HomeMy WebLinkAboutItem 6f - Authorization to award Transit Operation and Maintenance Services Contract Item 6f
Department: Public Works
Cost Center: 5201
For Agenda of: 4/21/2026
Placement: Consent
Estimated Time: N/A
FROM: Aaron Floyd, Public Works & Utilities Director
Prepared By: Alex Fuchs, Mobility Services Business Manager
SUBJECT: AUTHORIZATION TO AWARD TRANSIT OPERATION AND
MAINTENANCE SERVICES CONTRACT
RECOMMENDATION
1. Authorize the City Manager to award a contract to MV Transportation, Inc. for Transit
Operation and Maintenance Services in a form approved by the City Attorney’s Office;
and
2. Authorize the City Manager to approve contract amendments, provided that the
cumulative value of all such amendments does not exceed 10 percent of the total
contract amount, inclusive of all base term years.
REPORT-IN-BRIEF
This report recommends awarding a new contract (Attachment A) for the operation and
maintenance of San Luis Obispo (SLO) Transit services, as the City’s current agreement
will expire on June 30, 2026, with no remaining extension options. Following a competitive
Request for Proposals (RFP) process beginning in December 2025, proposals were
evaluated based on technical qualifications and cost, with the highest -ranked firms
participating in interviews and submitting Best and Final Offers (BAFOs).
The recommended contractor, MV Transportation, Inc. (MV Transportation) was selected
among six responsive bidders based on overall proposal quality, experience,
responsiveness, and cost. See Attachment B for a copy of MV Transportation proposal.
The proposed contract incorporates updated operating costs, including recently adopted
wage increases under a new collective bargaining agreement with the Teamsters Local
Union No. 986, and supports implementation of select Short-Range Transit Plan (SRTP)
service change recommendations. Funding for the contract will be provided through a
combination of local and federal sources and, if approved, will be included in the City’s
FY 2026-27 Supplemental Budget.
POLICY CONTEXT
On May 17, 2022, Council approved a Purchasing Policy Update to the Financial
Management Manual, requiring Council authorization for professional services contracts
of $150,000 or more. As the Transit Fund budgets for and expends more than $5 million
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Item 6f
dollars annually on contracted operation and maintenance services and all proposals
submitted in response to the Request for Proposals (RFP) far exceed $150,000 for the
life of the proposed contract term, Council approval is required to award a new contract
for these services.
DISCUSSION
The City’s public transit service, San Luis Obispo (SLO) Transit, is operated and
maintained through a contract with a private vendor. The current agreement was awarded
on June 14, 2016, and has been extended through subsequent amendments. The current
contract is set to expire on June 30, 2026, and no additional Council-approved term
extension options remain1. To ensure continuity of service and avoid any disruptions, the
City issued a Request for Proposals (RFP) to secure a new contract beginning July 1,
2026. On November 18, 2025, Council authorized the advertisement of the RFP for
qualified vendors to provide SLO Transit’s operation and maintenance services. On
November 20, 2025, the RFP was published and the current contractor was notified.
Table 1 is the schedule and key milestones for this procurement.
Table 1 - Procurement Schedule
Date Milestone
November 18, 2025 Council approves issuance of RFP
November 20, 2025 RFP is published
December 15, 2025 Pre-proposal meeting
January 9, 2026 Questions from prospective Proposers due
February 6, 2026 City responses to questions published
February 20, 2026 Proposals due (3:00 p.m. PT)
February 22 to March 3, 2026 Proposal review and initial screening
March 9 to March 12, 2026 Interviews
March 20, 2026 Best and Final Offers due
April 21, 2026 Council Hearing to approve contract award
April 28, 2026 Agreement executed (projected)
July 1, 2026 Start of service
Responsive Proposers
Proposals were due to the City by Friday, February 20, 2026, at 3:00 p.m. PT. The City
received a total of seven proposals, one of which was deemed non -responsive due to
lack of required cost proposal forms. The other six proposals were deemed responsive
and provided to the Evaluation Committee for evaluation and scoring. The Evaluation
Committee consisted of four internal staff members and one external staff member from
the San Luis Obispo Council of Governments. Table 2 lists the Proposers and the status
of their respective proposals.
1 Council could authorize an extension of the existing agreement on a month-to-month or limited-term basis;
however, the Federal Transit Administration (FTA) procurement guidelines emphasize full and open
competition for these types of services and extended or repeated non-competitive procurements may not
be compliant with federal procurement procedures without sufficient justification.
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Table 2 - List of Proposers
Proposer Status
Coach Bus Leasing (Coach USA) Responsive
Keolis Transit Services Responsive
LAZ Parking California Responsive
MV Transportation Responsive
RATP Dev USA Responsive
RTW Management Non-responsive
Transdev (First Transit) Responsive
Evaluation and Selection Process
This procurement process used a “Best Value” approach as defined by the Federal
Transit Administration (FTA). Best Value is a competitive, negotiated procurement
process in which the award is based on a combination of price and qualitative
considerations, allowing the City to select a proposal that provides the greatest overall
value and is the most advantageous even if it is not the lowest priced.
To achieve Best Value, proposals were evaluated using factors that reflect the service
requirements most important to the City including, but not limited to, operational
approach, maintenance management, experience and qualifications of proposed
personnel, past performance, safety record, and price. Table 3 lists all evaluation criteria
and their respective weights.
Table 3 - Proposal Evaluation Criteria
Evaluation Criteria Weight
Technical Factors
Experience and Qualifications 10%
Operational Approach 20%
Maintenance 20%
Safety and Training 10%
Personnel 20%
Reporting 5%
Cost/Price Factor
Cost Proposal Form 15%
Total 100%
Proposals were evaluated in accordance with the RFP requirements, with scores
assigned to each Technical Factor based on the quality and completeness of the proposal
content. The four highest-ranked firms, Transdev, Keolis Transit, MV Transportation, and
RATP Dev, were subsequently invited to participate in virtual interviews with the
Evaluation Committee. Interviews were conducted between March 9 and March 12, 2026.
Each Proposer was allotted 30 minutes to respond to clarifying questions related to
corporate support, experience with the operation and maintenance of electric vehicles,
bus stop maintenance, and specific cost proposal items. The interviews were qualitative
in nature, and because some questions were tailored to individual Proposers, responses
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Item 6f
were not formally scored.
Best and Final Offer
The RFP required Proposers to submit a base cost proposal for delivery of existing
service levels and an alternate cost proposal that include d the full implementation of the
Short-Range Transit Plan (SRTP) service expansion recommendations. Requiring
Proposers to submit both a base cost proposal and an alternate cost proposal provides
the City with a greater understanding of the cost requirements to fully implement the
SRTP recommendations so that the final contract can align with available funding and
desired service outcomes.
Following the interviews, staff requested Best and Final Offers (BAFO)s from the
Proposers. These updated proposals incorporated certain SRTP service
recommendations including increased Route 4A/4B frequency during the Academic year
and operation of “B” Routes2 on the weekends. The inclusion of these service
recommendations increased the projected vehicle service hours by 13% annually which
is reflected in the updated pricing. Table 4 is a summary of the total annual costs based
on the Best and Final Offers.
Table 4 – Summary of Best and Final Offers
Year One3
(7/1/2026-
6/30/2027)
Year Two
(7/1/2027-
6/30/2028)
Year Three
(7/1/2028-
6/30/2029)
Year Four
(7/1/2029-
6/30/2030)
Keolis Transit $ 6,379,009 $ 6,638,164 $ 7,050,287 $ 7,566,088
MV Transportation $ 5,973,074 $ 5,869,883 $ 6,219,832 $ 6,631,484
RATP Dev4 $ 6,149,077 $ 6,177,143 $ 6,492,335 $ 6,892,393
Transdev $ 5,423,312 $ 5,779,727 $ 6,165,653 $ 6,580,502
The alternate cost proposal also included revisions to Route 2A/B (45-minute headways)
and addition of a new, direct service to Avila Ranch. However, as noted in the SRTP, full
implementation of all recommended service changes would require additional bus bay
capacity. The Downtown Transit Center currently has five bus bays which are fully utilized
at several times throughout the day5. There is a project underway to consider design
alternatives for the Downtown Transit Center that, among other improvements, will add
one to two additional bus bays to support future service expansion. Design for the project
is anticipated to be completed by July 2027 with construction occurring from February
through June 2028.
2 “A” Routes travel clockwise and operate daily while “B” Routes travel counter-clockwise and currently
only run on weekdays.
3 Year One includes one-time Start-up and Transition costs provided by the Proposers
4 RATP Dev’s Best and Final Offer letter stated that maintenance costs, estimated to be $398,485 in Year
One, is not included in the proposal and instead will be billed separately as a pass-through expense. Table
4 does not include these costs in the annual totals.
5 Santa Maria Regional Transit (SMRT) requires limited use of the Downtown Transit Center throughout
the week which is governed by a Memorandum of Understanding that prioritizes City transit vehicles for
bus bay access. When bus bays are fully occupied, SMRT vehicles utilize other on-street locations in
between trips, ensuring no impact to City operations.
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Staff anticipates that additional SRTP service recommendations will be implemented later
in the upcoming contract term, subject to the availability of funding, vehicles, and staffing.
Any future service changes will be coordinated with the selected contractor and
implemented through contract amendments as approved by the appropriate delegated
authority.
Selected Vendor - MV Transportation
While there were multiple qualified proposals to consider with various pros and cons for
each, staff recommends awarding the contract to MV Transportation for transit operation
and maintenance services. This recommendation is based on the totality of the thorough
review and selection process: evaluation and scoring of proposals for overall quality and
completeness, responses to interview questions, cost comparison, and reference checks.
MV Transportation demonstrated the strongest overall alignment with the City’s
operational and service priorities, particularly in its approach to maintaining service
reliability, safety performance, and operational continuity. In addition, their proposal
reflected a strong understanding of key operational challenges and provided strategies
for workforce management, maintenance oversight, and service delivery performance.
Reference checks were consistent with these findings, indicating solid past performance
with comparable transit systems. Attachment B is a copy of MV Transportation’s technical
proposal6.
MV Transportation is the largest privately owned provider of contracted transit operations
and maintenance services in the United States delivering services for more than 100
public agencies including 20 in the State of California alone . The company manages
comprehensive turnkey transit services including scheduling, dispatch, workforce
management, and preventative and predictive maintenance. A significant portion of their
portfolio consists of small to mid-sized municipal systems similar to SLO Transit’s service
profile.
MV Transportation has extensive experience operating diverse fleets and is a leader in
zero-emission transit by supporting battery electric bus deployments, charging strategies,
and full fleet transitions. MV Transportation has demonstrated expertise in electric bus
operations, infrastructure readiness, and performance optimization as agencies transition
from fossil-fuel fleets to battery electric technology.
MV Transportation operates unionized transit services throughout California, including
with Teamsters-represented workforces. The company has experience managing
contract transitions involving organized labor and maintaining service continuity by
engaging early with union representatives including retaining existing employees where
possible. MV Transportation’s Best and Final Cost Proposal includes a letter from
Teamsters Local Union No. 986 (Attachment C) stating that they have successfully
worked with MV on labor matters and fully support MV Transportation in this procurement
6 Portions of the technical proposal have been redacted at MV Transportation’s request based on their
assertion that the information is exempt from disclosure as trade secret or proprietary information under
applicable law.
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Item 6f
process should they be recommended for contract award.
The Evaluation Committee is confident that MV Transportation can provide all the
requirements of the contract in a manner consistent with the City’s expectations for high -
quality transit services.
Next Steps
MV Transportation has requested minor modifications to the draft contract published in
the RFP. The requested modifications mainly concern price adjustments for factors
beyond MV Transportation’s control, vehicle acceptance standards to be used during the
transition period, and facility conditions for hazardous materials. Staff is working with the
City Attorney’s office to determine whether and how the requested modifications can be
incorporated into the contract. Once the contract is executed and current provider notified,
the City will begin working with MV Transportation to implement their start-up and
transition plan.
MV Transportation’s Start-up and Transition Plan (document pages 10-15 and 31 of
Attachment B) outlines a structured, low-risk approach designed to ensure a seamless,
disruption-free transition of transit operations through detailed planning, strong
leadership, and continuous coordination with the City. The plan includes a task-driven
startup schedule, regular progress meetings, and corporate oversight to track
accountability and address risks. MV Transportation will engage early with the Teamsters
to retain and retrain the existing Transdev union-represented workforce, preserving
institutional knowledge. The plan also details fleet and facility transition processes,
including inspections, parts procurement, and system readiness, supported by corporate
maintenance leadership.
The current agreement with Transdev requires that for a minimum of thirty days following
the expiration of the agreement, Transdev cooperates fully with the City and the new
operator in the transition to the successor operator. This cooperation includes
consultation regarding labor and management issues, access to non -confidential
personnel files, and access to maintenance records.
Previous Council or Advisory Body Action
1. On April 15, 2025, Council adopted SLO Transit’s FY 2026-30 Short-Range Transit
Plan which includes service, fare and program change recommendations.
2. On November 18, 2025, Council authorized the advertisement of the RFP for
qualified vendors to provide SLO Transit’s operation and maintenance services.
Public Engagement
This is an administrative item, so no outside public engagement was conducted. Public
comment can be provided to the City Council meeting through written correspondence
prior to the meeting and through public testimony at the meeting. The current vendor,
Transdev, and the Teamsters Local Union No. 986, which represents the drivers and
other transit worker positions, were notified of the RFP advertisement.
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Significant outreach and engagement efforts occurred during the development of the
SRTP update. That process resulted in the inclusion of service, fare, and program
changes designed to meet the community’s current and future transportation needs.
These recommended changes were incorporated into the RFP Scope of Services. Certain
service recommendations identified in years one and two of the SRTP have been
incorporated into the agreement.
Based on the Start-up and Transition Plan included in MV Transportation’s proposal, staff
does not anticipate any service disruptions during or immediately following the transition
period. Transit operation and maintenance service providers, like MV Transportation,
regularly transition services between contracted providers and are prepared to address
issues as they arise that may affect service delivery. If, however, service disruptions do
occur, then the public will be notified as soon as possible through the City’s website,
Social Media (Facebook, Instagram, X), on-bus notices, notices at any affected bus stops,
and trips planning services like Google Maps and the Transit app.
CONCURRENCE
The Evaluation Committee concurs with the recommended action to award the transit
operation and maintenance services contract to MV Transportation. The City Attorney’s
Office was involved in the development of the RFP including the draft agreement and
approves the form of the agreement. The City’s Risk Manager concurs with the insurance
requirements incorporated into the agreement by reference as Exhibit B.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended
action in this report, because the action does not constitute a “Project” under CEQA
Guidelines Sec. 15378.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2026-27
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
(FY 2026-27)
Current
Funding
Request
Revised
Budget
(FY 2026-27)
Annual
Ongoing Cost
(FY 2027-28)
General Fund $ 0 $ 0 $ 0 $ 0
Transit Fund $ 5,890,244 $ 82,830 $ 5,973,074 $ 5,869,883
State $ 0 $ 0 $ 0 $ 0
Federal $ 0 $ 0 $ 0 $ 0
Fees $ 0 $ 0 $ 0 $ 0
Total $ 5,890,244 $ 82,830 $ 5,973,074 $ 5,869,883
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Item 6f
In FY 2026-27, the Transit Fund projected $5,890,244 for contracted operation and
maintenance services. This amount reflects anticipated implementation of Short-Range
Transit Plan (SRTP) service recommendations, based on projected operating costs
calculated during the plan’s development.
Since the adoption of the SRTP in April 2025, the City’s current contractor, Transdev,
negotiated and executed a new Collective Bargaining Agreement (CBA) with the
Teamsters Local Union No. 986. The union represents full-time, regular part-time, casual
Drivers, Road Supervisors, and Dispatchers employed by Transdev. The new CBA
includes significant increases to hourly wage rates that were not known at the time the
SRTP was developed or when the Request for Proposals (RFP) was published. The CBA
was provided to Proposers in February 2026 through an addendum to the RFP, along
with other requested information. All Proposers incorporated the updated wage rates in
their cost proposals and committed to retaining existing represented employees and
entering into a new agreement with the Teamsters union if selected.
Staff recommends awarding the contract to MV Transportation for transit operation and
maintenance services based on the overall quality and completeness of their proposal,
responses to interview questions, and cost. The current funding request of $5,973,074 in
the above table is based on MV Transportation’s Best and Final Offer for FY 2026-27
which includes one-time start-up and transition costs of $336,274.06. The year-over-year
contractual cost increase, excluding the one-time start-up and transition costs, averages
approximately 5.6% over the four-year base term, which is generally consistent with the
increases proposed by the other firms in their Best and Final Offers.
Additional funding in the amount of $82,830 in FY 2026-27 will be needed to fulfil the
City’s obligations under the agreement. Funding will be provided through a combination
of Federal Transit Administration (FTA) Section 5307 program funds and Transportation
Development Act (TDA) program funds consistent with prior use of funds for operating
assistance.
The City Attorney’s Office has reviewed the current FTA Certifications and Assurances,
which recipients must approve prior to applying for federal funding, and confirmed that
the agreement does not contain any concerning language that would prevent the City
from applying for FTA Section 5307 funds this fiscal year. Because the FTA updates these
Certifications and Assurances annually, the City Attorney’s Office will review future
versions each year to ensure no impermissibly restrictive language is introduced before
submitting grant applications.
FTA Section 5307 operating assistance grants are awarded on an annual basis, which
presents some risk that these funds may not be available in a given year. In that event,
the City would rely on Transportation Development Act (TDA) reserves to support transit
operations. As noted in the City’s FY 2024–25 TDA single audit, the City currently has
slightly more than $10 million in TDA reserves available to fund both transit operat ing
expenses and capital projects. Reserves could fund the equivalent of slightly less than
two years of transit operating expenses.
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Item 6f
If approved, these costs will be incorporated into the FY 2026-27 Supplemental Budget,
which is scheduled to go before Council on June 2, 2026, for consideration.
ALTERNATIVES
1. Council could decide not to approve the contract with MV Transportation
and, instead, continue to contract with the current service provider,
Transdev. Should Council pursue this option, either the current agreement with
Transdev will need to be amended further to extend the term for an additional one-
year period, otherwise the agreement will expire on June 30, 2026, or the City can
enter into a new agreement with Transdev using the form of agreement attached
to the RFP. This action is not consistent with the FTA’s procurement guidelines
which emphasize full and open competition for these types of services.
2. Council could direct staff to negotiate further changes to the agreement
terms. Should Council pursue this option, staff will make the necessary changes
and return to Council at a later date for authorization. However, this action will
shorten the start-up and transition period needed by both the selected vendor and
staff to changeover between operators which may cause disruption to services.
ATTACHMENTS
A - Draft Agreement for Transit Operation and Maintenance Services
B - MV Transportation Technical Proposal
C - Teamsters Union Local No. 986 Letter of Support
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CITY OF SAN LUIS OBISPO
AGREEMENT FOR TRANSIT OPERATION AND MAINTENANCE SERVICES
This Agreement is made and entered into in the City of San Luis Obispo on __________ ,
by and between the City of San Luis Obispo, a municipal corporation, hereinafter referred to as
CITY, and MV Transportation, Inc. , hereinafter referred to as CONTRACTOR.
W I T N E S S E T H:
WHEREAS, on November 20, 2025, CITY requested proposals for transit operation and
maintenance services.
WHEREAS, CONTRACTOR is qualified to perform this type of service and has submitted a
proposal to do so which has been accepted by CITY.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants
hereinafter contained, the parties hereto agree as follows:
1. TERM. The term of this Agreement shall be for four (4) years commencing on July 1, 2026, through
and including June 30, 2030. The term of this Agreement may be extended by mutual consent for
an additional four (4) option terms of one (1) year each for a maximum term, including the initial
term, of eight (8) years.
2. INCORPORATION BY REFERENCE. CITY Request for Proposals (including the terms of all
addenda, exhibits, and attachments) and CONTRACTOR’s proposal are hereby incorporated in
and made a part of this Agreement, attached as Exhibit A. The CITY’s insurance requirements are
hereby incorporated in and made part of this Agreement, attached as Exhibit B. The Federal
Transit Administration Third-Party Contracting Provisions are hereby incorporated in and
made part of this Agreement, attached as Exhibit C. To the extent that there are any conflicts
between the CONTRACTOR’s fees and scope of work and the CITY’s terms and conditions as stated
herein, the CITY’s terms and conditions shall prevail unless specifically agreed otherwise in writing
signed by both Parties.
3. CITY'S OBLIGATIONS. For providing services as specified in this Agreement, and upon receipt
of an invoice, the maximum cost CITY will pay and CONTRACTOR shall receive shall not exceed
$5,973,074 in Year One; $5,869,883 in Year Two; $6,219,832 in Year Three; and $6,631,484
in Year Four as set forth in CONTRACTOR’s proposal and pursuant to the payment terms set
forth in Exhibit A and in Section 4 of this Agreement.
