are available for the City and CHIP to review
at any time.
Wheelchair Oil and Ramps
During each Preventive Maintenance Inspection a thorough check of the wheelchair and lift
equipment is undertaken. Wheelchair lifts are tested with a minimum of 500 pounds deadweight
and 750 pounds maximum weight to ensure compliance with the ADA requirements. On an
annual basis a detailed inspection is done of every lift component to ensure that wear is within
acceptable standards. This inspection is done with all shields and panels removed so that every
element of the system can be seen and evaluated. Particular attention is paid to wear at
pivot/swivel points, integrity of barrier mechanisms, fluid leakage, wiring integrity. and general
structural integrity.
Preventive Maintenance Program
Our preventive maintenance proviram consists of the following service and inspection elements'
Diver Daily Vehicle Condition Inspection Daily by each driver
Vehicle Cleaning and Washing
1x1w1k. min & as needed
Periodic Vehicle Detailing Service
Per Contractor Annually
Preventive Maintenance Service — A
30 Days/3,000 Miles
Preventive Maintenance Service — Brakes
Customized to Duty Cycle
Preventive Maintenance Service — Engine
Per Manufacturer Specs
Preventive Maintenance Service — Transmission
12,000 Miles
Preventive Maintenance Service — Cooling System
Annually Plus Testing
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M.,
Prnnncal fnr ManaeemPnt R Oneratinn of RusPmead Transit SV6fPM
Preventive Maintenance Service - Electrical System
Annually Plus Testing
Preventive Maintenance Service - AC SystemsAnnually
Preventive Maintenance Service - Wheelchair Lifts
Annually
Steam Cleaning
As Required
Emission Control Compliance
As required by law
Preventive Maintenance Inspection -A
Vehicles are inspected every 20 to 21 working days or, for higher mileage vehicles, 200 -250
miles in advance of the 3,000 -mile mark. This schedule will result in a service interval that
always exceeds that which is required in the specifications. We have found that our shops are
better able to adapt to a schedule based on shop working days than on calendar days. This
aggressive schedule exceeds all regulatory requirements and allows us to move more repairs
into the preventive and predictive categories. The inspections use the vehicle manufacturers
and component manufacturers recommended severe service cycles as well as all seasonal or
campaign work that may be required. The vehicle repair history is reviewed and any scheduled
predictive maintenance items or open defects are repaired at this time.
Tire maintenance is also accomplished at the A inspection including proper inflation,
notation of any irregular wear pattern which might indicate necessary balance or
alignment, immediate replacement of any tire which will, in the judgment of the
technician, exceed authorized wear tolerance prior to the next scheduled inspection.
Tires are not allowed to be operated if they exceed more than 3/32 inch tread depth.
Tire rotation is accomplished at every other "A" inspection.
Preventive Maintenance Inspection - Brakes
At the time that we take over a fleet of vehicles on a new contract a thorough examination of the
vehicle history is made to develop a specific brake maintenance interval targeted to the duty
cycle and repair experience. These intervals are evaluated on a continual basis and
supplemented by careful inspection of brake condition on each "A" inspection. If the "A"
inspection shows a need for earlier brake maintenance the inspection will be conducted either
immediately or at another interval, which will allow us to effectively address the condition.
Careful measurements are taken and recorded at each brake inspection so that a wear profile
can be developed for each type of vehicle in the fleet. This wear profile is then used to refine the
preventive maintenance scheduling. The brake inspection incorporates a step where the
foreman reviews the brake work just prior to re- installation of the wheels and /or drums.
Preventive Maintenance Inspection - Engine
Engine technology has evolved to the point where no single policy can address all of the
requirements for engine services. We develop a specific program, based on manufacturer's
severe service recommendations, for each facility, which addresses the engine models in the
fleet. This program includes written forms providing effective direction for the technician in
accomplishing the service.
Preventive Maintenance Inspection - Transmission
Transmissions are maintained in accordance with the individual manufacturer's severe service
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Proposal for Management & Operation of Rosemead T7an a vscem
recommendations and in all cases will include filter and fluid changes at the 12,000 -mile interval
required in the specifications. This aggressive schedule, combined with regular fluid analysis,
will ensure optimal transmission life and minimize service interruptions for transmission failures.
Preventive Maintenance Inspection - Cooling System
Cooling system maintenance has become an important step for ensuring that the maximum life
is obtained from engines. On an annual basis each cooling system will be tested to ensure that
appropriate concentrations of cooling system additives are maintained to optimize engine life.
Preventive Maintenance Inspection - Electrical System
Accessible transit service is hard on electrical systems, due in great part to the frequent cycling
of wheelchair lift equipment. On an annual basis each electrical system will be thoroughly tested
to ensure optimal performance. This inspection will include a battery load test to disclose the
need for replacement of any weakening batteries while also comprehensively testing the
charging system to ensure the battery will not fail due to system malfunction.
Preventive Maintenance Inspection - Air Conditioning System
Air conditioning systems are maintained in specific conformity to each manufacturers
requirements. Southland treats, every vehicle with any portion of the Air Conditioning system
inoperative as a "down bus' thus requiring repair before the vehicle is returned to service. We
ensure that every one of our night shift mechanics have the full capability to diagnose and repair
air conditioning systems. All repairs and maintenance functions are performed by certified
mechanics in strict conformity to current environmental standards for air conditioning service.
Monthly reporting on the Preventive Maintenance Monthly Form documents all air conditioning
preventive maintenance. The single most important step in effective air conditioning system
maintenance is insuring, at each' A" inspection that the condensers are cleaned out so as to
insure effective airflow from the condenser fan. Annually, during the month of March and in this
case upon taking over the vehicles, a specific campaign will be undertaken to ensure that each
air conditioning system is adequately prepared to provide effective service throughout the
season when air conditioning performance will be maximized. This inspection will include, state
of charge, condition of compressors and compressor drive systems, and condition of the
condenser.
Preventive Maintenance Inspection - Wheelchair Uff Equipment
During each Preventive Maintenance Inspection a thorough check of the wheelchair lift
equipment is inspected. Wheelchair lifts are tested with a minimum of 500 pounds deadweight
and 750 pounds maximum weight to ensure compliance with ADA requirements. On an annual
basis a detailed inspection is done of every lift component to ensure that wear is within
acceptable standards. This inspection is done with all shields and panels removed so that every
element of the system can be seen and evaluated. Particular attention is paid to wear at
pivot/swivel points, integrity of barrier mechanisms, fluid leakage, wiring integrity, and general
structural integrity.
Preventive Maintenance Service - Steam Cleaning
Each vehicle's engine compartment and undercarriage will be subject to steam cleaning at least
once a year, and more often as necessitated as part of responding to a fluid leak. Any vehicle
that is subject to a fluid leak repair is referred for steam cleaning prior to its return to service.
Our Maintenance Directors are especially attuned to insuring that steam cleaning does not
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Proposal for Managements, Operation of Rosemead Transit System
become a replacement for the repair of minor fluid leaks.
Vehicle Cleaning
Appearance and condition are paramount to operating an efficient and comfortable
transportation system. Our program ensures the fleet is clean, well maintained and presentable
to our customers and to the employees who use these vehicles to provide service to our
customers. At the end of each service day drivers are expected to leave their vehicle clean.
Service workers ensure that all fluids are checked and topped -off, tire condition and air pressure
checked, and the overall condition of the interior and exterior inspected, with special attention
being given to seat damage, graffiti, or other vandalism that may have taken place since the
start of the day. After the fluid and visual inspection is completed the utility worker will record
the mileage, amount of oil, and other fluids dispensed: sweep or mop the interior of the vehicle
as necessary; clean the windows, seats, and drivers' area; and remove any graffiti.
Each vehicle will have its seats steamed monthly, or more often as required. Every vehicle in
the fleet will also be subject to annual detailing with the objective of returning the vehicle to as
close as possible to OEM condition.
The vehicle exterior is washed at least once weekly plus after each incident of rain occurring
while vehicles are in operation, or at other times when the vehicle's appearance is simply not up
to standard. Special emphasis is given to the wheels and any other particularly dirty areas.
Service Vehicle Maintenance Record Keeping
Southland Transit has developed its own proprietary maintenance management system. The
system was built in Microsoft Access in consultation with Simetra Systems, our long time data
management and reporting system partner. Unlike many off the shelf programs this system was
designed specifically for passenger transportation vehicle maintenance and maintenance
management. Our system features all of the following capabilities:
• Preventive maintenance scheduling for four separate levels of preventive maintenance.
• Fuel consumption tracking (also provides mileage inputs for PM scheduling).
• Repair order management with technicians entering their repairs directly into the system.
• Storage of frequently used repair operations to minimize input.
Storage of parts data to assist in inventory management and further minimize data input.
• Vehicle inventory management.
• Road -call reporting.
• Complete vehicle maintenance cost reporting.
• Maintenance schedule compliance reporting.
Vehicle Maintenance and Accident Reporting
Southland Transit maintains an individual file for each vehicle
that documents, by date of action, all preventative
maintenance functions including warranty work and any other
pertinent maintenance data, including but not limited to fuel,
lubricants and other fluid use. Maintenance work shall be
performed as specified in this Agreement.
Records are kept in the individual vehicle file of any accident
63
R
0o sal for Manaee a fR meadT aneft 3MLC -n
in which the vehicle has been involved, Including the repair work required to return the vehicle to
service.
All accidents that involve passenger injuries or vehicle damage which are expected to exceed
$500 will be reported to the City within one (1) hour of occurrence of the accident. All other
accidents and or incidents will be reported to the City within twenty four (24) hours. All traffic
accidents involving transit system vehicles, irrespective of injury, will be reported to the
Rosemead Police Department or CHIP as appropriate. In the event of any accident, Southland
Transit's personnel are trained to comply with all applicable State laws, rules and regulations.
Southland Transit's computerized maintenance management system maintains detailed
maintenance records. Reports can be generated in a form that will be acceptable to the City.
Our reporting system currently meets all requirements of the California Highway Patrol.
Records and reports shall include, but not be limited to, the following
-Daily vehicle inspection and servicing checklists;
-Work orders for all maintenance inspections, warranty
repairs and other vehicle repairs including materials,
parts and labor consumed;
-Road call reports, or work orders, for each road call
identifying date and time, vehicle number, problem and
mileage of vehicle;
-Monthly summary listing by vehicle: mileage, miles
since last preventative maintenance inspection and
road calls.
M- Safety Program
At Southland, we believe that safety is essential and one of
our top priorities. It is emphasized in all operator and staff
trainings, in monthly safety meetings, and in the company
Safety Manual. We believe that the safe transportation of our
passengers is the principal responsibility of our company's
safety program. This statement forms the basis of our safety
philosophy. During all aspects of our service delivery. Southland Transit demands that each
and every one of its employees places safety at the top of all priorities. Our mechanics are also
inspecting vehicles and equipment at the highest possible level to ensure the safe operation of
the service. We remind every employee in our company that our responsibility is to protect the
safety and health of our passengers. We have successfully designed a number of highly
effective safety programs to ensure that we maintain a leadership role in safety to our
employees and riding customers. Under the direction of our Director of Safety 8 Training, the
safety program is focused on three components:
Safety Awareness and Training,
Accident Prevention,
Safety Awards.
Safety is every employee's responsibility and a constant company -wide priority. Safe
working habits, defensive driving, training and retraining on driving skills and attitude,
3
�
Proposal for Management & Operation of Rosemead Transit System
liking, accident prevention, etc., are subjects of safety awareness. Safety awareness
training takes a number of forms:
Safety Messages— Safety messages are published monthly, company -vide to highlight
safety tips and specific problem areas.
Safety Posters and Campaign — STI has implemented a new safety poster program
that supplies new safety motivation posters every week to reinforce training and to call
attention to high risk practices. Every month, STI will conduct special safety campaigns
to highlight particular problems and reinforce good operating and driving skills.
Safety Meetings— On a monthly basis safety meetings are held for all employees.
Safety meetings are used for training and reinforcement of:
safety topics
basic driving skills
review of recent accidents
discussion of seasonal hazardous conditions
presentation of safety awards.
Awards & Recognition — Operators will be
recognized in a formalized system for
practicing safe operating procedures. We
will institute a program whereby we will
reward the best of the best.
Safety Committee — Southland Transit, Inc. also
maintains a safety committee whose purpose is to
ensure safe and efficient operations across the entire
company. The committee is comprised of managers
and drivers to review accident trends and make
recommendations as a group to improve and
enhance our safety culture.
System Security and Emergency Preparedness Plan (SSEPP) — Southland Transit, Inc. also
maintains a coordinated plan in the event unannounced disasters or emergencies take place.
The purpose of this plan is to ensure all staff is readily available to act and safeguard the security
of our passengers when it is required.
N. Screening and Selection Program
The staff and personnel for a particular service are a key component of the success and quality
of the operations. At Southland, we keep this as the focus, in the hiring and training process, as
well as throughout an employee's tenure with the company. Our hiring and training of
employees for this service will comply with the training requirements set forth by the City.
Background checks will be complete and in accordance with contract requirements.
6,1
WAD
Proposal for Mana a en
_ tv t & Oaerat n of Rosemead Transit System
Operator Recruitment
The recruitment and hiring of operators will meet all legal and contract specifications. We
continue to have excellent success with recruiting school bus operators who are looking for a
career upgrade. For these operators transit service is a more reliable year -round job with better
benefits than a seasonal school bus driving job. We do understand the requirement for carefully
assessing school applicants since not all of them are adaptable to a busy fixed route or dial -a-
ride operation, particularly in terms of real time navigation.
New Hire Operators
It is critical to our overall success that a viable program be established for training individuals
without prior passenger transportation experience. It allows us to maintain balance in our
recruitment efforts and be less dependent on the actions of other employers in filling our
positions.
Operator Selection
Southland Transit expects a high degree of customer service skills by its operators. It is very
important to us that our operators are friendly, respectful, and courteous. Therefore, as
passengers board the bus, they are greeted with a pleasant experience. At Southland Transit,
we know that anyone can be trained to drive a bus, but it takes the right person with a great
customer service skill -set to do the job effectively.
Operator applicants must possess a California driver's license with appropriate endorsements,
and meet the requirements for entry into our training program. All applicants undergo a DOT
medical examination and a pre - employment drug screen that must be negative. The drug screen
is done in accordance with the terms of federal law. In addition, Southland Transit maintains a
zero tolerance drag policy and requires all safety- sensitive employees to be placed in a random
drug pool.
At a minimum, an applicant must pass the following criteria'
• 5 years of driving experience;
• Drivers must be in good standing with the DMV and enroll in the DMV Pull Notice
Program;
• No suspensions in the previous sixty (60) month period;
• Have no more than three (3) moving violations or two -point violations within the thirty -six
(36) month period preceding selection;
• Drivers must not have any rail crossing convictions;
D
• rivers must be able to speak, understand, white and read English with proficiency; and,
• Must not be addicted to alcohol or controlled substances;
• WIII not be subject to outstanding warrants for arrest; Be • sensitive to passenger needs and be able to handle complaints and problems as they
arise;
• No reckless driving violations, DWIIDUI or drug abuse convictions or license suspensions
due to such convictions in the last ten years.
• No conviction of a felony or a crime involving moral turpitude before or during the time of
employment.
• Must meet all applicable requirements as established by the CHP.
O. Training and Retraining Program
66
Proposal for Management & Operation of Rosemead Transit System
Our Training Room is located at 3650 Rockwell
Avenue El Monte CA 91731 which is the same yard where we operate the Rosemead Service
from. We believe it is imperative to have the
operation and the training located together for Ilip coordination between the two. Our Training Room is able to handle eight (8) trainees and we
have the ability to expand it into another room if
necessary. There is also a large TV mounted on
the wall for trainees to view safety and visual
presentations as a part of the classroom
instruction they receive.
The following is an overview of the initial operator
training curriculum. This system is in use
throughout our company and has been used to train paratransit and fixed route operators in
service throughout Southern California. Classes follow the training materials from the National
Transportation Safety Institute (NTSI), with further development of materials from Transportation
Management Associates for passenger assistance training and the Smith System for defensive
driving. The training summary outlined below is a summary of our training and safety program.
Operators receive on -going safety awareness and training to ensure they continue to remain fit -
for -duty.
1) STI Orientation and Policies. As we provide paid training, a trainee is an employee as
soon as they enter training. The initial session is to introduce the trainee to employee
policies and procedures and to ensure that all of the necessary initial paperwork is
completed.
2) Defensive Driving. Our defensive driving instruction includes both the defensive driving
course provided by the National Safety Council and the Smith System. In the two
programs trainees learn techniques for avoiding accidents on the road, covering such
things as attention to situations which can bring about accidents, being aware of the
actions of other dnvers and pedestrians, the proper methods for crossing, entering and
exiting the vehicle. Our training curriculum includes the Smith System materials because
they provide an exceptional tie in to behind- the -wheel training which is used.
a. ALL Alm high In steering
b. GOOD Get the big picture
c. KIDS Keep your eyes moving
d. LOVE Leave yourself an out
e. MILK Make sure they can see you
3) Transportation Safety Institute curriculum. The Transportation Safety Institute, the
training branch of the Federal Department of Transportation, has developed this 3 -part
curriculum. Every segment utilizes slide shows and a follow up exam.
a. Vehicle Operations. This segment discusses maneuvering techniques in several
different operating environments with a variety of bus sizes. The primary focus is
in fixed route operations with large vehicles in a variety of operating environments.
b. Customer Service. This second segment works with the first segment to give the
driver trainee effective tools in handling customers, in both fixed and paratransit
67
Y
f�`11 F gST§0 Setting the Standard for Community
"6"#_7 T2nsit in Southern California
Souddand Transit Inc.
City of Temple City On Wheels and Temple City Dial -A -Ride Operation and
Maintenance Contract
applications.
c. Emergency Management. This final segment covers the requirements for handling
accidents and vehicle breakdowns. It also builds on the customer service segment
in that it sets out methods by which the driver deals with these situations when the
vehicle has passengers in congested situations.
4) Pre & Post Trip Inspection. While in class, the trainee learns about the regulatory
requirements related to the multiple items a driver must check such as tire tread depths,
steering play ratio, air and hydraulic brake testing, etc. The most important part of this
training continues with the trainees going through the "hands -on" portion, with buses.
5) Dealing with the Elderly and Disabled Passenger
a. Empathy and Special Needs. The emphasis here is to train the driver how to
respond to these passengers with care and consideration of special needs.
Different approaches are used, such as having the trainee visualize what life
would be like with a disabilitr if the driver were required to use a wheelchair,
cane, seeing eye dog; if they were mobility impaired, lost balance, suffered from
a cognitive impairment. The goal is to assist the driver in moving past pure
sympathy or a demeaning view to understanding and the ability to aid and assist
in a helpful manner.
b. Mobility Device & Securement. In this section of our training, trainees learn the
correct use of vehicle lifts, ramps, and restraint systems. Every trainee learns this
both in the classroom and "hands -on" in the vehicles, acting as a driver and as a
passenger. Emphasis is also put on the physical safety of the rider and the driver
who is boarding the passenger as well as completing the task without damage to
the mobility device itself.
c. ADA Training. The full range of requirements of the American with Disabilities
Act as it impacts transit operations is covered here. Drivers learn about fares,
service animals, discrimination, calling stops, and steps to undertake when a
wheelchair lift is inoperable so that the passenger is not stranded on the street.
6) Communications. Use of the radio and/or Mobile Data Terminal is covered depending
on which communication system is being used. Radio users are trained in ten- codes
and plain speak. Mobile Data Terminal users are trained in input. acknowledging
completion of trips, etc. In all cases the appropriate time to use the communication
device is emphasized.
7) Route Orientation /Thomas Guide. The ability to navigate is essential for a driver.
Trainees learn how to use a Thomas Guide and learn to route themselves with a
Thomas Guide. On fixed -route services they are familiarized with the particular routes
on the service by learning a "aft /right" sheet. The classroom training is reinforced and
supplemented during behind - the -wheel training.
8) Hazardous Materials and Blood borne Pathogens. Trainees are familiarized with the
hazardous materials that may be encountered in their job including the handling of body
681Page
fluid spills that could lead to virus transfers, and use of the body fluid kit.
Class Room Training
Hours
9) Hazardous Conditions. All operators are
se ,
trained and expected to report all hazardous
;A
road conditions in a particular service area
Defensive Drlvin
8
to their supervisor. The supervisor will then
„
immediately notify the city of the conditions;',
ry
�.yxC
and immediately take precautions to
Pre & Post Trip
2
safeguard the passengers and personnel.
Ins actions
10) Body Mechanics/Safe Lifting. Operators
'� M72
e
are required to use their body in manyxw"
tax
aspects of their job. To ensure their safety,
we specifically train on the correct body
Communications
3
mechanics for these tasks including the
correct method for lifting, pushing, securing
wheelchairs, and boarding and exiting the
vehicle.
'
11) Harassment in the Workplace. Every
4 Y'
employee, including operator trainees are
Hazardous Materials &
2
provided information and training on
Blood -borne Pathogens
harassment in the workplace. The goal is to
_
make certain that employees know how to
- r
report any problems they have as well as to
Harassment in the
2
train employees on the many faces of illegal
Work lace
harassment. Southland does not tolerate
`;...
any form of harassment in the workplace.
Commercial Driver
1
Trainin
12) Substance Abuse. Operators are taught
the problems of substance abuse, with
regard to the job, but also with an eye to its effect on quality of life. Southland's
Drug and
Alcohol Plan and Policy are covered in detail. All rules and regulations are
strictly
enforced In accordance with DOT rules and regulations, as well as with the company
policies. A copy of the plan is included as Attachment 2.
13) Commercial Driver Training. When the candidate comes with a C -class
license the
trainee also undergoes the necessary training to obtain a Commercial Driver's License.
Behind- the -Wheel Training
No operator provides service for Southland Transit without undergoing behind- the -wheel
training (BTW). Members of our Safety & Training department select and train all behind -the-
wheel trainers. There is at least one behind - the -wheel trainer at every Southland facility.
Behind - the -wheel training includes training at a secured parking facility through an obstacle
course; in- service evaluation of the driver's skills; and route training for the specific service.
Additionally, the trainee learns of the particular system requirements that are in effect for their
assignment.
Once the trainees begin behind- the -wheel training, the Safety & Training Department oversees
69
L%_*
Proposal _ for Management nr uoeranon or tcos - "
the efforts, gets continual updates regarding how the training is progressing, and will perform
behind- the -wheel training them when needed.
Southland Transit's training emphasizes strenuous pre- testing and a formal final review prior to
the trainees taking their final or CHP exams and moving on as a "regularly scheduled" operator
status.
Our formal review is based on the observations of the behind- the -wheel trainer. Behind -the-
wheel trainers spend more time with potential employees than any other person in the company.
We give the BTW trainer authority to make a "do- not - hire" recommendation. All operators,
whether they be relief or regulary assigned, are haired to drive all vehicles they may come into
contact with for the specific service they are assigned to.
Refresher Training
Every service operator is evaluated by a behind- the -wheel trainer or training supervisor at least
twice a year and undergoes retraining as appropriate. Retraining is also scheduled for any
driver involved in a preventable accident or incident. There are monthly scheduled safety
awareness classes to continually refresh and renew the skills necessary to be an effective, safe
and courteous driver. Because we have created an atmosphere where the road operations and
training functions work closely together, these safety classes are very productive. The sessions
address issues that are particular to the service the operators are assigned to
Once assigned to this project, the operator will be given the Operator Manual which will allow
the operator to continually refresh his or her knowledge of the specific requirements of
Rosemead service and driving skills.
In the initial training as well as in the recurring sessions, operators always have the opportunity
to ask questions, and clarify issues. The most important part of training is not to follow a
checklist, but to make certain that the participants in the training are actually learning and
incorporating the materials presented. Our training department does not pass candidates who
will not be effective team members.
Evoluotion
In addition to our general observations and "ride- alongs" with operators, we have developed a
unique approach to operator evaluations which allows us to measure the performance of the
driver in several key categories. Our evaluation procedures involve a performance appraisal
directed specifically at the assessment of those skills required by demand response and fixed
route operators. The evaluation becomes the basis for promotion and salary reviews as well as
for operator improvement programs. We will commit to performing these two limes per week as
required within the RFP.
We will also be complying with the random checks of the bus system two times per week and
this will help us to ensure On Time Performance is at its highest levels. On Time Performance
issues can be caused by various issues as described below:
• Passenger issues
Driver issues
• Scheduling
70
OSE D
Proposal for Management & Operation of Rosemead Transit System
• Traffic
• Poortra'.ning
We will ensure all of these are addressed through training to achieve the on time performance
levels.
Passenger Disturbances 8 On -Board Security
Our first objective is to minimize disturbances with effective driver training. We have a very
specific training module regarding disruptive passengers that teach drivers effective techniques
for defusing potential passenger disturbances. We will also have strong support for our drivers
from supervisors. Drivers always have the ability to have a supervisor at the bus within minutes
to render assistance through use of the Supervisor's handheld radio.
In each of our communities we have also developed excellent working relationships with the
local police. Through direct communication with the supervisor it will be possible for drivers to
access the police directly when there is an incident that might jeopardize the safety of the driver
or passengers- We have used the police effectively on a number of occasions when a
passenger was causing a disturbance on the bus. In those instances the driver continued the
route to prevent further provoking the perpetrator and was met by the police at a predetermined
stop.
✓ Internal Process to Avoid Problems & Complaints —At Southland our first and
primary goal is to avoid service problems. We are constantly monitoring our own
performance in this pursuit. We believe that the rider must be satisfied and we want to
develop and use the appropriate tools to assure that customers have all the
opportunities necessary to let us know how the service is working.
In order to focus on this goal we have established a framework that has us, as a
company, investigating and identifying causes and providing a response to every service
defect, no matter how the defect is identified. We have found that the most common
occurrence is a call from a client reporting a problem. Every staff person is trained to
prepare a report form based on the customer's input. This report immediately goes to
each individual involved so that the cause of the incident can be identified and, more
importantly, a determination can be made as to what corrective action is required to
prevent recurrence.
We also encourage the use of these reports by our field staff, including operators. There
are times when an operator feels that a problem arose due to the actions of a
passenger, dispatch, or management. Such problems do not always lead to formal
complaints, but are issues that should be investigated and evaluated before larger
problems occur. This form allows for operator input, and initiation of a process for
determination and correction.
We encourage this two-way process of identifying problems because we have found that
it creates a team - oriented approach to problem solving, rather than a "blame- oriented"
approach. The process has also provided valuable input from employees who have to
work the nuts and bolts of the system and is a major empowerment tool for our road
staff.
Despite this commitment to preventing problems and complaints, problems do occur.
71
Proposal
_ for Management & Ooeratlon of Hosemead Transit System
Throughout the training of all staff, operators, call center personnel, dispatchers,
mechanics, road supervisors, and managers, it is emphasized that any problem or
complaint should be reported immediately to management staff for action and resolution.
Southland management personnel are evaluated on their ability to foster an environment
where all problems and complaints are reported, as well as on their responsiveness to
riders, and to client staff in handling problems as they arse.
P. Data Collection and Reporting
Southland Transit collects and prepares information concerning transit vehicle activities as part
of its project operation records.
• Monthly Summaries. At the end of each month, Southland Transit prepares and
completes a monthly Operator's Report which summarizes the daily operations
information collected during the month. The report will be forwarded to the City
within ten (10) calendar days of the end of the reporting month.
• Passenner Complaints. Southland Transit documents operational problems
and passenger complaints and describes the action, if any, that was taken
regarding the problems. Copies of the complaint form will be transmitted to the
City the working day following identification of the operational problem or receipt
of the passenger complaint.
• Operational Problems. Accidents or passenger incidents and action taken with
issues related to safety or deemed as a serious operational deficiency to be
reported by phone to the City no later than the next working day.
• Trio Sheets. Southland Transit currently maintains daily trip sheets and an
operations summary for each service day and a summary of each month.
Operational data will be collected and compiled daily, weekly, monthly, quarterly,
and annually, and reports can be provided according to the individual routs,
modes and total system. In addition, individual totals will be provided for peak -
hour services, Bus System Improvement Plan services, weekdays, and
weekends. The operational data will continue to capture daily total passenger
counts, revenue hours, total hours, revenue miles, total miles, fare box revenue,
passenger type's documentation of any discrepancies in the number of
passengers carried and the amount of fares collected by the operator, passenger
pick -ups and drop -off times and locations for the Dial- A- Riderl-axi services. In
addition, should the City require additional data, Southland Transit will comply in
a form acceptable to the City. Operations logs, reports, and summaries will
available to City for review by 3:00 p.m. of the next business day following data
collection. Farebox revenuelactual cash count reconciliation reports shall be
available to City for review by 10.00 a.m. of the next business day following data
collection.
• Financial Records. Southland Transit has established and maintains separate
accounts of all project expenditures and other relevant financial records and
documents in a form that has been previously accepted by the City of
Rosemead. Southland will continue to collect, record, and report on a quarterly
basis all accounting data for Rosemead Transit operation in accordance with the
requirements set forth in the RFP.
72
Prgllusal for Management & Oneration of Rosemead Transit System
• Invoicina. All invoices and related records are subject to audit by the City or
other transit related funding partners.
• Accounts. All costs incurred for this project will be recorded in accounts
separate from those used for other business activities and in conformance with
the State of California, State Controller's Chart of Accounts for Public Transit
Operators. These accounts are available for inspection and/or independent audit
at the City's election.
National Transit Database fNTD)
• As part of the annual NTD reporting requirements, Southland Transit has complied
consistently with the FTA required on -board data sampling to compile statistically valid
passenger mile data.
• All Southland Project Managers annually attend the Metro's INTO reporting workshop.
We consistently submit a draft NTD report on operated service to the City no later than
one week prior to the submittal date required by Metro. Southland Transit has been the
primary contact for NTD Audits.
R. Transition Plan and Time Schedule
The RFP states for proposers to provide an implementation plan regarding the transition from
the prior contractor to the next so that there is no disruption in services. As the current operator
of Rosemead Transit, Southland is uniquely positioned and, as a result, will not cause any
service disruptions upon award of the new contract. Southland has very few implementation
tasks that will need to be accomplished prior to the start of service and therefore our list of
implementation tasks needed will be far less than our competitors. Identified tasks are shown
below:
Transition Schedule
Description Task Start Task Complete Task Manager(s)
City Council Approval and
August 11,
August 18,
Scott Transue
Execution of Contract
2015
2015
Within a week of the
August 18,
August 25,
Scott Transue, Michelle
contract award, meet with
2015
2018
Gamez
City staff for a read
through of the contract to
Identify the changes in the
new agreement that will
necessitate new
procedures,
Coordinate and Inspect
August 22,
September 10,
Wayne Seale
New Buses at Plant
2015
2015
Establishing a clear
August 31, September 1,
Scott Transue, Michelle
understanding of the
2015 2015
Gamez
expectations required
under the new agreement
Within two weeks of the
73
9� eUro,
Proposal for Mana9c
anono
n tr
__
ce!New ve,
peecid
wre
l !under
September
September 22,
Michelle Gamez
er
15, 2015
2015
Agreement
Schedule installation of
October 1,
October 15,
Wayne Seale
on -board camera systems
2015
2015
onto new buses
Train New Drivers on New
October 8,
October 15,
Joleen Judd
Vehicles
2015
2015
{
Enroll New Vehicles into
October 15,
October 22,
Scott Transue
Company's Insurance
2015
2015
Policy
Provide New Insurance
October 23,
October 23,
Scott Transue
Certificates to the City
2015
2015
Service Begins under New
November 1,
NIA
Scott Transue, Michelle
Contract
2015
Gamez
Follow up Meetings with On -going On -going
Scott Transue, Michelle
the Cit as Necessary
Gamez
Again as stated above, Southland Transit, Inc. is the incumbent contractor of the Rosemead
Services. Therefore, as the RFP asks, the service delivery through the first month into
November 2015 will remain uninterrupted with service delivery remaining status quo. As the
current contractor we are able to offer the passengers of Rosemead Transit a continued
seamless operation.
74
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Camtlas is.- -:OFIC i1 M.P.111 fu4e. InerDrW4�e /dmSFeII.0ome6 Falerq1WeCBP
1 Mme eamau WNOT IMW MIR'a.IP atlloM1 Ebrtlmnetamvaf mu4be pn[Fasea uparaleh' pan number ]lOd6e
m{Lenvary 5umva ahk6712gmmtS 15, Ile1allomen Int It 511170fuR
Cameustoles O NOTI21663, snade ournp sera, S] as dN..,51 a..,¢'S512I 2LL60' RPWVa On per camera)
Systems OOte WES NOT zutFSSlFempMu cabl. and m sullannrMntllotortsble
Syslem5 C1u0IPWE5 NOT IMC WOf iFlpplOg (All {Fipmen103 grOUnd unl¢ y {RCUeitM Oillerwiul Or'mstalWtipn
IL
cesTlp Setting the Standard for Community
Transit in Southern California
Southland Transit Inc.
DRUG & ALCOHOL
POLICY
NOTE : ,[l q „ersa 1u Ir r u jr, dc LCYZCPp 'T aj
r hold-faced pa 2c.,uenreots oFt -FCC
DRUG AND ALCOHOL POLICY
Southland Transit, Inc.
Rev.sed Septemoer 10 20'3
POLICY STATEMENT
SoLthland Tranat Inc ,Sill s cedlcateo to provldl ^.g =safe dependable and efficient
transportation services Ic our cus!omers 'rye recogaee mat cur safety- sensitive employees'
and affnlate s use o` o.legal drugs and mrsese o` aicc ^e: poses a agnificant risk to public safetv .
as well as the employees and affilabe s health and `.vel -ceing a, ^d can causle loss of efficien ^_y .
produchvlty or a 0 sruptrve work cnvirc--Te i r y ew w :nos STI has adopted this policy that is
designed to
I 1 create a Nark enmrorma-d free f cir the advise e"ects of drug abuse and alcohol
misuse
1 Z darer aril detect Icyaas arc affiliates of rlegal drags and m suse of alcoi-cl
1 3 .ro'c"! Sne ur v�u'. vanuf - s ,t 'fe ising possession of use of
apnUClled substance, anJ
1 4 encourage emplovees and aPf ates's seer orcressronal assistance anytime personal
problems mcumng druc o' aLohc a p y a wer,eiy affe c Ineir an it, to safely
pedor'e 'nef assigned ar.Nes
PURPOSE
e purpose of pr. r s r asst e' ht. e:.> f _7uiy and ro protect curerrployees
r k
affiliates, pi a la >. - re, ., ,he sa. -ar, and pea th rsrts posed oy the misuse of
a cohol e u arse o, pr -.0 to Of"_s rl le pui, . tl ini -nceo tc comply w :h a -1 applicare
Sane ano federal rag-, otions gove'nng :+cm:ace a "oi dfi.g se and alto ^o misuse prograh'•s
r the lranspertaUon - ^ls;:y They mcluae DO 49:;FR Pall43 i Prccedures for
`ransoo -ation b;cr, place D'ag and .A :cr'GI TesRig Plcgramsl FTA49 CFR Part 655
Prevention cf Nlcobol rrl:suee aed P,ohm :cc. Drna -Sc I TlacSit Operations'; DOT 49 CFR
Pali 29 'Drl -Free b'. o'z sax l,ct of 1569' ann C govt :,d, Section 5350 of seq r "Drug-
Free Nlorko. ace Art of 199,1 , This iw'nrp ra .- ;na red,. ements of aG ve regr.'a +r rs
for safe!, -senst he cn acvees and clhers when se "cteo
APP _i Cf +91i,T,.
Unless otherwise ,cteo r spec c prowlers !his pphcv ace es to all P.'? 1 ernplovees roluding
eased_ part -time c. ccntiact personnel It aeo,cs tc off see lunch periods or blears when an
t nooyee is sched.r ed'0 ' ettllr to Wotl, ' is oil -Ca.1
The application of his; policy to non - safety - sensitive employees is under STI's own
authority. Visitors. invitees, and vendors are also prohibited from entering the STI
premises and from conducting any work on behalf of the company when illegal
substances are present in their system, or the odor of alcohol is present on their breath.
PREEMPTION OF STATE AND LOCAL LAWS
If any conflict occurs between State and !ocal laws and any requirement of the above mentioned
Federal regularons. the Federal regulations prevail. However. Federal ragulauons ac not pre -
=.mpt provisions of State criminal laws that Impose sanctions for recnless conduct ath ebuted to
proCib led crog use or alcohol misuse whether the pmvis�crs app:y spetuf Call., to transportation
employees . employers or the public In genarel
s DFFINITIONS
Ad- uL'eratzd Sdeo men A specimen that has been altered as evidence by test results showing
e,!her a s lame that is not a normal constituent for that type of specimen or Showing an
abno, ma! concen!rat.0- of an erdog Enocs substance
?'.cchol IJae Tne salong a-swallowing of any be.eraga nq:nd n�lz :.,re o, orepara!Ier
crud :rg an, -:emcaoon, contameng alccna Far purcoss of :his po +c; alto ^c :s alcoho
redardtessf souse
Breath A�ohp' TeCrro Gan :8A 1P. An individual woo instructs and assts employees o'
afrp!,ants r- :he alcorel testing process and operates an Evidential Breath Tesvng (EST:
aeI ce
Cancelled Te. � A a:ug or alcohol test Ihat has a problem :ce:r!fied IItat cannot oe :" has not
teen earrected. pr'N9Ah Pan 40 requires so be cancelled - canceled fast Is ne'!re, a
oosmve nor a raga: its test.
C,O ector A person w ic ^,structs and assess individuals at a clie rl-n s s M10 rn : :eaves ara
ands an r,.na, Insl of inz spe: ,men prov.oed or; me Ironvi ual anc .m -,:.sates a, +:
:emumes the L.,smdy and Contrc: Fcnn s:CCF).
;entrc4 Scatance A,ry drug casshea by me S +,g E c centre! Ag � pFt.
the t.pe stneou s or, losses on the oasis of their pU e P' A' abus; 3'c ?Me 'Plrs rl 1$,�
and accented safe!', for .ISe antler medloal supervsssor `dedloa-Cris r=-asneno " y ,or!.0 ,a.I
;r.bsla.r - :nus:be p _csced by a pnysiclan who ,as a valid JEA _erse nun cr
ig5sdnater Fm^,-yet R olesen.a;ie An ertplcyee r,r emp oyees a.'hcr_ze f -y ! ^oCcr,pany
.. :RR n ledle:e net ., sl to re ^,ove employees r rim 5xe!y -S n .:be n"r'
�, we c , -strefi ai . or e5^er oc m.,laoce's
L S( .,Ima't A u. c S: ec :me'1 w.: ,.rea: ^arid -,2 sp - a. sic _
'. ia', e.DeCed for - an'ian .:., e
=antis rJa magi C =ego which preclu es cepart, e, a sac -h' r ..--
>coden: Its sual -namer n dayl gl-t after s:rpte repa;,s :a n ^an'age t - ,
.hat Co., e hale neon r, ven but we ! haee veer r.:dh.r "an ayr J f uc 'i . r . qe: Inp
Ire, -x
G riagC v.I v a : Oe ram .. ;cmPOra '_ a See `e of
..,:;IS a pans
re d'saplerl vitncut other 5a -iaae even -c 9na :e!IrP_ 68an laoie.
Headla:,o rr, ta.11ign! damage
Damaoe to tu.n Signal= rcm orwendshl -d -.,ors cei. ",ttnaKe; rem rmcerative
DLIHS Depar nent of Heal- � aid Henan Serv:zes
DOT Department of TraasporatLon
Dr-as Tm e drugs fc, which tests are roq te-uv' under DOT add i ,gu aeons l -hey arc
Marijuana cocaine amonetamires phencychd ne (PCP) and opiates.
Drug Abuse Use of any ,Regal drug or cont:Oiled scbstance v:ithout a valid prescription_ misuse
of legally prescribed drugs o, use of illegally ootained prescription dugs. This includes use of
prescription drugs legally prescribed to another indivltluai
Evidential Breath Testing (E8T1 Device A dewce approves dy •he National Highway Traffic
Safety Administration (NHTSA) for the e% dsoii l testing of breath under DOT Pad 40 and
placed on the NHTSA's Conforming 1rod.ict5 :.'s:
F TA: Federal Transit Administration
Vehicle. A bus electrons bus van automonile rail car, treiley car trolley bus or vessel
Medical Rev;ew 01.cer MRO� A oens =_d phystoar (medical doctor or doctor of osteopathy)
respoosibie fcr receiving laboralery ac.g lest results whc has knomeoce of substance abuse
disorders, and -as the approar'ate medlca. Irairnng to interpret and evaluate an individuals
confirmed drug andror valo ty test �esu'ns toge!her with the individual's medical history and any
moer relevant o Drill info,mat c :See Appercix B for a seta led mscussion of the MPO s
roles and responsib, tied
Non - Negative Specimc Auntie Spec Ile, :pat Is repor[ed as adulterated, sbsittated positive
fa, drug(si or dr,g metabCbtels) andror crvaid.
Posrive Alconoi Test he wesenr e n1f 9 r -, n , rod; at a .one i :-afo of 0 nr great >_r
as measured by ac FBT device.
Posi wa Druo Test. Tire --su!t repo e_ by as HHc3 ti ed ie„oratd-y wren a scec.mer
contains a drug or a .,y metabeiites that s aa. :a' Cr rref-er tha -!hc cut of roncentrat on
Refusal to Test' 'i..c -ces urc.unsances c, tsaa ors sxr es
Failure to scn =.a- at tee ca cots n s,ie re i ,'naCed Except to pie r.ployma ^!
Drag test. t
Leaving the collection site before the :wing prccess s compieted
• Fadu,e to rcv oe a kit he dent, or sa: a ..comer as required by DO- Pan 40.
• Fa iu a !o ce,me !re obser m•. n; ^- er ng of spec n ro r-TO - e^ r. is rc -u,,ed
Fa I le a ;:,ry ; a ski i.ci e , a ^,dun! of , rl, ;. _antl �.,et vlie, Aire os. v',;,v;; rred -a.
explanation
FaIIJre cr refusal -o -ake a second e51 waea reni.nen cq the =ceder Tr DER
Fa L2 to ,,nde:ge a medical eaaica4c° when zGUrec by ire IVtRD a -e D! 'R
Fa to Cooperate wit- arq pan of !-a eo _g rmcess i Fxarnple ur,szt !O 9'"Gfy
PCCkets wner directed uy he celiecto! heha.e a aonfientat r1i wa, Arai da,, ois (re
crtec! on prccess fail tc. wash her s alter be ,o stet! !o C7, so h; ,. -e c., c„
Por an ocsery c., kf,ctcn fu tc L:: n - -.e poser le, ucoo I: c r_ c :r,,ng
above the wa,st . fowe- c'othmg aro underpants ,nc :o to r around tc w ma r'„ cbsa' :^ �
deform re if indi✓id.la s weanng art 'e d r, cs-r otu cey ce tna! could ca ,nr.i to ire =rere
with the cotlechor prccess
Possess en or wearimg of a o -r device that c_., d oa . sed'e ntarie,b w.if
the co: ecdcn prccess.
H the MRO reports a verified eo,i.terated or suoslr,ted test result
Admitting adulteration or subsutuuon of : ^e soecin"er to the co!lecto m ^a MRC
Leaving he scene of the acc dfi wcbocl ts' case nror to sub•n9tmg :c s drug tiro
alcohol test wren required
in alconol testin g. refusal to sign Stec � cf ire A:cohol Testmg Fan -` G,TFF,
NOTE. A REFUSAL TO TFST IS EQUIVALENT TO A POSITIVE TEST RESULT.
Screening Tess. Technician ISTTt A person who instructs and assists employees in Ire alnonet
testing process and operates an alcohol screening device . such as a oreath o, saliva device
otnei than an EST
Soecimen Vandrty Test n_g A test used to determine f a urine speC,lTer 5 aaArrateO. dncced .
substituted or ivalid"
Spit specimen In drug testing a part of the urine specimen that is sent to a first labcratory and
retained unodened and which is transported to a secono DHHS -cen. fied labora'ory to: testing
coon employee regcest following a verified posmve or a verified adol:eratec or substituted rest
result tram :rem mary specmen
S.iostance Al Prcfessional ISAP�. A persoll . who evaluates employees who save aia ated 2
COT drug arc alcohol rego!anon and makes recommendehcns crzeming ea_ua>or
trealmem . fcliew -op teswit and aftercare
>ubshn:led sue, men. A spec men v in treat ,-. ne and spe, c 3dty values -:al zee vc
,i , risned cr so divergent that they are not consistent with '�c,ma 't :man
EOUBATION AND TRAt NING
-'ie edocat —n and cngeing awareness component O` this -6 of wi[I include d Spla/ ct pos'erg
h'stro,it _!- a1err.plofeescfmad'uga- tnlrmno (.. ^_.arx.ln' riorrca o - ,Alfas
andL. no :c'- Or'"Ia,cr ser`wars
As rep W:ed : V F `.A rP7 Ilafldn5. the . :nary j,il. 7 is tG aI na c "j- seftSbi L'�y < =� e
Rilrti Glum Of ? 'll d'UI S u fat Nrrg j.1 :he effects e$ C prohiC lbg -sr On
peaonal fSa to safety arc :.he word ery rorme, a-( on : ^.c s gr a -.d sy^ 'a' 'S1ay
ICdic,:E "..ri ?led dR.g use Infc,ma- oronthesp "'lp:Dir n .�efle '.._
'gn5epue ncas dt a "�0 ris -se Is pr Sealed 6> •r.f tndiK N. E )'i4y
Supervisors +ha ma; mane reaso,afl . suspt cn -f caps shall -cure a - I _ -,f Ir
..
,,nulas of taming n - 'a' physical oe*_avoral and ,erfdr amore m-ki:o :s of f r ^naoie e,
.se ac. at 'east GC m nutes of n-obacle aiccrci
"ONTACT PMSGN
4ny a.i�s -s ab ^.L.t -his policy or a., aspect of :ha n L i r, d a' -o alCtha- fr
,Cg—a— would oe refer-eo to
Edl'ia loo:173lez
3650 Rcckwell Ave
t :Mont CA91731
Prone # c2�- 258 -3366
`'ax d 626 - 256 -1329
8 COVERED EMPLOYEES
As a condition c` employment all employees and indeperdert contractors are required to
submit to drug and alcohol tests admla.stercd n accordance wife Pans 40 and 655 )Non -
safety- sensitive employees are covered under STI's own authority.) A refusal to submit to
a test as directed will us considered to be a positive test result and the employee will be subject
to ali the attending consequences as staled in to s Do icy ;Please refer to Section 5 0 -
DEFINITIONS for specific circumstances or behaviors :hal are considered refusal to test I
As defined by the FTA. Safety - sensitive employees no ice trese who perform or may be called
-pop to perform the following safety sensitive tcneb0ns
8 ' Operating a •e,e °.:e se. vi ce vervaa. even r,nen t s rot in revenue service
8 2 Operan�'g a poi- revel -fie sb'v Ze vehicle V -ec requred to be operated by a
Gornnercal Drivers Lcense 1CDL, holder
8 3 Contro, :inn dispatch cr rovemer! c' a r_aence service vehicle.
84 Mamtamrg incmd ro repairs overraw and rebu9d rgi a-evenue servoe vehicle
or equipment used !n revenue eer,.ce
Supervisors are considered safety- sensiDC- only it they penorm or maybe called t.pon to
oerform. any oche above safeP, ;env.: v ^c0o"s
'ne cancan/ has analyzed actual r l dut es ca rr•.ec. cr s e called ,cr to perform oy
al of its employees and has deter -,led Act: 1'1e tchow nq j.;t aa5sdt➢and ?s are wn5ioered
sai e :y- sensbve fa the parposes oF!hi5 p- m';
Drivers
• Discschers
5 DRUGS TESTED FO?
• .Marrydzn a'TN :.
Coca r
Oo,ates
Coce re rdc -u,, Liu ti A%,, i l
Anlphetam,nas Amphe3mine Me: ham, - ie!amine
Methyleneoloxymethampoerar e=_ M.DMA or ECStasj'
.. "Ae ?hylenedioxyampnetamna. ",tD.4,
Matnylenedloxyethylamlgne :ar.ne (MDEA1
Pran-yctdine ,PCP+
R!
10 PROHIBITED BEHAVIORS
io t Illegal Drugs
Uniass legally prescribed. the prohibited drugs iisted on Section 9A are always illegal and
employees are prohib {ed from consuming any of them at all times. Employees or ;ndeperi
contractors may De testeo for illegal drugs anytime they are on duty or subject to duty
IC 2 Prescription or Over- the- Coumer Medication
Under STI policy, the appropriate use of legally prescribed drugs and non - prescription
medications is not prohibited. However, employees or independent contractors must
notify their manager and may not perform any safety- sensitive function if their
medication carves a warning label that mental functioning, motor skills or judgment may
be adversely affected, unless the medication is being used in accordance with the
instructions of a physician who has provided a written determination that the substance
will not adversely affect the ability to safely perform safety- sensitive duties.
A prescription is considered valid only if it is in writing and indicates the employee's or
independent contractor's name, date, the name of the substance, quantity or amount to
be taken, and the period of authorization. Prescriptions written by physicians who are not
licensed by the U.S. Drug Enforcement Agency, or controlled substances obtained
illegally outside the United States are not considered valid medical prescriptions under
this policy. It is a violation of this policy to use any controlled substance in a manner that
is inconsistent with the prescription. Any covered employee who violates this section of
the policy is subject to disciplinary action, up to and including termination.
Awo -o,
Safety- se -5I` ve en, plavees a ^d r oependenl - aItra-tcrs are pionbited Pon „or s:. n'ing r
a'ct:o
m an,fa— _
rehile pedorming safety-sens live funchoos
Vlltnin 4 r,, -.u•s C, 01 1 perform ng safety- sersinve. fdnctioa-.
o rile ]re, are o^ call
E g -t 'rccrs fol'.owing an accident requiring a post accIce, i a':, res: o_ie�s
me e=: as completed within G �acrs
cold +=sU are condr•ced on y;usl before during and ust after the en bioyea s or
ndepe- r: ntrec :c s pedo maece of a safety sens9ve funr ion An ao, tI; res! s
_r,s oerec pes!ive .` t ^e employee s or independent :c, trade - s tlAC is a:.; n ::.
Under the company's own authority, the same prohibitions as stated above for both
drugs and alcohol are applicable to non - safety- sensitive employees as well
-1 PES OF T=. .STING
Pk, - 'cNPLOVMFN- TFSTING
All appI,ca ,fo -empi cii rrc,t a ndependent contractor S:at,.s 3.y enpiayee or
independcr; CactraC:Or trarlsfening from a rcn- safely- se'sit ve to a Safeiy-se!),hve :5cs.1 Cr- vvli'
ce required to undergo a pre- employmeo: d•e.g test at a h.° e and place des gna "ed cy tine
corDany This background Lrteck apps es Ia :nose in:1 vidais who previoJsly worked b:' a-I+
JOT -regu at c ampoyer - the past two ,ears. A verified negative drug test reSw; musE be
ece,ved Eom. tad MRO or er to tie ertD cyee being assgred to safety- senshve. functor s If a
ore or" ay2ent test :s cancelled, the :rcivd.�a ml; be required to undergo anclher test and
srmcessfttlly pats the :ast with n verif ed naga:rve res..:.
In accordance with the revised Part 4) . me company wail c ^eck on the drug and alcohol testing
background of new hires and other e— pldyees and mdependent contractors begmnmg safety -
sensit.ve work after obtaining the nm,idaa s wr tie., consent if the individual refuses to provide
the written consent . helshe will not be hired ito'he safety- senstive position. In addition if the
individual has had a positive pre -err Plcvmert crag or alcohol test or has refused such a test
nelshe will not be hired until arc unless the individual has provided a documertaticn of
a uccessfm come Iat on of the re! urn- to -c,.ty process win I C h includes a SAP referral- evaluation
and treatment plan
In addition.. if the employee or independent ccn:racter has not performed any safety - sensitive
function for at least ninety (90) coneec.ltve catendar days regardless of the reason and has
been out of the random pool for -his period he or she most pass a pre - employment dreg test
oefore being allowed to return to safer,- sensd,ve dutes
t 7 REASONABLE SUSPICION TESTil
V%menever a Snperl SO,' has'e@SCn tG -e eVii Ira: s- amp dyes or Independent conir9Cter r,,a5
used a prohipled drug aad'or ergagee in =loci= McLlse . reasonable testing will be conducted
The referral will be made by a trained supervisor bases on the specific . contemporaneous . and
artiadable obser,,n ons concerning the appearance behaviour ro=ach or body odors of the
employee or independent ccnt-acto'. The supervise who males tie referral need not be the
individual's own sucerwsor as long as ne'she has received training in detecting the signs and
Symptoms of drug use and alcbro ruse The sips _oz's observations will be, xunrehied
and such documentation shall ne Kept In the ,mrforae s or rdeperdent ronvart Gays
confidential drug and alcohol testing !da
A reaso ^.able sus, r alcohol, r_s '. Le cohdr ' fy f [..e reds ,scia susp.o.c
observatior, Is made s: cefOre dJ or L.cr a fi- Pte or'tp eye 's Q, :ndepend nt co,LIac:o, s
performance of sa'et,-seas !Ile '„nctoc
Once a supervisor has made a reasonable suspicion determination, helshe must remove
the individual from performing any safety- sensitive functions and arrange to have the
individual accompanied to the testing site immediately. If tre alconoi test is not col :dccted
within we hours • eason fo nhe delay r r?
b c b cu,ted a o ka Ir 1 t o
he c r:ovc s r
i ndependent co^rtaetr s leasenCtjif ficioo test `e A. alb tc c�ht re t�e =lochs "rat
most c=ase a8er grn hours
11.3 ✓UST- ACCCEN °TES-`JG
Any Coverai, ulNei upeling a publ c l 'a am= bf a a c ^'e^ .iii, ire
iegrare to sour, to =rug and a'rCho tuits as sor ai precpCan after me arc 1.-.-: F;r
Purpose 0f this pGl:pf 30C be-,! 5 h r. .i,gd as a =-ride ^' .nvoli g 9 antiJf CBhor'
nerds where the res,I I is
_ ¢ :r_31 1 e°-
4cr 1? s.;ere
pr
!_a `S:" r - C -fC r 1, :e
e .,k sr irvo, - r, rae sea ], -,_. 'I 1-119 s 2 >ul :c r
plated a,t i.,m prE h
I1 3 1 '�alal Accidents
4Ynenever there is a oss df human life acy Surwv.ng cove2:i ,river eperanng the ccm,
vehicL= at the ome of the accident shall be tasted for duos a ^p alcohol Ary safety -serum :e
perSQnr`el not n the vehicle Cot whose peffonnian'..e _'pul^ -eve cdr,tnputed to hs a c-.er; also
shall be tested
11 3 2 Non -fatal Accidents
Fol'.owing non -rata accidents, the covered driver operatrg toe vehicle at the time of the
accident shalt be tested unless his/her performance can be completely discounted as a
contnbubng'.actor to the accident. Ary other safety - sensitive personnel whose performance
could have contributed to the accident also she oe testec
' 1 3 3 Other Post -Ac ident Testing Requirements
Covered drivers InVOlved in an accident that requires testing must remain readny available for
testing including notifying the company of their loca',on if they leave the scene of the accident
before testing to obtain emergency rrec,cal care or to obtain assistance in'espondmg to the
acclden! - devmll be oors.dered to have rerused!a s„bmit to tesbrg If tray fail to be so
:,c,ered covers are prohib>!ed from using alcorol for eght hcu s fo Jo.& -g a cleat or unr
:he eos't- accident :esnng is Completed whichever occ,,rs (.rst Every effcr 5,, be mace a
_onduC' a -rebel lesung within two hours after the accident Jr. the event the 9. cvhol'es: s
ce ayea beyond twc hours . the compary wil prepare and m,a ran a reoord stating Ira
-
aasoms, to- the delay If an alcohol tes' is cot administered withi ^. eight rours following the
, r. t'. -. company wtlf cease all eFOrts to admi ^ ste' the test - rc cocumeo-_ the 'cascn for
the nadocy In the event a drug test Is not administered enthm 32 hours `rdm no time of I' "e
acodert. the compamr wrI cease all atterrpts to admlr ster the drug iem rr, �1aa•.
should ^Gt be coastrded to delay the necessary r eica. attert Sur _, -,pl , otb.rmg
the a¢ deIn
It ST. 5s ,- rule to pedorm post- acanenr:esa i aeeorda ^.ce aitr FIAb =a r'o 42 'olTpart'
wdI se, the n s -acc sent test results aoi, , i stereo by Stare or oza a:: cnfd c persor -e
_r0, h.,, r tW '. a0l, only This is accectab a c ^y r _'tea C t�al3rF R „re test
' S,jrs',,us: na Gh'Amsa in conf:rrran:e vil- Stare a'c oca Ian
Whenever possible. covered drivers undergoing post- accident tests shall be escorted to
the collection site. If this is not possible covered drivers may use their own form of
transportation to get to the collection site within the prescribed time limits.
". S RFiNCOM TcSTING
As req„ rer; iiy J regulali ons safety- sensitve em ; -5 airs a.crvd dr,v - 3'C eriu.red tc
.: ia,q, ::om O%iq and aJ-cool tests t0 deter use -t T + }toted _ a sn,e CI air Gr el
e raruo r seleccon be conducted .sing a sc en' f ca:p va d r �oo s r i as = ra ndcrr
J 902',aoe r -a cor'1 liter -oased random v'Y`b -- J a: atsr h ves cr ,.�.t..-
e9loiuye OI independent co ^.:ract a g[.al chd e , ne rr, se r, , rj .
made A-, s Ins natufe of ra ^d_m set .Id'i. t is Pc U son ro . Cad'. he cs e^
se:'eral :!n _ - one pear and ether s ,I C, st", Ma :ag 1a1'
d0es rid' ave ally t,Js iri PI` din who i E sJ_ -Cj__.
G ry _ffc, N'I ob r9acc Gy :9a company IG sc ea a,u( " estin 'easorap , "a
ca'enda ear all cave o` the ;�ek 3 ^d al `Gr.''S when sa °sty -set tr re'unc - a'e
pera'med -e Iezti,tg ;fates B'c limes are rannoursed and em"IOyGES Or -cent ; -
comrades an regJ red to r,- iadla eI, h r o t e des g r a is 1 crl i z,-,: r, 1, f cl.»r.
notificanon
STi will ;,c.,c,.a random drug ane alcoho tests at a r-nrnmi. +r a 1 a'. percentage _ ,.
employees anc Independent contractors as req,mea by t1 *e FTA T`te rates a — =cejaat to
change on an annual bass def Cndmg on Pte ndLJ5ttY - vde Ps.tme'ata Bete 1 ed ev Ii.
PTA from the annual repens su*r ted by covered employers
11.5 RETURN 70 -DUTY TESTING
Before allowing bacK to work an employee or independent contractor who has refused a
required test has a venf ed positive adureratea or s,.nst ruled drug test resull or tests positive
for alcohol at 0 )2 or greater hershe must complete tie return -to -duty process prescr,teo by
the SAP This includes successful completion of !he rehabiUtatlol treatment or education
p'ogram outlined by the SAP and obtaining a verified negative return -to -duty drug test and/or
alcohol test under 0 -02. In addition a I telurn- to -o.ay rests xl be required to be collected under
direct observation.
11 6 FOLLOW -UP TESTING
In adddicn :u the Pet, rn -to Duty test nescnbed,n Sec,on '.'.05 above an employee or
deepenaent contractor w ^o prri icT.s; tested positive . or re +used to fake a required tes: shat
be subject to folcw -up testing 'or dr _s and a, a03go as prescribed by the SAP, fora mnemum
period of '2 boil to a maxima -i ,' %ve years As manaated by the ETA. the individuai must
onder,o a m-rI of six follow -Up costs during ma fcst 12 ^tortes of the individual s return to
duty. Although they are both unannc- ced. 'ol'ow -up tes',ng s apart and separate from random
testing The duration arlc frequency c! :esting m! be des crated Icy the SAP. but the actual
In low-up testing oases we tie oec+ds7. ey the mdiaoua! s manager or supervisor In addif or all
fallow -up testing XvtI ce requ¢ed :q ne ooteced a tder direct observation. The employee or
independent contractor is responsible for payment of all costs associated with follow -up
testing.
12 DRUG S ALGCr1i rI^!_ PP'GCEDt,PES
All DGT orug arc alccro tests r -c_ r -a untie^ to s pc. cy will be aom,n sterea ,n accordance
with the "Procedures 'n, Traaspo -arcr Vco,Kp Ica err 7 and Alcohol Testing P'Igrams' ;49
CFR Part a0j as a- i—Icod
Throuqhout me:eshng o,oces, t ^.e p,^,scy dr •rte rd ^r .a1 ., I ce protected and the ,tnegrity
and va', oily of the rra es''m; pe ' t I-I, test rg prronecure cv,ll include a split
specnl collection method. Intl a OCT Gran cf G_s,cly arc Control Form w:fh a unique
Identf ca lac. 1, nher'o e'lsure :ha c ] cot -SUIt b at1I',beled to the cc ecl e -zc br E Or
noependent c :,-a for An tell ITrmunoassay'ecl r,que widl an
perto "'red I. the seer nlen s pp5,t E Sip, x [r„rc pf t ^E drug ^s tested.:hen a -0--ii
Lsr wu be perferneo :,naer fir-S auideh-,es If the test s conf -men Gos,Lve the f✓l
conduc, a ver,f -cat c- process wit - -.ci -,ores g , emp cvee or ,ndependen: cenr;aao, a
nppnnun y td prow- a vend -twit r; cnar :r _ pits- ,e test resat
i+datU''a' ly. the ,arc, atory will cur ;peomat.a ,IesI. o t c dete,r,ne It a urine
SpcQr -crt has beer a 'urerateu ;'. rJ ',, surs _r: STI ffcUVeS Ls em0loyees 9,-c
mdeperldem eontractr "ate = - r _, :I tes' " _' Idea -ce ✓.ce f tre h1R( eFrrts a
negat u e d',lute lest r rl Cr, per; - 1, 'he treat .i to eve oCeci oy the lab Pie MR0 n'av
order the second t -sl lo be calec:r -Ter oi Ent curs_ va'.cr Shc,: d if seconc test rest' m
aether negative- (!,lutr the!nsl Aili tie ;onside'ec a and rte addrtronx t f tic_ sill :;e
,equned uness ST S c:,,acted to do so ty the UPC
If the abo'atcl reports ', ilMR;' ,, nva'id Re-,,17 or Relecteo fo' Te,r n g ce_ ausc of a
-tat or t n crre�!acla r a rec- -c r Stab ce ,.:red dy the h1. ^O and sever lrg o:: the
=r curl stances the recollecllon ma; be 0 - ecrq- pbserred The ahora!ory s req'.•rad to keep
p05 live aculterateo Sllbstltwted 0; !), "(I specrlens Idr one year cr longer .f requestb_"
Records for earn yrPante,- and a o, )ye, -sped -cos are regal -ea to be kept for two -.ease
The retention time may be extended upon written request by the NIR0. ST employee .
independent contractor or DOT agency.
1 ests for acohol concentration vall be conducted using an alcohol screening device and an
evidential breath testing (EBT) device if the screen test is at C.02 BAD or greater A DOT
Adoho; Testing Form will be used and a unique sequential ncmber w,It be assigned '.o each
:es:
Copies of the detailed drug and alcohol specimen collection procedures ate availab:e
.mon request from the Contact Person identified in Section ? 0 c" this policy
l3 DIRECTLy - OBSERVED URINE SPECIMEN COLLECTION
Jnder the following circumstances the employee or independent contractor wtl be drected :o
. irce'go an mmediate urine specimen collection J.rcer drtect coservat or win no a^.aarce
aloe
I tree atecratory reported to the MRO :hat a spearren Is lova'nJ and them was no
adequate medical explanation for the result
I the MRO recorded that the Ong cal positive adulterated r s.tostttuled test
result had to be cancelled because the so it Spec men testing could ^c' ore pedomlei
If the MRO reported a negative -mlu:e test result from tl-iit l:ial test wan a
:real ri level between 2 to 5 mg /dl.
If tie drug test is a refj'n -to -duty cc a foilow -up :es:
if ae collector observes material bro,g.rt'c'he collection sn air employed or
mdebendent contractor conduct that clearly indicates ao atlempt :tr l nner -er a
Specimen
-f trip temperature on :he crig nal Spec men was c t of range
:f tCc Onotnal specimen dppeareo -c nave Been lampereo v::W
The oc>enrer wall be the same gender as the emit cyee 0 rdependent c- rtractcr rut need
cor be a wile,-,, The observer must request the tic rvaoal •o wise n5 or her shirt blouse o
arsssain as approonate above the wars: ower Clcthmg arc underpants -c mid -tr,gh anb tc
!.trl 3'G o to sr ,'% the observer that he,5. e rs not wearing a CStOCpc or ems ar ]evice Thal
Ce vsed -a if tehere Mr the cD: ecr.on process I' 'o re l=_ observed. Pte id l ri cad - I,
-e -um JoPting to its proper position for coserved on. - -e observer > pons be for
e surmg :hat the specimen goes from the employee's bodv .rte the colli D:, sentai If tra
imloyee']dcl. ^e5 to B low a directly ouf; ,, ed colleObOn wiled neq. ven uDder 1-3 ❑0'c y'
c,orsioerea a refusa. to lest
MONITORED URINE SPECIMEN COLLET` ON
radar :i hr.ur ,rA � es when a in LJ1 G:l iiiSt-OU'r ^aS IO 0 � Sed fL urn r t-L titer
C01 .'=1b and tre fags ty cannot be a (td3:e ^It sP J'eL iE ioiie Or `Nil cor {u..: d r r. rt9!,j
collectior - It To' Sha.l be the same gender as-.he en -prove, c, ,,,,i -,,^I - ontrac;cr
r.,, t'z' 0ndor , a mcdmal proressiona' -he if onitorwdl net watch me oral vaI vaq r, .
he dolli an cantaln0t. However if -he mCrdO' hears SOuItds or Deserves at e s to IBr b =r
w in a Sp' n1en. art Atli t cnal collect OC Under Olrect Obscroakronwill ce Ordered It Ire
e'rl8royee J "'ndepe -CCnt cor lradt0: lrne< to permil a rclle:non a,ICoi to be'^or t¢'ed.
'tie emplc ^yet' or lrcependent o097ac01 s COrSldered iC ^.ave Iii tc test
15. SPLIT SPECIMEN TESTWG
After notification by the MRO of a verified positive dnrg test or refusal to test because of
adulteration or substitution. the employee or independent contractor has 72 hours to request
(verbally or In writing) a test of the split spec men There .s no split specimen testing authorized
for an invalid test result. After 72 hours have passed the request can be considered only if the
employee or rdependent contractor can present to tie satisfaction of the MRO mformatlor that
unavoidably prevented the employee or independent contractor from making a timely request
Following the emp oyee s or independent contraclor'S timely request. the MRO shalt' send a
written request to the primary laboratory to forward the split epee men to a second DHHS-
cert &ed laboratory for testing without regard to the cu: -off concentration If the split specimen
test fads to reconfirm he preseeoe of the drug,.sl or drug metabolite(s) that were present -r lire
primary specimen a validly lest win be conddc :ed J' the original test was reported adulterated
the second laboratory will test for the aduheranl detected in !re pnrcary specimen Ir t'.Val a
substituted test 'esult the labdratcrp wtl test for create ine co,- entratlon are specifc d avity
values consistert .v in sucstitu::cr crtena established -n Part 4 %'
fr ha second laboratory falls to reconfirm the substance xIected In the primary specimen or ina
adulterant Idemhee. or If the soil: specimen is unavada ie for testing- the test shall be ca'Icerad
The MRO shat report the cancellation and the seasons b• t to the DOT STI. the emplc7ee c
Ina Independent contractor Ir t'ne case of tre su. t spear - =_n being unavailable the employee or
Ire Independen^ contractor shall be ducted wa^ no ad.arce nonce to submit another
specimen unde, direct observation
All costs related to split specimen testing will be paid by the employee or the
independent contractor. The employee or independent contractor shall be reimbursed if
the second test invalidates the original test or if the test was cancelled.
15 CONSEQCENCES
Any safety- sens+nve eaployae w- rdapendent ,o °Iiac3Cr :tiro nos a verified positive dr-:g lest
Iesult an alcohol concentrator of D i : or abore r,r efasFs to sr.bmit to a drdc or alco' rest
lnc!cling adulteration or substrutor I srall oe
Ir :ared.at'_ y tarter, out 'r swery -sa ra I — Ad,
2 Referred to a S ?.P krr ecaluato,. r . ,_alb^ rrr treatment and oroelded
edicational materials
At STI's discretion. non- safety - sensitive employees also may be removed from duty and
referred to a SAP.
FTA regulatons al oVJ and victual emp :cyers-d dete,imine the d.sc a Ine to be mpdSed OI'
employees who ' C ale Ire FrA .eg aeons or :- ompany policcy . it is the policy of STI to
terminate safety- sensitive employees or independent contractors after a first violation.
Non-safety-sensitive employees may be allowed to return to work provided they
successfully Complete the return -to -duty process discussed in Section 11.65. Such
employees will be subject to follow -up testing at their own expense. Any subsequent
drug and alcohol policy violation will result in immediate discharge.
REFERRAL EVALUATION AND TREATAIE%T
If an employee o' independent contractor fwn nicirg ar appbeami tests postve'of Cr,gs o.
4 coiml or refuses to s.iomd tc a test when required STI s ^.al a'±vise the she dyee ;r
rcependent contractor of the eesocrces dvadabie for evaLatng and resolving problems
associated with prohibned drug cse and a!=.... m:cJse and document raferra- T're
Employee or codependent contractor snail be given the name address and phone number of
SAPS acceptaoie to the company and a list of community hot line numbers The ind vidual wtll
he resporsible `or any costs assoc ated with the SAP evafuaaon and any nerommendaronl . s;.
r8 CONFIDENTIALITY AND ACCESS TO FACILITIES AND RECORUS
Employees ane independent contractors have a right to examine their own d'ug and 3 corhol
testing records, provide information to dispute the results and nave access to any pertinent
data scch as EBT calibration or drug testing laboratory certification They also have a right to
obtar a copy of their own drug and/or alcohol testing results by Submitting a written request to
tr`e Drua and Alcohol Program Manager identified in Sect on 7 of this pyre:
S'I w01 oo every, I I g possible to sateg.iara the conf:degna6ly c` d-ug an alcohol testing
records and prolect me privacy of the inmvicuals tested Indic.uual test rasul's or memcal
Info malb :^ wdl oe re :eased to ;hard par,os oavy w.th tie eri o}ree s of independent ccntractors
spe, fic written eonscrl or to these. panes a- norzel nJ 1'a 10T of FT,t, t r rRC n r,,.
inforraat ` rr,hout the ergo oyee s or ndependent rc ,tractor s ccrserr Sp of r'ten
consent acpnes unit to a parocula, piece of infermatioo re eased to a palr,l. ar persor or
crgar'.,zauon at a particular time Blanket releases are spec.'!ca , D'on r:CJ by DOT
Tae employee's 2r independert contactors w'•: n ,r. nse!t . -: .in st,Atve o
legal proceediras such as
• A awsult gnevanoe or admnlstratne proceec -a biougtrt c• or an ce -aif of tFe
nployee or mdepercent cont'act cr resulting Porn a :.-,save g•: ug cr alcc testa a
'efUSa '0 rest. or
• A CnrC'na! or .c, ar or la,,t g f cn an =rrpw c _,- r ,e ^: Cn gtrartgrs
peFOrmanx of salety s2nsitr,e lutes va r- - Dicer _ _ ,
ceemec'e evan!
Access , :he crr rrpany far Imes anc c:r.;g and a rcroi _10-an-,e oras Asc oa pro,.�ao
wlthCUT the employee's or r'ldeoenCert coi!,3G:ors' CdrSenf 'c UJT ^_r FT9 3gen ^c
eprese. ta- ves Vie Nd loi ai Trar.spchaACn Solely Boam as ua f a ar r,r u r vas?lgat C
or a Fela,a• stare or local safety agency wuh 9 ato'g autrcay over the S:- rpa ny or the
employee Yl`c'idacendent contract" Sta!e or u'a Yee r -- ;.,!;� ' „mPhgiSre
th e9 CF . E and Pa'. aC ; s : e r3 2DD9 . CG u t c - to l min l
nploy s A Yid TEA s to g6clAso Ir late o'rr, e la on, iii s UJ [
0'< s
a^d acmr� viclafons of ec o-: r_ /rues who hole cDl c and pear ru�.erua n > ,nla s�
wnan a S;a!e la:•: 'egwras d
1S D4UG - =KFF VNGRIPI_A:;E 'tit 1E8C l'rl R[(] IFFffEN
rrierl.c lr r/m trrjees o•n, /n, -e. o:n f., to ... v,..u>_, /.
❑L; r r 1. z
./ .U.hc / r .• "J / t le ri p• > "I ni c. .
'W1hGaeL R c -cono >> ,_ 1,;, ! by -,rgb .G
ryf 6u o 'Oft r c 1 aol sn,! a ] q aj.prJp% r S 4./ral r n� 5(rr• rTy PE
articr. ate a...l Sic„ SS rr.. ^7 r a ; wrl'c r !Lin p•'r, ram
1ppruccd B,:
Scott Transue
Vice P,esldent/C00
INJURY ILLNESS
PREVENTION PROGRAM
SST
Southland Transit Inc.
SAFETY AND HEALTH POLICY
PROGRAM OBJECTIVES
The success of the company's Safety and Health Program depends on the sincere, constant, and
cooperative effort of all program officials, management, and employees. Their active
participation and support of the safety program and implementation of its procedures will make it
a SucCBaS
Annual Review:
The following obiectives and goals have been established to gauge the success of our program,
as a minimum guideline, and will be reviewed annually by the Safety Coordinator to evaluate the
programs lately pedmmance
Objectives:
I . To provide a safety and health program consistent with good operating practices and
maintain conphnnce with applicable safety and health regulations.
3. I o create an attitude of safety consciousness in management, supervision, and employers
throughout all operations regarding all health and safety matters.
In order to accomplish these objectives. our sufay program will include:
I_ Preplanning for safety in every portion of the operation through the aclir c cooperuion and
paticipaion of management personnel We will draw upon their expel icnce:md expertise to
anticipate and mitigate or eliminate accident - producing situations.
_. Provide mechanical and physical saleguards to the minimum esnenl possible in compliaucc
with govemment regulations, i.c., State or fcdct.tl OSHA. lire cwdea, etc.
3. Conduct a pmgrann of safely and health iaspections to discover and collect unite working
conditions or practices: to control hcallh hazards, and to comply fully with the salcty and
health standards for eachjob, openuiun, and facility_
4. Training for all employees on pond safety and health practices
-
5. providing the necessary personal protective equipment and instructions fur its use end care
-
b. Developing and enforcing safety and health rules and requiring all employees to cooperutc
will, these rules as a condition of employment.
7. Imestigatine every accident promptly to find its ccusc and correcting the problem in order to
prevent recurrence.
STI Injury Illness
Page 1
RESPONSIBILITY
The Injury and Illness Prevention (HP) Program administrator,
Jason Snow
has the authority and the responsibility for implementing and maintaining this IIP Progmm for
Southland Transit, Inc.
Managers and supervisors are responsible for implementing and maintaining the IIP Program in
their work areas and for answering worker questions about the I I P Program. A copy of this It
Program is available from each manager and supervisor_
COMPLIANCE
Ali workers. including managers and supervisors, are responsible for complying with safe and
healthhd work practices- Our system of ensuring that all tvm'kers comply with these practices
include the billowing practices:
• Informing workers of the pmviiiunv of our IIP Progran.
• Evaluating the safety per Iixmanee of all workers.
• Recugniii rig employees who pertorm safe and hen hill at work practices.
✓ Providing Ira:. ^.lag to workers whose safety performance is deficient.
✓ D11CPhning worker Ru failure to Cmnply with safe and healthful work practices_
COMMUNICATION
All managus and superviton are responsible for cotionumcntiug with all workers about
occupmional safety :mil health in a form rcadilp uu terstanduble by all vvorkei s. Our
communication system ancourages all worker la inform their managers and supervisor about
workplace hazaid, without tcarof rcpn,. d.
Our communication systeni include, the following items'.
✓ New worker onemation including a discussion of ercty uud health policies and procedures.
✓ Review of our IIP Program.
✓ Training programs.
✓ Regularly scheduled safrly meetings.
• Posted or distributed safely infonnauon.
• A system for worker to anonymnusly intornt management about o'orkpiaee haiards.
STI Injury Illness
Page 2
DISCIPLINARY POLICY
The following conditions could result in disciplinary' action under the provisions of this policy:
1. Violation of it super isor's satcty- related instructions.
1 Violation ufentablished safety ru les and/or procedures.
3. Violations of instructions on posted safety- related signs.
4. Accumulation of an excessive October of injuries (three or more within a 34 month
period.)
5. Obvious unwfe actions as may be indicated by the improper use of equipment,
horseplay, or practical joking, poor housekeeping practices, etc.
6. Lack of concern low aid malcty instructions and programs.
The above circumstances are not intended to be all - inclusive. Any other circumstances that
indicate an employees disregard for hivhcr awn salety, the safety of others, or the neglect of
proper care for equipmew. may also rc.uh in disciplinary action under the provisions of this
policy-
supervisors Will also he subject to discipI i nit iv action when their employee receives some form
of disccplinary aclion for violation of safety rules and guidelines, or when the supervisor
demonstrates negligence in their unplementatuon or enforcement of written policy. Any member
of supervision may be subject to disciplinary guidelines as an individual employee or as a
member of mxnngonwat.
Depending on the cuctinaslances or the seventy of the violation La 'ncident, any level of
discOpline, Wkch is most appropriate far the time and action, up to. and including termination.
may be implemented.
HAZARD ASSESSMENT
periodic inspection. to Identify and evaluate workplace hazards shall be performed by a
competent obsevei in the hol low ing areas of our workplace:
Periodic inspections are performed aceordine to the following schedule:
I- When We initially csGibhshed our lip Pntgram,
_. When new subslmmes, pmccssCs, procedures or equipment which present potential neW
hazards are introduced into our workplace;
3. When new, previously unidentified Imzards are recognized:
4. When occupational injuries and illnesses occur; and
5. Whenever , onkplace conditions warrant an inspection.
STI Injury Illness
Page 3
ACCIDENT /EXPOSURE INVESTIGATIONS
Procedures for investigating workplace accidents and hazardous substance exposures include.
I. Interviewing injured workers and witnesses;
2. Examining the workplace for factors associated with the accidenUexposure;
3. Determining the cause of the accident'exposere,
4. Taking coreeilve action to prevent the accident exposure from reoccurring; and
5_ Recording the findings and actions taken.
HAZARD CORRECTION
Unsafe or unhealthy work conditions, practices or procedures shall be corrected in a timely
manner based on the severity of the hazards- Hazards shall he corcomd according to the
following procedures:
I. When observed or discovered; and
?. When an imminent hazard exists which cannot Ix immediately ahated without
endangering en loycels) and/or property, we will remove all exposed workers from the
area except those necessary to correct the existing condition. Workers who are required to
correct the hazardous condition shall be provided with the necessmy protection.
TRAINING AND INSTRUCTION
All workers, Including mmtagers and supervisors. shall have tlainiug and insti'uctwn on general
and job specific safety and health practices . Tmimng and instruction Is provided:
I. When the IIP Program is first established.
?. To all new workers, except for construction workers who are provided training through a
construction industry occupntiunal safety tired health training program approved by
Cal /OSHA:
3. To all workers given newjob assignments for which training has 1101 preciously
provided;
4. Whenever nee substances, processes, procedures or equipment are introduced to the
workplace and represent a new hazard;
5. Whenevn' The employer is made aware of a nco or previously utviceognized haz:mi;
6. l'o supen isors to familiarize them with the salcty and health hazards to which workers
under their inunediatn direction and control may be exposed; and
7. T u all workers with respect to hazards specific to each employee's job assignment.
STI Injury Illness
Page 4
General workplace safety and health practices include, but are not limited lo, the following:
I. Implementation and maintenance of the lip Program.
2. Emergency action and lire prevention plan.
3. Provisions for medical services and first aid including emergency procedures.
4. Prevention of muscutoskeletal disorders, including proper lifting techniques.
5. Proper housekeeping, such as keeping stairways and aisles clear, work areas neat and
orderly, and promptly cleaning up spills.
6� Prohibiting horseplay, scuffling, or other nets that tend to adversely influence safety.
7. Proper storage to prevent stacking goods in an unstable manner and storing goods against
doors, exits, fire extinguishing equipment and electrical panels.
8. Proper reporting of hazards and accidents to supervisors.
9. Hazard communication- including worker awareness of potential chemical hazards, and
proper labeling of containers.
10. Proper storage and handling of toxic and hazardous substances including prohibiting
eating or storing food and lie, eruges in auras where they can become contaminated.
RECORDKEEPING
Our establishment has twenty or more wnrket_a and is not on a designated low hazard industry
list. We have taken the following steps to implement and maintain our IIP Program:
1. Records of haxmil assessmcnl inspections, including the person(s) conducting the
inspection, the unsafe conditions and work practices that have been identified and the
action taken 10 nerect the idenllGai unsafe conditions and work practices. recorded on it
Safety Inspection Form; and
Documentation of ''atety and health Irunutg for each worker, including the worker s
name or other idenuf ier, training dates, tvpe(s) of trxdning, and training providers,
ccorded on a wci er training and instruction fnnn_
In9pection records and tmming documentation will be maintained for one year, except for
(mining records of Cut ploycc, who haze worked for less than one scar which arc provided to the
employee upon tonnilotion of employment.
STI Injury Illness
Page 5
Investigation, Inspection, Correction
Forms
SOUTHLAND TRANSIT, INC.
EMPLOYEE SAFETY d HEALTH SUGGESTION FORM
I would like to report, without fear of reprisal, what I believe to be a safety /health hazard that
may cause injury, illness, death, or damage to an employee, or the public.
Describe Safety /Health Problem:
Local...
Suggestion to Correct
Employee's Name (Optional)
Received by:
Review and Comments
Comment,
Reviewed bv:
Comments:
Re% ewod by.. _
Comments:
Reviewed by
ACTION TO RI`: I AKFN
Date
Date:
Date.
.Approved by: _ Date:
FIT•ctivc Dine
0 r lclnrd 0 "S"O' ( " „nrdinntm-
Employee Name _
Date of Waming
Date of Violation
Safety Violation (explain).
SAFETY VIOLATION NOTICE
EMPLOYEE WARNING
Dept___ -_
Ist/2nd Notice 3d/4" Notice
Time Location
Violation Considered to be:
F.vremely ScriouS Serions _ Minor Other _
COMMENTS
Willies, _ _ Reported by
Supers is-or ", Comments
Supervisor's Signamre Date
Gnpluyce's Comments:
Employee's Sionalurc Date
Correction: What action ha,e or will be taken to prevent recurrence? l List then place an X by
completed tlerts and date)
Safety Coordinator Signature Date
Dept Manager Signature _. Date
U,ieinuh aR- c�uruaJ
Coplr >.4if aC,nnlinnmr llnplm
ACCIDENT INVESTIGATION REPORT
Date of Occurrence / Time ami,p. m. Date Reported
INJURY OR ILLNESS
Name _ ___Part of Body Injured_
Job _ Location of Accident
Nature of Injury or Illness
Objmt/Equipment Inflicting Imury or Illness _
Person with Most Control of ObjectlEquipmenl ..