4. PRICE FORMULA. CITY agrees to pay CONTRACTOR for performance of the services set forth
in this agreement as follows:
a. Payment of a fixed hourly rate per vehicle service hour of $90.33 in Year One; $95.78
in Year Two; $102.41 in Year Three; and $107.71 in Year Four. A vehicle service hour
is defined as a vehicle providing passenger service for one hour during the service
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hours specified herein. A vehicle service hour shall be deemed to have commenced
when a vehicle leaves CITY’s Transit Center located at 990 Palm Street to provide the
services required herein and shall not include any out-of-service vehicle time used for
vehicle operator breaks or lunches. A vehicle service hour shall terminate when a
vehicle returns to CITY Transit Center prior to any cleaning, servicing or fueling of the
vehicle. The hourly rate shall include vehicle operator wages, fringe benefits, indirect
labor and all consumable material costs that can be tracked by vehicle service hour
such as vehicle maintenance parts and supplies including oil, and cost incurred in
providing all vehicle and general liability insurance required under this Agreement as
such insurance is defined in this Agreement..
b. Payment of a fixed monthly rate of $132,813.10 in Year One; $131,903.73 in Year
Two; $136,350.28 in Year Three; and $141,018.41 in Year Four to compensate
CONTRACTOR for all work to be performed under this agreement as defined in Exhibit
A, except that which is included under Paragraph 5(a) and Paragraph 7 of this
Agreement including, but not limited to: vehicle operator non -service wages;
management, controller and maintenance employee wages and said employees
fringe benefits and indirect labor costs; bus washing and cleaning supplies; uniforms;
report reproduction; office supplies; project telephones; all other related operational
costs; and the contract management fee.
c. Payment of a fixed rate not to exceed $336,274.06 in Year One to compensate
CONTRACTOR for all work performed during the start-up and transition period as defined
in Exhibit A. This amount shall be invoiced separately and is in excess of the fixed rates as
defined herein.
d. Compensation for those items and services provided by CITY and which are specified
in Exhibit A shall not be included in the hourly or monthly rates as defined above.
Such items and services include but are not limited to tires; radios including
connection fees and service agreements; CITY -owned vehicles; licenses for radios
and vehicles; routine maintenance of radios; major facility furnishings; telephone
system, building security, office copy machine; all major vehicle components which are
engines, transmissions, differentials, and design retrofits; and office, garage, and
parking facilities.
e. Additionally, CITY shall provide all marketing, tickets, passes, brochures, and related
collateral service materials.
5. EXTRA SERVICES. Special promotional and community services shall be considered extra
services and will be provided only with the authorization of CITY and the mutual consent of
the CONTRACTOR. Such services shall be defined as those non -permanent service hours
operated outside of the services identified in Exhibit A. Extra services shall be considered a
change to this agreement as defined herein and shall be in excess of the maximum price
defined in Section 3 of this Agreement. The costs for extra services will be determined at a
rate per vehicle service hours of $90.33 in Year One; $95.78 in Year Two; $102.41 in Year
Three; and $107.71 in Year Four and billed separately from the services specified in Exhibit A.
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6. CONTRACTOR’S OBLIGATIONS. For and in consideration of the payments and agreements
herein before mentioned to be made and performed by CITY, CONTRACTOR agrees with CITY
to do everything required by this Agreement including that work as set forth in Exhibit A.
7. PAYMENT OF TAXES. The contract prices shall include full compensation for all taxes that the
Contractor is required to pay.
8. PERMITS AND LICENSES. The Contractor shall procure all permits and licenses, pay all charges
and fees, and give all notices necessary. At its sole cost and expense, CONTRACTOR shall
obtain any and all permits, licenses, certificates, or entitlement to operate as are now or
hereafter required by any agency, specifically including, but not limited to, those that may be
required by the California Public Utilities Commission, the California Highway Patrol, the
Department of Motor Vehicles and local jurisdictions, to enable CONTRACTOR to perform this
agreement. Copies of all such entitlements shall be provided to CITY when received by
CONTRACTOR. In the event that any aspect of this agreem ent requires prior approval by the
PUC, the CONTRACTOR shall submit the necessary application forms. Both parties shall
appear as necessary and cooperate in the commission approval process. CITY reserves the
right to oppose, support or be neutral on any su ch request and on the PUC's ruling thereon.
CONTRACTOR covenants to obtain all such approvals before commencing operations, and to
conform to the PUC ruling thereon, at its sole cost and expense.
9. COMPLIANCE WITH LAW. The Contractor shall keep itself informed of and shall observe and
comply with all applicable State and Federal laws and regulations, and County and City of San
Luis Obispo ordinances, regulations and adopted codes, which in any manner affect those
employed by Contractor or in any way affect the performance of the Services pursuant to this
Agreement. The City, and its officers and employees, shall not be liable at law or in equity
occasioned by failure of the Contractor to comply with this Section. Failure to comply with
local ordinances may result in monetary fines and cancellation of this Agreement.
10. COMPLIANCE WITH INDUSTRY STANDARD. Contractor shall provide services acceptable to City
in strict conformance with the Agreement. Contractor shall also provide in accordance with the
standards customarily called for under this Agreement using the degree of care and skill ordinarily
exercised by reputable providers of such services. Where approval by the City, the City Manager,
the Mayor, or other representative of City is required, it is understood to be general approval only
and does not relieve Contractor of responsibility for complying with all applicable laws, codes,
policies, regulations, and good business practices.
11. INDEPENDENT CONTRACTOR.
a. CONTRACTOR is and shall at all times remain as to CITY a wholly independent
contractor. The personnel performing the Services under this Agreement on behalf of
CONTRACTOR shall at all times be under CONTRACTOR’s exclusive direction and
control. Neither CITY nor any of its officers, employees, or agents shall have control
over the conduct of CONTRACTOR or any of CONTRACTOR’s officers, employees, or
agents, except as set forth in this Agreement. CONTRACTOR shall not at any time or
in any manner represent that it or any of its officers, employees, or agents are in any
manner officers, employees, or agents of CITY. CONTRACTOR shall not incur or have
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the power to incur any debt, obligation, or liability whatsoever against CITY, or bind
CITY in any manner.
b. No employee benefits shall be available to CONTRACTOR in connection with the
performance of this Agreement. Except for the fees paid to CONTRACTOR as provided
in the Agreement, CITY shall not pay salaries, wages, or other compensation to
CONTRACTOR for performing the Services hereunder for CITY. CITY shall not be liable
for compensation or indemnification to CONTRACTOR for injury or sickness arising out
of performing services hereunder.
c. CONTRACTOR’s duties and services under this Agreement shall not include prepar ing
or assisting the public entity with any portion of the public entity’s preparation of a
request for proposals, request for qualifications, or any other solicitation regarding a
subsequent or additional contract with the public entity. The public entity entering
this Agreement shall at all times retain responsibility for public contracting, including
with respect to any subsequent phase of this project. CONTRACTOR’s participation in
the planning, discussions, or drawing of project plans or specifications shall be limited
to conceptual, preliminary, or initial plans or specifications. CONTRACTOR shall
cooperate with the public entity to ensure that all bidders for a subsequent contract
on any subsequent phase of this project have access to the same information,
including all conceptual, preliminary, or initial plans or specifications prepared by
contractor pursuant to this Agreement.”
12. PRESERVATION OF CITY PROPERTY. CONTRACTOR shall provide and install suitable
safeguards, approved by CITY, to protect CITY property from injury or damage. If CITY
property is injured or damaged resulting from the CONTRACTOR’s operations, it shall be
replaced or restored at the CONTRACTOR’s expense. The facilities shall be replaced or
restored to a condition as good as when the CONTRACTOR began work.
13. IMMIGRATION ACT OF 1986. CONTRACTOR warrants on behalf of itself and all
subcontractors engaged for the performance of this work that only persons authorized to
work in the United State pursuant to the Immigration Reform and Control Act of 1986 and
other applicable laws shall be employed in the performance of the work hereunder.
14. NON-DISCRIMINATION. In the performance of the Services, CONTRACTOR Agrees that it will
not engage in, nor permit such subcontractors as it may employ, to engage in discrimination
in employment of persons because of age, race, color, sex, national origin or ancestry, sexual
orientation, or religion of such persons.
15. INVOICES. All hourly costs shall be invoiced to CITY monthly following the service month
provided. Said invoices shall specify the dates of service and the number of vehicle service
hours claimed. Hourly costs shall be directly traceable by dispatcher and/or driver trip sheets
and/or employee timecards, copies of which will be submitted to CITY monthly with each
invoice. The monthly fixed rate and insurance rate shall be invoiced monthly following the
service month provided. All reports and submissions required under this Agreement shall be
accurately completed and submitted to CITY prior to payment of said monthly rate invoices.
Any extra services provided under this Agreement shall be invoiced separately following the
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provision of such services. Copies of all appropriate passenger and service logs shall be
attached to each extra service invoice prior to payment.
16. PAYMENT TERMS. CITY’s payment terms are thirty (30) days from the receipt of an original
invoice and acceptance by CITY of the materials, supplies, equipment, or services provided by
CONTRACTOR (Net 30). CONTRACTOR will submit invoices monthly for actual services
performed. Invoices shall be submitted on or about the first business day of each month, or
as soon thereafter as practical, for services provided in the previous month. Final June
invoices shall be received no later than the 5th business day of July to meet CITY fiscal year-
end deadlines. Payment shall be made within thirty (30) days of receipt of each invoice as to
all non-disputed fees. If CITY disputes any of CONTRACTOR's fees it shall give written notice
to CONTRACTOR within thirty (30) days of receipt of an invoice of any disputed fees set forth
on the invoice. Any final payment under this Agreement shall be made within forty -five (45)
days of receipt of an invoice, therefore.
17. INSPECTION. CONTRACTOR shall furnish CITY with every reasonable opportunity for CITY to
ascertain that the services of CONTRACTOR are being performed in accordance with the
requirements and intentions of this contract. All work done, and all materials furnished, if
any, shall be subject to the CITY’s inspection and approval. The inspection of such work shall
not relieve CONTRACTOR of any of its obligations to fulfill its contract requirements.
18. OWNERSHIP OF DOCUMENTS.
a. CONTRACTOR shall maintain complete and accurate records with respect to sales,
costs, expenses, receipts, and other such information required by CITY that relate to
the performance of the Services under this Agreement. CONTRACTOR shall maintain
adequate records of services provided in sufficient detail to permit an evaluation of
services. All such records shall be maintained in accordance with generally accepted
accounting principles and shall be clearly identified and readily accessible.
CONTRACTOR shall provide free access to the representatives of CITY or its designees
at reasonable times to such books and records; shall give CITY the right to examine
and audit said books and records; shall permit CITY to make transcripts or copies
therefrom as necessary; and shall allow inspection of all work, data, documents,
proceedings, and activities related to this Agreement. Such records, together with
supporting documents, shall be maintained for a period of three (3) years after receipt
of final payment.
b. Upon completion of, or in the event of termination or suspension of this Agreement,
all original documents, designs, drawings, maps, models, computer files, surveys,
notes, and other documents prepared in the course of providing the Services under
this Agreement shall become the sole property of CITY and may be used, reused, or
otherwise disposed of by CITY without the permission of CONTRACTOR. With respect
to computer files, CONTRACTOR shall make available to CITY, at CONTRACTOR’s office
and upon reasonable written request by CITY, the necessary computer software and
hardware for purposes of accessing, compiling, transferring, copying and/or printing
computer files. CONTRACTOR hereby grants to CITY all right, title, and interest,
including any copyright, in and to the documents, designs, drawings, maps, models,
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computer files, surveys, notes, and other documents prepared by CONTRACTOR in the
course of providing the Services under this Agreement.
19. INDEMNIFICATION AND DEFENSE. To the fullest extent permitted by law (including, but not
limited to California Civil Code Sections 2782 and 2782.8), CONTRACTOR shall indemnify,
defend, and hold harmless CITY, and its elected officials, officers, employees, volunteers, and
agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities,
obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of
litigation (“claims”), arising out of the CONTRACTOR’s performance or CONTRACTOR’s failure
to perform its obligations under this Agreement or out of the operations conducted by
CONTRACTOR, including the CITY’s passive negligence, except for such loss or damage arising
from the sole or active negligence or willful misconduct of CITY. In the event CITY Indemnitees
are made a party to any action, lawsuit, or other adversarial proceeding arising from
CONTRACTOR’s performance of this Agreement, CONTRACTOR shall provide a defense to
CITY Indemnitees or at CITY’s option, reimburse CITY Indemnitees the of costs of defense,
including reasonable legal fees, incurred in defense of such claims. The review, acceptance or
approval of the CONTRACTOR’s work or work product by any indemnified party shall not
affect, relieve or reduce the CONTRACTOR’s indemnification or defense obligations. This
Section survives the completion of the services or the termination of this contract. The
provisions of this section are not limited by and do not affect the provisions of this contract
relating to insurance. CONTRACTOR’s indemnification obligations under this section extend
to any claims arising out of or related to the negligence, recklessness, or willful misconduct
of any sub-Contractors/subcontractors.
20. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE.
a. The City may at any time, for any reason, with or without cause, suspend or terminate this
Agreement, or any portion hereof, by serving upon the Contractor at least sixty (60) days
prior written notice. Upon receipt of said notice, the Contractor shall immediately cease
all work under this Agreement, unless the notice provides otherwise. If the City suspends
or terminates a portion of this Agreement such suspension or termination shall not make
void or invalidate the remainder of this Agreement.
b. In the event this Agreement is terminated pursuant to this Section, the City shall pay to
Contractor the actual value of the work performed up to the time of termination, provided
that the work performed is of value to the City. Upon termination of the Agreement
pursuant to this Section, the Contractor will submit an invoice to the City pursuant to
Section 14.
21. TERMINATION FOR CAUSE. If, during the term of the Agreement, the City determines the
Contractor is not faithfully abiding by any term or condition contained herein, the City may
notify the Contractor in writing of such defect or failure to perform. This notice must give the
Contractor a thirty (30) calendar day notice of time thereafter in which to perform said work
or cure the deficiency.
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a. If the Contractor has not performed the work or cured the deficiency within the thirty
(30) days specified in the notice, such shall constitute a breach of the Agreement and
the City may terminate the Agreement immediately by written notice to the
Contractor to said effect (“Notice of Termination”). Thereafter, neither party shall
have any further duties, obligations, responsibilities, or rights under the Agreement
except to comply with the obligations upon termination.
b. In said event, the Contractor shall be entitled to the reasonable value of its services
performed from the beginning date in which the breach occurs up to the day it
received the City’s Notice of Termination, minus any offset from such payment
representing the City’s damages from such breach. “Reasonable value” includes fees
or charges for goods or services as of the last milestone or task satisfactorily delivered
or completed by the Contractor as may be set forth in the Agreement payment
schedule; compensation for any other work or services performed or provided by the
Contractor shall be based solely on the City’s assessment of the value of the work -in-
progress in completing the overall scope.
c. The City reserves the right to delay such payment until completion or confirmed
abandonment of the project, as may be determined in the City’s sole discretion, so as
to permit a full and complete accounting of costs. In no event, however, shall the
Contractor be entitled to receive in excess of the not to exceed amount shown in this
Agreement.
22. INSURANCE. CONTRACTOR shall maintain prior to the beginning of and for the duration of this
Agreement insurance coverage as specified in Exhibit B attached to and made part of this
Agreement.
23. BUSINESS LICENSE & TAX. CONTRACTOR must have a valid City of San Luis Obispo business
license & tax certificate before execution of the contract. Additional information regarding
the City’s business tax program may be obtained by calling (805) 781-7134.
24. SAFETY PROVISIONS. CONTRACTOR shall conform to the rules and regulations pertaining to
safety established by OSHA and the California Division of Industrial Safety.
25. PUBLIC AND EMPLOYEE SAFETY. Whenever CONTRACTOR’s operations create a condition
hazardous to the public or CITY employees, it shall, at its expense and without cost to CITY,
furnish, erect and maintain such fences, temporary railings, barricades, lights, signs and other
devices and take such other protective measures as are necessary to prevent accidents or
damage or injury to the public and employees.
26. UNDUE INFLUENCE. CONTRACTOR declares and warrants that no undue influence or pressure
was used against or in concert with any officer or employee of CITY in connection with the award,
terms or implementation of this Agreement, including any method of coercion, confidential
financial arrangement, or financial inducement. No officer or employee of CITY has or will receive
compensation, directly or indirectly, from CONTRACTOR, or from any officer, employee or agent
of CONTRACTOR, in connection with the award of this Agreement or any work to be conducted as
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a result of this Agreement. Violation of this Section shall be a material breach of this Agreement
entitling CITY to any and all remedies at law or in equity.
27. ASSIGNMENT. CONTRACTOR shall not assign, transfer, convey or otherwise dispose of the
contract, or its right, title or interest, or its power to execute such a contract to any individual
or business entity of any kind without the previous written consent of CITY.
28. OPERATING REVENUES. All operating revenues collected by CONTRACTOR are the property
of CITY. Operating revenues include, but are not limited to, all fares and the proceeds from
the sale of tickets and passes. Operating revenues shall be counted and kept separately under
appropriate security. Within one working day from collection, unless otherwise agreed upon,
CONTRACTOR shall deposit fares at a banking institution as directed by CITY. Reports on t he
revenues collected and deposited shall be provided to CITY on a timely basis. CITY shall be
provided with a written description of CONTRACTOR'S procedures regarding the collection,
counting and controlling of fare revenues. These procedures are subject to CITY's audit and
approval.
29. CONTROL.
a. All services to be rendered by CONTRACTOR under this agreement shall be subject to
the control of CITY. CONTRACTOR shall advise CITY of matters of importance and make
recommendations when appropriate; however, final decision shall rest with CITY.
b. CITY shall not interfere with the management of CONTRACTOR'S normal internal
business affairs and shall not attempt to directly discipline or terminate CONTRACTOR
employees. CITY may notify CONTRACTOR of the performance of any employee
having a negative effect on the service being provided.
30. RESOLUTION OF PROCUREMENT ISSUES. The Federal Acquisition Regulations shall be used
where applicable to define, resolve, and settle procurement issues. Unless otherwise directed
by CITY, CONTRACTOR shall continue performance under this Agreement while matters in
dispute are being resolved.
31. CHANGES. CITY, without invalidating this Agreement may order additions to or deletions from
the work to be performed. Such changes shall be specified to CONTRACTOR in writing. If
justified, the "CITY’s Obligation" will be adjusted accordingly. New provisions must be
mutually agreeable to both CITY and CONTRACTOR. A shift of vehicle service hours between
services within the maximum value or an increase or decrease of up to twenty percent (20%)
within the current span of service would not constitute a change as defined in this
Agreement, but any such shift or change shall only occur at the direction of CITY. In the event
that any federal, state, or local law enacted or amended after the effective date of this
AGREEMENT modifies the applicable minimum wage or benefits required to be paid to
CONTRACTOR's employees subject to this AGREEMENT, the Parties agree to negotiate in good
faith an equitable adjustment to the rates under this AGREEMENT to reflect the modified
labor costs directly attributable to such change.
32. FORCE MAJEURE. CONTRACTOR shall not be held responsible for losses, failure to perform,
or excess costs caused by events beyond the control of CONTRACTOR. Such events may
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include, but are not restricted to, the following: fire, epidemics, earthquake, flood, or other
natural disaster; acts of the government; riots, strikes, war or other civil disorders; or fuel
shortages. In every case, CONTRACTOR shall resume performance at the earliest possible
date following the cessation of such unforeseen causes or events. CONTRACTOR shall be
entitled to no compensation for any service, the performance of which is excused pursuant
to this paragraph.
33. EMERGENCY PROCEDURES. In the event of a major emergency such as an earthquake, flood,
or man-made catastrophe, CONTRACTOR shall make transportation and communication
resources available to the maximum extent practical for emergency assistance. If the normal
line of direct communication from CITY is intact, CONTRACTOR shall follow instruction of CITY.
If the normal line of direct communication is broken, and for the period it is broken,
CONTRACTOR shall make best use of transportation resources following to the degree
possible the direction of an organization such as the San Luis Obispo Office of Emergency
Services, CITY Police Department, Red Cross, or National Guard, which appears to have
assumed responsibility within CITY's service area. Emergency uses of transportation may
include evacuation, transportation of injured, and movement of people to food and shelter.
CONTRACTOR shall be reimbursed in accordance with the normal "Price Formula" and
"Payment" or, if the normal method does not cover the types of emergency services involved,
then on the basis of fair, equitable and prompt reimbursement of CONTRACTOR'S actual
costs. Reimbursement for such major emergency services shall be over and above the "CITY’s
Obligation" of this contract. Immediately when the emergency condition ceases,
CONTRACTOR shall reinstate normal transportation services.
34. TRANSFER OF TITLE TO EQUIPMENT. All equipment, parts, and supplies purchased by
CONTRACTOR under this Agreement, either as a direct charge expense or within the defined
scope of services, shall become the property of CITY upon either the payment of the direct
charge invoice or the expiration or termination of this Agreement for any reason unless
otherwise specified in writing. CONTRACTOR shall maintain a perpetual inventory of all such
equipment and supplies purchased under this, to be submitted for review on or before August
31 of each year. CONTRACTOR shall be responsible for the replacement of any equipment,
parts and supplies purchased or provided, either by CITY or CONTRACTOR, under this
Agreement that is lost or unreasonably destroyed while under the control of CONTRACTOR.
35. TRANSPORTATION DATA REPORTING. CONTRACTOR shall report to CITY accurate, timely,
and complete operating, financial, and performance data in accordance with all applicable
federal and state laws, rules, and reporting standards, including without limitation the
California Public Utilities Code, Chapter 4, Section 99243 and Section 99243.5; the California
Code of Regulations, Title 21, Chapter 3, Subchapter 2, as required under California
Transportation Development Act; the National Transit Database (NTD) reporting
requirements under 49 C.F.R. Part 630 and the current NTD Reporting Policy Manual; and any
successor, replacement, or conforming federal state, or regulatory requirements, and any
updates, amendments, or revisions to the foregoing.
36. TRANSITION TO FUTURE OPERATOR. Up to and for a minimum of thirty (30) days following
the effective date of termination or expiration of this Agreement, CONTRACTOR shall provide
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to either CITY or any future operator selected by CITY, CONTRACTOR's full cooperation in the
transition to the successor operator. This shall include, at a minimum, consultation regarding
labor and management issues (including a delineation of wages and benefits by employee
category), access to non-confidential personnel files and maintenance records. CONTRACTOR
shall provide its best professional effort to assure a smooth transition from CONTRACTOR's
services to those provided by the new operator and shall cooperate fully with CITY and the
new operator to this end.
37. SEVERABILITY. If any provision of this Agreement is held invalid or unconstitutional by any
court of competent jurisdiction, such decision shall have no effect on the validity of the
remaining provisions of this Agreement and such remaining provisions shall continue to
remain in full force and effect.
38. MISCELLANEOUS TERMS. In the case of dispute, the prevailing party in any action between
the parties to this Agreement, brought to enforce the terms of this Agreement, may recover
from the other party its reasonable costs and attorneys’ fees in connection with such an
action. CITY's failure to insist in any one or more instances upon the performance of any term
or terms of this Agreement shall not be construed as a waiver or relinquishment of CITY's
right to such performance or to future performance of such a term or terms, and
CONTRACTOR'S obligations in respect thereto shall continue in full force and effect. Time shall
be of the essence.
39. AMENDMENT. Any amendment, modification, or variation from the terms of this Agreement
shall be in writing and shall be effective only upon approval by the appropriate review
authority according to the City’s Financial Management Manual. CONTRACTOR shall not be
compensated for any services rendered in connection with its performance of this Agreement
which are in addition to those set forth herein, unless such additional services are authorized
by CITY in advance and in writing.
40. COMPLETE AGREEMENT. This written Agreement, including all writings specifically
incorporated herein by reference, shall constitute the complete Agreement between the
parties hereto. No oral agreement, understanding, or representation not reduced to writing
and specifically incorporated herein shall be of any force or effect, nor shall any such oral
agreement, understanding, or representation be binding upon the parties h ereto. Each party
is entering into this Agreement based solely upon the representations set forth herein and
upon each party's own independent investigation of any and all facts such party deems
material.
41. NOTICE. All notices to the Parties hereto under th is Agreement shall be in writing and shall
be sent either by (i) personal service, (ii) delivery by a reputable document delivery service,
such as, but not limited to, Federal Express, which provides a receipt showing date and time
of delivery, or (iii) United States Mail, certified, postage prepaid, return receipt requested. All
such notices shall be delivered to the addressee or addressed as set forth below:
City City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
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Contractor Company Name
Address Line 1
Address Line 2
42. GOVERNING LAW. Any action arising out of this Agreement shall be brought in the Superior
Court of San Luis Obispo County, California, regardless of where else venue may lie. The
validity, interpretation, construction and performance of this Agreement, and all acts and
transactions pursuant hereto and the rights and obligations of the Parties hereto shall be
governed, construed and interpreted in accordance with the laws of the State of California,
without giving effect to principles of conflicts of law.
43. AUTHORITY TO EXECUTE AGREEMENT. Both CITY and CONTRACTOR do covenant that each
individual executing this Agreement on behalf of each party is a person duly authorized and
empowered to execute Agreements for such party.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed
the day and year first above written.
CITY OF SAN LUIS OBISPO:
By:_____________________________________
Whitney McDonald
City Manager
APPROVED AS TO FORM: CONTRACTOR:
By: ________________________________ By: _________________________________
Christine Dietrick Name of CAO / President
City Attorney Its: CAO / President
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EXHIBIT A
[Placeholder for City Request for Proposals and for Contractor Proposal]
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EXHIBIT B
Insurance Requirements
Without limiting Contractor’s indemnification of City, and prior to commencement of work,
Contractor shall obtain, and maintain at its own expense during the term of this Agreement,
policies of insurance of the types and amounts described below and in a form that is satisfactory
to City.
General liability insurance. Contractor shall maintain commercial general liability insurance with
coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less
than $10,000,000 per occurrence, $10,000,000 general aggregate, for bodily injury, personal
injury, and property damage. The policy must include contractual liability that has not been
amended. Any endorsement restricting standard ISO “insured contract” language will not be
accepted. Said policy shall include coverage for premises, specifically including dangerous
condition of public property, as well as coverage for the facility and property provided by city for
contractors used during the term of this contract.
Automobile liability insurance. Contractor shall maintain automobile insurance at least as broad
as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all
activities of the Contractor arising out of or in connection with Work to be performed under thi s
Agreement, including coverage for any owned, hired, non-owned, or rented vehicles, in an
amount not less than $10,000,000 combined single limit for each accident. Coverage will also
include collision and comprehensive physical damage with a deductible no t to exceed $50,000.
Any deductible will be the responsibility of the Contractor. In case of damage, destruction or loss
of any vehicle or equipment provided by city under the terms of this agreement, the CITY agrees
that the liability of Contractor for said damage or destruction shall be limited to the fair market
value of the vehicle or equipment at the time of loss.
Employee Crime / Theft Insurance. Contractor shall maintain an insurance policy or fidelity bond
in an amount not less than $50,000 covering any loss of money, securities or property resulting
from the dishonest acts of an employee, official or board member.
Umbrella or excess liability insurance. [If required to meet higher limits]. Contractor may
obtain and maintain an umbrella liability in surance policy with limits that will provide bodily
injury, personal injury, and property damage liability coverage, including commercial
general liability, automobile liability, and employer’s liability. Such policy or policies shall
include the following terms and conditions:
A drop-down feature requiring the policy to respond if any primary insurance that would
otherwise have applied proves to be uncollectible in whole or in part for any reason, other
than bankruptcy or insolvency of said primary insurer;
“Pay on behalf of” wording as opposed to “reimbursement”;
Concurrency of effective dates with primary policies.
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Excess insurance. Should Contractor obtain and maintain an excess liability policy, such policy
shall be excess over commercial general liability, automobile liability, and employer’s liability
policies. Such policy or policies shall include wording that the excess liability policy follows the
terms and conditions of the underlying policies.
Workers’ compensation insurance. Contractor shall maintain Workers’ Compensation
Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least
$1,000,000). Contractor shall submit to City, along with the certificate of insurance, a Waiver of
Subrogation endorsement in favor of City, its officers, agents, employees, and volunteers.
Notice of cancellation. Contractor agrees to oblige its insurance agent or broker and insurers to
provide the City with a thirty (30) day notice of cancellation (except for nonpayment for
which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.
If any of the Contractor’s insurers are unwilling to provide such notice, then Contractor shall have
the responsibility of notifying the City immediately in the event of Contractor’s failure to renew
any of the required insurance coverages or insurer’s cancellation or non -renewal.
Additional insured status. General liability, automobile liability, and umbrella/excess liability
insurance policies shall provide or be endorsed to provide that City and its officers, officials,
employees, agents, and volunteers shall be additional insureds under such policies.
Undisclosed coverage limitations are prohibited. None of the coverages required herein
shall comply 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. The additional insured
endorsement will explicitly include coverage for both ongoing and completed operations.
Separation of insureds. A severability of interests provision must apply for all additional
insureds ensuring that Contractor’s insurance shall apply separately to each insured against
whom claim is made or suit is brought, except with respect to the insurer’s limits of liability . The
policy(ies) shall not contain any cross-liability exclusions.
Pass through clause. Contractor agrees to ensure that its subconsultants, subcontractors, and
any other party who is brought onto or involved in the project/service by Contractor (hereinafter
collectively “subcontractor”), provide the same minimum insurance coverage and endorsements
required of Contractor. Contractor agrees to monitor and review all such coverage and assumes
all responsibility for ensuring that such coverage is provided in conformity with the requirements
of this section. However, in the event Contractor’s subcontractor cannot comply with this
requirement, which proof must be submitted to the City, Contractor shall be required to ensure
that its subcontractor provide and maintain insurance coverage and endorsements sufficient to
the specific risk of exposure involved with subcontractor’s scope of work and services, with limits
less than required of the Contractor, but in all other terms consistent with the Contractor’s
requirements under this agreement.
This provision does not relieve the Contractor of its contractual obligations under the agreement
and/or limit its liability to the amount of insurance coverage provided by its subcontractors. This
provision is intended solely to provide Contractor with the ability to utilize a subcontractor who
may be otherwise qualified to perform the work or services but may not carry the same insurance
limits as required of the Contractor under this agreement given the limited scope of work or
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services provided by the subcontractor. Contractor agrees that upon request, all agreements with
subcontractors, and others engaged in the project, will be submitted to City for review.
City’s right to revise specifications. 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 and Contractor may renegotiate
Contractor’s compensation.
Self-insured retentions. Any self-insured retentions must be declared to and approved by
City. City reserves the right to require that self-insured retentions be eliminated,
lowered, or replaced by a deductible, or require proof of ability to pay losses and related
investigations, claim administration, and defense expenses within the retention through
confirmation from the underwriter.
Timely notice of claims. Contractor shall give City prompt and timely notice of claims made
or suits instituted that arise out of or result from Contractor’s performance under this
Agreement, and that involve or may involve coverage under any of the required liability policies.
Additional insurance. Contractor shall also procure and maintain, at its own cost and expense,
any additional kinds of insurance, which in its own judgment may be necessary for its proper
protection and prosecution of the Work.
Verification of Coverage. Contractor shall furnish the City with a certificate of insurance showing
maintenance of the required insurance coverage, as well as endorsements effecting general
liability and vehicle coverage. All endorsements are to be received and approved by the City
before work commences.
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EXHIBIT C
Federal Transit Administration Third-Party Contracting Provisions
1. FLY AMERICA REQUIREMENTS. CONTRACTOR agrees to comply with 49 U.S.C. 40118 (the
"Fly America" Act) in accordance with the General Services Administration's regulations at 41
CFR Part 301-10, which provide that recipients and subrecipients of Federal funds and their
contractors are required to use U.S. Flag air carriers for U.S Government-financed
international air travel and transportation of their personal effects or property, to the extent
such service is available, unless travel by foreign air carrier is a matter of necessity, as defined
by the Fly America Act. CONTRACTOR shall submit, if a foreign air carrier was used, an
appropriate certification or memorandum adequately explaining why service by a U.S. flag air
carrier was not available or why it was necessary to use a foreign air carrier and shall, in any
event, provide a certificate of compliance with the Fly America requirements. The
CONTRACTOR agrees to include the requirements of this section in all subcontracts that may
involve international air transportation.
2. BUY AMERICA REQUIREMENTS. CONTRACTOR agrees to comply with 49 U.S.C. 5323(j) and
49 C.F.R. Part 661, which provide that Federal funds may not be obligated unless steel, iron ,
and manufactured products used in FTA-funded projects are produced in the United States,
unless a waiver has been granted by FTA or the product is subject to a general waiver. General
waivers are listed in 49 C.F.R. 661.7, and include final assembly in the United States for 15
passenger vans and 15 passenger wagons produced by Chrysler Corporation, and
microcomputer equipment and software. Separate requirements for rolling stock are set out
at 49 U.S.C. 5323(j)(2)(C) and 49 C.F.R. 661.11. Rolling stock must be assembled in the United
States and have a 60 percent domestic content.
3. CHARTER BUS REQUIREMENTS. CONTRACTOR agrees to comply with 49 U.S.C. 5323(d) and
49 CFR Part 604, which provides that recipients and subrecipients of FTA assistance are
prohibited from providing charter service using federally funded equipment or facilities if
there is at least one private charter operator willing and able to provide the service, except
under one of the exceptions at 49 CFR 604.9. Any charter service provided unde r one of the
exceptions must be "incidental," i.e., it must not interfere with or detract from the provision
of mass transportation.
4. SCHOOL BUS REQUIREMENTS. Pursuant to 69 U.S.C. 5323(f) and 49 CFR Part 605, recipients
and subrecipients of FTA assistance may not engage in school bus operations exclusively for
the transportation of students and school personnel in competition with private school bus
operators unless qualified under specified exemptions. When operating exclusive school bus
service under an allowable exemption, recipients and subrecipients may not use federally
funded equipment, vehicles, or facilities.
5. ENERGY CONSERVATION REQUIREMENTS. CONTRACTOR agrees to comply with mandatory
standards and policies relating to energy efficiency which are contained in the state energy
conservation plan issued in compliance with the Energy Policy and Conservation Act.
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6. CLEAN WATER REQUIREMENTS.
a. CONTRACTOR agrees to comply with all applicable standards, orders or regulations
issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C.
1251 et seq . CONTRACTOR agrees to report each violation to CITY and understands
and agrees that CITY will, in turn, report each violation as required to assure
notification to FTA and the appropriate EPA Regional Office.
b. CONTRACTOR also agrees to include these requirements in each subcontract
exceeding $100,000 financed in whole or in part with Federal assistance provided by
FTA.
7. LOBBYING REQUIREMENTS. CONTRACTOR shall comply with 31 U.S.C. 1352, which provides
in part that no appropriated funds may be expended by the recipient of a Federal contract,
grant, loan, or cooperative agreement to pay any person for inf luencing or attempting to
influence an officer or employee of any agency, a Member of Congress, an officer or
employee of Congress, or an employee of a Member of Congress in connection with any of
the following covered Federal actions: the awarding of any Federal contract, the making of
any Federal grant, the making of any Federal loan, the entering into of any cooperative
agreement, and the extension, continuation, renewal, amendment, or modification of any
Federal contract, grant, loan, or cooperative agreement. CONTRACTORS who apply or bid for
an award of $100,000 or more shall file the certification required by 49 CFR Part 20, "New
Restrictions on Lobbying." Each tier certifies to the tier above that it will not and has not used
Federal appropriated funds to pay any person or organization for influencing or attempting
to influence an officer or employee of any agency, a member of Congress, officer or employee
of Congress, or an employee of a member of Congress in connection with obtaining any
Federal contract, grant or any other award covered by 31 U.S.C. 1352. Each tier shall also
disclose the name of any registrant under the Lobbying Disclosure Act of 1995 who has made
lobbying contacts on its behalf with non -Federal funds with respect to that Federal contract,
grant or award covered by 31 U.S.C. 1352. Such disclosures are forwarded from tier to tier up
to the recipient.
8. ACCESS TO RECORDS AND REPORTS. The following access records requirements apply to this
Agreement:
a. In accordance with 49 C. F. R. 18.36(i), CONTRACTOR agrees to provide CITY, the FTA
Administrator, the Comptroller General of the United States, or any of their
authorized representatives access to any books, documents, papers and records of
CONTRACTOR which are directly pertinent to this Agre ement for the purposes of
making audits, examinations, excerpts, and transcriptions. CONTRACTOR also agrees,
pursuant to 49 C. F. R. 633.17 to provide the FTA Administrator or their authorized
representatives including any PMO Contractor, access to CONTRACTOR's records and
construction sites pertaining to a major capital project, defined at 49 U.S.C. 5302(a)1,
which is receiving federal financial assistance through the programs described at 49
U.S.C. 5307, 5309 or 5311.
Page 171 of 370
b. CONTRACTOR agrees to maintain all books, records, accounts, and reports required
under this contract for a period of not less than three (3) years after the date of
termination or expiration of this contract, except in the event of litigation or
settlement of claims arising from the performance of this contract, in which case
CONTRACTOR agrees to maintain same until CITY, the FTA Administrator, the
Comptroller General, or any of their duly authorized representatives, have disposed
of all such litigation, appeals, claims or exceptions related thereto. Reference 49 CFR
18.39(i)(11).
9. FEDERAL CHANGES. CONTRACTOR shall at all times comply with all applicable FTA
regulations, policies, procedures and directives, including without limitation those listed
directly or by reference in the Master Agreement between the CITY and FTA, as they may be
amended or promulgated from time to time during the term of this contract. CONTRACTOR’s
failure to so comply shall constitute a material breach of this Agreement.
10. CLEAN AIR REQUIREMENTS.
a. CONTRACTOR agrees to comply with all applicable standards, orders or regulations
issued pursuant to the Clean Air Act, as amended, 42 U.S.C. §§ 7401 et seq.
CONTRACTOR agrees to report each violation to CITY and understands and agrees that
the CITY will, in turn, report each violation as required to assure notification to FTA
and the appropriate EPA Regional Office.
b. CONTRACTOR also agrees to include these requirements in each subcontract
exceeding $100,000 financed in whole or in part with Federal assistance provided by
FTA.
11. RECYCLED PRODUCTS. CONTRACTOR agrees to comply with all of the requirements of Section
6002 of the Resource Conservation and Recovery Act (RCRA), as amended (42 U.S.C. 6962),
including but not limited to the regulatory provisions of 40 CFR Part 247, and E xecutive Order
12873, as they apply to the procurement of the items designated in Subpart B of 40 CFR Part
247. CONTRACTOR agrees to include these requirements in every subcontract.
12. CONTRACT WORK HOURS AND SAFETY STANDARDS ACT. In accordance with 40 USC 3701
et. seq., 29 CFR Part 5, and 49 CFR 18.36; CONTRACTOR hereby certifies compliance with the
following provisions related to employment of laborers and mechanics under the Contract
Work Hours and Safety Standards Act.
a. Overtime Requirements. No contractor or subcontractor contracting for any part of the
contract work which may require or involve the employment of laborers or mechanics
shall require or permit any such laborer or mechanic in any workweek in which he or she
is employed on such work to work in excess of forty hours in such workweek unless such
laborer or mechanic receives compensation at a rate not less than one and one-half times
the basic rate of pay for all hours worked in excess of forty hours in such workweek.
b. Violation; Liability for Unpaid Wages; Liquidated Damages. In the event of any violation
of the clause set forth in subparagraph (b)(1) of 29 CFR Section 5.5, the contractor and
any subcontractor responsible therefore shall be liable for the unpaid wages. In addition,
Page 172 of 370
such contractor and subcontractor shall be liable to the United States for liquidated
damages. Such liquidated damages shall be computed with respect to each individual
laborer or mechanic, including watchmen and guards, employed in violation of the clause
set forth in subparagraph (b)(1) of 29 CFR Section 5.5, in the sum of $33 for each calendar
day on which such individual was required or permitted to work in excess of the standard
workweek of forty hours without payment of the overtime wages required by the clause
set forth in subparagraph (b)(1) of 29 CFR Section 5.5.
c. Withholding for Unpaid Wages and Liquidated Damages. CITY shall upon its own action
or upon written request of an authorized representative of the Department of Labor
withhold or cause to be withheld, from any moneys payable on account of work
performed by the contractor or subcontractor under any such contract or any other
Federal contract with the same prime contractor, or any other federally-assisted contract
subject to the Contract Work Hours and Safety Standards Act, which is held by the same
prime contractor, such sums as may be determined to be necessary to satisfy any
liabilities of such contractor or subcontractor for unpaid wages and liquidated damages
as provided in the clause set forth in subparagraph (b)(2) of 29 CFR Section 5.5.
d. Non-Construction Grants. The contractor or subcontractor shall maintain payrolls and
basic payroll records during the course of the work and shall preserve them for a period
of three years from the completion of the contract for all laborers and mechanics,
including guards and watchmen, of each such employee, social security number, correct
classifications, hourly rates of wages paid, daily and weekly number of hours worked,
deductions made, and actual wages paid. Further, the recipient shall require the
contracting Officer to insert in any such contract a clause providing that the records to be
maintained under this paragraph shall be made available by contractor or subcontractor
for inspection, copying, or transcription by authorized representatives of Department of
Transportation (DOT) and the Department of Labor and the Contractor or subcontractor
will permit such representatives to interview employees during working hours on the job.
e. Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses
set forth in subparagraphs (a) through (e) of this section and also a clause requiring the
subcontractors to include these clauses in any lower tier subcontracts. The prime
contractor shall be responsible for compliance by any subcontractor or lower tier
subcontractor with the clauses set forth in subparagraphs (a) through (e) of this section.
13. AMERICANS WITH DISABILITIES ACT (ADA) ACCESS REQUIREMENTS. CONTRACTOR agrees
to comply with the requirements of the Americans with Disabilities Act of 1990 (ADA), as
amended, 42 U.S.C. § 12101 et seq.; Section 504 of the Rehabilitation Act of 1973, as
amended, 29 U.S.C. § 794; and USDOT regulations at 49 CFR Parts 27, 37, and 38.
CONTRACTOR agrees that, consistent with the objectives of these statutes and regulations,
services, programs, vehicles, and facilities provided under this contract will be accessible to
and usable by individuals with disabilities. CONTRACTOR further agrees to include these
requirements in all subcontracts financed in whole or in part with Federal assistance provided
by FTA.