Activity at time of Accident
FLEET OR PROPERTY DAMAGE
Estimated Cost _ Actual Cosl
Natmeof Damage
Vehicle Speed — Registration No. of Equipment _
Object, Equipment Causing Damage
Person with Most Control - Inflicting Damage
Describe clearly how the accident occurred. (For all motor vehicle accidents, draw a
diagram on other side.)_ - - —
the Cause of the Aceidene What acts, future to act,'all "I conditions contributed most
directly to this accidentY Dts<ribe un >afe acts and /or unstdc urrditions.
ENpluin specifically wily these acts and;or coodiuons
Loss Severity Potcntiul. Malor __ Serious Minor
Probable Frequency Rate Frequent Occasional Rarc
What action has or will be taken to prevent recurrence" (List items, then place an X by
items completed and date.)
Injured Einployee's Super%isors Signature Dale
Ruviewing Manager Date
0,ryb „d lalew.i ...... .....
SAFETY INSPECTION FORM
Supervisor: _ Inspector: _
Location Date.
All items which need correction are marked with a "C ". Note the corrections needed and suggestions
ror connective action below. Mark items which are acceptable with an "A ".
Actions of Employees
I- Personal protective equipment being worn as required?
3. Employees safety - trained for thejob being performed'.
3. Employees Iullowmg proper work procedures?
Safety Conditions
4. Walkways, (hors, and work areas properly maintained"
5. Housekeeping and cleanup adequate?
6, Office equipment properly maintained' _
7. Power tools or equipment maintained and guarded'
8. Flammable hquids'chemicals property used. identified and word? _
9. Adequate illumination pro%ided°
10. Adequate ventilation provided" _
11_ Fnvironmental ha>ards reviewed and maintained"
I'. Fire protection equipment provided and maintained'
I?. First aid and emergency medical supplies available" _
14. Sanitation and drinking facilities properly nmaimamed'.
15, Safety communication and publicity provided'
16, t]nergency procedures and phone numbers posted? _
Corrections
Suggestions
Completed by:. Date -
Ori,ciw! .Sekn Co�,alfnaror
o.nr Munogenrem
REQUEST FOR CORRECTIVE ACTION
Request #: _ Date _/_ _ 'Time:
Requested by: __. _ Title:___
To. Title:_
Upon receipt of this request you are asked to complete this form indicating the corrective
action taken, if necessary, an the problem stated below.
NOTICE OF CORRECTIVE ACTION MUST BE FURNISHED W ITHIN 10 DAYS TO THE
SAFETY COORDINATOR OR A MEMBFR OF EXECUTIVE MANAGEMENT.
ANALYSIS OF THE PROBLEM:
CAUSES
ANALYSIS.
CORRECTIVE ACTION I to ja u% ent rccuri ence)
Sienunu¢ Elective Date:
O.ipinnf 5'u /um Cuurzllnam,
Gqn- .CUporri.nr
Employee Training Record Forms
ORIENTATION CHECKLIST - SAFETY & HEALTH PROGRANI
_ I. Discussed the company safety program and provided employee with a copy of
applicable safety roles for the job.
2. Reviewed and discussed the company Safety & Health Procedures Manual and
applicable items for employee.
_ a. Safety and Health Policy
U. Code of Safe Practices
c_ Disciplinary Policy & Enforcement Practices
-- d. Accident Reporting Procedures
e_ Retorting Unsafe Conditions
_ I: Proper Llliing Techniques
g. Special Protective Equipment Requirements
3_ Showed location of fire alamrs, lire extin ^_wisher, fire exits, and discussed eracuation
plan.
4. Discussed job training requirements mud how assignments arc made: revicwcd lob
description and trained Ibrjob (copy ultached).
5. Given insh'uctions regunling personal appearance_
1 have discussed and understand all above statements and instructions.
Supervisor
(Sign and dale)
Employ'ce- _.-
(Sign and date)
O ",'.nalr„ lie% "VU... I
CODE OF SAFE PRACTICES
Southland Transit, Inc.
The purpose of the Code of Safe Practices is to assist you in making safety a regular part of your
work habits. This is a minimum guide to help identify your responsibility for safety. Your
supervisor is obligated to hold you responsible for your safety by providing you a safe place
to work.
J. I will immediately report to my supervisor all accidents or near misses, and injuries, no
matter how slight, that occur on the job.
b. 1 will cooperate with and assist in the investigation of accidents to identify the causes and
to prevent recurrence.
c I will promptly report to my supervisor any unsafe acts, practices, Or conditions that f
Observe.
d. I rill become familiar with and obser'e sale work procedures dunng the course of my
work activities.
C. I will keep my work areas clean and orderly.
f I will avoid engaging in horseplay and avoid distracting others
I will obey all safety rules and follow published work instructions.
Ii. I will wear personal protective equipment ns required by my supervisor.
i. 1 kill inspect all equipment prior to use and report any unsafe conditions to my immediate
supervisor.
j. 1 will submit any suggestions for accident prcecoGon which may assist in improved
working conditions or work practices to nry Immediate superior.
k. I will not smoke an the premises.
I. I will not bring onto thejob. have in my possession, or in ury cur, anv weapons or
mummtition of any kind.
m. I will not have in my possession. use, or intnxluce intoxicating liquor r illegal drugs on
any customer's property Or work area nr Ihcility, and I gill accept possible discharge for
these illegal actions.
n. 1 will not come to work under the inllucnce of intosleatmg liquor or illegal dmgS, and
realize that I will not be allowed to start work and may he initnediately discharged far dais
action.
I HAVE READ AND UNDERSTAND THE ABOVE ITEMS AND REALIZE THAT
FAILURE TO FOLLOW THESE RULES MAY BE GROUNDS FOR DISMISSAL. WITH
NO POSSIBILITY OF REHIRE.
SOUTHLAND TRANSIT, INC.
EMPLOYEE ACKNOWLEDGMENT FORM
CODE OF SAFE PRACTICES
I , hereby acknowledge that I have received, read and
understand the "Code of Safe Practices ter Southland Transit, Inc.
I agree to conform to all practices, safety rules, and regulations relating to safe work
performance.
I understand that my failure to Billow these safety procedures will result in disciplinary action up
to and including discharge
-
1 further understand that
al It is my responsibility to rep+n all unsafe conditions or violations of the Code of Safe
Practices to my supervisor or other managemcm personnel in order to minimize the potential
of injury to me fellow wetkcn.
b) I am encouraged to intbmr my immediate superior at any hazards on thejob without fear of
reprisal, and that should my assistance create any such action or related intimidation that I am
encouraged to contact the Safcly Coordinator or management by phone or mail
Employee Slgnautrc Date
Supervisnr Signuunc Datc
0./,.us./ ro P ... ..,n... I
'rRAININC CLASS RECORD
I certify that the employees listed below received safety training in the subject(s) as
indicated.
Date: Subject(s): _
Title(s) of Film(s), Video(s) or slide piesentation(s) shown to employees:
Attached is an outline of the specific items discussed in this training program, along with
handouts, if any.
Instruclor's Signature: _ Date
Insimctor's Name (Please Pmd)
Initial Employee Name (Please Print) Employee Signature
INITIAL 1 RAINING RECORD
(Individual Employee Training Documentation)
Name of Employee:
'training Subject:
Training Material
Used
Name of Trainer:
Date of HireiAsiumnicnC
1, hereby certify that I have received training as
described above in the following areas:
The potential occupational hazards in general in the work area and associated with
my job assignment.
_ The CODE OF SAFE PRACTICES wluch indicates the safe work conditions,
safe rrork pilcmcs, and personal prolecMe equipment, if any, required for my
job.
The hannds of any chemicals to which I may be evpos'ed and mq right N
infomiaiion contained on material stdoty data sheets for those chemicals. and hole
to underslund this information.
_ My right to tuk questions, or provide any iniolinition to the employer on safety
either directly or anonymously without tear of reprisal.
DisetplinarN procedures the employer will use to entorce compliance with
"CODE OF SAFE PRACTICES."
I UNDERSTAND THIS TRAINING AND AGREE 10 COMPLY WITH THE
"CODE OF SAFE PRAC ITCES" AND ALI, SAFETY RULES FOR NIY WORK
AREA.
Employee Sign;uure Date
0 re,. ud lie ......eel
HAZARD COMMUNICATION PROGRAM
The Right to Know
5T
Southland Transit Inc.
HAZARD COMMUNICATION PROGRAM
"EMPLOYEE RIGHT TO KNOW"
The following is the Southland Transit, Inc. Hazard Communication/ Employee Right to
Know Program- This program was developed to acquaint employees who work with, or
are potentially exposed to hazardous materials with the issues involved in the handling of
hazardous materials. Hazardous materials or substances are characterized as any
chemical, compound, or mixture that, because of physical or chemical properties may be
This program respects the rights of employees to be weli informed about chemicals and
cbemicul exposure: (potential and real) that exist, or nmy In the future at Southland
Transit, Inc.
Ite responsibility I' the fist II ti t and of this program belongs to W'avne
Scale Maintenance Director It will be his /her hibla cnsure that this
conthilles IQ riject (lic rcquir==B—Q' i and
Cainnum ication /Emoloycc Right to Know Lan. and that it remains in force If you
sl ld hn ransn r, in r trials that You contic in
co Itacil %i jib, o Ur in the future, a_nu may contact Wayne Seale or the office
for acsigance.
Combustible
I lamnnable
/
explosive
/
Pyrophoric
/
Oxidiiing
`
/
Ioxlc
/
Carcinogenic
/
Connsive
This program respects the rights of employees to be weli informed about chemicals and
cbemicul exposure: (potential and real) that exist, or nmy In the future at Southland
Transit, Inc.
Ite responsibility I' the fist II ti t and of this program belongs to W'avne
Scale Maintenance Director It will be his /her hibla cnsure that this
conthilles IQ riject (lic rcquir==B—Q' i and
Cainnum ication /Emoloycc Right to Know Lan. and that it remains in force If you
sl ld hn ransn r, in r trials that You contic in
co Itacil %i jib, o Ur in the future, a_nu may contact Wayne Seale or the office
for acsigance.
Section One
Rights and Responsibilities
The Employee has Rights
A. An Employee has the Right to Know about the hazards that you lace on the
job.
B. An Employee has the Right to be trained about such hazards and how to
protect him herself from them.
C An Employee cannot be discriminated against or tired because sihe asked for
information and training on how to handle hazardous materials_
D. An Employee is allowed to provide information to a legal or medical
representative.
II_ TheCompanv has Obligations
A. To train all employees in the physical and health hazards of materials in the
workplace.
B. To train employees how to protect themselves Inn these hazards, including
providing and showing the proper use of any personal protective equipment
uhieh may he required.
C To provide an emergency plan
D_ To Train in the detection of possible hazardous material mleasc, in the
workplace_
E. To explain how to properly rend and understand information on it container
label_
F. To explain how- to properly read and Understand the int rmation loeuled on a
Material SatMy Data Sheet,
C, To inform employees of the location of hazardous matcrink in the workplace.
Ill, The Company and the Employees Both hate ObhVintous
A. To provide a safe work cnvuonment.
B. To educate and he educated about Hazardous Matenals.
C '1'o use, recogm/c and understand warning labels.
D_ To answer and ask questions.
Section Two
Training and Information
OSHA requires company to train and continually educate employees about the
Hazardous Communication Program.
To implement the training requirements, training will lake place at the following
times:
A. At the time an employee is first assigned to the site.
R_ At the time any new hazard is introduced to the worksite and %or to an
employee's job.
C. When hazardous materials are changed by the manufacturer.
D. Throughout the year.
E- At the equest of management.
Ill. The tnandmory requireuments of employee training arc:
A- Haw the hazardous communication p,%fain is implemented;
R. Physicel and health hazards of the work area, including identification of
locations throughout the facility using potentially hazardous materials;
C. Detection of the presence of hnzardous chemicals by sight and smelh
D. Safe work practices, including any specific measures which may be needed
while working in specific arens, or with specific materiak:
F. Procedures and equipment providctl to help protect employees_ such us
c car i lation system. personal proteeuon equipment. etc.
R. methods to detect hazird,, each as petomal monitoring and fuctlih audits;
G- Fxplanauon of emergencv procedures;
FL Primary and sccondary labelingof hazardous mulcrials:
L How to read and interpret the inlonnation totals and MSDS. *f See attached
(ilmssary of Terms used in Matcrial Safety Dnla Shects; mid
I. Where the MSDS Mader can be loeuted for employee mse-
Iv. A record of the training and those in artendancc will he kept in the MSDS hinder.
(Sec Section Raw, II1,
V. Cuntracmn
A. The individual on site who is nesponsible for tic maintenance of the MSDS
binder shall refer all outside contractors to the MSDS hinder for information
regarding any materials um which the contractor and its employees nmay he
e,eposcd. Contractors doing business at the facility are required to Sign n
Contractor's 1\btifjCatton sheet, which will be kept in the MSDS binder.
B. Outside contractors must provide %4SDSs for any materials that the contractor
may bring into the facility. The individual on site who is responsible for the
maintenance of the MSDS binder must request such MSDS and file the
MSDS.
C. The outside contractor is responsible for training its employees regarding
Hazard Communication.
CONTRACTORS NOTIFICATION
i
Southland "transit. Inc. has a written and implemented Hazard Communication Program.
There are procedures in place for handling hazardous materials or substances at this
facility. It is our contention that contractors and their employees understand that
hazardous materials and substances are used, and or stored at this facility. It is, however,
the responsibihty of the contractors to insure that their employees are aware of the
hazardous materials or substances used or stored at this facility, and their potential
contact with them. It is the responsibility of the contractors to translate, and
communicate all information pertaining to hazardous materials or substances, at this
facility, to their etnplovees as necessary. ll illiteracy is a problem for said contractors'
employees, the contractors then have the responsibility to read this notification, and any
other pertinent hazard Communication information to their employees. It is the
responsibility of the contractors to supply and provide any necessary or required Personal
Protective Equipment to their employees. , \Iso, it is the responsibility of the contractors
and their employees to inquire about, and wear, any Personal Protective Equipment that
is, or may be required at this htcility. Forthemtore, it is the responsibility of the
contractors anti their auployces to billow all safety rules pertaining not only to hazardous
materials and substance', hot also to safety in general at this facility. These safety rule,
are available upon requcal
,A copy of Ihis unnpany's written Hazard Cotnimmicalion Program will be furnished
upcul rcqucsl.
I, the undcnigucd. as a representative for ,acknowledge
that I have recei,cd, read, and understand this Contractor s Notification Form.
Prml nmue of contractor s Represcnteuvc Dale
Contractor, Rcprescntntiec Signunuc
Southland Transit Represemative Signature Date
Section Three
Container Labeling Responsibility
Container labeling will be accomplished in two ways in our facility. As mentioned
above, the first will be primary, labeling from the manulacturer_ This type of labeling
will exist on all hazardous material containers that are accepted. These labels will remain
on the primary container as long as it remains at this facility. The only exceptions to this
would be in conjunction with Hazard Communication Standards, at which tints, you
would be notified by I lazard Communication Agunl- The second method for
accomplishing labeling would occur when secondary container transferring occurred.
Under thesecircumstanees, only authorized personnel will be allowed to transfer
hazardous materials or substances from the primary container to a secondary container.
They will also have the responsibility to transfer appropriate label information to the
secondary container, to eroate uniformity and compliance throughout the facility.
Product Labels
How to Determine if a Material is Hazardous
A. OSHA Definition: A hazardous material is any material which could
cause injury or death to a person, or could damage and pollute land, air
or water.
R. Determination can be made by:
1. Reading the Warning Label
? Reading the Inventory Roster in the Material Safety Data Rinder to locate
the MSDS
3. Reading the Material Safety Data Sheet
C Two Government Agencies which regulate the definition of Hazardous
Materials
I. 'ncc, Envtr( .nnuental Protection Agency, takes Care of pollution to the
environment
1 The Occupational Sntety and health Administration, lakes care of hazards
to the ctnployee
The Conmu er Warning Label
A. The warning label is the fastest and cosiest way to gain basic information.
given to you by the manufacturer. .Aluays read the warning labels before
using the product.
R. tabvl lntonnation
L (licmical Nana
2_ Hazard Warnios— threekinds
u) CAG'rION: the least hazardous type tit material
b) WAKNN(i: a more hazardous type of material
c) DA NGF.R: extremely hazardouS Mate: ial - If marked DANGER ask
for more information.
3. Hazardous lnercdtcnts
4. Me nu fncturer s Niue and Address
5_ AppNprinm cautirnu and personal protective measures
C Additional {nlimn :It on on Labels
L &tstc Warnings
a) Kccp Awvp Honi Flames
b) Avoid Skin Contact
c) Acrid Breathing Vapors
2. Fire Information/Protection
a) How Flammable is the Product
b) Type of Fire Extinguisher to use to slop afire
3. First Aid
4- Spill Information/Protcelive Clothing; to Wear if Handling a Spill
5. Handling and Storagc
a) How to handle
b) What Protective Clothing to wear it) handle
c) Where and How to Store
b. Disposal of Empty Containnx and I lmised Portions
D. II the Product Has No Label
I. Do not handle until further information provided
2. Determine what is in the container
3. Label the Container
E. Replacement Labels
I. Replace lahels that are unreadable, or torn, or when vmsferring material
from one container to another
Secondary' C'onminer
7. A secondary container is any container than holds material from a primary
source- Ex: spray bottle, squeeze bottle
2. At a minimum, secondary containers mutt be labeled with the name of the
contents and any hazard warnin,. including any health and physical
hazards- Physical hazards include fire or Flush point hazards. rem ovitics,
and am ,specific hazards.
3. The company will provideall chemicals necessary no perform nhc lob
function. Do not bring chemicals from home to the workplace without
proper authorization. If authorized the chemical must be properly
inventoried, labeled, and if appropriate an MSDS put on file.
Section Four
Material Safety Data Sheets (MSDS) and
the MSDS Binder
The MSDS contains the must information about any hazardous material.
A. Manufacturer is required by law to supply an MSDS with every material they
sell.
R. The MSDS must include the following information:
I. Manutactumr'a name and address
a) Phone number
b) Emergency response number (spill& physical)
1 Chemical identification
a) Chemical name
b) Trade name
3. Hazardous ingredients
a) What is in the material
Ill Pcnniasibleexposurelimils
c) Thruhold lunit values
4. Ph,sical and chemical characteristics
a) Characteristics of material
h) Fvaporation data
C) Specific gravity
5. Fire and explosion hazards
a) Plash point
b) What type ofastinguisher to use
c) Prolccli�c equipment uecc5sar}'inulirc
h. Reactivity — does it ruicl with other materials
7. Ifealth hazard,.,
a) What symptoms might be Celt if exposure occurs
b) What type of fine aid is itiquired
F_ Precautions and control manures
a) How io properly treat, stare and handle spills
h) Listpcnanal pmtecfivecyuipment recommended when svoikim ;with
the nmteral
c) Ain other special precautions
VISES sheets will be obtained and maintained by
A. S he will contact all suppliers. and %or maoulacturers and request h4SDS on
all hazardous materials supplied to us.
R. Requests will be made by phone or registered mail. If the MSDS is not
received from the supplier within 15 days. CAL /OSHA will be notified,
by registered mail as required by law.
C. Upon receipt of the MSDS she will verify for completeness utilizing the
MSDS checklist provided If there arc omissions- a copy of the checklist
will be sent to the manufacturer and a request for a new and complete
MSDS will be made. If not received within 25 days-, CAL/OSHA will be
notified.
111. An MSDS Binder shall be maintained at every worksite.
A. The binder will be kept in a location that is accessible to the employees of all
workshifts.
B. The Binder will contain:
I. The name of the individual(s) responsible for compiling the binder,
including updates and removal of sheets on products no longer in use
3. The written Hazard Communication Program.
3. Explanation of how to use the Binder
1_ A list of all hazardous chemicals (Hazardous Material Inventory Rustcr)
for any and all areas of work. including the office, the shop, and materials
used by the drivers- Such materials include but are not limited lo:
pesticides, paint. soh ents, antifreeze. used oil. batteries, used oil filters.
window washer fluid, cleansers. fuel. floor \k ax. e(c.
5. A separate MSDS for each chemical used at the htcility, If an MSDS is
not received from the supplier.
a) Make a request in writing to the supplier that an MSDS be sent as soon
as possible: and
b) Include documentation of the request in the binder.
6- A record of training and those in attendance.
7, Conhactor Notification Shcet.
MSDS DEFICIENCIES CHECKLIST
The following
MSDS bas heen levie""I fOr QW12ga-deficiencies roc' A b as
T'tic
d f' 'envies
R Sec 094 tat ItIeC 1'f rnia Administrative Code The following
crick
I. Product Information:
a.
Manufaclurer:MSDS Preparen
b.
Address: _..
c.
Producu l-rade Name:
2_ MSDS Deficiencies (Check those missing from label)
U
a. Product idcntity,'lrade name matches the Zabel identity.
❑
b. Chemical and common names of each hazardous ingredient.
J
c. CAS number for each hazardous ingredient,
u
d. Physical data (Ilash point, vapor pressmz, etc.)
e. Potential hie hazard.
C Potential enploemn hazard.
g. Potential lcacbvity,
j
h. Health hazards (in laymen's terms)
J
i_ Potential routes ofen" (absorption, ingestion, inhalation)
) Sign,, and symptonjS of cxposureS.
k. Method conditions nygravated by exposures.
j
I. OSHA PEL / ACGIH TI V's_
u
in OSHA, N P. and IARC carcinogen slum:
u
n. Hygienic prautices.
U
o. Safe handling pmctmes.
u
P. Pron•ctivcmcasnres(or repair and maintenance of equipment.
q_ Spill cleanup procedures,
u
r. Control measures (engineering, rcork practices, personal protective
equipment. )
u
s. Emergency and first aid proccdmce
u
t. Date of MSDS preparation or revision.
u
u. Nzmc. address. and emergency phone number o1 MSDS preparcr.
I Inaccurate
Intbnnmton Noted on MSDS: ._
4. Company
of Use:
Address:
5. Reviewer of MSDS: __. Date'.
Location:
_ _.
Material Safety Data Sheets
Glossary of Terms
Absorption: The movement of hazardous material through the skin into the blood
stream
Acute: Short term effect, usually occurs when exposed to a chemical for a short time.
Boiling Point The temperature at which a liquid becomes a gas.
Catal}'st A chemical which causes a chemical reaction to happen faster
Ceiling: The maximum level of permitted exposure to a material.
Combustible: A liquid that becomes pnnunahle w ten it reaches a temperature of 100
degrees Fahrenheit.
Concentration: Parts per million, is it volume per rolumc relation of coneentridmir i.e.
there are so many parts of a material per one million parts of another substance.
Decomposition Products: Products that are relea,ed when it material is exposed to
aging, heating. burning. air. or allnwul with another maenad
Evaporation Rate: The time it takes a given amount of material to completely dry up,
using ether which evapreaes quickly, or butyl acetate which evaporates very slowly as
the measure.
Flammable (Explosive) Limits — LEL and LF.L: A flammable material will burn in
an when ignited Materials arc either IlammalAc, cxploslcc or contbasfible What a
material concentration is below the Lower Explosive Limit, LEL, the material is too lean
to burn. When the nnucriat concentration is Aim c the Leper Explo,ive Limit UEL. the
material is too rich to but The material will hunt it the conecinnation is between the
LEL and UEL.
Flash Point: The temperature in which a Ilanuuablc liquid produces enough vapor to
bum.
Incompatibility: List of materials which should not he mixed wnlr the material being
used, in order to avoid a reaction.
Ingestion: Taking it material by mouth and saadlowing it
Inhalation: Breathinz vapor or gas from a material.
Inhibitor: A chemical which, when added to another, reduces the chance of a resetion.
Oxidizin , .Agen l:
.A materi nl l het gives off oxygen in a chemical reaction.
Polvmeri miu,,:
',I C,.c I 1,, 11 with extremely high or uncontrolled rcieaic of cnergp.
Rceeti,
1 a mgiclial to undergo a reaction which releases heel or merge.
Solubilib: Ih:ir
acv iif,t nlaleiiul to dismd,c is o'ater orother solvent.
Stability: The ::A[,:
c: of a nauerial in rcei,vt undei:rable chemical changes durto,
sttmlgr t 11 lracaroy_
Threslin:,i i.l r�.v
, .r:ur (hL F)1 Ponoissible Exposure Limit (PEI.): 13ah indicate the
safe e\po"u::
dw Iovcl a, thick it poison cm be exposed cacti day tvhh no
adverec cf icas.
Vapor Iacmil, I
Iva aci<_ht of it vapor compared w 11 nn equal volume ofair It less
than "one , lllc cupor
o'ill rinc. It greater than one it ,ill tend to fall.
Vapor Prestiare:
A hie!i ce; it llcswre indicates a hgnid will evapornle easily.
Vulalile ]Nicety(:
1 i'e percaxa ee of a liquid or solid flint ecapomtea it mom
h" ICr ".nla9J. the taSt"l L2 :natel,al crnporll CX. fait
T 10
Southland Transit Inc.
June 25, 2015
Matt Hawkesworth
City of Rosemead
8838 E Valley Blvd
Rosemead CA 91770
Setting the Standard for Community
Transit in Southern California
SUBJECT: RESPONSE TO ROSEMEAD TRANSIT REVIEW NOTES/QUESTIONS
Dear Mr. Hawkesworth,
Southland Transit, Inc. (STI) is very proud to operate the services on behalf of the City of Rosemead and
we truly value our positive relationship. Outlined below are our responses to your questions.
Pro
ITUt Oil
Page#
Your narrative states that
The City of Arcadia is not a Dial-A-Ride system as
Demand
Southland achieved an
Rosemead is. Arcadia operates under the General
P. 10
Response
'impressive" 96% on-time
Public Paratransit Vehicle (GPPV) model which is
Experience
performance in the Arcadia
very dynamic. There are more vehicles in service
Dial-A-Ride. Why are you
compared to the Rosemead system which enables
only able to achieve a
us to provide slightly better on-time performance
disappointing 90% on-time in
(OTP). However, there is a trade off as the City pays
the Rosemead Dial-A-Ride?
for more vehicle revenue hours to be placed on the
Please explain.
street enabling the 96%. The theory is the more
vehicles there are in operation, the better OTP is
achieved since schedules are able to be loosened
enabling the higher OTP. I would respectfully
disagree that 90% OTP is disappointing. This is a
high industry standard that is a very respectable
number enabling 9 out of 10 pick-ups being
completed on-time.
How many other
Michelle will be responsible for one (1) other project.
p,25
Staffing
projects will your
This is how her time was comprised when she
proposed Project
previously managed the Rosemead service. We
Manager, Michelle
wanted to bring stability to the project manager
Gamez, be responsible
position and someone whom is very familiar with the
for in addition to
service back to the City of Rosemead.
Rosemead Transit?
Please provide the
All employees shown in the chart are full time
p.33
Staffing
number of full-time
employees as was directed to be shown in the RFP.
equivalent employees in
There are no part time employees.
each position shown on
your organization chart
on p.33 in compliance
with the requirement
stated on p.13 of the
RFP.
Please provide a clear
Please see attached Accident & Incident Procedures
P.39
Reporting
description of the reporting
I
SOUTHLAND TRANSIT INC.
3650 ROCKWELL AVENUE, EL MONTE, CALIFORNIA 91731
626.258.11310 • FAX 626.258.1329 • INFO@SOUTHuNDTr NSIT.COM
SETTING THE STANDARD FOR COMMUNITY TRANSIT IN SOUTHERN CALIFORNIA
3650 Rockwell Avenue, El Monte, CA 91731
626188 -3927' FAX 626 - 943 -1225 -
systems that your firm will
Form and Service Disruption Sheet for review .
put in place to satisfy the
reporting requirements set
forth in the Draft Agreement
and Section VI of the Scope
of Work. Also, as requested,
please provide a sample
Monthly Management
Report that meets the new
performance reporting
p.41 requirements of the
RFP.
In compliance with the
We confirm that we will meet the insurance
Request for Proposals,
requirements listed in this table and the RFP.
p.41
Insurance
please specifically address
and confirm that Southland
Transit will meet the
following minimum
insurance levels:
• Vehicle Liability = $10
million
• General Liability=
$10 million
• Physical Damage
Deductible max =
$10,000
The RFP on p.18, states
There is no self- insured retention, or deductible
"OFFEROR shall disclose
amount. We maintain a "guaranteed cost"
p 41
Insurance
in their proposal any and
agreement with the insurance company whereas
all self- insurance, self-
they are liable for 1"' dollar coverage.
insured retentions, and
deductibles by dollar
amount related to the
insurance coverages
required by the CITY."
Please provide this
re uired information.
Will Southland Transit be
Currently the way the bus schedules are in place, we
p.43
Equipment
providing any non-
are able to have the drivers for both the AM and PM
revenue vehicles for
shifts overlap so that there is no need for a relief
driver exchanges, road
vehicle. The spare vehicle is used so that a driver is
supervisor use, etc.?
able to take it to and from the route and we are
Please address.
always able to interchange the one spare vehicle on
the routes. In the event a vehicle is down for
maintenance then we do and will use a spare sedan
for driver reliefs and exchanges. Additionally we will
provide a Sedan for Road Supervision.
What is the manufacturer
We use the Kenwood Model TK 8180 Radios.
p.46
Radio
of the radio system that
System
Southland has proposed
for use?
Your proposal specifies that
20 hours of Behind- The -Wheel Training is provided.
40 hours of Classroom
p.69
Training
Training will be provided in
SETTING THE STANDARD FOR COMMUNITY TRANSIT IN SOUTHERN CALIFORNIA
3650 Rockwell Avenue, El Monte, CA 91731
626188 -3927' FAX 626 - 943 -1225 -
Thank you for the opportunity to provide clarification to the discovered issue areas. Should you have any
further questions please feel free to contact me at stransueasouthlandtransit.com or by phone at 1
(626) 258 1310,
Si-n�ee/nelY,
C��Eott ransu�
Vice President/COO
Attachment: Rosemead Accident 8 Incident Procedures and Service Disruption Sheet
SETTING THE STANDARD FOR COMMUNITY TRANSIT IN SOUTHERN CALIFORNIA
3650 Rockwell Avenue, El Monte, CA 91731
- 626A88 -3927' FAX 626 -943 -1225 `
"initial operator training" but
there is no figure for the
Behind - the -Wheel training
that will be provided to each
trainee.
Please rovidethisfl ure.
Please explain what is
The line items referenced are comprised of the
Cost
Fixed Costs
included in and justify these
following:
Proposal
cost items:
• Vehicles /Equipment
VehiclelEquipment-
• Software
Dispatch Furniture amortized rate of
Maintenance
annually.
• 2 Phone Sets amortized rate of
annually.
• 1 Desk amortized rate of $125 annually.
• Files amortized rate of $89 annually.
Software Maintenance -
• This cost consists of the annual
maintenance and license fees for the
Trapeze system
Thank you for the opportunity to provide clarification to the discovered issue areas. Should you have any
further questions please feel free to contact me at stransueasouthlandtransit.com or by phone at 1
(626) 258 1310,
Si-n�ee/nelY,
C��Eott ransu�
Vice President/COO
Attachment: Rosemead Accident 8 Incident Procedures and Service Disruption Sheet
SETTING THE STANDARD FOR COMMUNITY TRANSIT IN SOUTHERN CALIFORNIA
3650 Rockwell Avenue, El Monte, CA 91731
- 626A88 -3927' FAX 626 -943 -1225 `
T �� Setting the Standard for Community
i Transit in Southern California
Southland Transit Inc.
CITY OF ROSEMEAD ACCIDENT & INCIDENT
PROCEDURES
All incidents involving service interruptions, accidents, complaints, passenger injury,
passenger disturbance, in- service vehicle failure, and wheelchair lift failure, and service
more than thirty (30) minutes behind schedule must be reported to The Project Manager
who will then send the report to the City of Rosemead.
The following steps below are to be adhered to:
1. Drivers shall immediately report all accidents and incidents immediately to
dispatch via the radio system. When possible immediately fill out the
incidentlaccident report however the report must be completed no later than the
end of your shift for the affected day.
2. The dispatcher shall complete the dispatchers accident/incident report for all
incidents and accidents received and submit to Michele Gamez, Rosemead
Project Manager immediately following the accident/incident.
a. Conversely all traffic accidents involving the Rosemead Transit Vehicles
irrespective of injury shall be reported to either the LA County Sheriff's
Dept. or the California Highway Patrol (CHP) as is appropriate.
3. The Rosemead Project Manager shall inform the City of Rosemead designated
staff immediately in- person or by phone when possible and in any event no later
than thirty (30) minutes of any accident or incident involving a Rosemead Transit
Vehicle or if anyone requires emergency services and or is transported for
medical treatment. Within one (1) business day of any accident or incident the
Project Manager shall provide to the City a written report.
4. If an accident or incident results in property damage or loss only, then the Project
Manager shall notify the City in writing within one (1) business day of the event
and provide an official written report within three (3).
5. At months end the Project Manager will record all applicable incidents and
accidents on the service disruption sheet and submit to the City.
Incident Complaint —
. Any complaint received by the City will be forwarded to the STI Project Manager
and a response shall be provided to the City within ten (10) business days.
SOUTHLAND TRANSIT INC.
3650 ROCKWELL AVENUE, EL M ONTE, CALIFORNIA 91731
626.258.1310 • FAX 626.258.1329 • INFO @SOUTHLANDTRANSIT.COM
SERVICE DISRUPTION SHEET
Month:
NO.
TYPE OF SERVICE DISRUPTION
(see key at bottom of chart)
DAY
DATE
TIME OUT
TIME IN
TOTAL
TIME
MISSED
LOOPS
1
IN-SERVICE VEHICLE FAILURE
LF
WHEELCHAIR LIFT FAILURE
VNA
VEHICLE NOT AVAILABLE
OI
OT HER INCIDENTS
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
CODE
DEFINITION
CA
COLLISION ACCIDENT
PI
PASSENGER INJURY
PD
PASSENGER DISTURBANCE
ISVF
IN-SERVICE VEHICLE FAILURE
LF
WHEELCHAIR LIFT FAILURE
VNA
VEHICLE NOT AVAILABLE
OI
OT HER INCIDENTS
Matt Hawkesworth
From:
Scott Transue <stransue @southiandtransit.com,
Sent:
Monday, June 29, 2015 2:51 PM
To:
Matt Hawkesworth
Cc:
Silvia LLamas
Subject:
Re: RE: RE:
Hello Matt,
I apologize as I interpreted your question to ask wether the employees were full time or part time. I have provided
clarification of the employees listed below:
Dispatcher- 1.0 FTE to Rosemead.
Reservation ist - 1.0 FTE TO Rosemead.
Bus Operators - All 9 Bus Operators are 100% FTE to Rosemead.
Head Mechanic -.1 FTE to Rosemead
Mechanic Level A -.5 to Rosemead.
Bus Washer - .5 to Rosemead.
Sincerely,
Scott
Sent from my iPhone
On Jun 29, 2015, at 7:37 AM, Matt Hawkesworth < mhawkesworth Pcityofrosemead.orR> wrote:
Scott,
After reviewing your responses, we still have one critical deficiency. The RFP on page 13 requests "the
number of full -time equivalent employees at each position" for the Rosemead Transit project. Neither
your proposal nor your follow -up response provide the number of FTE employees who will be assigned
to the Rosemead Transit project in the following classifications:
Call Takers /Dispatchers
Bus Operators
Maintenance & Cleaning Staff
Please provide these numbers by the close of business today.
Respectfully,
Matt Hawkesworth
From: Scott Transue [ mailtostransue @southlandtransit.com]
Sent: Thursday, June 25, 2015 2:47 PM
To: Silvia LLamas; Matt Hawkesworth
Subject: RE:
Good afternoon,
Please see attached our responses to the questions raised via the Rosemead Transit Procurement
Process.
Thank you for the opportunity to respond and provide additional clarification.
Sincerely,
Scan 5w"Ue
Vice President /COO
Southland Transit
3650 Rockwell Avenue
El Monte, CA 91731
Ph: (626) 258 1310
Fax: (626) 258 1329
E -mail: stransueCbsouthlandtransit.com
From: Silvia LL.amas [ mailto :sllamas@citvofrosemead.oro]
Sent: Tuesday, June 23, 2015 2:17 PM
To: Scott Transue
Cc: Matt Hawkesworth
Subject:
Good Afternoon Scott,
Here are the questions that need clarification, please email your response to Matt Hawkesworth at
mhawkesworth Calcitvofrosemead.or¢ no later than Monday June 29th by 3:OOp.m. your interview is
scheduled for Wednesday, July 1" from 11:00a.m. - 12:00p.m. in the City Hall conference room located
at 8838 Valley Blvd, Rosemead, CA 91770
Thank you,
Silvia
N
Attachment F
proposal to the City of
Today's Small Town America
for the Management and Operation
of the
Rosemead Transit System
Submitted by:
TRANSPORTATION CONCEPTS
12 Mauchly Building I
Irvine, California 92618
ORIGINAL
T&
III'.ICIITPTcN coNc 111 1440,4!
Table of Contorts
Corer Letter............_
A. Company Experience.
client R,ft,,r,,s
Client Testirrion, Utters
Unn E
3.
Organization - - - ----- .... . . . ................... .. . .... .... . .. .. ..... ..
. ..... ... 5
C.rpc,rs. sepport
K
C".— P-,..,
. ... . .... . ..... ..... .... ..... . Page 26
C.
R.nz, All,station...
..-.,.Page 9
M.
C. lirevial V... A
..._..._.........._..._..._Page 37
D.
Staffirog. ------ _ ....... - -------- - ---------------- -- -
page 10
O.
Pre,rused Project Management Train
.. ... ...... ............. _ -P-gr 42
P.
Brialtd.— of Stal" P—ifien.M.,113eciefiess
.. ..... .. .......... ... ....... .. ....... .. ..... Page 54
Q.
Restores of Key Pen.,,,stl
.. .... ...................... ...........................Page 56
F_
Hiring and Personnel ....... ....... .. . .............. .... . ....... ..........
_ ..............._...........Page 14
F.
Accounting and Reptinitig- ................. . ....... . ... . ........... . .. . .............................................................
....... Page is
G.
Insurance and ldcomity .......... .............. ... .... .... ............... I . ....... . .......... ..........
......................... Page 17
H.
Financial Responsibility.........._......_ .............. . ....... ____ ......... ..... . ... ...... .......................................
.. .. Page 18
An.e.1 A.dass] Fir.rciwl, (melee se ...... reve,)
I.
Reservations & Dispatch Funcoons ......... ..... ..... ... ..... __ . ................ ....................................................................
. .. . ... . Page 19
Por,rissed Reservation. Sort.
Dispatch Procedures
Service A0ontsms,
J.
Equipment_..__.........._.........._ .... ............ -___
. . ................... _ ............. P.gc 24
Peo'sed U,.;,.ert for Project
K
Operations and Maintenatict, Facility .................................................... . ..........
. ... . .... . ..... ..... .... ..... . Page 26
L.
Maintenance Program.. ..................... . ...... . .. _ -_-_-_---
.................................................... Page 27
M.
Safety Program ........ .. ........... ... ............................... .......................
..._..._.........._..._..._Page 37
N.
Screening and Selection Program .................... . ...... . - ........ ....
.. ........... ........... .... ....... ....... Page 39
O.
Training and Retraining Programs .................. . .. . .
.. ... ...... ............. _ -P-gr 42
P.
Data Collection and Repo rt ing __. __ .. ......................... .......
.. ..... .. .......... ... ....... .. ....... .. ..... Page 54
Q.
Transition Plan and Time Schedule..-...... ...... .. . .. ................ .. .... ... ....
.. .... ...................... ...........................Page 56
R.
Required Forms ................................................................... . ............... ......... .
. Page 60
Firm 6
F,_ C
V.— D
Rosemead Dial-A-Ride and Explorer Services Proposal
A4
TRANSPORTATION CONCEPTS
June 17, 2015
Transit Service Evaluator
Rosemead Transit System
City of Rosemead
8838 E. Valley Blvd
Rosemead, CA 91770
Dear Rosemead Transit Service Evaluator
On behalf of Transportation Concepts (TC, I would like to thank you for the opportunity
to submit a proposal for the management and operation of the Rosemead Transit System.
Transportation Concepts is a California Company based in Irvine, California who has
successfully operated Dial -A -Ride and Fixed Route bus services throughout the local
area for over thirty years.
We hope that through our proposal we are able to demonstrate our dedication and
commitment to the City of Rosemead, the highlights of our company, and, our offer to
operate this very important service to include:
• A highly qualified proposed Project Manager with profound knowledge of both
Dial -A -Ride and Fixed Route Services
• A highly qualified corporate support staff based in Irvine, California
• An operational plan that focuses on customer service resulting in a positive
experience for the end user
• A proven operational approach and support system
• A partnership with Penske fleet services to provide state of the art maintenance.
The use of a maintenance expert such as Penske will benefit the City in insuring
that your vehicle assets receive the highest level of maintenance care, something
that our competitors cannot match
• Positive references from supportive clients who have continued to contract with
Transportation Concepts for their transportation needs year after year
Transportation Concepts builds a culture of "total commitment' service that will be
evident to your passengers. We pride ourselves in a solid support structure and the
commitment we make to our employees and customers. This commitment is apparent in
our performance. We are the ONLY Company of this size with the described level of
experience in the industry.
Additionally, Brian Connell, our Area Regional Manager, will oversee our proposed
Project Manager for this service. Brian was actually the Project Manager several years
ago when DAVE Transportation/Laidlaw operated the Rosemead Transit System.
12 Mauehly, Bldg. I I Irvine, CA 92618 1 (949) 864 -3287 1 Fax (949) 864 -3280
Page 2 of 2
Transportation Concepts is experienced in providing seamless contract transitions and
with a successful past with many local Cities and transit agencies in the Los Angeles
County area. This experience will serve to further enhance a smooth transition. We are
confident that we have submitted a very sound and competitive proposal, which is valid
for a minimum of 120 days from date of opening. We truly look forward to the
opportunity to work with the City of Rosemead in enhancing the Rosemead Dial -A -Ride
and Explorer services.
If further information is needed, please contact me at 949 864 -3493 or via e-mail —
rrogers @transponation- concepts.com. I am the contact person during the evaluation
period and I am authorized to bind Transportation Concepts to the terms of this proposal.
Transportation Concepts employees take pride in their jobs and will work harder to serve
our customers. We are confident that our approach will facilitate better performance
results than any of our competitors.
Sincerely.
Rich R rs
Chief mgOfrcer
12 Mauchly, Bldg. I I Irvine. CA 92618 . (949) 864 -3287 1 Fax (949) 864 -3280
mnnseonr'nr ox coxctrrs Q.QS
A. Compatry Experimce
From the operation of a six bus shuttle operation at the Ontario Airport in 1982, through today,
Transportation Concepts has enjoyed steady growth. Currently, the company manages several
separate Fixed Route, Shuttle or Dial -a -Ride contracts, all in areas with similar challenges as the
Rosemead Dial -A -Ride and Explorer services, which include continuous growth and traffic
congestion.
The company operates these services utilizing a fleet of over 200 vehicles ranging in size from
seven passenger minivans to 40 foot transit coaches. The majority of the vehicles maintained
and operated by Transportation Concepts use clean burning fuels. TC has experience
maintaining and operating CNG fueled vehicles as well as propane, gasoline and diesel powered
vehicles.
Prated -Route Services
TC has several years of experience operating Axed -mute service
' _41k, ,. to include Los Angeles Metro, PVVTA, Corona. Riverside Transit,
t Omnitrans, Palos Verdes peninsula, City of Rosemead, along with
- several others throughout Los Angeles County and Southern
CAircroia.
In addition, our talented and valued employees have been
responsible for the operation of regularly scheduled services throughout the state including
overall management responsibilities encompassing day to day administration of systems
operating in rural transit environments as well as major metropolitan areas transporting over g
million passengers per year. This includes routing and scheduling, safety oversight, vehicle and
facility maintenance, road supervision and dispatch oversight, integration of technology, and of
course vehicle operations. TC employees have experience in this type of service since 1987.
Shuttle/Circulator/Feeder Servim
TC has been providing shuttle services since 1982. In fact, we
currently operate several shuttle services of varying operating
characteristics to include, campus shuttles, medical center
shuttles, and employer shuttles. We are extremely proficient at
providing high quality, high capacity, short haul, high frequency
services. In addition, we provide other special services including
regular shuttles connecting remote parking lots to employment
centers; feeder services linking passengers From the train station
to employment centers, and commuter services providing people transportation from designated
parking lots in suburban areas to jobsites located in major metropolitan areas. These services
are one way we can contribute to improving the air quality of the communities we serve.
Rosemead Dial -A -Ride and Explorer Services Proposal
Page I
To
TPANSPORTATISN CONCEPTS SE
Dial-wide So-Am
Our team has experience providing the dial -a -ride services since
1985. This includes management, reservations, scheduling,
dispatch, vehicle maintenance and operations.
We have extensive experience managing various size and types
of such specialized services ranging from two to over one
hundred vehicle operations carrying up to 1,000 passengers per
day. In addition, we have experience with various automated (and manual) reservations and
scheduling, including Simpli Transit. which is our proposed scheduling system for the City of
Rosemead.
Climt Refetvnmi
We invite you to contact our current clients for confirmation of our dedication, commitment,
and excellent service standards and performance. The required Form E can be found at the end
of this Section. Also, at the end of this section you will find testimony letters from our clients
indicating the level of satisfaction they have for our organization.
Location Name
CITY OF CORONA
California
orona
ampion
rtation Planning Manager
7poration Yard Way
=��icing
CA 92880
9763
_
bci.c.r ra.c..u.
Natvre of Services
Fute public transportation servicing the City of Corona utilizing
16 CNG powered "cutaway" a nd medium dirty buses. Responsible for
dispatch, operation, supervision and vehicle maintenance of City's transit
system which includes revenue collection and on- demand scheduled
transportation services to the senior and ADA community within the
city.
'eentcnt
1999 - Present
Utilizes "Romematch ", a fully automated computerized dispatch system.
Syiun
In addition, has AVL Oeet tracking capabilities as well as a digital on
board video surveillance recordin s stem
mber of
28
Em la ees
1.6 Million - _
Annual Revenue
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 2
X
TRANSPORTATION CONCEPTS
Location Name
Rosemead Dial -A -Ride and Explorer Services Proposal
rage 3
In Verde Valley Transit Authority
BI he, California
City of Blythe
Frank Luckino
City Manager
235 North Broadway
Blythe, CA 92225
(760) 922 -6161x 1236
fluCkjuo(jujfyofblythL.Ca.g,,y
Nature of Services
_
Fixed route and paratransit transportation services Vehicle Feet consists
of 9 huses, I of which is assigned to paratransit. Responsible for
dispatch, operation, supervision and provision of vehicle maintenance on
fleet of City buses as well as all City support equipment including Police
and Fire Department
Term of Agreement
2003 - Present
Type of Fleet
Currently using AVL Feet tracking capabilities as well as a digital on
Dispatchin 8 stem
bwrd video surveillance recording system
Number of
16
Employees
Annual Revenue
gook
Location Name
CRY OF GLENDORA
Glendora, California
City of Glendora
Justine Garcia
Contract /Program Analyst
401 E, Dalton Ave
Glendora, CA 91741
(626) 852 -4814
j arcia@Ci.glendora.ca.us
Nature oFServiCes
_
Fixed route Metrolink and paratransit transportation services. Vehicle
Feet consists of 10 cutaway buses, I of which is CNG powered.
Responsible for dispatch, operation, supervision and oversight of Cities
vehicle maintenance vendor on fleet of City provided buses.
Term of Agreement
2009 - Present
Type of Fleet
Currently using fully automated computerised dispatch system
Dispatching System
"Rnutematch" with a CPS system.
Number of
14
Employees 1
Annual
Revenue 5ook
Rosemead Dial -A -Ride and Explorer Services Proposal
rage 3
To
MANSPORTATION ca¢eers
Location Name
BEACH CITY TRANSIT REDONDO BEACH
Redondo Beach, California
City of Redondo Beach
Joyce Rooney
Transit Manager
1922 Artesia Blvd
Redondo Beach, CA 90278
(310) 318 -0631 x 2670
Joyce.rooney@l redo ndo.0
Nature of Services
Fixed rente and curb to curb paratransit transportation services.
Approximately a 10 -mile service area includes Redondo Beach, Hermosa
Beach, ,Manhattan Beach and El Segundo. Vehicle fleet consists of 20
CNG powered buses. 5 of which are assigned to paratransit.
Responsible for dispatch, operation, supervision and vehicle maintenance
Term of A reement
on Ieet of City rovided buses.
Term of Agreement
2010 — Present
Type of Fleet
Currently using computerized dispatch system with GPS system.
Dispatching System
stem
Number of
36
Emplo ees
j
Annual Revenue
2.0 Million
Location Name
PALOS VERDES PENINSULA TRANSIT AUTHORITY
Palos Verdes, California
Palos Verdes Peninsula Transit Authonty
Martin Gombett
Administrator
38 Crest Road West
Palos Verdes Peninsula, CA
310.544.7108
pvtransitCa losverdes.com
Narure �f Servires
fixed route transportation services throughout the Palos Verdes
Peninsula utilizing a combination of 25 amtaway and full -size coaches.
many which operate on either CNG or Propane fuel. Responsible fur
dispatch, operation, supervision and vehicle maintenance of agenry
buses.
Term of A reement
2008 — Present
Type of Fleet
Utilization of an AVE system using "Next Bus" technology. Currently
Dispatching System
utilizes "drive cam" system. ht Process of implementing Metm TAP
stem
Number of
23
Employees
j
Annual Revenue
L5 Million
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 4
FORM E
REFERENCES
Proposer's Name Transportation Concepts
Please list a minimum of at least four references of similar size and type of transit
services, including governmental agencies, if available.
Reference 1
AGENCY /COMPANY NAME: City of Corona
ADDRESS: 40o S. Vicentla Avenue, Corona, CA 92882
CONTACT PERSON: Brian
EMAIL ADDRESS: briancna,ci.corona.ca.us
PHONE NUMBER: 951279-376
LENGTH OF CONTRACT: 15 YEARS
NUMBER OF VEHICLES OPERATED: 14 _
DESCRIPTION OF SERVICES PROVIDED:
Fixed Route and Dial -A -Ride service utilizing 14 CNG buses. Responsible for dispatch, operators,
supervision and vehicle maintenance of City s transit system
Reference 2
AGENCY /COMPANY NAME: Palos Verdes Peninsula Transit
ADDRESS: 38 Crest Road West, Palos Verdes Peninsula, CA
CONTACT PERSON: Martin Gombert
EMAIL ADDRESS: pvtransit@palosverdes.com
PHONE NUMBER: 626487 -8230
LENGTH OF CONTRACT: 7 YEARS
NUMBER OF VEHICLES OPERATED: 27
DESCRIPTION OF SERVICES PROVIDED:
Fixed Route transportation services throughout the Palos Verdes Peninsula utilizing a combination of 27
cutaway and full -size buses which operate on alternative fuel. Responsible for dispatch, operations,
supervision and vehicle maintenance of agency buses
Reference 3
AGENCY /COMPANY NAME: City of Redondo Beach- Beach Cities Transit
ADDRESS: 1922 Artesia Blvd, Redondo Beach, Ca 90278
CONTACT PERSON: Joyce Rooney
EMAILADDRESS: ioyice.rooneyoredondo.oro
PHONE NUMBER: 310318.0631x2670
LENGTH OF CONTRACT: 6 YEARS
NUMBER OF VEHICLES OPERATED: 20
DESCRIPTION OF SERVICES PROVIDED:
Fixed Route and Dial -A -Rode services. Responsible for dispatch, operations, supervision and
vehicle maintenance on fleet of City provided buses
Reference 4
AGENCY /COMPANY NAME: Cityof Glendora
ADDRESS: 401 E. Dalton Ave. Glendora, Ca 91741
CONTACT PERSON: Justine Garcia
EMAIL ADDRESS: icarda(dci aendora ca us
PHONE NUMBER: 626852 -4814
LENGTH OF CONTRACT. 7 _ YEARS
NUMBER OF VEHICLES OPERATED: 10
DESCRIPTION OF SERVICES PROVIDED:
Fixed Route Metrolink and Dial -A -Ride service. Responsible ford ispalch, operations, supervision and
oversight of Cities vehicle maintenance vendor for fleet of City provided buses
qqmq redondo
■ E A C M
ltweanan OW Ca -ity i � —ql,I .
Services Delxi n t r
February 21, 2013
Rich Rogers, Chief Operating Officer
Transportation Concepts
12 Mauchly Building I
Irvine. CA 92618
Dear Mr. Rogers,
I wouid like to commend the performance of General Manager, Brett Baum, and the
Transportation Concepts Operations Staff of the Redondo Beach - Beach Cities Transit and
WAVE Dial A Ride services. Transportation Concepts began service operation for the City in
January 2010. after an extremely short transition period, and under unreasonable
implementation conditions, which included changing transit companies.
As you know. I was hired in April 2010. just Shortly after Transportation Concepts took over the
service from the previous transit contractor. Al that time, there were several administrative,
operational, personnel, and vehicle maintenance issueS that required immediate attention. After
overcoming these challenges. the Beach Cities Transit and WAVE services are Operating more
efficiently, monthly statistics and reporting are accurate. and vehicle maintenance has improved.
We have seen improvement in the supervision and performance of transit drivers. and
improvements in dispatching operations. vehicle maintenance and overall supervision Of
services. In addition, Transportation Concepts' staff has made significant improvements to their
data entry systems and statistical programs that have resulted in providing accurate NTD data
reporting and ensuring the compliance with audit requirements.
During the past two years. Transportation Concepts staff has also provided valuable expertise
and assistance with new vehicle and equipment purchases, and with the planning and
implementation of a Comprehensive Operational Analysis (2011) which resulted in transit
service changes that were recently implemented in August 2012.
The Transportation Concepts management staff continues to be responsive and proactive in
resolving service issues and edubds professionalism and knowledge in addressing the needs
and expectations of City Staff. AS a result. the overall relationship between City staff and
Transportation Concepts staff has developed to be positive and cooperative. Thank you for
your efforts with ensuring that the Transportation Concept's transit staff continues to provide
quality transit services for the City. I can be coMacled at 310 -318 -0631 x2670, it you have any
questions.
Sincerely
Joyce Roof4y
Transit Operations & Transportation Facilities Manager
Pala Verdes PeaNsida
PUPTA
TRARSIT AUTHORITY
February 26, 2013
Mr. Rich Rogers, COO
Transportation Concepts, Inc,
12 Mauchly, Building I
Irvine, CA 92718 -6302
Dear Rich,
This letter serves as an enthusiastic letter of recommendation for Transportation Concepts!
Transportation Concepts, Inc. has provided transportation services for the Palos Verdes Peninsula
Transportation Authority since 2008. They are responsible for operating 27 buses on seven routes
that operate throughout the Palos Verdes Peninsula, which transport approximately 950 passengers
dairy.
To highlight Transportation Concepts performance. I would note an excellent project manager that
has worked with us for five years, a fantastic safety record which has resulted in no passenger
injuries in five years of operation, great customer service, and considerable maintenance assistance
as our fleet transitions to CNG fuel.
I would be happy to answer any questions potential clients may have regarding our experience with
your company.
Regards.
Martin Gombert, Administrator
a
March 5, 2013
Mr. Rich Rogers, C00
Transportation Concepts
12 Mauchly, Building I
Irvine, California 92618
Dear Mr. Rogers:
C T Y OF GLENDORA city Hall (626) 914 -8200
116 East Foothill Blvd., Glendora, California 91741
www ci glendora ca us
It is with pleasure that I am writing this letter of recommendation for Transportation Concepts.
When Transportation Concepts became our new contractor for Dial -A -Ride and Metrolink Connection
Shuttle services, the City of Glendora Transportation Division began anew. The previous contractor had
been our provider since approximately 1985 when the program was begun. This company had been
our sole provider since that time and no new bid had been considered throughout the years. When
management decided we should open an RFP process things were uncomfortable since we were
moving into an entirely new direction. The Transportation Concepts team stepped in and made certain
the transition was achieved both smoothly and professionally.
In 2009 a bid process was held and Transportation Concepts was the low bidder and awarded the
contact for a period of three years with an option of extending the contract for an additional two, two -
year periods. Transportation Concepts has ushered in a totally new style of operations and brought
Glendora's transportation program into a newer, better, more current mode of operating our Dial -A-
Ride system. Through their extensive knowledge and good business practices, Transportation Concepts
has helped us to elevate the City of Glendora's expectations and standards for operations of our
system.
I have found Transportation Concept's staff to be proficient in all aspects. I sincerely have enjoyed and
appreciated working with Brian Connell, our project manager, His vast knowledge of transportation
systems has not oniy helpec ',c elevate the Glenoor� transit operaiioc b.;t also assisted me Jr, my owr
professional development
Any additional or new task requested of Transportation Concepts has been greeted with a can do and
willing attitude. They have always been positive in addressing issues whether difficult or positive in a
manner that has been appreciated. We have added service with no difficulties. We are working
together to determine whether the Dial -A -Ride schedule is operating at its greatest peak efficiency.
Surveys created by Transportation Concepts staff and have been disseminated to riders to assist in this
determination. Whatever is needed, I am assured that Transportation Concepts will be willing to
achieve.
I look forward to additional years of great relationship with Transportation Concepts.
Respectfully,
Cynthia Griffith, Contract /program Anaiyst
City of Glendora
Community Services Department
Transportation Division
CAG/
CITY OF BLYTHE
235 North Broadway ; Blythe. California 92225
4 (n Phone (760) 922 -6161 / Fax (760) 922 -4938
February 21, 2013
Mr. Rich Rogers
Chief Operating Officer
Transportation Concepts
12 Mauchly Building I
Irvine, CA 92618
Dear Mr. Rogers:
1 am writing this letter in recognition of the excellent service provided to the PVVTA by
Transportation Concepts. Transportation Concepts has been operating service under
contract for the PVVTA for over nine yeas. Throughout this time, we have been
extremely impressed with the level of responsiveness, professionalism, and integrity
demonstrated by Transportation ConcaTts. The quality of the local team as well as the
corporate support team has been superior,
I would like to express my sincere appreciation for the obvious dedication and
commitment to providing consistent quality service over the years. It has truly been a
pleasure doing business with you.
Keep up the good work.
Respectfully.
4 G �"r0
David Cane
City Manager /Transit Agency General Manager
OFFICE OF: PUBLIC WORKS
)511279 1763 once 400 S. Vicentia Avenue, P.O. Box 940, Corona. Callfornfa 92878 -0940
3511 n34699 fl ..COronarransit mm
riara @ci cwona.a.us
February 26, 2013
Rich Rogers
Chief Operating Officer
Transportation Concepts
12 Mauchly Building I
Irvine, CA 92618
Dear Mr. Rogers:
I am writing this letter in recognition of the excellent service provided to the City of Corona by
Transportation Concepts. Transportation Concepts has been operating service under contract with the
City of Corona for many years. Throughout this time, we have been impressed with the level of
responsiveness, professionalism, and integrity demonstrated by Transportation Concepts. The quality of
the local team as well as the corporate support team has been superior. The City of Corona is especially
appreciative to Transportation Concepts' commitment to community involvement.
I would like to express my appreciation for Transportation Concepts' dedication and commitment to
providing quality service over the years. We look forward to continuing our successful partnership in
serving the residents of Corona.
Regards,
Brian Champion
Transportation Planning Manager
City of Corona
C'. \Documents and Servings \nogers \My Oocoments\RRdcc\71on1dQ10tion Concepts \Client Reterence \2013 \Corona SVppart
letter Feo 2013.doc
CITY OF RIO VISTA
One Main Street, Rio Vista. California 94571
Phone: (707)374 -6451 Fax: (707) 3746763
February 25, 2013
Rich Rogers, Vice President
Transportation Concepts
12 Mauchly, Building I
Irvine, CA 92618
Subject: Letter of Appreciation For Provision of Rio Vista Delta Breeze
Transit Service
Dear Mr. Rogers,
This letter is being sent to you and your team which consists of Tony Cabral and
Brian Connell as well as the other staff members to praise the work that
Transportation Concepts has provided to the City of Rio Vista. Your team came to
the City in July of 2012 to assume the operations and maintenance of the Rio Vista
Delta Breeze transit system. The prior contractor was not capable of keeping the
operations stable and the relationship between the prior contractor and the City
was very problematic. Transportation Concepts has been able to take a leadership
role to ensure that our passengers are taking care of and that the City's needs are
met.
The passengers enjoy the work provided by Transportation Concepts. I hear
nothing but good complements about your team's efforts in service delivery.
The transition between the prior contractor and Transportation Concepts was
flawless with no issues. The transition required very little monitoring from me. This
shows that we have a great contractor that requires minimal oversight for our small
operation.
Thank you for providing a good service to the City of Rio Vista and I hope that we
can continue our relationship with Transportation Concepts in the foreseeable
future.
If you or your potential clients should have any questions, please feel free to
contact me at 707.374.5337 or via email at iandoh&i ra -vista ca us.
Thank you,
John Andoh
Transit & Airport Coordinator
City of Rio Vista
.v WSrte wmv nu�w�enry wrr
Palo Verde Valley Transit Agency
126 W- Murphy Sheet Blythe, CA 92225 760.922.11.0 760.922.0091 Fax
• • Robert Crain, Chalrman Joseph DeConlnck, Vic"halmtan
Roy WOSOn, Board member Uncola Edmond, Board member
Beverly Mays, Board member David A. Lane, General Manager
August 17.'_[109
Mr. Rich Rogers, Chief Operating Oliicer
Transportation [concepts
12 Mauchly Building I
(nine, CA 92619
Thar Mr. Rogers:
Rey Operations in Blythe
'l he purpose of this correspondence is to acknowledge the excellent service provided to the Palo
Verde Valley T ransit Agency hg rranspmation Concepts.
Your organization has been providing service to Blythe and the surrounding areas for a number of
years and, in light of the fine sen ice provided. the Agency was pleased to adopt a new contract with
Transportation Concepts earlier this year.
the expertise and professionalism of the members of your team here in the Palo Vcrde Valle. is
apparent in all that the% do and we here in City government appreciate their efforts. I would be
remiss if I did not single out transit Manager George Colangeli for his leadership and his
commitment to the community outside the workplace. I IC clearly ha.., the respect of all members of
the Transit Agency's Hoard of Directors as well as that of stall.
We look forward to a continued relationship with rransportation Concepts here in the Palo Verde
valley as we collectively provide transit service, to the residents mid cisimrs of this area.
Jinecrels.
�'l s-x✓ In'^
David A. Lane
General Manager
(951) 27937ATMnce
,VS 1) 903 -9213 nx;gb
ocm+c®cl.caon "Co
.ua
OFFICE OF PuBu vroR<s
EI70 5 VlCenlla Avenue. P.O. Box 940 . Corona, Coliforno 92878-0900
COfiUNA CCy FA _ - ONUfvG. AL'_'rE 'I V E (nap. / /o- sCOVerCOrono.COrn)
F_r-UFIi Ct77
Rich Rogers
Chief Operating Officer
Transportation Concepts
12 Mouchlv Building I
Irvine. CA 92618
Dear Mr. Rogers:
I am writing this letter in recognition of the excellent service provided to the City of Corona by
Transportation Concepts. Tronsportotiun Concepts has lbe n aperai s rx;e under Contract
with the City at Corona for many years. Throughau• this time we have been impressed with the
level of responsiveness. professionalism ana integrity demonstrated by Transportation Concepts.
The Quality of the IO 01 ream as well as the Corporate support team has be6 supefior. The City
of Corona is especialN appreciative to Transpottchor, Concepts aamrilitment to CCmmunity
involvement.
1 would like to express my appreciation for Tronspnrtofon Concepts' dedIC0i and
commitment to providing quality WrVice over the yeurs We look 'orword ro Continuing our
successful pormership In serving the residents of Corona.
Regards,
f
&ia ampion
Transportation Planning Supervisor
City of Corona
G iii' Ill. N! L` M1C' 1\ BiCY1C . \TIprLSpORpAO'ICIX1Gfni5 \S.annN rPr'P! At' i6' r:11..
I seosra,ION Con` =rrs
B. Chrgarriwtiun
�. Profile - Transportation Concepts is the public transportation
division of Parking Concepts, a California Corporation, with
corporate offices in Irvine, California. We currently employ over
N C. 1,500 people. Gill Barnett, President and owner of Parking
PARKING CONCERIf
Concepts, founded the company in 1974 in order to provide an
enhanced level of customer service to an industry that had been
sorely lacking in customer service. Today. Parking Concepts is one of the most successfid and
respected parking facility operators in the United States.
In 1982, Parking Concepts was awarded a shuttle bus
contract at the Ontario International Airport. It was at _
that time that Transportation Concepts was formed. Over
the last 33 years Transportation Concepts (TC) has TRANSPORTATION CONCEPTS
successfully operated numerous public transportation
service contracts similar in scope to the Rosemead Dial -A-
Ride and Explorer services.
Transportation Concepts is a smaller company compared to some of the industry giants
providing transit services throughout the United States. Our business is currently concentrated
in California. In fact, all region support is based in southern California. The supporting
organization is made up of considerable strength in each of their specific disciplines. One of the
advantages of Transportation Concepts organizational structure is the access to support staff.
The Cray can access each member directly as necessary without having to go through layers of
people. 'This results in accelerated response times.
CORPORATE ORGANIZATIONAL CHART
Rosemead Dial -A -Ride and Explorer Services Proposal
Vegc 5
n
mrmseoarxTinn eoiCtrr=
Corporate St[pport Twtn
Gill Barnett. president - Gill Bamett, founder and owner of Parking Concepts
and Transportation Concepts, has been actively involved in the parking and
transportation industry for over 50 years. He began his career as a parking
attendant at the age of 17 and worked his way up to management by the age of
3 22. Noting the lack of quality customer are from the beginning of his career,
Gill envisioned a company devoted to providing ,afiw c_U9Aa eertiFF
Rich Roger. Chief Operating O(Reer - Rich Rogers has been actively involved
in the n public transit industry for the past thirty years. Mr. Rogers is directly
resposible for the oversight of all Transportation Concepts operations, and
will continue to insure that the highest level of quality service is provided to
the City of Rosemead I Rosemead Dial -A -Ride and Explorer services. As the
Chief operating Officer, he will see to it that TC's operations meet company
and contractual performance requirements to insure that safe, reliable and
responsive service is consistently delivered. Mr. Rogers will be directly involved in any contract
negotiation and will have direct responsibility in continuing our working relationship with the
City relative to contractual compliance and revisions as directed. Mr. Rogers will be
instrumental in supporting the local team in implementing potential service and contractual
changes throughout the term of the contract and will encourage and participate in regular
monthly meetings with the City of Rosemead Transit Manager and TC location management
staff to insure he is actively involved in the on -going performance of Rosemead Dial -A -Ride and
Explorer services operation.
Milton Jenkins, Director of Maintenance - Mr. Jenkins has over twenty five
years of maintenance management experience. He has hands on experience
maintaining alternative fueled fleets. He clearly understands the requirements
associated with preventive maintenance, repair, and regulatory compliance of
the designated fleet. Mr. Jenkins will oversee the maintenance efforts of
__- Penske Fleet Services at their Montebello Maintenance Facility for quality
assurance of the fleet and assist in transition training and regular
maintenance reviews relative to contractual and regulatory compliance. He will provide ongoing
support to the Penske District Manager and technicians to insure that the work is being
conducted in accordance with Regulatory, Company and City of Rosemead Standards
Marvin Williams, Director of Safety and Traming - Marvin Williams has over
16 years of transit management experience. Mr. Williams is responsible for
maintaining all aspects of our safety and training programs. He will be
regXresponsible for all aspects of recruiting, hiring and training activities, as well
a$ implement the locations safety programs. He will conduct regular safety
audits to ensure that all operations are meeting all required contractual,
.�ry, om pany standards.
Jtrry Wasson, Director of Human Rewurees - Jerry has been a Human
Resource expert since 1993 He has been serving Transportation Concepts
since 2012. As the Director of Human Resources, Mr. Wasson is responsible
for developing and administering all employee related programs to ensure
compliance with all regulations goveming labor on a federal, state, and local
level. He provides pertinent information to all operating locations and monitors compliance.
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 6
re SE
rPANSGORTATION CONCEPTS
Areas of focus include training, EEO, Affirmative Action and Civil rights, labor relations,
integrity and compliance. Mr. Wasson also acts as the liaison to attorneys, insurance companies
and individuals, on behalf of our employees.
/ ulla Overby. Director of Risk Management — Ms. Overby has over twenty -five
Jt years of experience in risk management with emphasis on successfully
Rdeveloping, implementing and directing corporate risk management and
insurance programs to assure maximum protection of owned and operated
f ``1fi assets. She has provided training in all areas of risk management including best
practices process. claims handling procedures, loss control, and customer
service. As the Director of Risk Management at Transportation Concepts, Ms.
Overby is responsible for developing and administering risk- management and loss- prevention
programs and initiating policies to comply with safety legislation and the transportation industry
practices. Ms. Overby also acts as the liaison to attorneys, insurance companies and individuals,
investigating any incidents that may result in loss.
Managematt Philosophy
Although Transportation Concepts operates as a dba under Parking Concepts, the provision of
Effective transportation operations is the core business of Transportation Concepts. We do net
have other businesses that divert focus from our primary objective with our clients, such as the
City of Rosemead; which is to transport passengers safely and effectively while creating a
positive image for the Rosemead Dial -A -Ride and Explorer services as well as our organization
simultaneously. Our concentration remains on your service. If additional support is needed
other than the provision of normal services. we have very tenured and knowledgeable internal
staff that can provide consulting and assistance in the areas of maintenance, labor, risk
management, safety, technology, and environmental concerns. If Transportation Concepts does
not have internal staff that can provide assistance to the degree necessary, we have several
professional consultants that we work with regularly that will provide service as necessary.
Over the last 33 years, Transportation Concepts has nurtured a management
approach /philosophy that is specific to the needs of our customers. Although it is extremely
important to have reliable corporate support, we believe that the service is only as strong as the
local team leader. As we have demonstrated to all of our clients over these 3 decades, the local
team will operate in partnership with your staff in working towards the same goal of providing
premier service to the residents and visitors of the City of Rosemead and surrounding
communities. Our objective is to ultimately improve the quality of life in the communities that
we serve. pace of our efforts include: hiring locally to provide an Environment that promotes
camaraderie and community involvement over our term in the City of Rosemead. In addition,
our corporate team will always provide as much support as necessary and be available for
consultation as requested anytime.
Operations Programs
As a professional provider of transportation services for over thirty years, we have developed
and implemented programs for a full range of transportation services. Generally, our programs
include the following:
@ Safety — employee, ridership, maintenance shop, environmental, accidentlincident prevention
and response.
@ Customer Service — passenger relations, disability awareness
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 7
To
Tvuuswsutvncorvctrrs
@ Employee Development — recruitment, screening, hiring, training, and supervision.
@ Maintenance — preventive, body work, warranty, pate inventory, vehicle appearance,
heatinglair conditioning, auditlinspeetion, and technician training.
@ Vehicle Operation — employee check m, vehicle inspection, dispatch/vehicle communications,
on time performance, route supervision, fare collection and extensive training.
All of these programs will be in place for the Rosemead Dial -A -Ride and Explorer services. In
order to successfully facilitate our programs throughout each of our operations we must
effectively maintain our support strocture and ensure that each area is developing and
continuously improving. Every person on our team must demonstrate a high degree of passion
for customer service and be able and willing to provide it to the community and the system
ridership.
City maffhss come to rely on kration and
corporate support and expertise. We salsa thin
aasix ram and believe ynnr company is a partner in
oar nuxras"
rian Champion
Contract Administrator — City of Corona
Over the last 33 years Transportation Concepts has had an excellent performance record with
the contracts we have operated. We have consistently achieved a higher than contractual
standard related to on -time performance while maintaining an excellent safety record, and have
a solid reputation for getting the job done as promised. We are proud of our success. in
addition, we acknowledge that we always have room for improvement. Any constrictive
Feedback is always welcomed, taken into consideration, and acted upon as necessary. Our
philosophy is one of always keeping our eyes open for a better way to serve our clients. We are
committed to continue operating under this philosophy relative to the service provided to the
City of Rosemead for the operation of the Rosemead Dial -A -Ride and Explorer services.
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 8
TC
.arms >o,now coxcsrrs
Reaour=Allcx ticn
'ransportalion Concepts is unique as a transportation contractor in that we pursue operational
projects that are a good At for our organization. We focus on the small to medium size
iperations and commit highly qualified and experienced managers to lead these operations .
terognizing that we feel that the City of Rosemead Dial -A -Ride and Explorer services are a
tatural fit for our organization, we have developed a cost proposal that serves to provide the
-ity with a dedicated manager without having to pay For that expense in order to be cost
:ompetitive with those firms who will allocate a small portion of a managers time to oversee
his project
Please reference the required cost proposal forms in this section for the operation and
maintenance of the City of Rosemead Dial -A -Ride and Explorer Services.
Rosemead Dial -A -Ride and Explorer Services Proposal
Puge 9
FORM A
ROSEMEAD TRANSIT COST PROPOSAL, PAGE 1
Summate f29 Cost
Proposer hereby proposes a total three -year cost for management and operation of the
Rosemead Transit services as defined in the Request for Proposals, including any and
all addenda, of:
[Insert Total Proposed Base Term Cost]
Two Million Two Hundred Ninety Three Thousand Nine Hundred Seventy [$ 2 293 970 _ 00)
OFFEROR'S Re resentati ns & cknowted ment
In submitting a proposal, the OFFEROR affirms that he /shetiit is familiar with all
requirements of the RFP and has sufficiently informed himself/hersetfrdse" in all matters
affecting the performance of the work or the furnishing of the labor, supplies, materials, for
equipment, or facilities called for in ncrse R at /s checked
statedare correct and as mended by proposal the
errors and omissions; that the p
OFFEROR.
OFFEROR acknowledges that this is a 'turn-key" contract and hat services red It and
amount is for all staff, facilities, vehicles and equipment, supplies
for the operation and management of Rosemead Transit except for those duties and
responsibilities of the CITY specifically identified in the RFP.
This proposal and proposed cost are a
calendar days from he proposal Due Date o firm, for a period of ninety (90)
June 17, 015
NAME OF PROPOSER FIRM: Transportation Concepts
ADDRESS: t2 MauGtly, nuiWing I
Irvine, CA 92618
NAME OF AUTHORIZED REPRESENTATIVE FOR NEGOTIATIONS:
Rich Rogers
9 864 - 3493
PHONE NUMBER: (-94�
AUTHORIZED SIGNATURE:
NAME & TITLE OF SIGNER: Rich Rogers hief 0 Ye atirg Officer
June 15, 201
DATE:
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2
Proposer's Name: Transportation Concepts - - —
PROPOSED COST FORMULA
u... A. —A ip � r, at Tab no.not overwrite formulas
nIS mole au[V-nlm
COSTFORMDUI
' yc.AllM
—
euj
w,". -
1. Cost per RVH
$24.53
$25.45
$26.22
2. Monthly F� Cost
$30,245
$30,430
$31,363
Projected Annual RVH
15,610
15,610
15.610
3, Annual RVH Cast
5382,871
$397,269
$409,319
4. Annual Fixed Costs
$362,936
5383,159
$376.115
TOTAL COST (3t4)
$745,807
$762,429
$785,734
This Cost Proposal Form is to W used to submit the proposed conbxlofs Flan cost proposal for all work
described in the RFP and Scope of Wok. The detailed Cost Breakdowns of the Cost Proposal From should be
wnsistent with pmpoaed Cost Per Revenue Vehicle Hour and Monthly Fixed Costs.
.r �. ^nav xo orvrml IG VEFIICLE HOUR
COST PER RVH
BRFJU(DOWN
' yc.AllM
Yiu'IVKi
,,� 4=
Driver Wages
5237,18901
$243,21203
5249.185.06
Dmer Fringe Benefits
$58,896.00
$83,288.08
$68.155.45
Maintenance Parts
Irl eluded in Outside Repair
Included in Outside Repair
Included in Outside Repair
Maintenance Supplies
$1,200.00
51,236.00
$1,273.08
Outside Repairs
$78,28400
581,808.00
$84,74824
Other(spetly)
Bus WashOetel
$7,500.00
$7,725.00
$7,956.75
TOTAL COST PER RVH
$382,871.01
$397,269.11
$409,318.58
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
Pmposees Name: Trsnfpprlaeon Collaepls -
BREAKDOWN OF MONTHLY FIXED COSTS
w w n.wnAv1
MONTHLY FIXED XmcoST
BREAKDOWN
'.,� _
A t "'i1
" #�i•V,.,
Pmjea Nan Sa
53.021
$3,124
!3,218
F
i2BB
$205
S3N
58
No ch"e
NO C-V
No COame
g ,
NoC w
Na CS w
No Charge
aiw SNaN
$1.031
S1.OB2
f1pN
en F0$tN
1200
$206
rFF7�
6y SS
37.2+9
5)438
5),658
R Flinge
$1.182
$1217
$1353
$b8 wn.
$1012
Slag FHnge
(S M
COar Ftl e(S )
HAIlrT,lI.9
$136
5138
$143
5130
51N
$135
LmlMma
$125
5120
$133
Nan- R,wewe VeNitleS
5411
N1]
N17
Fatll teazdRaM Cmts
S]00
$721
$743
an5mal
Telephone
1350
5507
5503
uNNb
Bmu0ea In Rmt
In0W8a8 In Rent
hd1 In Rent
omms let
5325
5335
EN5
INSOPANCE.
Geimnl usl+fry
$t]5
A00
5185
Atoa,oe LOb"
$1,571
$1.018
fl80]
CaXNaYCOmpRhelbiv0
54]9
f4N
5500
ypnby (,Om XnsatlM
$2.7W
$2,993
$3072
Can Her .
5222
f2n
1222
SpR.1nrt
Irauae0 r0 HeMwrt
Intlu6e5 eJ HaWauc
Intlu8e8 w]Ner3aNe
On -Roam Came. Cash
5850
5558
E556
anm ry:
wF,
Dia ttlt niuli Fee
5500
$515
5530
Pane$ m)V.hdt Radios
574
$744
3]44
FS
5139
5139
$130
Office Ellulpment
3242
5242
$242
$u C b
Ms
N
W
Ovv~
S2 "7
62,513
52,620
Nane9emenl Fe Pm
$3.108
63.077
$3.274
TOTAL MONnSLY FRED COSTS
$30.245
$30.430
"I 3B8
Note: Listing of typical mst items on roes pmedea lam aces not MUim nuaam m ymna=
uatay ar service .I
C&Vl&aATen AUIUl IAt FI IPI C(13T
.........
_
Yi +tia►:u:.
Y�5T4e ... 13eh ssr *5 "G --
ProjetleA'oblVMideMilw
209.N2
209,N2 209942
EvSmaba AMn lFueICOt
590.410
i1CD,0]1 3103,392
075
53N 1 33N
re
ll.SPOFr nO. r.N:Ell
I Stalling
<ey Peracrinnel Assigned to Rosemead Dial -A -Ride and Esplorer acrvices
Marvin Williams, Project Manager
Although Transportation Concepts offers extensive support. our experience in
contract operations is that the overall quality of service is only as good as the
local team. To this end. TC offers Mr. Marvin Williams. an experienced and
professional Manager with over 15 years of transit management as the leader
of the Rosemead Dial -A -Ride and Explorer services team. He will have direct
responsibility for this contract and serve as the direct liaison with the City of Rosemead stiff as
well as service ambassador for the Dial -A -Ride and Explorer services on behalf of the City.
Although previously serving as our companies Director of SafetyrFraining, Marvin will be
assigned to the Rosemead location with primary responsibility for this contract.
On -site support positions available to Marvin will include maintenance management, field
supervision and dispatch I reservationists. The local team will be thoroughly supported by the
corporate staff as described previously in this proposal. Mr. Williams is familiar with all aspects
of operations and understands what it takes to be successful operating in this industry. Marvin
is a hands -on Manager that will get out in the field and get involved with the community. He
will be in consistent communication with his team to monitor service, review reports, evaluate
employee performance, and serve as a role model in the areas of safety and customer service.
The City of Rosemead will have the ability to contact Marvin at the transit office during the day
and via cell phone after hour. Mr. Williams resume is included at the end of this section.
Brian Connell, Area Regional Manager
Mc Connell has aver 20 years experience in transit management. over 26 years in
transportation, and has been with Transportation Concepts since November of
1999. Mr. Connell has extensive demand response, Fixed -route and express service
experience. Over the years he has held responsibility for several fixed route
{ ' transit contracts throughout Los Angeles County. Brian will be responsible for
working with Marvin Williams, our proposed project Manager to verify that all
reports are produced to ensure contractual compliance, he will perform ongoing analysis of key
performance indicators and institute action plans if needed, and, will provide the ongoing
leadership support to help maintain an enviable workplace and smooth operation. Brian's
resume is also included at the end of this section.
Ability to Retain Management Personnel
Transportation Concepts has a successfully track record of retaining our Managers. What sets
our company apart is that we not just talk about caring for our people, we show iL The
majority of our Transit Managers have been with our company for 10 or more years We provide
a very fair compensation package and offer annual bonuses based upon performance. We
empower our managers, providing them with support, guidance, executive coaching and
leadership training. Like all of our employees' we invest the time and resources necessary to
insure their success.
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 10
X
TA.NSrowTAnoN Co�,E'T,
TC — Rosemead Dial -A -Ride and Explorer services Orgardzational Chart
job Claniiication Breakdown
Position
Number of
Ern 1 eea
% of Dedimted
Time
e Wage
Drivers
8 FT/ 4 Pr
100%
hour
Project Mane er
1 FF
50%
hour
Road Su
1 PT
100%
hour
ACoAW
Saf frrainin Director
1 Fr
As Needed
W ect
Maintenance Director
1 Fr
As Needd
to Project
Di her/Roervationist
3 FT/ 1 F r
100%
Hour _
Service Worker
1 PT
100%
Hour
Maintenance Manager -
1 FT
As Needed
in Penske
Penske
Maintenance Fee
Mechanic - Penake
22 FT
As Needed
Included in Penske
Maintenance Fee
Proposed Wages and Benefits
TC has every intentibn of offering employment to the current hourly employees that are
qualified and interested. We will recognize their existing wages and have planned to provide
each employee with a marginal increase (2.5 %) W start. it is our experience that when
Rosemead Dial -A -Ride and Explorer Services Proposal
pagr I i
it
'RANSPORTATON COWEPiS
mployees feel valued, they simply perform better. In our experience employees like to feel
alued as a result of competitive wage and benefit levels, participation, and fair treatment.
"ansportation Concepts has utilized this information and has applied it to our approach to
operations. Our philosophy is to create a 'family -like' environment in which each employee has
role and we all work towards the same goal. We celebrate our accomplishments and work
ogetber on any challenges. It is very simple. Through this approach, we have seen extremely
avorable results to include:
• Improved attendance
• Improved safety performance
• improved retention rates
• Improved productivity
Description
Primary liaison to Use City of Rosemead
Project Manager Provides tactical and strategic planning for daily Rosemead Dial -A -Ride
and Explorer services.