14. NO GOVERNMENT OBLIGATION TO THIRD PARTIES.
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a. CITY and CONTRACTOR acknowledge and agree that, notwithstanding any concurrence
by the Federal Government in or approval of the solicitation or award of the underlying
contract, absent the express written consent by the Federal Government, the Federal
Government is not a party to this contract and shall not be subject to any obligations or
liabilities to CITY, CONTRACTOR, or any other party (whether or not a party to that
contract) pertaining to any matter resulting from the underlying contract.
b. CONTRACTOR agrees to include the above clause in each subcontract financed in whole
or in part with Federal assistance provided by FTA. It is further agreed that the clause shall
not be modified, except to identify the subcontractor who will be subject to its provisions.
15. PROGRAM FRAUD AND FALSE OR FRAUDULENT STATEMENTS AND RELATED ACTS.
a. CONTRACTOR acknowledges that the provisions of the Program Fraud Civil Remedies Act
of 1986, as amended, 31 U.S.C. § § 3801 et seq . and U.S. DOT regulations, "Program Fraud
Civil Remedies," 49 C.F.R. Part 31, apply to its actions pertaining to this Project. Upon
execution of the underlying contract, CONTRACTOR certifies or affirms the truthfulness
and accuracy of any statement it has made, it makes, it may make, or causes to be made,
pertaining to the underlying contract or the FTA assisted project for which this contract
work is being performed. In addition to other penalties that may be applicable,
CONTRACTOR further acknowledges that if it makes, or causes to be made, a false,
fictitious, or fraudulent claim, statement, submission, or certification, the Federal
Government reserves the right to impose the penalties of the Program Fraud Civil
Remedies Act of 1986 on CONTRACTOR to the extent the Federal Government deems
appropriate.
b. CONTRACTOR also acknowledges that if it makes, or causes to be made, a false, fictitious,
or fraudulent claim, statement, submission, or certification to the Federal Government
under a contract connected with a project that is financed in whole or in part with Federal
assistance originally awarded by FTA under the authority of 49 U.S.C. § 5307, the
Government reserves the right to impose the penalties of 18 U.S.C. § 1001 and 49 U.S.C.
§ 5307(n)(1) on CONTRACTOR, to the extent the Federal Government deems appropriate.
c. CONTRACTOR agrees to include the above two clauses in each subcontract financed in
whole or in part with Federal assistance provided by FTA. It is further agreed that the
clauses shall not be modified, except to identify the subcontractor who will be subject to
the provisions.
16. GOVERNMENT-WIDE DEBARMENT AND SUSPENSION.
a. Suspension and Debarment. This contract is a covered transaction for purposes of 49 CFR
Part 29. As such, CONTRACTOR is required to verify that none of CONTRACTOR, its
principals, as defined at 49 CFR 29.995, or affiliates, as defined at 49 CFR 29.905, are
excluded or disqualified as defined at 49 CFR 29.940 and 29.945. CONTRACTOR is required
to comply with 49 CFR 29, Subpart C and must include the requirement to comply with
49 CFR 29, Subpart C in any lower tier covered transaction it enters into. By signing and
submitting its bid or proposal, the bidder or proposer certifies as follows:
Page 174 of 370
i. The certification in this clause is a material representation of fact relied upon
by CITY. If it is later determined that the bidder or proposer knowingly
rendered an erroneous certification, in addition to remedies available to CITY,
the Federal Government may pursue available remedies, including but not
limited to suspension and/or debarment. The bidder or proposer agrees to
comply with the requirements of 49 CFR 29, Subpart C while this offer is valid
and throughout the period of any contract that may arise from this offer. The
bidder or proposer further agrees to include a provision requiring such
compliance in its lower tier covered transactions.
17. PRIVACY ACT REQUIREMENTS. The following requirements apply to CONTRACTOR and its
employees that administer any system of records on behalf of the Federal Government under
any contract:
a. CONTRACTOR agrees to comply with, and assures the compliance of its employees with,
the information restrictions and other applicable requirements of the Privacy Act of 1974,
5 U.S.C. § 552a. Among other things, CONTRACTOR agrees to obtain the express consent
of the Federal Government before CONTRACTOR or its employees operate a system of
records on behalf of the Federal Government. CONTRACTOR understands that the
requirements of the Privacy Act, including the civil and criminal penalties for violation of
that Act, apply to those individuals involved, and that failure to comply with the terms of
the Privacy Act may result in termination of the underlying contract.
b. CONTRACTOR also agrees to include these requirements in each subcontract to
administer any system of records on behalf of the Federal Government financed in whole
or in part with Federal assistance provided by FTA.
18. CIVIL RIGHTS REQUIREMENTS.
a. Nondiscrimination. In accordance with Title VI of the Civil Rights Act, as amended, 42
U.S.C. § 2000d, section 303 of the Age Discrimination Act of 1975, as amended, 42 U.S.C.
§ 6102, section 202 of the Americans with Disabilities Act of 1990, 42 U.S.C. § 12132, and
Federal transit law at 49 U.S.C. § 5332, CONTRACTOR agrees that it will not discriminate
against any employee or applicant for employment because of race, color, creed, national
origin, sex, age, or disability. In addition, CONTRACTOR agrees to comply with applicable
Federal implementing regulations and other implementing requirements FTA may issue.
CONTRACTOR shall promptly notify CITY of any discrimination complaints.
b. Equal Employment Opportunity. The following equal employment opportunity
requirements apply to the underlying contract:
(i) Race, Color, Creed, National Origin, Sex. In accordance with Title VII of the
Civil Rights Act, as amended, 42 U.S.C. § 2000e, and Federal transit laws at 49
U.S.C. § 5332, the Contractor agrees to comply with all applicable equal
employment opportunity requirements of U.S. Department of Labor (U.S.
DOL) regulations, "Office of Federal Contract Compliance Programs, Equal
Employment Opportunity, Department of Labor," 41 C.F.R. Parts 60 et seq .,
(which implement Executive Order No. 11246, "Equal Employment
Page 175 of 370
Opportunity," as amended by Executive Order No. 11375, "Amending
Executive Order 11246 Relating to Equal Employment Opportunity," 42 U.S.C.
§ 2000e note), and with any applicable Federal statutes, executive orders,
regulations, and Federal policies that may in the future affect construction
activities undertaken in the course of the Project. The Contractor agrees to
take affirmative action to ensure that applicants are employed, and that
employees are treated during employment, without regard to their race, color,
creed, national origin, sex, or age. Such action shall include, but not be limited
to, the following: employment, upgrading, demotion or transfer, recruitment
or recruitment advertising, layoff or termination; rates of pay or other forms
of compensation; and selection for training, including apprenticeship. In
addition, the Contractor agrees to comply with any implementing
requirements FTA may issue.
(ii) Age. In accordance with section 4 of the Age Discrimination in Employment
Act of 1967, as amended, 29 U.S.C. § § 623 and Federal transit law at 49 U.S.C.
§ 5332, the Contractor agrees to refrain from discrimination against present
and prospective employees for reason of age. In addition, the Contractor
agrees to comply with any implementing requirements FTA may issue.
(iii) Disabilities. In accordance with section 102 of the Americans with Disabilities
Act, as amended, 42 U.S.C. § 12112, the Contractor agrees that it will comply
with the requirements of U.S. Equal Employment Opportunity Commission,
"Regulations to Implement the Equal Employment Provisions of the Americans
with Disabilities Act," 29 C.F.R. Part 1630, pertaining to employment of
persons with disabilities. In addition, the Contractor agrees to comply with any
implementing requirements FTA may issue.
c. CONTRACTOR also agrees to include these requirements in each subcontract financed in
whole or in part with Federal assistance provided by FTA, modified only if necessary to
identify the affected parties.
19. BREACHES AND DISPUTE RESOLUTION.
a. Disputes. Disputes arising in the performance of this Contract which are not resolved by
agreement of the parties shall be decided in writing by the authorized representative of
(Recipient)'s [title of employee]. This decision shall be final and conclusive unless within
[ten (10)] days from the date of receipt of its copy, CONTRACTOR mails or otherwise
furnishes a written appeal to the [title of employee]. In connection with any such appeal,
CONTRACTOR shall be afforded an opportunity to be heard and to offer evidence in
support of its position. The decision of the [title of employee] shall be binding upon
CONTRACTOR and CONTRACTOR shall abide be the decision.
b. Performance During Dispute. Unless otherwise directed by CITY, CONTRACTOR shall
continue performance under this Contract while matters in dispute are being resolved.
c. Claims for Damages. Should either party to the Contract suffer injury or damage to person
or property because of any act or omission of the party or of any of their employees,
Page 176 of 370
agents, or others for whose acts they are legally liable, a claim for damages therefore shall
be made in writing to such other party within a reasonable time after the first observance
of such injury of damage.
d. Remedies. Unless this Contract provides otherwise, all claims, counterclaims, disputes
and other matters in question between CITY and CONTRACTOR arising out of or relating
to this agreement or its breach will be decided by arbitration if the parties mutually agree,
or in a court of competent jurisdiction within the State in which CITY is loca ted.
e. Rights and Remedies. The duties and obligations imposed by the Contract Documents
and the rights and remedies available thereunder shall be in addition to and not a
limitation of any duties, obligations, rights, and remedies otherwise imposed or available
by law. No action or failure to act by CITY OR CONTRACTOR shall constitute a waiver of
any right or duty afforded by any of them under the Contract, nor shall any such action or
failure to act constitute an approval of or acquiescence in any breach th ereunder, except
as may be specifically agreed in writing.
20. TRANSIT EMPLOYEE PROTECTIVE AGREEMENTS. CONTRACTOR agrees to comply with
applicable transit employee protective requirements as follows:
a. General Transit Employee Protective Requirements. To the extent that FTA determines
that transit operations are involved, CONTRACTOR agrees to carry out the transit
operations work on the underlying contract in compliance with terms and conditions
determined by the U.S. Secretary of Labor to be fair and equitable t o protect the interests
of employees employed under this contract and to meet the employee protective
requirements of 49 U.S.C. A 5333(b), and U.S. DOL guidelines at 29 C.F.R. Part 215, and
any amendments thereto. These terms and conditions are identified in the letter of
certification from the U.S. DOL to FTA applicable to the FTA Recipient's project from which
Federal assistance is provided to support work on the underlying contract. CONTRACTOR
to carry out that work in compliance with the conditions stat ed in that U.S. DOL letter.
The requirements of this subsection (a), however, do not apply to any contract financed
with Federal assistance provided by FTA either for projects for elderly individuals and
individuals with disabilities authorized by 49 U.S.C. § 5310(a)(2), or for projects for
nonurbanized areas authorized by 49 U.S.C. § 5311. Alternate provisions for those
projects are set forth in subsections (i) and (ii) of this section.
i) Transit Employee Protective Requirements for Projects Authorized by 49
U.S.C. § 5310(a)(2) for Elderly Individuals and Individuals with Disabilities . If
the contract involves transit operations financed in whole or in part with
Federal assistance authorized by 49 U.S.C. § 5310(a)(2), and if the U.S.
Secretary of Transportation has determined or determines in the future that
the employee protective requirements of 49 U.S.C. § 5333(b) are necessary or
appropriate for the state and the public body subrecipient for which work is
performed on the underlying contract, the Contractor agrees to carry out the
Project in compliance with the terms and conditions determined by the U.S.
Secretary of Labor to meet the requirements of 49 U.S.C. § 5333(b), U.S. DOL
guidelines at 29 C.F.R. Part 215, and any amendments thereto. These terms
Page 177 of 370
and conditions are identified in the U.S. DOL's letter of certification to FTA, the
date of which is set forth Grant Agreement or Cooperative Agreement with
the state. The Contractor agrees to perform transit operations in connection
with the underlying contract in compliance with the conditions stated in that
U.S. DOL letter.
ii) Transit Employee Protective Requirements for Projects Authorized by 49
U.S.C. § 5311 in Nonurbanized Areas. If the contract involves transit
operations financed in whole or in part with Federal assistance authorized by
49 U.S.C. § 5311, the Contractor agrees to comply with the terms and
conditions of the Special Warranty for the Nonurbanized Area Program agreed
to by the U.S. Secretaries of Transportation and Labor, dated May 31, 1979,
and the procedures implemented by U.S. DOL or any revision thereto.
b. CONTRACTOR also agrees to include any applicable requirements in each subcontract
involving transit operations financed in whole or in part with Federal assistance provided
by FTA.
21. DISADVANTAGED BUSINESS ENTERPRISE (DBE).
a. This contract is subject to the requirements of Title 49, Code of Federal Regulations, Part
26, Participation by Disadvantaged Business Enterprises in Department of Transportation
Financial Assistance Programs and CITY’s DBE program..
b. CONTRACTOR shall not discriminate on the basis of race, color, national origin, or sex in
the performance of this contract. The contractor shall carry out applicable requirements
of 49 CFR Part 26 in the award and administration of this DOT-assisted contract. Failure
by CONTRACTOR to carry out these requirements is a material breach of this contract,
which may result in the termination of this contract or such other remedy as CITY deems
appropriate. Each subcontract the contractor signs with a subcontractor must include the
assurance in this paragraph (see 49 CFR 26.13(b)).
c. CONTRACTOR is required to pay its subcontractors performing work related to this
contract for satisfactory performance of that work no later than thirty (30) days after
CONTRACTOR’s receipt of payment for that work from CITY. In addition, CONTRACTOR is
required to return any retainage payments to those subcontractors within thirty (30) days
after the subcontractor's work related to this contract is satisfactorily completed.
d. CONTRACTOR must promptly notify CITY whenever a DBE subcontractor performing work
related to this contract is terminated or fails to complete its work and must make good
faith efforts to engage another DBE subcontractor to perform at least the same amount
of work. CONTRACTOR may not terminate any DBE subcontractor and perform that work
through its own forces or those of an affiliate without prior written consent of CITY.
22. SAFE OPERATION OF MOTOR VEHICLES / DISTRACTED DRIVING.
a. Seat Belt Use. In accordance with the provisions of Executive Order No. 13043,
“Increasing Seat Belt Use in the United States,” April 16, 1997, 23 U.S.C. § 402 note,
CONTRACTOR is required to adopt and promote on-the-job seat belt use policies and
Page 178 of 370
programs for its employees and other personnel that operate company-owned vehicles,
company-rented vehicles, or personally operated vehicles. The terms “company-owned”
and company-leased” refer to vehicle owned or lease by CONTRACTOR or by CITY.
b. Distracted Driving. In accordance with the provisions of Executive Order No. 13513,
“Federal Leadership on Reducing Text Messaging While Driving,” October 1, 2009, 23
U.S.C. § 402 note, and U.S. DOT Order 3902.10, “Text Messaging While Driving,”
December 30, 2009; CONTRACTOR is required to adopt and enforce workplace safety
policies to decrease crashes caused by distracted drivers, including policies to ban text
messaging while using an electronic device supplied by an employer, and driving a vehicle
the driver owns or rents, a vehicle CONTRACTOR owns, leases, or rents, or a privately-
owned vehicle when on official business in connection with or when performing any work
for or on behalf of CITY.
23. DRUG AND ALCOHOL TESTING. CONTRACTOR agrees to establish and implement a drug and
alcohol testing program that complies with 49 CFR Parts 653 and 654, produce any
documentation necessary to establish its compliance with Parts 653 and 654, and permit any
authorized representative of the United States Department of Transportation or its operating
administrations, the State Oversight Agency of California, or CITY, to inspect the facilities and
records associated with the implementation of the drug and alcohol testing program as
required under 49 CFR Parts 653 and 654 and review the testing process. CONTRACTOR
agrees further to certify annually its compliance with Parts 653 and 654 and to submit the
Management Information System (MIS) reports before MARCH 1 of each year to CITY. To
certify compliance the contractor shall use the "Substance Abuse Certifications" in the
"Annual List of Certifications and Assurances for Federal Transit Administration Grants and
Cooperative Agreements," which is published annually in the Federal Register.
24. INCORPORATION OF FEDERAL TRANSIT ADMINISTRATION (FTA) TERMS. The preceding
provisions include, in part, certain Standard Terms and Conditions required by USDOT,
whether or not expressly set forth in the preceding contract provisions. All contractual
provisions required by USDOT, as set forth in FTA Circular 4220.1E are hereby incorporate d
by reference. Anything to the contrary herein notwithstanding, all FTA mandated terms shall
be deemed to control in the event of a conflict with other provisions contained in this
Agreement. CONTRACTOR shall not perform any act, fail to perform any act, or refuse to
comply with any CITY requests which would cause CITY to be in violation of the FTA terms
and conditions.
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Page 180 of 370
f February 20, 2026
SUBMITTED TO
City of San Luis Obispo
Alex Fuchs, Mobility Services Business
Manager
990 Palm Street
San Luis Obispo CA, 93401
Afuchs@slocity.org
SUBMITTED BY
MV Transportation, Inc.
2711 N. Haskell Avenue, Suite 1500 LB-2
Dallas, TX 75204
Keith Everage, Vice President
(323) 422-5946
www.mvtransit.com
Transit Operation
and Maintenance
Services
RFP No. Transit-01
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TRANSIT OPERATION AND MAINTENANCE SERVICES| TRANSIT-01
ii Public Transit. Reimagined. |
Request for Confidentiality
As a privately held company, many aspects of MV’s business are considered confidential. The proposal contained
herein offers details regarding our proposed operating plan for the City of San Luis Obispo (City) and includes client
information, operating procedures, management candidates, and innovative approaches that our Board of Directors
considers Confidential and/or Trade Secrets.
For ease of the City’s review, MV:
» Indicates those sections of our proposal narrative considered either confidential or a trade secret using
footnotes;
» Includes confidential attachments in this proposal response; these are marked “confidential” in the margins
of each document and/or form;
» Considers its pricing information confidential and has therefore indicated so in the margin of each price
page; and,
» Has submitted its Audited Financial Statements in a separate confidential file.
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TRANSIT OPERATION AND MAINTENANCE SERVICES| TRANSIT-01
iii Public Transit. Reimagined. |
Table of Contents
Request for Confidentiality ............................................................................................................... ii
Table of Contents ............................................................................................................................ iii
Executive Summary ......................................................................................................................... iv
1. Submittal Forms.............................................................................................................................. 1
2. Experience and Qualifications ...................................................................................................... 2
3. Operational Approach .................................................................................................................. 8
3.1. Start-up and Transition Plan ............................................................................................................................ 10
3.2. Management and Operations Plan ................................................................................................................. 16
3.2.a. Scheduling, Dispatching, and Customer Service ................................................................................... 22
i. Talent Acquisition and Workforce Retention ............................................................................................... 23
ii. Quality Control ........................................................................................................................................... 24
iii. Additional Proposed Technologies ............................................................................................................ 27
4. Maintenance ................................................................................................................................ 31
4.1. Facility Maintenance Program ........................................................................................................................ 33
4.2. Preventive Maintenance and Inspection Program ......................................................................................... 35
i. History of Regulatory Findings .................................................................................................................... 39
4.3. Proposed Insurance Program ........................................................................................................................ 40
5. Safety and Training ..................................................................................................................... 41
5.1. Staff Training Program ..................................................................................................................................... 41
5.2. Safety Records ............................................................................................................................................... 50
6. Personnel .................................................................................................................................... 52
6.1. Key Personnel ................................................................................................................................................. 52
6.1.a. Organizational Chart ............................................................................................................................... 55
6.2. Wages ............................................................................................................................................................. 57
6.3. Benefits Package ........................................................................................................................................... 58
6.4. Staffing Plan .................................................................................................................................................. 59
6.5. Labor Code Compliance ............................................................................................................................... 65
7. Reporting ................................................................................................................................... 66
7.1. Approach to Reporting Quality Control ........................................................................................................... 67
Appendix ......................................................................................................................................... 69
MV Transportation, Inc. is a federal contractor or subcontractor which complies fully with Executive Order 11246, as amended, and the
applicable regulations contained in 41 C.F.R. Parts 60-1 through 60-60; 29 U.S.C. Section 793 and the applicable regulations contained in
41 C.F.R. Part 60-741; 38 U.S.C. Section 4212 and the applicable regulations contained in 41 C.F.R. Part 60-250 and/or 60-300; and 29
CFR Part 471, Appendix A. MV is an Equal Employment Opportunity/Affirmative Action Employer.
Page 183 of 370
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iv Public Transit. Reimagined. |
Executive Summary
The City of San Luis Obispo (the City) is seeking a trusted partner to operate and maintain its fixed route transit
operation and maintenance services, SLO Transit. SLO Transit recognizes that high-quality public transportation
depends on four core elements:
1. a strong local team to run daily operations,
2. delivering excellent customer service,
3. effective system design and operation, and
4. maintaining on-time performance (OTP).
With 50 years of experience and over 125 active contracts nationwide, nearly 45% of MV Transportation (MV)
contracts include fixed route services, either as a stand-alone fixed route or as part of multimodal operations.
Our extensive experience showcases our ability to meet SLO Transit’s unique needs. For the City, MV will:
1. Build a strong local team through proven recruitment and retention strategies, supported by dedicated
professionals and backed by a strong corporate team.