Overall responsibility for the Rosemead Dial -A -Ride and Explorer
services, including safety, system performance, quality, adherence to all
governmental regulations, and compliance with the Contractual fTC —
established standards and procedures.
Ensures system is property staffed given requirements and goals.
Mention, service performance against set goalsitargets.
Reviews daily, weekly, monthly reports
Ensures that the services are provided in a eafe, reliable and timely
Dispatcherl
Reserve tionisl
manner.
Ensures that all customer service issues are responded to, resolved and
reported in a timely manner.
Submits formal operational reports at specified intervals.
Takes system reservallora
Completes all custernef service tasks related to telephone requests for
information
Provides excellent customer service
Assists in monitoring safety program.
pervisor
Assists in conducting Behind the Wheel training.
Laln�nance
Provides dell road su ervision of tlrivere
Follow appropriate maintenance intervals for preventive maintenance
program
Perform and track all vehicle maintenance activity and repair
nics
Comply with all CHP regulations; prepare shop; prepare vehicle records
Administer warranty program
Effletivel y manage and track inventory
Provides interior has cleaning activities for the Rosemead Dial- A-Ride
Utility Worker
and Explorer services
Ensures all necessary supplies are purchased and kept on hand
Maintains Daily Cleaning Schedules for buses
Coordinate with Drivem and Staff.
_ -
Safely transport passengers throughout the service area.
Driver
Provide excellent customer service _
Rovemead Dial -A -Ride and Explorer Services Froparal
Page 12
re
m <nsnoarsnou cavicerts
Benefit Package
Medical coverage (including dental coverage) is available to all full -time eligible employees and
their dependents through Blue Cross of California. This particular plan generally covers 100% of
the cost of most covered medical care, provided the care is received from in network providers
(with minimal ce- payment). Employees need to choose a primary care physician who will
Facilitate care and recommend the employee to specialists if necessary. The premium will be
shared between TC and the employee based upon the type of plan enrolled. Vacation and other
paid time off are also included. New employees will be eligible for benefits after six months of
employment. Existing Employees who operate for the incumbent company and hired by TC will
have the waiting period waived so they will not suffer a loss of medical coverage.
Employee Incentive Programs
Transportation Concepts is committed to improving and maintaining the success of all
employees. We are committed to provide employees many different programs that encourage
and reward those who are safe in their work and take an interest in improving their career.
• Safety Meetings are held monthly and are a time where all employees can get together
and share their experiences to help one another with similar issues faced day to day.
Meetings include networking with other transit employees, resourceful presentations,
community speakers and wellness improvement information. During the meetings a
selection of food is prepared from suggestions by the employees
• Employee of the Month is a program that highlights a _
very outgoing and committed employee who embodies
the goals of safety and service to the community. This _
employee is selected by management with the input from
performance evaluations, employee survey and customer
feedback. This employee is given a small gift and is
recognised publically for their achievement.
• Employee Appreciation Day is held twice a year by TC to reward and acknowledge all of
our employees. During appreciation day, management provides a special lunch to all
employees, their families and friends as well as riders and transit stakeholders. This
event allows employees to show off their other life passions such as cooking, music, and
an that can be shared with everyone who attends.
All employees will also be eligible to participate in our safety incentive program described in the
safety program section of this proposal
The employee incentive program for the Rosemead operation will continue to be customized
and aligned with contract goals and objectives as outlined throughout the contract term. We
believe in providing the employees input as to the specific program to be put in place. This
gives each employee a sense of ownership, pride, accountability and increased motivation to
perform.
Rosemead Dial -A -Ride and Explorer Services Proposal
Ngc 13
MARVIN WILLIAMS
PROPOSED PROJECT MANAGER
SIULI.S SUMMARY . Highly proficient in operations management.
• Direct knowledge & experience managing Municipal employees
• Effective problem solver; prioritize and manage heavy work flow without direct
supervision.
. Extensneexpurience with dispatch technology.
. Excellent working relationship with employees.
. Additional skills include costumer service, vehicle maintenance oversight,
effective scheduling, NTD reporting, etc.
EXPERIENCE
Director of Safety and Training- Present
TranspartuEOn Concepts, Irvine, CA
• Responsible for development and update of all vehicle
operator training and safety programs for the organization
• Monitors and maintains compliance with FTA substance abuse
regulations /audits
• Compiles all safety related data for statistical analysis and
N I compliance and reporting for each project within the
organization
• Monitors all operating systems to ensure compliance with
safety goals and objectives
• Conducts regular safety and management audits of each
Ioaation
• Establishes safety and training related action plans as
necessary to ensure compliance with all local, state, and
federal laws governing transit operations
Special Project Manager - 2014 to 2015
Transportation Concepts, CA
• Responsible for management oversight and close out of fixed -
route and dial a ride service throughout the County of Ynma
• Provides Fl guidance for operational decision making
• Ensure trip completion, On- time performance, 100')6 pull outs
• Provides assistance as ntteded to include dispatch, supervision,
telephone information, reporting, training, etc.
Transit Manager - 2013 to 2014
City of Delano, Delano, CA
• Responsible for the day to day operations of a Dial a Ride and
Fixed Pont. system.
• Monitored and reported on key performance indicators
• provided customer service, responded to complaints and
commendations in a timely manner, and ensured contract
compliance
• Served as Drug and Alcohol manager
Transit Manager -2009 to 2013
City of Arvin, Arvin, CA
• Responsible for direct oversight of fixed route and pandransit operation
• Served as] ransit Manager. Maintenance Manager and Safety and Training
Manager
Provided all new Operator training, post accident training, investigation, conFliR
• resolution, conducted driver evaluations.
• Provided direct. oversight of on street vehicle operator performance
Operations Manager- 2007 to 2018
Mm,rigo Basin Transit Authority„ CA
• Responsible for the management of a fixed route and dial a ride service.
• On street supervision of vehicle operators
• Cocndinated hiring and training effort
• Lead reporting Function
• Ensured Drug and Alcohol compliance
• Served as Taxi Administrator for the area
Account Manager - 20062007
Guardsmmk, Palm Springs, CA
• Responsible for private seurity, accounts throughout Palm Springs area
• Performed' background checks and placed security agents with specific clients
depending upon need.
Operations Manager - 2005 -2006
Cobb Community Transit, Marietta CA
• Responsible for direct oversight of fixed route operation
• Provided oversight of safety and training program
• Conducted analysis of operating reports for submittal
Assistant Director of Safety and Security - 20042005
Toscana Coarrtry Club, Indian Wells, CA
• Responsible for operational oversight of a24 hour security operation
• Provided security training to all employees
Operation Supervisor /Trainer -1998 -2004
Sunline Transit Agency, CA
• Supervised over 120 transit drivers
• Provided Bus Operator Training
• Performed oversight of bus collision investigation for agency
• Generated daily, weekly, and monthly reports
BA - Management
AS - Administration of Justice
DMV license Traffic Violator Instructor
Advanced POST
DMV Certified for employer Licensing
TSI Certified Train the Trainer and Fatigue Awareness Insf nactor
TSI Transit Explosives Incident Management Certification
TSI Instructor Bus Collision Investigation Certification
BRIAN CONNELL
REGIONAL MANAGER
SKILLS SUMMARY • Highly proficient in project management.
• First hand knowledge & experience negotiating labor agreements.
• Effective problem solver, prioritize and manage heavy work flow without direct
Supervision.
• "Can do" attitude; work in partnership with clients and community .
• Excellent working relationship and reputation in communities served.
• Additional skills include customer service, labor negotiations, vehicle maintenance
oversight, scheduling software, NTD reporting, etc.
• Direct experience managing services with CNG Beets
EXPERIENCE Regional Manager -7/06 to Present
Tmosportation Concepts, Los Angeles, CA
• Responsible for direct oversight of fixed route and dial a ride operations in Los
Angeles and Orange County
• Accountable for human resources, maintenance, system performance, contract
compliance, and customer sersio, related to designated contracts.
• Provides assistance and training to is pervisars
• Works in conjunction with commum tics served to educate residents and promote
transit
• Develops effective schedules to ensure optimum service and employee satisfaction
• Motivates employees
• Reviews contract specific date to ensure performance goals are met; accurately
reports operational statistics s a timely manner
• Maintains consistent communication with clients served
Project Manager -7/05 to 7106
Transportation Concepts, San Bemardiny CA
• Responsible for direct oversight of over L G employees and
100 vehicles for ADA parafrsasit scrvims throughout San
Bernardino County
• Hands on experience generating schedules utilizing Trapeze
software
• Direct involvement in customer service training and
community outreach
Site Manager -13/03 to 7105
Transportation Concepts, San Bernardino, CA
Responsible for direct oversight of East Valley ADA
paratransit npoafions
Managed 60 drivers and 30 support staff.
Worked in conjunction with City to meet regularly with
ridership groups relative to information sharing and training
Directly supervised dispatch staff, maintenance, employees,
and administrative staff
Accountable for all reporting activity
Project Manager -11/99 to 17/03
Transpmt t or Concepts, Los Angeles, CA
• Responsible for operational performance of a 24 vehicle fixed
route service for t*, Los Angeles County Metropolitan Transit
Authority (LACM [A)
• Direct liaison with LACMTA relative to contract compliance
and on street performance.
• Managed all aspects of contract to include on - street
operations, safety, maintenance, administration, human
res arcs, and overall system performance
Transit operations Manager - 04/99 to 11/99
UCLA, Los Angeles, CA
Responsible for coordination of campus shuttle operations and
associated charters at UCI A
Directly managed and scheduled all operators to ensure on-
time performance and safety goals were met.
• Provided c improhvesive reporting and analysis relative to
operational data
participated in system planning and expansion
Project Manager - 0.5/94 to 04/99
DAVE Transportati n, El Monte, CA
• Responsible fnr the operation and administration of 12 fixed
pure and paratransit contracts within Los Angeles County
• Direct oversight of call centers, operations managers,
maintenance program, safety, and on street performance.
Operations Manager -0]/90 to 05/94
Careffne A.bidaner, Riverside, CA
Responsible for day to day management of EMT associate
Performed all scheduling, tra'ming of employees, and
performance reviews
Supervisor -07/87 to 07190
LTL Trucking, Commerce, CA
• Responsible for scheduling of all produd deliveries
EDUCATION East Los Angeles College- Business Administration
Pepperdine University - Transit Management Certificate
SKILLS
MILTON JENKINS
DIRECTOR OF MAINTENANCE
• Diverse background
• Expert fleet and facility manager
• Highly proficient in diagnostics
• Keen understanding of fleet from production to operation
• Excellent people skills and training capabilities
• Excellent working relationship and reputation with manufacturers and suppliers
EXPERIENCE Director of Maintenance - present
Transportation Concepts, Lo, Angeles, CA
. Responsible for oversight and support for all'FC maintenance shops
Equipment Maintenance Supervisor- October2006 to present
LAC.MTA, Los Angeles, CA
• Responsible for planning, organizing and assigning preventive and remedial
maintenance work for buses and automobiles
• Implementing and maintaining safety programs and conducting meetings on safety,
tool uses, equipment upgrades and other related Topics
• Accountable for record keeping and scheduling using automated maintenance
software that tracks inventory, maintenance records for each vehicle, and pmi
scheduling
• Provides training for incoming technicians
• Conducts Bcel and facility audits
Area Maintenance Manager- November 2000- February 2006
Transportation Concepts, Los Angeles
Responsible for maintaining 90- gasoline, diesel and alternative fuel buses at 7
operating locations throughout Los Angeles Cherry.
Managed 13 maintenance staff, including: hiring, training, disciplining and
developing employees to work to their fullest potential.
Area Maintenance Manager- November 1997- November 2000
Laidlaw Transit, fang Beach
• Responsible foT maintaining 78- gasoline, diesel and alternative fuel busies at ]
operating hxatinrs throughout Los Angeles County .
• Managed 14 maintenance staff, including: hiring, training, disciplining and
developing employees to work to their fullest potential.
• Performed preventative maintenance and heavy duty repairs with a team of
mechanics and service %corkers. Responsible for diagnosing techn"I problems
EDUCATION
Regional Maintenance Manager -March 1998- November 1997
Dunbar Armoad, Los Angeles
Managed flee4 of armored cars, trucks and %art for the western
region of the United Star's
Responsibilities included setting up maintenance locations,
including purchasing shop equipment, for preventive
mainenanco repairs, purchasing inventory parts and supplies
Respnnsiblc for selection of outside vendors and inventory
management
IMACA Certification
Fxtensive factory training in bus components and manufacturers:
o Commins
o El Dorado National
,. Startrans
o Bluebird
Rico.
o Cartier
Braun
rFnNSPgtTPT COKEPiS �401
E. Hiring and Pe rrnel Policies
Hiring the Right person
Transportation Concepts utilizes a thorough, seven -step selection process in order to identify,
the right candidate to hire and train as a member of aor team. The seven steps include:
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We will have a solid recruiting plan in place at this facility that involves getting out into the
community. In the event hiring is necessary, we will advertise on our website and in the local
media as well as going through local employment centers. To this end we offer an attractive
training rate for current times and the specified geographical area.
Employee Work Rules -TC Employee Handbook
Our Employee Handbook is vital, as it sets the tone for the company's
expectations of its employees. The Handbook incorporates our
philosophy for excellence and ensures that all employees understand
that our success is a result of their efforts. In keeping with the 7g
page proposal limit, a copy of our Employee Handbook is available to
the City upon request.
MPU YEP. myN01i(K)K
0
Review of Employee performance
The Project Manager maintains a file for each employee. This Rle includes a copy of any
previous customer comments involving the employee. The file also includes any follow up with
the respective employee including disciplinary actions received regarding customer service
issues. In addition to the customer comment file, the Project Manager reviews the employee
history. The employee history includes "coaching' (positive and/or negative), disciplinary actions
and other performance indicators of the employee. Depending on the nature of the comment,
the Transit Manager may also review, with the company, personnel files and training reco^ds.
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 14
nuraaonr� cosctrrs SE '40
F. Accounting and Reporting
Quality Control and Reporting
The Dispatcher must utilize several tools to be effective and for accountability purposes. Some
of the tools used are described below:
Daily Dispatch Log
• This sheet is used to record ALL activities that pertain to the day to day
activities in dispatch.
It is used for tracking and recording of ALL activities and incidents for
the purpose of follow up and checks and balances.
The system works on " PRORLP41 andAC77q/✓ CODES'
4 This is a list containing the most reported problems, and
offers the ability to ad others .
As with the problem list . there is a list of action codes. These
codes explain how you handled the problem.
Daily Service Report
• This report recaps the amount of service time lost on a particular route
and block and the reason for it.
• It also shows if and what supervisor had to drive.
• Time loss needs to be put down in hours and minutes format
We will provide reports that comply with NTD reporting requirements. All reporting documents
will continue to be produced accurately and in a timely manner on a monthly basis as required.
TC utilizes a basic 'check and balance" system in order to ensure validity of all reporting. The
raw data is collected as a result of employees in the field. Each report submitted has to concur
with the coinciding - actual operating data ".
National Transit Data Base Repotting (NTD)
As a contracted operator of public transit services TC reports operating statistics to clients and
agencies who directly report to NTD. The following is a sample of the procedures and reporting
areas that are typically reported by TC. With each specific operation the reporting parameters
and data may he different.
NTDQpeta/ing Statistics
• Ridership by the number of Unlinked Passenger Trips
• Total Vehicle Miles
• Vehicle Revenue and Non- Revenue Miles
• Total Vehicle Hours
• Revenue and Non - Revenue Hours
• Type of Vehicle and Service Mode
is Number of Vehicle Trips
• Farebox Collection
• Incidents and Accidents
• ADA Sum Mobility Aids, Attendants. Lilt Boarding
• Passenger Complaints
Rosemead Dial- A -RidCa d Exiuorer Services Specific Ride Statistic
• Fare Media Collection
Rosemead Dial -A -Ride and Explorer Services Prapasal
Pagc 15
re
TRANSPOR7A7 ION CP CEPIS
• Location statistics
• Detour and Delay Information
• Passenger Statistics
NTD Sampht� Plan as directed by the City of Fgysemeatl
• Method selected by City Staff
• As defined by NTD Sampling Ilan Manual
• Separate sampling statistics and reporting
• Cross checking of data for Quality Assurance
Transportation Concepts will comply with, and provide the City of Rosemead with all required
NTD reporting documents and information to order to ensure that this important function is
completed accurately, Transportation Concepts continually sends representatives to training
sessions presented by the FrA on the NTD reporting systems. These programs are presented
periodically by the FFA and provide both a valuable training session on the completion of the
reports, as well as providing the opportunity to create a direct contact with an FTA
representative. Transportation Concepts is well versed in the requirements of NTD reporting
and can be counted upon by the agency to address this important area in an accurate and
timely manner.
Rosemead DfaI-A -Ride and Explorer Services Proposal
pngr 16
Ta4N5 u To..ICE"' . etlo
C. lsstarance and Indemnity
Transportation Concepts has included Certificates of insurance as evidence of our ability to
provide the specified insurance amounts from our insurers authorized to do business in the
state of California. The Certificate outlines what we generally carry. We will continue to Carry
insurance to the degree required by California law as well as in accordance with the City of
Rosemead contractual requirements.
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 17
c eo v' CERTIFICATE OF LIABILITY INSURANCE
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DvDlrzms
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO MONTE UPON THE CERTIFICATE HOLDER THIS
CERTIRCATE DOES NOT AFFIRMATNELY OR NEGATNELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES
9ELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING WSURFA(S). AUTHORIZED
IEPRESENTATNE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: N the TarlMcste holder a en ADDITIONAL INSURED, ii: e;;o"IGet mul be endorsetl. N SUBROGATION ta WANED, subject to
the terns and CondNbrM of the poky, Certain PMNNS FRAY require an endorsement A etatament on Nis ..NRUOe does not confer rights to the
eertlRuta holder In Ilau of amh endorsermngs}
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TAG InsuraKe Services
T .tam George KOOkoowdlas
RqE (949) 387 -2323 (949) 387-2324
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$20,000.000 E&oh OoMnenne
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30 Jaya noti¢ of uncdation except for 10 days nooce of era naEation for non -po"M of pemWm.
SHOULD ANY OF THE ASOVEL DESCREM POLICIES BE CANCELLED BEFORE
Poofaflmuren¢ THE EXPIRATION DATE THEREOF, NOTICE VOLL BE DELIVERED IN
ACCORDANCE WITH THE POLICY PROVWONS
The ACORD name and Iogo are registered marks of ACORD
iTATE OF CALIFORNIA Edmund G. Broom Jr., Governor
DEPARTMENT OF INDUSTRIAL RELATIONS
OFFICE OF SELF - INSURANCE PLANS
1050 Olson Drive, Suite 230
_.ancho Cordova,CA. 95670
Phone No. (916) 464 -7000
FAX (916) 464 -7007
CERTIFICATION OF SELF - INSURANCE OF WORKERS' COMPENSATION
TO WHOM IT MAY CONCERN:
This certifies that Certificate of Consent to Self- Insure No. 2354 was issued by the Director of Industrial Relations to:
Parking Concepts, Inc.
under the provisions of Section 3700, Labor Code of California with an effective date of June 1, 2015. Ile certificate is
currently in full force and effective.
Dated at Sacramento, California
This day the 28th of May 2015
T --
Ion Wroten, Chief
ORIG: Gill Barnett
President
Parking Concepts, Inc.
12 Mauchly, Budding 1
Irvine, Ca 9261 S
ZC
TRFYSPOPi19dl WRCUTS
I. Financial Responsibiliq
Inder separate cover included with each proposal, please refer to the last two (2) years of our
ompany's audited annual financial statements to assure the City of Rosemead of Transportation
'oncepts' financial capability to operate the Rosemead Dial -A -Ride and Explorer bus services.
Rosemead Dial -A -Ride and Explorer Se P ice%sProposal
re
TRRNSPOaTFT1ON O O IM
Reservations & Dispatch Functions
ropoaed System Reservations System
ransponation Concepts has considerable experience in both "off the shelf systems, such as
outs -Match and Trapeze, as well as location specific customized computerized
eservationldispatch systems. Although the incumbent operator utilizes Trapeze software, we
ave had great experience with a dispatch software system that has been designed for small to
nedium operations. Additionally, this computerized dispatch reservation software aligns with
mr vision to improve ridership productivity while enhancing reporting characteristics. The
This dispatch software will be used in conjunction with
ystem is called "Simpli the Ropcmca P
nubile tablets in each of the Rosemead Dial -A -Ride vehicles. mere are a few Features® of pli
Transport
Ferry CReM des ManagennerrL
a
Managing rides can bi a time consuming manual task. The client • AIII
management feature in Simpli will speed up the process allowing you
s
to • Register new clients quickly by capturing riders address, disability,
fare, funding trucks, etc /®
• Record and track Medicaid eligibilities with date ranges with -- -.
cause for meligibiloy. ded, or, vacation
• Edit client records easily set statuses such as active, suspect
or delete entirely.
• Search for client records in seconds.
(brick Trip Booking
Using Simpli, booking trips couldn't 6e easier. In seronds you can create new trips, edit existing
trips and create subscription trips. The ability to manage your trips in Simpli will not only
speed up your process but also provide a vast amount of important data to report on.
• Create subscription vies (repeat, reoccurring trips)
• Track past rides and easily copy
• View pick up and drop off locations on the integrated Croagle map
Automatically create return trips with a click of a brttton
IComputerised Scheduling
Building schedules efficiently and cos[ effective is essential when running your demand response
operation. Simpli Transport's computerized scheduling and dispatch software provides the tools
you need to optimize your routes.
Key Features:
• live scheduling with teal -time updates
• Ability w assign pick up and drop offs optimally
• Automatic client look -up feature
• Estimated ttwel time and distance, calculated automatically by Google maps
Templates for neoeatrring routes which aummatically assign trips
• Edit trips quickly and accurately
Rosemead Dial-A -Ride and Explorer Services Proposal
Te Sl 46
TRANS PDRTPT ION CONCEPTS
s easily sho
• Mark cancelled Mp lY as wen as tracking no- ws
• plot out route on Google maps to see where the vehicle is throughout the day
Quick Reporting
The ability to generate accurate reports when you need them to vital when running an efficient
transportation service. Simpli Transport allows you to generate the most commonly used
reports in seen J.. E�,.ct standard sue of quickly Peatvres twelves separate report ng formats (ie.
Word, excel 7
arrangements with the ability to create additional custom reports.
Mobile Data Terminal drivers need
Simpe Mobile puts the info drivers canrlog into Si pli' their hands.
view Using
their mobile t ansport$
device with intemet access,
for the day. SimpliMobile connects drivers and dispatchers in real -time.
• Maximise warknow, efficiencies try eliminating the need for manual data entry and paper
work
• Minimise the risk of human errors
• Immediate driver and dispatch communications
• SigniRrantly reduce dispatcher /driver radio traffic
• Real -time Manifest
• Immediate dispatch -to -drover communication throughout the day will ensure drivers me
notified of changes W their schedule. Drivers will receive alerts as new trip e
changes and cancelations are made in mat time.
Trip Status Updates
• Know the status of drivers and their trips throughout the day. As the driver progresses
through their route. your dispatcher will see in real -time the status of events change
from arrive to perform or no show.
odometer Tracking
wice ?pon arriving at their destination, drivers will be able to input
why do things
the odometer
for manual directsesr and screalmlmesrlend of day paper work. ntry ellm'nates
Dispatch & Supervision
To operate this service effectively, Transportation Concepts' will provide
Dispatch coverage during all hours of operations with 3 Fr and I pr
1 Dispatchers. The project Manager will provide back up as necessary.
f Our approach to effective supervision focuses on safe and effective operation
x'I` primarily considering headways, quality assurance, and a 15 minute response
2 time goal (relative to on -street response).
Expectations- The focus of our Dispatch operation is to consistently ensure
the highest level of quality service delivery. The responsibilities of this
position are critical in the overall service provision. It is fundamental to
ensure that dispatch has a clear understanding of associated duties. We will take great care in
Rosemead Dial -A -Ride and Explorer Servicees Proposal
Pag 20
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TRPYSPOPipipN r'lrITI
getting to know many of the passengers that use the Rosemead Dial -A -Ride and Explorer
Services. The passengers most likely range from the business commuter to the very old and
many that suffer from physical, congenital and psychiatric disabilities to name a few. Should a
member of the public contact our dispatch staff, the highest level of customer service will be
given, regardless of the demeanor of that passenger calling.
Additionally our dispatchers will be all cross trained to drive both the Rosemead Dial -A -Ride
and Explorer services. Being cross trained and able to drive the service on occasion provides our
dispatchers with an excellent understanding of the service and ability to better schedule,
knowing how long it takes to load wheelchair passengers, assist the elderly, and scheduling the
proper time for drivers to insure good on -time performance.
Each Dispatcher will be highly proficient in the operation of our proposed reservations system
along with the proper use of a radio system. Each employee in the office (including project
Manager) will have hands -on experience with the reservation rystem as well to further evaluate
if any additional enhancements will need to be made with the new system.
The person on duty in Dispatch is responsible for 1r.-
coordination and communications with vehicle operators in
addition to taking ride request from passengers. The
purpose of dispatch is to take reservations, schedule rides, WITE
communicate daily bus assignments, late pull -outs, detours,
and other iss ues that could potentially affect service. In
addition, this person is responsible for monitoring and
verifying all of the driver information that is input for the
generation of monthly reports. For this reason, it is critical that this individual understand the
service, the service area, have knowledge and ability relative to the technology associated with
the system, and understand what is logical when reviewing a report. Each employee should have
a keen awareness and understanding of the operation and all associated requirements.
The Dispatcher is also responsible for making sure all work is assigned timely, in accordance
with the rules and procedures governing the assignment of and aced re overtime, prepared to carry out hear walk
ensures Operators are in proper uniform, are At for service, p P
a[ pre- and post -trip inspections
assignment Part of this function includes working to ensure [h
are thoroughly performed and that only vehicles in a proper a ai to readiness are released into
service. Dispatchers also coordinate with the on department for
that maintenance issues are
preventivocuschedoled maintenance and follow up to ensure
addressed.
Daily Supervision
The part Time supervi�.r and or Project Rosemead Dial - -A R de and Explorer services operation. Their responsibilities it will include but not
be limited to:
. Knowledge of routes
is Communicating instruction'
Reviewing driver activity reports, infolmfog management of isues
assen er concerns,
•
interacting with driven and passengers, responding to P H
• Counulins and Training personnel
Rosemead Dial -A -Ride and Explorer Services Proposal
i,aw 21
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iMNSGOPTAigN WNGfP`5
• Monitoring service intmal•
• Have the ability to drive syatem vehicle if necessary
iervim Monitoring
)oily service monitoring is an important ingredient that Transportation Concepts emphasizes
with its staff to ensure maximizing the performance toward the system goal of 100 percent on
ime performance. Spedfirally. service roll out, shift change, the layover area, morning and
aftem ien peak traffic flow patterns, road observation and ride - checks are all focal points that
our team is responsible for on a daily basis.
The focus of our Supervisory function is to ensure quality service delivery .
The Supervisor will provide direct oversight of on- the -road operations. This
individual will conduct road observations and unobserved checks. Road
observations are unscheduled checks designed to monitor on -time
performance, vehicle cleanliness, and safe and courteous driving. Unobserved
checks are observations of pick -up points performed on a random basis. The
data from these random checks can lead to enhanced evaluation of service
productivity and performance.
Either the Supervisors andlur project Manager will be responsible to respond to passenger
incidents, traffic accidents and road calls, as well as provide re- routing recommendations as
necessary.
Passenger feedback is also utilized as a tool to monitor on -time performance. Operators are
required to report to dispatch if they running behind schedule. However, it does happen that
an Operator may neglect to inform the Dispatcher. However, when a passenger does call in and
Ales a complaint, not only is the driver counseled but the information n
noted and included in
the data utilized for daily, weekly, and monthly reporting.
We believe the Supervisory plan has to be continuously revisited based upon community events
and the eammal environment. Road supervision will be evaluated and adjusted as needed by the
project Manager, along with City staff input.
W Accidentlfncident Reporting
The following are the procedures in the event of an accident or incident:
.Notify the City of Rosemead Transit Manager immediately of any accident or incident
•Respond to any emergency or accident involving property damage, passenger injuries, or as
requested by the City during or after the operational hours of the service.
,Report emergencies or incidents involving injuries, major damage, or media coverage to the
City immediately after occurrence.
*Determine if employee post accident drug and alcohol testing is required in conjunCion with
FTA guidelines.
•Complete internal accident /incident investigation to determine cause and provide solutions to
prevent reoccurrence .•
Vehicle Break Dow ifRoad Call procedures
In the event of a vehicle failure, Transportation Concepts will deploy an appropriate vehicle
immediately to transport the passengers aboard the failed vehicle. Our goal is a 15 minute
response time. The on -duty Supervisor and/or Project Manager will be directed to proceed out
with an immediate replacement when necessary.
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 22
r�exvnarano�+canctrrs re
cut
usnwilla be immediately diately downed
Road Call Reporcfis useds each time atvehi repairable the
,changed due to a malfunction or a technical problem. The personnel attending the road call
amplete the pertinent information on the Road Call Report Form and the Form is signed and
to information is submitted to the Penske maintenance department.
landling Operational Emergencies
mother element of our training is handling operational emergencies. In any transportation
ystem. operational emergencies will occur. In general. Transportation Concepts believes that
vith thorough operator training and a high quality preventive maintenance program these
- mergency situations can be minimized. — n11iw,.:Nr?
the following is a brief overview of some proposed guidelines for
candling emergency situations that may arise. Each situation is not
:overed in explicit detail for the purpose of this proposal, but enough
detail is provided to show that the procedures are well thought out and
appropriate.
General Emergency Guidelines
In most emergency situations, driver attitude and initial response sets the tone for subsequent
occurrences and the eventual severity of the situation. If the driver panics and loses control of
the situation, tensions are heightened and damages may become greater than they otherwise
would have.
Transportation Concepts attempts to prevent this from occurring in whatever emergency may
arise. This effort begins with operator training. Emergency situations are documented,
explained, and practiced in initial training sessions. Each documented emergency procedure
begins with the instruction to remain calm.
To give the driver on the scene additional guidelines, emergency phone numbers are also kept
handy on vehicles, i supervisor notebooks, and in dispatch. Each emergency procedure places
the safety of the passengers first and addresses equipment, schedules or other subordinate
matters only after the safety of the passengers is secured. Additionally, we emphasize rapid on-
route supervisory and emergency team response to the situation.
Emergency Evacuation of Vehicles heavy smoke, bomb threats, etc.) to
Drivers are instructed as to what circumstances (fire, vy if
evacuate the vehicle. Vehicle is guild over, stopped and turned off out of the Row of traffic,
[o ensure that passing traffic is stopped before evacuating.
possible. If not, steps are taken
Passengers are instructed in a clear, calm time as to what procedure to follow. The driver
remains on board the vehicle to supervise evacuation procedures. The driver then attends to
the vehicle, if possible without jeopardizing personal safety.
Special care most be taken when transporting individuals who do not have the flexibility to
evacuate themselves should an emergency occur. Transportation Concepts' Passenger Assistance
Training covers critical items regarding driver duties during evacuations of vehicles or use of
vehicles to evacuate people from other emergencies. The training program will stress how to
evacuate persons using mobility aid devices or who are mentally challenged. I[ will also include
complete familiarity with the operating equipment and the use of safety - related equipment,
including fire extinguishers, emergency exits and quick removal of straps.
Rosemead Dial -A -Ride and Explorer Services 3Proposal
TC 5 4
7RPNS ORTATgN CONCEVTs
), ECOPIT-I"
The following equipment will be procured for the operation of the Rosemead Dial -a -Ride and
Explorer semces:
Radio Catnmu rioticrts
Transportation Concepts believes that an effective communication system is critical towards the
provision of quality transportation service. Constant communication is required between
dispatch supervisory and management personnel and drivers. These communications can
include service needs, schedule problems, accidentslincidents, driver needs and ridership
information. Management must be aware of all activities nn a real time basis Supervisory and
management personnel must be accessible at all times.
The heart of our communications system for the Rosemead Dial -A -Ride and Explorer services
Bus Service will be the two -way mobile radio communication system. The
base is a Motorola CDMl550LS 450 -520 MHZ, 25 Watt 16 channel which
will provide clearer voice communications along with static and noise,
rejection. Vehicles will be equipped with a Vertex VX -22000 LTR Mobile
Radio also 450-520 MHZ. 50 Watts, and 126 channels with a 3 year factory
warranty. This is a model designed for expanded coverage and no
interference. In addition m the dispatch office, our supervisor will be in consistent
communication with Vehicle Operators.
In addition to this radio communications system, our project Manager and Supervisor will also
carry mobile phones at all times and of course be available via email. This will allow City staff
to contact our staff at any time. We will provide supervisory coverage during all hours of
operation to assure immediate response to field conditions and proper monitoring of services.
Telephone System
Transportation Concepts will purchase a media phone system. utilizing
polycom telephones, a Broadsmart ACD and Call Center application as we
Q as a Broadsmart Record -A -Call component for the Rosemead Dial-All
-
Ride and Explorer service. The Broadsmart system
Is a web based application with detailed ACD ability capable of
producing comprehensive management information reporting. A minimum of
4 lines will be used to include the public telephone numbers and a direct business line.
Additionally, TDD equipment will also be provided and we will utilize an independent firm such
as CTS Language Link to provide on -call interpretation for those languages in which our
reservations/dispatchers are not fluent. N` iqi j,UallMfk
Reservations/Scheduling System
As described in Section A, Transportation Concepts will purchase and utilize the Simpli Transport
system. We currently use this system in our Redondo Wave Dial -A -Ride system and -
have had great success. Simpli Transport is a web based can- p uterized scheduling
and dispatch software program that will utilize mobile technology (tablets) for the
drivers. It provides the following key functionality tools /enhancements:
• Live Scheduling using calendar functions with real -time updates
• Ability to quickly book trips from pick up to drop off optimally
• Automatic client look up feature
• Calculates distances and displays trip flow on a digital map
Rosemead Dial -A -Ride and Explorer Services Proposal
rage 24
7e
laR,Icalglp LgiCr"s
• Ability to create templates for repeat trips allowing quick routing
• Edit trips quickly and accurately
• Google Maps and automated distance calculations as your aide
• Assign runs based on drivers and vehicles
• Mark cancelled trips easily and well as track no -shows
• Plot out entire route on Google maps to track vehicle throughout the day
• Enhanced Reporting - Simpli Transport allows you to generate the most commonly used
reports in seconds. Extract meaningful statistics quickly and easily into six different formats
(i.e. excel, PDF etc.) The system has twelve separate reporting arrangements
Productivity ability
to create additional custom reports. Types of Report: Trip Reports, Ty P°
Full Data Export, Operational Reports (Driver Manifest, NET) Sampling)
• Simpli Mobile (Tablet) - Puts the information the drivers need right in their hands. It
connects drivers and dispatchers in real -time.
transferred 0 Camera V the C¢mw thous additional and c of locations maintain
ape the RE)
system � a
Transportation Conce is provide,
8vswatch DVR stem with B cameras and GPS locations capability For willbe
Fareboxm
TC will purchase and install Diamond Model D fareboxes in each revenue vehicle with
2 vaults per farebox. Additionally, at the end of this contract, the fareboxes and vaults
will be transferred to the City without additional charge
Computer HardwarefSoftwarc
TC will provide a minimum of 3 computers along with the Microsoft Office Professional
software package for the Rosemead operation. We will insure internet and networking
capabilities as well as e-mail access are available.
Support Vehicle
TC will provide a minimum of one sedan to be used for driver relief in the field as well as road
supervision. In addkion, the manager will also have a vehicle available for support of the
Rosemead Dial -A -Ride and Explorer vxr.ires.
OTre Fquipment
TC will purchase a faxicopierlscanner dedicated to the Rosemead operation and adequate office
furniture to set up the officesr training room and employee break area.
Rosemead Dial -A -Ride and Explorer Services Proposal
Pug, 25
Te
.R�=eoa7A7bNcosC Lers
operations and Maintename Fecihty
ransportation Concepts is proposing to manage and operate the Rosemead Dial -A -Ride and
xplorer services From an operations and maintenance Facility located a 600 South Greenwood
i the City of Montebello. This is an existing Penske facility and we have already reached an
greement to lease adequate office space that is currently available as well as subcontract with
hem to provide all necessary maintenance on the revenue vehicles.
'he location is exactly 5 -o miles away from the Southwest City limits of Rosemead and provides
asy travel to and From the heart of Rosemead.
�perationa
Me operating location will have a dispatch room, fare counting room,
manager's office, driver break room and a training /safety meeting
room.
m'Y�W�It�un
0'i... 11ma6 Ib.om
Maintenanee
Penske has a fully equipped maintenance facility strategically located at
Avenue in Montebello. The shop is open 6 days per week from
wo am to u:oo pm. The majority of work on the City of
Rosemead Fleet will normally be completed during non operating
hours, which includes evenings and no Saturday.
This location is secure. paved, and well lighted. The building is
zoned For this type of service, already equipped with an oil/water
separator and more than sufficient electrical power. A wash rack
system is currently installed on site
i5oo S Greenwood
1Lunlcnunrr ❑ale
The shop is Fully equipped and operable with six drive in bays and a drive through service pit to
accommodate all system vehicles. They currently employ 22 technicians at this location.
In.idc. tl aintrnanco shop
Rosemead Dial -A -Ride and Explorer Services Proposal
Vaen 26
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SE 'i0
TRANSPORTATION :ONSons
L Maintenance Program
In order to maintain this fleet in a timely, safe, and effective manner, Transportation Concepts is
proposing a maintenance partnership with Penske. Penske is a highly qualified fleet maintenance
provider with excellent credentials.
Penske Overview
Penske Truck Leasing was formed in 1969. when Roger Penske purchased MM Waterbor, Inc, a
small metropolitan truck leasing company with annual revenues that year of 51.2 million in
Reading, Pennsylvania, By 1982, revenues had grown to $40 million.
In 1982, Penske Truck Leasing formed a joint venture with The Hertz Corporation. Hertz
Penske Truck Leasing anticipated growth and a national trend toward consolidation in the truck
rental and leasing industry.
In 1988, the company purchased the Hertz ownership and formed a new partnership with
General Electric Capital Corporation by consolidating its GELCO Truck Leasing operations and
Penske Trick Leasing. In 1995, annualized revenues exceeded $1.6 billion. Penske remains the
general partner and in 1996, General Electric increased their equity and is now a 79% limited
partner in the business.
Penske Truck Leasing's acquisition in May of 1995 was Leaseway Transportation Corporation.
consisting of two major product groups: Leaseway Automotive Carriage and Leaseway Logistics,
Leaseway Automotive Carriage operates in excess of 1,440 automobile and light truck carriers
servicing the manufacturers of domestic and imported vehicles. The specialized equipment used
in this sector brought Penske added expertise in the maintenance and operation of hydraulic
equipment
In September 2000, Penske acquired Rentway, Ltd., a truck rental and leasing company based in
Mississauga, Ontario. Rentway added more than IQ000 vehicles and a network of 40 service
facilities to Penske making us the largest leasing and maintenance company in Canada.
In February 2001, Penske Truck Leasing acquired Rollins Truck Leasing of Wilmington, Delaware.
The acquisition of Rollins, the third largest truck leasing and rental company in the nation,
bolstered Penske's vehicle base by an additional 53.000 vehicles as well as adding approximately
290 additional full- service maintenance facilities.
Today, Penske Truck Leasing employs approximately R,om people and operates a fleet in excess
of 200,000 vehicles from approximately 1000 facilities. Annual revenue is in excess of $5 billion.
Penske primary products are full service leasing, contract maintenance, and commercial and
consumer rentals. Penske Logistics provides integrated and warehouse distribution center
management, and Leaseway Auto Carriers supplies automotive carriage services.
Penske Truck Leasing is one of the nation's largest transportation companies with billions of
miles of experience. Penske's Specialized Equipment Services department provides
comprehensive fleet maintenance specifically to the transit, utility and municipal sectors. Their
company is positioned for continued growth in the fleet maintenance, leasing, and logistics
business.
Rosemead Dial -A -Ride and Explorer Services Proposal
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nUNCPOETAnoN CONCEPTS
Penske Contact Information
Penske Truck Leasing Company, LP
Route 10 Green Hills
P.O. Box 563
Reading. PA 19603
Russ Scararrastra - Vice President
Phone: 610 -775 -6153
Fax: 610- 796 -2985
FT,,,. r,_
Tri-Met
4012 SE 17th Avemre
Portland, OR 97202
Tony Bryant - Director of Maintenance
503 - 962 -4955
Penske maintains 210 paratransit buses and 15 sedans for Tri-Met of Portland, Oregon in a
captive shop operation. Maintenance is performed at an on -site shop with dedicated technicians
working on a multi -shift basis to perform the majority of the maintenance services during off -
peak hours.
Tri-Met provides comprehensive transportation needs to the citizens of Portland and these
buses play a key role in the transportation of the elderly and handicapped patrons Tri-Met
serves. Penske was selected because of our expertise in preventive maintenance programs
designed to prevent downtime and at the same time keep costs in line. Penske also was
recognized for a very smooth transition from the previous vendor's operation and for the
professional manner in retaining the existing workforce that was in place.
San Jose Airport
1661 Airport Blvd., Suite C -206
San Jose, CA 95110
Robert Lockhart - Director Landdde Operations
406 -277 -5249
This Silicon Valley airport is a major thoroughfare for business travelers in the Northern
California area. Penske supports the City of San fuse with 14 Gillig diesel low -floor buses and 20
CNG buses that provide passenger transportation between airport terminals, parking facilities,
and the rental car center. All of these buses are under a Full Service Lease with Maintenance
Contract
The Full Service Lease concept provides great Rexibility to the City of San Jose, as there was no
need for immediate major capital expenditure to purchase their new fleet The city could also
select their bus operator independent of the procurement of the vehicles.
Port of Oakland
One Airport Drive, Box 45
Oakland, CA 94621
Lester Padilla - Airport Operations
510- 466 -7647
Penske Truck teasing performs Full Service Contract Maintenance on 20 Gillig 40' diesel buses
serving the Oakland Airport. These units operate 24 hours a day, seven days a week
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 28
Ir
1RWSPORTITOH I.,, ",a
transporting airport visitors between the terminal and the parking garage. The City of Oakland
was looking for a dependable partner and chose to outsource with Penske when their fleet needs
expanded in 1998.
Penske's Oakland District is responsible for the ongoing maintenance of this transit fleet
Additionally, the Port of Oakland chose GE Public Finance to provide low cost tax- exempt
Financing on the new equipment.
Proposed Maintenance Shop
As mentioned in the facility section, Penske has a fully equipped maintenance facility
strategically located at 1500 S Greenwood Avenue in Montebello. The shop is open 6 days per
week from 1:00 am to IIO0 pm. The majority of work on the Rosemead revenue fleet will
normally be completed during non operating hours, which includes evenings and on Saturday.
The facility and lot offer easy access for vehicles with a drive in bays. Running repair, parts and
tire storage, and maintenance equipment storage will take place here. The shop has lifts and all
necessary maintenance equipment in place.
Penske has mobile maintenance trucks at the Montebello location that can be dispatched and to
the service area in minutes if necessary for emergency maintenance report. We anticipate a
maximum response time of 15 minutes The repair time is contingent upon the issue at hand. in
the event of a vehicle break down that can not be repaired utilizing the mobile maintenance
truck, the vehicle will be taken either driven (if drivable) or towed to the Montebello facility for
immediate diagnosis and repair. Penske will have a minimum of one Technician assigned to the
City of Rosemead fleet during all operating hours (Sunday on -call) so that fleet maintenance and
repair will take priority. Routine maintenance will be completed within a twenty-four hour
period.
Penske's District Manager, Mr. Jerry Perez will be responsible for the coordination with TC for
the City of Rosemead neet. Jerry has over 15 years of fleet maintenance experience and is
familiar with this type of vehicle. He will be located at the Montebello location.
Penske employees are backed by a team of technical specialists and managers who are available
to them to advise and assist them in the operation of their maintenance operations when
unusual situations occur or during the startup of a new shop. District Service Managers can
depend on the assistance of their Area Maintenance Managers along with Milton Jenkins, TC's
Director of Maintenance from our corporate support team.
The combined years of experience, implementation of industry best practices and cumulative
expertise that Penske brings to each of its shops and extends to all of its managers is
unparalleled in the industry.
Routine Maintenance '
Penske will perform all engine, chassis, and body preventive maintenance as recommended by
the manufacturer, to include fluid exchange, component replacement, lubrication, inspection
points, and services. Penske will use the manufacturers' specified replacement parts, oils, and
lubricants specified for each vehicle type.
Effective PM management targets the elimination of down time due to unscheduled repairs. PM
services that focus on preventing failures are a key element of Penske's PM regimen. Specific
tests, such as oil analysis to detect contaminants, can predict component and system failures
Rosemead Dial -A -Rule and Explorer Services Proposal
Page 29
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TEAEePOET.4gN CONCEPTS
before they happen. These tests allow our technicians to make adjustments andlor repairs that,
if left untreated, may require on- the -road assistance later.
Equally important, our ability to track and analyze our PM program's effectiveness through
Penske's MyFlectAtPenske.com maintenance management system will enable us to implement an
optimal maintenance schedule for the PVPTA. Our focus is to minimize downtime and prolong
the life of the bus components by anticipating, diagnosing and repairing components and
systems prior to failure. In essence, Penske adheres to a proven practice of predictive
maintenance.
Penske will provide laboratory engine oil analysis and transmission oil analysis on every PVPTA-
provided vehicle. Reports of the analysis will be made to the PVPTA and kept in the vehicles
electronic and hardeopy File.
Preventative Maintenance Scheduling
Our team will work closely with the Penske fleet manager and operators to provide convenient
advance scheduling for all work to be performed under this REP. Penske will track each
vehicle's PM and repair history electronically so that the PM schedule is generated automatically
by the system. Using this method, we can issue 30 -day advance notices to the fleet manager for
all PMs coming due, thereby preventing missed or delayed PMs.
Vehicle Safety and Emissions Impections
The Penske team conducts full safety and regulatory inspections of all vehicles and operating
equipment as required. All federal, state and local criteria will be met or exceeded.
Penske makes safety related inspections and repairs a priority. All vehicle safety and emissions
inspections are tracked through MyrleetAtPenske.com to provide a permanent, complete record
of compliance.
Road Calls and Towing
We will contact the Penske maintenance facility for emergency service during all operating
hours. Since the shop is open from I am to ❑pm 6 days per week, they will always be available
to assist during most of the operating hours of the Rosemead Dial -A -Ride and Explorer services.
When a call is received, the service coordinator logs the time, date, caller identity and type of
emergency into an electronic file. This file remains open until the situation is resolved. It is
updated in real -time with specific information on the time and type of service provided.
Minor Repairs and Fluid Services
Penske provides a quick fix service for minor repairs and maintenance service for all vehicles
covered under this contract during most hours of operation. Quick fixes are limited to repairs
and service that can be accomplished in less than an hour. Such services include such items as
wiper blade replacement, fuse and light bulb replacements, topping off of fluids, and checking
tire inflation.
Warranty and Recall Work
Penske performs comprehensive warranty work and administration for all vehicle and equipment
types. Penske does not limit its recovery efforts to the OEM. They have in place warranty
recovery programs with many component and specialized equipment manufacturers. All
warranted repairs, without regard to dollar amount, will be submitted for reimbursement.
Additionally, policy adjustments or out-of-warranty claims will be aggressively pursued.
Rosemead Dial -A -Ride and Explorer Services Proposal
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re s ao
TRPNSPOBTPTiOx CONCEPTS
Penske will acquire all necessary technical service bulletins as required to properly service the
City of Rosemead vehicle fleet.
Road Testing
Penske road tests all vehicles that have had repairs. Road testing is especially important when
repairs or adjustments to safety- related assemblies, such as brake systems, wheelchair apparatus
or aerial lifts have been made.
investigations and Audits
Penske will process all documentation required by state and federal DOT regulations, and
directly handle any audit of the fleet maintenance records. In addition, we will provide support
in the technical investigation of incidents, such as Rre, a¢idents, or other issues of a technical
nature.
Management Information System
Penske has an automated vehicle maintenance software MyFleetA[Penske.com and PartsNetsm
systems in place at the proposed location. These systems are accessed online through Penske's
intranet and are RrewaR protected and password secured. Penske's MyFlectAtPeuske.com and
PartsNet systems are proprietary systems that, working together, manage pares inventory in
conjunction with maintenance service records.
Penske's in -house IT department maintains the MyFleetAtPenske,com and PartsNet programs
and downloads upgrades to the software via the intranet, No on -site software maintenance is
required.
MyFteetAtPmske.com
MyFlectAtPenske.com is Penske's proprietary maintenance management system that they have
installed and run in every Penske shop across the nation. It has evolved over the years to
become the cornerstone of their operations, directing work schedules, tracking service and
storing the historical fleet/service data.
We highly recommend that the City of Rosemead proposal evaluation team visit the local facility
in Montebello for a demonstration of this system to see how service is scheduled and the system
tracks work in the shop, can recall a vehicles repair history and generate management reports.
Penske uses MyFleetA[Penske.com to schedule, track, and monitor all PM and repair activity.
With its electronic database, their technicians can see the PM and repair history of each vehicle
at the time of service, which enables them to spot recurring or related problems.
In addition to organizing and prioritizing fleet maintenance and repairs, MyFleetAtPenske.com
records data on every technician's efficiency, vehicle repair and PM to monitor quality and
timeliness.
Penske uses the data it collects in MyFleetAtPenske.com in a number of ways — to maintain
productivity levels, to identify additional training needs for individuals and to evaluate tooling
levels.
Each Penske repair order recaps the following information:
a. Vehicle number
b. All labor costs
c. All parts used for the repair
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LPnH$�OPixTCNC.NCEJrS SE `CJ
d. Any warranty claim that was filed
e. Complete description of the work performed
Penske maintains both hard copy and electronic records on fleet maintenance and repairs.
Repart Type
Des ciao
Details all applied labor activity including job names and
hours worked. The report can be sorted by job
APPLIED LABOR
description, shop user, date, or shin Additional
selections are categorized by component code and
whether to include shared jobs.
Details unapplied labor activity, including job names and
(lours worked. The report can be sorted by job
❑NAPPLIED LABOR
description, shop user, date, or shift. Additional
selections are generated by a specific job description.
Details the percentage of efficiency for jobs with goal
FMCIENCY BY
times and jobs without goal times. The report is sorted
INDIVIDUAL
by selected dates, sh.2 user(s), and shifts only.
Details, in a chart format, the unapplied labor activity by
BY
workday (Mon.- Sat), including job names and hours
WORK DAY (CHAR
WORK DAY (CHART)
worked only.
Details, in a chart format. all Finished ROs by workday
(Mon -Sat), including those vehicle jobs that are ]M%
FINISHED WORK ORDER
complete, those that are clean. and those that are
ANALYSIS (CHART)
delivered when promised. The report is sorted by
selected dates only. You can also view any exceptions by
clicking the View Exceptions hurt...
Details the paid hours. by applied, unapplied, accounted,
PAID HOURS
and unaccounted time. The report is sorted by selected
dates, shop user(s), and shifts only.
Details the number of applied labor jobs that exceeded
ACT
STANDARD A'ACTUAL
the set goal time, for a specified time period. The report
IXCEP ONa
is sorted 6 selected dates only.
_
Details all information gathered from the reports, into a
SCORECARD
one -page synopsis.
Myf leetAtPenske.com maintains the following data and information:
• Work orders
• Assets and equipment
• Technician productivity and performance
• lnspenion of assets and equipmen
• Issue of stock or parts inventory
• Vendors and suppliers
• Fleet assets
• Preventive maintenance scheduling
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To
TRANSPORTATION CON -EPTS
MyFleetAtPenskecom software and hardware is proprietary to Penske. Upon termination of the
contract all MyFleetA[Penske.com data will be provided to the City of Rosemead in both
hardcopy and as an ASCII file.
PartsNetSM
Penske's PartsNet inventory management system uses bar coding to track each part from the
time it enters the system until it is used for vehicle repair or maintenance or otherwise disposed
of A master file of all parts in inventory throughout Penske maintenance facilities is managed
by associates dedicated to this task at our corporate headquarters in Green Hills, PA.
Technicians will have a discrete local catalog of the parts that are stocked at our Ceres location.
However, technicians will also have the ability to search Penske's National Catalog of parts to
locate parts that may be needed, but are unavailable at the shop.
Below is a sample of what is included in a Penske bar code label.
•Supplier pare number and description at top
-item barcode number
•Stocking location (Parts Room section 018. bin 035)
-Date purchased
•Delivery reference number
-Manufacturer's part number
To aid the technician in locating the correct part, PartsNet can search the local or national parts
database using multiple filter options. Additionally, parts are cross - referenced to the
suppliers /manufacturer's part number to aid in locating the tight part as quickly as possible.
Maintaining and reogiering inventory is greatly simplified using PartsNet, as the system will
advise users when parts inventory is low and what quantity to reorder, These thresholds are
entered into the system during the transition and startup phase of operations. As new items are
added, the parts database is updated to set inventory levels and reorder quantities. Managers
can initiate a purchase order for parts from PartsNet, which adds efficiency to parts operations
and reduces the possibility that parts will not be reordered in a timely manner. Having the
parts to complete repairs is essential to maintaining fleet availability.
In the Inventory Quantity column there are alert blocks that indicate the level of inventory. Red
is critically lowldepleted, yellow indicates minimum number in inventory, and green (not shown
on a reorder screen) indicates adequate inventory levels.
By using barcerdes, there are fewer keying errors on repair orders, which in turn ensures the
correct part number and price are applied to the repair order. The accuracy of the repair order
information also helps facilitate processing of warranty claims with the supplier.
An accurate inventory count. meticulous record keeping and usage assignment are essential to
running an efRcient maintenance shop. Penske's integrated service management and inventory
management systems build accuracy, efficiency and greater cost control into our shop
management. Penske can provide the management systems that assure the City of Rosemead
and TC accountability.
Rosemead Dial -A -Ride and ExPlorer Services Proposal
P., 33
IV
7RANSPORTATON CONCEPTS
Driser Inspection
Penske has developed a Drivers Vehicle Inspection Report for bus,
tracter/trailer and straight truck drivers. This form is in
compliance with the Federal Motor Carrier Safety regulation
396.11, which requires driver inspection reports for these types of
vehicles.
As part of Penske's training offered to customers, they will work with TC to train our drivers to
perform these pre -trip inspections and provide aids to the drivers to "walk them through' the
process
Waste Disposal
Penske will be responsible for disposing all trash and other wastes, including waste oil,
generated during the course of the contract. We are committed to actively protecting the
environment Our employees working with and handling hazardous materials are provided with
training and management oversight to ensure their actions are conducted in accordance with
current City of Rosemead requirements state, and Federal laws and regulations.
Penske's environmental department is staffed with four full -time professionals and two support
personnel. This department, as well as every Penske employee, is dedicated to protecting the
environment. As pare of the environmental team, Penske employs a specialist whose job it is to
arrange sampling, testing and disposal of wastewater sludge, track discharge permits, and to
ensure discharges are in compliance. They will comply with all Hazardous Materials Codes
including the permitting and inspection process.
Additionally, it is Penske's policy to recycle all used tires and air conditioner refrigerants.
When disposing of material generated at one of its facilities. Penske handles the waste stream
properly and professionally. Specifically, they use only national vendors who are authorized to
transport and dispose of used oil, parts cleaning solvents and spent lead acid batteries. Their
vendors are selected based on their commitment to protect the environment and their
compliance history.
Each Penske- managed Facility maintains all applicable records for all waste streams generated by
the vehicles they service. MSDS sheets for all of the items used in the shop operations are also
kept at each facility.
Penske will obtain the permits required to handle and dispose of waste materials and will be
responsible for compliance with the terms, conditions and requirement of such permits.
Quality Programs
Penske is dedicated to a formal improvement process called Dedication to Excellence. Their
philosophy of continuous improvement is intended to set the tone for relationships with our
customers, employees and suppliers. Like TC, they understand that to continue to succeed, they
must build on their strengths to produce a positive experience for their customers.
To drive their company toward continuous improvement, Penske has in place programs to
monitor and improve the process both within the organization and with their customers.
Voice of the Customer
This program measures satisfaction with each customer at every customer location twice a year.
The process provides Penske with performance information on all key aspects of the services we
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 34
rennsvoarnnen coucsrrs
are providing. From this they can identify areas that customers appreciate, as well as, where
they can improve.
Maintenmem Effectiveness Po sass (MEP)
This program measures a technician's performance against established goal standards on a per -
job basis. Penske provides every technician a written annual review of their overall
performance. Additionally, each shop audits preventive maintenance inspections for quality and
cost effectiveness on a weekly basis. Continuous monitoring of their processes enables Penske to
implement corrective measures based on the program goals and the frequency of repeat repairs.
District Team Meetings
A district team meeting is a monthly gathering of all district employees to review company and
district performance, identify opportunities for improvement. provide a forum to share ideas,
and to recognize individual and group achievement. The overall goal of this process is to
improve Penske intra- organizational communication and performance.
GE Quality Perspective
As part of the GE family of businesses. Penske Truck teasing has adopted the Six Sigma quality
initiatives embraced by General Electric. Culturally their goal is to be nearly flawless in
executing our key processes.
Six Sigma
Six Sigma is a structured process that Penske uses to work toward the development and delivery
of near - perfect products and services. The Six Sigma process is based can the theory that by
identifying and measuring defects in a process, you can systematically remedy each defect until
the process is near perfect. Penske's customers are the core of their business. Using Six Sigma
they look at their business from the customer's point of view so that they can examine the
customer's experience and work to perfect the services provided.
The quality initiative has as its goal objective and unbiased measurement of their performance
"in the eyes of the customer" on their customers' CTQ (Critical to Quality) issues. These
measurements are taken regularly, and they use them to work toward continuous improvement
through workout sessions with all customers.
Penske regularly performs audits of its PM inspections and the follow -up work done by their
technicians. This practice ensures that quality PM inspections are done at all times and that the
slightest slippage in performance can be corrected before adverse effects are seen in vehicle
availability or performance. Penske service supervisors, branch managers and area maintenance
managers Perform the audits.
Vehicle Cleaning
The cleanliness of the vehicles that are used for the
provision of transit service is an important indicator to the
passengers of the quality of the service. The exterior and
interior cleanliness of the vehicle is readily noticed by the
passengers and contributes greatly to their perception of the
service quality. As previously stated, in order to address
this critical service component, Transportation Concepts will
utilize a utility worker as well as an outside vendor who will
Rosemead Dial -A -Ride and Explorer Services Proposal
Pagc 35
PV
7RAaSPORTA71ON COKEPTS
be responsible to maintain the consistent cleanliness of the fleet. The project Manager will use a
calculated schedule to monitor the cleaning of the fleet and to ensure that each vehicle receives
its' required cleaning and detail.
on a daily basis, all vehicles utihzed in revenue service will have the interiors
swept and wiped down. At a minimum of twice weekly, the exteriors will be
Fully scrubbed and washed. In addition, the wheels and inside of all windows
will be cleaned, and scrubbing of oil or other excessive residue off the rear
end; dusting or vacuuming of all seats, dashboard, stanchions and exposed
surfaces: and sweeping or vacuuming of all floor areas, including the removal
of gum, grease. oil, etc will be performed.
All graffiti, interior and exterior, that is cleanable will be removed as soon as practicable. If the
graffiti is obscene, or,gang related, it will be removed immediately, or
the vehicle shall not be used in revenue service until corrected. All seats
will be dry when in revenue service.
Complete interiorlexterior vehicle details will occur every 6 months to
maintain the cleanliness levels expected by both TC and the City of
Rosemead. These will include steaming seats, performing a deep clean
on the interior floors, applying a wax sealant on the exterior bus, -
polishing all wheels and reconditioning all rubber components.
Vehicle Fueling
TC vehicle operators will fuel all revenue vehicles at the end of each service day at a card lock
fueling station. If a problem occurs with the fueling station, the City will be immediately notified
and the bus will proceed to an alternate fueling station.
Rosemead Dial-A -Ride and Explorer Services Proposal
Page 36
YViA CON WPrS SE AO
M Safety Program
Driver Safety Record
With attention to safety TC is proud to have continued over the years to recognize an
outstanding Safety Record. Over the last 5 years, Transportation Cancepts has traveled ewer ¢5
million miles and has averaged over 150,000 miles of safe driving between reportable accidents.
TC's approach starts with investing the time through training to make every employee extremely
safety focused, ultimately leading to a enriched safety culture which will be a significant benefit
to The City of Rosemead's Dial -A -Ride and Explorer Services.
Safety Policy and Awareness
The effectiveness of any program is dependent upon the existence of a clear direction. This is
particularly true in the area of safety. Transportation Concepts has adopted a safety policy
statement that declares the following:
• Safety is the number -one priority of our operations
• Safety is everyone's Responsibility
• All accidents are preventable
• All unsafe alts and conditions most be eliminated to prevent accidents
• Safety is not simply another rule to fallow, buf a aiding principle.
Monitoring
A great promoter of awareness, Transportation Concepts utilizes a thorough system of
monitoring to review/record and guarantee the effectiveness of the Safety Program. Drivers'
motor vehicle records will be monitored through the State of California's program, in which an
updated MVR report is generated every twelve months, in addition, on- street observations are
performed as well as paperwork reviewed. Observations are documented and serve to provide
valuable feedback to the employees regarding their performance.
Safety performance is also monitored in investigating, reviewing, compiling, and analyzing
accidents. Every accident is thoroughly investigated by the Safety Department. The result of
the investigation is a determination of preventability. Transportation Concepts defines a
preventable accident as one in which the operator failed to do everything reasonably possible to
prevent the accident. In the event that an accident is deemed preventable, retraining is
scheduled.
The combination the implementation a thorough safety policy, a
�
recruiting and screening focuses process that focuses on
safety, a comprehensive training program, and a
monitoring system to record and identify
performance, results in a genuinely safety onented
company. The safety of the services provided by Transportation Concepts is
acknowledgment of the success of the overall program.
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IC
TaANSPONTAn01 C..N -EPiS
Safety Incentive Program
Our company has in place an incentive program that promotes safety and rewards exemplary
safety performance. Everyone responds to a benefit Most of what we do is with the
understanding that there will be a benefit to our actions. With regard to vehicle accidents or a
worker's compensation injury, a safety program establishes an incentive to be safe. It encourages
each employee to do things the right way, which is the premise of our "Safety Culture ".
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 38
Re.rd
Achievement
Employee of the Qua
Criteria
No accidents/inaidcnts,
Awarded to one driver at
Perfect attendance
location
In proper uniform
Select promotional items to be
This achievement is based on
No injuries
presented by Manager at
three months of performance.
No valid complaints
monthly safety meeting
If all other criteria are met,
No conduct violations
$50 gift card presented
manager most select winner
based on who most clearly
exemplifies TC's safety
philosophy for the time period .
QOe Year Safe Driving Award
No Preventable
Awarded to each driver at that
accidents /injuries
si00 gift card presented
meets criteria',,
One year Safety pin
This achievement is based on
one
IU=ano
Five A td
Y
No Preventable
accidentsfinjuries
$300 gift card presented
Awarded to each driver that
meets criteria over 5 year
Five year Safety pin
period
Safety Jacket
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TorAnnSPORI CONCEPTS Q�-�B
N. Screening and Selection Program
Job Description
When an applicant arrives at Transportation Concepts to All out an application for employment,
they are given a job description that describes in detail all of the aspects of the job that the
applicant will be expected to perform if they are selected for the position.
Application review
The review of the application includes statements by the applicant regarding their previous
employment history, their previous driving record history, any history of vehicle accidents, and
any history of workplace injuries.
Motor Vehicle Record Check
Each applicant is required to submit a current H -6 printout from the Department of Motor
Vehicles, which details the applicants' driving record for the past ten years. Only original,
current H -6 reports are accepted. Any applicant who is unable to provide this is not given
fiuther consideration.
Interview
All of the staff responsible for interviewing have been trained in specific questions to ask that
among other things will identify an individual's initial skills and more importantly their attitude
towards passengers , peers and the service they were provide.
Reference Checks
The applicants must identify on the application form their three most recent employers. In
addition, they must sign an authorization form, which gives permission to their Former employer
to comment upon their performance as an employee. The employment references that each
applicant identifies are contacted and questioned about the work performance of the applicant.
All of the responses gained through these references are documented in order to provide
organization and structure to the process.
Criminal Background Check
Each current Transportation Concepts Operator providing service for Rosemead Dial -A -Ride and
Explorer services Service has successfully passed the Following background check before hiring;
these qualifications must also be maintained throughout employment.
• Must Imve five years of driving experience.
• May have one break or interruption in holding a valid license of no more than 90 Jays
during the five -year period immediately preceding the submittal of an employment
application, The break or interception cannot be the resuit of a state having suspended
or revoked the license and the candidate must still be able to demonstrate that they
have a mininrom of five years driving experience.
• No felony convictions.
•
No more than two st -fault or preventable accidents in the last three years.
• No more than two convictions of moving violations in the last three years.
• When combined, no more than two incidents (preventable accidents or moving
violations) during the last three years.
• No record of DUI or DWI within the past 15 year.
• Not subject td outstanding warrants For arrest
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�.srefillen oox.Ts
Physical and Drug Screening
All Transportation Concepts employees must pass a physical examination and a drug screen
prior to being accepted as an employee. The company's physical examination
and drug screening program meets the Department of Transportation (DOT)
requirements. The company's local DOT certified facility is US Healthworks
Medical Group who conducts the medical screening and issues a DOT medical
card. The company's drug screening program is conducted locally by US 1
Healthworks which meets all Federal Transit Administration goidelines. `t
Drug and Alcohol Screening
Transportation Concepts is committed to providing consistently safe and dependable
transportation service to the passengers of the transit systems that it operates. In compliance
with these goals, and with the Federal Transit Administration's requirements, the company has
adopted a Drug -Free Workplace Policy.
The Screening Guarantee:
• To ensure that employees are not impaired in their ability to perform their assigned
duties in a safe, productive and healthy manner.
• To create a workplace environment free from the adverse effects of drug and alcohol
use and rnimse.
• To prohibit the unlawful manufacture, distribution, dispensing, possession or use of
controlled substances
• To encourage employees to seek professiunal assistance anytime personal problems,
including alcohol or drug dependency, adversely affect their ability to perform assigned
duties
Transportation Concepts' Drug and Alcohol screening policy applies to all
safety- sensitive and non - safety- sensitive Transportation Concepts employees,
paid part -time employees and contractors when they are on TC property or
performing any transit related business for TC.
All safety- sensitive and non - safety - sensitive employees shall be subject to the following testing:
• Pre- Employment
• Random
• Post - Accident
• Return to Duty (after Leave exceeding 30 days)
Selection Criteria
Once the employee completes the seven steps, the following criteria will be reviewed and must
be met before employment is offered:
• Five years minimum driving experience, including a minimum three year U.S. residence.
• Minimum 25 years of age.
• Possession of all required licenses, including a Commercial Driver's License Class B
driver's license.
is Have the ability to obtain the special permits and endorsements.
Proven ability in the area of customer service.
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TRANSPORTAT ON CONCEPTS SE O
• Be able to speak, write and understand English and possess the capability to perform
simple mathematic functions.
• Provide proof of U.S. citizenship or legal alien status, must have lived in the United
States for three years.
• No negative feedhack on ex- employment references.
• Demonstrate compassion and sensitivity for customer service and passenger assistance.
In addition, if it is discovered through a Motor Vehicle Record Check that an existing employee
has an infrxtion and has not notified us it could lead to termination. If the employee has
notified us, the infraction could result in re- training or termination depending on the contract
and the infraction.
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IV
TRANSPoRTATaN eoNetrTe
). Tnining and Retnirdng Program
hiver Training
raining, at Transportation Concepts, is a comprehensive program
hat encompasses new driver training, orientation to the safety policy
if the company, and regular, ongoing m- service training for a11Ir
:xisting employees. using the company's proprietary Driver Training
trogram, which has been developed using materials from the
transportation Safety Institute (TSI), TAPTCO, APIA, The National
iafety Council, ADA, CTAA PASS and OSHA, the Transportation
Concepts new driver training program provides both classroom and TAPTC07
behind - the -wheel instruction.
The key elements in our operating procedures arc the concern our professional bus operators
demonstrate for the safety and comfort of their passengers, and the drivers' effective technical
performance in operating the equipment. The ongoing training will be conducted by TSl
Certified Trainer Marvin Williams. Mr. Williams, along with oversight by Brian Connell, our Area
Regional Manager, to insure that all training requirements, including all
company policies and procedures, contractual requirements, and those required
by regulatory agencies governing transit in the State of California are carried
out.
Drivers who have at least 6 months of actual in- service experience will receive a minimum of B
hours of TC Specific training. Drivers who have less than 6 months will be required to
complete the following training program.
♦ 40 hours classroom instruction
♦ 40 (minimum) hours Behind the Wheel training to include CDL and Revenue
Training
This new, driver training course provides instruction in
the following
general areas:
♦
Driver Responsibilities and Procedures
♦
City of Rosemead Dial -A -Ride and Explorer
services i TC Policies and
Procedures
♦
Public and Passenger Relations
•
Passenger Sensitivity Training
♦
Lik Operation and Wheelchair Securement
♦
Defensive Driving
♦
Substance Abuse Program
♦
Map Reading
♦
CDL training
♦ Radio Communication
♦ Emergency Procedures
♦ Accident Reporting
♦ Passenger Loading and Unloading
♦ Fare Policy and Collection
♦ Driving Skills
Rosemead Dial -A -Ride and Explorer Services Proposal
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TC
t SO TATJON CONSEPTS
♦ Vehicle Operations
♦ ADA Regulations
Defensive Driving
The defensive driving component of the training program is the National Safety Council's
Defensive Driving Course. Films, tapes and lectures, as well as behind the
wheel instructions are provided. The DDC -8 program provides training on
vehicle breakdown and accident procedures, and emergency procedures and
practices, including emergency vehicle evacuation. All drivers participate in
our Defensive Driving Program, a portion of which is devoted to vehicle operation procedures in
bad weather.
Transportation Concepts will provide, at a minimum, forty (40) hours
of individual, behind - the -wheel non - revenue instruction to each revenue
vehicle operator driving in the Rosemead Dial -A -Ride and Explorer
Service. This training shall provide the student the opportunity to learn
(drive) as many of the routes included in the service package as possible
and to gain a broad understanding of the System service area.
A sample training program is included in this section.
As a new operator is trained. they progress to on the road training with a qualified driver
trainer meeting the requirements as outlined above. This individual will reinforce the basics of
defensive driving and the handling of the specific vehicle they will be operating. 'lime is also
spent as a participant/observer.
Following are some of the components of the behind- the -wheel training program:
♦ Basic vehicle handling skills including; starting, stopping, turns. and backing
♦ Proper loading and unloading procedures.
♦ Proper lock -down (equipment) and securing procedures.
♦ Paperwork requirements.
♦ Specific route training.
♦ Providing passengers with courteous and comfortable transportation.
• Proper use of the radios.
• Care and maintenance of the vehicle and equipment, accident procedures, dress
code.
• Special driving skills needed when transporting passengers.
• Special driving skills needed when driving in periods of rain and or unseasonable
weather.
During the behind- the -wheel training program, the trainee, under supervision, performs all
service driving, all paperwork and all radio communications.
Throughout the training program the qualified operator trainer is continually evaluating the
performance and personalities of candidates in an effort to recognize the individuals who have
the best chance to succeed. Not all people are able to deal with the demands of public transit.
The behind -the -wheel portion of the training program can be a very useful mechanism for
screening those individuals not suited for public transit service.
Rosemead Dial -A -Ride and Explorer Services Proposal
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rnanseo+rxna+coxctrrs
Transportation Concepts uses proven, effective, and up -to -date classroom procedures. By using
these techniques, correct procedures are reinforced and become automatic, thereby, reducing
the chance of error, particularly during emergencies.
This period may be extended if necessary to meet the individual needs and demonstrated skills
of the new driver. During this span of time, the operator trainer completes a Driver Evaluation
Form on the new driver, and meets with the new driver and the project
Manager at the end of this training phase to discuss the evaluation. Any
deficiencies are noted and must be .,ccttd before the driver is authorized
to operate without the senior driver on board.
Transportation Concepts' training program exceeds the training standards
established by all regulatory agencies. Our company's proprietary program uses materials from
the National Safety Council, Smith System, Amencan Red Cross, and the Transportation Safety
Institute. This comprehensive offering is another assurance that only the most qualified and
knowledgeable operators are placed behind the wheel.
Our drivers are often trained with endorsements exceeding the minimum requirements, as this
allows more flexibility within our Arms' operations. Operators are also required to maintain a
current medical card. Transportation Concept's keeps a database of all company drivers
together with the expiration of licenses and endorsements, thereby assuring contract and legal
compliance. we participate in the DMV Employer Testing Program and are in fill compliance
,nth their annual audits.
"transportation Concepts' on -going training program will ensure a safe operating environment
and address unsatisfactory operator performance, provide refresher training and safety
awareness for all operators , and provide training if an operator switches to a different sizeltypc
of revenue vehicle.
The company's training program also includes on -going in- service training for all of the
employees. This training includes monthly safety meetings, safety orientation for new
employees, and retraining as necessary for employees who have been involved in accidents. In
addition, drivers will conduct a one hour evaluation ride check with each driver at least once
every three months, and one hour refresher training on proper use of wheel chair lifts at least
once every 6 months. All preventable accidents result in retraining for the individual in an effort
to prevent recurrence of the accident. Training is customized for the individual based upon the
nature of their infraction.
pleax see ample training program below:
Rosemead Dial -A -Ride and Explorer Services Proposal
Pagc 44
rc=
TgAN5e4RIATION CONCEPTS
3vu'u +tnrloe Caua'r +. Snmple Snminv P.oer nm
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 45
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Rosemead Dial -A -Ride and Explorer Services Proposal
Page 45
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Rosemead Dial -A -Ride and Explorer Services Proposal
Pope 46
re
TPPNSPORTnTION CONCEPTS
Customer Service Training
Transportation Canetepu bAiem providing excdkne Customer Serwce has, been the backbone
of our opentamizI me r
Transportation Concepts infiltrates the idea that our goal is to deliver exceptional customer
service in all areas of or business. Our customers should experience customer satisfaction upon
every interactive, with any representative of our organization. Our program incorporates the
following principles
• Teaching importance of excellent customer service
• Developing the operators professional image
• Establishing positive relationships with customers
Each employee is required to review Customer service principles
and implement simple methods to ensure that they are projecting
a positive image and providing a pleasant experience for those
they come in contact with on a daily basis. The customer service
a
theme is common throughout our proposal, but more importantly, it will be our standard
operating principles in place for the Rosemead Dial -A -Ride and Explorer services. We
continuously strive for customer service excellence and provide tools to our employees so that
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 4]
Leon pins,"
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Customer Service Training
Transportation Canetepu bAiem providing excdkne Customer Serwce has, been the backbone
of our opentamizI me r
Transportation Concepts infiltrates the idea that our goal is to deliver exceptional customer
service in all areas of or business. Our customers should experience customer satisfaction upon
every interactive, with any representative of our organization. Our program incorporates the
following principles
• Teaching importance of excellent customer service
• Developing the operators professional image
• Establishing positive relationships with customers
Each employee is required to review Customer service principles
and implement simple methods to ensure that they are projecting
a positive image and providing a pleasant experience for those
they come in contact with on a daily basis. The customer service
a
theme is common throughout our proposal, but more importantly, it will be our standard
operating principles in place for the Rosemead Dial -A -Ride and Explorer services. We
continuously strive for customer service excellence and provide tools to our employees so that
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 4]
re
TRANSPORTATIC eWCEPTS
hry can deliver exceptional customer service. Our objectives for the program are described
aelow:
• Understand who your customer is
• Define exceptional customer servire for that individual (riding passenger, caller asking
for information, caller requesting a ride, etc.
• Identify the benefits of great customer service.
• Recognize barriers to the delivery of outstanding customer service.
• Demonstrate how to measure customer satisfaction levels and take corrective action if
needed.
• Learn techniques for dealing with angry or upset customers.
• Develop a personal action plan to improve customer service skills.
Knowledge goes a long way toward the delivery of exceptional customer service. It is critical that
each employee understand the service to Include time points, directions, customer base, and the
City of Rosemead's priorities and expectations. Fach employee should have extensive knowledge
as to how the system works and if they do not have an answer for the request at hand, provide
a valid resource for the requester.
Each employee will be coached on the value of effective communication and understanding that
everyone communicates differently. Maintaining composure and kindness may he difficult
sometimes but in the end. it always pays ofT.
The lesson "its not what you say but how you say it" is one that takes some people years to
learn. Our employees are coached on how to use language to its best advantage during
customer interactions. Special emphasis is placed on learning to say "no" in ways that reduce
conflict and eliminating phrases such as, "that's not my job," and "I dent know."
Not all customers are easy to deal with. However, realizing that there are times when the
attitude they come on the bus with or call on the telephone with has nothing to do with the
person on the receiving end. Using case studies from other transit operations, participants will
learn in this discussion how to effectively interact with angry customers, complaining customers-
Transportation Concepts' primary goal is to deliver exceptional customer service. If we are
fulfilling all of our contractual obligations, we should have extremely satisfied customers that
experience a pleasant, safe, and timely ride, as well as expedience and professionalism if they call
in for a reservation or need system information. Such concepts are a significant part of our day
at Transportation Concepts. We emphasize the importance of these concepts and how they can
assist in and out of the workplace.
Customer Service Programs
TC is committed to the highest level of customer service to customers of the Rosemead Dial -A-
Ride and Explorer services system. We have successfully capitalized on the same high standards
our company currently demands from all employees, especially those that interact with the
public. TC has years of experience in managing transit operations. Accordingly, when we
supplement our experience with proper hiring and continued training, we are confident our
employees will provide an environment that Fosters a safe, efficient, courteous, and quality
experience to each of the passengers that utilizes either the Rosemead Dial -A -Ride or Explorer
services service. A customized customer service training program for all employees (service
ambassadors) has been developed and will continue to be used with current employees as well
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 49
t
TEMPoRTATION CONCEPTS
as all new employees as a result of any turnover. Refresher training will be provided on an
annual basis.
Our customer service philosophy will emphasize that this is the responsibility of each employee,
and will include the following:
•professional Attitude — Wear specified uniforms that are clean and maintained. Be well
groomed and ready to work at designated times and positions. Be calm, energetic, pleasant and
polite Smile, make eye contact, and be committed to excellence.
•Superior Customer Service — Go out of your way to meet customer needs, providing
personalized service when appropriate. Work as an effective team member with an enthusiastic
attitude. Be able to take direction with minimal supervision.
•Effecttve Communication — Speak clearly and in a friendly tone of voice. Ask questions to
clarify customer's understanding, and assist any special needs passengers. Seek bilingual
assistance when necessary. Be an active listener and demonstrate attentiveness and sincerity.
•problem Solving — Handle and resolve difficult situations promptly. Be discrete, apologize to
the customer or driver, and suggest solutions. Remain calm and notify a supervisor when
necessary to keep a situation from escalating. Be a pro - active problem solver and anticipate
potential issues.
Customer Service Plan
TC draws upon its combined years of experience in developing effective customer service
programs inclusive of our current location. The customer is the most important person in our
business and the very reason we are in business. When they provide input we listen, whether
their input is a suggestion, complaint, or commendation. We take their input seriously and use
this information to improve the service we provide.
In order to maximize customer satisfaction, we incorporate the following `customer rights ":
• The customer receives prompt, friendly, courteous service and accurate information;
• The customer receives a smile and thank you:
• The customer is treated with respect and dignity, care and compassion;
• The customer will be kept informed during service delays and handled with extra care
• The custearner will receive prompt answers to his /her questions
We achieve this goal by promptly following up on any customer feedback. Suggestions, as well
as complaints, are very useful in upgrading our quality of service. All comments are responded
to promptly and courteously.
Customer Comments and Resolution Approach
The Customer Service process includes the acceptance and identification of customer comments,
investigations and response, tracking, and follow -up observations of all our transportation
operations.
Proactive Customer Response Action Plan
All customer service Feedback is responded to promptly and courteously. Customer comments
are generally received from the Following sources: telephone, written, personal contact and
surveys. The objective of the customer contact program is to be responsive to the needs of the
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 49
re
m.xvosun� catcce *s
rnbllc and to satisfaa.rily resolve each individual complaint based on its merits, and to do so
ryickly.
iach complaint received will be investigated and responded to within 24 hours. Whenever
>ossible, telephone complaints will be handled at the time they are received; however, when this
s not possible, an investigation will be initiated into the established procedures and how our
!mployee implemented these procedures. The opinion of the passenger will be considered
:arefully in resolving problems or disputes
4cceptance of Customer Comments
FC will have overall responsibility in conjunction with City staff to Follow -up on all customer
comments. Consequently, we work closely with all our drivers to ensure compliance within the
guidelines developed collectively with the City of Rosemead.
Identification Process
Utilizing the information on the Customer Comment Form, TC personnel will identify the
employee on the subject trip. After cronRrming positive identification of the employee, TC
personnel review the Incident Log to determine if any Bus Driver reported any problems.
In the event the information collected is inconsistent with the information on the complaint
(incorrect employee description, etc.); our personnel will investigate other possibilities. These
possibilities may include the review of earlier and later trips, the review of our camera system,
and other information that may help identify the correct incident/employer. If the identity is
indeterminable, the Project Manager will attempt to contact the customer to verify the
information on the form.
Continual Tnining Program
Transportation Concepts on -going training program will ensure a safe operating environment
and address employee performance, provide refresher training and safety awareness for all
employees, and provide training if an driver switches to a different sizeltype of revenue vehicle.
This training includes monthly safety meetings, safety orientation for new employees, and
retraining as necessary for employees who have been involved in accidents. In addition,
management win conduct a safety and performance evaluation ride check with each driver at
least once every go days, and one hour refresher training on proper use of wheel chair lifts at
least once every twelve months. All preventable accidents result in retraining for the individual
in an effort to prevent recurrence of the accident. Training is customized for the individual
based upon the nature of their infraction.
Monitoring by Pmjen Manager and Road Supervisor
On street monitoring consists of road observations and unobserved checks. Road observations
are unscheduled checks designed to monitor on -time performance, vehicle cleanliness, and safe
and courteous driving.
Transportation Concepts will consistently strive to insure that quality service is provided in the
operation of the Rosemead Dial -A -Ride and Explorer services. Here are some of the methods we
utilize to ensure quality control and a higher level of customer service than that of other
transportation providers:
Advanced Customer Service Training
The Company's expectations are clearly articulated to all employees constantly. The company's
primary objectives are to provide safe, courteous, professional and dependable service to every
Rosemead Dial -A -Ride and Explorer Services Proposal
P'c 50
Tc
rRAnseosranos ccnctrrs
customer. Knowledge of these objectives is reinforced in training.
Safety, attitude, on -time performance, customer relations, effective
communication, and appearance are all stressed as being our major
focal points. On an ongoing basis, the company reinforces that our
role is to serve our customers. Transportation Concepts infiltrates
s the idea that our goal is to deliver exceptional customer service in all
_ -- areas of our business. Our customers should experience customer
satisfaction upon every interaction with any representative of our organization. As mentioned
earlier, our program incorporates the following principles:
Teaching importance of excellent customer service
Developing the operators professional image
Establishing positive relationships with customers
Each employee is required to review customer service principles and implement simple methods
to ensure that they are projecting a positive image and providing a pleasant experience for those
they come in contact with on a daily basis. We continuously strive for customer service
excellence and provide tools to our employees so that they can deliver exceptional customer
service. Our objectives for the program are described below:
• Understand who your customer is
• Define exceptional customer service for that individual .
• Identify the benefits of great customer service.
• Recognize barriers to the delivery of outstanding customer service.
• Demonstrate how to measure costumer satisfaction levels and take corrective action
• I,eam techniques for dealing with angry or upset customers.
• Develop a personal action plan to improve customer service skills.
Transportation Concepts' primary goal is to deliver exceptional customer service. If we are
fulfilling all of our contractual obligations, we should have extremely satisfied customers that
experience a pleasant, safe, and timely ride, as well as expedience and professionalism if they call
in for a reservation or need system information. Such concepts are a significant pan of our day
at Transportation Concepts. We emphasize the importance of these concepts and how they can
assist in and out of the workplace. Our customer service philosophy will continue to emphasize
that this is the responsibility of each employee, and will include the following:
professional Attitude
Wear specified uniforms that are clean and maintained. Be well groomed and ready to work at
designated times and positions. Be calm, energetic, pleasant and polite. Smile, make eye
contact, and be committed to excellenre.
Superior Customer Service
Go out of your way to meet customer needs, providing personalized service when appropriate.
Work as an effective team member with an enthusiastic attitude Be able to take direction with
minimal supervision.
Rosemead Dial -A -Ride and Explorer Services Proposal
page 51
re -
TRANSPOR TA7ION ceslllTS
Effective Communication
Speak clearly and in a friendly tone of voice. Ask questions to clarify customer's understanding,
and assist any special needs passengers. Seek bilingual assistance when necessary. Be an active
listener and demonstrate attentiveness and sincerity.
problem solving
Handle and resolve difficult situations promptly. Be discrete, apologize to the customer or
driver, and suggest solutions. Remain calm and notify a supervisor when necessary to keep a
situation from escalating. Be a pro active problem solver and anticipate potential issues.
Monitoring by Project Manager and Loral Road Supervisor
On street monitoring consists of road observations and
unobserved checks. Road observations are unscheduled checks
designed to monitor on -time performance, vehicle cleanliness,
and safe and courteous driving.
Vehicle and Driver Appearance
The cleanliness of the vehicles that are used for the provision of transit service is an important
indicator to the passengers of the quality of the service. Vehicle cleanliness will be monitored
daily via rollout inspection. A roll out inspection is conducted monthly by the Project Manager
to evaluate cleanliness of buses and attire of drivers and dispatchers.
Bus stop observation includes ongoing monitoring to insure that the image
of the service is professionally represented by the cleanliness of each bus
stop. On an ongoing basis the Supervisor and/or Project Manager will
monitor the condition of all bus stops. In addition, Drivers are instructed to
notify dispatch if any vandalism, graffiti, or just a need to be cleaned is in
order. In turn, TC staff will notify the City of any bus stop that is need of some TLC.
With approval of the City of Rosemead, Transportation Concept's
employee uniforms will consist of navy blue slacks or shorts in summer,
light blue uniform shirts with the City of Rosemead embroidered logos,
dark blue jacket, black shoes and an employee identification tag, worn at
all times on the front pocket area of the uniform shirt of jacket. Each
employee will be required to be in full uniform at all times while in
performance of their duties. uniforms will always be clean, free of spots,
and pressed, and consistent with the Rosemead Dial -A -Ride and Explorer
service requirements.
Support Persormel Training
Transportation Concepts has defined our mission to be Focused and
stomer oriented as well as to be the safest and most reliable supplier
#&-ca
of high quality passenger transportation service. We understand that
our greatest resources in fulfilling this mission are our employees. We
believe that we must work through the first -line employees; our
operators, staff, and mechanics, to provide the quality of service, safety,
t our customers expect Our supervisor selection process is designed to
identify employees who understand our mission and are committed to fulfilling its aims.
Rosemead Dial -A -Ride and Explorer Services Proposal
Pegs 52
IV
TRAHSPMTA ➢04 M@ -PTS
Managers and Supervisors
To achieve these goals, we must equip our first and second -level managers with leadership skills
that they can use evely day. Therefore, we have undertaken a training process to help these
managers develop the skills they need. Every supervisory employee receives "Interaction
Management' training. This training develops the skills they need to coach, develop and lead
others.
Managers receive training in such areas as:
•
The foundation of leadership skills
•
Reinforcing effective performance
•
Coaching for success
•
Improving work habits
•
Resolving conflict
•
Improving employee performance
•
Using effective follow -up
•
Maintaining improved performance
•
Using effective corrective action
Utilization of Surveys
Pawengers
Since TC began contract services we have implemented simple passenger
surveys on selected trips during specific periods throughout the year.
The information received from these surveys can help to measure the
riders' level of satisfaction.
Employee
Effective proactive relationships with employees are necessary to
establish a mutual level of confidence and respect. interpersonal
communication that is open and honest is a necessary ingredient in
order to form a trusting relationship. We have found that making our
employees feel valued through the active participation of an employee
survey is a strong motivator, which can help to heighten performance
levels. We conduct employee surveys annually at this location.
City of Rosemead Transit Manager
Reeeiving clear and honest feedback from our clients provides our
organization with an additional tool to ensure we are on track towards
OSE q our goal of 100% satisfaction. Mr. Rich Rogers, our Chief Operating
QOffice, condncts the survey on an annual basis. The survey is designed
to provide feedback in both a quantitative and qualitative manner.
Results of this survey will be shared with the project Manager and local staff. Any area not
exceeding expectations is collectively discussed with a follow up action plan designed to bring
about any needed improvements.
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 53
JV
rAnN$PORiPTION CONCEPTS
P. Data Collection and Reporting
Daily and Monthly Operations Reporting
Transportation Concepts Vehicle Operators will record their daily operations on a daily Driver
Trip Sheet. These Trip Sheets will be turned into the Dispatcher at
the end of their shift. The Dispatcher will perform a review of the
Trip Sheet when it is turned in to ensure that all of the primary
information is recorded. Subsequently the information from the Trip
Sheets will be entered into a spreadsheet by the staff. All of the
information from the Trip Sheets will be entered into the spreadsheet
within one day of service and will be available for City review within
Linea days of service.
At the end of each month, Transportation Concepts will also prepare a Monthly Operating
Report that will include information on all of the Operating Data as required or desired by the
City of Rosemead. This report will be submitted to the City within to business days following
the end of the month.
Transportation Concepts typically develops a customized reporting system to accurately provide
specific data to meet all requirements. In review of the incumbents reporting format, it is
comparable to those we provide for other clients. Moving forward, we will work with the City to
either duplicate what has been currently provided or develop a location specific report tailored
to the needs of the City of Rosemead. Additionally, our scheduling software will enhance this
ability as it can be utilized to provide NTD sampling. This combined with the existing data base
affords the City to be confident that TC will continue to provide all necessary data
requirements
Other Required Reports
Transportation Concepts will submit reports on a weekly and monthly basis to include a
summary of significant achievements and challenges, as well as recommended sukttions or action
plans to enhance situational issues based upon agency needs. Reports will include but not be
limited to hours and miles, accidents /incidents, Complaints and commendations,
vehicle
maintenance repair and I'Ml tracker, drug and alcohol testing (quarterly), and dispatch logs (if
requestad). All statistical information as required by /NTD will be incorporated into a weekly or
monthly summary.
Daily Fare Collection
Farebox procedures at Transportation Concepts have been carefully developed and tested. We
guarantee the integrity of the collection process and the transfer to the selected financial
institution. We will provide the agency with reports relative to daily ridership and actual cash
collection data
" Our revenue collection and reconciliation procedures are designed to minimize
the potential for abuse. ithis is in response to our responsibility to safeguard
our clients financial rescurced.
Our system as described below is based upon the principles of limited access,
specific individual accountability as well as team responsibility of monies prior
to deposit. We will monitor daily fare collection activity from the route
operator through transfer to the bank by way of armored car transport.
Should reconciliation identify losses we will act immediately to identify the
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 54
TB se
TaAN ONTATIC CCNCIP7S
t
source of the toss and apply appropriate measures to correct the situation.
Fares are charged to passengers as specified by the City of Rosemead. All revenue is to be
controlled and accounted for in accordance with standard cash handling, fare retrieval and
accounting practices. Periodic audits are conducted and analyzed for validity of process. Any
shortfalls are addressed and adjusted as necessary.
Parebox procedures are described below:
Sign -In
Each vehicle will be equipped with a Diamond type farebox provided by the City. The vault
associated with the farebox /bus number is recorded so that revenues for each specific bus can
be reconciled with the assigned driver's trip sheet. All revenue collecting, with the exception of
transfers, is processed through the farebox.
Security Key Control
Key control will be the responsibility of the Project Manager. Vault keys will be stored in a safe.
Only the Project Manager and the Dispatcher will have access to the vault keys. No vault keys
are permitted to be taken off property.
Vaults
Vaults will be dropped and secured in the safe for count the next morning. A replacement vault
will be placed safely and securely bark into the vehicle for service the next day. The dropped
vaults will be put into the safe for the night. Each morning, the monies will be counted in the
Dispatch room in the presence of the manager or supervisor and coordinated for deposit in the
bank. The Project Manager will be held accountable for reconciliation.
Rosemead Dial -A -Ride and Explorer Services Proposal
Pays 55
re
TRANSPORTATION CONCEPTS
Q. Transition Plan and Time Schedule
Transportation Concepts (TC) realizes that a smooth transition to a new contractor is critical to
the overall success of the operation. It is our chance to make an outstanding "first impression'.
We take this very seriously as this will set the tone for public perception which not only reflects
on TC but on the City of Rosemead as well. This is a tremendous responsibility and our
approach to transition is one of dedication and commitment to ensure that the outlined service
will start up on a positive note with the operations service provider that continues throughout
the term of the contract. We realize this may be a sensitive issue for employees currently
operating the service. Our intention is to be efficient yet empathetic to the situation and those
involved.
TC operates several contracts that involved an initial transition from public to private operator,
From competitor to TC, or new service altogether. In addition, the nature of this business
requires the need to transition from day to day on many levels day to include: the addition of
service, route revisions, new employees, implementation of new policies, new technology, or new
contractual obligations. even traffic or weather conditions can facilitate the need for making a
transition. TC believes the most important element of effectively carrying out a designated
"transition- is open, clear. and consistent communication. If all of the people involved in
implementing a transition along with all of the people who will be affected by the transition are
informed and prepared to make the transition, we are guaranteed success.
This is where the Strength of our people makes the difference. Our team brings extensive
experience, professionalism, and commitment and a history of performance excellence in
transitions similar to the Rosemead Dial -A -Ride and Explorer services. We recognize that the
City's services are unique with several distinctive characteristics. However, the City's operational
requirements relative to the transit service are familiar to us as we have hands on experience in
every application proposed for this service.
We have assumed a Sunday, November i, 2015 Start up. We would like to hold a meeting with
the City Staff immediately upon contract award. Our plan will be adjusted based on any
schedule changes initiated by the City of Rosemead. Additionally, the plan will be further
tailored upon coordination with the City and the current provider.
In an effort to facilitate the most positive service transition possible, Transportation Concepts is
offering that Marvin Williams, our proposed Project Manager is available immediately upon
contract award as well as Brian Connell, our Area Regional Manager and Milton Jenkins, our
Director of Maintenance. This team will he supported by Rich Rogers, our COO.
Mr. Rogers has over thirty years of experience and has worked on numerous contract start ups,
all of which achieved successful results.
Described below are the elements necessary for a smooth transition and implementation. The
primary ingredient to a successful transition is the establishment of a respectful partnership
between TC and the City of Rosemead. This requires communication, working together as a
team, final clarification of and negotiation of the contract, and establishing common goals. In
order to ensure that we accomplish these things, we will assign various members of the local
and support team duties and responsibilities required to ensure each identified milestone is met
and all items necessary for contract transitions are carried out. A master plan will be
distributed to our team and team members will be held accountable relative to their
assignments.
Rosemead Dial -A -Ride and Explorer Services Proposal
Pas 56
re
.ncasros'Anau cosceers
Workforce
Through our existing operations in the Los Angeles County area and through our proposed
team, we have a sound understanding of the service area, in addition to the nature of the
service, the regulatory issues governing the service, and the relationship that must exist between
the Contractor, the City of Rosemead and the community we serve.
Transportation Concepts will offer to retain all of the existing employees of the prior contractor
contingent upon their success in meeting our hiring standards.
Transportation Concepts has been through many of these types of transitions. We have a solid
approach to hiring and retaining existing employees. We will coordinate with the City as to the
appropriate method of outreach to the existing employees for informational purposes. We will
set up a hotline in which existing employees can call in and leave a message as to any questions
or concerns they may have. Someone on the transition team will return their call within 24
hours.
Transportation Concepts will begin orientation training classes as necessary to ensure 100%
service provision on day one.
Our training approach will ensure that a sufficient number of Operators are trained and ready
on our first day of service. This is the same philosophy to accommodate any turnover
experienced during the term of the contract. Transportation Concepts has assumed an average
of 2096 turnover throughout the term of the contract.
Training Staff
The local start up team will be led by Marvin Williams, who will be responsible for the
coordination of all training efforts during the transition phase and throughout the duration of
the contract Marvin will work directly with the City to ensure all safety and training elements
are properly addressed.
Adminiaretive Duties
Administrative requirements such as the dissemination of operating materials. the development
and maintenance of detailed employee Ales, creating and keeping an extensive library of training
materials and setting up payroll are significant factors during the transition. All administrative
functions will be handled locally under the direction of Brian Connell in conjunction with
Marvin Williams. Brian and Marvin will work with their team to ensure the establishment of
accounts, the establishment of petty cash funds, credit card accounts and payroll, the
identification and implementation of the billing process, creation and maintenance of both
employee files and training library, setting up the purchase of any capital and initiation of
insurance coverage, any additional office supplies. coordination of cleaning process for system
vehicles, fare collection and revenue procedures, and banking. Going forward this will be
handled by Marvin throughout the term of the contract.
Operational Items
Transportation Concepts is successful due to the ability to be flexible and effectively manage day
to day operations. We are proposing a very hands -on. team oriented operational approach to
this project. Due to the size of our company and our strategic approach to pursue
opportunities that are a good fit for the organization, we will have the ability to give this project
very personal attention from the top of the organization and beyond. This will be evident in the
overall performance of the service and the impact on the community.
Rosemead Dial -A -Ride and Explorer Services Proposal
Vage 57
Ae
�eroar.,�a�ro14etrTe
Maintenance Items
Miltnn Jenkins will coordinate all maintenance related issues with Penske Fleet Services during
the transition phase to include equipment line inspections and acceptance inspections, shop
preparation for vehicle fleet, a formal plan relative to electronics and technology maintenance
and safety protocols, Technician training, and coordination with the City of Rosemead relative to
the vehicle inspections, vehicle files and the VMS.
Transportation Concepts truly believes in teamwork, among our employees and with the clients
we serve. We approach contracting as a true partnership to provide the greatest good to the
community. This philosophy will drive the entire process and greatly benefit the service in the
long tun. Our goal with the City of Rosemead in this case is to assist in making the service
transition as smooth as possible, focus on customer service. and of course operate the most
productive service possible. In an ever - changing environment, there is always room for
improvement, and we at TC will continuously strive for improvement that will result in a
successful operation. Transportation Concepts clearly understands the expectations of the
Rosemead Dial-A-Ride and Explorer service and currently has all personnel and operational
expertise already in place to transition operators in a seamless manner upon signing a new
contract.
It should be noted, that techmial resources are also provided to the City at no additional cost
through our corporate staff in the areas of consulting, system planning and analysis. TC is open
to provide any additional assistance needed upon discussion. As pan of our planning process,
Transportation Concepts generally provides an operational audit after the first 90 -120 days of
service. At that time, we will meet with City Staff and discuss our findings. We are usually able
to make suggestions relative to system efficiencies. Our policy is to work in partnership with
the City of Rosemead to discuss potential changes initiated by TC or the City. Either way, our
approach to implementation is to develop an action plan and communicate that action plan to
anyone that will be affected by the change. Transportation Concepts has extensive experience
working with our clients to implement service changes. We will demonstrate the same level of
dedication and commitment to the City of Rosemead
Our detailed timeline as well as our detailed timeline depicting key dates and events for
Contract Transition and Stan up of the Rosemead Dial -A -Ride and Exporer Service
is on the following page
Rosemead Dial -A -Ride and Explorer Services Proposal
Page 58
To
7AANSPORTATION CCNCZPTC
Peps
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Sq 15 -Cmld Babyr ablbameadornwady maraud
Sep 15 -Seam wbm v vanes 8 aw n 4lut
Sap 15 -161Me lea Penske Oftce, ad W Nmible
Sep 21- Sedreel i pa kanae and dR-Im nb set up nemsary adcouds
Sep 26 -Be,W ax et p, empbyee hkm.Rmlex axaslate inc aatims
Sep 29- Begin kno al d idavnea graemc6dy, prpreN wt tlink:eM baIX9murd dvam
Sep 2a -Begs kaibeq fa Wp a9 emal MAd
Sep 30 S"addI p,Med,Mdmnndand gnaassary
Sep -Sand aM Cj BmptYwNMpupand eras physeGa
Od 5 - Med wah Giry of Rmemeae, uptlele send up proms, sd up tvaing pmcass
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Od 5 -Begin 90 Training Inc new arymyms, awn disptrn aaaang totes M stiff
Ild a - Check m upin" Webs: anfmm Penske mminzldn pumas in paw
Od9 -S up paws system- mablwh M. 6m1n9 a3aekdm
Oct 9 - Order un aams M Sens, dalrbde un Bam seer he exsting amployam
Oc11 S. Cmrgnle iinadie,n of a and Fambdxes and re5man mvanue rehidm wen Palos
Oa 15 -Auer operaeon ew nainn.. ales fa mmpnbwss
(c23 - Fnakxe training, ans d apdim ere in place
Od 15 -Esurm menlananm madna6w pamsawlm PaaakdPeep,
Od 23- Ensure s wued pd SQan and paying Miiipramsisin dace
Od 26-TC employee t, Cm kBBOua upaax analixe emdraaewrk assignwenm
Od 26- Preymerepodbaper Ze pokdm and pomiures
Od 26- Emdoywa film in plow
Od 26 -Cwfirm pse dbWnm aroma
Od 26 -Cmhm faatiy materials anddpkaps
Od 38 - Finalixa adan if ImNdnape eseepaalary manual
Od 30- Final6ral w unp pyeebuld, nsmary notices posted
Od 30- Finaldaedcw P cedm,
Od 30 -Ensue seoadly p dsenee dwpbYatl
Od 30-Nal wim Ciy of Rosemead
Od 31- Final Walk City ugh III aap'sea Rosanmdservice
Od 31-Fnal Welk Fragb aN emdpyle medr inwt proaduresl Empbyae ImayMMM @andr.
confirm all apatems in piam
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Rosemead Dial -A -Ride and Explorer Services Proposal
Page 59
rvauscos -nnary cauctrrs
R. Required Forms
Inchsded in this section are all other required farm.
• Connara Contact lofonnitlon - F. B
• Addenda Ackrovdedgemem - Form C
• Non- Collosion Affidavit for Contactor — Form D
The Client Reference - Form E can be found in proposal Section A.
The Rosemead Coat Pnopnesl- Form A can be found in proposal Section C.
Rosemead Dial -A -Ride and Explorer Services proposal
Page 60
FORM B
PROPOSER CONTACT INFORMATION
Proposer
Firm Name: Transportation Concepts
Authorized Representative Name: Rich Rogers
Authorized Representative Title: COO
Telephone Number: 949 864 -3493
Email Address: rrogers @transportation - concepts.com
Secondary Contact Name
Secondary Contact Title:
Telephone Number:
Email Address:
Is Firm a qualified DBE?
Annual Dollar value of par
Subcontractors to Proposer
Gill Barnett
President
949 753 -7525
gbarnett@pcioc.com
X No ❑ Yes, Qualifying Agency
icipation: $
Firm Name:
Penske
Address:
1500 S. Greenwood Avenue
City, State, Zip
Montebello, CA 90640
Authorized Representative Name: Craig Winchell
Authorized Representative Title:
Regional Account Executive
Telephone Number:
714 228 -5986
Email Address:
Craig.Winchell @penske.com
Work to be performed:
Maintenance on City owned vehicles
Is Firm a qualified DBE?
X No ❑ Yes, Qualifying Agency:
Annual Dollar value of participation:
$80,000
Firm Name:
Address:
City, State, Zip
Authorized Representative Name:
Authorized Representative Title:
Telephone Number:
Email Address:
Work to be performed:
Is Firm a qualified DBE? ❑ No ❑ Yes, Qualifying Agency:
Annual Dollar value, of participation: $
Attach additional pages as necessary.
FORM C
ADDENDA ACKNOWLEDGEMENT FORM
PROPOSER: Transportation Concepts
PROPOSER acknowledges that it has received and read the following Addenda:
Addendum # t
Signature
Addendum # /
Signature
Addendum #
Signature
Addendum #
Signature _
Addendum #
Signature
FORM D
NON - COLLUSION AFFIDAVIT FOR CONTRACTOR
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
Rich Rogers declares and says:
1. That he /she is the (owner, partner, representative, or agent)
of Transportation Concepts hereinafter referred to as
(CONTRACTOR) or (subcontractor).
2. That he /she is fully informed regarding the preparation and contents of this proposal
for certain work in the City of Rosemead, State of California.
3. That his /her proposal is genuine, and is not collusive or a sham proposal.
4. That any of its officers, owners, agents, representatives, employees, or parties in
interest, including this affiliate, has not in any way colluded, conspired, connived or
agreed, directly or indirectly, with any other CONTRACTOR, firm, or person to submit a
collusive or sham proposal in connection with such contract, or to refrain to submitting a
proposal in connection with such contract, or has in any manner, directly or indirectly,
sought by unlawful agreement or connivance with any other CONTRACTOR, firm, or
person to fix the price or prices in said proposal, or to secure through collusion,
conspiracy, connivance, or unlawful agreement any advantage against City, or any
person interested in the proposed contract; and,
5. That the price or prices quoted in the proposal are fair and proper, and are not
tainted by any collusion, conspiracy, connivance, or unlawful agreement on the part of
the CONTRACTOR, or any of its agents, owners, representatives, employees, or
parties in interest, including this affiliate.
I certify (or declare) under penalty of perjury, that the foregoing is true and correct.
Dated this 15th day of June 2015, at Orange , California.
Signed:
Title: Chief Oper irg cer
TRANSPORTATION CONCEPTS
June 26, 2015
Matt Hawkesworth
Assistant City Manager
City of Rosemead
8838 E. Valley Blvd
Rosemead, CA 91770
RE: Response to Proposal Clarification Questions —Rosemead Transit System
Dear Mr. Hawkesworth,
Pursuant to your request, the following is additional information related to our proposal for the
Management and Operation and Maintenance of the Rosemead Transit System:
Clarifying Question #1 (proposal n.10 /Sraffine)
Please clarify the supervisory /management responsibilities that your proposed Project Manager,
Marvin Williams, will have in addition to Rosemead Transit and whether he will be assigned
fulltime to the Penske Montebello facility
TC Response:
Marvin Williams our proposed Project Manager will have ultimate responsibility for the success
of the day to day operation of the Rosemead Transit System. He will manage all personnel
assigned to this operation and will be assigned full -time to the Penske Montebello Facility. In
addition to the management of the Rosemead Transit system, Marvin will provide oversight of our
company's safety and training program.
Clarifying Question #2 (proposal P.11 /Staffrne)
Your proposed staffing relies significantly on use of Part -time employees. Please explain the costs
and benefits ofpart -time employees to the operation ofRosemead Transit
TC Response:
It is our intent to hire as many of the incumbent employees, whether they are full time or part time
as long as they are qualified and interested in continuing on the Rosemead Transit team. For
purposes of our proposal we anticipated 8 full time and 4 part time drivers to cover the 7 day
service schedule. If TC is the selected firth and we find that there are currently more full time
drivers than what was projected, we will adjust to accommodate. In today's employment market
we do prefer to hire full time over part time employees since that does tend to support a stable
workforce by reducing employee turnover. Relative to our office staff FT /PT mix, we intend to
hire 4 full time employees. One of those FT individuals will serve as a part time dispatcher as well
as part time road supervisor. With regard to the service worker, we currently have a part time
service worker who will become full time with the additional part time work time with the
Rosemead Transit contract, however only a portion of his time will be applied to this contract.
12 Mauchly, Bldg. 1 [ Irvine, CA 92618 1 (949) 864 -3480 1 Fax (949) 864 -3280
Page 2 of 4
Clarifying Question #3 (proposal nape 11 1S1a( fin¢)
Your staffing also shows only I Part -Time Road Supervisor. How will Transportation Concepts
supervise a 7 day per week operation with only one part -time person?
TC Response:
Pursuant to section 3.12 Road Supervision of the REP, it is expected that the contractor shall
provide road supervision as necessary to monitor drivers and vehicles and assist drivers in revenue
service. Transportation Concepts supervision plan for the Rosemead Transit system provides our
proposed full time Project Manager and a scheduled part time Road Supervisor to accommodate
supporting/monitoring our drivers. In addition, each of the Dispatchers assigned to this system will
be cross trained to provide road supervision support and monitoring in the event they are needed.
Also, our Area Regional Manager, Brian Connell will also serve as a resource in the event he is
needed.
Clarifvine Question #4 (proposal p.15- 16/Reoortine)
Please provide a sample Monthly Management Report that meets the reporting requirements of
the RFP.
TC Response
Included in this response is a extremely comprehensive Monthly Management Report that
Transportation Concepts provides one of our existing clients. We would work with City Staff to
develop a tailored report that meets all of your requirements for the Rosemead Transit System.
Clarification Question #5 (proposal p. 27+ 1Maintenance)
Transportation Concepts proposes that vehicle maintenance be carried out by Penske Truck
Leasing Co. Please explain and document the qualifications and experience of Penske 's managers
and staffat the Montebello location in maintaining specialized transit vehicles and their systems —
passenger lifts, fareboxes, radios, digital header signs, etc.
TC Response
Penske's District Manager, Mr. Jerry Perez, who oversees all maintenance activities at the
Montebello location, has current responsibility for more than 30 buses in the local area. These
include buses for the Los Angeles County Sherifrs department, as well as shuttle buses operated
by ABM and ACE parking. In addition, our Director of Maintenance, Milton Jenkins will be
ultimately responsible for the quality assurance aspect of the Rosemead Transit fleet. He will work
with the Penske Montebello maintenance team to insure that all repairs are being completed to our
standards. Milton will also be a technical resource to Penske if the need arises.
Penske has developed a comprehensive maintenance program exclusively for buses. A copy of
their inspection form is attached. TC's intent is to work in partnership with Penske in enhancing
their program if needed to meet any specialized equipment, and, providing ongoing audits of their
repairs through quality assurance inspections conducted by Milton Jenkins.
Clarification Ouestion #6 (proposal p.27 /Maintenance)
Do you work with Penske on any other transit projects? Please identify and provide client
contacts if not already in your proposal.
12 Mauehly, Bldg. I I Irvine. CA 92618 1 (949) 864 -3480 1 Fax (949) 864 -3280
Page 3 ur4
TC Response:
TC does not have a current contractual relationship with Penske. Over the last several years we
have proposed several partnerships with Penske on procurement opportunities that have not been
awarded to our firm, mainly due to price. Penske's costs are higher than most in -house programs
but in evaluating the needs for the Rosemead Transit system we determined that due to the size of
the fleet, Penske could be affordable. We do have experience with vendor maintenance. Our City
of Corona operation utilized a maintenance vendor for several years and our City of Glendora
currently utilizes a vendor for maintenance on their buses, with TC providing oversight of that
Program.
Penske has been maintaining buses for more than 20 years. In the maintenance section of our
proposal we have listed several current transit client contacts that have a working relationship with
Penske.
Clarification Ouestion #7 (proposal P. 391Hiring & Personneb
Please provide a copy of your Employee Handbook as requested in the REP
TC Response:
Attached is Transportation Concepts Employee Handbook.
Clarification Ouestion #8 (proposal P. I Mnsurance)
Please confirm that Transportation Concepts will provide Physical Damage coverage on the City -
provided vehicles with a maximum deductible of SI0.000.
TC Response:
Yes, we will provide Physical Damage coverage on the City provided with a maximum deductible
of $10,000, which is our current policy deductable.
Clarification Ouestion #9 (cost proposal /Fired Costs)
Please explain what is included in and justify these cost items:
• Dispatch Scheduling Fee
• Phone System /Vehicle Radios
• Ofce Equipment
TC Response:
Dispatch Scheduling Fee - We anticipate that the monthly subscription cost for the Simpli
Transport system will be $500 per month during the first year with a 3% increase each year
thereafter.
Phone SvstemNehicle Radios - The Broadsmart phone system will be acquired under a lease
agreement with the anticipated pricing at $694 per month. The Vehicle Radios are priced as a
straight line depreciated item at $50 per month over a 60 month period.
Office Equipment — This includes both office furniture priced as a straight line depreciation item
of $84 per month over a 60 month period as well as a multi functional photo copier which will be
acquired under a lease agreement priced at $158 per month.
12 Mauchly, Bldg. I i Irvine, CA 92618 1 (949) 864 -3480 1 Fax (949) 864 -3280
Page 4 of 4
Thank you for the opportunity to be able to provide clarification to questions and additional
information related to our recent proposal submittal. We are excited to be under consideration as
the contractor of the Rosemead Transit System and look forward to the opportunity to further
demonstrate our ability to the selection committee during our upcoming interview on Wednesday,
July I".
Sincerely,
Rich ger
Chic O ting Officer
12 Mauchly, Bldg. I I Irvine, CA 92618 1 (949) 864 -3480 1 Fax (949) 864 -3280
TRANSPORTATION
CONCEPTS
EMPLOYEE HANDBOOK
JANUARY 2009
Dear Fellow Employee
Welcome to our Company! We are pleased to have you join us in our commitment to provide
the highest level of quality transportation services to each of our customers.
Our ability to achieve this commitment is dependent upon your excellent job performance. As
an employee of Transportation Concepts, the quality of your performance plays a key role in
determining your future and the future prospects of our Company. We are in the business of
providing service and our continued success depends upon how we measure up to our customers'
expectations. As a front line service provider, our customer's first impression of you has much
to do with their view of our Company.
This manual has been prepared to familiarize you with our Company and provide some
guidelines regarding your employment. While this manual will serve as a good source of
information, it is not an all- inclusive manual.
As circumstances change, Transportation Concepts may revise, supplement, or delete any
policies or portions of this manual. We will endeavor to keep you informed of all such changes.
We encourage input from our employees. We furnish you with guidelines for your performance,
but if you feel there is a better, more efficient way to do things we want to know about it and we
welcome your suggestions. Because we operate in a very competitive industry, our future
depends on our ability to work together to exceed our customers' expectations.
We are glad that you have joined our team, and look forward to your contributions towards our
continued success.
Sincerely,
Gill Barnett
President
Transportation Concepts
JANUARY 2009
ABOUT THIS HANDBOOK
As with any job change, you will experience a period of adjustment. You will
want to know what you can expect from our Company and what will be expected
from you. You may have questions about your job duties, your benefits, and the
general operation of our Company. We have prepared this Handbook to assist you
in finding the answers to many of these questions. However, we do not expect this
Handbook to answer all of your questions. Your supervisor will be your primary
source of information.
This Handbook is provided as a guide you may use to familiarize yourself with
Transportation Concepts. It is provided and intended only as a helpful guide. The
Handbook is not, nor should it be considered to be, an agreement or contract of
employment, express or implied, or a promise of treatment in any particular
manner in any given situation. This Handbook states only general Company
guidelines. To the extent anything contained in this Handbook conflicts with an
applicable collective bargaining agreement, the collective bargaining agreement
governs. The Company may, at any time, in its sole discretion, modify or vary
anything stated in this Handbook — except as required by law, and except for the
rights of the parties to terminate employment at will, which may only be modified
by an express written agreement signed by you and the President of the Company.
This Handbook supersedes all prior handbooks, manuals, policies, and procedures
issued by Transportation Concepts. Any violation of the policies and/or
procedures set forth in this Handbook may result in disciplinary action, up to and
including termination.
JANUARY 2009
1. COMPANY POLICIES ..................................................... ..............................2
A.
Equal Employment Opportunity Policy .................. ..............................2
B.
No Harassment/Zero Tolerance .............................. ..............................2
C.
Third -Party Complaints of Harassment or Discrimination ...................5
D.
At -Will Employment ............................................... ..............................5
E.
Employment Definitions ......................................... ..............................6
F.
Employee Records ................................................... ..............................6
G.
Employment Relationship ....................................... ..............................7
H.
Drug Testing ............................................................ ..............................7
I.
Employment Applications ....................................... ..............................7
J.
Employment Reference Requests ............................ ..............................8
K.
Conflict of Interest Policy ....................................... ..............................8
L.
Confidentiality ......................................................... ..............................9
Il. GENERAL POLICIES ..................................................... .............................11
A. TC Standards of Integrity and Personal Conduct ... .............................11
B. Solicitation and Distribution ...................... ......................................... I 1
C. Employee Referral Plan ......................................... .............................11
D. Use of Company Telephones ................. ............................................. 12
E. Personal Belongings ............................................... .............................12
F. Transfer Career Advancement ............................... .............................12
G. Problem Solving Procedures .................................. .............................12
H. Leaving Transportation Concepts .......................... .............................13
I. Use of Equipment ................................................... .............................13
J. Return of Company Property ................................. .............................13
i JANUARY 2009
K. Uniform Policy ....................................................... .............................14
L. Drivers License/ Permits ......................................... .............................14
III. EMPLOYEE BENEFITS ................................................. .............................16
A. Vacation Pay and Benefits ..................................... .............................16
B. Holidays .................................................................. .............................17
C. Medical Insurance Coverage .................................. .............................17
IV. ABSENCES FROM WORK ............................................
.............................20
A.
Jury Duty /Court Appearances ................................
.............................20
B.
Military Leave ........................................................
.............................20
C.
Personal Leave .......................................................
.............................20
D.
Family and Medical Leave .....................................
.............................21
E.
Pregnancy Disability Leave ...................................
.............................33
F.
Rehabilitation Leave ...............................................
.............................34
G.
Literacy Assistance .................................................
.............................35
H.
Bereavement Leave ................................................
.............................35
1.
Voting Time Off .....................................................
.............................35
J.
Time Off For Military Spouses ..............................
.............................35
V. PROFESSIONAL CONDUCT ......................................... .............................38
A. Personal Appearance and Grooming ...................... .............................38
B. Attendance .............................................................. .............................38
C. Work Schedule ....................................................... .............................41
D. Punctuality .............................................................. .............................41
ii JANUARY 2009
E.
Use of Time Clock ................................................. .............................41
A. Time Keeping .........................................................
F.
Smoking Policy ...................................................... .............................41
.............................49
G.
Visitors ................................................................... .............................42
D. Payroll Deductions .................................................
H.
Drug and Alcohol Free Workplace ........................ .............................42
.............................50
I.
Employment of Rel atives ....................................... .............................42
G. Mileage Reimbursement ........................................
J.
Non - Fraternization ................................................. .............................42
K.
Workplace Conduct ................................................ .............................43
L.
Security Inspections ............................................... .............................46
M.
E -Mail, Voicemail, Internet and Computer Network System .............46
N.
Workplace Violence Prevention ............................. .............................46
VI. COMPENSATION ...........................................................
.............................49
A. Time Keeping .........................................................
.............................49
B. Overtime .................................................................
.............................49
C. Paydays ...................................................................
.............................49
D. Payroll Deductions .................................................
.............................50
E. Work Day ...............................................................
.............................50
F. Work Week .............................................................
.............................50
G. Mileage Reimbursement ........................................
.............................50
VII. WORKPLACE SAFETY ................................................. .............................52
A. Safety Policy ........................................................... .............................52
B. Safety Rules ............................................................ .............................52
C. Accident Definition ................................................ .............................53
D. Accident Reporting ................................................. .............................53
iii JANUARY 2009
E.
Passenger Injuries and Incidents ............................
.............................53
F.
Accident Classifications .........................................
.............................53
G.
Evaluating Accidents ..............................................
.............................53
H.
Re- Training ............................................................
.............................54
I.
Safety Point System ...............................................
.............................54
J.
Safety Points Accumulation ...................................
.............................55
K.
On- the -Road Supervision .......................................
.............................55
L.
Workers' Compensation .........................................
.............................55
VIII. ACKNOWLEDGMENTS ................................................ .............................56
A. Acknowledgment for training and receipt of Transportation Concepts'
No Harrassment Policy ............................................................... .............................56
B. Acknowledgment for training and receipt for Employee Handbook..56
iv JANUARY 2009
Section I
COMPANY POLICIES
JANUARY 2009
i. COMPANY POLICIES
A. Equal Employment Opportunity Policy
Transportation Concepts is an equal opportunity employer. We enthusiastically
accept our responsibility to make employment decisions without regard to race,
religious creed, color, age, sex, sexual orientation, gender identity, national origin,
religion, marital status, medical condition, disability, military service, pregnancy,
childbirth and related medical conditions, or any other classification protected by
federal, state, and local laws and ordinances. Our management is dedicated to
ensuring the fulfillment of this policy with respect to hiring, placement,
promotion, transfer, demotion, layoff, termination, recruitment advertising, pay,
and other forms of compensation, training, and general treatment during
employment.
Any violation of this policy will not be tolerated and will result in appropriate
disciplinary action, up to and including termination. If an employee believes
someone has violated this policy, the employee should bring the matter to the
attention of the [ ] or
[ ] [ Phone: ].
The Company will promptly investigate the facts and circumstances of any claim
this policy has been violated and take appropriate corrective measures.
No employee will be subject to, and the Company prohibits, any form of
discipline or retaliation for reporting perceived violations of this policy, pursuing
any such claim, or cooperating in any way in the investigation of such claims.
Reasonable Accommodation of Individuals With Disabilities:
Transportation Concepts recognizes and supports its obligation to reasonably
accommodate job applicants and employees with disabilities who are able to
perform the essential functions of the position, with or without reasonable
accommodation. Transportation Concepts will provide reasonable accommodation
to otherwise qualified job applicants and employees, unless doing so would impose
an undue hardship on the Company.
An applicant or employee who believes he or she needs a reasonable
accommodation of a disability should discuss the need for a possible
accommodation with his or her direct supervisor or Human Resources.
B. No Harassment /Zero Tolerance
TC does not tolerate harassment of ourjob applicants, contractors or employees by
another employee, supervisor, vendor, customer, or any third parry. Any form of
harassment on the basis of race, religious creed, color, age, sex, sexual orientation,
gender identity, national origin, religion, marital status, medical condition,
disability, military service, pregnancy, childbirth and related medical conditions, or
JANUARY 2009
any other classification protected by federal, state, and local laws and ordinances is
a violation of this policy and will be treated as a disciplinary matter. The Company
has zero tolerance for harassment and is committed to a workplace free of any
harassment.
Harassment Defined. Harassment as defined in this policy is unwelcome verbal,
visual or physical conduct creating an intimidating, offensive, or hostile work
environment that interferes with work performance. Harassment can be verbal
(including slurs, jokes, insults, epithets, gestures or teasing), graphic (including
offensive posters, symbols, cartoons, drawings, computer displays, or e- mails) or
physical conduct (including physically threatening another, blocking someone's
way, etc.) that denigrates or shows hostility or aversion towards an individual
because of any protected characteristic. Such conduct violates this policy, even if it
is not unlawful. Because it is difficult to define unlawful harassment, employees
are expected to behave at all times in a professional and respectful manner.
Sexual Harassment Defined. Sexual harassment can include all of the above
actions, as well as other unwelcome conduct, such as unwelcome or unsolicited
sexual advances, requests for sexual favors, conversations regarding sexual
activities and other verbal or physical conduct of a sexual nature.
Examples of conduct that violates this policy include
unwelcome sexual advances, flirtations, advances, leering,
whistling, touching, pinching, assault, blocking normal movement
requests for sexual favors or demands for sexual favors in
exchange for favorable treatment
obscene or vulgar gestures, posters, or comments
sexual jokes or comments about a person's body, sexual prowess,
or sexual deficiencies
propositions, or suggestive or insulting comments of a sexual
nature
derogatory cartoons, posters, and drawings
sexually- explicit c -mails or voicemails
uninvited touching of a sexual nature
unwelcome sexually - related comments
conversation about one's own or someone else's sex life
JANUARY 2009
conduct or comments consistently targeted at only one gender,
even if the content is not sexual
teasing or other conduct directed toward a person because of the
person's gender
All such conduct is unacceptable in the workplace and in any work - related
settings such as business trips and business- related social functions, regardless of
whether the conduct is engaged in by a supervisor, eo- worker, client, customer,
vendor, or other third party.
Reportin¢ Procedures. The following steps have been put into place to ensure
the work environment at TC is respectful, professional, and free of harassment. If
an employee believes someone has violated this policy, the employee should
promptly bring the matter to the immediate attention of Human Resources or the
location manager. If the employee makes a complaint under this policy and has
not received a satisfactory response within five (5) business days, he or she should
contact the Director of Human Resources immediately.
Investigation Procedures. The Company will promptly investigate the facts and
circumstances of any claim of harassment. To the extent possible, the Company
will endeavor to keep the reporting employee's concerns confidential. During the
investigation, the Company generally will:
imciview the complainant and the alleged harasser
conduct further interviews as necessary
document the Company's findings regarding the complaint
document recommended follow -up actions and remedies, if
warranted
inform the complainant of the Company's findings.
Every supervisor who teams of any employee's concern about conduct in violation
of this policy, whether in a formal complaint or informally, must immediately
report the issues raised to the location manager or to Human Resources.
Upon completion of the investigation, the Company will take corrective measures
against any person who has engaged in conduct in violation of this policy, if the
Company determines such measures are necessary. These measures may include,
but are not limited to, counseling, suspension, or immediate termination. Anyone,
regardless of position or title, whom the Company determines has engaged in
conduct that violates this policy will be subject to discipline, up to and including
termination.
JANUARY 2009
No Retaliation. No employee will be subject to, and the Company prohibits, any
form of discipline or retaliation for reporting perceived violations of this policy,
pursuing any such claim, or cooperating in any way in the investigation of such
claims. If an employee believes someone has violated this no- retaliation policy, the
employee should bring the matter to the immediate attention of Human Resources
or the location manager. Anyone, regardless of position or title, whom the
Company determines has engaged in conduct that violates this policy against
retaliation will be subject to discipline, up to and including termination.
We cannot remedy claimed harassment or retaliation unless you bring these claims
to the attention of management. Failure to report claims of harassment and/or
retaliation prevents us from taking steps to remedy the problem.
C. Third -Party Complaints of Harassment or Discrimination
The Company does not tolerate any harassment or discrimination of its vendors,
customers or other third parties by any of its employees. Any form of harassment
or discrimination on the basis of race, sex, religious creed, color, age, sexual
orientation, national origin, religion, marital status, medical condition, disability,
military service, pregnancy, childbirth and related medical conditions, or any
other category protected by federal, state, and/or local laws is a violation of this
policy and will be treated as a disciplinary matter. Harassment or discrimination
may be grounds for immediate termination.
If an employee believes someone has violated this policy, becomes aware of a
third -party complaint, or becomes aware of a circumstance that might give rise to
a third -party complaint of harassment or discrimination against the Company, the
employee should immediately notify the Director of Human Resources.
D. At -Will Employment
The Company's policy is that employment is `at will" which means you are free
to leave the Company at any time, with or without a reason and with or without
notice. The Company also has the right to end your employment at any time, with
or without a reason and with or without notice. Although the Company may
choose to end your employment for a cause, cause is not required. Further, the
Company has the right to manage its work force and direct its employees. This
includes the right to hire, transfer, promote, demote, reclassify, lay off, terminate,
or change any term or condition of employment at any time, with or without a
reason and with or without notice unless otherwise required by law.
No one other than the President of the Company may enter into an agreement for
employment for a specific period of time or make any agreement contrary to the
policy of at will employment. Any such agreement must be in writing signed by
the President of the Company and you.
JANUARY 2009
E. Employment Definitions
Each employee is designated as either exempt or non- exempt from State and
Federal wage and hour laws. Exempt employees arc excluded from specific
provisions of Federal and State wage and hour laws. Non- exempt employees are
entitled to overtime pay under the specific provisions of federal and state laws.
In addition to the above categories, each employee will belong to one of the
following employment categories:
a. Employees: All individuals who receive wages or salaries from
Transportation Concepts.
b. Temporary Emaloyees: Those employees whose service with the
Company is intended to be of limited duration.
C. Full -Time Employees: Those employees who work the scheduled,
customary number of hours each week (normally 40 hours, but not
less than 36 hours per week).
d. Part -Time Employees: Those employees who work less than 36
hours per week.
e. No - ExemotlExempf Employees: Non- Exempt employees are
eligible for overtime in accordance with state and/or federal law.
Exempt employees are not eligible for overtime. You will be
informed at the time of hire whether you are an exempt or non-
exempt employee.
E. Employee Records
Your personnel record is confidential and is kept in a locked file. If you would
like to look at your records, you may do so upon reasonable notice to the
Company during normal business hours by submitting a written request.
Either your manager or a Human Resources Representative will assist you as
needed when you inspect your file. Employees may copy and retain only those
documents bearing their signature.
Personal mailing addresses, telephone numbers, number and name of dependents,
beneficiaries, tax, withholding information, individuals to be contacted in the
event of an emergency, educational accomplishment, and other such personal data
should be accurate and current at all times. It is the responsibility of each
employee to promptly notify us of any changes in personal data. Any changes in
your personal information must be submitted to your manager in writing as soon
as possible. These changes can affect your tax and/or insurance status.
JANUARY 2009
G. Employment Relationship
The Company's policy is that employment is "at will" which means you are free
to leave the Company at any time, with or without a reason and with or without
notice. The Company also has the right to end your employment at any time, with
or without a reason and with or without notice. Although the Company may
choose to end your employment for a cause, cause is not required. Further, the
Company has the right to manage its work force and direct its employees. This
includes the right to hire, transfer, promote, demote, reclassify, lay off, terminate,
or change any term or condition of employment at any time, with or without a
reason and with or without notice unless otherwise required by law.
No one other than the President of the Company may enter into an agreement for
employment for a specific period of time or make any agreement contrary to the
policy of at will employment. Any such agreement must be in writing signed by
the President of the Company and you.
H. Drug Testing
In compliance with Federal, State and Company regulations, all vehicle operators,
maintenance workers, and dispatchers are identified as safety sensitive
employees. In accordance with these regulations, the following are some
conditions under which safety sensitive employees will be required to submit to a
drug and/or alcohol test in accordance with Federal law (Department of
Transportation 49 CFR Part 40 and Federal Transit Administration CUR
Part 655).
Pre - employment
Post accident
Random
Reasonable Suspicion based
Employment Applications
The Company relics upon the accuracy of information contained in the
employment application, as well as the accuracy of other data presented through
the hiring process in order to make sound employment decisions. Any
misrepresentation, falsification, or material omissions in any of this information
or data may result in the employer's exclusion of the individual from further
consideration for employment or, if the person has been hired, termination of
employment will result.
JANUARY 2009
J. Employment Reference Requests
Transportation Concepts is very committed to protect the privacy of our
employees. All employment related reference requests should be requested
directly from the Payroll Department. Employees should not provide any
information regarding current or former employees to any outside agency,
organization, institution or person who is not employed by the Company and
authorized to receive this information. Any employee who receives a request for
any information concerning a past or present employee should refer the person
making the request to the Payroll Department. The Payroll Department will
respond in writing only to those reference check inquiries that are submitted in
writing. No employment data will be released without a written authorization and
release signed by the individual who is subject of the inquiry. Response to such
inquiries will confirm only dates of employment, wage rates and position(s) held.
Inquires should be address to:
Transportation Concepts
Payroll Department
12 Mauchly, Building I
Irvine, California 92618
Telephone: (949) 753 -7525
Fax: (949) 864-3496
K. Conflict of Interest Policy
TC expects its employees to devote their full work time, energies, abilities, and
attention to our business. Employees are expected to avoid situations that create
an actual or potential conflict between the employee's personal interests and the
interests of the Company. Employees who, because of other work or activities,
cannot make this commitment may be asked to end their employment the
Company.
A conflict of interest exists when an employee's loyalties or actions are divided
between the Company and a competitor, supplier, or customer. Employees who are
unsure whether a certain transaction, activity, or relationship constitutes a conflict
of interest should discuss- the situation with their supervisor or a member of
management for clarification. Any exceptions to this policy must be approved in
writing by the Chief Operations Officer.
Some examples of the more common conflicts that should be avoided by all
employees include, but are not limited to:
accepting personal gifts or entertainment from competitors, customers,
suppliers, or potential suppliers;
JANUARY 2009
2. working for a competitor, supplier, or customer while employed by the
Company;
3. engaging in self- employment in competition with the Company;
4. using proprietary or confidential Company information for personal gain
or to the Company's detriment;
5. having a direct or indirect financial interest in or relationship with a
competitor, customer, or supplier;
6. acquiring any interest in property or assets of any kind for the purpose of
selling or leasing it to the Company; and
7. committing the Company to give its financial or other support to any
outside activity or organization without appropriate written authorization.
8. Failure to adhere to this policy, including failure to disclose any conflict or
seek an exception to this policy, may result in disciplinary action, up to and
including termination.
L. Confidentiality
As pan of your responsibilities at Transportation Concepts, you may team of or
be entrusted with sensitive information of a confidential nature. During your
employment, any information, including, but not limited to, sales figures or
projections; estimates; customer lists, customer purchasing habits, customer
delivery preferences; computer processes, programs and codes; marketing
methods, programs, or related data; tax records; or accounting procedures, will be
considered and kept as the private and confidential records of the Company.
These records may only be used in performing work for the Company and must
not be divulged to any firm, individual, or institution except on the direct written
authorization of the Chief Operations Officer. Your failure to honor this
confidentiality requirement may result in disciplinary action, up to and including
termination.
If you leave employment with the Company for any reason, we ask that you
continue to treat as private and privileged any such sensitive information. You
should not use, divulge, or communicate to any person or entity any such sensitive
information without the express written approval of the Chief Operations Officer.
The Company will pursue legal remedies for unauthorized use or disclosure of
sensitive, confidential information.
JANUARY 2009
Section 2
GENERAL POLICIES
l0 JANUARY 2009
II. GENERAL POLICIES
A. TC Standards of Integrity and Personal Conduct
The Company standard is to treat employees, customers and clients with honesty
and integrity and to maintain appropriate confidentiality in every aspect of our
business. In mm, employees are expected to maintain these same high standards
of honesty, integrity and appropriate confidentiality with the Company, each other
and with customers and clients.
Employees who engage in dishonest business practices with customers or clients,
or who use customer information outside of Company procedures, will be subject
to discipline, up to and including immediate termination. Employees who engage
in theft of, or willful misuse of Company property or funds, or intentionally harm
another employee will be subject to discipline, up to and including immediate
termination and where appropriate, prosecution.
We expect that you will assist us in maintaining our standards of integrity and
report to and cooperate with the company regarding activities of others that may
appear to be dishonest.
Standards of integrity are necessary in order to maintain an atmosphere of mutual
trust and cooperation.
B. Solicitation and Distribution
At Transportation Concepts, we believe employees should not be disturbed or
disrupted in the performance of their job duties. For this reason, solicitation of
any kind by one employee of another employee is prohibited while either person
is on working time. Solicitation by non - employees on Company premises is
prohibited at all times.
Distribution of advertising material, handbills, or printed or written literature of
any kind in working areas of the Company is prohibited at all times. Distribution
of literature by non - employees on Company premises is prohibited at all times.
C. Employee Referral Plan
We welcome and encourage your referrals of qualified applicants to the Human
Resources Department for job openings.
TC will permit a relative of an employee to be considered for employment as long
as there is no potential favoritism or direct supervision. (Please see p. 42 of this
Handbook for further information).
11 JANUARY 2009
D. Use of Company Telephones
TC telecommunications system is our lifeline to our customers. Proper use of our
telephones system is critical in order to provide the best service to our customers
each day. Therefore, personal calls are not permitted during working hours
except in cases of emergency. Outgoing personal calls should be made on the pay
telephone during your break.
Failure to abide by this policy will result in disciplinary action, up to and
including termination.
E. Personal Belongings
Transportation Concepts is not responsible or liable for personal property that is
lost, stolen or damaged. The responsibility for safeguarding, replacing or
repairing personal property lost, stolen, or damaged while on the Company's
premises- is that of the individual. Consequently, the Company encourages
employees not to bring valuable personal property to work.
F. Transfer Career Advancement
TC encourages employees to apply for promotions to positions for which they are
qualified. Promotions and transfers are based on availability, as well as on the
ability, qualification, performance and potential of the candidates for the positions
as determined by the Company. if you are interested in an available promotion or
transfer, please submit a written request to your Project Manager.
G. Problem Solving Procedures
The Company's problem solving procedures are to be used by you to resolve
concerns related to your job performance, evaluations, verbal or written
discipline, opportunities for advancement, or training.
We encourage your questions and want to hear from you as soon as your concerns
arise. I o this end, the following procedure has been established.
Step I
Discuss your problem or complaint with your manager or another member of
management with whom you feel comfortable as soon as possible. Most
problems or misunderstandings that arise are capable of being resolved at this
level.
Step 2
If not settled at Step 1, refer your problem or complaint in writing to the Human
Resource Department. Be specific about what happened and do not forget to sign
and date your complaint. A Human Resource representative will contact you to
12 JANUARY 2009
discuss your problem. The Human Resource representative will then confer with
ehomever is appropriate and a written response will be provided.
Step 3
If not settled at Step 2, you may refer your problem or complaint to the Vice -
President. The Vice - president will contact you to discuss your problem and will
then confer with whomever is appropriate and the Human Resource Department
to investigate your problem or complaint. You will receive written notification of
the resolution from the Vice - President.
At any time during the Problem Solving Procedure, an employee may ask for
assistance from the Human Resource Department by calling (949) 753 -7525.
H. Leaving Transportation Concepts
Should you wish to leave the Company, we ask that your provide us with the
courtesy of two week's written notice, although advance notice is not required.
Your consideration in this regard will enable us to arrange far a replacement.
You may be asked at that time to give us an evaluation of your employment with
us. We hope that this constructive exchange will help us identify any areas that
need further attention to provide the best possible work environment.
Use of Equipment
Equipment essential to accomplishing job duties is often expensive and may be
difficult to replace. When using Company property, employees are expected to
exercise care, perform required maintenance, and follow all operating
instructions, safety standards, and guidelines.
Please notify your supervisor if any equipment or machines appear to be
damaged, defective, or in need of repair. Prompt reporting of damages, defects,
and the need for repair could prevent deterioration of equipment and possible
injury. Please ask your supervisor if you have any questions about your
responsibility for maintenance and care of equipment used on the job.
The Company's name, letterhead, supplies, copy services, and postage meter are
in place for the Company's business and cannot be used for personal needs.
J. Return of Company Property
Employees are responsible for all equipment issued including the following items
issued to them or in their possession or control:
Equipment Pagers
Mobile Phones Transfers
13 JANUARY 2009
Radios Identification Badge
Uniforms Keys
Vehicles Company paper works & documents
Credit cards
All property must be returned by employees on or before their last day of work, or
on the date designated by management. The Company will seek reimbursement
for the cost of any items that are not returned when required. The Company may
also take all actions deemed appropriate to recover or protect its property.
K. Uniform Policy
Upon being hired, TC will issue employees with a complete set of uniforms that is
required for the location assigned. It is the employee's responsibility to be in
complete and proper uniform during all assigned shifts. Employees must return
all uniforms upon separation from the Company.
L. Drivers License /Permits
Because the Company must provide for the safety of its customers and fellow
employees, all employees shall obtain and possess all required licenses and
permits required by the state. It shall be the employee's responsibility to keep
such licenses, endorsements, certificates, and permits current and valid. All
employees who do not have a current and valid license will be removed from
service, without pay, until such time as the license is renewed. Department of
Motor Vehicle checks will be performed throughout the term of employment. In
addition, all employees with any driving responsibilities must be insurable under
the insurance policies the Company has or may obtain.
14 JANUARY 2009
Section 3
EMPLOYEE BENEFITS
is JANUARY 2009
ttl. EMPLOYEE BENEFITS
A. Vacation Pay and Benefits
Transportation Concepts recognizes the value of uninterrupted periods of rest and
relaxation and encourages all employees to use all vested vacation benefits. Our
vacation program is based upon your continuous service. Vacation benefits do
not begin to accrue for any employee until he or she has served nine (9) full
months of continuous service, and will be based on the employee's date of hire.
Full -time employees will earn vacation benefits in accordance with the following
schedule.
Number of Years of Service
Vacation Days Earned
Accrual Ca
9 mos. — 3 yrs
5_d s er ear
10 days
3 years and more
10 days per year
20 days
10 years and more
15 days per year
30 days
Once eligible, employees will accrue vacation on a daily basis. Vacation does not
accrue during any period in which an employee is on an unpaid leave of absence
which exceeds thirty (30) days, unless otherwise required by law.
We encourage employees to take vacations annually. Employees may accrue up
to a maximum of twice (2x) their annual vacation benefit amount. Once the
maximum is accrued, employees will accrue no additional vacation until vacation
is taken, and an employee's vacation balance falls below the cap.
Employees may not take vacation before it is earned. No vacation will be
advanced. In addition, employees will not be paid in lieu of taking time off.
Unless it is an emergency situation, you must request vacation time at least four
(4) weeks in advance of the requested time off. Every effort will be made to grant
the employee the vacation preference, consistent with the efficient operation of
our business. In addition to your vacation time, if you plan on extending the time
off from work, you may request a personal leave of absence.
If you leave the Company, you will be paid for all earned and unused vacation, as
noted in the vacation schedule. Since an employee must complete nine (9)
months of service to be eligible to accrue vacation time, any employee whose
employment is terminated prior to completing nine (9) months of service is not
entitled to any vacation pay, as no benefits have accrued.
16 JANUARY 2009
B. Holidays
All full -time employees who have completed 90 days of continuous service are
entitled to the following paid holidays:
New Year's Day
Memorial Day
Fourth of July
Labor Day
Thanksgiving Day
Christmas Day
You will receive up to eight hours of compensation at your regular rate of pay for
each of these holidays. Holidays that fall on a Saturday will be observed the
previous Friday; those that fall on a Sunday will be observed the following
Monday. Employees who are requested to work on one of the holidays specified
above will receive an additional day's pay at his or her regular rate. To be
eligible for any holiday pay you must work your regularly scheduled work day
before and after the holiday and work the holiday, if required (unless the holiday
ends or precedes your scheduled vacation). Employees on leave of absence, or
laid off; are not eligible for holiday pay.
C. Medical Insurance Coverage
Employees of Transportation Concepts may participate in a variety of insurance
programs. Non- exempt (hourly) full -time employees are entitled to medical
benefits after serving six months of continuous service. An employee's coverage
under the medical insurance programs will begin the first day of the month
following eligibility provided the employee has completed an enrollment form
Within 14 days of becoming eligible.
An employee may also provide similar coverage for his/her dependents through
payroll deductions. Complete details of the plan and eligible dependents are
described in the group insurance pamphlet that an employee will receive when
coverage goes into effect. Any questions should be directed to the Project
Manager.
Enrollment
Enrollment forms must be submitted within 14 days of when an employee first
becomes eligible for coverage. In addition, an employee must elect his /her
dependents at that time.
17 JANUARY 2009
How to Enroll
The Payroll Department will send an employee an enrollment packet the month
prior to his/her eligibility. The employee needs to complete the appropriate forms
before his/her coverage goes into effect. Details regarding enrollment, payroll
deduction, coverage and termination of coverage of employees and dependents
are described in the group insurance pamphlet.
Modifications
The Company reserves the right to change and/or modify any and /or all benefits
including cost, coverage, benefits and the Company's contribution to the benefit
plants). If you have any further questions concerning this or any other Company
policy, please direct them to the Project Manager.
18 JANUARY 2009
Section 4
ABSENCES FROM WORK
19 JANUARY 2009
IV. ABSENCES FROM WORK
A. Jury Duty/Court Appearances
An employee should notify his/her supervisor immediately upon receiving a
notice to report to jury duty or to serve as a court witness. An employee who is
summoned to jury duty service or as a court witness will receive time off without
pay. Employees need to provide the company with written notification and
verification by the court for all days missed. If the absence of an employee due to
jury duty will cause an extreme hardship on the company, the company can
request that the employee ask the court for a temporary deferral or postponement.
B. Military Leave
If you are called to active duty in the U.S. military, Reserves, or California
National Guard, you are eligible for unpaid military leave of absence in
accordance with state and federal law. Present your supervisor with a copy of
your service papers as soon as you receive them.
During your absence, your length of service accumulates, and your benefits will
continue as required by applicable law. Upon application within the appropriate
time period after your date of discharge from military service, you will receive the
then - current rate of pay and the then - current benefits.
If you are required to attend yearly Reserves or National Guard duty, you may
apply for an unpaid temporary military leave of absence not to exceed 17 days
(including travel). However, if you prefer, you may use your earned vacation
time for this purpose. You should give your supervisor as much advance notice
as possible so we can ensure proper coverage while you are away.
C. Personal Leave
A personal leave of absence without pay may be granted to regularly- scheduled,
full -time employees who have completed at least twelve (12) months of
continuous service. A personal leave of absence may be considered when the
employee has a need for a leave that is not covered by other leaves of absence
provided by the Company. Personal leaves may not be taken to extend the length
of any other leave of absence granted by the Company. Any personal leave you
are granted will run concurrently with other leaves to which you are entitled under
the law.
A written request for a personal leave of absence must be presented to your
supervisor at least four (4) weeks before the leave is to begin. Your request will
be considered on the basis of the compelling nature of the reason given, the length
of time requested, our business requirements, your length of service and your
performance record.
20 JANUARY 2009
The leave of absence, when granted, will be for a period of up to thirty (30) days.
Under unusual circumstances, an extension may be granted for a like period if a
written request is submitted and approved in writing by the location manager prior
to the expiration of your leave.
Insurance
During a personal leave of absence, the employee must pay all premiums in
advance of the leave to continue participating in the Company insurance plans.
Failure to pay the premium will result in cessation of coverage when the leave
begins, and will subject the employee to a waiting period for resuming coverage
after returning from (cave.
Holidays
If a holiday falls within the period an employee is on personal leave, the
employee will not receive holiday pay.
Other Work
If you have been granted a personal leave of absence, you may not accept other
work during such leave without prior written approval of the Project Manager.
Failure to Return to Work
Failure to return to work on the expiration of your leave may be deemed a
voluntary resignation of your employment with the Company.
Reinstatement
If your leave is for fewer than thirty (30) days, the Company will attempt to return
you to your former position or to place you in a comparable job. If your leave
exceeds thirty (30) days or your job has been filled, eliminated, or no comparable
job exists, you may, in the Company's discretion, be placed in an existing job for
which you are qualified.
D. Family and Medical Leave
As an employee, you may be entitled to a leave of absence under the Family and
Medical Leave Act ( "FMLA ") and/or the California Family Rights Act
( °CFRA "). This policy is intended to provide you with information concerning
FMLA /CFRA entitlements and obligations you may have during such leaves. If
you have any questions concerning FMLA /CFRA leave, please contact Human
Resources.
1. Eligibility
The FMLA and CFRA provide eligible employees with a right to leave, health
insurance benefits and, with some limited exceptions, job restoration. To be an
"eligible employee ", you must (1) have been employed by the Company for at
21 JANUARY 2009
least 12 months (which need not be consecutive); (2) have worked for at least
1250 hours during the 12 -month period immediately preceding the
commencement of the leave; and (3) at a worksite where 50 or more employees
are located within 75 miles of the worksite.
11. Employee Entitlements for FMLA/CFRA Leave
A. Basic Fdff.A/CFRA Leave Entitlement
The FMLA provides eligible employees up to 12 workweeks of unpaid leave for
certain family and medical reasons during a 12 month period. The 12 month
period is determined by a "rolling" 12 -month period measured backwards from
when an employee first uses FMLA /CFRA leave. In some instances, leave may
be counted under the FMLA but not CFRA or CFRA but not the FMLA. Leave
may be taken for any one, or for a combination, of the following reasons:
• Disability due to pregnancy, childbirth or related medical condition (counts only
toward FMLA leave and California Pregnancy Disability Leave ( "PDL ") leave
entitlements);
• Bonding and/or caring for a newborn child (counts toward FMLA and CFRA
leave entitlements);
• For placement with the employee of a child for adoption or foster care and to care
for the newly placed child; (counts toward FMLA and CFRA leave entitlements);
• To care for the employee's spouse, domestic partner, child, or parent (but not in-
law) with a serious health condition; (counts toward FMLA and CFRA leave
entitlements except for time to care for an employee's domestic partner does not
count towards FMLA leave, only CFRRA leave);
• For the employee's own serious health condition that makes the employee
unable to perform one or more of the essential functions of the employee's job;
and/or (counts toward FMLA and CFRA leave entitlements);
• Because of any qualifying exigency arising out of the fact that an employee's
spouse, son, daughter or parent is a covered military member on active duty (or
has been notified of an impending call or order to active duty status in the
National Guard or Reserves in support of contingency operations) (counts toward
FMLA leave entitlement only).
A serious health condition is an illness, injury, impairment, or physical or
mental condition that involves either an overnight stay in a medical care facility,
hospice or residential health care facility, or continuing treatment by a health care
provider for a condition that either prevents the employee from performing the
essential functions of the employee's job, or prevents the qualified family member
22 JANUARY 2009
from participating in school or other daily activities. Subject to certain
conditions, the continuing treatment requirement may be met by a period of
incapacity of more than three (3) consecutive calendar days combined with at
least two visits to a health care provider or one visit and a regimen of continuing
treatment, or incapacity due to pregnancy, or incapacity due to a chronic
condition. Other conditions may meet the definition of continuing treatment.
Qualifying exigencies may include attending certain military events, arranging
for alternative childcare, addressing certain financial and legal arrangements,
attending certain counseling sessions, and attending post - deployment
reintegration briefings.
B. Additional Military Family Leave Entitlement
In addition to the basic FMLA /CFRA leave entitlement described above, an
eligible employee who is the spouse, domestic partner, son, daughter, parent or
next of kin of a covered servicemember is entitled to take up 26 weeks of leave
during a 12 -month period to care for the servicemember with a serious injury or
illness. Leave to care for a servicemember shall only be available during a single -
12 month period and, when combined with other FMLA- qualifying leave, may
not exceed 26 weeks during the single 12 -month period. The single 12 -month
period begins on the first day an eligible employee takes leave to care for the
injured servicemember.
A "covered servicemember" means a member of the Armed Forces, including a
member of the National Guard or Reserves, who is undergoing medical treatment,
recuperation, or therapy, is otherwise in outpatient status, or is on the temporary
retired list, for a serious injury or illness. A member of the Armed Forces would
have a serious injury or illness if he /she has incurred an injury or illness in the line
of duty while on active duty in the Armed Forces provided that the injury or
illness may render the servicemember medically unfit to perform duties of the
member's office, grade, rank or rating.
C. Intermittent Leave and Reduced Leave Schedules
FMLA/CFRA leave usually will be taken for a period of consecutive days, weeks
or months. However, employees are also entitled to take FMLA leave
intermittently or on a reduced leave schedule when medically necessary due to a
serious health condition of the employee or covered family member or the serious
injury or illness of a covered servicemember. Intermittent leave can also be taken
for any qualifying exigency.
Employees are also eligible for intermittent leave for bonding with a child
following birth or placement. Intermittent leave for bonding purposes generally
must be taken in two -week increments, but the Company permits two occasions
where the leave may be for less than two weeks.
23 JANUARY 2009
D. Health Insurance Benefits
During FMLA /CFRA leave, eligible employees are entitled to receive group
health plan coverage while on leave for up to 12 weeks. Once FMLA or
FMLA /CFRA leave exceeds 12 weeks (for example, in cases of FMLA/pDL
leave followed by CFRA birth bonding leave), an employee will be notified of his
or her right to continue group health insurance benefits at the employee's cost
under COBRA.
E. Restoration of Employment and Benefits
At the end of FMLA /CFRA leave, subject to some exceptions including situations
where job restoration of "key employees" will cause the Company substantial and
grievous economic injury, employees generally have a right to return to the same
or equivalent positions they held before the FMLA /CFRA leave. The Company
will notify employees if they qualify as "key employees ", if it intends to deny
reinstatement, and of their rights in such instances. Use of FMLA /CFRA leave
will not result in the loss of any employment benefit that accrued prior to the start
of an eligible employee's FMLA/CFRA leave.
Notice of Eligibility for, and Designation of, FMLA /CFRA Leave
Employees requesting FMLA /CFRA leave arc entitled to receive written notice
from the Company telling them whether they are eligible for FMLA and/or CFRA
leave and, if not eligible, the reasons why they are not eligible. When eligible for
FMLA /CFRA leave, employees are entitled to receive written notice of: (1) their
rights and responsibilities in connection with such leave; (2) the Company's
designation of leave as FMLA /CFRA - qualifying or non - qualifying, if not
FMLA /CFRA - qualifying, the reasons why; and (3) the amount of leave, if known,
that will be counted against the employee's leave entitlement.
The Company may retroactively designate leave as FMLA/CFRA leave for a
period of up to 10 days with appropriate written notice to employees, provided the
Company's failure to designate leave as FMLA/CFRA- qualifying at an earlier
date did not cause harm or injury to the employee. In all cases where a leave
qualifies only for FMLA protection, the Company and employee can mutually
agree that leave be retroactively designated as FMLA leave.
III. Employee Obligations for FMLA /CFRA Leaves
A. Provide Notice of the Need far Leave
Employees who take FMLA/CFRA leave must timely notify the Company of
their need for FMLA /CFRA leave. The following describes the content and
timing of such employee notices.
24 JANUARY 2009
1. Content of Employee Notice
To trigger FMLA/CFRA leave protections, employees must inform the
Company's Human Resources Department of the need for FMLA /CFRA -
qualifying leave and the anticipated timing and duration of the leave, if known.
Employees may do this by either requesting FMLA/CFRA leave specifically, or
explaining the reasons for leave so as to allow the Company to determine that the
leave is FMLA /CFRA - qualifying. For example, employees might explain that:
• a medical condition renders them unable to perform the essential functions of
their job;
• they are pregnant or have been hospitalized overnight;
• they or a covered family member are under the continuing care of a health care
provider;
• the leave is due to a qualifying exigency cause by a covered military member
being on active duty or called to active duty status; or
• if the leave is for a family member, that the condition renders the family member
unable to perform daily activities or that the family member is a covered
servicemember with a serious injury or illness.
Calling in "sick," without providing the reasons for the needed leave, will not be
considered sufficient notice for FMLA /CFRA leave under this policy.
Employees must respond to the Company's lawful questions to determine if
absences are potentially FMLA /CFRA - qualifying.
If employees fail to explain the reasons for FMLA /CFRA leave, the leave may be
denied. When employees seek leave due to FMLA/CFRA - qualifying reasons for
which the Company has previously provided FMLA/CFRA - protected leave, they
must specifically reference the qualifying reason for the leave or the need for
FMLA /CFRA leave.
2. Timing of Employee Notice
Employees must provide 30 days advance notice of the need to take
FMLA/CFRA leave when the need is foreseeable. When 30 days notice is not
possible, or the approximate timing of the need for leave is not foreseeable,
employees must provide the Company notice of the need for leave as soon as
practicable under the facts and circumstances of the particular case. Employees
who fail to give 30 days notice for foreseeable leave without a reasonable excuse
for the delay, or otherwise fail to satisfy FMLA /CFRA notice obligations, may
have FMLA/CFRA leave delayed or denied.
25 JANUARY 2009
B. Cooperating in the Scheduling ofLeave
When planning medical treatment for the employee or family member or
requesting to take leave on an intermittent or reduced schedule work basis,
employees must consult with the Company and make a reasonable effort to
schedule treatment so as not to unduly disrupt the Company's operations.
Employees must consult with the Company prior to the scheduling of treatment in
order to work out a treatment schedule which best suits the needs of both the
Company and the employees, subject to the approval of the applicable health care
provider. When employees take intermittent or reduced work schedule leave for
foreseeable planned medical treatment for the employee or a family member,
including a period of recovery from a serious health condition, or to care for a
covered servicemember, the Company may temporarily transfer employees to
alternative positions with equivalent pay and benefits for which the employees are
qualified and which better accommodate recurring periods of leave.
C. Submit Initial Medical Certifications Supporting Need for Leave (Unrelated to
Requests for Military Family Leave)
Depending on the nature of FMLA /CFRA leave sought, employees may be
required to submit medical certifications supporting their need for FMLA /CFRA-
qualifying leave. As described below, there generally are three types of
FMLA /CFRA medical certifications: an initial certification, a recerfification,
and a return to work/fitness for duty certification.
It is the employee's responsibility to provide the Company with timely, complete
and sufficient medical certifications. Whenever the Company requests employees
to provide FMLA/CFRA medical certifications, employees must provide the
requested certifications within 15 calendar days after the Company's request,
unless it is not practicable to do so despite an employee's diligent, good faith
efforts. The Company shall inform employees if submitted medical certifications
are incomplete or insufficient and provide employees at least seven calendar days
to cure deficiencies. The Company will deny FMLA /CFRA leave to employees
who fail to timely cure deficiencies or otherwise fail to timely submit requested
medical certifications.
With the employee's permission, the Company (through individuals other than an
employee's direct supervisor) may contact the employee's health care provider to
authenticate or clarify completed and sufficient medical certifications. If
employees choose not to provide the Company with authorization allowing it to
clarify or authenticate certifications with health care providers, the Company may
deny FMLA/CFRA leave if certifications are unclear.
Whenever the Company deems it appropriate to do so, it may waive its right to
receive timely, complete and /or sufficient FMLA medical certifications.
26 JANUARY 2009
Initial Medical Certifications
Employees requesting leave because of their own, or a covered relation's, serious
health condition, or to care for a covered servicemember, must supply medical
certification supporting the need for such leave from their health care provider or,
if applicable, the health care provider of their covered family or service member.
If employees provide at least 30 days notice of medical leave, they should submit
the medical certification before leave begins. A new initial medical certification
will be required on an annual basis for serious medical conditions lasting beyond
a single leave year or when an initial medical certification has expired.
If the Company has reason to doubt initial medical certifications regarding an
employee's own serious health condition, it may require employees to obtain a
second opinion at the Company's expense. If the opinions of the initial and
second health care providers differ, the Company may, at its expense, require
employees to obtain a third, final and binding certification from a health care
provider designated or approved jointly by the Company and the employee. The
Company will reimburse employees for any reasonable "out of pocket" travel
expenses incurred to obtain second or third medical opinions. Except in very rare
circumstances, the Company will not require employees to travel outside normal
commuting distance for purposes of obtaining second or third medical opinions.
Medical Recertifications
Depending on the circumstances and duration of FMLA /CFRA leave, the
Company may require employees to provide recertification of medical conditions
giving rise to the need for leave. The Company will notify employees if
recertification is required and will give employees at least 15 calendar days to
provide medical recertification. In cases of leave that qualifies under CFRA,
recertification will only be requested when the original certification has expired.
Return to Work/Fitness for Duty Medical Certifications
Unless notified that providing such certifications is not necessary, employees
returning to work from FMLA/CFRA leaves that were taken because of their own
serious health conditions that made them unable to perform their jobs must
provide the Company medical certification confirming they are able to return to
work and the employees' ability to perform the essential functions of the
employees' position, with or without reasonable accommodation. The Company
may delay and /or deny job restoration until employees provide return to
work /fitness for duty certifications.
D. Submit Certifications Supporting Need for Military Family Leave
Upon request, the first time employees seek leave due to qualifying exigencies
arising out of the active duty or call to active duty status of a covered military
27 JANUARY 2009
members, the Company may require employees to provide: (1) a copy of the
covered military member's active duty orders or other documentation issued by
the military indicating the covered military member is on active duty or call to
active duty status and the dates of the covered military member's active duty
service; and (2) a certification from the employee setting forth information
concerning the nature of the qualifying exigency for which leave is requested.
Employees shall provide a copy of new active duty orders or other documentation
issued by the military for leaves arising out of qualifying exigencies arising out of
a different active duty or call to active duty status of the same or a different
covered military member.
When leave is taken to care for a covered servicemember with a serious injury or
illness, the Company may require employees to obtain certifications completed by
an authorized health care provider of the covered servicemember. In addition,
and in accordance with the FMLA regulations, the Company may request that the
certification submitted by employees set forth additional information provided by
the employee and/or the covered servicemember confirming entitlement to such
leave.
E. Providing Medical Recertification Upon Request
Depending on the circumstances and duration of FMLA leave, the Company may
require employees to provide recertification of medical conditions giving rise to
the need for leave every thirty days (or more frequently in special circumstances).
For chronic or long -term conditions, the Company may require certifications
every six months. For leave that also qualities under CFRA, extensions will be
requested only when a prior medical certification has expired or is about to expire.
The Company will notify employees if recertification is required and will give
employees at least 15 calendar days to provide medical recertification.
Reporting Changes to Anticipated Return Date
If an employee's anticipated return to work date changes and it becomes
necessary for the employee to take more or less leave than originally anticipated,
the employee must provide the Company with reasonable notice (i.e., within two
(2) business days) of the employee's changed circumstances and new return to
work date. If employees give the Company unequivocal notice of their intent not
to return to work, they will be considered to have voluntarily resigned and the
Company's obligation to maintain health benefits (subject to COBRA
requirements) and to restore their positions will cease.
G. Substitute Paid Leavefor Unpaid FMLA Leave
If employees request FMLA/PDL leave because of disability due to pregnancy,
childbirth or related medical conditions, they must first substitute any accrued
paid sick leave for unpaid family /medical leave. Employees may make a written
28 JANUARY 2009
request to substitute accrued, unused vacation or paid time off ( "PTO ") benefits
for unpaid FMLA/PDL leave once the employees' sick time is exhausted.
If employees request FMLA /CFRA leave because of their own serious health
conditions (excluding absences for which employees are receiving workers'
compensation or short term disability benefits), they must first substitute any
accrued paid vacation, PTO or sick leave for unpaid family /medical leave.
If employees request FMLA /CFRA leave to care for a covered family member
with a serious health condition or bond with a newborn child, they must first
substitute any accrued paid vacation or PTO for unpaid family /medical leave.
Once vacation or PTO is exhausted, upon written request an employee can
substitute paid sick leave for unpaid FMLA/CFRA leave for such purposes except
an employee cannot use sick leave to bond with a child where the employee's
child is not ill or sick since sick leave is contingent on the illness of the employee,
child, parent, spouse or domestic partner.
A leave of absence in connection with a workers' compensation iniury /illness or
for which an employee receives short term disability or State of California Paid
Family Leave benefits shall run concurrently with FMLA /CFRA leave. Upon
written request, the Companv will allow employees to use accrued paid time off
to supplement any paid workers' compensation, short term disability or Paid
Family Leave benefits.
The substitution of paid time off for unpaid family /medical leave time does not
extend the length of FMLA leaves and the paid time off runs concurrently with
the FMLA/CFRA entitlement.
H. Pay Employee's Share of Heallh Insurance Premiums
As noted above, during FMLA/CFRA leave, employees are entitled to continued
group health plan coverage under the same conditions as if they had continued to
work. If paid leave is substituted for unpaid family /medical leave, the Company
will deduct employees' shares of the health plan premium as a regular payroll
deduction. If FMLA/CFRA leave is unpaid, employees must pay their portion of
the premium through a previously arranged method coordinated with Human
Resources. The Company's obligation to maintain health care coverage ceases if
an employee's premium payment is more than 30 days late. If an employee's
payment is more than 15 days late, the Company will send a letter notifying the
employee that coverage will be dropped on a specified date unless the co- payment
is received before that date.
If employees do not return to work within 30 calendar days at the end of the leave
period (unless employees cannot return to work because of a serious health
condition or other circumstances beyond their control) they will be required to
29 JANUARY 2009
reimburse the Company for the cost of the premiums the Company paid for
maintaining coverage during their unpaid FMLA/CFRA leave.
IV. Coordination of FMLA Leave with Other Leave Policies
The FMLA does not affect any federal, state or local law prohibiting
discrimination, or supersede any State or local law or collective bargaining
agreement that provides greater family or medical leave rights. However,
whenever permissible by law, the Company will run FMLA leave concurrently
with any other leave provided under state or local law. For additional information
concerning leave entitlements and obligations that might arise when
FMLA/CFRA leave is either not available or exhausted, please consult the
Company's other leave policies- in this handbook or contact Human Resources.
V. Questions and /or Complaints About FMLA/CFRA Leave
If you have questions regarding this policy, please contact Human Resources.
The Company is committed to complying with the FMLA and CFRA and,
whenever necessary, shall interpret and apply this policy in a manner consistent
with the FMLA and CFRA.
The FMLA makes it unlawful for employers to: 1) interfere with, restrain, or deny
the exercise of any right provided under FMLA; or 2) discharge or discriminate
against any person for opposing any practice made unlawful by FMLA or
involvement in any proceeding under or relating to FMLA. If employees believe
their FMLA rights have been violated, they should contact the Human Resources
Department immediately. The Company will investigate any FMLA complaints
and take prompt and appropriate remedial action to address and/or remedy any
FMLA violation. Employees also may file FMLA complaints with the United
States Department of Labor or may bring private lawsuits alleging FMLA
violations.
Vi. Additional Definitions:
"Spouse" means a husband or wife as defined or recognized under State law for
purposes of marriage in the State where the employee resides, including common
law marriage in States where it is recognized.
"Parent" means a biological, adoptive, step or foster father or mother, or any
other individual who stood in loco parentis to the employee when the employee
was a child, son or daughter as defined in paragraph (e) of this section. This term
does not include parents "in law"
"Child, son or daughter" means, for purposes of FMLAATRA leave taken for
birth or adoption, or to care for a family member with a serious health condition, a
biological, adopted, or foster child, a stepchild (including children of a domestic
30 JANUARY 2009
partner), a legal ward, or a child of a person standing in loco parentis, who is
either under age 18, or age 18 or older and "incapable of self -care because of a
mental or physical disability" or an adult dependent child at the time that
FMLA/CFRA leave is to commence.
(I) "incapable of self- care" means that the individual requires active
assistance or supervision to provide daily self -care in three or more of the
"activities of daily living" (ADCs) or "instrumental activities of daily living"
(IADLs). Activities of daily living include adaptive activities such as caring
appropriately for one's grooming and hygiene, bathing, dressing and eating.
Instrumental activities of daily living include cooking, cleaning, shopping, taking
public transportation, paying bills, maintaining a residence, using telephones and
directories, using a post office, etc.
(2) "Mental or physical disability" means a physical or mental
impairment that limits one or more of the major life activities of an individual.
Regulations at 29 CFR 1630.2(h), (i), and Q), issued by the Equal Employment
Opportunity Commission under the Americans with Disabilities Act (ADA), 42
U.S.C. 12101 et seg., define these terms.