2. Deliver exceptional customer service through comprehensive training programs and customer-focused
technology.
3. Enhance system design and operations by using proven scheduling, planning, and safety technologies,
supported by dedicated professional services.
4. Increase OTP with our customized OTP, road supervision, and dispatch plans.
Proven Experience
MV’s deep familiarity with California’s transit landscape is unmatched. We currently operate over 30 contracts
surrounding the San Luis Obispo area, including systems comparable to SLO Transit:
• Union City Transit- fixed route and ADA paratransit (since 2000)
• Livermore Amador Valley Transit Authority- fixed route and rapid bus services (since 2002)
• City of West Covina- fixed route and demand-responsive services (since 2014)
• Santa Clarita Transit- fixed route, commuter express, dial-a-ride, microtransit, and trolley services (since 2008)
Because we are deeply experienced in California's operational and regulatory environments, we can deliver a
seamless, low-risk transition that maintains service continuity from day one.
Our highly experienced regional team will support SLO Transit’s local team.
Airport Shuttle
0.8%Call Center
2.4%Deviated Fixed Route
0.8%
Fixed Route
16.8%
Maintenance
1.6%Management
2.4%
Microtransit
0.8%
Multimode
27.2%
Paratransit
28.0%
Private (Corporate)
Shuttle
4.8%
Public Shuttle
7.2%
Schoolbus
4.0%
University/College
Shuttle
3.2%
Contracts by Mode
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v Public Transit. Reimagined. |
Regional Vice President Lorraine Lopez brings 20 years of transportation experience and will lead the regional
support team, partnering with the local team to drive continuous improvement.
Director of Safety Jorge Flores brings 16 years of transportation safety experience and will uphold compliance
with all regulatory requirements relating to health, safety, and security.
Director of Maintenance Samuel (Sam) Tolley brings nearly 15 years of transportation maintenance leadership
and will support the maintenance manager on the ground to ensure smooth daily services.
Vice President of Customer Success Terence (Terry) Thompson brings over two decades of experience in
management and customer care and will support SLO Transit by addressing the unique challenges and
opportunities within public transit systems.
1. Building a Strong Local Team
Founded in 1975 by Alex and Feysan Lodde, a husband-and-wife team, MV was built on a mission to provide freedom
of mobility by offering access to safe, reliable transportation. Half a century later, this mission continues today
through The New MV- a renewed focus on people, performance, and accountability.
Our approach rests on having and continually building on the best team in the transportation business:
• Hiring people who share our values and deep commitment to our passengers and clients
• Investing heavily in development and training so that they unlock their full potential
• Reinforcing a culture prioritizing safety, customer service, and operational excellence so that we treat each
passenger like we would our dearest loved ones.
For SLO Transit, we propose the following local management team, fully dedicated to the City’s services.
Meet the Local Team
Proposed General Manager Yevette Mc Neese brings 19 years of transportation industry experience and will
provide hands-on operational leadership, ensuring safe, compliant, and efficient service delivery for SLO Transit.
Proposed Operations Manager Jeffery Lampton brings nearly 5 years of transit leadership experience and will
lead daily operations by driving safe, reliable, and compliant service delivery through collaborative leadership,
data-driven decision-making, and strong operational discipline across all service modes.
Proposed Maintenance Manager Casterdale Green brings nearly two decades of fleet maintenance experience
and will ensure SLO Transit’s fleet is safe, reliable, and fully DOT-compliant.
Proposed Safety and Training Manager Aaron Pike brings over 30 years of experience in transportation
operations, safety, and compliance, and will lead safety and training programs and foster a culture of safety,
reliability, and customer-focused service.
In addition to our proposed management team, we will also implement our proven recruitment strategy to
ensure SLO Transit is supported by a fully staffed team.
Our national recruiting program has evolved over the past five years to
adjust to the changing labor market and has proven highly successful.
For instance, in response to sharp post-pandemic staffing declines
across all five LADOT operations, we implemented a strategy addressing
both immediate workforce needs and long-term organizational health.
Recruitment was overhauled with a regional recruiter, like MV will provide
for SLO Transit, leading grassroots campaigns, weekly job fairs, and
Facebook outreach. As a result, turnover rates dropped significantly
across all divisions. Downtown Dash, which was short 20 drivers as
recently as January 2025, is now operating above its staffing goal.
Mid-Cities Central Dash, once the most impacted, has become a model
for retention and engagement. MV’s recruiting and retention strategies are now being adopted in other regions, and
our partnership with LADOT has grown stronger.
Meet Melissa Flohre: SLO Transit’s
Recruitment Partner
Melissa Flohre brings over 15 years of
experience in recruitment and
employee relations. She will oversee
recruiting, selection, and staffing
programs, evaluating strategies to
meet staffing objectives for SLO
Transit.
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vi Public Transit. Reimagined. |
Most importantly, retention translates into safer service. With fewer new drivers and more tenured employees
behind the wheel, Preventable Accident Frequency Rate (PAFR) rates are declining. For example, LA City Ride saw
its July year-over-year PAFR drop from 3.05 in 2023 to 0.00 in 2025. Our investment in people has directly
improved the safety and reliability of LADOT’s transportation services, and we are excited to introduce the
same results for SLO Transit.
2. Delivering Exceptional Customer Service
We believe excellent customer service begins with well-trained, engaged employees. For SLO Transit, MV will
implement structured training programs that reinforce safety, professionalism, and accountability, including:
The MV Way- an operational manual for general managers that reinforces policies and best practices while fostering
positive culture and talent development, prioritizing safety and operational efficiency, ensuring outstanding customer
satisfaction, and leveraging AI-powered tools to streamline operations.
Operator Retraining- all MV operators are evaluated at least every six months, and if needed, receive tailored
remedial training to address specific issues.
Own the Moment- is a comprehensive safety engagement initiative that emphasizes leadership, accountability, and
consistent safe behavior by all employees in every environment.
General Manager Development Academy (GMDA)- This training program develops general managers’ leadership,
operational, and practical skills, culminating in actionable plans for success across our nationwide operations.
“Driven by people- that means that we’re here to serve. The general manager- instead of being at the top of the
pyramid, you’re at the bottom of the pyramid. You have to want to serve the community, help people, and people
who just want to help people just do so great in transit. They go the extra mile.”
These training programs are supported by employee wellness initiatives and a focus on work-life balance, creating a
positive workplace that translates into better service for riders.
To further enhance the customer experience, MV is embracing advanced technology like Spare AI Voice—a cutting-
edge solution that transforms routine interactions into seamless, human-like conversations, ensuring passengers
receive timely, accurate, and personalized support.
3. Enhancing System Design and Operations
Within the past three years, we have been making significant transformations to build The New MV, investing in AI,
microtransit, zero and low-emission vehicles, and other trends that have positively impacted our passengers,
customers, and employees.
We provide extra support for Connexionz software, operating two California contracts near SLO Transit to promote
best practices and offer assistance as needed. In addition, MV proposes the following innovative technology for SLO
Transit.
Technology Offerings
Optibus streamlines planning and scheduling for fixed route systems, supports battery electric buses (BEB) and
internal combustion engine (ICE) vehicles, and creates multiple planning scenarios in minutes.
MV EMPLOYEE PERSPECTIVE William Crespin, General Manager, Glendale division 43
In 2024, MV released an employee engagement survey which resulted in the following top four strengths:
• Employees are proud to work for MV.
• They feel connected to MV because their work has meaning and purpose.
• They feel the perspectives of people from other cultures and backgrounds and are respected and valued.
• They feel they were properly trained and supported in their roles.
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vii Public Transit. Reimagined. |
Technology Offerings
DriveCam continuously records footage inside the vehicle and on the road to support real-time coaching,
incident response, and risk reduction.
AI-Enabled Technology improves candidate quality, retention, and workforce stability by identifying the best
long-term new hire fits.
Further supporting SLO Transit’s efforts to enhance system design and operations, MV brings a professional services
team with decades of experience in innovative transit to support the City as it scales its electric vehicle fleet.
Meet the Professional Services Team
Stephanie Doughty, vice
president of professional
services, leads resource
optimization and strategic
initiatives with 10+ years in
technology and paratransit
operations.
Cartra Baker, Senior
Solutions Lead, brings 20
years of experience driving
strategic initiatives and
operational efficiency
through sourcing,
procurement, and data
analytics.
Lidia Gonzales, senior IT
applications analyst,
specializes in application
configuration, system
integration, and trip-data
analysis to maximize on-
demand service efficiency.
Elizabeth (Liz) Stayner,
senior transit planning
manager, offers 10+ years
in transit planning, with
expertise in management,
training, financial oversight,
and community outreach.
MV will enhance system design and operation by pairing proven, scalable technology with hands-on regional
support- deploying Optibus to drive data-informed planning and scheduling, integrating DriveCam to strengthen a
safety-first culture, and embedding our professional services expertise to guide continuous improvement as SLO
Transit transitions to an electric fleet. This approach provides SLO Transit with a clear, practical pathway to optimize
its fixed-route operations while improving efficiency, reliability, and the rider experience.
4. Increasing OTP
The New MV culture and approach have greatly benefited our clients and passengers. Our operational metrics are
now second-to-none; our client satisfaction ratings and net promoter scores are not just outstanding but on par with
those of some of the most admired companies in America across any industry.
We know how to deliver measurable improvements quickly. When MV began operating IndyGo Access, OTP jumped
12% within weeks, reaching 91.9% and restoring rider confidence from day one.
For SLO Transit, MV will implement a structured supervision and dispatch plan designed to maintain OTP:
• Dedicated Road Supervisors: MV will assign coverage zones to monitor routes in real time, assist operators, and
respond to incidents promptly.
• Centralized Dispatch Operations: Dispatchers will actively monitor service delivery through integrated
scheduling and AVL software.
• Technology Integration: Optibus for efficient scheduling, MV Insight dashboards for performance monitoring, T-
EAM for managing maintenance schedules and compliance documentation, DriveCam and Mobileye for ensuring
a safety-first culture.
MV Insights- A custom-built operational visualization of our operations tailored to each customer’s Key Performance
Indicators, to quickly identify underperforming KPIs and receive real-time notifications when issues arise.
Trapeze Enterprise Asset Management (T-EAM)- Supports facility maintenance operations by monitoring
scheduled maintenance intervals and ensuring preventive maintenance is completed in accordance with OEM
recommendations.
This plan combines real-time oversight and advanced technology to optimize daily operations and deliver consistent,
high-quality service for SLO Transit.
Soundbite Building A Strong Workforce
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viii Public Transit. Reimagined. |
MV collaborated with the Los Angeles Department of Transportation (LADOT) to address OTP challenges for the Mid-
City DASH bus service. Through a comprehensive, data-driven approach involving technology optimization, operator
engagement, and route timing adjustments, they significantly improved service reliability and schedule adherence.
OTP increased by 27%, improving schedule adherence on key routes from about 40-50% to 80-90%, nearing the
client's goal of 85%. Early arrivals were reduced from 10% to 1.5%, indicating better schedule compliance.
We are a much better company today than we were three years ago when we began the journey to the New MV, and
our improvements and growth are accelerating as we continue to build on these successes.
Moving Forward With MV
As proud as we are of the improvements we have made in the last three years, we are even more excited about the
future. We believe the acceleration of artificial intelligence, enhanced driving technologies, zero- and low-
emissions vehicles, microtransit, and other emerging trends will drive significant changes in the transit industry over
the next five years. A strong team is crucial during times of significant change, enabling us to stay focused on client
needs and industry shifts so we can effectively support our clients in adapting.
MV is the Right Partner for SLO Transit
MV combines 50 years of proven experience with a forward-thinking approach that embraces innovation and
operational excellence. Our ability to deliver outstanding service rests on three pillars:
• People: A strong local team supported by regional and national experts, backed by industry-leading recruitment
and retention strategies.
• Technology: Advanced tools like Optibus, MV Insights, and T-EAM, paired with safety innovations like DriveCam,
to optimize operations and enhance reliability.
• Culture of Excellence: A relentless commitment to safety, customer service, and continuous improvement,
reinforced by structured training programs and data-driven decision-making.
By aligning these strengths with SLO Transit’s goals, MV offers a partnership that ensures operational stability today
while preparing for the future. The next chapter of SLO Transit is one we will write together, fueled by the same spirit
of service and commitment to improving our passengers' lives that has carried MV for five decades. We will deliver a
safe, reliable, and innovative transit system that meets the needs of the San Luis Obispo community for decades to
come.
MV ADVANTAGE MV Case Study: Boosting OTP for LADOT Dash
Page 188 of 370
February 20, 2026
Alex Fuchs, Mobility Services Business Manager
The City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA, 93401
Dear Alex,
MV Transportation, Inc. and all subsidiaries, joint ventures, partnerships, and affiliates (or MV) greatly appreciate
the opportunity to submit its proposal in response to the City of San Luis Obispo’s Request for Proposal Number
Transit-01 for Transit Operation and Maintenance Services.
We are proud of our history in passenger transportation, and we offer high-quality service delivered by qualified,
professional staff. MV’s proposal honors all its Collective Bargaining Agreements and knows the true operating
costs in this market. The company is confident that its proposed operating approach offers the best value for the
City.
As required, MV’s proposed operating plan is contained herein. This plan is built on our promise to our customers,
our passengers, and our employees:
We always prioritize the safety and security of our passengers, employees, and communities above all else. We work
collaboratively within our workplace, with our business partners, and in our community to improve the quality of life.
We strive to pursue new ideas to bring value to our customers.
MV acknowledges receipt of Addendum 1 dated December 2, 2025, and Addendum 2 dated February 6, 2026.
Keith Everage is your primary contact for this procurement and is authorized to make representations for MV
Transportation, Inc., to include all its subsidiaries, joint ventures, partnerships, and affiliates (the bidding entity). If
awarded the contract, the Contracting Party will be MV Public Transportation, Inc.
You can reach me at (323) 422-5946 or keith.everage@mvtransit.com. Additionally, Joe Escobedo, senior vice
president, will serve as your secondary contact; you can contact Joe at (623) 340-3209 or
joe.escobedo@mvtransit.com. Please direct all correspondence related to this and all future procurements to MV’s
bid office located at 750 Mason Street, Suite 105, Vacaville, CA 95688.
Thank you for your consideration; I encourage you to select MV Transportation as your partner for the provision of
the SLO Transit. We look forward to working with you throughout this procurement.
Sincerely,
Dorothea DePrisco
Assistant Corporate Secretary
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1 Public Transit. Reimagined. |
1. Submittal Forms
In response to RFP section G.1 “Submittal Forms,” please see the required forms on the following pages of the
proposal.
Please see the Cost Proposal Forms submitted separately to BidNet in Excel format as required.
Page 190 of 370
APPENDIX K - Federal Proposal and Contract Certification Forms
The proposing firms is required to complete and submit the following forms.
Form 1. Debarment and Suspension Certification
The Federal Transit Administration (FTA) requires third-party contractors to submit this
certificate to the grantee (the CITY). In addition, any subcontractor doing work valued at
$25,000 or more is required to submit this certificate to the grantee.
Form 2. Certification Regarding Lobbying Activities
FTA requires that each third-party contractor submit this certification to the grantee (the
CITY). Any subcontractor doing work valued at more than $100,000 is also required to
submit a certification to the grantee.
Form 3. Disclosure of Lobbying Activities
FTA requires any third-party contractor or subcontractor whose participation exceeds
$100,000 and who is involved in lobbying activities must submit this statement to the
grantee.
Form 4. Drug-Free Workplace Act Certification
Form 5. Non-Collusion Affidavit
Form 6. Tax Liability Certification
Form 7. Workers’ Compensation Certification
Page 132 of 155 Page 191 of 370
FORM 1
DEBARMENT AND SUSPENSION CERTIFICATION FORM
This certification is required by the regulations implementing Executive Order 12549, Debarment
and Suspension, 29 CFR Part 98, Section 98.510, Participants’ responsibilities. The regulations
were published as Part VII of the May 26, 1988 Federal Register (pages 19160-19211).
(BEFORE COMPLETING THIS CERTIFICATION, READ THE FOLLOWING INSTRUCTIONS WHICH ARE
AN INTEGRAL PART OF THE CERTIFICATION)
1.The prospective recipient of Federal assistance funds certifies, by submission of this proposal,
that neither it nor its principals are presently debarred, suspended, proposed for debarment,
declared ineligible, or voluntarily excluded from participation in this transaction by any
Federal department or agency.
2.Where the prospective recipient of Federal assistance funds is unable to certify to any of the
statements in this certification, such prospective participant shall attach an explanation to this
proposal.
The Proposer shall require that the language of this certification be included in the contract
documents for all subcontractors and material suppliers at all tiers, and that all subcontractors
and material suppliers shall certify and disclose accordingly.
The Proposer certifies or affirms the truthfulness and accuracy of the contents of the statements
submitted on or with this certification. In addition, the Proposer understands and agrees that the
provisions of 31 U.S.C. §§ 3801 et al. are applicable to th is certification.
Name and Title of Authorized Representative
Signature
Date
Page 133 of 155
Dorothea DePrisco, Assistant Corporate Secretary
2/18/2026
Page 192 of 370
INSTRUCTIONS FOR FORM 1
1.By signing and submitting this proposal, the prospective recipient of Federal assistance funds is
providing the certification as set out below.
2.The certification in this class is a material representation of fact upon which reliance was placed when
this transaction was entered into. If it is later determined that the prospective recipient of Federal
assistance funds knowingly rendered an erroneous certification, in addition to other remedies
available to the Federal Government, the Department of Labor (DOL) may pursue available remedies,
including suspension and/or debarment.
3.The prospective recipient of Federal assistance funds shall provide immediate written notice to the
person to whom the proposal is submitted if at any time the prospective recipient of Federal assistance
funds learns that its certification was erroneous when submitted or has become erroneous by reason
of changed circumstances.
4.The terms “covered transaction”, “debarred”, “suspended”, “ineligible”, “lower tier covered
transaction”, “participant”, “person”, “primary covered transaction”, “principal”, “proposal” and
“voluntarily excluded”, as used in this clause, have the meanings set out in Definitions and Coverage
sections of rules implementing Executive Order 12549. You may contact the person to which this
proposal is submitted for assistance in obtaining a copy of those regulations.
5.The prospective recipient of Federal assistance funds agrees by submitting this proposal that, should
the proposed covered transaction be entered into, it shall not knowingly enter into any lower tier
covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily
excluded from participation in this covered transaction, unless authorized by the DOL.
6.The prospective recipient of Federal assistance funds further agrees by submitting this proposal that
it will include the clause titled “Certification Regarding Debarment, Suspension, Ineligibility and
Voluntary Exclusion – Lower Tier Covered Transactions,” without modification, in all lower tier covered
transactions and in all solicitations for lower tier covered transactions.
7.A participant in a covered transaction may rely upon a certification of prospective participant in a
lower tier covered transaction that is not debarred, suspended, ineligible, or voluntarily excluded from
the covered transaction, unless it knows that the certification is erroneous. A participant may decide
the method and frequency by which it determines the eligibility of its principals. Each participant may
but is not required to check the List of Parties Excluded from Procurement of Non-procurement
Programs.
8.Nothing contained in the foregoing shall be construed to require establishment of a system of records
in order to render in good faith the certification required by this clause. The knowledge and
information of a participant is not required to exceed that which is normally possessed by a prudent
person in the ordinary course of business dealings.
9.Except for transactions authorized under paragraph 5 of these instructions, if a participant in a covered
transaction knowingly enters into a lower tier covered transaction with a person who is suspended,
debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to the
other remedies available to the Federal Government, the DOL may pursue available remedies,
including suspension and/or debarment.
Page 134 of 155 Page 193 of 370
FORM 2
CERTIFICATION REGARDING LOBBYING ACTIVITIES FORM
The undersigned CONTRACTOR certifies, to the best of his or her knowledge and belief, that:
1.No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to
any person for influencing or attempting to influence an officer or employee of an agency, a Member
of Congress, an officer or employee of Congress, or an employee of a Member of Congress in
connection with the awarding of any Federal contract, the making of any Federal grant, the making of
any Federal loan, the entering into of any cooperative agreement, and the extension, continuation,
renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement.
2.If any funds other than Federal appropriated funds have been paid or will be paid to any person for
making lobbying contacts to an officer or employee of any agency, a Member of Congress, an officer
or employee of Congress, or an employee of a Member of Congress in connection with this Federal
contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard
Form--LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions [as amended by
"Government wide Guidance for New Restrictions on Lobbying," 61 Fed. Reg. 1413 (1/19/96). Note:
Language in paragraph (2) herein has been modified in accordance with Section 10 of the Lobbying
Disclosure Act of 1995 (P.L. 104-65, to be codified at 2 U.S.C. 1601, et seq .)]
3.The undersigned shall require that the language of this certification be included in the award
documents for all sub-awards at all tiers (including subcontracts, sub-grants, and contracts under
grants, loans, and cooperative agreements) and that all sub-recipients shall certify and disclose
accordingly.
This certification is a material representation of fact upon which reliance was placed when this
transaction was made or entered into. Submission of this certification is a prerequisite for making or
entering into this transaction imposed by 31, U.S.C. A 1352 (as amended by the Lobbying Disclosure
Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of
not less than $10,000 and not more than $100,000 for each such failure.
[Note: Pursuant to 31 U.S.C. A 1352(c)(1)-(2)(A), any person who makes a prohibited expenditure or
fails to file or amend a required certification or disclosure form shall be subject to a civil penalty of not
less than $10,000 and not more than $100,000 for each such expenditure or failure.]
The CONTRACTOR, ______________________, certifies or affirms the truthfulness and accuracy of
each statement of its certification and disclosure, if any. In addition, the Bidder understands and
agrees that the provisions of 31 U.S.C. A 3801, et seq., apply to this certification and disclosure, if any.
Signature of Contractor’s Authorized Official
Name and Title of Contractor’s Authorized Official
Date
Page 135 of 155
MV Transportation, Inc.
Dorothea DePrisco, Assistant Corporate Secretary
2/18/2026
Page 194 of 370
Review Public Burden Disclosure Statement
DISCLOSURE OF LOBBYING ACTIVITIES OMB Control Number: 4040-0013
Expiration Date: 2/28/2025
Complete this form to disclose lobbying activities pursuant to 31 U.S.C. 1352
1.* Type of Federal Action:
a. contract
b. grant
c.cooperative agreement
d.loan
e.loan guarantee
f.loan insurance
2.* Status of Federal Action:
a.bid/offer/application
b.initial award
c.post-award
3.* Report Type:
a. initial filing
b. material change
4.Name and Address of Reporting Entity:
Prime SubAwardee
* Name
* Street 1 Street 2
* City State Zip
Congressional District, if known:
5.If Reporting Entity in No.4 is Subawardee, Enter Name and Address of Prime:
6. * Federal Department/Agency:7.* Federal Program Name/Description:
CFDA Number, if applicable:
8. Federal Action Number, if known:9. Award Amount, if known:
$
10.a. Name and Address of Lobbying Registrant:
Prefix * First Name Middle Name
* Last Name Suffix
* Street 1 Street 2
* City State Zip
b.Individual Performing Services (including address if different from No. 10a)
Prefix * First Name Middle Name
* Last Name Suffix
* Street 1 Street 2
* City State Zip
11.Information requested through this form is authorized by title 31 U.S.C. section 1352. This disclosure of lobbying activities is a material representation of fact upon which
reliance was placed by the tier above when the transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to
the Congress semi-annually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than
$10,000 and not more than $100,000 for each such failure.
* Signature:
*Name: Prefix * First Name Middle Name
* Last Name Suffix
Title: Telephone No.: Date:
Federal Use Only: STANDARD FORM LLL (REV. 7/1997)
Authorized for Local Reproduction
FORM 3Not Applicable
Page 136 of 155 Page 195 of 370
Federal Agency Form Instructions
Form Identifiers Information
Agency Owner Grants.gov
Form Name Disclosure of Lobbying Activities (SF-LLL)
Form Version Number 1.2
OMB Number 4040-0013
OMB Expiration Date 02/28/2022
Form Field Instructions
Field
Number
Field Name Required or
Optional
Information
1. *Type of Federal Action:Required Identify the type of covered
Federal action for which lobbying
activity is and/or has been secured
to influence the outcome of a
covered Federal action. This field
is required.
2. *Status of Federal Action Required Identify the status of the covered
Federal action. This field is
required.
2-a.a.Bid/Offer/Application Check if
applicable
Click if the Status of Federal Action
is a bid, an offer or an application.
2-b.b.Initial Award Check if
applicable
Click if the Status of Federal Action
is an initial award.
2-c.c.Post-Award Check if
applicable
Click if the Status of Federal Action
is a post-award.
3.0 *Report Type Required Identify the appropriate
classification of this report.
3-a.a.Initial filing Check if
applicable
Check if Initial filing.
3-b.b.Material change Check if
applicable
If this is a follow up report caused
by a material change to the
information previously reported,
enter the year and quarter in
which the change occurred. Enter
the date of the previously
submitted report by this reporting
entity for this covered Federal
action. This field is required.
INSTRUCTIONS FOR FORM 3
Page 137 of 155 Page 196 of 370
Field
Number
Field Name Required or
Optional
Information
Material Change Year Conditionally
Required
If this is a follow up report caused
by a material change to the
information previously reported,
enter the year in which the change
occurred.
Material Change Quarter Conditionally
Required
If this is a follow up report caused
by a material change to the
information previously reported,
enter the quarter in which the
change occurred.
Material Change Date of Last
Report
Conditionally
Required
Enter the date of the previously
submitted report by this reporting
entity for this covered Federal
action.
4. Name and Address of Reporting
Entity
Required Provide the information for Name
and Address of Reporting Entity.
Prime Check if
applicable
Click to designate the organization
filing the report as the Prime
Federal recipient.
Subawardee Check if
applicable
Click to designate the organization
filing the report as the
SubAwardee Federal recipient.
Subawards include but are not
limited to subcontracts, subgrants
and contract awards under grants.
Tier if known: Optional Identify the tier of the
subawardee, e.g., the first
subawardee of the prime is the 1st
tier.
Name Required Enter the name of reporting
entity. This field is required
Street 1 Required Enter Street 1 of the reporting
entity. This field is required.
Street 2 Optional Enter Street 2 of the reporting
entity.
City Required Enter City of the reporting entity
This field is required.
State Required Enter the state of the reporting
entity. This field is required
ZIP Required Enter the ZIP of the reporting
entity. This field is required
Page 138 of 155 Page 197 of 370
Field
Number
Field Name Required or
Optional
Information
Congressional District, if known Optional Enter the primary Congressional
District of the reporting entity.
Enter in the following format: 2
character state abbreviation – 3
characters district number, e.g.,
CA-005 for California 5th district,
CA-012 for California 12th district,
NC-103 for North Carolina’s 103rd
district.
5. If Reporting Entity in No. 4 is
Subaward, Enter Name and
Address of Prime
Conditionally
Required
If Reporting Entity in No. 4 is
Subaward, provide the
information for the Name and
Address of Prime
Name Required If the organization filing the report
in item 4, checks "Subawardee",
enter the full name of the prime
Federal recipient.
Street 1 Required If the organization filing the report
in item 4, checks "Subawardee",
enter the address of the prime
Federal recipient.
Street 2 Optional If the organization filing the report
in item 4, checks "Subawardee",
enter the address of the prime
Federal recipient.
City Required If the organization filing the report
in item 4, checks "Subawardee",
enter the city of the prime Federal
recipient.
State Required If the organization filing the report
in item 4, checks "Subawardee",
select the appropriate state from
this pull down menu.
ZIP Required Enter the ZIP of Prime. This field is
required
Page 139 of 155 Page 198 of 370
Field
Number
Field Name Required or
Optional
Information
Congressional District, if known Optional Enter the Congressional District of
Prime. Enter in the following
format: 2 character state
abbreviation – 3 characters district
number, e.g., CA-005 for California
5th district, CA-012 for California
12th district, NC-103 for North
Carolina’s 103rd district.
6. Federal Department/Agency Required Enter the name of the Federal
Department or Agency making the
award or loan commitment. This
field is required.
7. CFDA Number: Required Enter the full Catalog of Federal
Domestic Assistance (CFDA)
number for grants, cooperative
agreements, loans and loan
commitments. Pre-populated from
SF-424 if using Grants.gov.
CFDA Title: Required Enter the Federal program name
or description for the covered
Federal action. Pre-populated
from SF-424 if using Grants.gov.
8. Federal Action Number Optional Enter the most appropriate
Federal identifying number
available for the Federal action,
identified in item 1 (e.g., Request
for Proposal (RFP) number,
invitation for Bid (IFB) number,
grant announcement number, the
contract, grant, or loan award
number, the application/proposal
control number assigned by the
Federal agency). Include prefixes,
e.g., "RFP-DE-90-001".
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Page 140 of 155 Page 199 of 370
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Page 143 of 155 Page 202 of 370
FORM 4
DRUG-FREE WORKPLACE ACT CERTIFICATION FORM
Contractor/Bidder Firm Name: _________________________________________
The contractor/bidder firm named above hereby certifies compliance with Government Code
Section 8355 in matters relating to providing a drug-free workplace. The above named will:
1.Publish a statement notifying employees that unlawful manufacture, distribution,
dispensation, possession, or use of a controlled substance is prohibited and specifying actions
to be taken against employees for violations, as required by Government Code Section 8355
(a).
2.Establish a Drug-Free Awareness Program as required by Government Code Section 8355
(a)(1)(B), to inform employees about all the following:
(a)The dangers of drug abuse in the workplace,
(b)The person’s or organization’s policy of maintaining a drug-free workplace,
(c)Any available counseling, rehabilitation and employee assistance programs, and
(d)Penalties that may be imposed upon employees for drug abuse violations.
3.Provide as required by Government Code Section 8355 (a)(1)(C), that every employee who
works on the proposed contract:
(a)Will receive a copy of the company’s drug-free policy statement, and
(b)Will agree to abide by the terms of the company’s statement as a condition of
employment on the contract.
I, the official named below, hereby swear that I am duly authorized legally to bind the contractor
to the above described certification. I am fully aware that this certification, executed on the date
and in the county below, is made under penalty of perjur y under the laws of the State of
California.
Authorized Representative’s Name and Title: _________________________________________
Authorized Representative Signature: _________________________________________
Date executed: _________________________________________
Contractor/Bidder Firm’s Mailing Address: _________________________________________
Federal I.D. Number: _________________________________________
Page 144 of 155
MV Transportation, Inc.
Dorothea DePrisco, Assistant Corporate Secretary
750 Mason St., Ste. 105, Vacaville CA, 95688
2/18/2026
11-3706367 (MV Public Transportation Inc.)
Page 203 of 370
Page 204 of 370
Page 205 of 370
FORM 6
TAX LIABILITY CERTIFICATION FORM
The Proposer certifies that:
1.It has no unpaid federal tax liability that has been assessed, for which all judicial and
administrative remedies have been exhausted or have lapsed, and that is not being paid in a
timely manner pursuant to an agreement with the authority responsible for collecting the tax
liability;
2.It has not been convicted of a felony criminal violation under any federal law within the
preceding 24 months; and
3.It shall require that the language of this certification be included in the award documents for
all subcontractors and material suppliers at all tiers, and that all subcontractors and material
suppliers shall certify and disclose accordingly.
The Proposer certifies or affirms the truthfulness and accuracy of the contents of the statements
submitted on or with this certification. In addition, the Proposer understands and agrees that the
provisions of 31 U.S.C. §§ 3801 et al. are applicable to th is certification.
Title of Company/Firm: ______________________________
Name: ______________________________
Title: ______________________________
Signature: ______________________________
Date: ___________________________________
Page 146 of 155
MV Transportation, Inc.
Dorothea DePrisco
Assistant Corporate Secretary
2/18/2026
Page 206 of 370
FORM 7
WORKERS’ COMPENSATION CERTIFICATION FORM
Labor Code Section 3700 in relevant part provides:
Every employer except the State shall secure the payment of compensation in one or more of the
following ways:
1.By being insured against liability to pay compensation by one or more insurers duly authorized
to write compensation insurance in this State.
2.By securing from the Director of Industrial Relations a certificate of consent to self-insure,
which may be given upon furnishing proof satisfactory to the Director of Industrial Relations
of ability to self-insure and to pay any compensation that may become due to employees.
3.For any county, city, city and county, municipal corporation, public Owner, public agency, or
any political subdivision of the state, including each member of a pooling arrangement under
a joint exercise of powers agreement (but not the state itself), by securing from the Director
of Industrial Relations a certificate of consent to self-insure against workers’ compensation
claims, which certificate may be given upon furnishing proof satisfactory to the director of
ability to administer workers’ compensation claims properly, and to pay workers’
compensation claims that may become due to its employees. On or before March 31, 1979, a
political subdivision of the state which, on December 31, 1978, was uninsured for its liability
to pay compensation, shall file a properly completed and executed application for a certificate
of consent to self-insure against workers’ compensation claims. The certificate shall be issued
and be subject to the provisions of Section 3702.
I am aware of the provisions of Labor Code Section 3700 which require every employer to be
insured against liability for Workers’ Compensation or to undertake self-insurance in accordance
with the provisions of that code, and I will comply with such provisions before commencing the
performance of the work of this Contract.
Signed (Contractor) Date
Print Name and Title
Page 147 of 155
Dorothea DePrisco, Assistant Corporate Secretary
MV Transportation, Inc.
2/18/2026
Page 207 of 370
REFERENCES
Number of years engaged in providing the services included within the scope of the specifications
under the present business name: .
Describe fully three current contracts in performance by your firm that demonstrate your ability
to provide the services included with the scope of the specifications. The City reserves the right
to contact each of the references listed for additional information regarding your firm's
qualifications.
Reference No. 1:
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services
provided including contract
amount, when provided and
project outcome
Reference No. 2:
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services
provided including contract
amount, when provided and
project outcome
36 years
City of Santa Clarita
(661) 295-6305 & aaguilar@santa-clarita.com
Adrian Aguilar, Transit Manager
City of Downey
(562) 904-7223 & marias@downeyca.org
Michelle Jenney Arias
7810 Quill Drive
Downey, CA 90242
28250 Constellation Rd
Valenica, CA, 91355
MV began operating DowneyLINK public fixed route service for the City of Downey in 2002. The city’s transit program encompasses the DowneyLink fixed route bus service, with four routes traversing throughout the city, and a Dial-a-Ride shared curb-to-curb services for senior citizens and not able to ride the fixed route service. In 2018, MV extended its fixed route operation into a second decade while expanding the company’s responsibility for the Dial-A-Ride program. MV is currently in the second contract term, providing operations, reservations, dispatch, and maintenance services, with a fleet of 17vehicles, 10 DAR, and 7 fixed route. The annual contract value for this service is $1,700,000.
Since 2008, MV has operated transit services for Santa Clarita Transit, which comprises fixed route, commuter express, station links,Dial-A-Ride, micortransit, and trolley services. Service is deliveredwith a mixed fleet of BEB, CNG, diesel, and unleaded buses, transit coaches, articulaed buses and vans. For more than two decades, MV has provcided comprehensive transit O&M services for the City. Wemanage all aspects of service delivery, including operator recruitmentand training, dispatch coordiination, and preventive maintenance programs to ensure reliable and efficient service. MV is currently providing service for the City and the annual contract value for this service is $24,300,000.
CONFIDENTIAL Page 208 of 370
Reference No. 3:
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services
provided including contract
amount, when provided and
project outcome
Reference No. 4:
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services
provided including contract
amount, when provided and
project outcome
(925) 605-8442
(510) 675-5446 & sadams@unioncity.org
Livermore Amador Valley Transit Authority
Christy Wegener, Executive Director
City of Union City
Steve Adams, Transit Manager
& cwegener@lavta.org
MV began operating fixed route services for this customer in 2002. This service provides bus-tobus and bus-to-rail connections. MV also operates the Tri-Valley Rapid Bus Rapid Transit where we assisted with the design and implementation of this service in 2010. MV’s success in the in the operations and management of the LAVTA service is evidenced by receiving the California Transit Agency of the Year in 2018 and 2019. MV is in its third term with the Authrity, toprovide operations, dispatch, and mainenance services, utilizing 74diesel and gas vehicles. The annual contract value for this serviceis $14,800,000.
Livermore Amador Valley Transit Authority
Christy Wegener, Executive Director
City of Union City
Steve Adams, Transit Manager
& cwegener@lavta.org
34650 7th St
Union City, CA, 94587
1362 Rutan Ct, Ste. 100
Livermore, CA 94551
MV began providing fixed route and ADA paratransit services for the City of Union City in 2000, with the addition of microtransit service in 2022. The fixed route service routes coordinate with other major transportation services in the area, including Bay Area Rapid Transit (BART) AC Transit, and the Dumbarton Express, with main transferpoints at the Union City BART station and the Union Landing transitcenter. The paratransit service provides limited service to the City andeligible passengers with disabiltities. The microtransit service operatewithin city limits of Union City to provide curb-to-curb transporation.MV has been in the third contract term since 2000, operating 26mixed fleet vehicles of unleaded, CNG, and BEB vehicles.The annualcontract value of this service is $30,273,808.
CONFIDENTIAL
Page 209 of 370
38 Crest Rd W
Rolling Hills, CA 90274
CONFIDENTIAL
Reference No. 5:
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services
provided including contract
amount, when provided and
project outcome
(310) 544-7108 & transit@pvtransit.net
Palos Verdes Penninsula Transit Authority
Martin Gombert, Administrator
MV began operating fixed route transit services for the Palos Verdes Peninsula Transit Authority (PVPTA) in 2015. Service operates on nine routes throughout the Peninsula, connecting the Cities of Rancho Palos Verdes, Palos Verdes Estates, Rolling Hills Estates, and Rolling Hills. Service operates in a hilly area, serving schools, libraries, shopping centers, and local government buildings. MV is currently in the first contract term, operating and maintaining a fleet of 23 CNG and propane cutaway vehicles. MV also provides dispatch and monitoring services using real-time AVL systems. The annual contract value of this service is $1,800,000.
Page 210 of 370
STATEMENT OF PAST CONTRACT DISQUALIFICATIONS
The proposer shall state whether it or any of its officers or employees who have a proprietary
interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or
completing a federal, state, or local government project because of the viola tion of law, a safety
regulation, or for any other reason, including but not limited to financial difficulties, project
delays, or disputes regarding work or product quality, and if so to explain the circumstances.
◼Do you have any disqualification as described in the above paragraph to declare?
Yes ☐ No ☐
◼If yes, explain the circumstances.
Executed on at _______________________________________ under
penalty of perjury of the laws of the State of California, that the foregoing is true and correct.
______________________________________
Signature of Authorized Proposer Representative
Page 22 of 155
February 18, 2026
Dorothea DePrisco, Assistant Corporate Secretary
Vacaville, California
Page 211 of 370
TRANSIT OPERATION AND MAINTENANCE SERVICES| TRANSIT-01
2 Public Transit. Reimagined. |
2. Experience and Qualifications
Demonstrated Ability and Relevant Experience
In response to RFP section G.2 “Experience and Qualifications,” MV brings
50 years of proven performance and a uniquely deep understanding of
what it takes to deliver safe, reliable, customer-focused fixed route transit.
Founded in 1975 on the simple and powerful belief that everyone deserves
access to mobility, MV has spent half a century expanding that founding
mission into a nationwide legacy—one built on operational excellence,
community partnership, and service to others.
Today, nearly 45% of MV’s 125 active contracts include fixed route services,
either independently or as part of integrated multimodal systems. This
extensive experience directly aligns with SLO Transit’s service profile and
demonstrates MV’s enduring commitment to delivering the same high-quality
mobility the company was founded on.
Our California presence is equally rooted in that history of service. Since our
earliest days operating in the Bay Area, MV has expanded to more than 30
contracts statewide, with multiple systems along the coastal corridor from
San Francisco to Los Angeles. This long-standing regional experience ensures
we bring:
• Proven best practices already tailored to California transit conditions
• A strong regional labor pipeline
• Ready-to-deploy operational resources
• Local management familiar with state-specific requirements
What began 50 years ago as a husband-and-wife mission to serve vulnerable
riders has grown into the largest privately owned transit company in the
country—yet our core purpose remains unchanged: deliver safe, reliable, and
accessible transportation with world-class care.
Nature and Relevance of Recently Awarded Work
MV’s most recent system awards continue to reflect our company’s evolution
into The New MV—a modern, innovation-focused organization built on the
same principles of safety, reliability, and service that guided us in 1975, and
underscore our relevant experience with systems that mirror the scale, service
mix, and operational requirements of SLO Transit.
Some of our recent awards in 2025 include:
• Augusta–Richmond County: Fixed route and demand-responsive services, including operation of nine fixed
routes and complementary paratransit.
• St. Lucie County, FL: Continued operation of fixed route, paratransit, and microtransit services.
• City of West Covina, CA: Extension to continue operating fixed route and dial-a-ride programs.
• San Leandro LINKS, CA: Continued fixed route shuttle operations.
• Collier County, FL: Fixed route and paratransit operations.
• Valley Regional Transit (VRT): Fixed route, ADA paratransit, and microtransit services.
• City of Downey, CA – DowneyLINK: Continued fixed route and dial-a-ride operations.
• City of Madera: Continued operation of fixed-route and demand-response services
• Fresn o: Continued operations of fixed-route and demand-response paratransit services.
Page 212 of 370
TRANSIT OPERATION AND MAINTENANCE SERVICES| TRANSIT-01
3 Public Transit. Reimagined. |
These recent awards are highly relevant to SLO Transit for several reasons:
Reason for Relevance to SLO Transit Benefit to SLO Transit
1. Demonstrates Current Market Confidence
The volume and recency of MV’s contract awards indicate that
municipalities across the country—and especially in California—
continue to entrust MV with their fixed-route, paratransit, and
multimodal operations. This current vote of confidence validates
MV’s capabilities, accountability, and performance culture.
SLO Transit partners with a proven, modern
operational readiness, backed by a 50-year track
record of reliability, safety, and an exceptional service
culture.
2. Experience With Systems Similar in Size and Scope
Many of these newly awarded systems operate at fleet sizes, route
structures, and service models comparable to SLO Transit,
demonstrating MV’s ability to deliver right-sized system
management.