(3) Persons who are "in loco parentis" include those with day -to -day
responsibilities to care for and financially support a child, or, in the case of an
employee, who had such responsibility for the employee when the employee was
a child. A biological or legal relationship is not necessary.
"Adoption" means legally and permanently assuming the responsibility of raising
a child as one's own. The source of an adopted child (e.g., whether from a
licensed placement agency or otherwise) is not a factor in determining eligibility
for FMLA /CFRA leave.
"Foster care" is 24 -hour care for children in substitution for, and away from,
their parents or guardian. Such placement is made by or with the agreement of the
State as a result of a voluntary agreement between the parent or guardian that the
child be removed from the home, or pursuant to a judicial determination of the
necessity for foster care, and involves agreement between the State and foster
family that the foster family will take care of the child. Although foster care may
be with relatives of the child, State action is involved in the removal of the child
from parental custody.
"Son or daughter on active duty or call to active duty status" means the
employee's biological, adopted, or foster child, stepchild, legal ward, or a child
for whom the employee stood in loco parentis, who is on active duty or call to
active duty status, and who is of any age.
31 JANUARY 2009
"Son or daughter of a covered servicemember" means the servicennember's
biological, adopted, or foster child, stepchild, legal ward, or a child for whom the
servicemember stood in loco parentis, and who is of any age.
"Parent of a covered servicemember" means a covered servicemember's
biological, adoptive, step or foster father or mother, or any other individual who
stood in loco parentis to the covered servicemember. This term does not include
parents "in law."
"Next of kin of a covered servicemember" means the nearest blood relative
other than the covered servicemember's spouse, parent, son, or daughter, in the
following order of priority: blood relatives who have been granted legal custody
of the covered servicemember by court decree or statutory provisions, brothers
and sisters, grandparents, aunts and uncles, and first cousins, unless the covered
servicemember has specifically designated in writing another blood relative as his
or her nearest blood relative for purposes of military caregiver leave under the
FMLA. When no such designation is made, and there are multiple family
members with the same level of relationship to the covered servicemember, all
such family members shall be considered the covered servicemember's next of
kin and may take FMLA leave to provide care to the covered servicemember,
either consecutively or simultaneously. When such designation has been made,
the designated individual shall be deemed to be the covered servicemember's only
next of kin.
"Health Care Provider" means: (1) A doctor of medicine or osteopathy who is
authorized to practice medicine or surgery (as appropriate) by the State in which
the doctor practices; (2) podiatrists, dentists, clinical psychologists, optometrists,
chiropractors (limited treatment consisting of manual manipulation of the spine to
correct a subtuxation as demonstrated by x -Ray to exist) authorized to practice
under the State law and performing within the scope of their practice as defined
by State law; (3) nurse practitioners, nurse- midwives, clinical social workers and
physician assistants authorized under State law and performing within the scope
of their practice as defined by State law; (4) Christian Science practitioners (may
be required to submit to second or third certification through examination - not
treatment of a health care provider); (5) any other health care provider from
whom the employer or the employee's group health plan benefits manager will
accept certification of the existence of a serious health condition to substantiate a
claim for benefits; and (6) a health care provider who practices in a country other
than the United States who is authorized to practice in accordance with the laws
of that country and is performing within the scope of his or her practice as defined
under such law. For purposes of leave taken to care for a covered
servicemember, any one of the following health care providers may complete
such a certification: (1) a United States Department of Defense ( "DOD ") health
care provider; (2) a United States Department of Veterans Affairs ( "VA ") health
care provider; (3) a DOD TRICARE network authorized private health care
32 JANUARY 2009
provider; or (4) a DOD non - network TRICARE authorized private health care
provider.
"Domestic Partner" means two adults who have established a registered
domestic partnership in accordance with the requirements of California law.
E. Pregnancy Disability Leave
If you are disabled by pregnancy, childbirth or related medical conditions, you are
eligible to take a pregnancy disability leave ( "PDL "). If you are affected by
pregnancy or a related medical condition, you also are eligible to transfer to a less
strenuous or hazardous position or to less strenuous or hazardous duties, if such a
transfer is medically advisable and can be reasonably accommodated. In addition,
if it is medically advisable for you to take intermittent leave or work a reduced
leave schedule, the Company may require you to transfer temporarily to an
alternative position with equivalent pay and benefits that can better accommodate
recurring periods of leave.
Duration of Leave. The PDL is for any period(s) of actual disability caused by
your pregnancy, childbirth, or related medical condition up to four (4) months (or
88 work days for a full -time employee) per pregnancy. The PDL does not need to
be taken in one continuous period of time, but can be taken on an as- needed basis.
Time off needed for prenatal care, severe morning sickness, doctor- ordered bed
rest, childbirth, and recovery from childbirth is covered by your PDI.. Generally,
we treat your pregnancy disability the same as we treat other disabilities of
similarly - situated employees.
Medical Certification. You are required to obtain a certification from your health
care provider of your pregnancy disability or the medical advisability of a transfer.
The certification should include: (1) the date on which you became disabled due to
pregnancy or the date of the medical advisability of a transfer; (2) the probable
duration of the period(s) of disability or the period(s) for the advisability of a
transfer; and, (3) a statement that, due to the disability, you are either unable to
work at all or to perform any one or more of the essential functions of your position
without undue risk to yourself or to other persons, or a statement that, due to your
pregnancy, a transfer to a less strenuous or hazardous position or duties is medically
advisable.
As a condition of your return from PDL, the Company requires you to obtain a
release to return to work from your health care provider stating you are able to
resume your original job duties.
Leave is Unpaid. PDL leave is unpaid by the Company. However, at your option,
you may use any accrued vacation time or other accrued paid time off as part of
your PDL before taking the remainder of your leave on an unpaid basis. We
33 JANUARY 2009
require, however, that you use any available sick leave during your PDL. The use
of any paid leave will not extend the duration of your PDL.
We encourage you to contact the Employment Development Department regarding
your eligibility for state disability insurance for the unpaid portion of your leave.
Leave Concurrent with Family and Medical Leave. If you are eligible for leave
under the federal Family and Medical Leave Act, your PDL will also be designated
as time off under the Family and Medical Leave Act. Please refer to the "Family
and Medical Leave" policy in this Handbook for additional information.
Return to Work. If you do not return to work on the originally- scheduled return
date or request in advance an extension of the agreed upon leave with appropriate
medical documentation, you may be deemed to have voluntarily terminated your
employment with the Company. Failure to notify the Company of your ability to
return to work when it occurs, or your continued absence from work because your
leave must extend beyond the maximum time allowed, may be deemed a voluntary
termination of your employment with the Company, unless you are entitled to
Family and Medical Leave. Upon your return from PDL, you will be reinstated to
your same position in most instances.
Taking a PDL may impact certain of your benefits and your seniority date. If you
want more information regarding your eligibility for a leave and the impact of the
leave on your seniority and benefits, please contact Human Resources.
Request for Additional Time Off. Any request for leave after your disability has
ended will be treated as a request for Family and Medical Leave under the
California Family Rights Act and the federal Family and Medical Leave Act, if you
are eligible for such leave. Please refer to the "Family and Medical Leave --
California Employees" policy in this Handbook for additional information.
Rehabilitation Leave
We are committed to providing assistance to our employees to overcome
substance abuse problems. Our Company will reasonably accommodate any
employee who wishes to voluntarily enter and participate in an alcohol or drug
rehabilitation program. This accommodation may include an adjusted work
schedule or time off without pay, provided the accommodation does not impose
an undue hardship on the Company. You may use any accrued vacation benefits
while on leave under this policy. However, additional benefits will not be earned
during the unpaid portion of the leave of absence. A leave of absence under this
policy will be subject to the same provisions and rules as apply to medical leaves
of absence. The Company will attempt to safeguard the privacy of an employee's
participation in a rehabilitation program.
34 JANUARY 2009
You should notify your direct supervisor or Human Resources if you need to
request an accommodation under this policy.
G. Literacy Assistance
We are committed to providing assistance to employees who require time off to
participate in an adult education program for literacy assistance. If you need time
off to attend such a program, you should inform your direct supervisor or Human
Resources. The Company will attempt to make reasonable accommodations for
you by providing unpaid time off or an adjusted work schedule, provided the
accommodation does not impose an undue hardship on the Company. The
Company will attempt to safeguard the privacy of your enrollment in an adult
education program.
H. Bereavement Leave
An unpaid leave of up to three days in duration may be granted to any regular
full -time employee when there is a death in the employee's immediate family.
Immediate family is defined to mean the employee's parents, spouse, significant
other, domestic partner, children, brothers, sisters, or any otter significant
individual who may be a dependant of the employee.
Employees who are not regular full -time employees may request up to three days
off without pay for bereavement leave.
Voting Time Off
You are allowed up to two (2) hours time off from work with pay to vote in
general elections if, you cannot vote during normal off -duty hours. These two (2)
hours must be taken at either the beginning or the end of the workday. If you are
going to need time off for this purpose, notify your supervisor at least three (3)
working days in advance.
J. Time Off For Military Spouses
If you work, on average, at least twenty (20) hours per week and your spouse is a
qualified member of the United States Armed Forces, the National Guard, or the
Reserves, you are eligible to take leave for a period of up to ten (10) days while
your spouse is home during a qualified leave period.
Required Notice to the Company. Within two (2) business days of receiving
official notice that your spouse will be on leave, you must provide notice to the
Company of your intent to take military spouse leave.
Required Documentation. You must submit written documentation to the
Company certifying that during your requested time off, your spouse will be on
leave from deployment during a period of military conflict.
35 JANUARY 2009
Leave is Unpaid. Leave granted under this policy is unpaid. [Optional:
However, employees may substitute accrued, unused paid time off for any period
of unpaid military spouse leave.]
Definitions. For the purposes of this policy, the following definitions apply:
"Qualified Member" means any of the following:
(a) A member of the U.S. Armed Forces who is deployed during a
period of military conflict to an area designated as a combat theater or combat
zone by the President of the United States; or
(b) A member of the National Guard who is deployed during a period
of military conflict; or
(c) A member of the Reserves who is deployed during a period of
military conflict.
"Period of Military Conflict" means any of the following:
(a) A period of war declared by the U.S. Congress; or
(b) A period of deployment for which members of the Reserves are
ordered to active duty.
"Qualified Leave Period" means the period during which the qualified member is
on leave from deployment during a period of military conflict.
36 JANUARY 2009
Section 5
PROFESSIONAL CONDUCT
37 JANUARY 2009
V. PROFESSIONAL CONDUCT
A. Personal Appearance and Grooming
The appearance of Transportation Concepts' employees conveys an image about
the individual and TC. A professional image is necessary when interacting with
clients or the riding public. All employees are expected to be neat and clean and
in proper uniform while on the job.
• Shoes must be appropriate for safe driving and safe work activity. Shoes
must be dark in color, preferably black and not have open toes or heels.
Clothes are to be neat and clean. Uniform shirts are to be buttoned and
tucked in. Company provided patches/name tags are to be worn on
uniform shins or jackets.
Cosmetics may be worn provided they are not of such a nature as to be
considered unusual or excessive. A conservative appearance should be
maintained.
All employees are expected to maintain a policy of personal hygiene that
is consistent with the public contact involved in the job.
B. Attendance
Overview and Puraose
You are an important part of our team. It takes cooperation and commitment
from everyone in the Company to operate efficiently. Your attendance and
punctuality are vital to the success of the Company. When you are absent from
work, it places an additional burden on co- workers and interferes with our ability
to perform services for our clients and customers. Therefore, we have established
absenteeism and punctuality standards we expect all employees to follow.
To ensure consistent enforcement of our absenteeism standards throughout the
Company, we developed this "no- fault" "Attendance and Punctuality Policy."
For every absence, employees are assigned definite and predetermined point
values. Employees reaching certain point levels will be subject to counseling
and /or disciplinary action, up to and including termination.
To Whom This Policy Applies
This policy applies to all non - exempt employees, i.e., all employees who are
eligible for overtime according to federal and state wage and hour laws.
38 JANUARY 2009
If You Must Be Late or Absent
There may be times when your absence or tardiness cannot be avoided. In those
cases, you are expected to notify your supervisor or Manager at least one (1) hour
before you are scheduled to begin your work day of your absence or lateness.
Failure to do so may result in disciplinary action, up to and including immediate
termination.
if you are absent due to your own illness or the illness of a family member for
more than three (3) days, you must produce a certification from your healthcare
provider before your return to work.
Employees must call in every day they are absent unless excused by the
employee's supervisor or Manager. Employees who fail to call in and report for
work for three (3) consecutive days will be considered to have voluntarily
terminated their employment with the Company.
Accumulating Points
For each unexcused absence, an employee will be assigned points as follows:
ATTENDANCE INCIDENT
POINTS
Report to work more than five (5) minutes late or
I point
leave work more than 5 minutes early
Extending meal break over five (5) minutes or a
1 point
break over five (5) minutes
Absent for entire day with notice prior to
2 points
scheduled start time
Absent for entire day without notice prior to
4 points
scheduled start dine
Points assigned to an employee under the system will remain on the employee's
record for twelve (12) months from the date of the attendance incident.
Approved Absences
The following absences as provided under Company policies will not constitute
an attendance incident and will not result in employees receiving points or
discipline if the employee follows the Company's policies and procedures for
obtaining advance approval for the absence:
39 JANUARY 2009
vacation days (pre-approved)
holidays
• sick or injury with a treating doctor's note
• personal leave of absence in accordance with Company policy
(pre- approved)
• jury/witness duty
• military duty
• bereavement
Family and Medical Leave or Pregnancy Disability Leave
extended Medical Leave of Absence
other leaves of absence provided by applicable federal, state, or
local laws
workers' compensation
Company - directed shutdowns or temporary closings
Disciplinary Action
Employees accumulating an excessive number of points will receive the following
disciplinary action:
POINTS
DISCIPLINARY ACTION
10 Points
Counseling
12 Points
Written warning
13 Points
One (1) day unpaid suspension
14 Points
Three (3) day unpaid suspension
15 Points
Termination
The Company may modify the disciplinary action given to any employee based
on the circumstances of the situation.
40 JANUARY 2009
Reviewing Your Attendance Record
To monitor your attendance record, attendance reports showing point totals for
each employee will be provided to you by your location manager. Please review
these reports to ensure they are accurate. If you have any questions about your
attendance record, please speak with your supervisor or location manager.
C. Work Schedule
At Transportation Concepts, work hours may vary with each facility. Your
department needs will determine your daily schedule and your supervisor will
discuss any schedule changes with you. Staffing needs and operational demands
may necessitate variances in starting and ending times, as well as variances in the
total hours that may be scheduled each day and week.
D. Punctuality
It is your responsibility to arrive fully prepared for work, in full uniform, and at
your scheduled time. Punctuality also applies to lunch and rest breaks. When you
return promptly from your breaks it shows concern for your fellow employees and
the job you perform. Some departments have tightly scheduled lunch breaks that
require everyone's cooperation.
E. Use of Time Clock
All hourly employees are required to use either a time clock or sign in sheet.
Please do not clock /sign in more than five (5) minutes prior to your scheduled
start time, nor more than five (5) minutes after your scheduled end time unless
you have your supervisor's approval.
If you fail to clock in or out, or if you work at a project where you call in on the
telephone or vehicle radio to report that you are "on duty" or "leaving the job ",
your manager or the person designated by the manager are the only individuals
Who may record your time on your timekeeping record.
Smoking Policy
Smoking while riding or driving a Company vehicle is prohibited at all times.
Smoking is only permitted during your break times in areas designated by local
management and in areas away from your assigned vehicles.
TC follows all the city, county and state policies and regulations in monitoring
smoking in public places. Any employee who violates Company /locations
smoking policies will be subject to disciplinary action.
41 JANUARY 2009
G. Visitors
Generally, you are not permitted to have friends or relatives visit during working
hours. However, please check with your Project Manager regarding the
Company's policies concerning visitors in emergency situations.
H. Drug and Alcohol Free Workplace
The Company is required by law to provide a safe and healthy work environment
for employees. In addition, it is the Company's goal to provide the best service
possible to its customers. To achieve these goals, the Company has the following
mles about the use, possession, and sale of drugs and alcohol by its employees.
The illegal use, sale, distribution, or possession of narcotics, drugs, or controlled
substances while on the job or on Company property will result in immediate
disciplinary action, up to and including termination. In addition, alcohol cannot be
consumed on Company property unless at an authorized social function sponsored
by the Company and the use of alcohol during working hours or reporting to work
under the influence of alcohol is strictly prohibited.
The use of controlled substances prescribed to you by a licensed physician or are
available over the counter is not prohibited by this policy. However, if a physician
has prescribed medication that requires any accommodation, please notify your
supervisor or Human Resources to discuss what accommodations are necessary.
Employment of Relatives
No relatives of current employees will be hired by the Company if such hiring
would create a supervisory relationship between a current employee and that
relative. For purposes of this policy, `relative" means spouse, registered domestic
partner, mother, father, children, sisters, brothers, mother and father -in -law, sons
and daughters -in -law, cousins, aunts and uncles.
Current employees who become related, for example, by virtue of marriage, to
another current employee will be permitted to continue employment. However, the
Company may transfer one of the employees if a supervisory relationship exists
between the employees to avoid an actual or potential conflict of interest.
J. Non - Fraternization
The Company is committed to fostering a professional work environment where all
employees are treated with respect and impartially by their supervisors.
Accordingly, supervisors are prohibited from fratemizing or becoming romantically
involved with one another or with any subordinate employee in their chain of
command, regardless of whether the employee reports directly or indirectly to the
supervisor. Personal relationships often cause problems in the workplace, such as a
lack of objectivity towards a subordinate's job performance, the perception of
42 JANUARY 2009
favoritism by other employees (whether justified or not), and potential sexual
harassment complaints once a couple breaks up.
Employees who are currently dating one another, or employees who are married or
related and report to or supervise each other may request to be transferred in order
to comply with this policy. When possible, the Company will attempt to
accommodate such requests. The Company reserves the right to take any other
action necessary if a violation of this policy exists.
K. Workplace Conduct
As an employee of Transportation Concepts, you not only represent the Company
but, in many instances, our clients as well. Our ability to retain our contracts and
to provide continuous employment depends upon the performance of everyone on
the team. As an employee, you are expected to meet acceptance standards of
conduct and performance.
Although there is no way to identify every possible violation of standards of
conduct, the following is a partial list of infractions that may result in corrective
action or discharge.
1. Carelessness or violations of operating rules and procedures which could
jeopardize the safety of others and /or which could result in bodily injury to
others or damage to Company property.
2. Insubordination including improper conduct toward a supervisor or
manager or refusal or failure to perform tasks assigned by a supervisor or
manager in an appropriate manner.
3. Falsification of any records, such as medical forms, time cards /time
sheets, or employment applications, or giving false or misleading
information at any time during your employment.
4. Distribution, use, possession, purchase, or sale of or being under the
influence of alcohol, narcotics, intoxicants, drugs, or hallucinatory agents
while on Company premises or vehicles or reporting to work under such
conditions. Use of alcohol or drugs while in Company uniform
5. Disclosing confidential business information.
6. Refusal to take a drug /alcohol test.
7. Failure to produce a prescription in the employee's name for a controlled
substance.
8. Unauthorized use of Company vehicles or any unauthorized removal of
Company or fellow employee's property.
43 JANUARY 2009
9. Failure to cooperate with any management investigation.
10. Possess-ion of any weapons or explosives on Company property or in the
performance ofjob duties.
11. Theft (unauthorized removal) or misappropriation (unauthorized
possession, storage, transfer, or utilization) of customers, employee or
Company property including items that may come into an employee's
possession.
12. Conviction of driving under the influence, reckless driving, or hit - and -run
driving whether on or off the job, in a Company or personal vehicle.
13. Sleeping during on -duty work time.
14. Failure to immediately report by two -way radio or telephone an accident
resulting in property damage or potential bodily injury.
15. Failure to immediately report any conviction of a moving traffic violation
incurred while driving a Company vehicle or personal vehicle.
16. Uninsurability as a Vehicle Operator.
17. Disorderly conduct including fighting, horseplay, threatening, insulting,
coercing, or abusing another employee. Unprofessional, inappropriate or
indecent conduct including the use of profane or abusive language.
18. Failure to properly secure a wheelchair or other mobility assistance
device.
19. Working at another job, without permission, while on a leave of absence
from the Company.
20. Job abandonmenuleaving thejob without authorization.
21. Failure to report to work on the date scheduled for return to work from a
leave of absence.
22. Two failed ride/unobserved road checks within a floating 12 -month
period.
23. Excessive absenteeism or tardiness as defined in this Employee
Handbook.
24. Improper performance of duties.
44 JANUARY 2009
25. Allowing family, spouse, friends, etc. to ride free as passengers or
inappropriately as fare paying passengers.
26. Refusing to work split shifts, split weeks, or overtime without reasons
acceptable to your Manager.
27. Failing to maintain accurate and proper accountability and control of
system funds that come into an employee's possession. Excessive or
continuous fare variances or other irregularities.
28. Interfering with or hindering other employee work schedules, failing to
work on a shift as scheduled, or arranging your own replacement on a shift
without permission from your Manager.
29. Unauthorized use of Company telephones.
30. Failure of vehicle operator to have in his possession valid, appropriate
driver's license and required endorsement and medical certificate when
operating a Company vehicle.
31. Discourteous attitude or behavior to passengers or fellow employees.
32. Failing to comply with the Company's smoking policy.
33. Taking any work keys, radios or pagers home with you after work, without
your Supervisor's approval.
34. Displaying or counting fares in public view, without prior authorization.
35. Improper uniform; unkempt or dirty appearance.
36. Giving out personal information about other employees, i.e., their names,
addresses or telephone numbers, unless you have received prior
authorization from management.
37. Violation of security or safety regulations including unsafe acts, such as
improper bending, lifting, twisting etc.
38. Violation of company vehicle operation regulations
39. Failure to operate vehicle according to assigned route /timetable.
40. Posting of written or printed material on Company bulletin boards unless
authorized in advance by the manager.
41. Improper use of Company two -way radio system
45 JANUARY 2009
This list is intended to provide examples only. It is not exhaustive. No employee,
even one who complies with all of the above - listed standards is guaranteed
employment for any length of time. All employees are considered "at -will" and
may be terminated at any time, with or without cause or prior notice.
L. Security Inspections
To protect employees and the Company from theft, and to enforce Company policy
prohibiting other misconduct including the possession or use of drugs, alcohol,
weapons, and stolen property, the Company reserves the right to search employees
and their personal property (e.g., vehicles, clothing, packages, purses, brief cases,
lunch boxes, or other containers brought onto Company premises) when there is
reason to believe Company policy is being violated. Employees are expected to
cooperate in the conduct of such searches.
The Company provides property to employees for their use (e.g., Company
vehicles, desks, file cabinets, employee lockers, etc.). Searches of Company
facilities and property, including Company property in the possession of the
employee, may be conducted at any dine and do not have to be based upon reason
to believe Company policy is being violated. Employees may not withhold
permission for the Company to search Company - supplied property including desks,
lockers, tool boxes, lockers, and Company vehicles.
M. E -Mail, Voicemail, Internet and Computer Network System
Employees are expected to use e -mail, voicemail, Internet and computer network
systems for Company business only and not for personal purposes. Employee
privacy rights do not extend to work - related conduct or the use of Company -
owned equipment or supplies.
Employees are prohibited from the unauthorized use of other employees' access
codes to gain access to their e -mail and voicemail messages. Personal or other
inappropriate use of information systems will result in disciplinary action up to
and including immediate dismissal. In addition, although employees have
individual access codes to e -mail, voicemail, and computer network systems,
these systems are accessible at all times by Transportation Concepts, and may be
subject to periodic unannounced inspections by us. All system access codes must
be available to the Company, and employees may not use access codes that are
not known to the Company.
N. Workplace Violence Prevention
We are strongly committed to providing a safe workplace. The purpose of this
policy is to minimize the risk of personal injury to employees and damage to
Company property. We specifically discourage employees from engaging in any
physical confrontation with a violent or potentially violent individual. However,
we do expect and encourage employees to exercise reasonable judgment in
46 .JANUARY 2009
identifying potentially dangerous situations and informing management
accordingly.
Threats, threatening language, or any other acts of aggression or violence made
toward or by any Company employee will not be tolerated. For purposes of this
policy, a threat includes any verbal or physical harassment or abuse, attempts to
intimidate or to instill fear in others, menacing gestures, bringing weapons to the
workplace, stalking, or any other hostile, aggressive, injurious and/or destructive
actions undertaken for the purpose of domination or intimidation.
All potentially dangerous situations including threats by co-workers should be
reported immediately to the Human Resources, or to any other member of
management with whom you feel comfortable. Reports of threats may be made
anonymously. All threats will be promptly investigated. No employee will be
subject to retaliation, intimidation, or discipline as a result of reporting a threat
under this policy.
If an investigation confirms that threat of a violent act or violence itself has
occurred, the Company will take appropriate corrective action. Anyone, regardless
of position or title, whom the Company determines has engaged in conduct that
violates this policy, including retaliation, will be subject to discipline, up to and
including termination.
If you are the recipient of a threat made by an outside party, please follow the steps
detailed in this section. It is important for the Company to be aware of any
potential danger in our workplace. Indeed, we want to take every precaution to
protect everyone from the threat of a violent act by an employee or anyone else.
47 JANUARY 2009
Section 6
COMPENSATION
48 JANUARY 2009
VI. COMPENSATION
A. Time Keeping
Accurately recording time worked is the responsibility of every non - exempt
employee. Federal and California law requires Transportation Concepts to keep
an accurate record of time worked in order to calculate employee pay and
benefits. Time worked is all the time actually spent on the job.
Employees shall record all time worked, including time worked over their normal
schedule, on the time sheet or time card at the time it actually occurs.
B. Overtime
From time to time the Company may require you to work overtime. When
possible, advance notification of these mandatory overtime assignments will be
provided. 'The nature of overtime, however, is that it sometimes is needed with
little or no advance notice. Accordingly, employees must maintain flexibility in
order to be available for overtime assignments. All overtime must be authorized
in advance by an employee's supervisor.
Overtime compensation is paid to all non- exempt employees in accordance with
federal and California wage and hour requirements.
Overtime pay is based on actual hours worked. Time off for meal periods,
vacation, paid time off or any leave of absences will not be considered hours
worked for purposes of calculating overtime pay. However, break periods will be
counted as hours worked for purposes of overtime computation.
For purposes of calculating overtime, the workweek runs from Monday through
Sunday.
For further information, please contact your Manager with your questions.
C. Paydays
Paychecks are issued on the 7 °i and 22 "d of every month. The pay period begins
on the I" and 16" of each month. The paycheck on the 22 "' will include all work
performed from the 1" through the I P of the month. The paycheck given on the
7`h day of the month will include all work performed from the 10" through the
end of the month. Direct deposit is available upon request.
In the event that a regularly scheduled payday falls on a Saturday, Transportation
Concepts will pay employees on the preceding Friday. If the payday falls on
Sunday, Transportation Concepts will pay employees on the following Monday.
If a regular payday falls during an employee's vacation, the employee's paycheck
will be available upon his or her return from vacation. The employee may request
49 JANUARY 2009
that his or her paycheck be directly deposited in a local account, and such request
will be granted if possible.
D. Payroll Deductions
We are required by law to make certain deductions from your paycheck. Your
pay stub itemizes the deductions made from your gross earnings. Federal or state
laws require we make deductions for social security, federal income tax, state
income tax (where applicable), state disability insurance (where applicable), and
any other legally- mandated taxes or deductions. In addition, you may authorize
deductions for additional items, such as your contribution for medical insurance,
401 K savings plans, etc.
Any questions you may have about your paycheck or the deductions made should
be addressed to your supervisor or the Human Resources and/or Payroll
Department.
E. Work Day
TC recognizes the work day as a consecutive 24 hour period beginning at 12:00
a.m. each calendar day.
Work Week
TC recognizes the work week as seven consecutive days, Monday 12:00 a.m.
through Sunday 11:59 p.m.
G. Mileage Reimbursement
Employees will be reimbursed for mileage expended on Company business at the
IRS rate.
50 JANUARY 2009
Section 7
WORKPLACE SAFETY
51 JANUARY 2009
VII. WORKPLACE SAFETY
Each Transportation Concepts employee has the responsibility to contribute to a safe,
cooperative and pleasant work environment. The following rules and guidelines provide a basis
for that responsibility.
A. Safety Policy
It is the intention of TC to provide the safest possible work environment and to
take practical steps to prevent injury to our employees in accordance with the
Company's Safety Program.
Every supervisor is required to look for, record and correct all unsafe conditions
and/or actions by employees. In addition, each employee has the responsibility to
report any unsafe working conditions and /or procedures to his or her supervisor
and correct them when possible. Improper and unsafe working habits may be
cause for termination.
Be alert to and aware of hazards that could lead to injury to yourself or to fellow
employees so that we may all maintain a safe and healthy work place.
B. Safety Rules
1. Report all vehicle accidents or personal injuries immediately to your
supervisor. This applies to accidents on Company property or while on
Company business at another assigned location. Supervisors shall assist
you to prepare written report including date, time, location and possible
cause of accident.
2. Running, jumping, shoving, hitting, fighting or any activity that has an
adverse influence on the well -being of employees is prohibited. Walk at
all times.
3. Do not use any machines or equipment on the premises on which you have
not been trained.
4. Employees should not handle or tamper with electrical equipment,
machinery or tools that are not within their scope of duties.
5. Correct lifting techniques (using the legs not the back) should be used at
all times. Do not attempt to lift any object that may strain your muscles or
that is light but awkward. Ask for assistance whenever needed.
6. Each employee is required to maintain habits of cleanliness in his or her
own work area and in public areas such as the restrooms. Do not create or
contribute to unsanitary conditions in anyway. Although general cleaning
maintenance is done regularly, i.e., vacuuming, cleaning of the work area,
52 JANUARY 2009
emptying wastebaskets, etc., each of us is responsible for picking up and
cleaning after ourselves. Please be mindful of this fact and considerate of
your co- workers.
C. Accident Definition
All occurrences involving bodily injury, or suspected or potential bodily injury to
another person, contact with another person, contact with another person's
property or contact with Company -owned or operated vehicles, whether or not
there is damage, are considered accidents.
D. Accident Reporting
All accidents or incidents while on duty must be reported immediately to a
Company supervisor either over the two -way radio, telephone or in person. An
accident report must be completed and submitted to the on -duty supervisor no
later than at the end of a work shift on the date of occurrence.
E. Passenger Injuries and Incidents
Passenger on -board injuries (falling on- board, or while boarding, or de- boarding)
are treated under the same procedures as vehicle accidents, and must be reported
immediately by two -way radio or telephone. An accident report must be filed in
every case, even if the suspected injured parry says that they are not injured or
does not wish to make a report.
F. Accident Classifications
PREVENTABLE: An accident will be considered preventable when the
employee failed to do everything reasonable to prevent the accident.
NON - PREVENTABLE: An accident will be considered non- preventable when
the employee did nothing that contributed to the cause of the accident.
G. Evaluating Accidents
Your manager and/or safety committee will review all accidents, determining
preventability and assign a point value. In addition, when necessary the
Company's Director of Safety will review accident investigations to ensure that
they have been evaluated in compliance with the National Safety Council
Guidelines.
An employee who is involved in an accident may be suspended pending the
outcome of the investigation.
53 JANUARY 2009
H. Re- Training
The Company shall provide remedial training after a preventable accident or
failed ride or unobserved road check Depending on the circumstances of the
situation, a vehicle operator may not be scheduled into regular service until the
retraining is complete.
1. Safety Point System
The point system described below applies to any person who operates a Company
vehicle on public roadways, Company property, or private property. Assessments
shall be applied whether incurred in a company or private vehicle.
Examples of One (1) Point Assessment
• Preventable accident with no damage to property or other vehicles
involved.
• Passenger- related preventable accident for which there is no claim
for medical treatment or monetary award.
• An accumulation of two (2) preventable accidents during a 6-
month period. (This is a one (I) -point assessment in addition to
the other points assessed.)
2. Examples of Two (2) Point Assessment
• Preventable accident with vehicle or property causing damage
period will result in the following action:
• Passenger- related preventable accident with claim for medical
treatment or monetary award.
• Conviction of a minor traffic violation. A minor violation is any
moving traffic citation you receive that does not qualify as a
,,major violation'.
3. Examples of rive (5) Point Assessment
• Preventable accident as a result of failure to properly secure
wheelchair.
• Preventable accident as a result of driver negligence resulting in
serious injury, death and /or high property damage.
• Failure to immediately report a citation or accident.
54 JANUARY 2009
Failure to immediately report a citation received for a Major
Violation.
Conviction of a Major Violation. A Major Violation is any citation
that involves: (1) driving while intoxicated or under the influence
of alcohol or drugs; (2) failure to stop and report an accident in
which you are involved; (3) homicide, manslaughter, or assault
arising out of the operation of a motor vehicle; (4) driving while
your license is suspended or revoked; (5) reckless driving;
(6) possession of open container of alcoholic beverages; and/or
(7) speed contests, drag racing, or attempts to elude an officer of
the law.
If you receive a citation for a Major Violation, we will not be able
to schedule you back into service unless and until the citation is
dismissed.
Safety Points Accumulation
The accumulation of points within a floating 18 -month period will result in the
following action:
I — 2 points Written Warning
3 — 4 points 3 day Suspension
5 points Discharge
In situations involving more than one point assessment, for instance, an accident
with a citation, only the highest point assessment will be used.
K. On- the -Road Supervision
Each vehicle operator will be reviewed by his supervisor /manager, or trainer on a
regular basis. These reviews will include a ride check or unobserved road check.
L. Workers' Compensation
The Company carries workers' compensation insurance and will assist employees
in obtaining all benefits to which they are legally entitled. If you are injured while
working, please report it immediately to your supery isor, no matter how minor the
injury may be.
If your work - related injury requires a leave of absence, this leave may count toward
your annual Family and Medical Leave, if you qualify for leave under those
programs.
55 JANUARY 2009
Vlll. ACKNOWLEDGMENTS
A. Acknowledgment for training and receipt of Transportation Concepts' No
Harrassment Policy
B. Acknowledgment for training and receipt for Employee Handbook
56 JANUARY 2009
ACKNOWLEDGMENT OF RECEIPT OF
TRANSPORTATION CONCEPTS NO HARASSMENT POLICY
I acknowledge I have received a copy of Transportation Concepts No Harassment Policy (the
"Policy "). I have read the Policy, understand it and agree to follow it. I understand any
employee who engages in conduct prohibited by the Policy will be subject to disciplinary action,
up to and including termination.
I understand it is my obligation to refrain from engaging in conduct in violation of the Policy and
also to report conduct which I believe violates the policy to enable the Company to take action as
appropriate.
1 also acknowledge that 1 have received a copy of the California Department of Fair Employment
and Housing's Sexual Harassment Brochure called "The Facts About Sexual Harassment."
Date Print Name
Signature
57 JANUARY 2009
EMPLOYEE ACKNOWLEDGEMENT
I understand that my employment with Transportation Concepts is for an unspecified term and may
be terminated at the will of either the Company or myself, with or without reason or cause, and
with or without notice. No words or actions of the Company will be deemed to create an express
or implied contract of employment or require the Company to have good cause for terminating my
employment. No Company representative is empowered or authorized to modify this at -will
relationship other than the President of the Company.
I acknowledge I have received a copy of the Transportation Concepts' Employee Handbook. I
understand I am responsible for reading the contents of the Employee Handbook, and for
complying with the policies and rules outlined therein. I further acknowledge that I have read the
Employee Handbook in its entirety in accordance with this responsibility.
I understand that while employed by Transportation Concepts, I must comply with all Company
policies and rules. 1 further understand that any rules, policies, and benefits described in the
Employee Handbook may be modified or varied from by the Company at anytime�xcept as
required by law and except for the rights of the parties to terminate employment at will (which
may be modified only by an express written agreement signed by both me and the President of
the Company).
Date
(Please Return to Your Supervisor)
Employee Name
Employee Signature
58 JANUARY 2009
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Attachment G
MAYOY191'OR: a
R: I VtA
MAYOR PRO TENT:
fMDIUaRMEV IA
COPNCILMEMRERS:
rmL'I A,+RCm-
ouvw
$1[ \'LF LI
July 15, 2015
City of illZosemead
8838 E. VALLEY BOIII EVART) RO BOX 399
ROSEI AU, CALIFORNIA 91770
M FPHONE (626) 1692100
I'AX (626) ?07 -9218
RE: Request for Revised Cost and Operational Proposals
The Rosemead Council has asked staff to reassess the decision to purchase gasoline - fueled
vehicles for operation of the City's transit services program. For that reason, we are asking that you
provide the following information as an addendum to your Proposal of June 17, 2015:
1. Please describe and detail any changes which would be necessitated to your previously -
submitted Proposal should the City provide transit service vehicles fueled by compressed natural
gas [Cl rather than gasoline vehicles as specified in the City's RFP. Such changes might
include, for example, staffing, training, maintenance, servicing and fueling, facilities and equipment.
2. If necessary, please submit a revised Cost Proposal based on the changes you envision related
to the City's provision of Cl transit service vehicles. In your revised Cost Proposal, please
ensure that you estimate the CNG fuel usage for the services to be operated.
3. Please describe and detail any changes which would be necessitated to your previously -
submitted Proposal should the City provide transit service vehicles fueled by rp opane rather than
gasoline vehicles as specified in the City's RFP. Such changes might include, for example, staffing,
training, maintenance, servicing and fueling, facilities and equipment.
4. If necessary, please submit a revised Cost Proposal based on the changes you envision related
to the City's provision of propane - fueled transit service vehicles. In your revised Cost Proposal,
please ensure that you estimate the propane fuel usage for the services to be operated.
Please submit your response to this request no later than 5:00pm, Monday, July 20, 2015, by email
to Silvia Llamas at sllamas @cityofrosemead.org.
I will be unavailable until Monday, July 26. In my absence, any questions regarding this request
should be directed to Sean Sullivan, Public Works Manager, at 626 - 569 -2189 or
ssuilivan@cityofosemead.org.
Matt Hawkesworth
Assistant City Manager
626- 569 -2107
mhawkesworth @cityofrosemead.org
Attachment First 6i Transit
First Transit, Inc.
600 Vine Street, Suite 1400
Cincinnati, OR 45202
Phone: 513- 241 -2200
July 20, 2015 Fax: 513 - 684 -8852
Mr. Matt Hawkeswsorth Via Electronic Mail
Assistant City Manager
City of Rosemead
8838 E. Valley Blvd.
Rosemead, CA 91770
Subject Request for Revised Cost and Operational Proposals
Dear Mr. Hawkesworth,
Thank you for the opportunity to provide an addendum to First Transit's proposal for the
operation of the City of Rosemead Dial -A -Ride and Explorer transit services. First Transit has
extensive experience operating and maintaining alternative fuel vehicles and have included an
added proposal section on this subject following our responses to your request for revised
cost and operational proposals.
tJ Please describe and detail any changes which would be necessitated to your
previously- submitted Proposal should the City provide transit service vehicles
fueled by compressed natural gas [CNG] rather than gasoline vehicles as
specified in the City's RFP. Such changes might include, for example, staffing,
training, maintenance, servicing and fueling, facilities and equipment.
Should the City decide to provide CNG fueled vehicles First Transit will incorporate the
following operational changes:
• Drivers would drive to the closet CNG fuel station located at 5640 Peck Rd, in Arcadia
at the end of the day to fuel their vehicles. The drive time and slower fueling time for
CNG adds approximately thirty minutes per vehicle per day.
• First Transit already operates both CNG and Propane vehicles from our El Monte facility
and no additional training for employees would be required.
• The cost for parts is slightly different for CNG and Propane vehicles compared to
unleaded fuel.
• No changes in staffing levels are required.
2) if necessary, please submit a revised Cost Proposal based on the changes you
envision related to the City's provision of CNG-fueled transit service vehicles. In
your revised Cost Proposal, please ensure that you estimate the CNG fuel usage
for the services to be operated.
Included is a revised Cost Proposal based on the added driver time to fuel CNG vehicles and
the change in CNG maintenance parts. The estimated fuel usage is based on $2.94 per gallon
using 6.25 miles per gallon.
3) Please describe and detail any changes which would be necessitated to your
previously - submitted Proposal should the City provide transit service vehicles
fueled by propane rather than gasoline vehicles as specified in the City's RFP.
Such changes might include, for example, staffing, training, maintenance,
servicing and fueling, facilities and equipment.
Should the City decide to provide Propane fueled vehicles First Transit will incorporate the
following operational changes:
• First Transit currently operates propane vehicles in El Monte and the fueling is
performed by a wet truck that comes to the division each day and fuels the vehicles on
site. No additional time required by drivers or staff.
• First Transit already operates both CNG and Propane vehicles from our El Monte facility
and no additional training for employees would be required.
• Parts costs are slightly different for CNG and Propane vehicles compared to unleaded
fuel.
• No changes in staffing levels are required.
4) if necessary, please submit a revised Cost Proposal based on the changes you
envision related to the City's provision of propane-fueled transit service vehicles.
In your revised Cost Proposal, please ensure that you estimate the propane fuel
usage for the services to be operated.
Included is our revised Cost Proposal - Propane based on the change in Propane maintenance
parts and supplies. The estimated fuel usage is based on $1.58 per gallon using 5 miles per
gallon.
On the following pages, please find details on First Transit's experience. with CNG fueled
vehicles.
Alternative Fuels
The United States consumes more energy than any other nation in the world. At First Transit,
we are committed to seeking environmentally - friendly alternatives in all aspects of our
business. We also encourage our general managers and employees to explore alternatives that
will help our company consume less energy.
The business model of the transit industry is rooted in green thinking, encouraging shared rides
and fuel conservation. Alternative fuel use has been a part of our industry for some time,
including use of Compressed Natural Gas (CNG), Liquefied Natural Gas (LNG), propane,
electric and hybrid vehicles. Liquefied Petroleum Gas (LPG) is another alternative fuel often
confused with natural gas and is used only in limited locations. CNG is the main alternative
fuel currently used by First Transit.
Since 1992, we have steadily increased the number of alternative - fueled vehicles and facilities
under our direct control:
• We operate a fleet of 170 CNG buses as well as electric - powered vehicles for Foothill
Transit at our Pomona, CA operation
• We have maintained more than 500 CNG, powered vehicles in a number of
communities, mostly in urban settings such as Los Angeles, CA and Las Vegas, NV
• In 1992, Laidlaw (now part of First Transit) inaugurated the first fully dedicated fleet of
CNG vehicles for LADOT in the San Fernando Valley
• We have operated liquid propane gas- fueled vehicles for LADOT in Los Angeles, and in
the cities of Glendale and Cerritos
• We have valuable experience in the maintenance of alternative - fueled vehicles
manufactured by companies such as El Dorado National, Stewart and Stevenson, Blue
Bird, Orion, Goshen, NAB], and Neoplan
First Transit is competent in the operation and maintenance of alternative fuel vehicles,
including CNG, LNG, Ethanol, Biodiesel, and others. A sample list has been included below.
CNG
LNG
Ethanol
Biodiesel
Fort McMurray
Howard County
PRTC
Kansas City RAC
BWI /Baltimore
RTD- Longmont
BWI /Baltimore
Fort Bend County
City of Phoenix
PVTA - Pomona
RTD- Denver
City of Phoenix
Foothill Transit
NCTD
RTD- Longmont
San Luis Obispo
PVTA- Pomona
Vacaville, CA
RTD- Commerce
Foothill Transit
Spokane Transit
Concord, CA
City
RPTA- Valley Metro
NCTD
RTD- Commerce
McCarran Airport
Antioch, CA
RPTA - Valley Metro
City
RPTA - Valley
Puerto Rico Highway
Monterey Park, CA
Glenview, IL
Metro
Snohomish Transit
Paramount, CA
San Gabriel, CA
Snohomish
San Fernando, CA
San Fernando, CA
Transit
This chart not only highlights First Transit's vast
experience in the maintenance of diverse fleets,
including various fuel types for the same
customer, but also our commitment to
environmental sustainability. We are committed to
alternative fuel use and routinely send
maintenance personnel to OEM factory schools
such as Detroit Diesel, Cummins Engine Corp,
Ford Motor, and the Natural Gas Vehicle Institute
in Las Vegas for certification in the area of CNG. In
addition, our maintenance staff has access to the
excellent training opportunities provided by the
Southern California Regional Transit Training
Consortium.
Maintenance Considerations
Excellence in CNG
Our California maintenance staff
have access to the excellent
training opportunities in CNG
provided by the Southern
California Regional Transit
Training Consortium, as well as
classes offered by the San Diepo
First Transit's maintenance managers ensure that all maintenance employees have the
knowledge and skills necessary to provide safe, efficient, and effective operation, maintenance,
and fueling of CNG and alternative -fuel
vehicles.
We operate over 11,000 vehicles of various fuel
types nationwide. In general, the engines in
each of the vehicles are nearly identical, except
for the manner in which the fuel is injected.
There are several maintenance considerations
that must be addressed when using alternative
fuels. CNG burns faster causing necessary
timing adjustments. CNG running temperatures
are extremely high, fuel leaks are difficult to
detect, and the absence of lubrication in the
fuel causes a higher rate of wear on cylinders,
pistons, etc. Although running costs generally
Training
Enhancements
First Transit routinely provides
additional training from OEM
factory schools such as Detroit
Diesel, Cummins Engine
Corporation, and Ford Motor
Corporation.
do not differ significantly between fuel types, CNG- fueled vehicles are slightly more labor
intensive.
Engines are tuned on CNG vehicles every 15,000 to 18,000 miles. Rebuilding pressure
regulators on CNG vehicles occurs around 70,000 miles, according to the manufacturer's
recommendations. We follow tank manufacturer recommendations for tank inspections of CNG
vehicles, which vary according to the age of each vehicle.
Because alternative - fueled vehicles have higher engine operating temperatures, we follow the
manufacturer's recommendations on all lubricants and filter applications. Extended -life
antifreeze is also utilized and is DCA tested. Spark plugs are changed every 12 to 18 months or
12,000 to 18,000 miles, again due to the higher operating temperatures.
Propane Fuel
In addition to CNG - fueled vehicles, we have experience operating liquid propane gas (LPG)
fueled vehicles. As noted previously, we have operated LADOT propane buses under other
contracts as well as for the City of Glendale and the City of Cerritos in California. Under an
earlier contract with LADOT, we operated approximately 60 LP&fueled buses for the
Downtown DASH service. Our El Monte facility operates propane vehicles for the cities of San
Gabriel and San Fernando.
Electric Vehicles
Our experience with electric vehicles includes fleet operations for the National Park Service at
the Grand Canyon, the cities of Burbank and Pasadena, CA, and a three-year demonstration
project for the City of San Pedro, CA. As the original contractor to operate the San Pedro
demonstration project, we took a leadership role in identifying and addressing the many
challenges this project presented. The unique construction of electric vehicles and the power
plants needed to fuel the fleet required us to make many modifications to our established
maintenance program, including scheduling and employee training programs.
At Foothill Transit, we currently operate and maintain three electric Ecoliner buses, and look
forward to the agency's acquisition of more similarly powered vehicles. Our maintenance
manager and location staff have successfully transitioned their maintenance procedures to
accommodate this alternatively fueled fleet.
Hybrid Vehicles
Right now, the California Air Resources Board / South Coast Air Quality Management District
(CARB /SCAQMD) is recognizing unleaded fuel as an alternate fuel path with a hybrid drive
system (ISE Corporation, Poway, CA). This hybrid drive system uses the Ford Triton V -10
engine running on unleaded pump gasoline. Some of the technologies used by hybrids to
reduce emissions and conserve gas usage include regenerative braking, electric motor
drive /assist, and automatic start/shutoff systems.
Alternative Fuel Vehicle Maintenance Training
Because we are committed to alternative fuel use, we routinely send our maintenance
personnel to original equipment manufacturers (OEM) factory training schools such as Detroit
Diesel, Cummins Engine Corporation, Ford Motor, and the Natural Gas Vehicle Institute in Las
Vegas for certification in the area of Compresses Natural Gas (CNG).
Specific training and testing that a technician can receive to qualify for ASE Type F1 (CNG —
Light Vehicles) and H1 (CNG — Engines) certification includes:
• Vehicle Inspection for Condition, Suitability, and Compliance
• Equipment Installation and Inspection
• Leak Testing and Repairs
• Emissions, Performance Verification, and Adjustments
• System Diagnosis Maintenance and Repair
• General Cylinder Safety and Maintenance
Fuel Sustainability Case Studies
First Transit Foothill Operations
Pomona, CA
The Foothill Agency unveiled its first three zero - emissions Ecoliner buses in September 2010 at
its Pomona operations facility, managed and operated by First Transit. The agency provided
rides through the facility lot and a demonstration of the hands -free docking station that can
recharge the lithium batteries in as little as five minutes. First Transit has successfully operated,
monitored, and maintained these first generation buses for three months. The buses were
integrated into Route 291 that serves Pomona and La Verne, and they are undergoing a six -
month trial.
CTTransit
Hartford, CT
In April 2007, a 40-foot hybrid hydrogen fuel cell bus debuted in downtown Hartford, CT. This
zero - emission, high - visibility ambassador for state -owned operator Connecticut Transit
(CTTRANSIT) is a demonstration project bringing together many technology partners, paving
the way toward additional clean fuel public transportation vehicles. CTTRANSIT has since
added four new next - generation hybrid hydrogen fuel cell buses to the fleet, making
CTTRANSIT among the world leaders in running a hydrogen fuel cell powered transit fleet.
The newest buses are lighter weight for improved fuel economy and higher speeds. Hydrogen
fuel cell buses get close to twice the fuel economy of a similar size standard transit diesel bus
and have enough fuel onboard to run continuously for an eighteen hour operating day.
Because hydrogen is the most abundant element in the universe, there are no harmful
emissions when it is used to power fuel cells. The only emission is a small amount of warm
water. CTTRANSIT's experience with hydrogen fuel cell buses has been extremely successful.
In surveys of both their customers and drivers, respondents report how quiet and smooth the
bus is, and especially appreciate how clean the technology is while due to the use of an
abundant, renewable fuel source.
Other Sustainability Programs
Other examples of sustainability programs include
SUN Metro, El Paso, TX -SHNN is in process of certifying five terminals that have been built
in accordance with the LEED Green Building Rating system. They operate 80 percent of their
vehicles on CNG and have initiated a region -wide program to encourage eco- friendly land use.
SEAT, Zanesville, OH - SEAT has a program that includes metal and paper recycling,
employee and dependent bus passes, tobacco and smoking control policies, refrigerant
control, energy conservation, and local procurements.
More than 25 locations currently use hybrid, bio- diesel, CNG, LNG, propane, hydrogen fuel
cell, and electric vehicles.
Daily Fueling Procedures
We propose using the fallowing fueling procedures for the City of Rosemead operation, subject
to the provisions in the final contract.
CNG fueling will be handled by the vehicle operators at the end of their shift. They will drive to
the public CNG station located at 5640 Peck Road, Arcadia, fuel the vehicle and then return to
the El Monte yard.
Propane fueling will be performed by Expo Propane. Their fuel truck driver will arrive at the
yard each evening and wet hose fuel each propane vehicle.
vii
Fuel Reconciliation Procedures
At the end of shift, daily driver sheets are turned into dispatch. The daily fuel information is
forwarded to the maintenance manager for input into FirstBase system.
For Propane, the truck driver will provide a list of fuel pumped into each vehicle which the
maintenance manager will input into FirstBase.
Each month the fuel invoices will be compared to First Transit reports and reconciled prior to
submission to the City.
In conclusion, we would like to again thank you for the opportunity to provide additional
information. Should you have questions concerning any aspect of our response, please feel
free to contact me at 707 - 694 -3932 and via email at David a smith@firstarouo com.
Thank you for your ongoing consideration of First Transit. We remain hopeful that we will have
the opportunity to partner with the City of Rosemead for the provision of your Dial -A -Ride and
Explorer transit services.
Sincerely,
David A. Smithy
Dir. Of Business Development
First Transit, Inc.
viii
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2
Proposers Name: First Transit, Inc
Propane Buses
PROPOSED COST FORMULA
This table auto -fills from Hourly and Fixed Cost Tables. Do not overwrite formulas.
COST FORMULA
Year One
12 Months
Year Two
12 Months
Year Three
12 Months
1. Cost per RVH
$2588
$26.99
$28.52
2. Monthly Fixed Cost
$39422
S40222
$41,212
projected Annual RVH
15610
15,610
15,610
3. Annual RVH Cost
$404,014
S,421,276
$445,227
4. Annual Fixed Costs
5473,064
$482669
$494,539
TOTAL COST (314)
$877.078
$903,945
$939,765
This Cost Proposal Form is to be used to submit the proposed contractors firm cost proposal for all work
descnbed in the RFP and Scope of Work. The detailed Cast Breakdowns of the Cost Proposal Form should be
consistent with proposed Cost Per Revenue Vehicle Hour and Monthly Fixed Costs.
BREAKDOWN OF COST PER REVENUE VEHICLE HOUR
COST PER RVH
BREAKDOWN
Year One
Year Two
Year Three
Driver Wages
$1776
510.30
$1866
Driver Fringe Benefits
$3.74
$3.08
$4.02
Maintenance Parts
$1.05
$129
$1.94
Maintenance Supplies
$025
$0.27
$0.33
Outside Repairs
$0.12
$0.20
$041
Other(Dnver Uniforms)
$021
$021
$022
Variable Overhead
$1.57
$1.62
$1.69
Variable Management
Feaderofit
$1.18
$1.22
$1 26
TOTAL COST PER RVH
$25.88
$2699
$28.52
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
Proposers Name:
BREAKDOWN OF MONTHLY FIXED COSTS
!Note: Costs shown are to be the average monthly fined costs by cath eorvl
MONTHLY FIXED COST
BREAKDOWN
Year One
Year Two
Year Three
Project Manager Salary
$892
$910
5929
Plead Manager Fringe
$103
$105
$107
Maintenance Mgr Salary
$1,137
$1,160
$1,183
Ment. Mgr Fringe
$108
$111
$114
Operation Supervisor Salary
$595
$607
$619
Operation Supervisor Fringe
$69
$70
$71
Dispatch Staff Wages
$8,034
58,179
$8326
Dispatch Staff Fringe
$1692
51,755
$1,817
Maintenance Staff Wages
$4213
54,289
$4,365
Maintenance Staff Fringe
$398
5410
$422
Other Wages! Ulilirymus Wash
$2980
52,117
$2,155
Other Wages'. Reservationists
$4285
54,362
$4,440
Other Fringe'. U61iry /BUs Wash
$602
5619
$638
Other Fdr, Reserva6omsts
$902
5936
$%9
HiringiTraining
$598
5563
$629
Safety
$171
$175
$179
Uniforms
$67
$65
$70
Non Revenue Vehicles
$365
$365
$365
Facility LeaselRent Costs
51,310
$1343
$1376
Janitorial
$67
$69
$71
Telephone
$693
$703
$713
Utilifies
5119
$42
$125
Office Supplies
$67
$6B
570
AeOureng
$302
$342
$442
INSURANCE:
General Liable,
$174
$177
$181
Automobile Liability
$2,607
$2656
$2,712
Collision /Comprehensive
5695
$700
$723
Workers Cirmpensatui
$1275
$1334
$1388
Computer Hardware
$107
$107
5107
Cnmpmzr Software
$500
$513
$525
On- Board Camera Costs
$736
$736
$736
Other (Fanatics)
$189
$169
$189
Employee Welfare
$79
S81
$83
Interpreter Services
$849
$871
$892
Bad,. Lease
$180
$184
$189
Non Revenue Varies Fuel
$417
5425
$434
Start Up Coats
$1210
$1 21 0
$1210
Overhead
$077
$904
$940
Management Fee/Profit
$658
5676
$705
TOTAL MONTHLY FIXED COSTS
$39422
$40.222
541212
[Note: Listing of typical cost items on this provided form does not require Contractor to provide this position,
utility or service J
ESTIMATED ANNUAL FUEL COST
Year Dne
Year Two
Year Three
Fronded Total Vehicle Miles
205,M4
205,249
205,483
Estimated Annual Fuel Cost
564,920
$66,156
%7.556
Assemed Cost/Gal Gasoline
$1 58
$1.61
$1 Ca
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2
Proposer's Name: First Transit, Inc
CNG Buses
PROPOSED COST FORMULA
This table auto -fills from Hourly and Fixed Cost Tables. Do not overwrite formulas
COST FORMULA
Year One
12 Months
Year Two
12 Months
Year Three
12 Months
1. Cost per RVH
$27.03
$28.16
$2972
2. Monthly Fixed Cost
$39,414
$40.213
$41,201
Projected Annual RVH
15,610
15,610
15,610
3. Annual RVH Cost
$421,896
$439,627
$463,919
4. Annual Fixed Costs
$472.966
$482,559
$494,410
TOTAL COST (3,4)
$894,863
$922,186
1 $958,330
This Cost Proposal Form is to be used to submit the proposed contractors firm cast proposal for all work
described in the RFP and Scope of Work. The detailed Cost Breakdowns of the Cost Proposal Form should be
consistent with proposed Cost Per Revenue Vehicle Hour and Monthly Fixed Costs.
BREAKDOWN OF COST PER REVENUE VEHICLE HOUR
COST PER RVH
BREAKDOWN
Year One
Year Two
Year Three
Driver Wages
$10.73
$19.29
$19.67
Driver Fringe Benefits
$3.86
$4.00
$4.15
Maintenance Parts
$1 D5
$1.29
$194
Maintenance Supplies
$025
$027
S033
Outside Repairs
$0.12
$020
$041
Other(Driver Uniforms)
$021
$0.21
$0.22
Variable Overhead
$1.61
$1.65
$172
Variable Management
Fee /Profit
$120
$1.24
$1.29
TOTAL COST PER RVH
$2703
$20.16
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
Proposer's Name:
BREAKDOWN OF MONTHLY FIXED COSTS
(Notes Coals shown are to he the averaoe monthly fixed C
MONTHLY FIXED COST
BREAKDOWN
Year One
Year-Two
Year Three
Pri Manager Salary
5892
5910
$929
Project Manager Fringe
$103
$105
$iW
Maintenance Mgr Salary
51,137
$1,160
$1,183
Maint Mgr Fringe
$108
$111
$114
Operation Supervisor Salary
$595
S507
$619
Operame Supervisor Fringe
$69
$10
$11
Dispatch Staff Wages
S3034
$8,119
$6,326
Dispatch Staff Fringe
$1656
$1,118
$1,118
Maintenance Staff Wages
£4213
$4,289
$4,366
Maintenance Staff Fringe
S398
$410
$422
Other Wages: Unity /Bus Wash
52,060
$2,111
$2,156
Other Wages'. ReservaYonists
54,285
$4,362
$4,440
Other Fringe' @illty /Bus Wash
$602
5619
$630
Other Fringe. Recavafionots
$883
$916
$948
Hiringlraisrg
5598
$563
$629
Safety
5111
$115
$119
Uniforms
$51
$68
$10
Non Revenue Vehicles
5365
$365
$365
Facility Lioee/Rent Costs
$1310
$1,343
$1,318
Janitorial
$61
$69
$11
Telephone
5693
$103
$113
urt.s
$119
$122
$125
Office Supplies
561
$58
$10
Accounfing
5302
$342
$442
INSURANCE.
General Liability
5114
$177
$181
Automobile Liability
52601
$2.656
$2112
ColkeereCOmprehensce
S595
$108
$123
Workers Compensation
$1,291
$1350
$1405
Computer Hardware
S107
$101
$107
Computer SORware
S500
$513
$525
On Board Camera Costs
$136
$136
$136
Other(Farebox) '.
5189
$169
$189
Employee Welfare
$19
$81
$63
Interpreter Services
SO49
$811
$692
Radio Lease
$180
$184
$109
,Non Revenue Vehicle Fuel
$411
$425
$434
Start Hp CO is
$1,210
$1210
$1210
Overdeatl
$895
$922
$958
Management Fee /Profit
$611
$692
$119
TOTAL MONTHLY FIXED COSTS
$39414
$40213
$41201
[Note: Listing of typical cost items on this provided form does not require Contractor to preside this position,
utility or service]
ESTIMATED ANNUAL FUEL COST
Year One
Year Two
Year Three
Protected TOtel Vehlde Miles
205,444
204249
205,483
Estimated Annual Fuel Cost
896,641
$9B,48o
$100,564
Assumed CosVGal Gasoline
52 .94
$300
$306
Attachment I
Matt Hawkesworth
From:
Silvia LLamas
Sent:
Monday, July 20, 2015 2:02 PM
To:
rglauthier @aol.com
Cc:
Matt Hawkesworth
Subject:
FW: Additional Information- MV
Attachments:
Rosemead Cost Proposal Form Pages 2 &3 - 072015.xls
Importance: High
Silvia Llamas
Public Works
Administrative Assistant
s
8838 Valley Boulevard
Rosemead, CA 91770
(626)569 -2117
From: Justin Pate [ mailto :justin.pate @mvtransit.comI
Sent: Monday, July 20, 2015 12:12 PM
To: Silvia LLamas
Cc: Justin Pate; Joe Escobedo
Subject: FW: Additional Information
Importance: High
Good Afternoon Ms. Llamas
Attached is MV's revised pricing for the new scope involving both Propane and CNG vehicle options. MV has
included its original gasoline pricing on the first two tabs, followed by CNG and then propane.
Further, no changes were needed to specifically address staffing and training. However MV's newly revised
cost proposals do take into account slight adjustments to the following items.
CNG:
1.
• Increased Fueling time because of the time it takes to fill vehicles vs traditional gasoline and the
tank capacity.
• On the Explorer service, because of the miles driven each day, MV has accounted for mid -day
fueling.
• Slightly increased maintenance costs from gasoline, based on MV's history and experience with
CNG vehicles.
2. Please find revised pricing on tabs 3 and 4 of the attached excel file.
Propane:
3.
Revised fueling time because of the time it takes to fill vehicles vs traditional gasoline, tank
capacity and MV's proposed facility has Propane fueling capabilities on -site.
On the Explorer service, because of the miles driven each day, MV has accounted for mid -day
fueling.
Slightly increased maintenance costs from gasoline, based on MV's history and experience with
Propane vehicles.
4. Please find revised pricing on tabs 5 and 6 of the attached excel file.
MV looks forward to working with Rosemead throughout the remainder of this procurement. Please let me
know directly if you need any additional information.
Regards,
Justin C. Pate
Vice President Business Development
MV Transportation, Inc.
5910 N Central Expressway, Suite 1145
Dallas, TX 75206
Office: 972.391.4650
Cell (preferred): 214.662.0499
Fax: 972.391.4750
www.mvtransit.com
N
This electronic transmission and any attachment(s) may contain confidential Information Which Is far the sole use of the Intended
recipient. Be aware, any disclosure, copying, distribution or use of the contents of this information is prohibited. If you have received
this message in error, promptly notify the sender by return email and permanently delete this from your computer. Thank you.
From: Silvia LLamas [ mailto :sllamas()citvofrosemead.orel
Sent: Wednesday, July 15, 2015 7:40 PM
To: Matt Hawkesworth; Sean Sullivan
Subject: Additional Information
Importance: High
Good Afternoon,
Please find the attached request for additional information to your transit bid submitted June 17, 2015
Please email me all responses by Monday, June 20, 2015 by 5:00 p.m.
If you have any questions please feel free to contact Sean Sullivan at (626) 569 -2189.
Thank you.
Silvia Llamas
Public Works
Administrative Assistant
OSE A
8838 Valley Boulevard
Rosemead, CA 91770
(626)569 -2117
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2
Proposer's Name: MV Transportation Inc.
PROPOSED COST FORMULA
This table auto -fills from Hourly and Fixed Cost Tables_ Do not overwrite fnrri
COSTFORMULA
Year One
[12 Months]
Year Two
[12 Months]
Year Three
[12 Months
1. Cost per RVH
$24.58
$26.65
$29.39
2. Monthly Fixed Cost
$34,296
$33,370
$34,274
Protected Annual RVH
15,610
15,610
15,610
3. Annual RVH Cost
$383,656
$416,040
$458,815
4. Annual Fixed Costs
$411,549
$4 ,439
$411,288
TOTAL COST (3+4)
$795,205
1 $816,479
$870.104
This Cost Proposal Form is to be used to submit the proposed contactors firm cost proposal for all work described in
the RFP and Scope of Work. The detailed Cost Breakdowns of the Cost Proposal Form should be consistent with
proposed Cost Per Revenue Vehicle Hour and Monthly Fixed Costs.
BREAKDOWN OF COST PER REVENUE VEHICLE HOUR
COST PER RVH
BREAKDOWN
Year One
Year Two
Year Three
Driver Wages
$16.643
$16.264
$20.124
Diner Fringe Benefits
$4.023
$4.421
$4872
Maintenance Parts
$1.025
$1.189
$1.407
Maintenance Supplies
$0.283
$0291
S0.300
Outside Repairs
$0.170
$0.175
$0.180
Contracted Veh. Cleaning
$0.141
$0.145
$0.150
Interest Expense
$0203
$0.168
$0.156
Overhead
$1.352
$1.199
$1.323
Management Fee/ProYR
$0.737
$0.800
$0.882
TOTAL COST PEB BVH
$24.576
$26.652
$29.392
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
Proposer's Name: MV Transportation Inc.
BREAKDOWN OF MONTHLY FIXED COSTS
(Note: Costs shown are to be the average monthly fixed costs by category)
MONTHLY FIXED COST
BREAKDOWN
Year One
Year Two
Year Three
Project Manager Salary
$807
$823
$840
Project Manager Fringe
$82
$85
$88
Maintenance Mgr Salary
$354
$361
$368
Maint. Mgr Fringe
$34
$35
$36
Operation Supervisor Salary
$5,427
$5,535
$5,646
Operation Supervisor Fringe
$706
$745
$790
Dispatch Staff Wages
55,493
$5,602
$5,713
Dispatch Staff Fringe
$711
$750
$795
Maintenance Staff Wages
$2,317
$3,801
$3,971
Maintenance Staff Fringe
$286
$452
$483
Other Wages (Specify)
$D
$D
$0
Other Fringe(Specify)
$0
$0
$0
Hiring/Training
$297
$422
$434
Safety
$195
$229
$237
Uniforms
$103
5213
$219
Non - Revenue Vehicles
$1,351
$1,382
$1,414
Facility Lease/Rent Costs
$906
$933
$961
Janitorial
$0
$0
so
Telephone
$342
$352
$361
Utilities
$0
$0
$0
Office Supplies
$163
$168
$173
Accounting
$0
$0
$0
INSURANCE:
General Liability
S50
$51
$54
Automobile Liability
$2,336
$2,336
$2,336
Collision /Comprehensive
$2,000
$2,016
$2,033
Workers Compensation
$2,133
$2,379
$2,571
Computer Hardware
$120
$120
$119
Computer Software
$0
$0
$0
On Board Camera Costs
$350
$350
$350
Fareboxes
$99
$99
$99
Radio's
$294
$300
$306
SysterrWehicle Technology 1
$898 1
$916 1
$934
Business Ucense/Taxes
$215
$203
$192
Start Up Costs
$3,029
$0
$0
Interest Expense
$284
$210
$181
Overhead
$1,686
$1,502
$1,542
Management Fee /Profit
$1,029
$1,001
$1,028
TOTAL MONTHLY FIXED COSTS
I $34296
$33,370
$34,274
[Note: Listing of typical cast items on this provided farm does not require Contractor to provide this position,
utility or service.]
ESTIMATED ANNUAL FUEL COST
'For Year f we have assumed $3.75 19al with a $ 243/gal fuel fax credit Years 2 8 3 account for a 5% increase in fuel
once.
Ve One
ar
Year Two
Year Three
Projected Total Vehicle Miles
214,2]4
214,274
214,274
Estimated Annual Fuel Cost
1 $100,195
$105,623
1 $111,337
Assumed Cost/GaI Gasoline
1 $3.507
$3.697
1 $3.897
'For Year f we have assumed $3.75 19al with a $ 243/gal fuel fax credit Years 2 8 3 account for a 5% increase in fuel
once.
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2 (CNG)
Proposer's Name: MV Transportation Inc.
PROPOSED COST FORMULA
This table auto -fills from Hourlv and Fixed Cost Tables. Do not overwrite formulas.
COSTFORMULA
Year One
12 Months]
Year Two
[12 Months)
Year Three
It 2 Months]
1. Cost per RVH
$25.805
527.970
$30837
2. Monthly Fixed Cost
$34,476
$33,506
$34,421
Projected Annual RVH
15,610
15,610
15,610
3. Annual RVH Cost
$402,823
$436,605
$481,363
4. Annual Fixed Costs
$413,710
$402,074
$413,052
TOTAL COST (3T4)
$816,533
$838,679
$894,415
This Cost Proposal Form is to be used to submit the proposed contractor's film cost proposal for all work described In
the REP and Scope of Work. The detailed Cost Breakdowns of the Cost Proposal Form should be consistent with
proposed Cost Per Revenue Vehicle Hour and Monthly Fixed Costs.
BREAKDOWN OF COST PER REVENUE VEHICLE HOUR
COST PER RVH
BREAKDOWN
Year One
Year Two
Year Three
Driver Wages
$17.349
$19.006
$20.938
Driver Fringe Benefits
$4.156
$4.559
$5.022
Maintenance Pans
$1.301
$1.519
$1.770
Maintenance Supplies
$0.284
$0.293
$0.302
Outside Repairs
$0.170
$0.175
$0.181
Contracted Veld. Cleaning
50.141
$0.145
$0.150
Interest Expense
$0211
50.175
$0.162
Overhead
$1.419
$1259
$1.388
Management FeelProfit
$0774
$0839
$0.925
TOTAL COST PER RVH
$25.805
$2].970
$30.837
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3 (CNG)
Proposer's Name: MV Transportation Inc.
BREAKDOWN OF MONTHLY FIXED COSTS
(Note: Costs shown are to be the average monthly fixed costs by cateaorv)
MONTHLY FIXED COST
BREAKDOWN
Year One
Year Two
Year Three
Project Manager Salary
$607
$823
$840
Project Manager Fringe
$82
$85
$B8
Maintenance Mgr Salary
$354
$361
$368
Maint. Mgr Fringe
$S4
$35
$36
Operation Supervisor Salary
$5,427
$5.535
$5,646
Operation Supervisor Fringe
$706
$745
$790
Dispatch Staff Wages
$5,493
$5.602
$5,713
Dispatch Staff Fringe
$711
$750
$795
Maintenance Staff Wages
$2,317
$3,801
$3,971
Maintenance Staff Fringe
$286
$452
$483
Other Wages (Specify)
$0
$0
$0
Other Fringe (Specify)
$0
$0
$0
Hinng/Training
5310
$443
$455
Safety
$197
$232
$241
Uniforms
$109
$228
$234
Non - Revenue Vehicles
$1,351
$1,382
$1,414
Facility Lease /Rent Costs
$906
$933
$961
Janibrial
$0
$0
$0
Telephone
$342
$352
$361
Utilities
$0
$0
$0
Office Supplies
$168
$173
$179
Accounting
s0
$0
$0
INSURANCE'
Genera] Liability
$51
$52
$56
Automobile Liability
$2,336
$2,336
$2,336
Collision/Comprehensive
$2,001
$2,017
$2,034
Workers Compensation
$2,199
$2,448
$2,647
Computer Hardware
$120
$120
$119
Computer Sof ame
$0
50
$0
On -Board Camera Costs
$350
$350
$350
Fareboxes
$99
$99
$99
Radio's
$294
$300
$306
System icle Technology
$898
$916
$934
Business License/Taxes
$226
$214
$203
Start Up Costs
$3,090
$0
$0
interest Expense
$282
$209
$181
Overhead
$1,896
$1,508
$1,549
Management Fee /Profit
$1,034
$1,005
$1,033
TOTAL MONTHLY FIXED COSTS
$34,476
$33,506
$34,421
[Note: Listing of typical cost items on this provided form does not require Contractor to provide this position,
utility or service.]
ESTIMATED ANNUAL FUEL COST
For Year 1 we have assumed $2397gal with a $507gal fuel tea, cradit. Years 2 & 3 account fora 3% increase in fuel puce.
Year One
Year Two
Year Three
Projecietl Total Vehicle Miles
214,371
214,371
214,371
Estimated Annual Fuel Cost
$64,311
$66,693
$69,075
Assumed CosVGGE CNG
$1.890
$1.960
$2.030
For Year 1 we have assumed $2397gal with a $507gal fuel tea, cradit. Years 2 & 3 account fora 3% increase in fuel puce.
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2 (PROPANE)
Proposer's Name: MV Transportation Inc.
PROPOSED COST FORMULA
This table auto -fills from Hourly and Fixed Cost Tables. Do not overwrite formulas.
COST FORMULA
Year One
[12 Months]
Year Two
12 Months
Year Three
12 Months]
1. Cost per RVH
$26. D87
$213.285
$31.196
2. Monthly Fixed Cost
$34,897
$33,926
$34,843
Projected Annual RVH
15,610
15,610
15,610
3. Annual RVH Cost
$407,215
$441,536
$486,966
4. Annual Fixed Costs
$418,765
$407,107
$418,116
TOTAL COST (3 +4)
1 $825,980
1 $848,643
1 $905,081
This Cost Proposal Form is to be used to submit the proposed contractors firm cost proposal for all work described in
the RFP and Scope of Work. The detailed Cost Breakdowns of the Cost Proposal Form should be consistent with
proposed Cost Per Revenue Vehicle Hour and Monthly Fixed Costs.
BREAKDOWN OF COST PER REVENUE VEHICLE HOUR
COST PER RVH
BREAKDOWN
Year One
Year Two
Year Three
Driver Wages
$17.349
$19.006
$20.938
Driver Fringe Benefits
$4.156
S4.559
$5.022
Maintenance Parts
$1.497
$1.748
$2.036
Maintenance Supplies
$0.319
$0.329
$0338
Outside Repairs
$0.196
$0.202
$0208
Contracted Veh. Cleaning
$0.141
$0.145
$0.150
Interest Expense
$0.212
$0.176
$0.163
Overhead
$1.435
$1.273
$1404
Management FeelProfit
$0.783
$0.849
50.936
TOTAL COST PER RVH
$26.087
$28.285
$31.196
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3 (PROPANE)
Proposer's Name: MV Transportation Inc.
BREAKDOWN OF MONTHLY FIXED COSTS
(Note: Costs shown are to be the average monthly fixed costs by cathingi
MONTHLY FIXED COST
BREAKDOWN
Year One
Year Two
Year Three
Project Manager Salary
$807
$823
$840
Project Manager Fringe
$82
$85
$88
Maintenance Mgr Salary
$354
$361
$368
Maim. Mgr Fringe
$34
$35
$36
Operation Supervisor Salary
$5427
$5,535
$5646
Operation Supervisor Fringe
S706
$745
S7W
Dispatch Staff Wages
$5,493
$5,602
$5,713
Dispatch Staff Fringe
$711
$750
$795
Maintenance Staff Wages
$2,317
$3,801
$3,971
Maintenance Staff Fringe
$286
$452
$483
Other Wages (Specify)
$0
$0
$0
Other Fringe (Specify)
$0
$0
$0
Hinngrrraining
$310
$443
$455
Safety
$197
S232
$241
Uniforms
$109
$228
1 $234
Non - Revenue Vehicles
$1,351
$1,382
$1414
Facility Lease /Rent Costs
$906
$933
$961
Janitorial
$0
$0
$0
Telephone
$342
$352
$361
Utilities
$0
$0
$0
Office Supplies
$169
$174
$180
Accounting
$0
$0
$0
INSURANCE:
General Liability
$52
$53 1
$57
Automobile Liability
$2,417
$2,417
$2,417
CollisioNComprehensive
$2,302
$2,321
$ 2,340
Workers Compensation
$2,199
$2,448
$2,647
Computer Hardware
$120
$120
$119
computer Software
$0
$0
$0
On -Board Camera Costs
$350
$350
$350
Fareboxes
$99
$99
$99
Bodies
$294
$300
$306
SyslemNehicle Technology
$898
$916
$934
Business Ucense/faxes
$226
$214
$203
Start Up Costs
$3,089
$0
$0
Interest Expense
$284
$211
$182
Overhead
$1,919
$1,527
$1,568
Management Fee /Profit
$1,047
$1,018
$1,045
TOTAL MONTHLY FIXED COSTS
$34,897
$33,926
$34,843
[Note: Listing of typical cost items on this provided form does not require Contractor to provide this position,
utility or service.]
ESTIMATED ANNUAL FUEL COST
Tor Year 1 we have assumed $1.4719al with a $ 50 /gal fuel tax credit. Years 2 8 3 accounl for a 5 % increase m fuel pnce.
Vear One
Year Two
Year Three
Projected Total Vehicle Miles
246,6]0
246,670
246,670
Estimated Annual Fuel Cost
$39,225
$40,842
$42,664
Assumed CosVGGE Propane
$0.970
$1.010
$1.060
Tor Year 1 we have assumed $1.4719al with a $ 50 /gal fuel tax credit. Years 2 8 3 accounl for a 5 % increase m fuel pnce.
Attachment J
4STIM Setting the Standard for Community
Southland Transit Inc.
Transit in Southern California
July 17, 2015
Matt Hawkesworth
City of Rosemead
8538 E Valley Blvd
Rosemead CA 91770
SUBJECT: REVISED COST AND OPERATIONAL PROPOSALS
Dear Mr. Hawkesworth,
Pursuant to your letter dated July 15, 2015 asking for required cost and operational proposals. Outlined
below are responses to your questions posed in your letter.
1. We don't believe that utilizing a Compressed Natural Gas (CNG) Fleet would be the most ideal
route to go down operationally. The closest CNG stations to the City of Rosemead are located in
Pasadena, Pico Rivera, Azusa, and Whittier. Due to this fact it would add a significant cost
operationally to send the drivers to these fueling stations. Increased driver time along with
increased unnecessary mileage on the vehicles would be incurred which would then increase the
costs that we bill the City of Rosemead. Also, depending on whether the station is a fast fill or
slow fill will dictate the amount of time necessary to fill up. A slow fill can take hours to fill up and
as long as overnight while a fast fill can be completed in 30 minutes or less. As outlined above
the only change would be increased driver time or the addition of a fueler position to drive the
vehicles to fuel up on CNG. There would be no changes to training, maintenance, or facilities
and equipment.
Conversely, CNG fuel is about $2.45 per gallon versus Propane at about $1.20 per gallon. This
represents double the cost while the vehicles get approximately the same miles per gallon
(MPG).
2. Pursuant to your direction, we have made changes to our cost proposal to reflect the use of CNG
fuel for your review. Please see the cost proposals labeled CNG at the top located just under the
proposer name.
3. In regards to the use of Propane fuel there are advantages of using this fuel from our perspective.
Because we have a large propane tank installed at our facility and therefore by utilizing this fuel it
will allow drivers to fuel directly at our facility without having to wait in lines at commercial gas
stations which can sometimes delay service delivery to the Dial -A -Ride and Explorer operations.
There would also be less time and mileage incurred thus allowing the vehicles to last longer as
we would not need to travel out of the way to a CNG fueling station. There would be no changes
to training, maintenance, servicing, facilities, and equipment.
SOUTHLAND TRANSIT INC.
3650 ROCKWELL AVENUE, EL MOWE, CALIFORNIA 91731
626258.1310• FAR 626.258,1329 - INFO@SOUi NDTRANSIT.00M
4. Pursuant to your direction, we have made changes to our cost proposal to reflect the use of
Propane fuel for your review. Please see the cost proposals labeled Propane at the top located
just under the proposer name.
We believe propane to be the best option as it is a proven fuel type that is currently in use within the
Rosemead Transit Operations. Furthermore, Propane Fuel is the least costly to purchase on a per
gallon basis than either CNG or Gasoline and is also the least volatile as far as price fluctuations are
concerned (CNG and Gasoline have price spikes). There also is more maintenance that is required with
a CNG bus as our experience with this fleet has shown compared to propane or gasoline.
Our projections show the following cost savings:
Fuel Tune c et Per Callan Projected Total Miles Protected Annual Cost
Propane
$1 20
184 896
$44,375
1 CNG
1 1 $2.45
1 191,000
$66,850
Gasoline
I $4.,W
1 184,896
$115,442
Note — CNG Prgeoled Total Miles are higher Cue to the venves ana Covers namng ro uavai owvue vi um
As you can see from the chart above there is quite a savings in choosing the propane fuel over the
others. Even with the conversion kit, it is still cheaper and more stable of a fuel source.
Outside of the questions posed in your letter we also continue to believe that a sixth (6) bus is necessary
since there are currently two (2) peak buses on the Explorer and three (3) peak buses on the Dial -A -Ride
Service. Additionally with an all Propane fleet the sixth spare bus would be used to do driver exchanges
so that the two buses assigned to the Explorer Service could refill again to last the entire PM shift.
Ideally seven (7) buses would be preferred in case a vehicle is ever down unexpectedly and therefore no
service would be missed.
We would also be willing to utilize one or two of the current Rosemead buses we have in our fleet to act
as spares on behalf of the City if you wish. These vehicles are already branded in the Rosemead paint
scheme. We would be open to discussing this and other creative solutions with you at your convenience.
To confirm our cost proposals for insurance costing and other costs only assume the purchase of five (5)
buses. If there will be six (6) buses then please advise so we can update our costs accordingly.
Southland Transit, Inc. (STI) is very proud to operate the services on behalf of the City of Rosemead and
we truly value our positive relationship. Should you have any further questions please feel free to
contact me at stransueCtDsouthlandtransit.com or by phone at 1 (626) 258 1310.
Singe
Scott Transue
Vice President/COO
SOUTHLAND TRANSIT INC.
3650 ROCK ELLAVENUE, EL MONTE, CALIFORNIA 91731
626258.1310• Fns 626258.1329• NFO @SOUi ITANDTRANSIT COM
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2
Proposers Name: Southland Transit, Inc.
CNG
PROPOSED COST FORMULA
This table auto -fills from Hourl and Fixed Cost Tables. Do not overwrite formulas.
COSTFORMULA
Year One
Year Two
Year Two
Year Three
Year Three
Driver Wages
$
313,025.45
1. Cost per RVH
$
26.57
$ 27.36
$
28.18
2. Monthly Fixed Cost
$
36,783
$ 37,708
$
38,658
Projected Annual RVH
26,740.00
15,510
15,610
$
15,610
3, Annual RVH Cost
$
414,717
$ 427,132
$
439,920
4. Annual Fixed Costs
$
441,395
$ 452,499
$
463,902
TOTAL COST (3 +4)
$
856,112
$ 879631
$
903.821
This Cast Proposal Form is to be used to submit the proposed contractors firm cost proposal for all work
described in the RFP and Scope of Work. The detailed Cost Breakdowns of the Cost Proposal Form
should be consistent with proposed Cost Per Revenue Vehicle Hour and Monthly Fixed Costs.
BREAKDOWN OF COST PER REVENUE VEHICLE HOUR
COST PER RVH BREAKDOWN
Year One
Year Two
Year Three
Driver Wages
$
313,025.45
$
322,416.22
$
332,088.70
Driver Fringe Benefits
$
54,013.90
$
55,634.32
$
57,303.35
Maintenance Part
$
26,740.00
$
27,542.20
$
28,368.47
Maintenance Supplies
$
12,415.00
$
12,78745
$
13,171.07
Outside Repairs
$
7,640.00
$
7,86920
$
8,105.28
Other (Specify)
Driver Pennils/Licenses
$
354.25
$
354.25
$
35425
Fingerprinting
$
219.00
$
219.60
$
218.00
Pull Notice
$
163.50
$
163.50
$
16350
Drug Tests
$
147.15
$
147.15
$
147.15
Vehicle Licenses
$
$
$
TOTAL COST PER RVH
$
26.57
1 $
27.36
$
28 .18
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
proposer's Name: Southland Transit, Inc.