Immediate access to relevant service planning
strategies, scheduling approaches, and operator
training already optimized for systems that resemble
SLO Transit’s service.
3. Continued Trust From Long-Term California Partners
Award extensions in West Covina, Downey, and San Leandro
show that California agencies continue to renew MV based on
strong performance and ongoing service improvements.
• Assurance that MV understands California labor
structures, state safety regulations, and regional
transportation expectations
• Stability—we are capable of delivering long-
term, consistent service quality
• Local references and nearby operational support
that SLO Transit can depend on from day one
4. Proven Multimodal Integration Expertise
Our ability to blend fixed route, paratransit, and microtransit
services reflects the adaptability and innovation required of
modern transit operators. This enhances system efficiency,
improves customer mobility options, and maintains high-quality
service across diverse user needs.
If SLO Transit expands or adjusts its service portfolio
in the future, MV already has the tools, technology,
and experience to support seamless transitions.
5. Readiness and Capacity to Mobilize Quickly
Our broad portfolio showcases our continued ability to launch and
scale operations efficiently—whether taking over an existing
system or implementing service enhancements.
MV arrives with a tested mobilization plan, ensuring
service continuity and minimizing operational
disruptions.
We bring decades of specialized fixed route expertise, an unmatched presence throughout California, and a
demonstrated history of successfully operating systems that closely parallel SLO Transit’s needs. These recent
awards underscore MV’s forward momentum—driven by a modernized operating system, investments in artificial
intelligence and zero-emission technology, and a company-wide culture transformation—while still grounded in the
values that shaped MV’s founding 50 years ago. This proven and current experience positions MV to deliver
exceptional service to SLO Transit from day one.
We bring a depth of knowledge in California’s landscape that few can rival. With over 50 active
contracts across the state, including many surrounding the San Luis Obispo region, we
understand the operational, regulatory, and customer-service nuances unique to California
systems.
Our extensive footprint includes long-standing partnerships with agencies whose service profiles
closely align with SLO Transit, ensuring immediate readiness:
• Union City Transit- Operates fixed-route and ADA paratransit service since 2000
• Livermore Amador Valley Transit Authority- Manages fixed-route and rapid bus services since 2002
• City of West Covina- Operates fixed-route and demand-responsive services since 2014
• Santa Clarita Transit- Delivers fixed-route, commuter express, dial-a-ride, microtransit, and trolley services
since 2008
MV ADVANTAGE California Expertise That Delivers for SLO Transit
Page 213 of 370
TRANSIT OPERATION AND MAINTENANCE SERVICES| TRANSIT-01
4 Public Transit. Reimagined. |
Our deep regional presence enables us to deliver reliable, efficient, and customer-focused service for SLO Transit,
supported by decades of operational insight from statewide systems that face similar ridership, geographic, and
service-design considerations.
Staffing Capacity
A strong workforce has been at the heart of MV since Alex and Feysan Lodde first established the company with a
frontline, service-first mindset. That principle is fully embedded in The New MV, where hiring, developing, and
supporting front-line employees is central to our success.
This people-first philosophy allowed MV to partner with LADOT to
overcome one of the most challenging post-pandemic labor shortages in
the country. Through targeted recruitment, competitive compensation
strategies, and a renewed cultural focus on communication, recognition,
and operational excellence, MV rapidly rebuilt staffing levels across all
five LADOT divisions.
The outcomes reflect the strength of MV’s team-based culture:
• Turnover fell by more than 50% at several locations
• Mid-Cities and Central Dash improved from 80.7% to 21.7%
• Downtown Dash shifted from a 20-operator deficit to exceeding
all staffing targets
These results reflect the same foundational commitment that shaped MV’s
beginnings- treating employees with respect and equipping them with the
tools, leadership, and support needed to succeed.
For SLO Transit, we are pleased to propose the following staffing plan:
Position Number Proposed Positions Number Proposed
General Manager 1FT Road Supervisor 4FT
Operations Manager 1FT Dispatcher 3FT
Safety and Training Manager 1FT Technicians 4FT
Maintenance Manager 1FT Utility Worker 1FT
Accounting Coordinator 1FT Fueler 1FT
Vehicle Operator 24FT, 3PT
Capacity and Workload
Backed by 50 years of continuous growth and supported by the national resources of the largest privately owned
transit provider in the U.S., MV has the full capacity to transition, implement, and sustain the SLO Transit project
without impact from any current or future commitments.
The MV Way—our new standardized operating system—ensures every division receives robust national support while
maintaining strong local accountability. This structure allows MV to scale resources rapidly, maintain service
excellence, and meet the distinct needs of each client.
Financial Strength and Stability
Our 50-year legacy, diversified national portfolio, and ongoing investment in technology, training, and innovation
demonstrate the financial discipline and stability required to support reliable operations for decades to come.
Our financial position is solid, and the company has the financial resources and wherewithal to meet its financial
obligations. For more information regarding the financial viability of MV, please contact Chief Financial Officer Erin
Niewinski at (972) 391-4600.
A MESSAGE FROM OUR
FOUNDERS
As Alex Lodde noted, “It’s truly
incredible what we have been able to
build over 50 years, and I’m even
more excited about all of the
opportunities we have in the years
ahead.” Feysan added, “It makes me
so happy to see us focus so intently
on investing in our employees to
serve our passengers and our clients;
we are honoring our heritage while
building even stronger for the future.”
Page 214 of 370
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5 Public Transit. Reimagined. |
Experience of the Firm
MV’s Experience Providing Work Relevant to the Scope of Services
Our fixed route experience complements our paratransit operations, and in many cases, MV provides both types of
services. These multimodal contracts enhance our overall experience and capabilities. We operate large, complex
fixed routes and commuter services for our customers at the Los Angeles Department of Transportation (LADOT)
operations and the Los Angeles County Metropolitan Transportation Authority (LACMTA, or the Metro).
It is not only our high-performing operations that differentiate us, but also our experienced leadership and the
investments we make in our people – our customers, our riders, and our employees. These investments pave
the way for us to provide meaningful guidance, recommendations, and thought leadership as we engage with
the City in key areas of our operation:
Zero-emissions Fleets: MV has built a dedicated zero-emissions team supported by an ecosystem of vendors in the
zero-emissions space. This team assists our customers in transitioning to a zero-emissions plan and guides them
from bus procurement to equipment setup. Our team is available to expertly recommend solutions for every step of
our defined Roadmap to Zero Emissions.
Professional Services: Our professional services team is available to support MV customers in the area of
innovation. We offer a range of capabilities, including fixed route planning, microtransit modeling and planning,
paratransit runcutting, geographic information system (GIS) analysis, data modeling, and enabling operations with
new technologies.
Data Sciences: MV invested in a data sciences team devoted to creating tools and dashboards for our local teams
and customers, enabling them to understand key insights generated by operational data quickly. The team is
responsible for the ongoing development of MV Insights, our business intelligence tool that promotes data-driven
decision-making and continuous monitoring of our operations.
Our maintenance analytics platform includes a predictive parts engine that leverages the data from MV’s fleet of
more than 6,700 vehicles. This engine assesses the actual lifespan of parts compared to the original equipment
manufacturer (OEM) specifications, helping to save time and money while minimizing breakdowns.
Similar Service References
MV brings half a century of experience operating fixed-route, ADA paratransit, commuter, microtransit, and demand-
response services for California public transit agencies similar in size and complexity to SLO Transit. We currently
operate systems for Santa Clarita Transit, the City of Downey, Livermore Amador Valley Transit Authority, Union City,
and the Palos Verdes Peninsula Transit Authority, providing full turnkey operations and maintenance services. Across
these contracts, we manage operator recruitment and training, dispatch, preventative maintenance, and the
integration of technologies such as CAD/AVL and real-time passenger information systems. Our experience
coordinating multimodal services, supporting service expansions, and operating in diverse operating environments
demonstrates our ability to deliver safe, reliable, and customer-focused transit services consistent with SLO Transit’s
Scope of Services.
“Ethics and integrity is something that’s been behind this company for a long time, and that’s a reason why a lot of us
stayed with the company.”
Please see the reference form in the appendix section of the proposal for more information about MV’s experience
operating services similar to SLO Transit.
MV EMPLOYEE PERSPECTIVE Marsha Moore, SVP Tiger Team, Corporate
Page 215 of 370
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6 Public Transit. Reimagined. |
Contracts Ended Prior to Completion
MV is proud of the longstanding relationships it has formed with the agencies it serves. Neither MV Transportation,
Inc., nor its subsidiaries, joint ventures, partnerships, or affiliates has ever defaulted on a contract in our 50 years of
service. MV has had contracts terminated for convenience or had a revised expiration date negotiated. Notably,
many of these situations were directly caused by the 2020 COVID-19 pandemic, which led to the shutdown of
several services. MV has never had a contract terminated due to failure to comply with contract obligations.
Contract Year Reason for Termination
Rowan County Transit - Salisbury,
North Carolina
2003 to 2020 Client terminated early to bring the service in-house.
Carson Circuit - Carson, California 2016 to 2020 Client chose not to exercise the option years and terminated the
contract early.
Monarch Black Hawk, Colorado 2016 to 2020 Client terminated early to bring the service in-house.
Raleigh-Durham Airport Authority,
North Carolina
2019 to 2020 Authority terminated the contract as service was impacted due to
the COVID-19 pandemic.
Metrolink - Canada 2016 to 2021 Client terminated the contract, as service had been impacted due
to the COVID-19 pandemic.
Western Placer Consolidated
Transportation Services Agency -
California
2013 to 2021 Client terminated the contract due to funding issues.
Northwest Independent School
District - Justin, Texas:
2018 to 2021 The District terminated the contract early to bring the service in-
house due to state budget cuts.
Chicago Public Schools - Chicago,
Illinois:
2020 to 2022 Client terminated the student transportation service. MV continues
to provide service for the paratransit & alternate modes of student
transportation contract.
Cities of Tulare and Dinuba, California 2009 to 2022 Cities terminated the contract for convenience after a new provider
was selected through procurement.
Ford Point, California: 2006 to 2022 The service was suspended due to COVID-19, and the client did not
renew.
Placer County, California 2017 to 2023 The County terminated the contract for convenience to take the
service in-house.
Raleigh, North Carolina 2012 to 2023 The City terminated the contract early to align the end date with
the Wake County contract end date, as they combined the two
contracts.
Marin, California 2006 to 2023 The County opted not to renew its contract with MV.
Caltrain - Daly City, California 2016 to 2023 The Crown Colony Homeowners Association discontinued its
Caltrain shuttle service.
Capital Metropolitan Transportation
Authority - Austin, Texas
2015 to 2024 The Authority decided not to exercise the option to extend its
contract with MV to operate the University of Texas at Austin
Shuttle.
Queens College-Bus Transportation
Shuttle Services - Flushing, New York
2014 to 2024 Queens College decided to terminate the contract early for the bus
transportation shuttle services.
Suburban Bus Division of the Regional
Transportation Authority - Arlington
Heights, Illinois
2014 to 2024 PACE did not terminate the contract early; instead, it allowed the
service to expire for routes 662 through 665, 668, and 669.
University of Colorado - Aurora,
Colorado
2014 to 2024 MV and the university were unable to negotiate a new agreement
for the university shuttle bus service.
Capitola Summer Shuttle - Capitola,
California
2009 to 2024 MV was unable to run this seasonal shuttle due to the loss of the
main contract for the division.
Gold Coast Transit - Oxnard,
California
2008 to 2024 Gold Coast Transit decided to take the operation, maintenance,
and management of coordinated paratransit services in-house.
Greater Bridgeport Transit -
Bridgeport, Connecticut:
2022 to 2024 Client decided to terminate the GBTA services contract early to
facilitate the transition to a new contractor.
Regional Transportation Commission
of Southern Nevada - Las Vegas,
Nevada
2019 to 2024 The Commission terminated paratransit and senior transportation
services by not exercising the last optional years, bringing the
services out for bid.
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Contract Year Reason for Termination
Placer County Dial-A-Ride Services -
Auburn, California
2013 to 2024 The County terminated this contract to take the service in-house.
New York City Metropolitan Transit
Authority - Long Island City, New York 2020 to 2025 The Authority did not exercise the option years for this agreement,
leading to its termination.
San Benito County Express - Hollister,
California
2001 to 2025 MV did not win the rebid for this contract, prompting the client to
send a termination notice to end the contract before the extension
term was due to expire.
Financial Statements
MV is a privately held firm, and as such, its financial statements are confidential and proprietary trade secret
information. Accordingly, MV’s confidential audited financial statements for 2023-2024 are enclosed separately in a
sealed envelope along with the original proposal. MV affirms that there are no conditions that may impede our ability
to perform under this contract.
Relevant Certifications
MV is not a Disadvantaged Business Enterprise (DBE), and we will not be using DBE subcontractors for this
opportunity.
Additional Existing Resources
For SLO Transit, we bring enhanced support through our professional services team, including experts in transit
design and planning, transit operations, zero-emission vehicles, and technology. This team will provide regular
performance reviews and schedule assessments to ensure continuous involvement and responsiveness. These
reviews will evaluate service outcomes, identify areas for enhancement, and implement adjustments proactively to
ensure SLO Transit evolves in step with passenger demand.
Meet the Professional Services Team
Stephanie Doughty, VP of Professional Services
Stephanie Doughty brings over 25 years of experience delivering technology-driven and consultative
solutions tailored to client needs. She specializes in aligning operational and technology services to drive
measurable outcomes and long-term value for SLO Transit.
Eric Peterson, Senior GIS Analyst
Eric has nearly four decades of experience in transit technology, excelling as an expert in transit-oriented
spatial analysis. His robust track record includes managing GIS analysis projects, overseeing hardware and
software implementations, and effectively collaborating with vendors.
Lidia Gonzalez, Senior IT Applications Analyst
With nearly two decades of experience in the transportation industry, Lidia brings a wealth of experience
and demonstrates a comprehensive understanding of evaluating, implementing, and supporting information
technology applications. Lidia excels in configuring and customizing applications, ensuring seamless
integration with existing systems. Her proficiency extends to conducting thorough system testing,
troubleshooting issues, and providing invaluable support and training to users.
Dr. Ya Wang, Senior Transportation Planner
Ya will assist in transit planning, data analysis, visualization, compliance, and quality assurance. Her analyses
include reviews of ridership trends, demographics, and socioeconomic data to understand the demand for
transit and its impact on transit accessibility.
Elizabeth (Liz) Stayner, Senior Transit Planning Manager
Liz serves as MV’s in-house expert in routing, scheduling, and runcutting for our most complex transit
operations. She brings deep planning expertise in developing operator deployment schedules precisely
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tailored to each client’s unique service demands. MV and SLO Transit can rely upon her unique expertise to
quickly evaluate potential adjustments or changes SLO Transit would like to make during the contract term.
For example, MV led the deployment of zero-emission fleets at three Los Angeles Department of Transportation
(LADOT) sites. We coordinated intensive operator and maintenance training, hands-on bus familiarization, and close
coordination with LADOT, EOMs, and utility partners.
Despite challenges like no initial charging infrastructure, steep learning curves, extreme heat impacts on battery
range, supply-chain shortages, and the need to maintain strong on-time performance, we implemented adaptive,
data-driven solutions. These solutions included real-time SOC monitoring, proactive coach exchanges, a summer
readiness program, collaborative infrastructure expansion, and strong maintenance and dispatch support.
Today, ZE operations across the three divisions demonstrate high reliability and resilience. In some locations, more
than 80 percent of the fleet is electric, and all staff are trained and confident in ZE operations. The systems, training,
and processes now in place have created a stable, scalable framework that supports LADOT’s long-term zero-
emission goals and positions them for continued growth as the fleet expands.
Our Professional Services team gives SLO Transit a clear advantage by delivering focused expertise in planning,
technology integration, data analytics, and system optimization. Their hands-on support and proven success with
tools like Optibus help SLO Transit strengthen service reliability, advance its electric fleet transition, and improve
operational efficiency. With practical, scalable solutions- not just recommendations- MV provides SLO Transit with a
trusted, experienced partner dedicated to continuous improvement and a future-ready transit system.
MV’s Point of Contact for the City
Keith Everage is your primary contact for this procurement and is authorized to make representations for MV
Transportation, Inc., to include all its subsidiaries, joint ventures, partnerships, and affiliates (the bidding entity). You
can reach Keith at (323) 422-5946 or keith.everage@mvtransit.com. Additionally, Joe Escobedo, senior vice
president, will serve as your secondary contact; you can contact Joe at (623) 340-3209 or
joe.escobedo@mvtransit.com.
Please direct all correspondence related to this and all future procurements to MV’s bid office located at 750 Mason
Street, Suite 105, Vacaville, CA 95688.
3. Operational Approach
The MV Way
Transforming a transit system is never the result of one action. It is the outcome of
thousands of daily decisions, coordinated effort, and a culture built with intention. The
MV Way was created from that reality—not as a manual or checklist, but as a living
operating philosophy refined over more than 50 years of transit operations. This
dynamic management tool serves as a comprehensive playbook, providing general
managers with guidance on running a successful division. At its core, the MV Way
reflects a simple belief: operational excellence happens when people are empowered
with clarity, support, and the right tools.
Key elements of The MV Way include:
MV ADVANTAGE Experts Behind Every Solution
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People
→ How to create and maintain a positive culture, attract and retain talent, develop employees, foster harmonious
labor relations, and cultivate a high-performance culture.
→ The general manager plays a significant role in leading by example and coaching the team to align with the
shared values of MV and the City.
Safe, Successful Operations
→ The moral obligation and importance of placing safety at the center of everything we do, delivering a safe and
reliable experience for our customers, optimizing operations for efficiency and effectiveness, and leading with
world -class safety and maintenance practices.
→ The general manager is responsible for setting the tone, actively participating in all business areas, making data-
driven decisions, and ensuring that expectations are met.
Customer Satisfaction
→ As a responsible corporate citizen, we recognize our duty
to our communities. Our goal is to provide a safe, reliable
ride and ensure an outstanding customer experience,
where our passengers genuinely enjoy every interaction
with our professional team.
→ We seek to meet our customers’ expectations every day
fully. We aim to help our clients solve their problems by
providing innovative ideas and solutions to achieve their
goals and objectives.
MV is enhancing this critical information by leveraging
checklists and AI-powered applications, such as chatbots, to
streamline and automate interactions in a user-friendly manner.
We are confident that this beneficial resource will support and
maintain excellence in our SLO Transit operations for the City.
How Does The MV Way Help the City?
As a comprehensive approach to delivering exceptional transportation services, The MV Way emphasizes safety,
reliability, and operational excellence. The MV Way benefits the City in the following ways:
Enhanced Service Quality
Personalized Rider Experience
Customer-centric service and compassionate support for
riders with mobility challenges.
Reduced Ride Times
Optimized trip planning minimizes ride durations and
wait times, improving overall rider satisfaction.
Operational Efficiency
Data-Driven Decisions
Advanced analytics streamlines routes, minimizes deadhead
miles, and increases vehicle efficiency, ultimately reducing
costs for the City.
Efficient Resource Allocation
Ensures that demand aligns with available resources
to avoid over- or under-utilization of vehicles.
Safety and Compliance
Safety-First Culture
Prioritizes the safety of drivers and passengers through
continuous training, onboard technology, and real-time
monitoring.
Regulatory Compliance
Ensures adherence to ADA requirements and local
regulations, reducing the risk of compliance-related
issues.
Technology Integration
Seamless Technology Platforms
Integrates with specific fixed route tools like Connexionz to
improve scheduling, dispatching, and real-time
communication.
Performance Monitoring
Provides real-time insights into on-time
performance, service reliability, and customer
feedback.
Cost Control and Sustainability
Operational Cost Savings Sustainability Focus
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Implements best practices for vehicle maintenance, fuel
management, and driver efficiency, reducing overall
operational costs.
Supports the transition to low- and zero-emission
fleets and other more sustainable transit solutions.
Continuous Improvement
Ongoing Training and Development
Provides regular training for operators, dispatchers, and
customer service teams to improve service quality.
Proactive Problem-Solving
Anticipates operational challenges and adjusts
processes to ensure consistent, high-quality service.
Client and Community Engagement
Client-Centric Partnerships
We will work closely with the City to understand your
unique needs, offering customized solutions and responsive
support.
Community Focus
Strengthens community ties by enhancing riders'
quality of life, promoting independence, and
supporting local mobility.
The MV Way helps general managers drive service improvement and build stronger client relationships. By
emphasizing ongoing training and proactive problem-solving, we maintain top service standards and meet the City's
requirements efficiently. This approach builds trust, improves operations, and enhances the quality of life for the
community.
Strong local Team: We staff operations to the span of service and organize around operator success- pairing active
dispatch with road supervision so front-line teams have immediate support in the yard and in the field.
Excellent Customer Service: Our coaching and training model equips operators to “own the moment,” while user-
friendly tools simplify feedback and resolutions- so riders consistently experience professional, compassionate
service.
Effective System Design and Operations: We integrate proven fixed-route technology to optimize schedules,
streamline communication, and enable rapid incident response and service interruption coordination. With data at
the center, managers make informed adjustments that keep trips reliable.