CNG
BREAKDOWN OF MONTHLY FIXED COSTS
(Note: Costs shown are to be the average imittryfitinedemstsbycritagorl
MONTHLY FIXED COST BREAKDOWN
Year One
Year One
Year Two
Projected Total Vehicle Mlles
Year Three
Project Manager Salary
$
27,00
$ 27,851
$
28,687
Project Manager Fringe
$
4,612
$ 4,750
$
4,893
Maiofenenre MW Sentry
$
3,744
$ 3,858
$
3,972
Maint Mgr Fringe
$
639
$ 658
$
677
Operation Supervisor Sala
$
15,652
$ 16,122
E
16,605
Operation Supervisor Fringe
$
2,670
$ 2,750
S
2,832
Dispatch Staff Wages
$
25,793
S 26,567
$
27,364
Dispatch Staff Fringe
$
4,399
S 4,531
$
4.667
Maintenance Staff Wages
$
63,336
S 65,236
$
67,193
Maintenance Staff Fringe
$
10,803
$ 11,127
$
11,461
Other Wages Reservationist Wages)
$
23,106
$ 23,800
$
24,514
Other For,(Reservaborat Fringe)
$
3.941
S 4,059
$
4,181
Hinng7haining
$
2.616
$ 2,668
$
2,722
Safety
$
1,040
S 1,060
$
1,081
Uniforms
$
1,684
$ 1921
$
1860
Non - Revenue Vehides
b
$
E
Faaliry, Lease I Rent Cost
S
18,293
$ 18,658
$
19,032
Janitorial
S
1,200
$ 1,224
$
1,248
Telephone
S
11,904
$ 12,142
E
12,385
Ulllrties
$
2,400
$
2697
Office Supplies
$
1,364
$
1.440
Accounting
$
7,280.00
$
7,723
INSURANCE:
General Liability
$
3.344
N$49020
$
3479
Automobile Liability
$
67,500
$
70,227
CollisioofComprehensive
$
9,750
$
10,144
Workers Compensation
$
48,059
$
50000
Computer Hardware
$
1.209
8
$
1209 ,
Computer SOflware
On Board Camera Cost
$
8,490
$ 8,490
$
8,490
Other ( Non Revenue Fuel)
$
43000
$ 4,000
$
4,000
Radios
$
1 245
$ 1,282
$
1,321
Fareboxes
S
b
S
-
Vehiclea/Equipment
$
605
$ 605
$
605
Soi Maintenance
$
1.500
$ 1,530
$
1.561
Stan Up Cost
$ -
$
-
Overhead
$
22.500
$ 23,175
$
23,870
Management Fee Profit
$
39,459
$ 40,643
$
41,862
TOTAL ANNUAL FIXED COSTS
441,395
452,499
463,902
TOTAL MONTHLY FIXED COSTS
36,783
37,708
38,658
[Note. Listing of typical cost items On this provided torn does not require Contractor to provide this
position, utility or service]
FSTIMIATFO ANNUAL FUEL COST
Year One
1 Year Two
1 Year Three
Projected Total Vehicle Mlles
I 191,000
1 191,000
1 191,000
estimated Annual Fuel Cost
1 $ 66850
$ 69,858
$ 73,002
Assumetl CosVGal Gasoline
$ 2.45
$ 2.52
$ 2.60
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 2
Proposers Name: Southland Transit, Inc.
PROPANE
PROPOSED COST FORMULA
This tchln ante -fills from Hnurly and Fixed Cost Tables. Do not overwrite formulas.
COSTFORMULA
Year One
Year One
Year Two
Year Three
riniori
$
294,37438
$ 303,205.61
1. Cost per RVH
$ 24.79
$
2556
$
26.36
2. Monthly Fixed Cost
$ 33,426
$
34,255
$
35,105
Projected Annual RVH
15,610
Maintenance Supplies
15,610
10,159.28
15,610
3, Annual RVH Cost
$ 38],033
$
399,061
$
411,472
4. Annual Fixed Costs
$ 401,116
$
411,055
$
421,259
TOTAL COST (3-4)
$ 788,149
1 $
810.116
1 $
832,731
This Cost Proposal Form is to be used to submit the proposed contractors firth cost proposal for all work
described in the RFP and Scope of Work. The detailed Cost Breakdowns of the Cost Proposal Form
should be consistent with proposed Cost Per Revenue Vehicle Hour and Monthly Fixed Costs.
BREAKDOWN OF COST PER REVENUE VEHICLE HOUR
COST PER RVH BREAKDOWN
Year One
Year Two
Year Three
Driver Wages
$
294,37438
$ 303,205.61
8
312,301.78
Driver Fringe Benefits
$
52,022.60
$ 53,583.27
$
55,19077
Maintenance Part
S
22,187.52
$ 23,296.90
$
24,461.74
Maintenance Supplies
$
10,159.28
$ 10,47436
$
10,788.59
Outside Repairs
$
7,395.84
$ 7.61772
$
7,84625
Other (Specify)
Diner Pe,mits/Licenaes
$
354.25
$ 354.25
$
354.25
Fingerprinting
$
218.00
$ 218.00
$
218.00
Pull Notice
$
163.50
$ 16350
$
153.50
Drug Tests
$
147.15
$ 147.15
$
147.15
Vehicle Licenses
$
$
$
TOTAL COST PER RVH
$
2419
1 $ 25.56
$
26.36
ROSEMEAD TRANSIT COST PROPOSAL FORM, PAGE 3
Proposer's Name: Southland Transit, Inc.
PROPANE
BREAKDOWN OF MONTHLY FIXED COSTS
(Note: Costs shown are to be the avers, a onthly fixed costs by cafe on,
MONTHLY FIXED COST BREAKDOWN 11
Year One
Year One I
I Year Three
Year Two I
184,896
Year Three
Project Manager Sala
$
27,040
$
27,851
$
28,687
Project Manager Fringe
$
4,721
$
4,862
$
5,008
Maintenance M, SalwY
$
3,744
$
3,856
$
3,972
Maint. Mgr Fringe
$
654
$
673
$
693
Operation Supervisor Salary
$
15,652
5
16.122
$
16,605
Operation Supervisor Fringe
$
2,733
S
2,815
$
2,899
Dispatch Staff Wages
$
25.793
$
26,567
$
27,364
Dlspaton Staff Fringe
$
4,503
$
4,638
$
4,72/
Maintenance Staff Wa es
$
33,774
$
34.]67
$
35.831
Maintenance Staff Pone
$
5,896
$
6,073
$
6,255
Other Wages (Reservationist Wages)
$
23,106
$
23,800
$
24,514
Other Fringe (Reservationist Fringe)
$
4,034
$
4,155
$
4,280
Him-garaining
S
2,616
$
2,668
$
2,722
Safety
$
995
$
1.015
$
1,035
Unifonos
$
1.246
$
1.271
$
1,297
Non - Revenue Vehides
$
$
$
Faulty Lease /Rent Cost
$
18,293
$
1808
$
19,032
Janitorial
$
1200
$
1,224
$
1,246
Telephone
$
11.904
$
12,142
$
12385
Utililies
$
2,400
$
2448
$
2,497
Office Supplies
$
1,369
$
1,3%
S
1,424
Accounting
$
7,280.00
$
7,498
$
7,723
INSURANCE:
General Liability
$
3344
$
3,411
$
3,479
Automobile Liability
$
67,500
$
68,850
$
70,227
Ccllision /Comprehensive
$
9,750
$
9,945
$
10144
Workers Compensation
$
44,406
$
45,295
$
46,200
Computer Hardware
$
1.209
$
1 209
$
1,209
Computers.fiv re
On Board Camera Cost
$
8,490
$
8,490
$
6,490
Other ( Non Revenue Fuel)
$
41000
$
4000
$
41000
Ratlios
$
11245
$
1282
$
1,321
Fireboxes
$
$
-
$
-
VehideVEquipment
$
605
$
605
$
605
Boni Maintenance
$
1.500
$
1,530
$
1,561
Start Up Cost
$
-
$
Ovemead
$
22,500
$
23,175
$
23,870
Management Fee /Profit
$
37,615
$
38,744
$
39.906
TOTAL ANNUAL FIXED COSTS
401,116
411,055
421,259
TOTAL MONTHLY FIXED COSTS
33,426
34,255
35,105
[Note: Listing of typical cost items on this provided tone does not require Contractor to provide this
positon, utility or service .I
ESTIMATED ANNUAL FUEL COST
Year One
I Year Two
I Year Three
Projected Total Vehicle Miles
184,896
1 184,896
1 181
Estimated Annual Fuel COSt
$ 44,375
$ 46,372
$ 48,459
Assumed CostlGal Gasoline
$ 1.20
$ 1 24
$ 1.27
FORM C
ADDENDA ACKNOWLEDGEMENT FORM
PROPOSER: Southland Transit, Inc.
PROPOSER acknowledges that it has received and read the following Addenda:
Addendum #1
Signature
Addendum
Signature
Addendum #
Signature _
Addendum #
Signature _
Addendum #
Signature _
Attachment K
TRANSPORTATION CONCEPTS
July 16, 2015
Matt Hawkesworth
Assistant City Manager
City of Rosemead
8838 E. Valley Blvd
Rosemead, CA 91770
RE: Response to Request for Revised Cost and Operational Proposals
Dear Mr. Hawkesworth,
Pursuant to your request, the following is our response to questions related to the operational and
maintenance changes in the event that the City of Rosemead were to acquire either CNG or Propane fueled
vehicles for the Rosemead Transit System:
Oaestion #1
Please describe and detail any changes which would be necessitated to your previously submitted Proposal
should the City provide transit service vehicles fueled by compressed natural gas [CNGj rather than
gasoline vehicles as specified in the City's RFP. Such changes might include, for example, staffing,
training, maintenance, servicing and fueling, facilities and equipment.
TC Response:
Transportation Concepts is highly experienced in CNG equipment, with the majority of our fleet currently
operating on this alternative fuel type. If the City were to provide CNG fueled equipment the only
operational item that would to be expounded upon is the training of operators and staff related to CNG
safety and fueling procedures. From a maintenance perspective, typically CNG maintenance repair costs
rise 30 -40 %. We have discussed this with Penske, who are very familiar with CNG powered engines and
currently provide CNG vehicle repairs at the Montebello facility and have negotiated no additional increase
in pricing for the CNG vehicles from our original bid.
Question #2
If necessary, please submit a revised Cost Proposal based on the changes you envision related to the City's
provision of CNG fueled transit service vehicles. In your revised Cost Proposal, please ensure that you
esthnate the CNG fuel usage for the services to be operated
TC Response:
As a result of our negotiations with Penske we would not recognize any additional maintenance costs.
Related to training, Marvin Williams would provide this additional training as part of our existing training
curriculum and as such would not recognize any additional cost.
Relative to fueling, we have identified a CNG fueling site located at 8101 S. Rosemead Blvd, Pico Rivera,
which is 2.5 miles from our proposed maintenance facility. Accordingly we have adjusted the miles and
estimated fuel pricing based on this additional travel for fuel, which is identified in the following
paragraph:
12 Mauchly, Bldg. t I Irvine, CA 92618 1 (949) 864 -3480 1 Fax (949) 864 -3280
Page 2 of 2
Question #3
Please describe mid detail any changes which would be necessitated to your previously- subnnitted Proposal
should the City provide transit service vehicles fueled by propane rather than gasoline vehicles as specified
in the City's RFP. Such changes might include, for example, staffing, training, maintenance, servicing and
fueling, facilities and equipment.
TC Response:
Transportation Concepts is also experienced in Propane equipment. Currently we operate shuttle services
for the University of La Verne utilizing 4 propane cutaways, similar to the proposed equipment the City of
Rosemead would provide. If the City were to provide Propane fueled equipment the only operational item
that would also need enhancement is the training of operators and staff related to Propane safety and
fueling procedures. From a maintenance perspective, typically propane maintenance repair costs rise 20-
25%. We have discussed this with Penske, who are also familiar with Propane vehicle repairs at the
Montebello facility, and have negotiated no additional increase in pricing for the propane vehicles from our
original bid.
Question #d
If necessary, please submit a revised Cost Proposal based on the charges you envision related to the City's
provision of propane - fueled transit service vehicles. In your revised Cost Proposal, please ensure that you
estimate the propane fuel usage for the services to be operated.
TC Response
As a result of our negotiations and commitment from Penske, we would also not recognize any additional
maintenance costs related to servicing propane equipment. Related to training, Marvin Williams would
provide this additional training as part of our existing training curriculum and as such would not recognize
any additional cost.
In regard to fueling, we would install an above ground propane tank at the Penske Montebello facility,
which would result in no additional miles for fueling. The estimated fuel pricing is based on this scenario
and identified below:
Year One
Year Two Year Three
Pro ected Total Vehicle Miles
211,222
217.222 217,222
Estimated Annual CNG Cost
$94,665
$97,031 $99,457
Assumed CostlGal CNG
$ 2,48
$254 1 $2.61
Question #3
Please describe mid detail any changes which would be necessitated to your previously- subnnitted Proposal
should the City provide transit service vehicles fueled by propane rather than gasoline vehicles as specified
in the City's RFP. Such changes might include, for example, staffing, training, maintenance, servicing and
fueling, facilities and equipment.
TC Response:
Transportation Concepts is also experienced in Propane equipment. Currently we operate shuttle services
for the University of La Verne utilizing 4 propane cutaways, similar to the proposed equipment the City of
Rosemead would provide. If the City were to provide Propane fueled equipment the only operational item
that would also need enhancement is the training of operators and staff related to Propane safety and
fueling procedures. From a maintenance perspective, typically propane maintenance repair costs rise 20-
25%. We have discussed this with Penske, who are also familiar with Propane vehicle repairs at the
Montebello facility, and have negotiated no additional increase in pricing for the propane vehicles from our
original bid.
Question #d
If necessary, please submit a revised Cost Proposal based on the charges you envision related to the City's
provision of propane - fueled transit service vehicles. In your revised Cost Proposal, please ensure that you
estimate the propane fuel usage for the services to be operated.
TC Response
As a result of our negotiations and commitment from Penske, we would also not recognize any additional
maintenance costs related to servicing propane equipment. Related to training, Marvin Williams would
provide this additional training as part of our existing training curriculum and as such would not recognize
any additional cost.
In regard to fueling, we would install an above ground propane tank at the Penske Montebello facility,
which would result in no additional miles for fueling. The estimated fuel pricing is based on this scenario
and identified below:
Thank you for the opportunity to continue to be in consideration as the selected provider of the
Rosemead Transit System. If any additional information is needed we will promptly respond.
Sincerely,
Rich Rogers
Chief Ope=atittg Officer
12 Mauchly, Bldg. I Irvine, CA 92618 1 (949) 864 -3480 1 Fax (949) 864 -3280
Year One
Year Two
Year Three
Pro ec[etl Total Vehicle Miles
209,942
209,942
209,942
Estimatetl Annual Propane
Cost
$94427
$96,768
$99.208
Assumetl COSVGaI Pro one
$2.02
$207
$2.13
Thank you for the opportunity to continue to be in consideration as the selected provider of the
Rosemead Transit System. If any additional information is needed we will promptly respond.
Sincerely,
Rich Rogers
Chief Ope=atittg Officer
12 Mauchly, Bldg. I Irvine, CA 92618 1 (949) 864 -3480 1 Fax (949) 864 -3280
Attachment L
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Attachment N
PURCHASE COST COMPARISON
DIAL A RIDE BUS: PROPANE VS. GASOLINE
CITY OF ROSEMEAD PURCHASE- APRIL 2015
Options
Flip Seats
Dial A Ride Bus
Dial A Ride Bus
Purchase Contract Date
3/2/2015
3/2/2015
Vendor
Creative Bus Sales
Creative Bus Sales
Purchase Contract/Bid
CalACT /MBTA
CalACT /META
Fuel Type
Propane
Gasoline
Manufacturer
Cut Away - Ford E450
Cut Away - Ford E450
$
Starcraft Allstar
Starcraft Allstar
Base Cost
$ 48,648.00
$ 48,648.00
LPG Options
Total Options
$
141 Gas Gallon Equivalent Tank
$ 15,500.00
$ -
1 USSC Fogmaker Fire Supression Syster $ 3,926.00
$ -
Options
Flip Seats
$
1,928.00
$
1,928.00
Wheelchair Lift Cover
$
350.00
$
350.00
Thermo King SLR -65 Roof Mount Air C
$
4,185.00
$
4,185.00
Decal Allowance
$
2,000.00
$
2,000.00
Double Foldaway Seats
$
2,142.00
$
2,142.00
Total Options
$
10,605.00
$
10,605.00
Documentation Fee
$
80.00
$
80.00
Subtotal
$
78,759.00
$
59,333.00
Taxes
$
6,641.91
$
5,073.57
CalACT Fee
$
1,181.39
$
890.00
Tire Fee
$
12.25
$
12.25
DMV Electronic Fee
$
29.00
$
29.00
Total Price per Bus $ 86,623.55 $ 65,337.82
PURCHASE COST COMPARISON
EXPLORER BUS: PROPANE VS. GASOLINE
CITY OF ROSEMEAD PURCHASE - APRIL 2015
Options
Flip Seats
Explorer Bus
Explorer Bus
Purchase Contract Date
3/2/2015
3/2/2015
Vendor
Creative Bus Sales
Creative Bus Sales
Purchase Contract /Bid
CaIACT /MBTA
CalACT /MBTA
Fuel Type
Propane
Gasoline
Manufacturer
Cut Away - Ford E450
Cut Away - Ford E450
$
Starcraft Allstar
Starcraft Allstar
Base Cost
$ 52,082.00
$ 52,082.00
LPG Options
TwinVision Front /Side LED Signs
$
1 41 Gas Gallon Equivalent Tank
$ 15,500.00
$ -
1 USSC Fogmaker Fire Supression Syster
$ 3,926.00
$ -
Options
Flip Seats
$
1,928.00
$
1,928.00
Exterior PA System
$
655.00
$
655.00
Stop Request System
$
1,275.00
$
1,275.00
2- Position Bike Rack
$
1,937.00
$
1,937.00
Wheelchair Lift Cover
$
350.00
$
350.00
TwinVision Front /Side LED Signs
$
4,589.00
$
4,589.00
Thermo King SLR -65 Roof Mount Air C
$
4,185.00
$
4,185.00
Decal Allowance
$
2,000.00
$
2,000.00
Double Foldaway Seats
$
2,142.00
$
2,142.00
Total Options
$
19,061.00
$
19,061.00
Documentation Fee
$
80.00
$
80.00
Subtotal
$
90,649.00
$
71,223.00
Taxes
$
6,641.91
$
5,073.57
CalACT Fee
$
1,359.74
$
1,068.35
Tire Fee
$
12.25
$
12.25
DMV Electronic Fee
$
29.00
$
29.00
Total Price per Bus $ 98,691.90 $ 77,406.17
Credi a &s Sales 8 Dorado Bus Sales
L2501DeesynA.aw -aan CAWK) 800.3263877 P220 Pwit AmN Nrywd,CA94 8881536287
..— M.aaama e.dpmrlWW ,rrhager MranuWarM WYk MrN •,edaaea
Desem, rseit BI IC Cnrttr,alt - 1- 11 -73 -1 SC
Vehme Type:
Large Bl¢IGasl - StareraFt A110.1
Dmltem Number:
W102
Contest:
ayol La Puente
T" of Lm:
Masao.
AVnN;
lift bastion:
❑1. E) Bear
Md.;
Seat Material MD:
U-0 UDon RF
City, Stale, gip:
Seat color.
Gory
Phone
Rellestive Stripes:
❑ye(2)V El an
Fee:
Slrlpecobr.
FdAall:
QoanOty:
am
Msvipte a
PNn
EM. PNn
AM
I
Lam
brae BNS-Ges (Rear UR) -Uquld Propane - Roush 41 age
$68433.00
$68,333.00
$0,500.00
1
L204
Flip Seal 34"- 36'Dodge FW Flip
$750.00
$1,500.00
$1,500.00
3
1x14
ANo Rubber S[ep Edge
$5.0
$mm
2
LUIS
Retractor- Q4tra1M QRT Oelme IQ 8100-A1 -L)
$0.00
$0.00
$0.00
1
LL417
lmBasun NL919FI0d (34' x 5P)
$250.00
$3+0`.00
$2$0.00
1
LLNV
Dlemantl NV fareboa
$950 DO
$950.00
1
LLPA
Warier PA Syatem
$350.0D
$350.0
1
LISR
SroD Request System
$1,250.0
$L350.m
Tpbl
$731648.0D
$3,01250.00
b NimAe
Don Prep Fee
$p.m
Nan - Taxable
$10,250.m
Taxable Amount
$62,47B.00
Tan Total
$5,633.02
9.Dm%
SubtrTobl
$78,351.02
Procurement Fee
$1.227.75
DMV Estimated Fee
$0.m
Ire Fee
$12.25
Dellwry
$0.m
Total
$79,591.02
Number of Urka
3
GMaITd4a1
I $338,773.06
Oelhery Intlutled to Nendesln LM1ebllowlre areas: San FaMoco Bay Area, Sxramento Metropolitan Area, Los Angeles Metropolitan Area, Rhers lde County
and Las BvmrElnaCaunty,A4e:'=utdde of these areasmey be[neRedan Arkhonel dellyery lee.
Steve Chung
Cell 909.549.9398
Office 909.465.5528
stevecocreativebussales.com
13501 Benson Avenue
Chino, CA 91710
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Rosemead #3702 Daily Propane Log
SHIFT
ONE SHIFT TWO
GATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT 3$B PER
(GALLONS) GALLON
TOTAL
COST
05/01/15
$000 235280
$000
41.9 0.98
341.06
$0.00
05.'0215
05/03/15
235404
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$30.38 235634
$29.79 235809
$921 235940
$26.07 236121
$951 236243
527.34
526.17
51049 236547
$9.90 236684
$9.51 236805
$36.85 236998
$9.60 237119
$30.38
$28.13
$10.58 237427
S0.00 237549
S8,72
27.1 098
94 098
21.9 0.98
30 7 0 98
25.5 0.98
25.6 0.98
31 11 098
32.7 0.98
30.5 0.98
27.6 098
2.3 0.98
30.9 0.98
348 0.98
$26.56
$9.21
05/04/15
235610
310
05/05/15
235]41
30.4
$2146
$30.09
$24.99
$25.28
$0.00
50.00
$3048
$3205
52989
05/06/15
235833
9.4
05/07/15
236040
26.6
05/08/15
226145
9.7
05109/15
236336
27.9
05/10/15
236403
267
05/11/15
236454
107
05/12/15
236571
10.1
05/13/15
236708
9.7
05/14/15
236905
37.6
$27.05
$2675
$000
$0.00
$3028
$34.10
05/15/15
237022
9.8
05/16/15
237212
31.0
05/17115
237306
26.7
05118115
237330
10.8
05119115
05120115
237564
89
$000
05/21/15
237714
27.9
0.98
0.98
0.98
0.98
0.98
0.98
0.98
u,9bjjjI
$2].34 237854
$1627 214015
$2881
52381
$0.00
$0.00 238289
S2852 238,169
526.95 238613
512.94 238739
$000
540 fi7 1111111111L 238926
$555.66
$1,102.30
$ 4240
243 0.98
161 098
36.0 098
24.5 0.98
] 8 0.98
27.4 0.98
24.5 0.98
55].80
Total Gal:
1124.80
523.81
515.78
$0.00
$000
$0001
535.28
524.01
$7.64
526.85
$0.00
$24.01
$546.64
Total Cost:
1,102.30
05/2215
237953
1fi6
05/23/15
238051
294
05/24/15
238144
1 243
05/25/15
05/26/15
05/27115
238388
291
05/28/15
238514
27.5
05/29/15
238619
13.2
05/30/15
05/31/15
TOTALS
238833
41.5
56].00
1124.80
$ 43.12
$ 0.98
AVERAGE
25.56
Rosemead #3702 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
n$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
04/01/15
231655
102
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
115
115
1.15
1.15
115
1.15
1.15
1.15
1.15
S 5].50
$ 1.15
$1173 231751
$112] 231872
$11.16 231993
$0.00
519.21 232115
$11.85 232236
$35.08 232366
S11.96 232467
Sil16 232610
51127 232731
$0.00
S4163 232925
S1185 233046
S10.81 233168
$0.00 233312
$34.85 233336
511.62 233556
$0.00
$725 233652
$8.17 233769
$35.08 233963
$10.35 234020
$0.00 234194
$34.62 234386
$33.58
$31.05
$3439 234]6]
$59.23 234861
$46.12 235011
$3439 235174
$579.60
51,360.57
$ 52.33
31.4
312
30.9
264
26.3
881
26.5
316
311
26.8
30.0
32.5
46.3
1011
30.3
24.3
32.3
28,6
8.3
54.1
29.1
334
31.8
6.4
10.6
679.10
Total Gal:
1183.10
1.15
1.15
115
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
115
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1
1.15
1.15
1.15
115
536.11
53688
$35.54
$000
$30.36
$30.25
$10.12
$30.48
$3634
$3577
5000
$3082
$3450
$37.38
$53.25
$11.62
$34.85
$0.00
$27.95
$3715
$3289
$9.55
$6222
$3347
1 50.00
04/02/15
231]]6
98
04/03/15
231896
97
04/04/15
04/05115
232021
167
04/06/15
232139
10.3
04/07/15
232342
1 30.5
04/08115
232390
104
04109115
232511
9.7
9.8
04/10/16
232633
04/11/15
O4IZ15
232030
36.2
04/13/15
232947
10.3
04/14115
233070
94
04/15115
04/16/15
233434
1 30.3
04/1]/15
233459
1 10.1
04/18/15
04/19/15
233558
63
04/20/15
233657
7.1
04/21/15
233868
30.5
04/22/15
233987
9.0
04/23/15
04!24!15
234293
30.1
04!25/15
234481
29.2
04!26/15
234574
1 27.0
1 5000
04/27/15
234674
29.9
$3841
04/2 &15
282099
51.5
$36.57
57.36
$12.19
5]80.9]
Total Cos[:
$1,360.57
04/29/15
234988
40.1
Wwli5
TOTALS
235105
29.9
504.00
1103.10
AVERAGE
28.66
Rosemead #3702 Daily Propane Log
SHIFT
ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL COST
03/01/15
228283
26.3
181
1.81
181
181
181
181
181
181
131
181
181
1,81
1.81
1.81
1.81
181
1.81
181
1.81
181
181
181
181
1.81
1.81
181
$ 81.45
$
$5122
$3149 220440
$1774 228561
$1846 228671
$2932 228830
$1774
$6588 229066
50.00
$61.36 229191
$20.63 229409
$1010 229531
$1846 229652
$000
$8670
$5575
$56.83 230022
$23.17 230236
$20.63 230357
$40.91 230501
$19.73 230623
$57.38
$0.00
S20.63 230039
S17.92 230959
S22.08 231080
$20.63 231203
$000 231300
$000
$22.44
S77.11 2314241
53620 231631
$928.53
1 $1.946.83
29.7
28.9
24.0
31.9
260
6.4
27,0
278
307
31.6
290
316
213
31.4
299
286
292
362
28.1
641
26.0
563.70
1 Total Gel:
10]6.]0
181
181
181
181
181
181
181
181
1.61
181
181
1.61
181
1.81
1.61
181
1.61
1.61
1.81
1.81
1.01
S0.00
$5376
$5231
$4344
03/02/15
228342
174
03/03/15
228464
9.8
03/04/15
228586
10.2
03/05/15
228736
16.2
$5774
03/06/15
228854
9.8
S000
03/07/15
228967
36.4
$47.06
03/0 &15
50.00
0 &09/15
229166
33.9
$11.56
0 &10/15
229312
114
$4067
03/11/15
229434
10.0
$50.32
03/12/15
229555
10.2
$55.57
03/1395
50.00
50.00
50.00
$5].20
$52.49
$57.20
$38.55
03/14/15
229807
47.9
0 &15/15
229901
30.0
011 &15
230002
31.4
0117/15
230140
12.8
03/1 &15
230260
11.4
0119/15
230433
22.6
10.9
03/20115
230526
$5683
03/21115
230222
31.7
S0.00
50.00
$54.12
$5177
$52.85
$65.52
$50.86
50.00
03/22/15
0 &2395
230746
11.4
03/24115
230663
9.9
0325115
230983
12.2
03/26/15
231106
116
0327115
03/2 &95
0329/15
231350
124
0130/15
231400
426
$11.50
$50.60
51,020.30
Total Cost:
61,948.83
03/31/15
TOTALS
231610
20,01
513.o0
1076.]0
23.93
AVERAGE
Rosemead #3702 Daily Propane Log
SHIFT ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
O &01/15
226281
1 135
1.35
1.35
1.35
1.35
1.35
1.35
1.35
1.35
135
1
135
1.35
1.35
1.35
1.35
135
135
1.35
135
1.35
1.35
1.35
1.35
$1023
S000
Soo
$2093 226346
$1404
$1958 226452
$000
$006
$1202 226493
$1431 226559
$1526 226640
$1634 226735
$14.18 226763
$0,00
$43.88
$1445 226972
512.96 227053
512.56 227131
512.96 227254
515.12 29377
$0.00
S41.45
S11.48 227598
513.10 227721
$1458 227840
$1296 227962
$13.64 228084
$4010
5404.06
5876.02
$ 33.69
12.8
124
133
141
129
149
130
157
2051 .
18.1
301
301
28T
28.6
267
28.9
28.8
349.60
Total Gel:
640.90
135
1.35
1.35
1.35
1.35
135
1.35
135
135
135
1.35
1.35
135
1.35
135
135
1.35
$000
$000
0Z02 15
1
OZ03/15
$0.00
02&Vi5
226305
155
$1725
15
2268]1
104
$000
15
226412
145
$1674
5
S000
S000
15
15
2264]6
0.9
$17.96
15
I
226543
10.6
$1904
15
226fi10
11.3
$1]42
15
226681
121
520.12
51]55
$000.
$0.00
$21.20
$27.68
$24.44
$40.64
$40.64
15
226759
105
1 s
0215/15
226895
1 325
0216/15
226919
1 107
0217115
226996
9.6
02/18/15
29078
93
OZ19/15
227156
9.6
0920/15
22]2]9
1 11.2
0921/15
50.00
50.00
$3875
$38.61
$36,05
539.02
$3888
$0.00
$471.96
Total Cost:
EB]6.02
092915
227476
1 30.7
OZ23115
227501
1 85
0224/15
227623
1 97
0225/15
227746
1 108
0226115
227865
96
0 &29i 15
227986
10.1
02/28/15
TOTALS
228184
297
299.30
648.90
$ 52.65
$ 1.35
AVERAGE
16.64
Rosemead #3702 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$S PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
01/01/15
1.43
1.43
1.43
1.43
1.43
143
143
143
143
143
143
143
143
143
1
L43
1.43
1.43
1 431
1.43
143
$000
$000
$4505 223307
$3389
$41.33 223576
$4333 223738
$472 223871
$0.00 224016
$0.00 224148
$0.00 224242
$36.32
$0.00 224435
$0.00 224519
$10.58 226627
$15.02 224650
$25.08
$42.19
50.00
$1959 224983
50.00 225050
$0.00 225152
$34.03 225252
$16.45
STL90
S000 225469
545.33 225601
S1359 225725
$13.87 225848
538.90 236455
$13.87 226045
S45.33 239838
$584.16
$1,370.66
$ 52.72
23.9
23.0
16.6
41.3
37.9
38.7
32.1
23.1
2041
275
74
27.0
221
237
71
24.8
7.9
34.3
28.6
24.9
27.8
29.9
550.00
Total Gal:
958 .50
143
143
143
143
143
143
143
1.43
1.43
1.43
1,431
143
143
143
1.43
1
143
143
143
143
1.43
1.43
143
$0.00
$0.00
$34.18
$0.00
$3209
523.74
559.06
$54.20
$55.34
$45.90
$0.00
$33.03
$29.17
539.33
51058
$020
5000
$000
538.61
531.60
533.89
S10.15
$0.00
$0.00
$35.46
$11.30
$49.05
540.90
$35.51
$3975
0/0215
01/03/15
223213
315
01/04/15
223400
237
01/05115
223508
28.9
01/06/15
223683
303
01/07/15
223082
3.3
01/08/15
01109115
01/10/15
01/11/15
224337
25.4
01/12/15
01113/15
01/14/15
224758
7.4
01/15/15
224675
10.5
9111615
224734
18.1
01/17/15
224850
29.5
91 /18/15
0119/15
224885
1371
01/20/15
0121115
31/22/15
225228
239
012115
225276
11.5
01124115
225374
1 31.4
01125/15
1
01126/15
225577
1 31.7
01/2]/15
225625
1 9.5
01128115
225750
1 97
0129/15
225951
272
01/30/15
226069
97
01/31/15
TOTALS
226256
31.]
400.50
$42.76
$786.50
Total Cost:
$1,3]0.66
950.50
23.96
$ 57.20
$ 1.43
AVERAGE
Rosemead #3702 Daily Propane Log
SHIFT ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
1201/14
218961
42.1
1.61
1.61
1.61
161
1.61
161
161
1.61
$67]9 219029
$50.23 219191
$46.53 219366
$4185 219528
$4717 219690
$0.00 219786
$0.00 219885
$48.14 220048
$48]8 220210
$55.38 220354
210
16.5
20.8
20.1
17.3
32.3
28.1
18.0
164
9.1
8.5
1.61
1.61
1.61
1.61
1.61
1.61
1.61
1.61
1.61
1.61
161
$3445
1202/14
219136
312
$2657
$3349
$3236
$2]85
$5200
1203/14
219298
28.9
12/04/14
219460
26.0
1205/14
219635
29.3
1206/14
1207/14
$4524
12'08/14
219992
1 9
$28.98
1209/14
220155
1 303
$2640
$14.65
$13.69
1210/14
220330
34.4
1 2/1 1/14
220463
302
1.81
1.61
1.61
1.61
1.61
1.61
1.61
1.61
1.61
161
161
161
161
1.61
161
161
1.61
1.61
161
$48.62 220487
$51.04 220619
548.30
547.82
556.35 220945
548.46 221135
547.50 221297
549.11 221462
$48.14 221625
551.04
W62
$0.32 221969
$49.27 222100
$47.98 222262
$0.00
$24.15 222416
$48.46
$47.01
$4750
$49.75 222948
50 -00 223113
$1,265.30
$1,901.89
1211 214
220595
31.7
79
7.1
23.9
156
18A
179
14.3
82
16.3
31.2
19.3
72
395.40
1.61
161
161
161
161
161
1.61
161
1.61
161
1.fi1
1.61
S12,72
$0.00
1213/14
220713
30.0
1 21 4/14
220813
29.7
$0.00
$11.43
$38.48
$25.12
S2898
$2882
$0.00
$0.00
$23.02
$13.20
$26.24
1 50.00
55023
12/15/14
220920
35.0
12/16/14
221104
30.1
1217/14
221242
295
1218/14
221404
3051
1219/14
221569
1 299
1220/14
221719
1 31]
1221/14
221819
30.2
122214
221926
0.2
1223/14
222076
30.6
1224/14
222207
29.8
12/25/14
12/26114
222395
15.0
122/14
222510
30.1
50.00
5000
1228114
222610
29.2
1229114
222718
29.5
5000
$3107
$1159
$636.59
12/30/14
222880
30.9
1231114
TOTALS
785.90
1181.301$
76.69
AVERAGE
24.11
$ 1.61
3 73.15
Total Gal:
1181.30
Tool Coat:
$1,901.69
Rosemead #3702 Daily Propane Log
SHIFT ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
11/01/14
1.74
1.74
1.74
1.74
1.74
1.74
1.74
1.74
1.74
174
1.74
174
1.74
174
174
174
174
1.74
174
174
$0.00
$0.00
$0.00 216208
$16.18 216344
$14.62 216469
$1705 216551
$1879 2166711
$54.11
$56.90
$000 216983
$15.83 217121
$17.05 217255
$17.05
$0.00
$0.00
$16.36 217398
$0.00 217525
S1723 217645
S52.90 217774
528.54 21]89]
$0.00 217984
549.76
542.63
$0.52 218351
$0.17
558.64 2185651
$0.00
$0.35
560.38 218790
$0.00 218854
$555.06
$1,365.03
$ 52.50
31.9
335
326
185
31 51
31.8
32.8
33.5
5.1
337
290
71
19.4
277
51.9
02
1
25.0
20.3
465.50
Total Gel:
]04.50
174
174
174
1.74
1.74
174
174
174
1.74
1.74
174
174
174
174
174
174
174
1,740
$0.00
$0.00
S55.51
$58,29
$5672
S32.19
$54.81
$0.00
$0.00
$55.33
$57.07
$58.29
$0.00
$0.00
1 $0.00
58.87
$58.64
$5046
$12.35
$33.76
$48.20
$0.00
$0.00
$90.31
$0.00
50.35
$0.00
$0.00
11/02/14
11/03/14
11/04/14
11/05114
216232
216361
93
84
11106/14
216493
9.6
11/07/14
1 216575
1 10.6
11/08114
216]]2
31.1
11/09/14
216873
327
11/10/14
11/11/14
217008
9.1
11/12/14
217144
9.8
11/13/14
21]2]8
9.8
11114/14
11115/14
11116/14
217290
1 9.4
11/17/14
11/18/14
217548
9.9
11/19114
21]]50
30.4
11/20/14
217829
164
11121/14
11122/14
218081
28.6
11/23/14
218176
24.5
11/24/14
218283
0.3
11/25/14
218458
0.1
11/26114
218458
1 333
11/27/14
11/28/14
218696
02
11/29/14
218696
347
$43.50
$35.32
$009.97
Total COSY:
$1,365.03
11/30/14
319.00
TOTALS
$ 66.12
$ 1.74
784.50
2064 .
AVERAGE
Rosemead #3702 Daily Propane Log
SHIFT ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
1021/14
214780
37.2
167
167
1.67
1.67
1.6]
1.67
$ 16.701
562.12
S71A8
$0.00
$000
$0.00
$0.00
SO.00 214948
$000
50.00
SON
50.00
$0.00
$0.00
$0.00
$010
$0.00
$000
$0.00
$0.00
$lG 74
$000
$O.00
SON
$10287
S000
$000
$885 215443
$0.00 215554
$000 215666
$50,27
$0.00 2158]3
$330.33
$597.19
22.97
18.6
33.1
3] 4
35.7
35.0
159.80
Total Gel:
35].fi0
167
1.67
1.67
1.67
1.67
$0.00
50.00
SOLO
50.00
10/02/14
214890
428
1010114
10/04/14
10/0514
$0.00
10/0&14
$0.00
531.06
$0.00
$0.00
$0.00
$0.00
$0.00
10/07114
1010814
1009114
10/10/14
10/11/14
10112114
101 T14
$0.00
1014114
$000.
1015/14
$0.00
10/16/14
$0.00
5000
$000
$000
$0.00
$0900
$0.00
$000
$0.00
$000
$0.00
55528
$62.46
$59.62
$0.00
$56.45
5266.87
Towl Cost:
597.19
10117114
1911 &14
10/19/14
10/20/14
215028
20.8
10/21/14
10/2914
10/23/14
10/24114
215128
616
10/25114
10/26114
10/27/14
215332
5.3
10/26114
1029114
10130114
215773
301
10131/14
TOTALS
197.60
357.60
AVERAGE
35.76
$ 1.67
Rosemead #3702 Daily Propane Log
SHIFT
ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS(
$$$ PER
GALLON
TOTAL
COST
09/01114
0910294
$0.00
$0.00
$0.00
$0.00
09/03/14
09/04/14
09/05/14
210403
30.7
1.48
$45.44 210497
5000 210604
50.00 210790
33.10
330
388
1.48
1.48
1.46
$48.99
$50.02
557.42
09/06/14
$0.00
$0001
09/07/14
09/08/14
09/09/14
210041
210991
1 35.4
33.3
143
1.46
1.43
552.39 2109911
54423 21 UM1
$0.00 211345
$40.70 211626
1.7
59.5
32.8
1.48
148
148
52.52
$80.06
$4854
09/10/14
211527
27.5
274
148
540.55
09/11/14
211794
30.3
1.48
$44.84 211694
$0.00 211679
23-1
314
1.46
534.19
09/12/14
1.48
54647
09/13/14
211974
25.6
146
1.46
$37.89
543.69
50.00
09/14114
212075
32.9
50.00
09/15/14
212373
36.3
1.48
$53.72 212174
59.2
1.48
$87.62
09/16/14
212531
1 33.9
1.48
$50.17 212431
$0.00 212701
1961 .148
529.01
09/17/14
62.8
1.48
$92.94
0911&14
212697
28.7
1.48
$4248
$000
09/19/14
1.48
1.48
1.43
$0.00 212980
$54.32
$69.41 213186
$44.40 213346
28.0
281
1,48
1.48
$41.44
$0.00
$41.59
09/20/14
213085
367
09/21/14
213329
469
09/22/14
213474
300
585
1.48
$8658
09/2314
09124/14
09125114
09/26114
09/27/14
09/2&14
09/29/14
213815
213998
214092
214294
35.5
31.5
37.4
27.5
148
1.48
1.48
1.45
148
5000 213556
$52.54 213714
$46.62 213897
$55.35
$40.70 214193
$0 00
$0.00
$4470
$8]3.64
$1,830.02
$ 70.39
28.5
18.4
28.7
32.8
646.20
Tofel Gal:
1.48
1.48
1.48
148
$42.18
$2723
$4248
50.00
$48.54
$0.00
$0.00
$0.00
3956.38
Total Cost:
09130/14
TOTALS
AVERAGE
214591
30.2
590.30
1236.501$
33.42
54.76
$ 1.48
123590
$1,830.02
Rosemead #3702 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
LOST
OflO V14
141
1.41
1.41
1.41
1.41
so Oo
$39.62
$0.00
$54.14 206651
$5161 206675
$56.40 206950
$1340
33.0
194
64
141
1,41
141
$000
$0.00
sow
$4653
0 &02/14
206439
1 28.1
0WOW14
08/04114
206788
384
OW05114
206910
36.6
$2735
OW06114
207021
400
$902
$0.00
08/07/14
207045
9.5
08/08/14
141
141
141
1.41
141
141
1
141
141
141
1.41
1.41
141
141
141
1.41
$000 207090
$000
$000
$5302 207352
$5.64 20]56]
$16.22 207700
$1452 207905
51622 209026
548.36 208227
$000
$16.78 208365
$0.00 208440
$13.82 208464
$5273 208617
$5189 208755
$5499 208900
$46.11
$42.58 209196
$37.65 209391
540 89 209978
$000 209604
51678 209]92
$000
558.23 209993
$]43.35
51,520.12
S 58.4]
40.6
604
28.4
38.4
38.9
29.4
26.8
40.3
20.8
10.5
8.9
9.3
11.7
321
317
7.9
347
20.7
0.8
551.]0
Total Gal: 1120.20
1.41
141
141
141
141
141
1,411
1,411
141
141
141
141
141
141
1.41
1.41
1 41
1.41
1.41
55725
$0.00
$000
585.16
540.04
$54.14
$54.85
$41.45
$3779
1 $000
$56.82
$$29.33
$14.81
$1255
513.11
516.50
$0.00
$46.11
08/09/14
08/10/14
08/11/14
207150
37.6
0&12/14
207370
4.0
08/13114
207660
115
08/14/14
20]]94
1 10.3
08/15/14
20]941
11.6
0 &16114
s026
34.3
08/1]/14
08/18/14
208251
1 11.9
06/19/14
08/20/14
208488
9.8
OW21114
208600
37.4
08@2/14
208731
36.8
OW2 &14
208868
39.0
OW24/14
209002
327
0 8,25/14
209102
302
08/29114
209294
267
0 &27/14
2094]8
290
45�
0 &28/14
1.41
t41
3 59.22
0&29/14
20962]
119
09/30/14
08/31/14
TOTAL$
209893
413
56850
1120.20
AVERAGE
26.6]
3 1.41
Rosemead #3702 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
07/01/14
202831
22.3
200
$44.60 2027M
$000 202958
32.5
13.1
2.00
2.00
$6500
$2620
07/02/14
0]'03/14
203012
10.1
200
200
$20.20 203126
524.60
38.8
2.00
$77.60
SO.00
07104'14
203169
12.3
07/05/14
203169
5.1
2.00
200
200
200
510.20 203269
$13.20 203369
$24.40 203506
$5520
277
28.8
36.81
200
200
200
$5540
$5760
$73.60
$000
07/06/14
203269
6.6
0]10]/14
203392
12.2
07/08/14
203601
27.6
07/09/14
203713
38.9
2.00
2.00
2.00
$7780
$7640
$1940 203960
355
200
$000
$000
$7100
07/10/14
203825
38.2
07/11114
283049
9.7
07/12/14
204083
40.0
293
45
200
200
2.00
2.00
2.00
200
200
2.00
2.00
$8000
$59.00
$9.00 204208
$7.00 204244
$20.60 204589
$18.40 204726
$18.60 204863
$0.00
$51.80
$21.40 205099
7.6
30.5
36.3
35,81
36.0
383
2.00
2.00
2.00
200
200
200
$0.00
$000
$1520
$61.00
$72.60
$]1.60
572.00
$0.00
SOLO
$]6.60
07/13'14
204183
07/14/14
204184
07/15/14
204320
35
07/16,'14
2044]]
103
07/17,94
204613
9.2
07/18/14
204750
9.3
07119114
259
07/20/14
204961
07/21/14
204985
107
07/22/14
07/23/14
205121
205258
10.0
11.1
2.00
2.00
2.00
$20.00 205234
$22.20 205371
$1940 205506
360
37.4
358
2.00
2.00
200
$72.00
$74.80
$]160
07124/14
205395
97
07/25/14
200
2.00
200
$0.00 205640
$0.00 205728
$0.00
560.60 205897
$20.80 206033
50.00 206152
$7240
$86].20
7.9
28.7
22.9
37.4
412
(S15.00
200
2.00
200
2.00
200
$15.80
557.40
ROOD
545.80
57480
58240
$0.00
$1,290.00
07/26/14
07/27/14
07/28/14
205020
30.3
07/29/14
205921
10.4
07130/14
07/31114
TOTALS
206259
36.2
433.fi0
AVERAGE
107B.fi0
23.9]
$ 90.00
$ 2.00
$2,15].20
$ 82.97
Total Gal:
1078.60
Total Cost:
$2,157.20
Rosemead #3702 Daily Propane Log
SHIFT ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
06 /01/14
136
1.36
136
136
1.36
1.36
1.36
1.36
1.36
11.3611
1.36
1.36
1.36
1.36
1.36
136
1.36
1.36
$000
$000
$0.00
$3631 199941
$0.00 2"81
$1428
$18.09 200237
$9.00
$6.26 200336
$000
5000 200547
$1265
$1183
$18.90 200918
$24.07
51.22 20MI81
$1346 201055
$3305 201112
$1387
$2625 201376
$4502
S8.30 201573
$0.00 201709
$13.19 201845
$13.19 201982
27.0
439
2721
23.6
28.6
28.4
3541
35.2
174
354
26.7
35.8
36.0
3461
1.36
1.36
1.36
1.36
1.36
1.36
136
1.36
1.36
136
1.36
1.36
1.36
1.36
S0.00
S000
S000
$3672
$5970
S0.00
$3699
50.00
532.10
5000
$38.90
$0.00
$0.00
53862
$000
$4814
$4787
$23.66
S0.00
$48.14
S000
$36.31
$48.69
$48.96
$4706
06/02/14
06/03/14
06/04/14
199841
26.7
06/05/14
06/06/14
200105
10.5
06/07/14
200137
13.3
0 &06/14
06 /09/14
200231
4.6
0 &10/14
06/11/14
0 6,12/14
200571
9.3
0 &13/14
200545
8.7
06/14/14
200630
13.9
0 &15/14
200782
97
06/16/14
200805
0.9
0&1714
200942
9.9
0 &1 &14
201184
24.3
0 &19/14
201208
10.2
0 &20/14
201265
19.3
0 6/21/14
201473
33.1
06122/14
201473
6.1
0 &23/14
W24/14
201733
97
06/25/14
201869
97
06/26/14
202006
9.1
136
1.36
136
1.36
136
55.76
$12.38 202119
$1292 202255
$46.51
$7.34 202457
$4529 202656
$0.00
$434.38
$1,203.06
3 46.27
36.5
36.8
28.2
28.5
565.20
Total Gal:
884.80
1.36
1.36
1.36
136
549.64
$50.05
$0.00
538.35
$3876
$0.00
5]68.6]
Total Coat:
$1,203.06
0627/14
202143
9.5
0 &28/14
202356
34.2
5.4
0629/14
202357
06/30/14
202570
33.3
07/01/14
TOTALS
319.40
884.601S
AVERAGE
22.12
S 1.36
m
l6
E
7
N
C C
� N
CLm
02
a`�
ItM c
O N
n
M c
� a
E
d
Q
2
Q N
m
O
ro
T
0
O
N
v
0
00.+w
m
CO
-i
m
o
rY:
o
n ^-
u
N
N
N
N
tM1
N
N
N
N
N
N
1
L
m
M
oa
M
w
o
T
1
1
T
o
r
T
e
o
m
O
0
O
m
N
m
o
e
M
m
m
T
v
N
M
A
y�
a
ti
w
m
m
o
m
r
o
m
n
r
m
r
n
o
°e
m
m
m
N
m
M
N
N
e
m
m
m
E
T
L
IC
p
e
O
m
N
W
1
O
W
N
I
N
M
c
R
O
lO
N
�O
a
t0
n
Vt
o
m
vi
v�
rri
o
m
of
m
o
0
o 1
r
w
w
ao
m
r
e
o
m
Ln
�
m
C
o
a v
L
C
O
y
S.
R
F
N
N
N
N
N
N
N
N
N
N
N
N
4Y:
a
v
c
°m
m
°N
O
o
0
o
�
o
o
o
r
n
D]
O
O
N
vi
O
o
o
°n°
°
N
m
°
N
0
0
0°
L
c
O
a=o
o
¢
w
;
O
n
o
v
N
Z
O
2
Q N
m
O
ro
T
0
O
N
v
0
Rosemead #3703 Daily Propane Log
SHIFT
ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
05/01/15
0.98
0.98
$0.00
$0.00
$0.00
s0.00
$5]43
$26.95 251722
82
94
098
098
$000
$0.00
$0.00
5000
5000
$604
$921
05/02/15
05/03/15
05/04/15
251589
586
275
15
251698
15
251831
29.5
0.98
098
098
098
098
1
098
098
0.98
0.98
0.98
0.98
0.98
0.98
11
0.98
0.98
0.98
0.98
0.98
0.98
098
0.98
098
$2891 251856
$3028 251990
$2871
$27,64
53028 252327
$0.00 252461
$30.28 252626
$30.48 252760
$30.28 252893
$30.77
$28.91
$2911 253232
50.00 253366
$29.30 253545
$34.59 253690
$0,00 253859
$30.09
S28.81
$2734
$29.99 254345
$3322 254528
$39.10
$2274 254834
$2362
$32.14
$740.98
$1,013.52
$ 36.20
15
251965
30.9
7.5
9.4
77
18.0
B2
78
94
38.5
556
8.1
453
19.6
18.2
7.2
278.10
Total Gel:
1034.20
098
098
0.98
098
098
0.98
0.98
0.98
0.98
0.98
0.98
098
0.98
0.98
$735
$000
$000
$921
$755
$17.64
5004
57.64
5000
5000
5921
$3773
S5449
r055105/15
15
252092
29.3
15
252194
282
15
252303
309
15
1
0993/15
252570
1 30.9
05/14/15
252730
1 31.1
05/15/15
252869
309
05/16/15
252925
316
05/17/15
253097
295
05/18/15
253206
1 297
05/19/15
05.'20/15
253476
NA
05/21/15
253668
35.3
$7.94
05/22/15
$4439
0923/15
253962
30]
$000
05/24/15
254064
294
$000
$000
$19.21
$17.84
50.00
$706
$000
5000
$272.54
Total Coat:
$1,013.52
05/25/15
254162
27.9
05/26/15
254271
30.6
05/27/15
254467
33.9
05128/15
254662
39.9
05/29115
254774
23.2
05/30/15
254834
24.1
05/31/15
LS
254936
32.8
75610
LTOTA
1034.20
$ 38.22
$ 0.98
ERAGE
26.52
Rosemead #3703 Daily Propane Log
SHIFT ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT I
(GALLONS)
$S$ PRO
GALLON
TOTAL
COST
04/01/15
248040
33.0
1.15
1.15
$37.95 248064
534.39 248199
535.77 248332
$30.82
$34.04
$3347 248650
5000 240749
$33.93 248083
$35.68 249016
$0.00
540.25
531.]4 249323
$34.50 249457
$0.00 249617
$0.00
$6130 249896
$39.10 250054
$023
$37.38 250254
$47.84 250416
$35.08 250582
$35.88 250763
79
fly
77
90
322
88
7.6
26.6
9.0
46.3
362
77
27.0
122
73
255
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
$909
59.78
$806
$000
50.00
$10.35
537.03
51012
$874
$0 00
$0.00
$30.59
$10.35
$53.25
1 5000
$4163
$886
$0.00
$3105
$1403
$840
$2933
WOW
248174
299
04/03115
248307
31.1
1.15
1.15
1.15
04/04!15
248416
26.8
0405/15
248517
29.6
0410615
248626
291
1.15
04/07il5
04/08/15
248858
295
1.15
1.15
1
04109115
248992
3121
04/10/15
04111/15
249125
350
1.15
04/12/15
249221
27.6
1.15
04/18/15
249432
30.0
1.15
04/14/15
04/15/15
04/16/15
249]8]
53.3
1.15
1.15
1.15
1.15
1.15
1.15
1.15
04/17/15
250029
34.0
04/18/15
250152
02
04/19/15
250152
32.5
04/20/15
250405
41.6
04/21/15
250558
305
04/22/15
250691
312
04/23/15
250872
298
1.15
534.27 250928
534.73 251111
535.19 251315
$000
$3278 251449
$000
So 00
S000
5]]6.48
$1,1]8.]5
157
1981 .
28.1
67
349.80
Total Gel:
1025.06
1.15
1.15
1.151
1.15
$1805
$2277
$32.32
$0.00
$771
50.00
$0.00
5000
540227
Total Cost:
$1,1]6.]5
04!24/15
251038
302
1.15
1.15
1.15
04/25/15
251213
30.6
04/26/15
04/27/15
251424
28.5
04/28/15
04/29/15
04/30/15
TOTALS
fi]5.20
.0
$ 48.30
AVERAGE
24.40
$ 1.15
$ 42.10
Rosemead #3703 Daily Propane Log
SHIFT ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
S$$ PER
GALLON
TOTAL COST MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL COST
03101/15
$000
$46.88 244329
554.84 241462
$56.83 244596
$57.20 2447]]
$57.56 244910
$5394
3.1
95
7.7
20.4
76
1.81
1.61
181
181
1.81
$0.00
Ss.61
$1].20
513.94
536.92
$13.76
$000
0 &02/15
244304
25.9
1.01
1.81
1.81
1.81
1.81
181
03/03/15
244438
30.3
03/04/15
2445]1
314
03/05/15
244]05
31.6
0310&15
244885
31.8
0310]/15
245005
29,8
03ro8rys
1.81
$000
$58.64 245139
7.6
1.81
$000
51176
03/09/15
245115
324
0 &10/15
245248
31.5
1.81
1.81
$5702 245472
552.49 241wO6
7.5
10.7
1.81
181
$1358
319.37
03/11/15
245381
29.0
0112,15
245516
31.3
1.81
556.65 245540
$70.95 245694
$0.00
$65.7D 245891
0.5
139
IDS
181
1.81
1.81
SO.91
$25.16
$000
$0.54
03/1 &15
245649
1 39.2
1.81
03/14/15
1
181
0&15115
245795
363
03/16/15
245891
2 -0
1.81
1.81
$3.62 2460W
$56.47 246158
305
78
1.81
1.61
$5521
$14.12
W/1] /15
246133
312
W/18/15
246267
334
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
181
1.81
$6045 246291
$2787
$56.83 246518
$53.40
$50.68
556.47 246845
$58.10 246978
$59.19 247111
539.82 24]24]
$61.18 247382
$0.00
$602]
$54.66 247]46
354.12 24]931
51,441.85
5 69.06
7.6
1
185
87
75
8.0
17.8
LA
4]5
21.1
271.70
Total Gel:
1.81
1.81
1 -81
1.81
181
1 -61
1.81
1.81
1.01
$1376
3000
$3349
$000
50.00
$15.]5
$1358
$1448
$3131
51520
4�91.78
Tot1066.30 $1
03/19115
246351
154
03/20/15
246494
314
03/21/15
246615
29.5
03/22/15
246711
28 -0
0323/15
246821
312
03/24/15
246864
321
03/25/15
24]08]
327
03/2615
247223
220
03/27/15
247358
33-8
0328116
03/29/15
24]4]9
33.3
181
1.81
LB1
03/30/15
24]560
302
03/3V15
24]857
29.9
TOTALS
]88.60
10...30
AVERAGE
22]3
$ 1.01
Rosemead #3703 Daily Propane Log
SHIFT ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL COST MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL COST
02/01/15
240071
35.8
1.35
1.35
135
548.33 240166
520.25 240369
$2322 240491
$0.0D 240642
24.0
46.6
367
59.1
1.35
1.35
135
1.95
$3240
562.91
OE/0215
240328
15.0
02J03/15
240548
1]2
$49.55
S7979
0204/15
OZOS/15
240833
25.4
1.35
1.35
$3429 240929
53578 241107
30.3
27.9
1.35
136
540.91
53767
02/0615
241024
26.5
0207115 1
241203
1 32.0
1.35
54320
5000 241304
292
1.35
5000
$3942
02/08/15
0 &09/16
241401
265
1.35
1.35
1.35
535.78 241497
53335 241688
$3672 241866
297
31.0
25.9
1.35
1.35
1.35
$4010
$41.85
$349]
02/10/15
241593
24,]
0211/16
241783
272
02/12/15
241962
280
1.35
1.35
135
1.35
1.35
1.35
1
135
1.35
135
1.35
135
1.35
1.35
1.35
1.35
$37.60 242044
$3632 242210
ro.00 242306
$35 64
$41.18 242580
$42.80 242]4]
$45.50 242925
50.00 243035
54496 243168
341.72
$39.83
$39.02 243498
$43.20 243632
$4280 243766
$4347 243699
$430] 244032
$35]8
26.3
23.1
30.9
21.8
1331
20.1
30.1
9.1
9.1
76
79
72
8.5
1.35
1.35
1.35
1.35
135
1.35
1.35
135
I
1.35
1.35
1.35
135
136
$35.51
531]9
S41 ]2
$000
$29.43
$24.]1
$2].14
$40 64
$12.29
0213/15
242154
269
0214/15
0216115
242402
264
021&115
242511
30.5
0217/15
242690
317
0218/15
242856
3371
0219115
1
O220/15
243144
1 339
0221115
243269
30.9
50.00
50.00
51229
510.26
$106]
$972
$1148
$000
02/2216
243365
29.5
0223/15
243474
28.9
0224115
243607
320
02/25/15
243741
317
0226/15
243B75
32.2
0227/15
243008
31.9
OP/2A15
244128
26.5
TOTALS
684.40
1444.80
$ 63.45
5923.94
$1,680.48
560.40
5]56.54
5HI" TOT-
AVERAGE
26A9
$ 135
$ 60.02
TMaI GaI:
1244.60
Total COSt:
$1,680.48
Rosemead #3703 Daily Propane Log
SHIFT ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL
COST
01/01/15
1.43
$000
S000
S000
S000
S000
$0,00
$000 237670
$0.00 2=57
$12.58
$0.00
$0.00
550.05 238005
$000
$000 238105
$000 238256
S4748 2383W
$0.00 238482
54133
546.76 230711
547.76 238879
527.09 239018
525.03 239174
$0.00
579.51
$0.00
513.59 239459
54776 239593
$558
$000
510.30 239949
$0.00
$455.60
$888.60
$ 31.74
312
27.1
296
28.4
15.3
52
227
77
14.6
20.8
29.7
30.2
8.0
32.3
302.80
Total Gel:
621.90
1.43
1.43
1.43
143
143
143
1.43
143
143
143
143
143
1.43
1430
$0.00
$000
_S000
$000
$000
$0001
544.62
S38.75
$0.00
$0.00
$0.00
542.38
$000
54061
S21 B8
$744
53246
50.00
$11.01
$2000
$2974
$42.47
$$000
$000
$000
543.19
511.44
50.00
5000
$46.19
50.00
$433.00
Total Cost:
$888.60
01/02/15
01/03/15
01/04/15
01/05/15
01/06/15
01/07/15
01/08/15
01/09/15
237782
00
01/10/15
01/11/15
01/12/15
237897
350
143
1.43
1.43
1.43
143
143
1.43
143
143
1.43
1.43
1.43
01/1115
01/14/15
01/15/15
01116115
236362
332
01/17/15
01/18/15
238576
28.9
01119115
238687
327
01/20/15
238822
334
01/21/15
238988
19.5
01/22115
239075
17.5
01/23/15
01/24/15
239334
1 55.6
01125115
01126/15
239359
9.5
0127115
239568
334
01/28/15
239593
39
01/29/15
01/30/15
239974
7.2
01/31/15
TOTALS
318.60
SHIM TOT-
621.40
$ 38.61
AVERAGE
23.01
$ 1.43
Rosemead #3703 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$S PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
12/01/14
$0.00
$0.00
$0.00
$0.00
$000
$000
$0.00
$0 -00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$000
$000
$0.00
$000
$000
$000
$0.00
$0.00
$0,0O
$0 -00
$0 -00
$0-00
$0.00
$0 -00
$0.00
$0.00
$
1
0.00
Total Gal:
OA0
1
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$000
5000
5000
$000
$000
50.00
so 00
S000
120214
12/03/14
12/04/14
1225/14
1ZO8/14
12/07/14
12/08/14
12/09114
1210114
1 2/1 1/14
12/1214
1 &13/14
121414
12/1514
1A1o14
1217/14
121314
1 2/1 9/14
50.00
12/2014
50.00
50.00
50.00
12121/14
1 v2v14
12/23/14
50.00
1224114
5000
12/25/14
5000
122214
5000
1 &27/14
50.00
50.00
$0.00
50.00
$0 00
$0.00
Total Cast:
$0400
1228/14
122914
12/30/14
12/8114
TOTALS
0.00
T-T
0.00
#DIVI01
$
#DIV101
AVERAGE
Rosemead #3703 Daily Propane Log
SHIFT ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
11/01/14
11/02/14
235210
235306
303
29 -8
174
174
1,74
174
1,74
1
174
174
174
174
1.74
174
174
174
174
174
$5272
$5185
S5342
$0 -00 235572
S5794 235706
$0.00 235046
$56.38 235979
$0.00
$64.73
$6073 236238
$54.48 236375
$58.12
$5620 236668
$53.59 236844
$5168
$000 237028
$46,28 237137
$5272 237291
$0.00
$0.00
$38.98 237456
45.2
8.0
434
79
88
9 -8
211
21.8
298
30.1
145
28.2
327
174
174
174
174
174
174
174
174
174
174
174
174
174
174
$0.00
$0.00
$0.00
$78.65
$13.92
$75.52
$1375
S000
S0.00
$15.31
$17.05
$0.00
$3671
$3793
$0.00
$5185
$5237
$2523
$000
So Do
$4907
$56.90
11103/14
235414
307
11/04f14
11105/14
235682
33.3
11/06/14
11107114
235955
324
11/08/14
11/09/14
236075
1 372
11110/14
236214
1 39.5
11/11/14
236351
1 31.3
11/12/14
238487
33.4
11/13114
238596
323
11114/14
236772
30.8
11/15/14
236932
297
11/16/14
11117/14
237190
26.6
11118/14
237266
30.3
11119/14
11/20/14
11/21/14
137348
224
11/22/14
237514
17.9
174
$31.15 237610
$0.00
$0.00
$0.00
$000
$000
$0.00
$0.00
$0.00
$848.95
$1,373.21
49.04
11/23/14
3111.30
Total Gel:
789.20
$0.00
$0 -00
$0 -00
$0.00
$000
$0 -00
$0100
$0 -00
$524.26
Total COSt:
$1,373.21
1124/14
11/25/14
1126/14
11/27/14
11/28/14
11/29/14
11/30/14
TOTAL$
487.90
789.20
$ 52.20
AVERAGE
27.21
$ 1.74
Rosemead #3703 Daily Propane Log
SHIFT ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT $$$ PER
(GALLONS) GALLON
TOTAL
COST
10/01/14
231370
21.9
1.67
1 6
1 67
$36.57
$7148 231542
$38.41
$0.00
8200
50.00
$0.00
$000
$000
10/0214
231507
42.8
10/03/14
231652
230
10/04/14
10105114
1.67
1.67
1.67
1.67
1.67
1
1.67
1.67
1.67
1.67
1.67
1.67
1.67
1.6]
1.67
167
1 67
167
167
S 53.44
IS 1.67
5060
$60.62 231858
$50.48
$5578 232091
$51.10 232298
$51.]] 232470
$000
$55.11
55361
54225
553.61 233044
55344 233265
$000 233437
524.05
$U.00 233563
554.94
$0.00
$53.11 233975
50.00 234155
$55.28 2342651
$51.94
$51.]]
$68.97 234704
S0.6O
$0.00
SO o0
$61.29 235057
$1,095.57
$1,649.60
1 S 56.92
13.50 167
1
40.2 1.57
22.9 1 6
21.0 1 6
33.2 1.67
14.6 1,67
21.2 167
27.2 1.67
26.3 1.67
22.0 167
3231 167
27.9 1.67
29.50 1.67
340.00
TOW Gal:
9%w
$000
52256
$000
S6].13
538.24
535.07
$000
$0.00
SO 00
$000
$5544
$2438
$3540
60.00
$45.42
50.00
so W
$43.92
$3674
$53.94
$0.00
50.00
$4659
$0.00
$0.00
$000
549.27
$554.11
Total CoM:
$1,649.60
10/08/14
231709
36.3
10/07/14
231968
302
10/08/14
232227
1 334
10/09/14
232409
1 30.6
10/1004
232567
1 31.0
10111/14
10/12/14
232676
330
10/13/14
232855
321
10114114
232920
253
10115/14
233221
321
10/16/14
233373
32.0
10/17/14
10/1 1114
233467
14.4
10/19/14
10/20/14
233753
32.9
10/21/14
102Z 14
234085
31.8
10/23/14
10/24114
234417
33.1
1012594
234513
31.1
10/2604
234635
31.0
1012/14
234838
41.3
10/2&94
10/29/14
10130114
10131114
TOTALS
234948
367
656.03
996.03
AVERAGE
wiii
30.15
Rosemead #3703 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
08/01114
225057 1
30.9
148
1.48
1.48
1.48
1.48
1.48
148
14B
1 48
148
1.48
1.48
$45.73 228162
$54.32 228344
$0.00
$0.00
$0.00
$000
$000
$2190 228404
$3567 228667
$3670 228800
$4104 229057
$50.17 229240
$0.00
$37.15
$54.91
$30.04
$25.90 229566
$4544 229]]5
28.9
274
323
37.21
34.6
324
247
55.0
30.0
1.48
1.48
1.48
1.48
1.48
148
148
1.48
1.48
$42]]
$40.55
S000
50.00
5000
So 00
$0.00
$4780
$55.06
$5121
$47.95
$36.56
$000
$000
$000
S000
$8140
54440
09/0/14
225271 1
367
09/03/14
09/04/14
09/05/14
09/0 &14
09/0]/14
09/0 &14
228374
1 148
09/09114
228556
1 241
09/10/14
228874
248
09/11/14
2213984
277
09/1294
229167
33.9
09/13/14
09/14114
229293
25.11
09/15/14
229460
1 37.1
09116/14
229550
1 20.3
09/17/14
229596
1 17.5
09118/14
229850
30.7
09/19/14
229950
334
148
1.48
$4943 230006
$000
$5160 230199
$000
$0.00
$615]
$61.12 230760
S53 72 230989
$4].36
$21.90
552.84
$000
58]8.]2
$1,508.02
S 53.86
1611
29.6
58.0
19.0
425.20
Total Gal:
1018.93
148
1
148
148
1 48
S23.83
$0.00
343.81
$0.00
$000
$0.00
$85.84
$28.12
S0.00
$000
$0.00
$0.00
5829.30
Total Cost
51,508.02
09/20/14
09/21/14
230103
350
09/2Z14
1.48
1.48
1.48
148
148
148
09/23/14
09/24/14
230514
1 41.6
09125/14
230637
1 41.3
09/26/14
230930
1 36.3
09/27/14
231086
32.0
0926/14
231130
14.8
09/29114
231245
35.7
09130/14
TOTALS
593.73
1018.93
$ 48.84
AVEPAGE
30.88
S 1.48
Rosemead #3703 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$S$ PER
GALLON
TOTAL
COST
08/01/14
141
1 41
1.41
1.41
$0.00
$0.00
$0.00
$46.53
$61.62
$70.36
$13.62 225430
3571
1,41
50 00
50.00
So 00
50.00
SO o0
$900
$50.34
0 &02/14
0 &03/14
0 &0414
225052
33.0
0 &05/14
225156
43.7
O8/O6/14
225296
499
08/07/14
225454
98
08108/14
225634
25.9
1.41
$36.52
$0.00
08/09/14
225730
34.5
1.41
141
141
141
141
141
141
141
141
1 41
141
1.41
$48.65
$0.00
$49.35 225967
$11.56 226199
$0.00
$57.53 226395
$0.00
$0.00
$69.80
553.30 226696
522.14 2260B2
$13.88 226891
$0.00
$0.00 227096
$59.50 227135
$000 227355
$51.32 227525
$50.62 227694
50.00 227862
$0.00
565.
$OAp 14
$0.00
$]81.42
31,355.43
54.3
37.6
9.1
38,6
197
355
30.0
418
33.1
20.2
22.3
292
4W.10
141
141
141
141
141
141
141
141
141
141
141
141
$000
5000
$76.56
$53.02
$0.00
$12.83
$0.00
$0.00
$0.00
$5443
$27.78
$50.06
$0.00
$42.30
$58.94
546.67
S2848
531.44
541.17
$0.00
$0.00
50.00
$0.00
$5]4.01
08/10/14
08/11/14
225833
35.0
08/12/14
226220
82
0 &13/14
0 &14/14
226330
408
0 &15/14
08/16/14
OB /1]/14
226483
49.5
08/18/14
226562
378
08/19/14
226]26
157
0 8/20/14
226916
97
08/21/14
0 &22/14
0 &23/14
227258
422
0 &24/14
08/25114
227,165
36.4
08/26114
227634
35.9
08127/14
08/28114
08129114
227992
482
08/30/14
08/31/14
TOTALS
554.20
961.30
$ 42.30
AVERAGE
32.04
S 141
$ 48.41
Total Gel:
961.30
Total COSt:
$1,35543
Rosemead #3703 Daily Propane Log
SHIFT ONE SHIFT TWO
OATS
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
07/01/14
2.00
$000
$100.00
5000 221942
44.3
2.00
$0.00
$0.00
588.60
07/0 &14
221801
50.0
0]/03/14
07/04/14
2.00
$000
$70A
$0.00
$0.00
07/0514
222085
352
0]/06/14
222155
257
2.00
2.00
551.40 222379
$56.20 222379
7.9
38.2
200
200
$15.80
$7640
07/07/14
222250 1
28.1
07/08/14
1
2.00
200
200
200
200
$0.00 222488
$18.80 222601
$5820 222734
$18.60 222926
569.20
$65.80
34.0
39.6
33.2
34.2
200
200
200
2.00
$68.00
$79.20
$6640
56840
$0.00
$0.00
07/09/14
222625
94
07/10/14
222817
29.1
07/11/14
222951
9.3
07/1214
223047
346
07/13114
223143
329
07114 /14
2.00
$0.00 223255
$0.00 223362
521.80 223496
50.00 223656
$1940 223766
$6620
$6260
SO.00 224119
342
35.5
"51
43.3
35.7
475
200
2.00
2.00
2.00
2.00
2.00
56840
571.00
$8900
$86.60
$7140
SO.00
5000
$9500
07115/14
07/16/14
223522
10.9
07/17/14
07/1 114
223790
97
2.00
200
200
07/19/14
223889
33.1
07/20/14
223985
314
07/21114
07/2294
2.00
2.00
$0.00 224231
$000
$6600
$0 co
$000
$69.40
48.7
2.00
59740
$000
$000
$000
$000
$0.00
07/23/14
07/24/14
224366
330
07/2514
07/26/14
07/27/14
224673
34.7
07/2 &14
$ 62.00
$0.00 224806
$0.00 224939
$0.00
$000
$814.20
$2,035.40
1 $ 72.69
47.2
42,61
610.60
Total Gal:
1017.70
2.00
2.00
$9440
$85.20
$0.00
$0.00
$1,221.20
Total Cast:
$2,035.40
07/29/14
07/30/14
07/31/14
TOTALS
407.10
1017.70
AVERAGE
32.831
$ 2.00
Rosemead #3703 Daily Propane Log
SHIFT ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
US PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
06/01/14
218399
30.3
136
136
136
1.36
1.36
1.36
136
136
136
136
1.36
1.36
136
1.36
1.36
1.36
1.36
S 50.32
$4121
$46.10
50.27
$52.50 218785
$34.41 218882
$21.62 219139
$0.00 219235
543.11
$0.00 219442
$0.00 219551
$12.78 219661
$3359 219795
$34.95 21997
5000
$4168
50 -00
5000 220282
$4760 220361
$3468 220560
50 00 220748
$0.00
51387 220748
S1224 220844
$45.83 221049
SOW 221311
$0.00 221430
$38.49 221559
$0.00 221705
$0.00
SD 00
$0.00
5554.]4
$1,438.34
51.3)
379
29.6
43.1
31 91
32.1
34.4
33.6
33.5
33-1
30.2
39.4
33.0
3.5
25.0
32.5
32.5
42.5
38.1
33.6
30.2
849.70
Total Gal:
1057.60
1.36
1.36
1.36
1.36
136
1.36
1.36
1.36
1.36
1
136
1.36
1.36
1.36
1.36
1.36
1.36
1.36
1.36
1.36
1.36
$0.00
50.00
$000
$51.54
$4026
$5062
$43.38
$0.00
$43.66
$46.78
$4570
$45-56
$45-02
SO DO
$000
$000
$41.07
553.58
$44.88
$4.76
$0 -00
$34.00
$44201
$4420
$57.80
$51.82
$4570
$41.07
$000
$0.00
$0.00
$883.59
Total Coat:
51,433.34
06102/14
218508
33.9
06/03/14
218642
02
06104/14
210642
38.6
06/05/14
210955
253
06/06/14
219067
15.9
06/07/14
0&0&14
219332
1 317
0&09114
06110114
06111114
219685
9.4
06/12/14
219868
24.7
06/13/14
2200%
257
06/14!14
06/15/14
220126
30.5
06/1614
06/17/14
06/1 &14
220457
3501
0 &19/14
220639
1 25.5
06/20/14
0 &21/14
06/22/14
220845
1 102
06'23/14
221074
1 9.0
06'24114
221103
1 33.7
06/25114
06'26/14
06/27114
221622
28.3
06/20/14
O6'29A4
06130114
07/01/14
TOTALS
407.90
1057.60
AVERAGE
28.58
8 1.361
4
Cm
CG
G
y m
m
c°
m N
aA
Of
IL v
M p
h N
T
M c
Cd
C
d
N
O
7I
N
N
F
a
a
O
V
N
W
N
�
o
N
a
n
a
.
m
.n
v
o
m
O
M
a
�o
N
Io
a
m
ao
.�
O
O
ei
N
rl
'-I
eY
rl
fl
fl
rl
zs: o
u
V�
N
t/?
N
N
N
1A
Vi
Vl
N
N
V}
„F a
m
M
N
m
m
M
M
N
M
M
VI
a
t-
_T
z L
C
O
F v
N
q
H
v
W
m
I�
O1
DJ
t0
O
N
b
M
fl
N
rl
N
N
N
N
N
rl
fl
N
N
T
L
O
N
JI
a
O
a
V1
N
ei
V1
N
O
O
1�
Vf
of
O
m
m
OJ
w
�
m
.--i
.y
M
N
U
O
.y
�
n
m
m
ao
m
m
O1
m
m
O
O
N
w
M
O1
M
m
N
V1
V1
T
L
C
O
N
� F
O
p
0
0
0
C
0
0
0
0
0
0
0
0
m
l0
N
V�
W
a
r0
a
M
t0
Ol
01
T
W
O
l0
M
T
10
a
I�
N
I�
C
VI
N
V1
V
V1
L
C
O
a
a
a
a
g
a
m
o
Q
a'
a
0
v
a
o
y
w;
O
z
o
N
N
F
a
a
O
V
N
W
N
Rosemead #3173 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL
COST
05101115
207503
22.5
0.96
0.98
096
0.98
0.98
098
098
098
0.98
098
098
0.98
098
0.98
0.98
0.98
0.96
0.98
0.98
0.98
0.98
0.98
0.96
$22.05 207596
$17.93
$0.00 207724
$0.00 207918
$0.00 208067
$14.90
$529 208227
$1607
$1058
$1666
$1823
$1901
$1950
$5.68 208753
$0.00
50.00
50.00
5000
$7.06 208880
$2185
$1078
$10.88
$14.80
519.01
$0.00
520.78
$21 46
520.87
$617 209514
$18 .72
52029
$338.30
$531.06
$ 25.29
247
16.8
433
33.5
1771
14.3
230
23.4
196.70
Total Gel:
562.60
0.96
0.96
0.96
098
0.98
0.98
0.98
098
$2421
$000
$1646
05/02/15
2076 7
18.3
05/03/15
05/04/15
$4243
$32.63
$0.00
$1735
05/05/15
0906/15
208135
15.2
05/07/15
208159
54
05/005
208299
164
5000
50.00
$0.00
$0.00
50.00
$0.00
$1401
$000
$0.00
$0.00
30.00
05/09/15
208347
10.8
05/10/15
208423
170
05/11/15
208507
18.6
05/12/15
208593
194
05/13/15
208668
19.9
05/14/15
208692
5.8
05/15/15
05/16/15
05/17/15
05/18115
0019/15
206761
T2
$22.54
50.00
$0.00
$0.00
$0.00
$0.00
50.00
0020/15
206955
223
05/2115
208992
110
05/2215
209039
11.1
05/23/15
209104
151
05/24/15
209200
194
05/25/15
05/26/15
209278
21.2
5000
05/27/15
209364
219
$0.00
$000
522.93
$000
5000
$192.77
Total Cost:
$531.05
05/28/15
209425
21A
05/29/15
209449
63
05/30115
209568
19.1
0931/15
209654
207
365.90
TOTALS
29.40
$ 0.98
562.601$
16.75
AVERAGE
Rosemead #3173 Daily Propane Log
SHIFT ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
04/01/15
205051
28.8
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
115
1.15
1.15
1.15
1.15
1.15
1.15
115
118
115
1.15
1 $ 32.20
$ 1.151
$33.12
$24.38
$26.57
$2070
517.60
524.38
$]]1
$22.31
$19.67
$21.39
$10.75
$2369
$3068
$11.39
56.33
$5.29
$24.15
$1].3]
$24.15
$1806
$18.06
$1].48
$2565
$6,79
$21.62
$1231
$666
$0.00
$0.00
$25.53
$533.72
$533.72
$ 25.42
0.00
Total Gel:
464.10
1
$0.00
$0.00
$000
$000
$0.00
$0.00
$000
04/02/15
205112
21.2
04/03/15
205202
23.1
04/04/15
211524]
18.0
04/05115
20524]
15.3
04/06/15
205389
21.2
04/0]/15
205412
67
04/08/15
205566
194
5000
5000
$000
50.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$000
$000
$000
SOOO
$0.00
$000
$000
$G AO
$0.00
04/09/15
205634
17.1
04/10/15
206710
1 10.6
04/11/15
209]]
1 163
04/12/15
205868
206
04/13/15
205975
26.5
04114/15
206008
9.9
04/15/15
206032
5.5
04/16115
206122
4.6
04/17115
206264
21,0
04/18/15
206311
15.1
04/19/15
206399
21.0
04/20/15
206442
15.7
0421/15
206509
15.7
04/2 &15
20696
15.2
0423/15
206666
1 223
0412415
206690
1 5.9
0412&15
206862
183
042615
206914
101
04127/15
206938
]]
04/2&15
$000
OA29/15
$0.00
$0.00
$0.00
Total Cast:
$533.]2
04/30/15
TOTALS
207404
222
464.10
MV7 TOTALS
464.10
16.50
AVERAGE
Rosemead #3173 Daily Propane Log
SHIFT ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
0 &01/16
1.81
1.81
1.81
1.81
181
181
181
1.81
1.81
181
1.81
$0.00
$000
$0.00
$42.54
$3692
$28.96
$3385
$2444
$3023
$34.03
$3946
$25.34
$39.10 203897
$36.74
4.2
1.810
$0.00
$000
SOX
SOOO
$0.00
$0.00
$0.00
$000
$000
$0.00
$0.00
$0.00
$7.60
$0.00
O &0215
03/03/15
03/04/15
203263
235
03/05/15
203351
204
03/0 &15
203411
16.0
03/0]/15
203464
18.7
03108/15
203522
13.5
03/09/15
203592
167
03/10/15
203653
18.8
03/11/15
203747
218
03/1215
203807
140
0 &13/15
203679
21.6
03/14/15
203946
1 20.31
OT15/15
1.81
181
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1 sit
$000
$4199
$28.60
$4073
$36.02 204242
$2697
$44.53
$2619
$3602
$3548
$9.59 204681
$0.00
$2661 204774
$36.20
$32.04
54091
$0.00
8634.85
$911.52
5 43.41
611
128
197
4z.eo
Total Gal:
503.60
181
1
1
1
1
1
1.81
1.81
1
$0.00
$0.00
$0.00
$0.00
$11.04
50.00
50.00
1 SO.90
1 5000
$0 DO
523.17
50 00
$35.66
03/16/15
204009
232
03/17/15
204070
15.3
03/18/15
204158
22.5
0309115
204219
19.9
0312005
204296
14.9
03/21/15
204374
24.6
03/2215
204445
14.6
03/23/15
204536
19.9
03/2M15
204592
196
03/25115
204598
53
03126115
0&'27115
207710
1 14.7
03/2 &15
204828
20.0
5000
$000
$0.00
50.00
6n.m
Total Cost:
$911.52
03/29/15
204906
17.7
03/30/15
204959
22.6
03/31/15
TOTALS
460.e0
503.60
6 52.49
AVERAGE
1].3]
6 1.81
Rosemead #3173 Daily Propane Log
SHIFT
ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
S$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$S$ PER
GALLON
TOTAL
COST
02101/15
135
1.35
1.35
1.35
1.35
1.35
1.35
1.35
135
1.35
135
135
1.35
1.35
1.35
1.35
1.35
1.35
30.00
50.00
50.00
50.00
50.00
$0.00
50.00
50.00
50.00
50.00
$10.40
$13.10 202167
56.35 202192
$33.08
$22.14
$2025
$2700
$3024
$23.36
$19.04
$15.93
$2079
$2268
$2039
$2930
$1890
$15.39
$22.82
$371.12
$381.11
$ 18.15
2.8
4.8
].40
Total Gal:
282.30
135
135
$0.00
$0.00
$0.00
$0.00
$0.00
50 00
$0.00
$0.00
50.00
$0 00
$000
02/02/15
02/03/15
0204/15
0205115
0206/15
0207115
02/08115
0209/15
02O/15
0211/15
202111
7J
0212/15
202160
9.7
53.51
56.48
50.00
5000
50.00
50.00
50.00
5000
$000
$000
$000
50.00
50.00
50.00
50.00
5000
5000
59.99
Total COs[:
$381.11
02/13/15
202185
47
02/14/15
202275
24.5
0215/15
202332
16.4
0216115
202368
150
0217/15
202427
200
02/18/15
202505
226
02/19/15
202568
17.3
02/20/15
202623
14.1
02/21/15
2026]]
11.8
022215
202738
154
022115
202818
16.8
02/24115
202883
15.1
0225115
202963
21.7
0226115
203031
14C
02/27/15
203102
11.4
02/28/15
203173
16.9
2747
TOTALS
$ 27.00
282.30
AVERAGE
14.12
$ 1.35
Rosemead #3173 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
01/01/15
143
143
143
143
$ 5.72
$0.00
$16.87
$25.31
$0.00
$37.90
$13.16
$0.00
So 00
$000
$0 00
$000
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$000
$000
$000
$0 -00
$000
5000
$000
$000
$0.00
$0.00
$000
$0.00
$0.00
$0.06
593.24
$93.24
S 4.44
4�2
$0.00
$000
$000
$0 -00
5000
SooO
$0.00
$0 -00
$0.00
$0.00
$0.00
$000
$0 oo
$0.00
$000
50.00
$0.00
$0.00
$0.00
soon
$000
$0.00
$0.00
$0.00
L 50.00
50 00
$0.00
01/02/15
201899
11.8
01/03/15
201981
17]
01/04/15
01/05/15
202067
26.5
01/06/15
202091
9.2
01/07,15
01/08/15
01/09/15
01/10/15
01/11/15
01/12/15
01/13/15
01/14/15
01/15/15
01/16/15
01117/15
01/18115
01119115
01120115
01121115
011215
01/23/15
01124115
01/25/15
01/26/15
01127/15
01/26/15
$0.00
$0.00
50.00
$000
$0.00
E93.2 4
01/29/15
01130/15
01/31/15
TOTALS
65.20
65.20
AVERAGE
16.30
$ 1.43
Rosemead #3173 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL
COST
12/01114
199462
27.4
1961
1.61
1061
1.61
1,61
1.61
1.61
1.61
1.61
1.61
161
161
161
161
161
1661
161
161
1.61
1.61
1661
161
161
1
161
161
161
161
1.61
$4411
$13.69 199534
$10.30 199613
$1386 199719
$38.32
$27.21
$29914
$1047 200047
$13.04
$0.00 200108
$9.34 200207
51304 200292
514.01
526.73
512.88 200498
$13.20 200589
$15.46 200697
$0.00 200]90
$13.20 200869
$21 74
$22.86
$23.18 201065
$18.03 201136
$17.23 201238
$26.08
$0.00 201369
$16.10
$2576
$11]5
$13.20
$51.36
5564.]9
$965.52
$ 45.98
156
155
212
182
11.2
199
138
13.5
18.1
2095
23.4
12.9
5J
8.7
15.4
1593
248.90
Total Gal:
599.]0
1,611
1,611
1,611
161
161
161
1.61
161
161
161
1961
1.61
161
161
1.61
1.61
$000
525.12
120214
199486
85
12/03114
199559
64
$24.96
12N4/14
199637
B63
$34.13
$0.00
$0900
$0.00
$29.30
$0.00
$1803
12/05/14
199816
238
1206/14
199881
16.9
12107/14
199986
1 181111
12/0 &14
199990
65
12/09/14
200071
8.1
1210/14
1211/14
200131
5.8
$3204
14/1214
200231
8.1
$2222
1213/14
200329
8]
$000
12/14/14
200405
16.6
$000
1215/14
200429
890
$21]4
1016114
200522
892
$29.14
101]/14
200613
A6
$33.01
1018/14
$376]
12,19/14
200815
82
$20]]
$0.00
$0.00
$9.18
12/20/14
200922
13.5
12/21114
200999
142
102014
201062
144
1223/14
201109
11.2
$1401
1224/14
201170
107
$24.79
1025/14
201301
162
$000
$24.63
12/26/14
102]/14
201410
10.0
$000
5000
5000
50DO
Total GOat:
$965.52
1 02& 14
201487
16.0
1229/14
201511
7.3
12/30/14
201568
8.2
1231/14
201]92
319
350.80
TOTALS
599.]0
S 69.23
$ 1.61
AVERAGE
13.95
Rosemead #3173 Daily Propane Log
SHIFT
ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
11/01/14
19]61]
107
1 7
174
174
174
174
174
1.74
1.74
174
174
1.74
1.74
174
174
174
174
174
1.74
1.74
1.74
1.]4
174
$18.62
$22.62
$0.00 197728
535.32
$0.00
$0.00
$0.00
$0.00
$36.54
512.88
$0.00
$43.85
$36.71
$8.87 198154
$25.06
$26.80
$29.06
$11.14 198393
$1140 198516
$49.42
$1566 198751
$30.97
5000
$7830
$1375 199093
$1375 1991]]
$000
$1].5] 199242
$2349
S3164
$595.60
$858.52
$ 411.88
18.0
18.4
17.2
238
202
20.5
19.3
137
151.10
Total Gal:
493.40
174
174
1.74
174
174
1.74
1.74
1.74
$0.00
$000
$31.32
$0.00
50.00
$0.00
$0.00
5000
5000
50.00
50.00
50.00
5000
$3202
$000
$000
5000
$29.93
11/0214
11/0314
197861
13.0
11/04/14
197794
20.3
11105/14
11/06214
11107114
11108114
11109/14
197860
21.0
11/10/14
197884
74
11/11/14
11/12/14
19]9]9
25.2
11/1314
19872
21.1
11/14/14
198087
5.1
11/15114
198213
144
111614
198271
15.4
11/17/14
198328
16.7
11/18/14
198337
6.4
11119/14
198417
77
$4141
$000
535-15
1 $000
$0.00
$0.00
S35.67
53358
$0.00
S23.84
$0.00
$000
$262.91
Total Cost:
$850.52
1 U20/14
198626
26.4
1121/14
198640
90
11/22/14
193813
178
1123/14
1124/14
196993
450
11/25/14
199017
7.9
11/26/14
199117
79
11/27/14
11/28/14
199201
10.1
11/29/14
199286
13.5
18.3
342.30
S
t 4
199353
$ 52.201
$ 1.74
493.40
AVERAGE
16.45
Rosemead #3173 Daily Propane Log
SHIFT ONE
SHIFT
TWO
OATS
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL
COST
10101/14
194922
3193
167
1.67
1.67
1.67
1967
1 1.67
1967
1.67
1967
1.67
1.67
1.67
1.67
1.67
1.67
1.67
1.67
1.6]
1.6]
1.6]
1 6
1.67
1
16
167
167
167
E 1.6]
$5227
$11.19 195031
$13.36 195148
$31.23
$000
$16.53 195347
$8.52 195,150
$4325 195474
$1.50 195693
$1086 195776
$33.07
$0.00
$4776 195979
$14.36 196089
$44.26 1%113
S1202 196335
510.35 198423
52622 196607
$000
533.07 196859
S4158
546.09
510.66 196972
$12.19 197055
541.]5
$000
547.60 197308
$13.53 197397
$0.00
$1035 197499
$1069 197570
$644.45
51,2)9.]2
$ 60.94
26.6
27.5
202
269
65
294
21 91
178
258
13
280
197
6.8
56
2396
20.41
19.1
21.8
17]
138
380.40
Total Gel:
1.67
1.67
1.67
1.67
1.67
1 6
16
1.67
167
1.67
1.67
1 6
167
1.67
1 6
1.67
1.67
1.67
1.67
1.6
$0.00
$4442
345.93
$0.00
$000
S3373
$44.92
S10.86
549.10
S3657
$000
$000
$2973
$4309
$2.17
$4676
$32.90
$11.36
$0.00
59.35
$0.00
50.00
$39.41
$34.0]
S0.00
10/0214
194946
697
10/03/14
195055
890
10/04/14
195194
18.7
10/05114
10/06/14
195291
9.9
10/07/14
195370
5.1
10/08/14
195565
259
10/09/14
195589
09
10110/14
195]1]
63
10/11114
195841
19.8
10/12/14
10/13/14
195932
28.6
10/14!14
196004
8.6
10/15/14
196210
26.5
10/16/14
196234
72
10117/14
196359
62
10/18/14
196480
167
10/19/14
10/20/14
196669
19.8
10/21/14
196776
249
10/22/14
196868
27.6
10/23/14
196892
6.5
10/24/14
196996
73
10/25/14
19]12]
25.0
1N26/14
50.00
$31.90
$3641
5000
$29.56
$2305
Total Cost:
10/27/14
197240
1 28.5
10128/14
197332
8.1
10/29/14
10/30/14
197441
692
10/31/14
TOTALS
197523
6A
385.90
1)A2
AVERAGE
Rosemead #3173 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
o /OV14
192403
162
L48
1.48
1.48
1,48
148
148
148
148
148
148
1.48
148
148
1.48
1.48
1.48
1.48
1,48
1.48
1.48
1.48
1.48
1.48
1.48
1.48
1.48
$ 56.24
523.98
513.91 192481
548.54
533.15
$37.74 197624
$35.22
50.00
$10.80 193021
$39.52
$14.65 193260
$40.11
So B1 193425
$31.67
$0.00
$1036 193549
$4899
$1006 193712
$4144
$12.58 193921
$31.08
$000
$49.14
$13.32 194283
$4203
$992 194446
51184 194521
S31.67
$0.00
$7.99 194754
$11.25 194842
$667.70
$1,060.42
218
72
23.1
28.3
23.1
21.2
2851
21A
26.2
22.8
2001 .
22.0
21500
207.10
1.48
148
148
148
148
1.48
1.40
1.48
1.48
1.48
1.48
1.48
S0.00
$0.00
$0.00
$0.00
$1066
$0.00
$0.00
$34.19
$0.00
$41.88
$0.00
$34.19
S000
$0.00
$31.38
5000
$4218
$000
09/OZ14
192428
94
03/03/14
192580
328
0904/14
192672
22.4
09/05/14
192766
25.5
09/06/14
192838
23.8
09/07/14
09/08/14
192952
73
09/09/14
193138
26.7
09/10/14
193162
9.9
09/11/14
193349
27.1
09/1214
193360
46
09/13/14
193468
21.4
09/14114
09/10114
193492
7.0
09/16/14
193619
331
09/17114
193643
58
09/16/14
193838
28.0
09/19114
193862
85
$3167
$0.00
$000
$000
$3878
$000
$3374
$2960
09120/14
193977
210
09121114
09/22/14
194171
332
09123114
194193
901
09/24/14
194366
284
09/25/14
194309
67
09/26/14
194470
1 80
09/27/14
194597
214
$0.00
09/28/14
$0.00
$32.56
53182
$392.64
09129/14
194690
54
09130/14
TOTALS
194779
7.6
451.20
738.30
AVERAGE
18.93
$ 1.48
$ 50.50
Total Gal:
738.30
Total Cost:
$1,060.42
Rosemead #3173 Daily Propane Log
SHIFT ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
S$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
08/01/14
190173
19.4
1.41
1.41
141
141
1.41
141
141
141
1.41
1.41
1
141
141
141
141
141
1.41
1.41
1.41
1.41
1.41
1.41
1.41
141
1.41
1141
1.41
$27.35 190279
$31.02
$88.83
$48.93
$34.40
$0.00
$832 190696
$20.87 190700
$2510
$2411
$3455 190880
$0.00
$3483
5620
$40.33
$32.71
$0.00
$8.46 191359
$0.00 191426
$804
$3581
$3370
$3567
$23.97
$000 191894
$1142 191956
$1128 192030
$0.28 192117
$1481 192223
$19.18
$32]1
$660.16
$1,015.06
$ 48.34
31.0
22.3
22.0
11 21
25.9
22.1
20.8
174
32.5
24.4
22.1
r 251.70
Total Gel:
]43.10
141
1
141
141
1.41
141
141
1.41
1.41
1.41
141
1.41
$43.71
$0.00
$0.00
$000
$0.00
$0.00
$3144
$31.02
5000
$000
$1579
$000
$000
$000
$000
$0.00
$0000
53652
08/0014
190336
22.0
08/03/14
190421
63.0
08/04/14
190515
34.7
08/05.'14
190594
24.4
06/06/14
0 &'07/14
190642
5.9
08/08/14
190754
1 14.8
0809/14
190820
1 17.8
08/10/14
190857
1 171
0 &11/14
190874
1 24.5
08/12/14
1
08113/14
191122
1 247
08/1G14
191126
1 RA
08/15/14
191214
1 28.6
06/1 &14
191273
232
08/17/14
0 8118/14
191294
60
08/19/14
$31.16
$000
$0.00
$0.00
$0.00
$0.00
$29.33
$24.53
54583
534.40
08/20/14
191375
51
08/21/14
191520
254
0 &22/14
191584
239
0 &23/14
191679
253
08/24/14
191718
1 170
08/25114
0&26/14
191837
81
0 &27/14
191918
80
0&28/14
191980
02
0 &29/14
192057
10.5
531.16
$0.00
$0.00
$354.90
Total COSt:
$1,015.06
0 &30/14
192168
13.6
08,31/14
TOTALS
192280
232
491.40
$ 50.76
]43.10
AVERAGE
20.641
$ 1.41
Rosemead #3173 Daily Propane Log
SHIFT ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
07/01/14
188552
61
2.00
200
zoo
2.00
2.00
2.00
200
2.00
200
200
200
200
200
2.00
2.00
2.00
2.00
2.00
2.00
$12.20
$000
55240
$0.00
$4.80
$3800
$45.00 189017
$5660
$2140
$50.60
$89.00 189364
S000
Soo
$30.60
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$70.40
544.60
$54.20
$58.80
$20.20
$47.40
50.00
5000
$105.00
$1800 190091
$14.00
$813.40
$975.40
315
212
28.3
81.00
200
2.00
200
5000
50.00
$000
$0,00
$0.00
$0.00
563.00
$0.00
$000
5000
$4240
50.00
50.00
50.00
50.00
$0.00
$0.00
$000
$000
$000
$000
$000
$000
$000
$000
SOHO
$0.00
$0.00
5000
$56.60
$0.00
3162.00
07W14
07/03/14
188787
262
07/04/14
07/05/14
188787
24
07 /06/14
180851
19.0
07/07/14
188932
225
07/0 &14
189087
28.3
07109/14
189111
10.7
07 /10/14
189196
25.3
07/11/14
189308
345
W/1 y14
07/1114
07/14!14
189389
15.3
07/15/14
07/16/14
07/17/14
07/10/14
07/19/14
07/20/14
07121114
189482
35.2
071zv14
189543
224
07123114
189631
27.1
07/24/14
189701
294
07/25/14
189724
VIA
07/2614
189826
237
07/27/14
07/28/14
07'29"4
!'"-8
525
07/30/14
189991
90
07/31114
TOTALS
190125
TO
406.70
5 42.00
SHj� TOT-
487.70
AVERAGE
23.22
S 2.00
$ 46.45
Total Gel:
487]0
Total Cost
$975.40
Rosemead #3173 Daily Propane Log
SHIFT ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
0 &01114
186345 1
2.0
1.36
1.36
136
136
1.36
1.36
1.36
1
136
1.36
1.36
1.36
1.36
1.36
1.36
136
1.36
136
136
136
136
136
136
1.36
1.36
136
136
1.36
1.36
1.36
$2 .72
$3046
$27.34
$32.91
$3522
$43.25
$3373
$000
$6.39 186993
$27,88
$3102
$3645
$31.28
$35.63
$2734
$17.68 187492
527.34
533.86
539.85
535.63
532.10
$3.40 187926
$32.50
531.69
63006
$34.66
$41.62
$22.03 188468
5639
$2788
60.00
$818.72
$907.53
51
75
18.0
1
1731
65.30
Total Gal:
667.30
1.36
1.36
136
1.36
$0.00
0.00
$0.00
5000
5000
5000
$000
$0.00
53060
$000
$0.00
$0.00
$000
$000
$0.00
61020
$0.00
$000
5000
5000
59.09
$2448
$0.00
50.00
$000
$0.00
$000
$23.53
50.00
50.00
so 00
$88.61
Total LOS[:
$907.53
06/02/14
166508
224
0103/14
186576
20.1
0610U14
186646
24.2
06/05/14
186716
259
06/0&14
186831
31 a
0 &07/14
186909
1 248
06/0 &14
1
06/09/14
186916
1 47
0 6/10/14
187045
1 203
0 &11/14
187114
1 231
0 &1014
187203
1 26.8
06/1114
187274
23.0
06/14114
187355
26.2
06/15/14
167416
201
0611114
187468
13.0
06/17/14
187563
20.1
0 &1 &14
187646
24.9
0 &19/14
187713
29.3
0120/14
187792
26.2
06121114
18]792
2361
0122/14
187856
2.5
06/23/14
187999
23.9
06/24/14
188088
23.3
06/25/14
188163
221
06126/14
188243
255
06/27/14
188377
306
0 &28/14
186419
162
06/29114
188472
47
06/30/14
188523
205
07/01/14
602.00
TOTALS
667.301$
44.68
AVERAGE
20.22
$ 1.36
$ 43.22
10
E
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O
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Rosemead #3176 Daily Propane Log
SHIFT
ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
05/01115
0.98
$0.00 168803
$25.28
22.9
0.95
522.44
$0.00
05/0215
161894
256
05/03/15
0.98
0.96
0.98
0.98
098
098
098
098
098
098
0.98
0.98
0.98
0.98
0.98
0.98
0.98
0.98
0.98
$ 37.241
$0.00 166970
$2.06 1670"
$2.35 167144
$10.88 167233
$2.16 1673031
$0.00 167392
$0.00
$0.00
$1.57 167476
$2.55 167588
$1.08 167704
$2.35 167805
$0.00 167925
$12.15
$16.27
$0.98 IM161
$2.45 168276
5167 168393
5206 168450
5000 168532
$000
$0.00
$000
50.00
$1284 168680
5245
$2009 168915
57.45
$1.57 169012
$130.24
$472.07
13.5
131
185
14.6
1331
186
13.6
19.4
19.6
18.6
23.5
18.1
19.6
197
10.5
19.5
16.8
23.8
11.5
348.80
Total Gel:
481.70
0.98
0.98
0.98
0.98
0.98
0.98
0.98
0.98
0.98
0.98
0.98
098
098
098
0.98
0.98
1
0.98
0.98
0.98
51333
S1284
05/04115
166970
21
05/05/15
167044
20
$18.13
05106/15
167144
11.1
$14.31
$13.03
05107/15
167233
2.2
05,08/15
$1823
5000
$0.00
$13.33
$19.01
$19.21
$18.23
05,09/15
05/10/15
05/11/15
167392
1.6
05/1215
167476
2.6
05/13/15
167588
1.1
05/1L15
167704
2.4
05 /15/15
$23.03
$0.00
$0.00
05/16/15
167982
1 12.4
05/17/15
168061
1 16.6
05/18/15
168062
I 1.0
$1774
$19.21
$19.31
$10.29
$19.11
$0.00
$000
$000
05/19/15
168161
1 2.5
05/20/15
168276
1 1 7
05/21/15
168393
1 2.1
05/2215
05/23/15
05/24/15
05/25/15
05x26/15
$000
05/27/15
168603
13.1
$1646
$0.00
523.32
$000
51127
$341.82
05/23x15
168681
25
05/29/15
168795
20.5
05/30/15
168947
7.6
05/31/15
TOTALS
168947
1.6
132.90
4BI.701
Total Cost:
$472.07
AVERAGE
12.68
MM
$ 0.98
1 S 52.45
Rosemead #3176 Daily Propane Log
SHIFT ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
04101/15
164654
2.1
115
1.15
1.15
1.15
1.15
115
115
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
$ 42.55
$2.43
$2162
$2530
$000
$00
$2645
$851
$29.33
$30.02
$25.99
$0.00
$0.00
$1.50 135496
$0.00 165539
$1.38 165654
$380 165736
$2.88 165802
$943
$1.96 165884
$1.84 165989
$127 166080
$2.07 166146
$1.38 166227
$0.00
$0.00
$242 1 MM39
$2.30 166422
$242 166503
$2.88
523.92 166708
$231.05
$468.16
187
90
153
15,01
112
8.6
216
16.3
130
143
64
142
201
204
206.20
1.15
ITS
1.15
115
1.15
1
115
1.15
1.15
1.15
1.15
1 15
1.15
1.15
1.15
$0.00
SOOO
5000
$0.00
04'02/15
164823
18.8
04/03/15
164903
22.0
04/04/15
04/05215
$000
$000
04/06/15
16499]
23.0
04/07/15
165073
7.4
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
521.51
310.35
517.60
517.25
512.88
$0.00
$978
525.07
$1875
$14.95
$16.45
$0.00
$0.00
$9.66
$16.33
$23.12
04/08115
165178
1 25.5
04/09 115
165302
1 28.1
04/10/15
1653B8
226
04/11/15
04/12/15
04/13/15
165388
1 1.3
04/14/15
04/15/15
165563
12
04116/15
165654
33
04117/15
165736
2.5
04/18/15
165838
8.2
04/19/15
165638
17
04/20/15
165684
1.6
04/21/15
165989
1.1
04/22/15
166080
1.8
ON23/15
166146
12
O4/2a15
04/25/15
04/205
166287
21
04127/15
166340
2.0
OW28/15
166423
2.1
04/29/15
166524
25
$0.00
S234B
$237.13
04/30/15
TOTALS
166624
20.8
200.91
407.11.00 11
AVERAGE
$ 1.151$
52.02
Total Gal:
407.11
Total Cost:
$468.18
Rosemead #3176 Daily Propane Log
SHIFT ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$B PER
GALLON
TOTAL
COST
o3m1/15
1.81
1.81
1.81
1.81
181
1.81
181
181
181
1.81
1.61
1.81
1.81
181
181
1 Bt
181
181
1.81
1.81
1.81
1.81
181
1.81
1.81
181
1.81
$000
$3.44 162461
$3.98 162569
$344 162684
$344 162766
$0.00 162840
$10.50
$4.89 162928
$272 163018
$3.44 163091
$2.17 163172
$290 163288
$3674 163373
$2082
$3349
$290 163587
$398 163683
53.08 163]]9
$3.44 163860
$38.92
$11.58
$2.17 164014
$1.63 164097
$471 164194
$40.00
5579 164350
$24.25 VA453
$0.00
$0.00
$3.26 164546
$436 164654
$282.00
$855.23
$ 95.03
139
178
17.6
124
180
8.5
143
120
16.5
0.3
210
15.5
17.6
18.0
12.9
8.4
13.9
16.1
0.2
23.0
19.0
19.8
316.70
Total Gal:
4]2.50
1.81
181
181
181
1.B1
1.81
1,81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
1.81
181
1.81
1.81
$0.00
$25.16
$32.22
$31.86
$2244
03/02/15
162381
109
03/03/15
162461
2.2
03/04/15
162570
1.9
03/05/15
162684
1.9
03/06/15
$32.58
$0A0
$15.39
$2588
03/07/15
162879
5,81
03/08/15
162880
1 2.7
03/09115
162928
15
03/10/15
163019
1.9
$2172
03/11/15
163091
1.2
$2987
03/12/15
163172
1.6
$054
03/13/15
163288
203
$3801
0311 a15
163420
115
$0.00
03115/15
163498
185
$000
$28.06
$31.86
$32.58
$23.35
$0.00
$000
0311615
163498
16
03/17/15
163587
22
03/18/15
153683
17
03/19/15
163779
1.9
03/20/15
153947
1 21,5
0321/15
163971
1 SA
03/22/15
163971
12
$1520
03/23/15
164015
0.9
$25.16
03/24/15
164097
2.6
$29.14
$0.00
$036
03/25/15
164288
22.1
0326/15
164289
32
03/2]/15
164351
134
$41.63
$000
$080
03/2&15
03/29/15
03/30/15
164453
18
$3439
$35.84
Total Cost:
$855.23
03/31/15
164546
24
TOTALS
155.80
0]2.50
$ 85.07
AVENAGE
10.05
$ 1.81
Rosemead #3176 Daily Propane Log
SHIFT ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL COST
02/01/15
160434
16.9
1.35
1.35
1.35
1.35
1.35
135
1.35
1.35
1.35
1.95
1 35
1.35
1.35
135
1.35
135
1.35
135
1.35
135
135
52282
$378 160512
$351 160594
$243 160687
53.11 160782
$1.89 160876
51985
$3.38 161036
54.16 161089
5324 151170
$611 161254
$365 161349
S0-00 161429
$0 00
$0.00
$324 161493
$2.55 181549
$000 161643
$0.00 161782
$1.89 161827
$12.83
53.24 161919
$2.30 161965
52,70 162063
$2.97 162159
$3.51 162224
$000 162318
$0.00
$110.15
$539.04
9 5989
13.4
139
17.1
17.5
16.4
8.4
14.3
14.1
14.6
167
21.5
10.8
108
164
169
15,5.
TB
11.6
11 -0
16A
104
222
317.70
Total Gal:
399.29
1.35
1.35
1.35
135
135
1.35
1.35
1.35
235
135
135
1.35
1.35
1.35
135
135
135
1.35
135
135
135
135
50.00
$18.09
Sa77
523.09
523.63
$22.14
5090
ST 34
$1931
$18 -04
$1971
$2205
$29.03
so 00
s66o
02/02/15
160434
208
02103,15
160512
26
0204ry5
160594
1e
02/05/15
160687
2.3
02/06/15
160782
1A
02/2/15
160956
147
=8/15
160956
2.5
3.1
02/09115
161006
0210/15
161089
2.4
02/11/15
161171
2.3
02/1215
161254
27
OZ13115
0214/15
02/15/15
0216/15
161429
2.4
$1458
$1458
$22.14
$22.82
$2083
$000
0217/15
161493
1.9
0218115
0219/15
O2J2N15
161732
14
02,21/15
161876
9.5
022215
161876
24
$1053
02,2115
161919
1,7
$1588
$1485
3224/15
161885
20
0225/15
162063
22
$2214
$1404
$2997
$000
$428.90
TofBl Cosl:
$53984
02/26/15
162159
2.6
0227/15
02/2 &15
81.59
TOTALS
39939
5 50.05
AVERAGE
929
5 1.35
Rosemead #3176 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
01101115
1.43
1.43
143
143
1.43
143
143
1
143
1 43
1.43
143
143
143
143
143
143
143
1.43
1
1.43
1.43
143
1.43
143
1,431
S 67.21
$0,00
$272 158202
$0.00
$27,48
$3.00 158383
$3.00 158476
$24.74 158585
$3.00 158664
$17.02
$0.00 158812
$24.02
$229 158978
$229 159044
$229 159124
$257 159202
$186 159293
$28.17
$257 159420
$2274 1594921
$215 159558
S000 159666
S229 159750
S0.00 159840
$2760 159945
SO66
$2.86 160021
$3.15 160102
S2.29 160211
5257 160297
53]2 160378
50.00
S216.36
$697.27
18.1
13.1
07
1981 .1.43
137
22.6
17.0
12.8
14.1
18.9
115
6.4
2.1
13.0
20.6
132
212
18.9
13.6
153
18.5
15.8
154
336.30
1 43
1.43
1.43
1.43
1
143
1
1 43
1.43
143
143
143
1.43
1.43
1.43
143
1.43
143
143
143
143
1.43
1.43
1.43
$0.00
$25.88
$000
0102/15
156133
1.9
01/03/15
01/04/15
158297
192
S0.00
01/05/15
158297
2.1
$1873
$1.00
$28.31
$19.59
$0.00
SULK
$000
01/06/15
156383
2.1
01/07/15
158477
1 17.3
01/0 &15
158585
2.1
01/09/15
158712
11.9
01/1 &15
01/11/15
158879
1 188
01112/15
158678
1 1.8
S2431
01/1 3/15
158978
1.6
S1830
$20.16
$27.03
$16.45
5000
01/14115
159044
1.6
01/15/15
159124
1.8
01/16/15
159226
1.3
01/17115
159373
19.7
0118/15
159373
1.8
$9.15
01/19/15
159488
159
$3.00
$1859
$29.46
01/20/15
159492
15
01/21/15
01/22/15
159667
16
$18.68
01/23/15
$3032
$27.03
01124/15
159891
193
01/25/16
So00
$19.45
$2188
01/26115
159946
1 20
01/27/15
160021
22
01128/15
160102
16
$26.46
$22.59
$22.02
01129/15
160211
1.8
01/3&15
160297
2.6
01/31/15
TOTALS
151.30
087.60
$0.00
$480.91
AVERAGE
10.37
$ 1.43
IS 77.47
Total Gal:
467.60
Total Cost:
$697.21
Rosemead #3176 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$S$ PER
GALLON
TOTAL
COST
12/01114
156280
23
1.61
1.61
1.61
1.61
161
161
161
1.61
1.61
161
1.61
1.61
1.61
1.61
1.61
161
1.61
1.61
1.61
1,61
1.61
$ 61.18
$ 1.61
$451 156371
$274 156,152
$177 156527
$33.65
$3.86 156714
$0.00
$0.00
$370 156794
$4.03 156807
$322 156984
$3.86 157053
$31.07
$0.00
$0.00
$9.37 157194
5242 157296
50.00 157390
S2.74 157479
544.60
50.00
5000
S4.51 157677
53.70 157)57
52.74 157830
50.00 157854
$3751
S0.00
5000
$12A6 157963
S274 158075
5161 138132
S234.42
5667.67
1 $ 74.19
16.6
15.6
134
19.5
127
17.6
15.5
136
15.3
19.1
161
16.3
124
13.0
12.2
8.8
6.3
14.5
104
269.10
Total Gal:
414.70
1.61
161
1.61
161
1
161
1.61
1.61
1.61
1.61
1.61
1.61
1.61
1,61
1.61
1.61
1.61
1.61
161
1.61
$2673
$25.44
S21.57
$0.00
S3140
$0.00
$0.00
$20.45
$28.34
$24.96
S21.90
$0.00
$0.00
$0.00
$2463
$3075
$2592
$2624
$000
$000
5000
$19.96
$20.93
$1964
$14.17
$0.00
$0.00
$000
$10.14
$23.35
$1674
$433.25
Total Cost:
$657.67
12/0214
156371
1.7
12/03/14
156452
1.1
12/04/14
156604
20.9
12/05/14
156604
2.4
12/06114
12/07/14
1200/14
156714
2.3
12109/14
156794
2.5
1910/14
156897
2.0
12/11114
156985
24
1212/14
157105
1931 .
1913114
12/14/14
1915114
157105
1 17.0
191 &14
157194
1.5
12/17114
12/1 &14
157390
17
1919/14
157592
97
12/20/14
12/21/14
12)22114
157592
26
12/2114
157677
2.3
1224/14
157757
1.7
12/25114
1226/14
157929
23.3
1227114
12/2 &14
12/29/14
157929
7.5
12/30/14
157987
17
1931/14
158075
10
145.60
LTIOTIALS
414.70
ERAGE
10.911
Rosemead #3176 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
11/01/14
174
1.74
1.]4
174
174
174
1.74
1.74
1.]4
174
174
174
174
174
1.]4
174
114
174
174
174
174
174
1.74
$ 73.00
$0.00
$0.00
$6.96 154468
$522 UA580
$418 154662
$435 154T74
$4.87 154858
837.06
$3.83
$37.93 155057
5278 155118
53.13
51148 15522]
540.54
$0.00
$0.00
$3.48 155391
$348 155484
$4.52 155581
ae "5.57 155657
51827 155]]9
$24.01 155602
$4.70 155930
$6.09 156010
$487 156085
S4.87 156173
50.00
S487 156256
$0.00
$0.00
$247.00
$720.54
16.5
19.3
15.5
20.6
15.2
19,71
10.2
133
14.3
15.4
1511
12.5
22.7
6.0
9.0
1211
113
14.2
127
2]6.]0
1.74
1.74
174
174
174
174
1 74
1.74
1.74
1 7
174
174
174
1.74
1.74
1.74
1.74
174
174
$0.00
S000
$2871
$33.58
$26.97
$35.84
$26.45
$0.00
$0.00
$34.28
$17.75
50.00
$23.14
$0.00
$0.00
30.00
$24.86
$26.80
$2627
$21.]5
$39.50
$1044
$17.05
$21.56
$19.66
$24.71
$0.00
$22.10
$0.00
$0.00
$481.46
11/0b14
11103/14
154361
4.0
11/04/14
154468
3.0
11/05/14
154580
24
1 V%14
154663
2.5
11/07/14
154]]4
2.8
11/08/14
154918
213
11/09/14
154918
22
11/10/14
154989
218
11/11/14
155057
16
11/12/14
155118
18
11113/14
155152
66
11/14/14
155303
23.3
11/15/14
11/16/14
11/1]/14
155303
2.0
11/10/14
155392
20
11119/14
155434
26
11/20114
155581
32
11/21/14
155680
10.5
11122/14
155060
13.8
11/23/14
155868
1 2.7
11/24/14
155193
3.5
11/25/14
156010
2.8
11/26/14
156085
2.8
11127114
2.8
11/28/14
156174
11/29/14
11/30/14
TOTALS
142.00
416.70
AVERAGE
9.971
S 1.74
S 00.95
Total Gel:
41970
Total Cost:
$1xes4
Rosemead #3176 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
S$$ PER
GALLON
TOTAL
COST
10101114
151992
20
1.67
1.67
1.67
1.67
1.67
1.6]
167
1.67
1
1.67
1.67
1.67
1.6]
1.67
1.67
$3.34
$3.67 152161
$0.00 152247
$000
$40.25
$4676 152413
$4.01 152509
$4.34 152617
$4.01 152720
$3.84 152631
$0.00
$36.57
$2.67 152996
$3.34 153082
$251 153181
$3.01 153279
$351 153363
12.700
21.]00
16.3
170
19,8
18.6
21 01
115
156
166
17.4
137
1.67
1.6]
1.67
167
1.67
1.6]
1.67
1.6]
167
16>
167
16
$000
$2121
$36.24
$0.00
$0.00
$27.22
$2839
$3307
$3106
$3507
$0.00
$0.00
$19.21
$2605
$27.72
$29.06
52208
10/0D14
152079
22
10/03/14
10104114
10/05114
152333
24.1
10/06114
152333
280
10/07/14
152414
24
10/08/14
152509
1 2.6
10/09/14
152618
1 24
10/10/14
152720
1 2.3
10/11/14
1
10/12/14
152924
1 21.9
10/1314
152925
1.6
10/14/14
152998
2.0
10/15/14
153082
1.5
10/16/14
153181
1.8
10/17/14
153279
2.1
10/18/14
153406
10.3
1.67
167
1.67
1,67
1.67
1,67
1.67
1.67
167
1,67
167
$1720
$0.00
$5.18 153513
$3.17 153593
$434 153699
$367 153]]9
$0.00
$0.00
$50.10 153930
$3.84 1 54W
$3.51 154092
$3.51 154227
$351 154298
$5.85 154361
$265.70
$858.21
$ 95.36
17.6
169
186
105
58
14.1
15.2
26.5
120
11.7
354.80
Total Gel:
513.90
1.67
1.6]
1.67
1.67
16
167
167
1.67
1.67
167
$000
10/19/14
$0 00
S29.39
S2822
531.06
S24.22
$0.00
$000
$969
$2355
$25.38
54426
52004
$1954
$592.52
Total Coat:
$858.21
1020/14
153406
3.1
10121114
153513
1 1.9
1022/14
153599
26
10123114
153699
22
10/24/14
10/25/14
10/26/14
153689
30.0
10/27/14
153930
2.3
1028/14
1 5400
2.1
10/29114
154092
2.1
10130/14
154227
211
10/31/14
154299
3.5
159.10
TOTALS
513.90
8 ]5.15
$ 1.6]
AVERAGE
11.42
Rosemead #3176 Daily Propane Log
SHIFT ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
09/01/14
148
148
1.48
148
$0.00
54.44 149793
5977 149902
S340 149980
$3937
158
167
139
1.48
1.46
1.46
5000
$23.38
$24.72
$20.57
$0.00
09/02/14
149]1]
3.0
09/03/14
149824
6.6
09/0M14
149902
23
09/0554
150061
266
09/0614
150155
244
1.48
1.48
1 48
148
1.46
1.48
1.46
1.48
1.48
1.48
1.48
1.46
148
1
1.48
1
1.48
1.48
1.48
1.48
1.48
1.48
$3611
$3700
S518 150343
S266 150458
53.85 150572
53.55 150648
$43.96
$000
$4277
S340 150902
$37.00
$3182 151084
$4.00 151160
$281 151253
$000
$799
$0.00 151383
$400 151517
$2.22 151639
$2.66 151723
53.11 151802
$0.00
$0.00
$3.85 151894
$3.11 151991
1T 6
213
20.5
15.1
12.5
298
148
12.5
17.2
264
24.01
154
15.3
15.5
17.5
1.48
1.48
1.48
1.48
1.48
1.48
1.48
148
148
148
148
148
148
148
148
$0.00
$0.00
$2605
$31.52
$30.34
522.35
$0.00
$0.00
09/0]/14
150248
250
09/08/14
150248
35
09/09/14
150343
16
09110114
150458
26
09/11/14
150572
24
09/12/14
150753
297
09/13/14
09/14/14
150838
289
$0.00
$18.50
$0.00
$42.93
$21.90
$1850
$000
$000
$2546
$39.07
$3552
$22.79
$22.fi4
$0.00
$000
$22.94
$25.90
09/15/14
150838
23
09/16/14
150902
1 2501
09/17/14
150916
1 21.5
09118/14
151084
1 27
09/19/14
151184
1 1.9
09/20/14
1
0921/14
151278
1 5.4
0922/14
1
0923114
151383
1 2.7
0924/14
151517
1 1.5
0925/14
151640
1.8
09126/14
151724
2.1
0927/14
09/28/14
09/29/14
151802
2.6
09130/14
151894
2.1
TOTALS
22840
549.41
$ 62.16
$338.03
$813.13
321.01
$4]5.09
AVERAGE
13.08
$ 1.48
$ 90.35
Total Gal:
549.41
Total Cost:
$813.13
Rosemead #3176 Daily Propane Log
SHIFT ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
0 &01/14
14]]24
339
1.41
141
141
141
1.41
1
1
141
141
141
1.41
141
141
141
141
141
141
1.41
1.41
1.41
141
141
141
141
$ 54.99
$47 80
$0.00
$0.00
$5.78 147902
$4.51 14]98]
$3.10 140082
$4.51 148152
$0.00
$0.00
$0.00
$3.24 148346
$0.00
$324 148511
$4.37 148595
$649 148708
$D•00
$395 148765
$451 148827
$3.53 148914
$3.53 149020
$3.81 149115
$33.14
$600
$6OO
$367 149245
$2.82 149310
$2.54 149403
$3.53 149454
$3.10 149510
54.23
53.6] 14V] 17
5155.38
5545.67
15.8
174
16.5
it 61
18.4
170
15.3
233
15.8
13.9
16.3
180
19.8
9.5
8.6
12,61
9.5
16.0
20.]
29].50
141
141
141
141
141
1.41
1.41
1.41
1.41
1.41
141
141
141
1.41
1.41
141
141
1.41
141
$0.00
$0.00
$0.00
$2226
$24.53
$2368
516.36
$0.00
$0.00
$0.00
$2594
$0.00
$23.97
$21.5]
$32.85
$O.00
$22,42
$19.60
$22.98
o &OV14
0 &0114
0 &04114
147821
41
W05/14
14702
32
06/06114
14]98]
22
08107/14
148082
321
08/06/14
0 &09/14
0 8/10/14
0 &11/14
148250
2.3
0 &12/14
0 &13114
148416
2.3
MLV14
148511
31
0&15/14
148596
46
0 &1 &14
08/17/14
148708
28
0&1 &14
148765
32
08/19114
148827
2.5
0 &20/14
148914
2.5
$2665
0 &21/14
149020
27
$2792
50.00
$0.00
$0.00
$13.40
$12.13
$18.05
$13.40
$22.56
5000
$29.19
5390.29
0 &22114
149185
23.5
0 &2114
0 &24/14
0 8125/14
149185
2.6
08/26/14
149263
20
08/27/14
149335
1.8
08128/14
149403
2.5
0 &29/14
149510
2.2
0 &30/14
149589
3.0
0 &31/14
TOTALS
149623
2.6
112.60
41030
AVERAGE
10.52
$ 1.41
S 60.63
Total Gal:
410.30
Total Cost:
$545.6]
Rosemead #3176 Daily Propane Log
SHIFT
ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
07/01/14
145428
V
2.00
200
2.00
2.00
2900
2.00
2900
2.00
2.00
$3.40 145521
$6.40 145626
553.00
$0.00
$0.00
$0.00
$8940 145771
$8.00 145886
S7.80 146001
S7.60 146101
$3900
$36.60
S000
17.8
17.3
11 4
22.0
202
178
200
200
1 2.00
2.00
2.00
2.00
$35.60
$34.60
$000
$000
$0.00
$0.00
$22.80
$44.00
$40.40
$35.60
$0.00
$0.00
50.00
07/02'14
145521
32
07/03/14
145635
26.5
07/04/14
07/05/14
07/06114
0]10]114
1 145706
1 4.2
07/08/14
145]]2
4.0
07/09/14
145806
3.9
07110114
146002
3.8
07/11/14
146163
195
0]/12/14
146212
184
07113/14
07114/14
146212
4.5
200
2.00
2.00
2.00
2.00
2.00
2.00
2.00
200
2,W
2,W
200
$900 146282
$5.00 146368
$5.60 146451
$7.40 146549
$51.60
$26.00
528.00
$6.80 146821
$5.80 146885
$9900 146978
$6940 147064
$70.00
$000
13.9
15.3
13.5
1781
178
112
174
172
2.00
2.00
2.00
2.00
200
200
200
2.00
$27.60
$30.60
$27.00
$3560
5000
5000
$0.00
$35.60
$22.40
$3480
$3440
$000
$0.00
07115/14
146282
2.5
07/16/14
146368
2.8
07/17/14
146452
37
07/18/14
146639
258
07/19/14
14667]
1 130
07/20/14
146732
14.0
07/21/14
146733
3.4
07/22/14
146821
29
0]/23/14
146889
45
07/24114
146979
32
07125/14
1471W
350
07126x54
07/27114
200
200
2.00
S000
$680 147320
$420 147404
$940 147514
28.0
137
22.8
2.00
2900
2.00
$0.00
$16.00
$2740
$4560
0728/14
147181
3.4
07/29/14
147320
2.1
07/30/14
1 4740
4.7
07/31/14
TOTALS
14]514
25
213.20
2.00
$5.00 147584
$426.40
113
306.40
200
$22.60
$612.80
AVE.AGE
519.60
.611$
$ 82.07
2.W
51,039.20
$ 115.47
Total Gal:
519.60
Total CO.
$1,039.20
Rosemead #3176 Daily Propane Log
SHIFT ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
06/01/14
$0.00
$7.07 10.956]
$449 1 4367
$5.58 1 4376
$5.98 143843
$13.87
$4.35 143966
$0.00
$4.76 144058
$449 144154
16.3
13.9
13.8
12.2
20.71
148
17.4
136
136
1.36
136
136
1.36
1.36
$000
$22.7
$18.90
$1877
$16.59
50.00
$28.15
$0.00
$20.13
$23.66
06/02/14
143492
52
1.36
1.36
1.36
1.36
1.36
1.36
1.36
1.36
06/0114
143587
3.3
06/04/14
143670
4.1
OW05/14
143]6]
4.4
0 &0 6/14
143867
10.2
0 &07/14
143867
3.21
06/08/14
06/09/14
143967
3.5
06/10/14
144058
33
06/11/14
144154
18
1.36
136
$245 144255
$3.81 144339
161
228
136
136
$2271
$31.01
0 6/12/14
144255
2.6
0 613/14
144363
2.5
136
$3.40 144430
$0.00
$0.00
280
136
$38.08
$0.00
$0.00
06114/14
08/15/14
0 1&14
144464
2.8
136
136
136
136
1.36
1.36
136
136
136
$3.81 144560
$326 144673
$4.22 144786
$4.90 14 69
$000
$000
$0.00
$2448 145010
5326 145106
$367 145200
$394 145290
$0.00
$000
$000
$1727 145406
$D.00
$129.06
24. 11
16.8
187
21.1
10.9
16.5
1741
19.8
129
334.00
1.36
1.36
136
1.36
1.36
1.36
1.36
1.36
1.360
$32.78
$22.85
$25.43
$28.70
$0.00
$0.00
$0.00
514.82
52244
$23.66
$26.93
$0.00
$000
S000
$1754
S000
5455.33
0 &17/14
144580
1 2.41
0 &1 &14
144673
1 3.1
0&19/14
144788
1 3.6
0620114
0 &21114
06/22/14
06/23/14
144945
1B0
06/24/14
145010
2.4
06/25/14
145106
27
06/26/14
145200
29
06/27/14
0628114
06/29/14
06/30114
145332
127
94.90
07/01/14
TOTALS
029.70
11.021$
5 53.04
1.36
$58439
$ 64.93
Total Gal:
429.]0
Total Cost:
$584.39
AVERAGE
q
R
E
E
3
U) n
N O
C N
W
O m
02
a.
d v
P c
h N
T
M C
a�
4)
d
E
d
NO
w
�Q Q Q Q Q Q V1 V1 V1 V1 VI
e1 ei ei ei e4 rl fl fl N 'i e4
= L L u
c E E E E
a
> w y
n p y
N
2 O
O
V'
O
U
a
O
O
O
N �
0
R
O
O
F
M
O
Q
Q
l0
�
t0
Q
M
W
e1
OI
O
N
O
V
V1
N
Vl
Vl
V?
N
Vl
Vl
Vl
N
N
Vl
U'
w
ro
v
n
on
m
n
n
m
m
v
ai
m
m
m
vii
v
rri
ni
ni
ni
ni
ni
v
T
L
C
O
W
W
F
v
m
m
o
m�
m
Q
Q�
m
umi
1!1
N
N
N
N
fl
N
rl
rl
rl
rl
T
L
c
m
O
m
ry
m
n
o
m
N
Q
m
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0
n
n
m
ry
.y
c
Q
m
m
0
O
O
1
r
r 1
Ol
O
N
lO
V1
N
t0
OJ
m
U
V1
1p
r
Q
W
N
VI
t0
N
N
VI
r
ry
m
m
m
m
ao
r
Q
Q
Q
v
v
T
L
C
O
A �
n F
Vi
A
N
N
Vl
Vl
H
N
Vl
N
N
N
0
0
0
0
0
0
0
0
0
0
0
0
ry
m
v
.+
i
vi
.
vi
oo
rry
m
m
m
m
Q
ao
m
m
m
m
m
ry
T
ill
t0
t0
l0
✓i
Vl
h
V1
M
N
M
Q
L
C
O
�Q Q Q Q Q Q V1 V1 V1 V1 VI
e1 ei ei ei e4 rl fl fl N 'i e4
= L L u
c E E E E
a
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N
2 O
O
V'
O
U
a
O
O
O
N �
0
R
O
O
F
Rosemead #3177 Daily Propane Log
SHIFT ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
05/01,'15
212490
226
0.96
$22.15 212560
$0.00 212595
$2.16 212695
$17.93
$15.39 212870
$12.94
$14.90
$1362
$559
$176 213159
$1225
$20.38
$1695
$1441
$14.11
$970
$1.67 213607
$0.00
$0.00
$33.91 213851
$13.62
515.68
$7.06
$1.86 214118
$12.84
17.3
7.8
22.7
6.1
8.9
11.5
7.4
104
0.98
0.98
0.98
0.98
1
0.98
098
0.96
098
$16.95
05/0215
0.98
0.96
0.96
0.96
0.98
0.98
0.98
0.98
0.98
0.98
0.98
098
098
098
098
0.98
0.98
0981
0.98
0.98
0.98
$764
05/03/15
212595
22
$2225
05/04/15
21=
189
$0.00
$5.98
05/05115
212846
157
05/0815
212941
132
50.00
05/07/15
1 213003
1 15.2
$0.00
05/08/15
213063
13.9
$0.00
05/09/15
213100
5.7
$0.00
0910115
213100
1.8
$8.72
05111/15
213213
12.5
$0.00
05/12/15
213292
20.8
$0.00
05113/15
213364
17.3
$0.00
$000
05114115
213423
147
05/15/15
213984
14,4
$000
05/15/16
213533
9.9
$000
51127
0517/15
213533
17
05/1B/15
$000
05'19/15
$0.00
$7.25
$0.00
5000
05/20/15
213829
US
13.9
05/21/15
213920
05/2215
213991
16.0
05/23/15
214055
72
5000
05/24/15
214055
1.9
$10.19
05/25/15
214184
131
$000
05/26/15
214233
13.1
0.98
$12.84 214257
85
0.98
$6.37
05/27/15
214324
13.4
0.98
098
1
$1313
$10.49
SODO
SON
$0.00
05/26/15
214364
107
$0.00
05/29/15
$0.00
$0 Do
05 /30n5
0931/15
TOTALS
323.80
422.401
S 33.32
SON
5317.32
1 $413.95
98.60
$0.00
$96.63
AVERAGE
12.421$
0.9815
17.25
Total Gal:
422.40
Total Coat:
$413.95
Rosemead #3177 Daily Propane Log
SHIFT ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
oL01115
04102/15
210667
240
1.15
1.15
115
$000
$2760 210940
$2047
$15.99
158
1.15
$000
$18.17
$000
$000
04/03/15
211008
178
04/04/15
211061
13.9
04/05115
211107
100
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
$1254
$20.01
516.10
$19.90
520.70
$24.84
$1518
$13.80
527.14
$18.86
$0.00
$0.00
$0.00
$0.00
$0.00
50.00
04/06/15
04/07115
211186
211247
17.4
1401
17.3
50.00
50.00
$000
$000
$0.00
$0.00
$000
$U 00
04/08,15
211338
04/09/15
211447
16.0
04110115
211492
21.6
04/11/15
04/12/15
211539
211595
132
120
23.6
16.4
04/1115
04/14/15
04/15115
211693
211762
$0.00
$0.00
$000
04/16/15
04/17/15
$000
50.00
04/1&15
0419/15
$0.00
9M20/15
211766
4.1
115
$472
$000
$000
04/21/15
$000
04/2915
211847
15.3
1.15
1.15
$1760
$2300
$0.00
04/23/15
211948
20.0
$0.00
04/24/15
212014
19.4
1.15
$2231 212150
$0.00
87
1.15
$10.01
04/25/15
5000
04/26/15
04/27/15
212109
146
1.15
$0.00
$17.02 212113
3
1.15
50.00
$4.95
04128/15
212186
19.9
1.15
1.15
1.15
$22.89 212260
$20.82
$24.96
$406.41
4
445.20
115
$18.86
0429115
04/30/15
TOTALS
212326
212397
18.1
213
353.40
$0.00
SO .DD
$51.98
GE
398.60
15.94
$ 28.75
5 1.15
$458.39
5 19.10
Total Cost:
5459.39
Rosemead #3177 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$S$ PER
GALLON
TOTAL
COST
03/01/15
209886
2.0
1.81
181
1.81
1.81
53.62 209930
523.89
528.42
539.82
8.8
1.81
315.93
50.00
$0.00
$0.00
03/02/15
209996
1392
03/03/15
210059
1597
03/04!15
210151
22.0
0105/15
210215
18.5
1.81
1.81
1.81
1.81
1 A
1.81
1.81
181
1.81
1.81
1.81
$33.49 210239
$0.35
$0.00
$0.00
$0.00
$0.00
$0.00
50.00
$49.41
50.00
$25.34 210390
$28.60
$0.00
$0.00
$0.00
$000
$0.00
$0.00
$0.00
$0.00
$2.72
$25.70
$2534
$2172
$272 210690
$31.13 210794
$0.00
6.7
10.8
132
TO
181
1.81
181
1.81
512.13
03/005
210304
C2
$000
$000
0107/15
03/08/15
$0.00
03109/15
$0.00
03/10/15
$0.00
03/11/15
$0.00
0311 W 5
$0.00
03/13/15
210327
27.3
$0900
03/14/15
14.0
$0.00
03/15/15
210327
519.55
03116115
210458
1 15.8
5000
03117115
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
0118115
03/19/15
03120/15
03/21/15
0a2ZI5
03/23/15
IS
$0900
012415
$0900
03/25/15
210489
$0.00
03/2&15
210540
142
14.0
12.0
1.5
$0.00
03/27/15
210588
$0.00
S000
0 &28/15
03/29/15
210622
210622
$2389
03/30/15
210770
1792
$1267
$000
03/31/15
TOTALS
189.10
235.60
$ 36.20
$342.2]
$426.44
46.50
$84.17
AVERAGE
11.78
$ 1.81
$ 1].]1
Total Gal:
235.60
Total Cost
$426.44
Rosemead #3177 Daily Propane Log
SHIFT ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$S$ PER
GALLON
TOTAL
COST
0201/15
208699
2.5
135
1.35
1.35
1.35
1.35
1 35
1.35
1.35
1.35
1.35
1.35
1.35
$3.38 208767
$2633
$27.14 208992
$000
$0.00 209019
$2957
$1742
$000
$294
$21.67
$29.03
$0.00 209381
SO.54 209466
$26.33
$2.90 209567
$21.20
$000
$600
$0.00
$0.00
$0.00
$000
$0.00
11.100
15.000
87
42
24.3
8.6
1.35
1.35
1.35
1.35
135
1.35
$14.99
$0.00
$20.25
$0.00
02102115
208838
19.5
02/03/15
208943
20.1
0204115
02/05/15
$1175
OZO &15
209113
21.9
$0.00
02107115
1 209152
1 12.9
$0.00
$0.00
02/08115
OZO9115
209225
218
$0 Go
02/10/15
209298
16.2
$0.00
$000
02/11/15
209374
215
0252/15
$567
OZ1 &95
0214/15
209443
209519
64
19.5
2.0
15.7
53281
$000
OZ15/15
209519
$1161
021 &15
2NB20
$000
9217115
S0.o0
oZ1 &15
S0.o0
$0.60
OZ19/15
OZ20 115
5000
OZ21 /15
$0.00
OZ2Z15
SO.00
0223/15
$0.00
0224/15
02/25115
209627
209724
9.2
15.3
1.35
1.35
135
1.35
1.35
$1242
$2066
$2376
$20.12
$1350
$0.00
$0.00
$0.00
$325.35
4312.90$422.42
$000
$000
5000
50.00
OZ2&15
20977
17.6
O=/15
209844
14.9
02/2 &15
209885
10.0
SON
03101/15
$0.00
$0.00
$0.00
97.07
03/02/15
03103/15
TOTALS
241.00
312.901$
31.05
$ 1.35
$422.42
$ 17.60
Cast:
AVERAGE
13.60
Rosemead #3177 Daily Propane Log
SHIFT ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$S PER
GALLON
TOTAL
COST
01101/15
143
143
143
143
143
143
143
143
143
143
1.43
143
143
143
1.43
143
1.43
1.43
1.43
1.43
143
143
1.43
1.43
143
143
S 57.20
$0.00
$24.45 206779
$23.45
$2.15 206855
$2074 206941
$3461
$27.17 207186
$1430 207253
$257 207330
S1873
$329 207508
52145 207589
$19.16 207667
$23.45
$3303
$000 207828
$23.31
$0.00
$O.N
$1559 207965
$2045
51973
$27.60 208178
$0.00 208251
$343 208306
$25.31
$21.74
$2445
$22.88 208539
S2374
$16]3
$513.51
$765.19
$ 31.88
16.4
80
60
15.51
9.3
32]
11.6
74
8.7
201
15.8
7.8
20.6
90
5.2
176.00
Total Gal:
535.10
143
1.43
1.43
1.43
143
1.43
1.43
143
143
143
1.43
143
143
143
1.43
$0.00
$23,45
$000
$1144
01/OZ15
206703
171
01/03/15
206808
164
01104115
206809
1.5
01105/15
206917
145
58.58
01/06 /15
207029
24.2
50.00
01107/15
207118
190
$22.17
51330
01/08/15
207229
1 10.0
01/09/15
207253
1.8
$4676
01/10/15
207444
13.1
50.00
01/11/15
207445
1 2.3
$1659
01/12/15
207565
15.0
$10.58
$1244
$0.00
01/13/15
207643
13.4
01/14/15
207730
164
01/15/15
207824
23.1
5000
01/1 &15
52.06
01/17/15
207879
16.3
SON
01/18/15
SON
01/19/15
SO.00
01/20/15
207903
10.9
522.59
01/21/15
208033
14.3
$0.00
01/22/15
208085
13.8
$0.00
$11.15
$29.466
$12.87
01/23/15
208155
19.3
01/24/15
01/25/15
208251
24
01/26/15
208367
177
$000
01/27/15
208426
15.2
17.1
50.00
01128/15
208493
5000
01129/15
208555
16.0
5744
5000
50.00
$25168
Tole/ Cael:
$765.19
01/30/15
208644
18.6
01/31/15
TOTALS
208698
117
359.10
535.10
AVERAGE
13.38
5 1.43
Rosemead #3177 Daily Propane Log
SHIFT
ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
S$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
12/01/14
204596
17.6
1.61
1 61
161
1.61
1.61
1,61
1.61
1.61
1.61
1.61
1.61
161
161
1.61
1.61
1.61
1.61
1.61
1.61
1.61
161
1.61
1.61
1.61
1.61
1.61
1.61
1.61
1.61
$2854 204658
$21.57 204763
$22.70 204851
$1900
$23.35 204994
$32.36
$3.86 205127
$24.63 205215
$27.69 205313
$3075
$30.75 205536
$18.84
$2D.29
$4.03 205656
$2679
$2544
$15.13 205908
$1594 20609
$25.60 206150
$26.89
$225 206256
$29.62
$1626
$0.00
$0.00
$9.66
$26.24
$2.25 206446
$20.61
$22.36 208569
$12.56 206620
$583.79
$856.20
$ 35.67
18.1
56
78
5.2
92
69
97
13.1
107
26.2
18.8
62
97
82
8.2
54
169.20
Total Gal:
531.80
1.61
1.61
1.610
1.61
1.61
1.61
1.61
1
1.61
161
1.61
1.61
1.61
1.61
1611
1.61
1.610
$29.14
S934
$1256
$0.00
$837
5000
$14.81
12/02/14
204]39
13.4
12/0&14
204828
14.1
12/04,14
204902
116
12/0514
204970
145
12/06/14
205074
20.1
12/07/14
205074
24
12/08/14
205191
1 15.3
$1111
12/09/14
205284
1 17.2
S15.62
12/10/14
205398
19.1
$0.00
12/11/14
205476
19.1
$21.09
12/12/14
205584
113
$0.00
$0.00
$17.23
$0.00
$0w
$42.10
1213/14
205604
12.6
1214/14
205604
2.5
12/15/14
205721
15.4
1216/14
205791
15.0
1017/14
205833
94
12/18114
205974
99
$3027
1919/14
206127
1591
$998
1920/14
206195
167
$000
12/21114
206193
14
$1652
$0.00
5000
12/22/14
206333
18.4
1223/14
206369
101
12/24/14
$0.00
12/25/14
$0.00
$0.00
$0.00
$1320
$0.00
1926/14
206372
6.0
12/27/14
206402
16.3
12/28/14
206402
1.41
206490
12.8
206540
13.9
513 20
$8.69
$272.41
Total Cos[:
$85fi.20
LAVERAGE
206596
7.8
362.60
531.60
$ 69.23
12.37
$ 1.61
Rosemead #3177 Daily Propane Log
SHIFT ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PE
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
11/01/14
202543
15.3
174
1.74
174
174
174
$26.62
$41]6 202583
$3132
$32.89
$3341
6.9
1.74
$O.00
$12.01
$000
$0.00
30.00
11/02/14
202544
24.0
11/03/14
202652
18.0
11/04/14
202744
189
11/05/14
202837
192
11/06/14
202909
195
174
174
$33.93 202962
$2601
12.7
174
$22.10
50.00
11/07/14
203026
16.1
11/08/14
203030
250
174
1 7
$43.50 203054
$574 203101
68
8.5
174
174
$10.09
$14.79
1109/14
203054
3.3
11/10/14
203171
1]0
174
174
$30.28
526.62
$0.00
$0.00
11/11/14
203247
15.3
11/12/14
203331
16.7
174
174
52906 203335
$19.31 203418
30
9.1
1.]4
174
$522
$1583
11/13/14
203394
11.1
11/14/14
203489
173
1 7
1]4
1.74
$3010 203513
$20.36
$4.18 203627
62
1231
174
174
$1079
1 $0.00
$2140
11115/14
203554
1 117
11/16/14
203561
24
11/17/14
2036]]
17.8
1.74
1.74
$30.97
531.67
1
1 $000
11/18/14
203786
182
$000
11119/14
203864
15,11
174
$2627
$2575
$000
$000
11.20/14
203934
14.8
174
11/21/14
204037
225
1.74
1.74
$39.15
$4994
$000
50.00
11/2214
204113
287
11/23/14
174
$0.00
$0.00
537.41 204224
83
1.74
50.00
5000
51444
11/24/14
11/26/14
204200
215
11126114
204290
15.1
1.74
174
526.27 204345
$2227
128
1.74
1
52227
$0.00
11/27/14
204404
12.8
11/28/14
204503
9.3
1 .74
1 7
$1618 204472
Soo
$261
1202 .
16.0
174
527.84
$0-00
$0.00
SO.00
11129114
11130/14
204503
1s
12/61/14
TOTALS
426.50
530.10
$ 66.12
$ 1.74
$922.37
$ 3843
101.60
Total Gal:
530.10
81]8.]8
Total Cos[:
$922.37
AVERAGE
13.95
Rosemead #3177 Daily Propane Log
SHIFT
ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$S$ PER
GALLON
TOTAL
COST
10/01/14
199826
1.0
167
167
1.67
1.67
167
167
1.67
1.67
1.67
1.67
167
1.67
167
1.67
167
167
1.67
167
1,67
1.67
1.67
1.67
1,67
1.67
167
1.67
$28.39
$2923 200025
$1.34 200094
$060 200185
$301 200217
$000 200374
$3156 200481
$29.06
$2522 200665
$2789 200755
60.00
5401 200859
$22.21 200934
$26.22 201020
$25.38 201128
523.05 201217
$0.00 201351
$2772
54.68 201487
$29.39 201581
52238 201663
$3457
$28.72 201878
$3156 201980
$D OR
$5.85
527.89 202113
$25.89
$33.73
$27.05 202382
526.05 202472
$602.04
14.1
17.0
27.6
5.9
22.0
1 961
16.1
6.1
94
6.1
6.3
10.5
10.51
50
8.4
7.9
8.9
72
57
1
7.9
80
6.6
226.80
1.67
1.67
1.67
1.67
1.67
1.67
1,67
1.67
5000
10102/14
10/03/14
10104114
10/05/14
10/06/14
10/07/14
10/08/14
10/09114
10/10/14
199969
200094
200185
175
0.8
18
$23.55
$28.39
$46.09
$985
200457
200550
200614
200732
18.9
17A
15.1
16.7
53674
$1603
$000
$2669
$10.19
$0.00
10/11114
10/1 2/1 4
10113/14
10194/14
10/15/14
10/16/14
10/17/14
10/18/14
10/19/14
10/20114
10121114
200805
200911
200995
201091
201193
201436
24
167
1.67
$1570
133
$10.19
157
1.67
$10.52
15.2
13.0
167
167
1.67
$1754
$1.54
S8.35
166
$0.00
201436
201557
201649
2.8
17.6
13.4
167
1.67
1.67
16]
1.67
167
1.67
1.67
1.67
514.03
S1119
$14.86
S0.00
1022/14
201749
207
10/23/14
201655
172
$1202
$9.52
$0.00
5000
10/24/14
10/25/14
10/26/14
201956
18.9
202015
3.5
10127/14
10/28/14
202088
16.7
$13.19
$000
$0.00
$13.36
202191
15.5
10129114
202281
20.2
10/30/14
10/31/14
TOTALS
202359
16.2
202448
15.6
360.50
1.67
$11.02
$378.76
AVERAGE
587.30
12.77
$ B0.16 1
$ 1.67
5980.79
$ 40.0]
Total Gel:
587.30
Total CoW:
$900.79
Rosemead #3177 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
09/01/14
148
$000
$27.53 19]3]1
$26.34
74
1.48
50600
$10.95
50.00
09/06 &14
19]34]
18.6
09103/14
19]445
1]B
1.48
09/04114
19]531
14.8
1.48
$21.90 19]3]1
$0900 197600
5.9
17.2
148
148
$873
$2546
09105/14
09/06114
19]6]3
15.3
1.40
148
148
148
148
52264
$4.44 19]]34
$3034 197818
$26753 197888
$27.53 197990
1
10.4
6.8
20
6.6
1.48
148
1648
148
$0001
$15639
$1006
$296
$977
09/07/14
19]6]3 1
3.0
09108114
19]]94
2065
09/09/14
197884
186
09/10/14
19]961
18.6
09111/14
19805]
1].9
148
148
148
$2649 198080
$29901
$4455 198333
$29616 198426
$3286 196556
698
19.1
96
1.48
148
1.48
$10.06
50.00
50.00
$28.27
51450
09/12/14
198150
196
19823]
30.1
198403
19.7
1.48
1 48
190500
22.2
16.7
1648
S2472
P$000
198635
21.6
1.48
148
148
148
148
$319] 198659
527.66
526.05
$O.00
$1792
$1909 198943
$25690
6.7
G)7
1648
148
$9.92
$0.00
50.00
50.00
$0.00
$30.64
$0.006
198] 19
16.]
198]]8
17.6
09/21114
198021
1167
09/22/14
198877
12.91
09/23/14
198041
1 175
1948
09/24/14
199128
22.3
1.46
1.48
$33.00
$42.71 199252
7.0
1.46
$0.00
$1D 36
09/25114
199228
28.9
09126/14
199309
174
1.48
525.75 199333
$000
6.3
1.48
1.48
$9.32
$0600
09/27/14
09/28114
199388
2.3
1.48
148
1.48
$ 65.12
$340 199500
$3360 199620
$2901 199761
$665.85
$949.72
39.57
21.6
4.9
15.9
191.80
Total Gal:
fi41.]0
1.48
1.48
148
$319]
$725
52353
$283.86
Total cost:
$949.72
0929/14
199596
227
09/30114
TOTALS
199705
196
449.90
641,701
AVERAGE
14.921
$ 1.48
Rosemead #3177 Daily Propane Log
SHIFT ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
0 &01/14
194844
19.3
1.41
141
141
141
1.41
141
1 41
141
1.41
141
141
141
141
1.41
1.41
1.41
1.41
1.41
1.41
1.41
141
141
141
1.41
1 41
141
1.41
141
$2721
$25.66
$3.38
$25.52 194928
$451 195080
$33.14 195164
50.00 1953191
514.95 195406
514.38 195486
60.00
529.33
$0.00
522.42 19585
524.25 195836
528.20
$578 195981
$3.95 196050
527.07 196118
519.60 196246
S22.28 196324
S24.11 196455
$29.19
S28.76 196607
55.08 196682
$21.43
S1&78 196867
$2341 197010
$24.96 197101
$26.23 197222
$15.65 1972821
$212
$547.22
7.5
14.1
15.8
15.2
22.6
61 81
36
172
12.0
10.8
2.8
34
3.4
13.11
85
01
223
20.9
74
24.4
961
304.90
141
141
141
1.41
141
141
1.41
1.41
1,411
141
141
141
141
1.41
141
141
1.41
1.41
1.41
1.41
1.41
50.00
50.00
5000
$1058
0 &0 &14
194886
1 32
O &03/14
194886
24
0 &04/14
1959W
18.1
0 &05114
195080
32
$1088
0 &06/14
195246
23.5
$2228
0 &07114
$2143
0 &O &14
195432
10.6
$31 87
0 &09/14
195524
10.2
$8714
O &1 114
20.8
S000
0 &11/14
195848
50.00
08/19'14
S0.00
0&'1ffi14
195767
15.9
S808
$24.25
08/14/14
195830
172
0 &1 &14
195875
2001 .
S0.00
S16.92
0 &1&14
195912
4.1
0 &17/14
195981
2.8
19.2
51523
0 &1 &14
196113
$395
0 &19/14
196174
13.9
15.8
$479
0 &20114
196242
$479
0 &21/14
196320
17.1
51847
$0.00
Sit 99
0 8/2914
196413
207
0823/14
196548
20A
0&24114
196548
1 361
$12.83
$0.00
$31.44
$29.47
$10.43
0825/14
196659
152
0826,14
196732
119
08/27114
196727
16.6
08/2 &14
196930
177
08/29/14
197077
18.6
$34.40
$12.69
$0.00
$429.91
08130114
0 &31/14
197129
197222
111
15
389.60
TOTALS
694.501$
67.68
$ 1.41
$977.13
5 40.71
Total Gel:
694.50
Total Cost:
$977.13
AVERAGE
14.47
Rosemead #3177 Daily Propane Log
SHIFT ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
n$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
0]/01/14
192343
16.3
200
$32.60 192366
50.00
10.0
2.00
52000
$0.00
0TOZ14
0203/14
192438
167
200
2,W
$33.40 192515
$46.40
172
200
$34.40
$0.00
07/04/14
192593
232
07/05/14
192593
5.6
2.00
511.20 192663
57.00 192705
12.3
72
2.00
2.00
524.60
$14.40
0]/0 &14
192663
35
2.00
0]10]114
192723
21.9
200
543.80
$4240
$0.00
50.00
07/0814
192855
212
2.00
07/09/14
192944
223
2.00
200
$44.60
$3520
$0.00
$0.00
07/10/14
193015
17.6
07/11/14
193118
27.6
200
200
200
200
2.00
2.00
$5520
$55.80
$660 193288
$3740
$37.20
$34.60
102
2.00
1
1
$000
$000
$2040
$0.00
$0.00
$000
0]/12/14
193224
27.9
0/13'14
193229
3.4
07/14/14
193362
18.7
07/15/14
193471
1 186
07/16/14
193556
1 173
0]/1]/14
193616
1 19.1
2.00
2.W
$3820 193661
529.40
15.0
2.00
1
S30W
$000
07/18/14
193731
1 147
0719/14
193739
1 62
200
200
$12.40 193826
56.00 193873
19.0
7.5
207
207
$38.00
51500
07/20/14
193827
3.0
07/21/14
193945
19.0
200
200
$3800
$33.00
1
1
$0600
$0.00
0722/14
194019
165
0223/14
194080
Z.
2W
2.00
2.00
2.00
535.20 194840
537.80
548.00
541.00
41
207
I
1
1
$8.20
1 $0.00
1 $0.00
1 50.00
07/24/14
194160
189
072614
194257
1 2401
07/2614
194341
1 2051 .
0]12]114
194341
3]
207
2.00
200
57.40 194385
$3980
$3440
78
2.00
$15.60
$000
$000
0]28/14
194458
19.9
07/29/14
194534
1111 172
07/30/14
194647
25B
2.00
$51.60 194651
$34.40 194]60
36
14.9
2.00
2.00
$]20
$2980
0731/14
194]22
172
2.00
TOTALS
505.10
633.90
$1,010.20
5 80.00 $1,267.80
128.80
$25].60
AVERAGE
15.85
$ 2.00 $ 52.83
Total Gal:
633.90
Total Cost:
$1,26].80
Rosemead #3177 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
06/01114
0 &02114
189983
190104
3.9
17.9
1.36
1.36
1.36
$5.30 190038
$2434
$26.38
8.4
1.36
$1142
$0.00
$0.00
06/03/14
190187
194
06/04/14
190346
9.8
1.36
1.36
1.36
$13.33 190322
$26.93
$2502
19
1.36
52135
$0.00
$0.00
06/05/14
190427
19.8
06106/14
190507
18.4
06/07/14
190507
2A1
3.0
14.4
1.36
1.36
1.36
1.36
1.36
S326 190559
54.08 190660
$1958
$20.67
$26.25
881
187
136
1.36
$11.9]
$25.43
50.00
5000
$0.00
06108/14
190559
06109/14
190721
06/10/14
190794
152
0&11/14
190866
19.3
0 6/12114
190946
18.9
20.6
2.6
2.9
1.36
1.36
1.36
1.36
1.36
136
1.36
136
1.36
$25.70
$28.02
$3.54 191106
$3.94 191160
522.17
S30.87
534.95
$25.70
$32.91 191617
12.0
8.1
104
1.36
136
136
$000
$0.00
$16.32
06/13/14
191032
06 /1G14
191036
06/15/14
191106
$1102
50.00
50.00
Sow
$0.00
$14.14
06/1 &14
191227
16.3
22.7
06/17114
191306
0 6118/14
191412
25.7
06/19114
191490
18.9
06/20114
191589
242
06/21/14
0622/14
191617
191668
17
3.1
1.36
1.36
136
136
$2.31 191668
$4.22 191708
$25.30
$19.86
8.0
61
136
1.36
S1088
$8.30
$0.00
$0.00
06/23/14
191785
18.6
06/24114
191846
14.6
06/25/14
191937
223
1.36
1.36
1.36
$30.33
$24.75 192038
$23.12
76
1.36
$0.00
$10.34
$000
06/26/14
192014
18.2
06/27/14
192103
17.0
06/28/14
192175
193
136
136
$26.25
$6.12 192202
42
1.36
5000
SS71
0 &29/14
192175
4.5
0 &30/14
192273
194
1.36
$26.38 195428
$000
9.1
1.36
$12.38
$0.00
07/01/14
TOTALS
435.00
552.10
$ S7.12
$591.60
$750.86
117.10
$159.26
AVERAGE
13.15
$ 1.36
$ 31.29
Total Gal:
552.10
Tolal COSI:
$]50.8fi
E
E
7
fA
(D N
C
CL
o ,
a�
CC N
N
CO c
E
d
0
NO
LL
O
W
O
a
m
m
CO
11
m
0
u
N
N
N
N
N
N
N
N
N
N
N
N
m
m
a
c
v
to
I�il
m
rn�
o
e
Imo,
�
rri
m
rri
M
v
N
m
m
rri
m
m
m
L
C
O
N
rl
VI
t0
V
DJ
N
O]
lD
L
C
0
N
O
10
LO
N
N
n
b
O1
M
v1
m
ry
co
v
n
m
m
m
m
to
0
o
to
O
n
N
ID
O
O
tO
ti
O
m
T
T
tO
V
O
IO
O
W
tO
N
n
OI
rl
fl
V1
n
a
a
m
In
m�
�o
n
In
n
m
ry
v
LL
L
C
O
T
0
~
N
N
N
N
N
N
N
N
N
N
N
N
C
0
0
0
0
0
0
0
0
0
0
0
0
In
o
n
o
m
o
n
.l
m
o
m
O1
fl
tO
N
l0
O
n
N
VI
O
N
m
o o
w
L
C
O
H
ti�
ti
ff
ti
ti
ti�
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a
W
O
W
W
g
L
d
O
W
N
Z
0
O
W
O
a
Rosemead #826 Daily Propane Log
SHIFT ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
05/01115
258292
20.1
0.98
0.98
0.98
0.98
$1970
$OW
$0.00
$8.62 258397
$6.37 258509
$0.00
$0.00 258616
$0.00
50.00
50.00
SOLO
50.00
50.00
$000
$20.29
$0.00
$0.00
228
24.6
303
0.98
098
0.98
$0.00
$0.00
$0.00
$22.34
05102/15
8.8
05/03115
05/04/15
258316
05/05115
258418
65
1
$24.11
$0001
$29.69
$000
$0.00
$0.00
$0.00
$000
$000
$0.00
$0.00
$0.00
SOLD
05/06/15
05/07/15
1
0 &0 &15
05/09/15
05/10/15
05/11/15
05/12/15
05113/15
05/14/15
05/15115
258727
207
05/16115
05117/15
05/18115
250805
233
0.98
0.98
522.83
$0.00
$0.00
$0.00
522.25
$0.00
$0.00
$9.00
5000
$0.00
$000
$0.00
$000
$000
$0.00
50.00
05/19/15
05/20/15
05/21/15
221
05/2v15
258927
05/23/15
0512M15
05125/15
05/26/15
258974
11.6
0.98
0.98
$11 37
$6.57 259077
2401
0.98
$0.00
$23.52
05/27/15
258996
67
05/28115
098
0.98
$0.00 259174
$19.01
$15.97
$24.01
$0.00
50.00
05/29/15
05/30.115
259255
259318
194
16.3
05/31/15
$0.00
$152.98
4282.30$276.65
$000
5123.68
TOTALS
156.10
AVEflAGE
282.30
18.82
$ 14.70
$ 0.96
$276.65
$ 19.76
otal Cost:
Rosemead #826 Daily Propane Log
SHIFT
ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL
COST
04/01115
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
1.15
IM
5 24.15
$0.00
$0.00
$0.00
$000
$0.00
$0.00
$000
$0.00
SO.00
54.60 257183
$0.00
$0.00
$0.00
$0.00
$24.15 257302
$19.90
$2231 257435
$2687
SO.00
$O.00
$1622
$1668
$506 257]1]
$6.90 257788
$0.00
$0.00
$0.00 257906
$8.97 258001
$1035 258082
$31.51 258211
5195.50
5353.05
7.1
8.8
3.3
17,0
133
32.5
243
20.3
10 4
13].00
1 Total Gal:
30].00
1.15
1.15
1.15
1.15
1.15
115
1.15
115
1.15
$0.00
$0.00
50.00
$0.00
$000
50.00
$000
50.00
$0.00
$8.17
$000
$000
$000
$000
$10.12
$0.00
$3.80
$0.00
$0.00
$0.00
$0.00
$0.00
$1955
$15.30
$000
$0.00
$37.36
$2795
$23.35
511 96
$157.55
Total Cost:
$353.05
04/02/15
04/03115
04/04/15
04/0&15
04/OM15
04/07/15
04/08/15
04109/15
04/10/15
257163
4.0
04111/15
04/12/15
04/13/15
04/14/15
04/15/15
25]2]6
21,0
0496/15
257365
17.3
OM17/15
257431
19.4
04/18/15
257534
25.1
04/19115
0420/15
0421/15
257541
141
04/22/15
257637
1451
0423/15
257650
1 44
04/24!15
25742
1 6.0
04/25/15
042 6/15
0427/15
OU2&15
257931
7.8
04/29/15
258025
9.0
04/30/15
TOTALS
258180
2] 4
170.00
30>.00
AVEflAGE
14.62
5 1.15
5 25.22
Rosemead #826 Daily Propane Log
SHIFT
ONE SHIFT
TWO
GATE
MILES
AMOUNT
(GALLONS)
$S$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL COST
03101/15
181
1.81
181
1.81
181
1.81
1.81
1.81
1.81
181
181
181
1.81
181
1.81
181
1.81
1.81
$0.00
$2950
$35.11
$0.00
$39.82
$000
$000
SON
$2389 256001
$34.93
$3023
$4217
$17.20 256293
$0.00
$0.00
$0.00
$39.28
550.86
534.39
534.39
$0.00
$0.00
539.10
54290
535.66
$30.05
516.65
$0.00
$0.00
$0.00
519.31 25]063
5595.49
3713.68
$ 50.98
202
18B
26.3
65.30
Total Gal:
394.30
181
1.81
181
So.00
$0.00
$000
50.00
50.00
$0.00
30.00
30.00
$36.56
5000
$000
5000
53403
SOW
5000
5000
$000
5000
$0.00
$000
5000
SON
5000
5000
50.00
50.00
50.00
30.00
SOW
$0.00
547.60
$118.19
Total COSt:
$]13.68
03102/15
255741
16.3
03/03/15
255831
194
03/04/15
03/05/15
255098
22.0
03/06/15
N0].'15
03/08115
03'09/15
255934
132
03/10/15
256068
193
03111/15
256127
167
03/12/15
256213
238
03/13/15
256237
9.5
03 /1N15
03/15/15
03/16/15
03/17/15
256382
21.7
03/18/15
256470
28.1
03/19/15
256543
19.0
0320115
256632
19.0
03121/15
0322/15
03/23/15
1.6
0324/15
3.]
0325/15
197
0326/15
16.6
03/27/15
92
03/28/15
920.751$
0329115
03/30/15
03/31/15
107
.00
-TO LS
$ 34.39
.30
AVERAGE
.]5
$ 1.81
Rosemead #826 Daily Propane Log
SHIFT ONE SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$S PER
GALLON
TOTAL COST
02/01/15
25448]
297
135
1.35
135
1.35
$40.10
$432 254546
$1229 254658
$6.62 254742
172
221
18.1
1.35
135
1.35
5000
$2322
529.84
62444
02/OZ15
254490
32
02/03/15
254570
9.1
02'04/15
254666
49
02/05/15
254810
18.0
135
$24.30
56 75 254884
8000
525.11
53078
$676 255102
16.8
170
1.35
1.35
50.00
522.68
$000
50.00
$000
$2295
02/06/15
254814
5.0
1 35
135
135
1.35
0207/15
02/08/15
254940
186
02/09/15
2550%
22.8
0210/15
255043
65
0211/15
2551%
SS
135
135
135
135
1.35
1.35
1.35
135
1.35
1.35
5 35.10
$376 255188
527.95
$27.68
32349
52363
$000
50.00
50.00
514.04 255471
523.63
$0.00
$0.00
523.90
51782
so
$000
$12.69
$0.00
S.
sa.0o
so M)
535].62
$519.89
5 3].13
22.2
6.6
120.20
Total Gel:
385.10
135
135
$29.9]
aO00
s0.W
So AO
1 50.00
$0. W
50.00
so 00
59.18
5000
5000
50 00
so 00
so N
s0.00
02/1Z15
255246
207
0213115
255301
20.5
0214/15
255356
17,4
OZ15 /15
255412
17.5
02/16/15
0217/15
021 &15
02/1915
255447
104
OZ20115
255536
175
02/2115
02/2210
0223115
255601
177
0224115
255647
132
0225115
0226/15
s0.00
so
5000
56.60
S000
$0 00
5162.27
Total Coat-
5519.09
02/27/15
255665
94
022 &15
03/01115
03/0215
03/03115
TOTALS
264.90
385.10
AVERAGE
14.81
5 1.35
Rosemead #826 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
I(GALLONS)
S$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
01101115
1.43
$0.00
$9.15 252577
$0.00
14.5
143
$000
S2074
$000
01102/15
252530
64
01/03/15
01/04/15
143
1.43
1.43
143
143
143
1.43
143
1.43
1.43
143
143
143
143
143
143
1.43
1.43
1.43
1.43
143
1.43
$0.00
510.58
S19.16 262692
$11.58 252801
$13.44 252895
$47.19
$21.45
$0.00
$10.58 253157
$11.15 253242
$13.73 253336
$36.04
S7.87 253488
S0.00
$26.46
5412 253659
$1115 253749
$40.61
$30.17
S644 253994
S0.00
S0.00
S543 254080
S3461
$24.60
$10.15 254339
$572 254394
5000
5411.98
5790.36
$ 56.45
15.6
228
184
18.3
17.8
19.9
17.8
20.8
174
1851
227
25.1
15.0
264.60
Toinl Gel:
552.70
143
1.43
143
143
143
143
1.43
143
1.43
1.43
1.43
1.43
1.43
$0.00
$0.00
$22.31
$3260
$26.31
SQ.00
50.00
50.00
$26.17
$2545
$28.46
1 S0.00
$2545
$0.00
$0.00
$2974
52408
$0.00
$0.00
52646
$0.00
$0.00
53246
$000
$0.00
535.89
521.45
$0.00
$378.38
Total LOS[:
$790.36
01/05/15
252601
74
01/O 15
252638
134
01/07/15
252716
8.1
01/06/15
252825
9.4
01/09/15
253009
33.0
01/10/15
253060
15.0
01/11/15
01/12/15
253084
7.4
01/13/15
253181
7.8
01/14/15
253266
98
01/15/15
253419
1 252
01/16/15
253424
55
01/17/15
01118/15
253555
185
01119115
253560
33
01/20/15
253683
7B
01/21/15
253851
284
01/22/15
253922
21.1
01/23/15
253925
4.5
01/2415
01/25/15
01/26/15
253998
38
01/27/15
254150
242
01/2 &15
254220
17.2
01/29/15
254244
71
01/30/15
254342
4.0
01/31/15
TOTALS
288.10
$ 52.91
552.70
AVERAGE
14.94
$ 1.43
Rosemead #826 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
GATE
MILES
AMOUNT
(GALLONS(
$$S PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$S PER
GALLON
TOTAL
COST
12/01/14
251043
12.3
1.61
1.61
161
1.61
1.61
161
161
1.61
1,61
1.61
161
1.61
$19.80 215047
$18.68 251116
$0.00
$31.56
$000
$000
$0.00
S2222 251319
$499 251378
$1336 251493
$0.00 251604
$0.00 251707
5000
5090
$5.15 251797
$0.00 251855
$0.00 251925
$10.47 252032
$0.00 252081
$0.00
$0.00
$0.00
$0.00 252223
513.04
$0.00
529.95 252336
$0.00
$000
$4.83 252462
50.00
51691
$190.95
$671.3]
S 4].96
2.1
10.0
127
15.6
2401
27.9
25.0
236
132
161
212
149
43.1
91
39.9
298.40
Total Gal:
41].00
161
161
1.61
1.61
1.61
1.61
1.61
1.61
1,611
161
161
1.61
161
1610
1,61
$3.38
$16.10
5100
50.00
50.00
$0.00
50.60
$2045
S25.12
538.64
544.92
54025
$000
$000
53800
52125
52592
534.13
$2399
50.00
50.60
50.00
$69.39
50.00
50.00
$14.65
50.00
$0.00
$64.24
50.00
10.00
$480.42
Total Cost:
$fi]1.3]
12/02/14
251124
116
12/03/14
12/04/14
251239
196
12/05/14
12/08/14
12/0]/14
12/0 8,14
2512]]
139
12/09/14
251327
3.1
12/104
251403
8.3
12/11/14
12/12/14
1213/14
IZ14/14
12115114
251711
3.2
12/1604
12/17/14
12/18/14
251949
65
12/19/14
12/20/14
1&21/14
12/22/14
12/2314
12/24114
252247
8.1
12/25114
12/26/14
252304
18,6
12/2]114
12/28/14
12129114
252340
3.0
12/30/14
12/31/14
252504
105
118.60
TOTALS
417.00
S 41.86
AVERAGE
16.04
$ 1.61
Rosemead #826 Daily Propane Log
SHIFT
ONE
SHIFT TWO
DATE
MILES
AMOUNT
(GALLONS)
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
11/01/14
n
$0.00
$0.00
$0.00
$000
$0.00
$000
11/02/14
11103/14
11/04!14
249943
60
$10.44
$39.15
$000
$000
11/05/14
250037
22.5
11/06/14
250041
42
$751 250094
$43.85
16.1
174
$28.01
$0.00
11/OD14
250133
252
11/08/14
174
$0.00
550.46
$0.00
$0.00
11109114
250163
1 29.0
11/10/14
174
174
174
1,74
174
$0.00 250262
539.85
$0.00 250437
$8.87 250481
$940 250531
50.00
50.00
$7.48
$0.00
$0.00
$0.00
$0.00
$113.10
176
22.1
9.4
971
174
174
174
174
$30.62
$0.00
$38.45
$16.36
$1688
$0.00
$0.00
$000
$0.00
$0.00
$0.00
$0.00
$000
11/11/14
250352
229
11/12/14
11/13/14
250456
5.1
11/14/14
250500
5.4
11/15/14
11116/14
11/17/14
250535
4 3
11/1 &14
11/19/14
11/20/14
11/21/14
11122/14
250795
65.0
1123/14
174
174
174
174
5 36.20
$0.00
$7273 250816
$4524 250848
53.65 250881
50.00
$1044
Soo
5000
$0.00
$461.97
1 $626.92
1.6
10.6
79
94.80
Total Gal:
360.30
174
174
174
50.00
S2.78
$1844
$1340
8000
$0.00
$0.00
$0.00
$0.00
$164.95
Total Cost:
$626.92
11/24114
250812
41.8
11125114
250950
260
11/26/14
250958
2.1
11127114
11/28/14
251009
6.01
11/29/14
11/30/14
12'01/14
TOTALS
265.50
360.30
AVERAGE
16.38
S 1.74
$ 44.76
Rosemead #826 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
10/01114
248993
200
1.67
1.67
1.67
1.67
1.67
1.67
1.67
1.67
1.67
167
1.6]
1
i67
1.67
1.67
16]
$33.40
50.00
$4225 249142
SOOO
S000
58.68
$33.57
$000
$0.00
$0.00
$0.00
$0.00
$21.38
$0.00
$D.00
$1420 249368
$434 249419
$0.00
30.00
$6129
$1136 249580
$0.00
$1687
$5.01
$0.00
$0.00
$0.00
S1870
$2.51 249849
$9.85 249923
$534
$288.74
$360.72
25
1.6
1.6
1.5
212
147
43.10
1.67
1.67
1.67
167
167
167
5000
$000
54.18
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$000
$000
$0.00
$000
$000
$0.00
$2.67
52.67
$0.00
$000
$000
$2.51
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
535.40
$24.55
$000
$71.99
10/02/14
11103/14
249137
253
10/04114
10/OS 14
10/06/14
249237
5.2
10107114
1 249295
1 20.1
10/08/14
10/09/14
10/10/14
10/11/14
10/12/14
10/13/14
249342
1 12.8
10'16)14
10/15/14
10/16/14
249364
8.5
10/17/14
249411
26
10/18/14
10/19/14
10/20/14
249568
361
10/21/14
249576
68
10/22/14
10/23/14
249682
1 10.1
10/24/14
249720
1 3.0
10125/14
1
10/26/14
10/27/14
10/28/14
24979
11.2
10/29/14
269]60
1.5
1090/14
249865
5.9
1091/14
TOTALS
269928
32
'12.90
N.
216.00
$ 33.40
AVERAGE
$ 1.67
1 $ 26.77
Total Gel:
21fi.00
Total COST:
E3fi0.]2
Rosemead #826 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$PER
GALLON
TOTAL
COST
09101/14
148
1.46
1.40
1.48
1.48
148
148
I
148
1
146
148
148
148
$ 29.60
SO.00
50.00
$42.92
$0.00
$47.36
$0.00
$0.00
$0.00 247884
$9.16 248014
SON) 248062
$1066
$3922 248709
$000
$000
$7.10
$55.20 248435
$0.00
$44.99
$000 248642
$0.00
$5.33
$0.00
$0.00
$18.80
$2176 248766
$000
$0.00
$0.00
$0.00 246920
$11.25
$313.76
$580.46
$ 41.46
1
172
36.3
170
14.6
27.4
16.6
19.1
30.0
180.20
Total Gal:
392.20
1
1.46
1.48
1.48
1.48
148
1.48
1.48
1.48
$0.00
$0.09
$0.00
$000
$0.00
$9.09
$0001
$2546
09/02/14
09/03/14
247533
29.0
09/04/14
09/05/14
247637
320
69/66/14
09/07114
09/0 &14
09/09/14
247898
6.2
$53.72
$25.16
50.00
$21.61
$0.00
$000
1 $0.00
$40.55
$0.00
80,00
$2753
$000
$0.00
$000
$0.00
$0.00
$2827
$000
$0.00
$0.00
$44.40
$000
5266.70
Total Cost:
$580.46
09/10/14
09/11/14
248084
7.2
09112/14
248163
26.5
09113/14
09/14/14
09/15/14
248220
481
09/16/14
248334
1 37.3
09/17/14
I
09/16114
248527
1 30.4
09/19/14
1
0920/14
0921114
248642
3.6
09/22/14
09/2 114
09/24!14
248655
127
09/25/14
248701
14.7
09/2 &14
09/27/14
09/2 &14
09/29114
09/30/14
TA L$
248938
7.6
212.00
�Tl
392.20
ENAGE
19.61
$ 1.48
Rosemead #826 Daily Propane Log
SHIFT
ONE
SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
S$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$S PER
GALLON
TOTAL
COST
08/01114
246551
6.7
141
141
1.41
141
141
1.41
141
1.41
141
1.41
141
$ 25.18
59.45
SOLE
5000
$20.7 3 246719
$0.00
$7.76
$0.00
$0.00
$0.00
$0.00
$0.00
$0,00
So.00
$25.66
$0.00
$0.00
$0.00
$0.00
537.65
$0.00
$0.00
$663 247033
$000 247098
Sow
$7.33 247133
$4.51 247182
$538
$3342 247336
$12.97 247439
50.00
$0.00
5171.88
5346.06
$ 24.78
244
161
17.6
87
1481
18.0
23.9
124.10
Total Gal:
246.00
141
1
141
141
141
141
141
1.41
SODO
$000
$000
$34.40
$000
$0.00
$0 OD
$D.00
$0.00
$0.00
so.0o
S000
$0 00
$000
$0 00
$000
$0.00
$0.00
$000
$0.00
$0.00
$23.55
$24.82
$0.00
$12.27
$20.87
50.00
$25.38
$3370
50.00
5000
51]4.98
Total Cost:
$346.O6
0 &02114
0 &03114
06/04/14
246634
14.7
08/05/14
08/06/14
246724
5.5
0 &07/14
O &0 &14
O &09/14
O &10/14
0 &1914
08/12/14
08113114
08114/14
2468]]
1 182
08/15/14
08/16/14
06/17/14
08/18/14
06/19/14
246971
1 26.7
0 &20/14
0 &21/14
0 &2914
246978
47
0 &23/14
0&24/14
0 &25/14
247101
5.2
0 &26/14
247137
3.2
0&9/14
247193
4.1
0&28/14
24]27]
23.7
0 &29114
247353
9.2
08130,14
08131114
TOTALS
121.90
246.00
AVERAGE
13.fi]
$ 1.41
Rosemead #826 Daily Propane Log
SHIFT
ONE SHIFT
TWO
GATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
67/01/14
245634
160
2.00
2.00
200
200
2.00
2.00
200
200
2.00
2.00
2.00
2.00
1
1
2.00
200
2.00
2.00
200
200
200
$ 54.00
$3200 245664
SON
$1160
$0.00
$0.00
$0.00
$820
$10.40 245821
$6.20
$1160 245881
$480
$600
$600
$2340
$6.00 245980
$3840
$640 246060
$26.20 246186
$0.00
$0.00
$13.40 246207
$8.40
$4A0
$5.80 246239
$6.00
$000
54120
$000
$37.20
50.00
sow
5299.20
$462
9.8
8.5
8.7
1].3
441
22.1
2
80
81.50
200
200
2.00
200
200
200
200
2.00
$19.60
$0.00
$0.00
$0.00
$600
$000
$000
$1700
$0.00
$17.40
$000
$0.00
$0.00
$0.00
$34.60
$0.00
$8.80
544.20
$0.00
$0.00
5540
50.00
50.00
$1600
1 5000
1 $000
$0.00
$0.00
$000
$0.00
$0.00
$163.00
07/0114
0]/0114
246702
5.8
0]/04/14
0]/05/14
0]/06/14
0/0]/14
245786
4.1
OVOW14
245]9]
52
0]/09/14
245825
3.1
0]/10/14
245853
58
0]/11/14
245884
24
0]/12/14
0]/13/14
07/14/14
245912
11.7
07/15/14
245917
3.0
07/16/14
246055
19.21
07117/14
245984
1 3.2
07/10/14
246102
1 13.1
07/19/14
07/20/14
07/21/14
246203
6.7
07/22/14
246211
3.2
0723/14
246215
2.0
07/24/14
246243
2.9
0]/25/14
246273
3.0
07/26/14
0]/2T14
2463]]
206
0728114
246425
18.6
L007134
149.60
231.10
8.561$
2.00
5 33.01
Total Gal:
231.10
Total Cost:
$462.20
Rosemead #826 Daily Propane Log
SHIFT
ONE SHIFT
TWO
DATE
MILES
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL MILES
COST
AMOUNT
(GALLONS)
$$$ PER
GALLON
TOTAL
COST
06/01/14
1.36
1.36
1.36
136
136
136
1.36
1.36
1.36
1.36
1.36
1.36
1.36
1.36
1 36
!S!!!3!1 .64
$0.00
$5.85 244004
$9.38
517.54 244989
$6.12 244977
$5.30 245083
$0.00
50.00
59.25 245164
SO.00 245283
54.22
$22.17 245386
S5_17
50.00
SO.00
SOON
$1850 245466
$0.00
$2394
$503
$000
$0.00
$476
$000
$2.18 245567
$0.00
$0.00
$0.00
$0.00
$11.15
$0.00
$150.55
$407.32
30.3
9.2
252
27.5
15.9
29.9
14.8
9.3
8.7
188.80
1.36
136
1.36
136
136
136
1.36
136
1.36
$0.00
541.21
50.00
$36.99
$34.27
$37.40
$0.00
$0.00
$21.62
$40.66
S0.00
$20.13
50.00
50.00
5000
50.00
$12.65
50.00
50.00
$000
50.00
50.00
50.00
5000
$11.83
50.00
$0.00
$000
$0.00
$000
$0.00
$256.77
06/02/14
244493
4.3
06103/14
244628
6.9
W /OW14
244]84
129
W/05/14
244883
4.5
06106/14
244981
39
O607/14
06/08/14
06/09/14
245106
6.8
00014
06/11/14
245287
3.1
0 &12/14
245337
163
09/13/14
245390
33
0 &14114
0 1115/14
06/16114
06/17/14
245436
136
06/104
0619/14
245522
176
06/20/14
245527
37
06/21/14
06/22/14
06/23/14
245535
3.5
06/24/14
06/25/14
245543
1.6
06/26/14
0 6127/14
06/2 8/14
06129/14
06/30/14
245584
82
07/01/14
TOTALS
110.70
299.50
AVERAGE
12.48
.36
$ 29.09
Total Gal:
299.50
Total Coat:
$407.32
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F
Clean Cities
Alternative Fuel Price Report
April 2015
Clean
Cities
U.S. Department of Energy
Clean Cities Alternative Fuel Price Report April 2015
WELCOME!
Welcome to the April 2015 issue of the Alternative Fuel Price Report, a quarterly report designed to keep Clean Cities
coalitions and other interested parties up to date on the prices of alternative and conventional fuels in the United States.
This issue summarizes prices that were submitted between April 1, 2015 and April 15, 2015 by Clean Cities coordinators,
fuel providers, and other Clean Cities stakeholders.
WHAT'S NEW IN THIS ISSUE?
Beginning with this issue, a number of changes are being implemented that will enhance the report and make it more user -
friendly. During the past year or so, Clean Cities coordinators, consumer groups, and end -users from the alternative fuels
industry have provided feedback on the types of changes that would be most beneficial. DOE has been working closely
with New West Technologies and the National Renewable Energy Laboratory (NREL) to implement your suggestions.
Revised Energy Content Values
The energy content values for all fuels covered by the Alternative Fuel Price Report have been updated, to be consistent
with the latest edition of the Transportation Energy Data Book, produced by Oak Ridge National Laboratory. It can be
found at htt p:// ctaoml.eov /data/tedb33/Edition33 Appendix B.odf See Table B-4.
ESS Updates
For the April report, changes have been made to the way in which the energy content of E85 is calculated. In past issues,
E85 has been treated as a mixture of 85% ethanol and 15% gasoline, consistent with the definition found in the Energy
Policy Act of 1992. In the ensuing years since that legislation was passed, however, a number of factors have changed,
causing a reevaluation of our methodology. Today, most gasoline available throughout the United States is a blend of
90% gasoline and up to 10% ethanol, or E10. Additionally, the E85 that is sold in the United States today actually
contains, on average, approximately 70% ethanol. Beginning with the April 2015 Alternative Fuel Price Report,
therefore, E85 energy content will be calculated as (.70)(E100 energy content) +(30)(EO energy content), to more closely
reflect the actual energy content of E85 fuel available today.
Falling Gasoline /Diesel prices
There is insufficient data to determine whether the recent drops in gasoline and diesel prices represent a trend or
pattern. With the Energy Information Administration's estimates for future oil prices in 2025 ranging from $75/barrel to
more than $1501bartel, however, it is very likely that oil prices will continue to be extremely volatile.
Stay tuned as additional updates to the Alternative Fuel Price Report are rolled out.
Looking Ahead
In the coming months, plans include giving the report a fresh, new look. Creation of a system that allows for additional,
customizable, on -line reports that can be downloaded by the individual user; is also in the works. We look forward to
hearing from you as we implement these upgrades.
Page 2
Clean Cities Alternative Fuel Price Report
METHODOLOGY
• Clean Cities coordinators, fuel providers,
and other key stakeholders provide prices
for fuels in their areas on a voluntary basis.
• Prices were submitted for all major
alternative fuels currently in widespread
use, i.e. natural gas, Propane, biodiesel, and
ethanol.
• Prices were submitted for conventional
fuels at stations that also sell alternative
fuels, or at nearby stations.
• Prices from public and private refueling
stations are included.'
• Prices were then averaged to determine
regional price trends by fuel and variability
in fuel price within and among regions.'
• Consistent with the U.S. Energy
Information Administration (ELA) fuel price
reporting format, prices are grouped by the
Petroleum Administration for Defense
Districts (PADD); the districts are
illustrated in the map at right.
April 2015
This report's prices represent retail, at -the -pump sales prices for each fuel, including federal and state motor fuel taxes. In some cases,
prices were submitted by government or utility refueling facilities and these taxes were not included in the prices reported in Clean
Cities. In these instances, although these users are not required to pay these taxes, the appropriate federal and state taxes were added to
the reported prices to provide a more representative basis for comparison. In some cases, states may charge a flat annual fee for state
motor fuel taxes, especially for gaseous fuels like compressed natural gas (CNG) and liquefied petroleum gas (LPG or propane).
These flat fees are not considered in the prices reported in these pages.
r Public refueling stations are open to the public, while private fueling stations are privately -owned or available only to selected fleets.
' Fuel price averages for this report are determined by simply averaging the individual data points received. A comparison of average
fuel prices for private and for public stations by region can be found on pages 14 -15.
Page 3
Clean Cities Alternative Fuel Price Report April 2015
SUMMARY OF CURRENT REPORT INFORMATION
$273
$21.17
Diesel $2.56
$288
Table I shows overall nationwide average
CNG $2.09
$2.37
$18.29
Marti (M) $2.T2
$3.13
prices for conventional and alternative fuels.'
Table 1. overall Average Fuel Prices*
$4.51
$35.09
aiodiesel(1330) $2.62
As this table illustrates, alternative fuel prices
$23.10
Biodiesel (1399 -13300) $3.69
$4.14
$3119
*Includes public and prbate stations
relative to conventional fuels vary, with some
**Includes primary and secondary stations
(B20, B99 -B100) higher and some (CNG,
a
a
E85) lower, on a per gallon basis. All average
Gasoline (Regular)
$2.42
52.30
$0.12
pergallon
fuel prices, except gasoline and propane,
Diesel
$2.88
$3.06
($o.ls)
"'Ifion
declined relative to the prices in the January
CNG
$2.09
$2.11
isao2)
per GGE
2015 report. On an energy - equivalent basis,
CNG is about $33 per GGE less than
BManol(EM)
$2.13
5221
($0.08)
pergallon
gasoline. On a per - gallon basis, E85 is about
Propane°
$2.93
$2.92
$0.01
pergallon
S,29 less than gasoline, and propane is about
$.51 higher than gasoline, but only $.05
Biodiesel (1320)
$2.92
$3.18
($0.26)
per gallon
higher than diesel. B20 prices are higher than
Blodu sel (B99 -13100)
$3.77
$4.02
($0.25)
pergallon
regular diesel by about $.04 per gallon, while *Includes private and public stations
B99B100 blends have a cost of about $.89 " Includes primary and secondary stations
per gallon more than regular diesel.°
Relative N the last report from January 2015, the average prices for the liquid fuels ranged from a decrease $.26 per gallon for B20 to
an increase of $.12 per gallon for gasoline. The gaseous fuel prices ranged from a decrease of $.02 per GGE for CNG to an increase of
$.01 per gallon for propane. It should be noted that the price changes occur as a result of a number of factors, including an actual
change in price, a slightly differing sample of prices (both location and quantity), and seasonal variations in demand.
Prices in this report were submitted and are reported in the
units in which they are typically sold (dollars per gallon or
dollars per gasoline gallon equivalent). Because these fuels
have differing energy contents per gallon, the price paid per
unit of energy content can differ somewhat from the price paid
per gallon Table 2 slows the fuel prices from Table 1 for the
current reporting period normalized to a price per gasoline
gallon equivalent (GGE), per diesel gallon equivalent (DGE),
or per million British thermal units (MBtu) of energy. This
calculation uses the nominal lower heating values in BTUs per
gallon of fuel from the Oak Ridge National Laboratory's
Transportation Energy Data Book.' Prices for the alternative
fuels in terns of price per gallon equivalent are generally
higher than their price per gallon because of their lower energy
content per gallon 6 However, consumer interest in alternative
fuels generally increases when the alternative fuel price is less
than the conventional fuel price and as the price differential
per gallon increases, even if that differential does not directly
translate to savings on an energy - equivalent basis.
Gasoline 5242
$273
$21.17
Diesel $2.56
$288
$22.38
CNG $2.09
$2.37
$18.29
Marti (M) $2.T2
$3.13
$24.31
Propane- $4.01
$4.51
$35.09
aiodiesel(1330) $2.62
$2.97
$23.10
Biodiesel (1399 -13300) $3.69
$4.14
$3119
*Includes public and prbate stations
**Includes primary and secondary stations
Propane prices include information from both "primary" and " secondary" stations. Primary stations have dedicated vehicle services
and tend to be less expensive than secondary stations, which mostly serve the propane tank and bottle market.
'Avery small sample (5 points) of hydrogen information was received with an average price of $9,41 per gasoline gallon equivalent.
4 ASTM specmeations now include blends of up to 5 % biodialel as regular diesel fuel; therefore the separate listing for B2/B5 was discontinued as of
October 2009.
5 A listing ofthe conversion factors used appears as an appendix at the end ofthis report.
6 For ethanol flexible -fuel vehicles (FFVs), the actual difference in fuel used per mile is somewhat lees than "old be calculated simply on the
difference in energy content ofthe fuels, as some sources have noted that some FFVs can achieve better energy efficiency (miles per unit of energy)
on E85 than on gasoline. This effect is not currently included in these calculations as the magniNde ofthe effect varies by specific FFV model.
Page 4
Clean Cities Alternative Fuel Price Report April 2015
GASOLINE AND DIESEL PRICES
Table 3 shows average prices for Table 3. Average Gasoline and Diesel Prices by Region from Clean Cities Sources
gasoline and diesel as submitted by
Clean Cities coordinators and other Regular Gasoline laftermation, Dies'lolfornmetrom
Rican red by Clear, Cities (i Repanli by CJ.P Cities ($/g.0
stakeholders (supplemented where
necessary with other EIA reference
sources for conventional fuels). Awen,Pric, points Average Price Points
These prices represent refueling New England $2,50 36 $3.29 30
stations selling both conventional Central Atlantic $2.39 93 $2.97 92
fuels and alternative fuels, as well Bower Atlantic $2..3,5 65 $2.81 74
as conventional refueling stations
near alternative fuel stations. There Midwest $2.24 213 $2.65 110
were 660 price points submitted Gulf COast $2.20 43 $2.64 27
for gasoline and 505 for diesel.
The average price for gasoline Rocky Mountain $127 80 $2.72 40
ranged from a low of $2.20 per west coast $2.91 130 $3.03 132
gallon in the Gulf Coast region to a NATIDNAIA
high of $2.91 per gallon in the - --
West Coast region. Diesel prices
ranged from $2.64 per gallon in the
Gulf Coast region to $3.29 per gallon in the New England region Because prices for conventional fuels were submitted from stations
and regions providing alternative fuel price information, data collection was net uniform across the regions of the country. However,
the information is representative ofrefueling stations selling both alternative fuels and conventional fuels.
Table 4 shows average prices as provided by EIA on the petroleum Table 4. EIA Gasoline and Diesel Average Prices
information section of its website.' These prices we averages of prices
from a selection of 900 gasoline and 350 diesel retail fuel stations across
Prioefrom 0A, Psnorfmra EIA
the country. There was less variation when comparing Clean Cities prices
Week �f4i Week c,'4114115
to EIA prices for this report than there was in the last report. Prices
New England
$2.36 $3.11
differed by $.07 or less for gasoline in all regions except New England,
central Atlantic
$2.41 $3.12
where it differed by $.14 per gallon Diesel prices varied by $.03 per
gallon or less for the Gulf Coast, Lower Atlantic, Midwest and Rocky
tower Atlantic
52.31 $2.79
Mountain regions, but for the Central Atlantic, New England and West
Midwest
$2.31 $2.63
Coast regions, the price difference ranged from $.11 to $.18 per gallon.
Gulf coast
$2.13 $2.64
Comparisons in this document between conventional and alternative fuel
prices will be made using prices submitted by Clean Cities sources
Rocky Mountain
$2.32 $2.73
wherever possible, as these prices are most representative of stations
, west Coast
$2.95 5192
selling both conventional and alternative fuels
' ham' //www eia doe aov /oe coleom/
Page 5
Clean Cities Alternative Fuel Price Report
COMPRESSED NATURAL GAS (RELATIVE TO GASOLINE)
Table 5 shows average prices for
lower average price than gasoline
87
Table 5. Co in ressed Natural Gas and Gasol
compressed natural gas (CNG)
except the New England region, wart Coast
for vehicle use, grouped by
RventedbyCkin
region, as well as regular gasoline
gasoline prices by $.02 per GGE.
prices, as provided by Clean
On average, CNG costs about
Cities representatives. These
AmragePrice
prices were submitted by Clean
$2.27
Cities coordinators, fuel
New England $2.52
providers, and other stakeholders
Central Atlantic $2.0
from across the country, on a
voluntary basis.
Lower Atlantic $1.86
Midwest $2.30
As Table 5 illustrates, CNG has a o„ir mast
$1.99
lower average price than gasoline
87
for all regions of the country, Rocky Mountain
5187
except the New England region, wart Coast
$2.33
where CNG prices exceeded
103
gasoline prices by $.02 per GGE.
213
On average, CNG costs about
$2.20
$33 less than gasoline on a per GGE basis.
107
April 2015
from Clean Cities sources
28
$2.50
36
87
$2.39
93
50
$235
65
103
$2.24
213
50
$2.20
43
107
$2.27
so
126
$2.91
130
SPECIAL NOTATION: There is insuff ctent data to determine if the recent drop in gasoline prices represents a trend or pattern. CNG
prices have been consistently slable for a long period of time, while both gasoline and diesel prices have been volatile. During the
past decade there have only been 5 instances when some of the regional gasoline prices in this report have dipped below CNGpnces
for a short lime.
The map to the right illustrates price
differentials by state for natural gas relative to
gasoline, based on differentials between natural
gas and gasoline prices for each state (as
opposed to the regional averages illustrated in
Table 5). In this map, negative numbers
represent prices for CNG lower than gasoline.
States not highlighted with a color did not have
any CNG data points in the content report. As
the map illustrates, CNG prices (per GGE)
were favorable relative to gasoline in most
states for which pricing data was reported, with
the most favorable pricing found in California,
Maine, Nevada, Washington D.C. and
Washington State.
Tech Note: Prices for CNG were provided by
the individual stakeholders in GGEs from the
'price at the pump. "D should be noted that the {�
internal conversion factor between the physical Ra a� o Diff nc e
quantities of gas delivered and GGE was not = - --
recorded for each of the refueling stations.
Regional differences in gas heat content
relative to the internal pump conversion factor may change the price per GGE, but this report did not determine these differences,
Page 6
Clean Cities Alternative Fuel Price Report
COMPRESSED NATURAL GAS (RELATIVE TO DIESEL)"
Table 6 shows average prices for
Table 6. Compressed Natural Gas and o
compressed natural gas (CNG)
$2.97
for vehicle use, grouped by
so
region, as wcU as conventional
74
diesel fuel prices, as provided by
$2.65
Clean Cities representatives and
50
supplemental sources. These
New England 5285
prices were submitted by Clean
Central Atlantic $2.35
Cities coordinators, fuel
126
providers, and other stakeholders
tower Atlantic $2.10
from across the country, on a
Midwest $2.37
voluntary basis. The CNG prices
Gulf Coast $2.25
in Table 6 are based upon the
same group of prices as for Table
Rocky Mountain $2.11
5, but converted to a cost per
west man $2.ea
DGE basis instead of a cost per
GGE, to compare directly with
diesel prices.
April 2015
28
$329
30
87
$2.97
92
so
$2.81
74
103
$2.65
110
50
$2.64
27
1W
$2 n
ao
126
$3.03
132
As Table 6 illustrates, CNG has a lower average price than diesel for all regions of the country, with the largest difference ($.71 per
DGE) being m the Lower Atlantic region. On average, CNG costs about $.51 less than diesel on a per DGE basis.
The map to the right illustrates price
differentials by state for CNG relative to
diesel, based on differentials between CNG
prices and diesel prices for each state (as
opposed to the regional averages illustrated in
Table 6). In this map, negative numbers
represent prices for CNG lower than prices for
diemL States not highlighted with a color did
not have any CNG data points in the current
report. CNG prices relative to diesel were
favorable for most states for which pricing
data was reported, as diesel prices have not
fallen as much as gasoline prices have in
recent months.
a a �
CNG Prim Ddrereocc ®"'
I2tladve to D1es4 J. urn
"A total of 42 liquefied natural gas (LNG) price points were submitted, with an average fuel price of $2.54 per DGE. Because of the small number of
price points, this data is not reflected in the report.
Page 7
Clean Cities Alternative Fuel Price Report April 2015
ETHANOL (E85)
Table 7 shows average prices for
E85 (a fuel blend of up to 85%
ethanol and 15% gasoline),
grouped by region, as well as
regular gasoline prices, as
provided by Clean Cities
representatives. These prices were
submitted by Clean Cities
coordinators, fuel providers, and
other stakeholders from across the
comity, on a voluntary basis.
See What's New in This Issue?
on page 2 and Illustration of
Conversion Factors jot Fuels on
page 17 for an update on bow
the energy content of E95 is
being calculated
New England
$2.69
3
$2.50
36
Central Atlantic
$2.45
100
$2.39
93
Lower Atlantic
$2.17
71
$235
65
Midwest
$1.92
204
$2.24
213
Gulf Coast
$1.91
82
$2.20
43
Rocky Mountain
%.%
66
$2.27
as
West Coast $2.56 84 $2.91 130
NATIONAL
As Table 7 illustrates, E85 has a lower average price per gallon than regular gasoline in all regions except the Central Atlantic and
New England regions, where E85 was more expensive than gasoline, by $.06 and $.19 per gallon, respectively. On average, E85 is
about $.29 lower in price than regular gasoline on a per - gallon basis.
The map to the right illustrates price differentials
between E85 and regular gasoline by state, based
on differentials between E85 and gasoline prices
for each state (as opposed to the regional
averages illustrated in Table 7). In this map,
negative numbers represent prices for E85 lower
than for gasoline, and positive numbers represent
prices for E85 higher than gasoline, on a per -
gallon basis. States not highlighted with a color
did not have any E85 data points in the current
report. As the map illustrates, E85 prices
compared favorably with gasoline prices, on a
per gallon basis, in more than half the states for
which data was submitted.
Tech Note: Ethanol (E85) contains about 30%
less energy (BTUs) per volume than gasoline.
Flexible fuel vehicles (FM) operating on E85
do not experience a loss in operational ca5 yore mrrean<e
performance, but may experience a 25 -30% adamo to Gasoline
decrease in miles driven per gallon compared to
operation on gasoline. The appendix at the end
of this report provides conversion factors for calculating E85 prices on a GGE and DGE basis. For a side- by-side comparison of
availableflexiblefuel and other alternativelyfueled vehicles, visit unvwtueleconomR..gov.
Page 8
Clean Cities Alternative Fuel Price Report April 2015
PROPANE
Table 8. Propane and Gasoline Average Prices by Region from Clean Cities Sources
Table 8 shows average prices for P"ou, 'rjoor.boo Regular Gusahoe InI •
Propane for vehicle use grouped Cities
by region, as well as regular N ,
gasoline prices, as provided by
Clean Cities representatives.
These prices were submitted by New rn.r s.__ 36
Clean Cities Coordinators, fuel Central Atlantic $295 so $239 93
providers, and other stakeholders towerAnannc $2.97 107 $Z35 ss
from across the country, on a
voluntary bass. Some stations Midwest $2.M l3 $2.24 213
charge a different price for Gulf coast $2.86 70 $2.20 43
propane used in vehicles versus Rocky Mountain $1.11 n $2.27 eo
other uses. Where provided, the
vehicle price has been included in west coast $2.99 129 Seer 130
this report.
As Table 8 illustrates, for this
reporting period, average propane
prices are higher than gasoline in all regions of the country on a per - gallon basis, ranging from $.08 per gallon higher in the West
Coast region to $.84 per gallon higher in the Rocky Mountain region. Overall, propane was about $.51 more than gasoline on a per -
gallon basis. Propane prices in this report are from both private fleet refueling stations and public refueling sites that can provide
Propane for vehicles and for other uses.
The map to the right illustrates price
differentials between propane and regular
gasoline on a per - gallon basis, based on
differentials between propane and gasoline
prices for each state (as opposed to the regional
averages illustrated in Table 8). In this map,
negative mothers represent prices for propane
lower than gasoline, and positive numbers
represent propane prices bights than gasoline.
States not highlighted with a color did not have
any propane data points in the current report.
As the map illustrates, the most favorable
Propane prices were found in Alabama,
Delawae, Illinois, Maine and Washington
State.
Tech Note: Propane contains abort 15% less
energy (BTUs) per voltage than gasoline and
about 35% less energy (BTUs) per voltage than
diesel. The appendix at the end of this report
provides conversion factors for calculating
propane prices on a GGE andDGE basis.
LPG Pnea Ddfereace
Relative to Clasolim anra,aan i
a•l
9 Because many propane retailers provide fuel for non - vehicle uses (camping stoves, gas grills, etc), the National Renewable Energy laboratory
(NREL) has worked with suppliers w clarify the differences. On the AFDC Station Locator website (http: //w .afdc.energy.gov/lorator /stations/)
each public propane station is designated as a "primary" or "secondary" service type. Both types are able to fuel vehicles. However, stations
designated as "primary" have indicated they have facilities and billing procedures specifically designed for vehicle Customers. They may also offer
special vehicle pricing and most accept major credit cads, similar w traditional gaudine/diesel retailers. Propane pricing reported in this guide
reflects a sampling ofboth primary and secondary station.
Page 9
Clean Cities Alternative Fuel Price Report
BIODIESEL BLENDS: B20
Table 9 shows average prices for
B20, a 20% biodiesel/80% diesel
fuel blend, grouped by region, as
well as regular diesel prices, as
provided by Clean Cities
representatives. These prices
were submitted by Clean Cities
coordinators, fuel providers, and
other stakeholders from across
the country, on a voluntary basis.
April 2015
New England $3.14
central Atlantic $2.81 29 $2.92 92
Lower Atlantic $2.94 25 $2.81 24
Midwest
$2.20 31
$2.65 110
As Table 9 Illustrates, average Gulf Coast
$2.82 10
$2.64 27
prices for B20 are higher than
conventional diesel prices in the Rocky Mountain
$2.96 10
$2.72 40
Chilf Coast, Lower Atlantic, west Coast
$302 49
$3.03 132
Midwest, and Rocky Mountain
regions. B20 prices were lower
than diesel prices in the Central
Atlantic, New England and West
Coast regions, by $.15, $.16 and $.01 per gallon, respectively.
On average in the U.S., biodiesel in a B20 blend costs about $.04 more
per gallon than conventional diesel fuel, based on current information.
The map to the right illustrates price
differentials between B20 and diesel on aper-
gallon basis, based on differentials between
B20 and diesel prices for each state (as opposed
to the regional averages illustrated in Table 9).
In this map, negative numbers represent prices
for B20 lower than diesel, and positive
numbers represent B20 prices higher than
diesel. States not highlighted with a color did
not have any B20 data points in the current
report. B20 had the most favorable pricing (per
gallon) in Vermont.
Tech Note: B20 contains only about 2% less
energy (BTUs) per vo than diesel. The
appendix at the end of f this ds report provides
conversion factors for calculating B20 prices
on a GGE and DGE basis. L, 1""�g
nm a;a DH@renm
Rd,, c to Di—I cost. n.w
Page 10
Clean Cities Alternative Fuel Price Report
BIODIESEL BLENDS: B99 /B100
Table 10 shows average prices
Table 10. Elio,
for high-level blends
with
$5.92
(99 °/4 or 100% biodiese] with
diesel
$2.97
diesel fuel), grouped by region,
■
as well w regular diesel prices, as
$2.81
provided by Clean Cities
$2.49
representatives. These prices
New England
were submitted by Clean Cities
rdoes, ago,,
coordinators, fuel providers, and
other stakeholders from across
towerAnantic
the country, on a voluntary basis.
Midwest
April 2015
$3.17
4
$3.29
30
$5.92
3
$2.97
92
$3.79
15
$2.81
74
$2.49
2
$2.65
110
Coast $2.91 3 $2.69 27
The average price of B99B100 is Gulf
higher than the price of cocky Mountain 53.0 3 $2.72 40
conventional diesel fuel on a per west Coast $3.81 23 $3.03 132
gallon basis in all regions, except ',Aanorvua
for the Midwest and New — - -
England regions, ranging from
$.27 per gallon higher in the Gulf
Coast region to $2.95 per gallon higher in the Central Atlantic region. Prices for B99B 100 were lower than conventional diesel in
the Midwest and New England by $.16 and $.12 per gallon, respectively. On average across the nation, the price ofB99B100 is about
$.89 per gallon higher than the price of conventional diesel.
The map to the right illustrates price differentials
between high -level biodiesel blends and regular
diesel on a per -gallon basis, based on differentials
between biodiesel and diesel prices for each state
(as opposed to the regional averages illustrated in
Table 10). In this map, negative numbers represent
prices for these blends that are lower than diesel,
and positive numbers represent prices for these
blends that are higher than diesel. States not
highlighted with a color did not have any high -
level biodiesel blend data points in the current
report. Where data was available for this report,
prices for 1199/13100 (per gallon) were most
favorable in Hawaii, Maine, Missouri, Rhode
Island, Vermont, Washington and Wisconsin
Tech Note. BI00 contains about 10% less energy
(BTUs) per volume than diesel. The appendix at -g
the end of this report provides conversion factors fo n99B1W
for calculating BI00 prices on a GGE and DGE �
basis. vr�re oirrzron"
Reloesc m Di�cl
al I
Page 11
Clean Cities Alternative Fuel Price Report April 2015
COMPARISON OF PRICES OF THIS REPORT VERSUS LAST REPORT
Table 11, below, summarizes the average prices submitted for this report by region, and compares them to prices submitted for the
Price Report from January, 2015. It should be noted that a portion of the price changes could be attributed to differing sample sizes
and locations between the two reports.
Table 11. Comparison of Prices, Last Price Report versus Current Price Report
Gasoline ($ rergallae)
NadonalAedna,
$2.42
$2.30
501215%
New England
$2.50
$2.64
($0.14)/(5 %)
Central Atlantic
$2.39
$2.38
$0.01
Lower Atlantic
$2.35
$2.34
$0.01/0%
Midwest
$2.24
$1.98
$0.26/13%
Gulf Coast
$2.20
$1.90
$0.30/16%
Rocky Mountain
$2.27
$150
(So.23)/(9 %)
West Coast
$2.91
$2.58
$0.33/13%
Diesel is per gallon)
NationalAlterage
$2.88
$3.06
($0.18)/(6 %)
New England
$329
$3.34
($0.05) /(1 %)
Central Atlantic
$2.97
$3.00
($0.03) /(1%)
Lower Atlantic
$2.81
$3.06
($0.25)/(8 %)
Midwest
$2.65
$2.99
($0.34)/(11 %)
Gulf Coast
$2.64
$2.91
($0.27)/(9%(
Rocky Mountain
$2.T3
$2.96
($0.24)/(8 %)
West Coast
$3.03
$3.18
($0.15) /(5 %)
Compressed Natural Gas ($ per GGE)
National AVemge
$2.09
$2.11
($0.@)81 %)
New England
$2.52
$2.58
(50.06)/(2 %)
Central Atlantic
$2.08
$2.10
($0.02)/(1 %)
Lower Atlantic
$1.86
$2.08
($0.22)/(11 %)
Midwest
$2.10
$2.11
(50.01) /0%
Gulf Coast
$1.99
$1.99
$0 /0%
Rocky Mountain
$1.87
$1.87
$0/0%
West Coast
$233
$2.28
$0.05/2%
Ethanol(ERS) is per gallon)
NaNanalAvemge
$213
$2.11
($0.08)1(4 %)
New England
$2.69
$2.82
($0.13)/(5 %)
Centel Atlantic
$2.45
$2.60
($0.15) /(6 %)
Lower Atlantic
$2.17
$2.24
($0.07) /(3 %)
Midwest
$1.92
$1.90
$0.02/1%
Gulf Coast
$1.91
$2.02
($0.11)/(5 %)
Rocky Mountain
$1.96
$2.23
($0.27)/(12 %)
West Coast
$2.56
$2.54
$0.02 /1%
Page 12
Clean Cities Alternative Fuel Price Report April 2015
Table 11. Comparison of Prices, last Price Report versus Current Price
Propane ($ pergallonJ
NationalAVerage
$293
$292
$0.01/0%
New England
$3.12
$3.D6
$006/2%
Central Atlantic
$2.85
$2.94
($0.09) / (3 %)
Lower Atlantic
$2.97
$290
$0.0712%
Midwest
$264
$2.78
($0.14)/(5 %)
Gulf Coast
$2.86
$2.84
$002/1%
Rocky Mountain
$3.11
$2.88
$023/8%
West Coast
$2.99
$3.06
($0.07(/(2 %)
Riodiesel(820)($ per gallon)
NotionalAvemge
$2.92
$3.18
($0.26)/(8 %)
New England
$3.14
$3.64
($0.50(/(14 %)
Cemral Atlantic
$2.81
$3.09
($0.28)/(9 %)
Lower Atlantic
$2.94
$3.16
($0.22)/(7 %)
Midwest
$2.79
$3.04
($0.25)/(9%)
Gulf Coast
$2.82
$3.06
($024)/(8 %)
Rocky Mountain
$2.96
$333
($0.37)/(11 %)
West Coast
$3.02
$3.23
($0.21)/(7 %)
eiodiesel(899 /8300)($ per gallon)
Notional Average
$3.77
$0.02
($0.25)1(6 %)
NewEngland
$3.17
$335
($0.28)/(8%)
central Atlantic
$5.92
$5.57
$0.35/5%
Lower Atlantic
$179
$3.92
($0.13)/(3 %)
Midwest
$2.49
$2.60
($0.11) /(4 %)
Gulf Coast
$2.91
$3.34
($0.43)/(13 %)
Rocky Mountain
$3.68
$3.60
$0.08/2%
West Coast
$3.81
$409
($0.28)/(7 %)
Page 13
Clean Cities Alternative Fuel Price Report April 2015
COMPARISON OF PRICES BY REGION FOR PUBLIC AND PRIVATE REFUELING STATIONS
Table 12, below, summarizes the comparison of fuel prices included in this report, separated into averages for privately -owned
stations or stations available only to selected fleets (private refueling stations) and stations open to the public (public refueling
stations). Private fleet fueling stations can typically negotiate prices lower than retail public stations, if they are willing to commit to
purchasing large quantities of fuel over an extended period of time. However, private fleet pricing can sometimes be higher than retail
public stations if there are unusual circumstances (remote locations, sites that use very small quantities of fuel, or special contracts
where unique billing, accounting, or fleet service management fees are rofled into the price of the fuel).
As with the other prices in this report, all of these averages are prices with state and federal taxes included, using the protocols
outlined at the beginning of this document.
Table 12.
Gc,chr,($ 19.11.,)
NaNOnalAvemge
$2.52
$2.41
New England
$239
5250
Central Atlantic
$2.43
$2.38
Lower Atlantic
$2.32
$2.35
Midwest
$2.N
$2.23
Gulf Coast
$ -.-
$2.20
Rocky Mountain
$2.20
$2.27
West Coast
$175
$2.93
Diesel ($1,11cn)
Noden ffAwyage
$2.81
$2.88
New England
$3.34
$3.29
Central Atlantic
$2.81
$3.04
Lower Atlantic
$2.74
$2.82
Midwest
$146
$2.65
Gulf Coast
$-
$2.64
Rocky Mountain
$2.25
$2.13
West Coast
$3.01
$3.03
Natural Gas (CNG)($1GGE)
N.aoaolAvemge
$logs
$2.11
New England
$2.28
$256
Central A9lanbc
$1.84
$124
Lower Atlantic
$0.98
$1.93
Midwest
$2.14
$2.09
Gulf Coast
$1.59
$2.03
Rocky Mountain
$1.21
$1.92
West Coast
$2.01
$2.39
ENanol(E85)($ /galloo)
NotlonalAvemge
$2.41 -
$2.11
New England
$ -: -
$2.69
central Atlantic
$2.60
$2.43
Lower Atlantic
$2.16
$2.17
Midwest
$2.23
$1.89
Gulf Coast
$2.69
$1.89
Rocky Mountain
$1.80
$1.96
West Coast
$2.52
$2.56
Proponcl$1gollon)
NagonalAverage
$1%
$3.02
New England
$2.62
$3.19
Central Atlantic
$1.T2
$3.23
Lower Atlantic
$2.45
$2.98
Midwest
$1.63
$2.71
Gulf Coast
$1.39
$3.05
Rocky Mountain
$1.%
$3.14
West Coast
$2.57
$103
Page 14
Clean Cities Alternative Fuel Price Report
Table 12.
Blodfesel(B20)($ /gallon) NationalAw,mge
$2.80
$2.95
New England
$3.04
$321
Central Atlantic
$113
$3.01
Lower Atlantic
$146
$3.00
Midwest
$2.61
$2.80
Gulf Coast
$3.51
$2.74
Rocky Mountain
$—.—
$2.96
West Coast
$194
$3.05
Biodiesel (89519100) ($Igalb) NadanalAVe age
$3.8$
$3.16
New England
$—.
$3.11
central Atlantic
$-._
$5.92
Lower Atlantic
$—.--
$3.19
Midwest
$144
$2.53
Gulf coast
$3.89
$2.42
RockyM ntain
$ —.—
$3.68
Wert coast
$4.31
$3.13
April 2015
Page 15
Clean Cities Alternative Fuel Price Report April 2015
HISTORICAL ALTERNATIVE FUEL PRICES FROM PREVIOUS REPORTS
The graphs on this page illustrate the historical prices for the alternative fuels included in these reports (specifically natural gas,
Propane, ethanol (E85), and biodiesel) relative to gasoline and diesel. These graphs include prices submitted as part of the current
Price Report activity, which began in September 2005. Natural gas (in GGE), propane, and ethanol (E85) have been graphed against
gasoline prices, while natural gas (in DGE) and biodiesel have been graphed against diesel prices.
$4.00
a $3.50
0
M
W
n
a
V
n $1.50
$1.00
$5.00
$4.50
C
O $4.01)
N
y $3.50
n
d
$3.00
n
$2.50
$2.00
$1.50
00004 u,e a 999999999999ooaooi� -ti n..rvi
,000000000q
9-990000000 "-V0. .+...+nnrvnmm�nmaovain�n
4 °4 0004 4 .°q`........ y k. t; ...y...+.ij4.....r.....+
90-"304`304` - Gq` 3Gq`5 G q< 5u q "3G q`- ''gn:o q`
Gasoline -WNatural Gas(GGE) S Propane -*-Ethanol (051
Diesel -WNatural Gas(DGE) - BiodieselEN)
YBiodiesel D2/B5) —Biodiesel(BBB /B100)
AQ
Page 16
Clean Cities Alternative Fuel Price Report
ILLUSTRATION OF CONVERSION FACTORS FOR FUELS
The standard lower heating values for fuels from the Transportation Energy Data Book Edition 33 are listed below.
April 2015
lower Heating Value
1.00
Ethanol (E85)
1.30
Gasoline (ED) 115'00 BTU /gal
1.37
Bladiesel(B20)
0.90
Gasoline(EW) 114,300 BTU /gal10
0.%
Diesel 128,700 BTU /gal
Compressed Natural Gas 314,300 BTU /GGE'
Ethanol 75,700 BTU /gal
Propane 83,5011 BTU /gal
Biodiesel 117,100 BTU /gal
CostofAhemative Fuel
Conversion FadorforCost
CostperGGElorFud ;
azAeported
Conversion factors to establish prices in dollars per
gasoline gallon equivalent (GGE) are listed below, and
were developed using the lower heating values outlined
above. The conversion factors are derived in the
DOUG
DDLM
manner shown in the graphic to the right.
' pdN
IawY;
GAUONOF.g1194e@fsEfLFl i
i „gP8
� � WUONOF WSOUNE
In the case of CNG, prices are provided to as in GGE,
so no conversion is necessary (the representative
fjNI01tOFAn801XG4EfLfl
heating value of CNG is provided above as a
reference).
.......................
-
...------------- .............
! -----------------------
roue.Nr,wrdard,,,teanautrrrmol , e
SaayoynParw,adrmaBrmw
Conversion to GGE
To convert the price ofan alternative fuel from dollars per gallon to dollars per GGE, multiply the price per gallon of the alternative
fuel by the conversion factor below.
Conversionfacterto
GGE
CNG
1.00
Ethanol (E85)
1.30
Propane
1.37
Bladiesel(B20)
0.90
Biodiesel(B100)
0.%
Conversion to DGE
Conversion factors to establish prices in dollars per diesel gallon equivalent (DGE) are listed below, and were developed using the
lower heating values outlined above. To convert the price of an alternative fuel from dollars per gallon to dollars per DGE, multiply
the price per gallon of the alternative fuel by the conversion factor below.
Conversion factor to
DGE
CNG (in GGE)
1.13
Ethanol (EM)
1.47
Propane
154
Biodiesel(B20)
1.02
Biodiesdl(B100)
1.10
IB According to the National Renewable Energy Laboratory (NREL) Alternative Fuels Data Center, the energy content of common
gasoline baseline references (E0, E10 and indolene) varies between 112,114 and 116,090 Btu/gal. We chose 114,300 Btu/gaL for the
E10 energy content, consistent with the Transportation Energy Data Book (TEDB) energy content of CNG, in GGEs. See footnote 11.
n (5.66lbs. of CNG /GGE) x (20,200 BTU /Ib.) = 114,332; rounded to 114,300.
Page 17
Clean Cities Alternative Fuel Price Report April 2015
ACKNOWLEDGEMENTS
The authors would like to acknowledge all of the contributors from the Clean Cities community who have provided prices for this
report; we sincerely appreciate your continued dedication to the success of this report. The authors would also like to acknowledge the
continued support of DOE for developing this report.
WOULD YOU LIKE TO PARTICIPATE?
If you would like to provide prices for alternative fuels in your region and be part of the data collection effort for this report, or if you
have any questions, please contact:
U.S. DOE, Clean Cities
FE-3V
1000 Independence Avenue, SW
Washington, D.C. 20585
Phone: (202) 5866459
afpr @nwttecILwm
DISCLAINIER
This document highlights work sponsored by agencies of the U.S. Government. Neither the U.S. Government not any agency thereo t
nor any of their employees, makes any warranty, express or implied, or assumes any legal liability or responsibility for the accuracy,
completeness, or usefulness of any information, apparatus, product, or process disclosed, or represents that its use would not infringe
privately owned rights. Reference herein to any specific commercial product, process, or service by trade name, trademark
manufacturer, or otherwise does not necessarily constitute or imply its endorsement, recommendation, or favoring by the U.S.
Government or any agency thereof The views and opinions of authors expressed herein do not necessarily state or reflect those of the
U.S. Government or any agency thereof.
Page 19
7/152015 PrOparevsGasoline- PriceRaleafChapJsCanWison - IndexMundi Attachment R
Propane Daily Price
0.40
Mont Belvieu, TX Propane Spot Price FOS, US$ per gallon
As of. Monday, July 6, 2015
Bounce: US Energy Information Administration
Propane vs Gasoline - Price Rate of Change Comparison
songs 6m 1Y 5Y 10Y 16Y 20Y 25Y 20y C .Wibm wirowint 0.520670
Rate of Change Comparison
F22-
ow d �JC}1JY` _ V
-sow, .. ..... .. ...
-6fi%
o Gamtlne � Propane
Description: Monthly comparison between the rate of change in the price of Propane versus the rate of change in the price of
Gasoline
Currency: usomar f
Compare to:: ca,m Indicator. Rate of Change Price Ratio
Source: Energy Information Administration
See also: Energy production and consumption statistics
See also: Top commodity suppliers
See also: Commodities glossary - Definitions of terns used in commodity trading
Month
Propane Price (US Dollars per
Gasoline Price (US Dollars per
Propane
Gasoline
Propane / Gasoline Price
Gallon)
Gallon)
ROC
ROC
Ratio
Jun
2010
1.04
2.01
-
0.5149
Jul
2010
1.01
2.00
-2.60%
-0.94%
0.5063
Aug
2010
1.07
1.94
6.14%
-2.61 %
0.5517
Sep
201D
1.13
1.97
5.60%
1.34%
0.5749
2010
1.23
2.16
9.01%
9.90%
0.5702
hUPYw .irdexmurd. can / commodities.! mmmodhy- pcpane&m = HOBCammWty =g dim in
7115 5 Rop"w Gasdlna- Rion Rate d Change Canparism -lM MU
Nm
1.25
2.241
1.62 %
3.70 %!
0.5588
2010
Dec
1.30
2.39-
3.35%
6.46%
0.5425
2010
Jan
1.35
2,45
4.01%
2.47%
0.6507
2011
Feb
1.38
256
2.30%
4.49%
0.5391
2011
Mar
1.40
2.64
1.31%
10.95%
Q4922
2011
1.45
3.18
4.08%
11.98%
0.4675
2Apr
May
1 552
3.02
4.61%
4.85 %
0.5030
2011
Jun
1.52
2.84
-0.07%
-6.25%
0.5362
2011
Jul
1.53
3,02
0.53%
6.56%
0.5058
2011
Aug
284
000 %
-6.16%
6
0.5390
2011
.53
Sep
1.56
2.77
209 %
-2.36%
0.5636
2011
Oct
1.47
277
-5.64%
0.14%
0.5310
2011
Nov
1.46
263
-0.95%
-6.16%
0.5546
2011
Dec
1.40
2.63
-4.32%
0.19%
0.5296
2011
Jan
1.29
2.82
-7.24%
7.18%
0.4594
2012
Feb
1.22
3.04
-5.72%
7.83%
0.4008
2012
Mar
126
3.17
3.36%
4.04%
0.3982
2012
Apr
1.20
3.21
-5.15%
1.23%
0.3731
2012
May
95
2.881
-20.23%
-10.26%
0.3316
2012
Jun
.79
2.601
-17.40%
-9.56%
0.3028
2012
Jul
.88
2.751
11.04%
5.61%
0.3184
2012
Aug
.90
02
3.09 %
10.01 %
0.2984
2012
Sep
91
327
1.00%
8.17%
0.2786
2012
Oct
.96
98
5.60%
-9.02%
0.3234
2012
Nm
.89
282
-7.48%
6.31 %
0.3159
2012
Dec
.80
2
73
-10.45%
-119%
0.2923
2012
Jan
2.85
5.14%
4.58%
0.2938
2013
.84
Feb
.�
3.05
2.86%
7.05%
0.2823
2013
Mar
89
2.91
3.48%
4.55%
0.3061
2013
httplA .iM und.mmlc modfiesrhvnmWity= propareBmm =608 n modtm9tedim M
71152015 Ropsrevs Gasdice- Rice Rale d Change Compariaan- IrdedWuno
Apr
.94
2.71
5.27%
-7.14%
0.3470
2013
May
93
2.74
-0.75%
1.33%
0.3399
2013
Jun
2.74
-7.40%
-0,07%
0.3150
2013
.86
Jul
2.92
6.60%
6.72%
0.3146
2013
.92
Aug
1.06
2.93
15.33%
0.31 %
0.3617
2013
Sep
1.11
2.80
4.34%
-4.64%
0.3958
2013
Oct
1.14
2.69
2.62%
-4.00%
0.4231
2013
Nov
1.18
2.67
3.96%
-0.45%
0.4418
2013
Dec
1.28
2.74
7.96%
2,36%
0.4660
2013
Jan
1.40
2.67
9.41 %
-2.34%
0.5221
2014
Feb
1.44
2.80
3.44%
4.64%
0.5161
2014
Mar
1.06
2.75
-26.26%
-1,50%
0.3863
2014
Apr
1.10
2.90
3.48%
5.16%
0.3802
2014
May
1.04
- 2.56
-5.27%
-1.17%
0.3644
2014
Jun
1.05
2.90
0.29%
1.19%
0.3612
2014
Jul
1.134
2.80
-0.96%
-3.25%
0.3697
2014
Aug
1.02
2.71
-1.74 %
-3.46%
0.3763
2014
Sep
1.06
2.72
4.32%
0.59%
0.3903
2014
Oct
2.40
-11.86%
-11.87%
0.3903
2014
.94
Nov
2.17
-14.32%
-9.67%
0.3703
014
.80
Dec
1.68
-30.42%
-22.30%
0.3316
2014
.56
Jan
1.36
-14.34%
- 18.95 %
0.3504
2015
.48
Feb
57
1.61
19.87%
17.82%
0.35W
2015
Mar
.54
1.64
.6.41%
2.30%
0.3297
2015
Apr
.55
1.79
1.11 %
9.06%
0.3056
2015
May
47
1.94
-14.23%
8.09%
0.2425
2015
Jun
.39
2.01
-17.66%
3.46%
0.1930
2015
Related Nava
News headlines are only available to registered users. Registration is free and only takes a moment. Login to read the headlines.
hItlJAVww.irdmmvtli. cam /carnmadtleeRCarnmdfity= propane BmaMYe= 60&cammodtt- gvadiro 3I3
71152015 Nature! Gas ys Gasdim- Prim Rals of Change Canperison- IMexMaid
Natural Gas vs Gasoline - Price Rafe of Change Comparison
RaW am I By 10y 15y 20y 25y soy
oozs7o
Description: Monthly campanson between the rate of change in the price of Natural Gas versus the rate of change in the price of
Gasoline
C urency: "us mrar
Compare to: c..00re Indicator: Rate of Change Price Ratio
Source: International Monetary Fund
See also: Energy production and consumption statistics
See also: Top commodity suppliers
See also: Commodities glossary - Definitions of terns used in commodity trading
Month
Natural Gas Price (US Dollars per Million
Gasoline Price (US
Natural
Rate of Change Comparison
Natural Gas I Gasoline
Metric British Thermal Unitl
Dollars per Gallon)
66%
ROC
Price Ratio
Jun
2010
4.80
- 2.01
-
2.3833
Jul
2010
4.63
2.00
-3.54%
-0.94%
2.3208
Aug
2010
4.31
1.94
-6.91%
94%
2.2182
Sep
2010
3.89
1.97
-9.74%
1.34%
1.9756
Oct
2010
3.43
72%
-11,83%
9.90 %
1.5850
Nov
2010
3.71
2.24
8.16%
3.70%
1.6533
Dec
2010
4.25
2.39
14.56%
6.46%
1.7790
Jan
2011
4.49
2.45
5.65%
-22%
1.8342
Feb
2011
4.09
2.56
-8.91 %
4.49%
1.5989
04%
o Gasoline :� Natural Gas
L
Description: Monthly campanson between the rate of change in the price of Natural Gas versus the rate of change in the price of
Gasoline
C urency: "us mrar
Compare to: c..00re Indicator: Rate of Change Price Ratio
Source: International Monetary Fund
See also: Energy production and consumption statistics
See also: Top commodity suppliers
See also: Commodities glossary - Definitions of terns used in commodity trading
Month
Natural Gas Price (US Dollars per Million
Gasoline Price (US
Natural
Gasoline
Natural Gas I Gasoline
Metric British Thermal Unitl
Dollars per Gallon)
Gas ROC
ROC
Price Ratio
Jun
2010
4.80
- 2.01
-
2.3833
Jul
2010
4.63
2.00
-3.54%
-0.94%
2.3208
Aug
2010
4.31
1.94
-6.91%
-2.61 %
2.2182
Sep
2010
3.89
1.97
-9.74%
1.34%
1.9756
Oct
2010
3.43
2.16
-11,83%
9.90 %
1.5850
Nov
2010
3.71
2.24
8.16%
3.70%
1.6533
Dec
2010
4.25
2.39
14.56%
6.46%
1.7790
Jan
2011
4.49
2.45
5.65%
2.47%
1.8342
Feb
2011
4.09
2.56
-8.91 %
4.49%
1.5989
h6pllwww.intlexmutli. can/ cammoNUeNlcnnmplity= reWral- gasBmmlhs= 808mmmodiy= geadim 1/J
7 /1 5 2 111 5 Na al GaavaG dine - Ihl. Ndeac5an9eC.Wis. -Ir MUtll
h1y9Finvw. iritlavnui3. com/ arnmaltlec/ 7cwnmoNy= rehral- gaBmaNhs= fi08canmatiry= 9asdine 2/3
3.97!
2.84
-2.93%
10.95%
1.3989
2011
- --
4.24
1 - -- 3.18
6.80%
11.98%
1.3342
2011r
May
- - 4.31
_
3.02
1.65%
-4.85%
1.4253
20111
Jun
4.54
2.84
6.34%
-6.25%
1.6014
2011
Jul
4.42
3.02
-2.64%
6.56%
1.4631
2011
Aug
4.05
2.84
.37 %
-6.16%
1.4286
20111
Sep
3.89
2.77
-3.95%
-2.36%
1.4053
2011
Oct
3.56
2.77
8.48 %
0.14%
1.2843
2011
Nw
3.26
2.63
-8.43%
-5.16%
1.2,400
2011
Dec
3.16
2.63
8.07 %
0.19%
1.1997
2011
Jan
2.67
2.82
-15.51%
7.18%
0.9758
2012
Feb
2.53
3.04
-5.24%
7.83%
0.8311
2012
Mar
2.16
- 3.17
-14.62%
4.04%
0.6820
2012
Apr
1.95
3.21
-9.72%
1.23%
0.6082
2012
May
2.43
2.88
24.62%
-10.26%
0.8446
2012
Jun
2.45
2.60
0.82%
-9.56%
0.9416
2012
Jul
Z96
2.75
20.82%
5.61%
1.0771
2012
Aug
2.84
3.02
4.05%
10.01 %
0.9395
2012
Sep
2.85
3.27
0.35%
8.17 %
0.8716
2012
Oct
3.32
2.98
16.49%
-9.02%
1.1160
2012
Noy
3.54
2.82
6.63%
8.31 %
1.2567
2012
Dec
3.34
2.73
.5.65%
-3.19%
1.2248
2012
Jan
3.33
2.85
0.30%
4.58%
1.1676
2013
Feb
3.33
3.05
0.00%
7.05%
1.0907
2013
Mar
3.80
2.91
14.11%
-4.55%
1.3040
2013
Apr
4.17
2.71
9.74%
-7.14%
1.5410
2013
M
4.04
2.74
1 .12 %
3
1.33%
1.4734
2013
Jun
3.83
2.74
-5.20%
-0.07%
1.3978
2013
Jul
3.62
2.92
.5.48%
6.72%
1.2380
2013
i
h1y9Finvw. iritlavnui3. com/ arnmaltlec/ 7cwnmoNy= rehral- gaBmaNhs= fi08canmatiry= 9asdine 2/3
7/15'015 Nalu d Gas vs Gasoline - Price Rate of Charge Conparison- IndecMmdi
Aug
3.43
2.93
-5.25%
0.31 %
1.1695
2013
Sep
2013
3.62
2.80
5.54 %
-0.64 %
1.2942
Oct
2013
3.67
2.69
1.38 %
-0.00 %
1.3669
Nov
2013
3.62
2.67
-1.36 %
-0.45 %
1.3543
Dec
2013
4.24
2.74
17.13%
236%
1.5497
Jan
2014
4.70
2.67
10.85%
-2.34%
1.7590
Feb
2014
5.98
2.80
27.23%
4.64%
2.1388
Mar
2014
4,88
2.75
-18.39%
-1.50%
17720
Apr
2014
4.63
2.90
-8.12%
5.16%
1.5988
May
2014
4.56
2.86
-1.51 'AT-1
17 %
1.5933
Jun
2014
4.57
290
0.22 %
1.19%
1.5780
Jul
2014
4.01
2.80
- 12.25 %
3.25 %
1.4311
Aug
2014
3.89
2.71
-2.99%
-3.46%
1.4381
Sep
2014
3.92
2.72
0.77%
0.59%
1.4406
Oct
2014
3.77
2.40
3.83 %
-11.87%
1.5721
Nov
2014
4.10
217
8.75 %
3.67 %
1.8929
Dec
2014
3.43
1.68
-16.34%
-22.30%
2.0380
Jan
2015
2.97
1.36
-13.41 %
-18.95 %
2.1774
Feb
2015
2.85
1.61
-4.04%
17.82%
1.7735
Mar
2015
2.80
1.64
-1.75%
2.30%
1.7032
Apr
2015
2.58
1.79
-7.86%
9.06%
1.4389
May
2015
2.84
1.94
10.08%
6.09%
1.4654
Jun
2015
2.77
2.01
-2.46%
3.46%
1.3815
Top Companies
Gazprom
Website: htip: //www.g=pmm.coM
Location: Moscow, Russia
Estimated Production: 540 billion cubic maters (RCM) per year
Related News
News headlines are only available to registered users. Registration is free and only takes a moment. Login to read the headlines .
http: /Mww.indexm undi.com/com mantes mmWiry= natural -gas ond = 60&com modit gasoline
3'3
Attachment S
CastarNa EnvbpnMMmal Prn)estiL Agmry
ROUSH INDUSTRIES INC. EM ii- VEOHDER M944A058
82 Air Resources Board Now On�RMad Hary -Duty Engines
Pursuant to the authority vested in the Air Resources Board by Health and Safety Code Division 26, Part 5, Chapter 2;
and pursuant to the authority vested in the undersigned by Health and Safety Code Sections 39515 and 39516 and
Executive Order 0-14 -012;
IT IS ORDERED AND RESOLVED: The engine and emission control systems produced by the manufacturer are certified
as described below for use in on -road motor vehicles with a manufacturer's GVWR over 14,000 pounds. Production
engines shall be in all material respects the same as those for which certification is granted.
YEAR ENGINE FAMILY
ENSUE
FUEL TYPE
STANDARDS
SERVICE
J
ECS 6 SPECIAL FEATURES
6
DIAGNOSTIC
glbhp -hr
FTP SET
..
PRDCEip
LHDO
LPG
ryyC, H02S, 2AFS, SFI
EMDi
2015
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6.8
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PRIMARY ENGINE'S Ku� A
EMISSIONS CONTROL ADDITIONAL IDLE EMISSION$ CONTROL
N/A N/A
ENGINE ut I ENGINE MODELS I CODES (MW pawx, In bp)
6.6 E450 Incomplete FFE418NR5, FFE41 WIFE FM41 ANR5, FFE41AMR5. FFE41 Lhi FFE41 LMR5(305 for all codes)
-Mi epl*, O; =gm. —EN Mine. 13 GCR I -1 se 13 CWftnle dRpumune. ry{ aa..ec•ia. nW a hal eximonc sec4m N.
ro.
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cpm l]CCR 1956 a(aN6)DI; EvempF- eumpleO pa IJ LCR I9` b .n(aN6)91abr LNG1NGIUel syalelnl WA =nd appliuGle (e 6. O!loen0in[aM M.IG[),
EMOynpme mandacWrw Oi�mmicgWm, Oaty'nl P /Ie'A.II /perM1el /peNaI wI011m /andavtl Elapmapq _.. (20IIdl30)
Following are 1) the FTP exhaust emission standards, or family emission limit(s) as applicable, under 13 CCR 1956.6;
2) the SET and NTE limits under the applicable California exhaust emission standards and test procedures for heavy -
duty diesel engines and vehicles (Test Procedures); and 3) the corresponding certification levels, for this engine family.
"Diesel" CO, SET and NTE certification compliance may have been demonstrated by the manufacturer as provided
under the applicable Test Procedures in lieu of testing. (For f lexible -and dual - fueled engines, the CERT values in bracketed are those
When tested onfom,emional test fuel. For multi - fueled engines, the STD and CENT values for default Operation permitted in 13 CCR 1955b6.8 are in
parentheses.),
In
NMHC
NOz
NMHOINOa
CO
PM
HCHO
glbhp -hr
FTP SET
FTP SE i
FTP SET
fTP SET
FM SET
FTP
SET
STD
0.14
0.20
I 1 144
001
001
DIRT
0.14
0.09
1 6.5
0.006
0.01
NTE
pMPAnOrans Portrake hwwpwmNOUr, FTPSHeeI Tesl PIarOUre', SET= SUPolammlpl tmaegna 4aplq; NFFNdJaEV[BM enisalm IImM1 STD•[IeMaO oraninlw.le[I cy,
PELYanil em WilmeOO�ler &; NMNGNC•mnmelbnuT OwNSINDVwni4csdri n'LO•mL- r.mwovlJe', PY= Imlm[nvller', M<NO =Immal
BE IT FURTHER RESOLVED: For the listed engine models the manufacturer has submitted the materials to demonstrate
certification compliance with 13 CCR 1965 (emission control labels), 13 CCR 2035 at seq. (emission control warranty) and
13 CCR 1971.1 (on -board diagnostic)
Engines certified under this Executive Order must conform to all applicable California emission regulations,
The Bureau of Automotive Repair will be notified by copy of this Executive Order.
Executed at El Monte, California on this day of April 2015.
Annette Hebert, Chie
I-
CX,__Emissions Compliance, Automotive Regulations and Science Division
Callfeni. Envnnlrlenpl PnneC Agency LAND[ REN20 USA EXECUTIVE ORDER A400 41018
MAIrPosouram Bownd I I New OnAcad Ieav r -0uly Engines
Pursuant to the author M1dyy vested in the Air Resources Board by Health and Safety Code Division 26, Part 5, Chapter 2;
and pursuant to the autfiority vested in the undersigned by Health and Safety Code Sections 39515 and 39516 and
Executive Order G- 14 -012;
IT IS ORDERED AND RESOLVED: The engine and ennimion Control systems produced by the manufacturer are certified
as described below for use in on -road motor vehicles with a manufacturer's GVWR over 14,000 pounds. Production
engines shall be in all material respects the same as those for which certification is granted.
NOVEL ENGINE FAMILY
gltEghl
FUEL TYPEI
STANEWS
aEW'11j
ECSa EFECMLFEATURES
DIAGNOSTIC'
g @hp-hf
Fns
PROCEDURE
CUSS
CNG
SFI, H02S, TNC. 2AF5
ENO.
SET
F- SET
FTP SET
sTD
MIS FIDREDS8310
6.8
0.20
Otto
HDO
14.4
RY 111 1
0.01 '
EMISSIONS CONTROL
ADDOOD"L IDLE EMISSIONS CONTROL'
N/A
N A
ENGINE Iq ENGINE MODELS I CODES (ra dd pernq In hp)
6.8 E4501ncanple[e / DE418NO5, DE41SM06, (224 he all wiles)
sd ygluEY; a ea —aft 2Ey; 1e- RI 13. ..I. C. ul p,Itlum, 9eNmrya.LFR 16=gead, ..I F. plalim1..-
( liM, Yp--ryaaC, sanY,d✓di, ...
DNGLNG,aaaadidanhad nMNpaai LW= IIWeXeEpeY.Eae: EFS -0EXManWMI', MF= rturyl(utlak. e. aF =dla. DF =OUL M1eI', FF =Ilutla tW;
v VMM XDP- iipbheeiumNervYMTyddy Oiul; Ge =u2n de-; XDD =Mary
ad qd
Eadi ml'q on wNd YFYm', TWLJ L NMSNO eemrySmrnLYtli BCR.0 I8CRJ1 I I -amron eAllpeadnadan .
w®I.IY*L ort-0erfti.,d ner, 10 dit ndp_aId&r a calf -ad".
Mal dan., smv, MAFtlAFG4,envLa tWrencmw t k 'rve,W nuM> I,ryen aenawY
ra,
dadVl hVpouGrer,
Dis-
Tal 11vonHMSy r.Mmptli SFYYFIxRIEESo nlha NNt.a. co-ed' ma nqa GLUE =Sadao ., Iod.aaevar ai ddadlla,a., Tftdc1,G1
yp llvpMr, CAC =dtlrp. "rccper EMp IEGR {vd,y4pve mswY n /r¢Iea EGR FNNAIR=p.Ieddemvgvy ryatlm; WLan k IOM' hr ECMR(:M-ergma'pwgLain
tmVdmo]uk, EM=enpwnvtlifiallm: 3(pmflalTwallY, IRlaana)Y nnea, AYD%: mmmiaaWMicnmWyal,
EEd =mplre &ula0wnryalmm perl3CCR 1956.8(y18)A)(1) dap= 30ynrNA(pa13CCNOddda„BNC): 448= vJemelwmduam auxiliarypawr ryvlem; ALT= elferroliremelba
(pe! 3CCR 1456.&a)(GMD).% amyl =eaNnp dwl3CCRlMNa)(5)(6)wmr CNGLNGI gMan,a', WA= ndapp4mde(e p, Oft erryme end vtll'cba):
EYD= n. mmdvw„a1d 03CCRlWn, Da F p fINUIY paEd wINNW OnLaaV Ev
1) the FTP exhaust emission standards, or family emission limit(s) as applicable, under 13 CCR 1956.6;
NTE limits under the applicable California exhaust emission standards and test procedures for heavy -
lines and vehicles (Test Procedures); and 3) the corresponding certificabon levels, for this engine family.
ET and NTE certification compliance may have been demonstrated by the manufacturer as provided
Cable Test Procedures in lieu of testing. (Far flexible- and dual -fuektl engines, the CERT values in brackeN I I are those
nventional test fuel FDr mugHueled engines, the STD and CENT values for default operation permitted in 13 CCR 1958.8 are in
parentheses.).
in
NMHC
NOX
NMHCaNOa
CO
PM
NC1b
g @hp-hf
Fns
SET
FTP
SET
FR SET
I
SET
F- SET
FTP SET
sTD
0.14
0.20
14.4
0.01
0.01 '
CERT
0.003
0.08
2.2
0.002
0.001 '
WE
ypnpllr=Seama par Q'aFe MWP»'dH'ar F1P4KefY TM Ple[We: sEt= wyplamenml vnmslvs 1mti,Y: NrE= xmJOEa¢Mi sro= :mneek m wNd4d, ba1m,1', FE. 1,
pn l'iI CERT= ynifirap ITN; NMNLMPnon Nan NO[ =mlha af,v n;LRrwWS mm�pM;PY= adpJalemaea XLXOYmnaldM
BE IT FURTHER RESOLVED: For the listed engine models the manufacturer has submitted the materials to demonstrate
certification compliance with 13 CCR 1965 (emission control labels), 13 CCR 1971 (engine manufacturer diagnostic),
and 13 CCR 2035 at seq. (emission control warranty).
Engines cerfified under this Executive Order must conform to all applicable California emission regulations.
The Bureau of Automotive Repair will be notified by copy of this Executive Order.
Executed at El Monte, California on this /0 day of January 2015.
9ette Hebert, C� ie
`fissions Compliance, Automotive Regulations and Science Division
aMARr aMe®MreN rMt.m. Annoy =CUdn=,0RDEF=%' %NE
Ill 1RM011l�YM Bowl FORD MOTOR COMPANY NPN On.rm.e Nrrvy -0uy NalorwnlW2
Pursuant to the allthodty vested in the Air Resources Board by Health and Safety Code Division 26, Part 5, Chapter 2;
and pursuant to the authority vested in the undersigned by Health and Safety Code Sections 39515 and 39516 and
Executive Order G- 14 -012;
IT IS ORDERED AND RESOLVED: The following on -road motor vehicles with a manufacturer's GVWR over 14000
pounds are certified as described below. Production vehicles shall be in all material respects the same as those for
which certification is granted
ENGINE DESCRIPTION
E%ECUTNE MODEL
N0.
ENGINE
CO
STANDARDS INTENDED
HCHO
MAXUFgLTUREq ODDER VEUt
ENGINE FAMILY
San
FUELTYPE'
{TEST GERM
a" A SPECIAL FE1MUS
DIAGNOSTIC.'
SET
FTF SET
1LI
STD
PROCEDURE CL s
D.26
COMPANY A -016 -06]1 2816
FFN%166.68N'X
6.1
SAW..
Olb N00
]WC, SFl,N@S,2WRN028
OaD (F)
OuDI1m, VG M Alcohol ve211tltl ONY
Y: ?'" -` _ VEHICIEDENCRUNT N,i("
6.16
EVAPORATNE
FUEL TANN
CAPACITY
VEHICLE
MODEL
VENCLE NAKE6
NWEL9
ENGME(L)
. ENGINE MODELS /CODES
6.CM
FAMILY
UL K
1)
IOellonq
YEAR
Yeti poAAr, M hP)
FFMXF0266NAT
160
66,b
2916
FA50
6.8
BUD WearsplIW /DFM6ND6,
- OPMaN06, IS96rar.11ood.n)
mm o e
q,ne rym mi„a: .n• a +, .aW.oD�e .e.., q'a .. -n.. eo ..ra .wlniw, mim ex.
( flare mllee:lgq°neP
G1
0,M"Yllwtll:.
LNGILND= compsMftMNM 0.IwXAy LEG= 6meMEr tld elherNluel',NF- mWliluN ik. aF-y M1N pF -E,ul Ntl; FF =Mtipe Fnl;
HDDegagd dry
' NVN NOD•rpNMVOIwNwery lwvYmIY ONY: D6N2m W; XD,TIwy MYOM:
' ELS•emNMm¢nhtl eMo^:1WgDL`9Yea+MY/D *IQNI.mM.L WU1pK 1°F+'mWmMM19PF�MFN gtiolnel,Im,Ig2MGt6isYeNOgym eenF[k INFLAFB=MnsNAr.
ruMMIIDMwrle.kL. uvvtleMxli2s Mpn 7WRiX)EwIOF cop N)�,NnWITEIthnOe EMy Ml"jnfYn', BFWFl�Fpx,etln,uWmQ 6,N InjNd'm:eq- Q,°tlyrclW
mptll vD9 /Jteyarenu {uNUMLIWDLkIndm.Ye „M QMFFIiryFNN {TG %- OUOLwpr Aerym,LKTUU'pe Mrmiv, EGRxtrmuFl6Fe XnuYNlm1', PARVAWry.,I>ey.wvonryN
pplm:6PLa,MFNM6 CYIPCY- aryl ,NpnMrenmMOI,mSYe,0.1iromoEa. -
f I
EMO en6�e 6apmsLC evebm -. O.gFi IIPI /IfFYWI I pnbl I Drliel wk, (n I m-0avONmoetie _ �tldlAl
Following are: 1) the FTP exhaust emission standards or family emission limit(s) as applicable under 13 CCR 1956.1
(urban bus) or 13 CCR 1956.6 (other than urban bus); 2) the SET and NTE limits under the applicable California exhaust
emission standards and test procedures for heavy -duty diesel englnes and vehicles (Test Procedures); and 3) the
corresponding certification levels, in g /bhp -hr, for this engine family. "Diesel° CO, SET and NTE cergfication
compliance may have been demonstrated by the manufacturer as provided under the applicable Test Procedures in lieu
of testing. (For flexible- and dual-fueled engines, the CERT values in brackets[ I are those when uUUMG on conventional test fuel. For mufti- fueled
engines, tFa STD and CERT values for default operation permitted in 13 CCR 1955.1 or 13 CCR Issas are In perentlenes.)
IESOLVED: For the listed vehicle models the manufacturer has submitted the materials to demonstrate
diance with 13 CCR 1965 (emission control labels), 13 CCR 1971.1 (on- board diagnostic, full or partial
,CR 1976 b)(,1)(F) (evaporative emission standards), 13 CCR 2035 at seq. (emission control
I CCR 223 (fll pipes and openings of motor vehicle fuel tanks). (The braces ( ) are for gasoline, LPG
vehicles only. The brackets [ I are for gasoline or alcohol fueled vehicles only.)
Vehicles certified under this Executive Order must conform to all applicable California emission regulations.
The Bureau of Automotive Repair will be notified by copy of this Executive Order.
Executed at El Monte, California on this Z day of December 2014.
Annette Hebert, Chief
Emissions Compliance, Automotive Regulations and Science Division
xMH<
N0.
NMNUNO{
CO
i PM
HCHO
FrP
SET
FTP
SET
FTP
SET
FTP
SET
FTF SET
FTP SET
STD
1 D.1{
D.26
1 {.{
6.61
CERT
6.10
6.16
]A
eno,
6.CM
FEL6nImiA�nlm lmimrtCEM- m,tifiu4Dn l"ff. NMHCMCT�PI�mM4 T NDa= Ne d,N,DaMIryC0.m,Dan —de ia=,An1�5^N esIF XO eYa 4FICq:
IESOLVED: For the listed vehicle models the manufacturer has submitted the materials to demonstrate
diance with 13 CCR 1965 (emission control labels), 13 CCR 1971.1 (on- board diagnostic, full or partial
,CR 1976 b)(,1)(F) (evaporative emission standards), 13 CCR 2035 at seq. (emission control
I CCR 223 (fll pipes and openings of motor vehicle fuel tanks). (The braces ( ) are for gasoline, LPG
vehicles only. The brackets [ I are for gasoline or alcohol fueled vehicles only.)
Vehicles certified under this Executive Order must conform to all applicable California emission regulations.
The Bureau of Automotive Repair will be notified by copy of this Executive Order.
Executed at El Monte, California on this Z day of December 2014.
Annette Hebert, Chief
Emissions Compliance, Automotive Regulations and Science Division