On-Time Performance: We protect OTP through real-time monitoring, proactive field intervention, and appropriate
coverage ratios (dispatcher-to-bus and road supervisor-to-bus) that allow us to manage, recover, and sustain
headways throughout the day.
At MV, you’ve got a whole team behind you. If I’m going through some problem, there’s another location that’s
having the same problem or had the same problem, and they give you a blueprint of what to do, and then you just
have to modify it so it works at your location.” – General Manager William Crespin, Glendale division 43
Ultimately, our technology-driven processes combined with a well-supported team deliver dependable,
customer-focused service designed to meet and surpass your goals.
3.1. Start-up and Transition Plan
In response to RFP section G.3 through 11, “Start-up and Transition Plan,” MV recognizes that a solid implementation
methodology and robust management approach are essential for a successful service transition. By leveraging our
extensive network of experienced support personnel, we prioritize organization, efficiency, and quality service. We
MV ADVANTAGE Our Operational Approach Delivers on SLO Transit’s Four Goals
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provide the necessary leadership and resources without bureaucracy and micromanagement from corporate
headquarters. As a result, we can transition service quickly and seamlessly, without service disruptions.
Our extensive experience operating more than 30 transit contracts across California—including systems comparable
to SLO Transit—enables a seamless, low-risk transition that preserves service continuity from day one. Our deeply
experienced regional leadership team partners closely with the local workforce to provide hands-on support in
operations, safety, maintenance, and customer engagement throughout the transition period. This combination of
local continuity and proven regional expertise ensures stability, regulatory compliance, and continuous improvement
for SLO Transit and the community it serves.
MV CASE STUDY: Startup Success for IndyGo Access
IndyGo Access, the paratransit service in Indianapolis, partnered with MV in 2025 to improve its ADA-compliant,
reservation-based transit service. This partnership led to significant enhancements in service reliability, ridership
growth, and workforce engagement through operational and technological optimizations.
Improved service reliability: On-time performance increased to 91.9 percent in April 2025, marking a 12% year-
over-year improvement shortly after MV began operations.
Growing ridership: Ridership rose by 10.2 percent compared to the same month in the previous year, reflecting
increased rider confidence in the service.
Stronger workforce engagement: MV exceeded staffing goals early by hiring 82 operators ahead of schedule and
boosted employee morale through daily recognition, communication, and incentive programs.
Optimized technology and operations: MV reconfigured the Ecolane scheduling system parameters and
implemented comprehensive staff retraining, aligning technology with real-world service conditions to enhance
scheduling efficiency and passenger experience
Reputation for Excellence
We are known for our transparency and ability to build positive client relationships from the very start. No other firm
possesses the same level of experience in service transitions. We have successfully managed transitions for nearly
every type of contracting model, including:
Overnight transitions of emergency contracts
Transitioning management contracts to
turnkey contracts
Initiation of new services
Phased-in transitions
Transitions resulting from the bankruptcy of
the incumbent contractor
Transition-only contracts to prepare for in-
house service management
Transitions with accelerated timelines
Transitioning turnkey contracts to
management contracts
Contracts specifically for transition services
Transitions from client-managed services
Implementation Methodology
Effective communication and meticulous attention to detail drive our transition approach.
Our transition leadership team will hold biweekly meetings with the City. These meetings will cover the progress of
the transition, updates to the task list, potential challenges, and a look ahead at the next two weeks. Additionally, our
implementation team will meet daily each morning to review the transition plan, outstanding tasks, current issues,
and task lists.
Transition Planning
MV follows a detailed startup schedule that identifies each task, subtask, dependent task, duration/timeline, and staff
assignment. A draft startup schedule is included at the end of this section to demonstrate the tasks required during the
MV ADVANTAGE Transitioning With MV
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transition. Our transition team updates this document regularly throughout the transition period; however, no item on
the schedule is marked as "complete" without confirmation from the startup manager.
Risk Mitigation During Contract Startup
To ensure a smooth transition, we use a comprehensive, itemized checklist that covers all aspects of the service
transition. Based on our experience, the most frequent disruptions occur during transitions of staff, vehicles, and
technology; therefore, we focus our efforts on these areas. As we meet with the incumbent provider and the City
throughout the transition process, any specific concerns that may arise can be added to the checklist and addressed
as needed.
Accountability and oversight are key throughout the contract transition. Our regional team offers on-site support to
local staff, meeting daily—and then twice daily—with General Manager Yevette Mc Neese to resolve startup issues
quickly. Through clear communication, proven processes, and defined accountability, we aim to deliver a smooth,
disruption-free transition for the City, staff, and passengers.
“MV is one of the best companies to me to work for. It gives you an opportunity to fly. It gives you the opportunity
to rise up. There’s no such thing as going down with MV- it’s only going up. MV Transportation means to me the
world. Honestly, it gives me an opportunity to move up, to be a better person. We have a lot of benefits. We get a
lot of help from management. It’s the best company in the whole world.” – Norma Pinales, Operator at Division 218,
El Paso.
Transition Leadership
Regional Vice President of Operations Lorraine Lopez will oversee all startup activities and serve as the transition
manager for this project. Lorraine will work closely with General Manager Yevette Mc Neese, the local management
team, and our corporate support team to direct all transition elements.
General Manager Yevette will assume their role during the transition period, co-leading the startup alongside
Lorraine Lopez. Yevette will be on-site throughout the startup and will directly oversee activities in each functional
area. She will work directly with her management team to ensure a smooth transition. Yevette will also meet with the
City staff throughout the transition and will serve as the local decision-making authority for all transition-related
activities.
MV's transition team for the City also comprises the following team leaders:
MV EMPLOYEE PERSPECTIVE Norma Pinales, Operator, El Paso Division 218
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Personnel Plan
Retaining the Existing Team
The ongoing presence of the current (incumbent) workforce promotes consistency, SLO Transit experience, and
tenure in service. We aim to retain as many existing 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 in
their current positions and seniority levels.
All employment offers will be contingent upon successfully completing duties with the current provider and pending
completion of required pre-employment background checks, drug screens, and other required certifications.
Employee Outreach
To ensure the current workforce remains engaged and well-informed during the transition, we will hold meetings with
these employees immediately after contract award. These meetings will be scheduled during off-peak service hours,
where a representative will outline the transition process. Additional MV staff will also be present to help current
personnel with the application process.
We will also establish a toll-free number for employees who wish to call with questions or concerns about the
transition process. By offering multiple communication channels with the MV team, we aim to enhance employees’
confidence and trust during this important period.
We recognize that some employees may not qualify for, or choose not to accept, a position with MV. As a result, our
transition team will actively recruit new employees to fill any open positions during the transition period.
Vehicle Operator Evaluation and Training
In addition to pre-employment screening, MV conducts on-road evaluations for all existing operators. Each operator
receives orientation, customer service training, and refresher training, which serve as condensed versions of MV’s full
operator training program. This training is essentially an abridged version of MV's operator training program. The
transition team will schedule classes during weekends and evenings to accommodate operators’ work schedules.
During the day, newly hired operators will attend MV's comprehensive operator training program, Operator
Excellence Training (OET).
•Team Oversight
•City Liaison and Contract Compliance
•Passenger Relations and Service Quality
General Manager Yevette Mc Neese & RVP of Operations Lorraine Lopez
•Operator Training and Recruiting
•Scheduling and Operator Assignments
Operations Manager Jeffery Lampton & Safety Training Manager Aaron Pike
•Security
•Emergency Planning and Assessments
Safety & Training Manager Aaron Pike & Director of Safety Jorge Flores
•Human Resources
Regional Director of Human Resources Jorge Parra
•Budgeting and Finance
Director of Finance Mike Krutak & General Manager Yevette Mc Neese
•Fleet, Equipment, and Facilities
Director of Maintenance Sam Tolley
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To minimize the transition's impact on the existing workforce,
we will request permission to conduct in-service operator
evaluations. We will schedule these evaluations during off-duty
hours if the incumbent contractor does not accommodate this
request.
MV will also request access to each employee's training file.
While this information is legally available to each employee, it is
more efficient to work directly with the outgoing service
provider to obtain these files. If the current contractor does
not accommodate this request, we will advise employees to
obtain copies of their training files.
Equipment and Facilities
Fleet Transition
MV has extensive experience in fleet transitions and understands the process's provisions. We will schedule fleet
acceptance inspections in collaboration with the City and the outgoing service operator. These inspections will take
place prior to the fleet transition, allowing ample time to complete any necessary corrective maintenance.
MV’s D irector of Maintenance, Samuel Tolley, will oversee the fleet inspection and transition. He will facilitate
communication between MV, the City, and the outgoing operator regarding the fleet’s condition, serving as MV's
maintenance representative to the City.
MV will include a sample copy of its Vehicle Acceptance Agreement Standards upon request.
Parts Inventory
Upon award of the contract, MV will initiate the parts ordering process. We will also work with City staff and the
incumbent contractor to understand the history of any issues with parts ordering, if applicable.
We will also work with the incumbent contractor to determine the feasibility and interest in selling either the entire
existing parts inventory or a portion of it as part of the transition.
We have an extensive network of parts suppliers and will work closely with them throughout the transition of
maintenance functions. Many of these suppliers currently serve the incumbent service provider, further promoting a
smooth transition.
During the CATS microtransit startup, MV provided daily updates to the agency, transitioning to weekly and monthly
reporting as the service stabilized, ensuring transparency and continuous improvement.
Facilities Transition
Facility preparation is a critical task that requires professional and efficient management. Our team will conduct
acceptance inspections before transitioning all the City-provided equipment. Early in the transition period, we will
work closely with the City to inventory and assess all City-owned non-vehicle assets to be turned over by the
incumbent contractor. This process is the first step for ensuring that the equipment and facilities are transitioned in
good working order. We will also ensure that b aseline entries are set up in the Trapeze system, T-EAM, as soon as
access is granted.
The night before the facility transition and early in the morning of the new contract’s start, we will conduct complete
dry runs to determine where and how operations, administrative, and maintenance staff will begin the first day of
service under MV.
MV SOUNDBITE Transitioning With MV
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Throughout the transition period, we hope that most non-management personnel will have successfully transitioned
to MV, ensuring an experienced, prepared team ready on day one. All new employees will receive training and be
prepared for service. Additionally, most of the transition team will be on duty the night of June 30, 2026, to ensure
everything is in place for the start of service.
As employees arrive at the facility at the end of their last shift with the incumbent contractor, additional MV
personnel will be on-site to answer any questions about the following day. This team will provide all necessary shift
and operational information to the employees.
All computer/network, phone, and internet services will be fully functional and ready for use. Our IT team will handle
all telephone assignments and assist with any last-minute IT issues. MV staff will be available to answer questions
and respond to concerns immediately.
Working With the Community
The transition period is an excellent opportunity to establish positive relations with passengers and gain insights into
their perspectives on service quality.
MV will create a Mass Transportation Committee (MTC) to foster regular and consistent communication. This
committee comprises passengers, the City staff, MV staff, community members, and advocacy groups. Together, this
committee will proactively address and manage transition issues and challenges.
General Manager Yevette Mc Neese will support this committee and promote clear, open, and honest communication
regarding the progress of the transition.
We are deeply committed to being an active, trusted partner in the communities we serve, advancing equity,
inclusion, and local well-being beyond transit operations. We regularly volunteer our time and resources to support
local needs- whether through food and toy drives, coat collections for women and children in crisis, or partnerships
that create meaningful employment opportunities for adults with autism. These efforts reflect our belief that public
transit providers play a vital role in strengthening the social fabric of the communities they serve. In partnership with
the City, MV will bring this same community-first mindset to SLO Transit by fostering strong local relationships,
supporting inclusive initiatives, and ensuring transit services contribute positively to the quality of life for all residents.
Food and toy drive in Barrie, Canada Coat drive in Louisville, Kentucky Partnering with Non-Pareil to provide
jobs for adults with autism in Plano,
Texas.
MV ADVANTAGE A Community-First Approach to Public Transportation
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3.2. Management and Operations Plan
We know how to solve operational challenges through partnerships. MV worked side-by-side with IndyGo to
reconfigure scheduling parameters and adjust routes, improving efficiency and the passenger experience through
targeted, data-driven changes.
Operational Technologies Considered in this Offer
MV’s operating plan enables technologies that support service delivery optimization, both digitizing manual
processes and leveraging state-of-the-art vehicle tracking systems.
Connexionz CAD/AVL System: MV has direct, hands-on experience with the provided Connexionz software in fixed-
route transit environments similar in scale and complexity to SLO Transit, like our divisions in Hanford and Santa
Clarita. Our teams leverage Connexionz data to proactively manage service, respond to disruptions, and
communicate accurate information to riders and staff.
OptiBus is the scheduling platform MV uses for route scheduling, vehicle blocking, run cutting, and rostering.
Optibus is the industry’s leading scheduling platform, automating processes that would otherwise take hours to
accomplish and enabling users to generate various scenarios in minutes. Our firm was an extremely early adopter of
the Optibus platform; in 2017, MV entered into an enterprise agreement with Optibus and reinvested our firm in
planning management.
MV has maximized the use of this technology by providing valuable feedback to its developers for enhanced
functionality. This level of innovative collaboration is a hallmark of MV. Today, Senior Transit Planning Manager Liz
Stayner and MV are well-known for their proficiency in Optibus, and Liz is often asked to represent Optibus during
panel discussions and presentations.
Read about how MV and LADOT
use Optibus to optimize service
Watch Liz Stayner talk about her
use of Optibus
Read about MV and Optibus’s
collaborative partnership
The MV Driver App is a proprietary app available exclusively to MV operators. This tool enables operators to
conduct routine activities that would otherwise require a paper process (dispatch check-in, vacation requests, DMV
checks, shift swaps, vacation requests, payroll review, unusual incident reports, bulletin distribution) on their own
time and at their convenience. This eliminates unnecessary interactions, paperwork, and manual approvals.
Start of Service Day
Dispatchers actively manage operator report-to-work times. When an operator has not arrived by their assigned
time, the dispatcher will coordinate with an extraboard operator to assume that shift. They adjust operator and bus
assignments directly in Connexionz as needed to ensure timely pullout and accurate assignments.
Operators check in and hand their driver’s license and medical card to the dispatcher. Dispatch visually validates
these credentials. With credentials verified, the dispatcher provides the operator with their vehicle assignments and
any necessary notifications or detours.
MV SOUNDBITE Collaborative Solutions to Enhance the Rider Experience
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The dispatcher performs fit-for-duty reviews of operators as they
check in. They evaluate the operator’s demeanor, attire, and
professional appearance. The operator then departs the dispatch area
and reports to their assigned vehicle in the yard.
Pre-Trip Inspection
When the operator arrives at their assigned vehicle, they perform pre-
trip inspections. During this inspection, the operator moves around
the vehicle to visually inspect and, at times, test the various
components and subcomponents. This inspection addresses critical
safety items.
The operator performs this inspection using a paper checklist. This checklist displays each inspection item, and the
operator documents the condition of each item.
If the operator detects a safety issue that requires a technician’s assistance, they will notify the in-yard technician (if
available) or the dispatcher to coordinate with the technician. The technician will immediately determine whether the
vehicle should be pulled from service; if so, the dispatcher will assign the operator a backup vehicle. Otherwise, the
technician will repair the issue in the yard before the operator pulls out.
Pull out
This dispatcher monitors operator pull-outs on Connexionz and closely observes operator log-ons to ensure all
operators are logged in correctly. The supervisor stationed in the yard actively monitors pull-out in person to confirm
that all buses depart on time.
Road Supervision
Road supervisors report to the facility at the start of the service day and check in with the dispatchers. They collect
their car keys, then drive to their designated service zone in an MV-provided road supervisor vehicle.
At least one road supervisor is in the yard during peak pullouts. They observe operators who perform their pre-trip
inspections, respond to any questions, and help coordinate support in the event of a vehicle exchange. While
dispatch monitors pull out and on-time performance from Connexionz, road supervisors monitor this in person,
rallying the operators to pull out on time.
Each road supervisor has a schedule of ride checks to perform
throughout the day, and they frequently visit the transit center(s).
Throughout the day, they are dispatched to locations along the route to
support operators. This can involve responding to road calls, de-
escalating passenger disruptions, posting detour signs, or conducting
accident investigations. They may also be called to resolve any farebox
issues. Road supervisors are also responsible for facilitating our Drug
and Alcohol program, including conducting reasonable suspicion checks
and coordinating any necessary post-accident testing from the field.
Given the diversity of work they perform, road supervisors are highly
responsive, detail-oriented, and customer-focused.
Operator Relief
MV’s run cut may consider in-field reliefs. Operators starting their shifts use one of MV’s relief cars to drive
themselves to the relief location at the layover point. Our run cuts may aim to group as many operators as possible
to transport multiple relief operators in a single car.
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When the operator ends their shift and arrives at the layover point, the relief operator begins their shift by performing
a mid-trip inspection and resuming the route. The operator ending their shift in the field may drive the relief car back
to the yard. Dispatch monitors the timing of the relief.
Pull In
When operators arrive at the last stop on their route, they park the bus and conduct a walk-through, checking every
seat for sleeping passengers. If a passenger is onboard, the operator gently wakes them and notifies them that they
must exit the bus.
Once the bus is confirmed to be empty, the operator returns to the operating yard, where they perform a post-trip
inspection, remove all trash, and tidy up their vehicle. They return any paperwork to the dispatcher working the
window, who checks the operator out for the day.
DISRUPTION MANAGEMENT
Situation Response
The vehicle has
experienced a
mechanical
failure, and the
operator cannot
safely operate
the bus.
The vehicle operator pulls over to a safe and secure location and radios dispatch to report the issue. The
dispatcher asks basic troubleshooting questions. If the issue is not resolved, the dispatcher notifies the
on-duty maintenance technician to contact the operator. Meanwhile, the dispatcher contacts a road
supervisor and sends them to the scene.
The technician may decide to replace the bus while talking to the operator. Otherwise, they may ask the
road supervisor to perform basic troubleshooting (i.e., check for leaks, test brake pressure, etc.).
If the issue remains unresolved, the road supervisor coordinates with the technician to determine whether
a replacement bus is needed, whether it is safe to drive the vehicle back to the yard, whether the
technician should repair it in the field, or if a tow is required.
The road supervisor facilitates the transfer of passengers to the next stop or to a replacement bus.
The road supervisor stays with the vehicle as needed until a technician or a tow arrives.
The onboard
farebox is
jammed or
malfunctioning
and cannot
collect fares.
Road supervisors are trained in minor farebox maintenance, such as unjamming bills. When a farebox
malfunctions, the operator notifies dispatch, and dispatch sends a road supervisor to the nearest layover
point, where they attempt to clear the jam. If the road supervisor cannot clear the jam, they coordinate
with dispatch to send a replacement bus to recover the route, and the original operator returns the bus to
the yard for repair. The bus with the non-operational farebox will operate in bypass mode for the
remainder of the route until the replacement bus arrives.
The operator is
running late on
their route and
is in danger of
missing a trip.
On-time performance (OTP) is a shared responsibility. If an operator is running late on a trip, they must
notify dispatch within five minutes. Similarly, dispatchers contact operators as they identify late-running
routes. The dispatcher attempts to assist the operator by alerting them that their layover will be shortened.
If the operator cannot recover the route at the layover point, the dispatcher may dispatch a ready
bus/protection coach to the route with an extraboard operator. The dispatcher coordinates with the road
supervisor to notify them of the additional bus on the road.
The operator
was involved in
an accident
where injuries
were sustained,
body damage
incurred, or
other vehicle
damage
occurred.
When the operator notifies dispatch that they have been involved in an accident resulting in injury or
vehicle damage, the dispatcher immediately notifies emergency services. The dispatcher sends the road
supervisor to the scene of the incident. General Manager Yevette Mc Neese and Safety Training Manager
Aaron Pike are notified immediately; they notify the City and determine if they need to report to the scene.
The operator performs emergency management on board the vehicle, assesses any injured passengers,
and awaits emergency response as needed. Dispatch sends a ready bus to the scene to recover the route.
Upon arrival, the road supervisor takes control of the scene and helps coordinate the transfer of
passengers. They also coordinate with dispatch to transport the operator for post-accident drug testing.
Once all passengers are cleared from the bus, the road supervisor conducts an accident investigation,
documenting all findings, including passenger comments and photos, using digital forms that are
immediately uploaded to our systems for processing.
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Situation Response
Depending on the severity of the accident, the road supervisor will coordinate with maintenance to
arrange for a tow. If the vehicle can be safely operated, the road supervisor will return the vehicle to the
yard for repairs.
All road supervisors are trained in accident investigation, emergency management, and de-escalation.
There is a
disruptive
passenger who
poses a threat
to the safety
and security of
the operator or
passengers.
When a disruptive passenger poses a threat to the safety and security of the operator or passengers, the
operator immediately notifies dispatch, using code words as appropriate.
Dispatch will first alert law enforcement if the passenger has a weapon, is using physical force, spits, or
verbally threatens physical harm. They then notify a road supervisor to report to the scene and notify the
City’s safety/security team. Both road supervisors and operators are trained in de-escalation techniques.
If necessary, MV may dispatch a protection bus to cover any late service.
There is a
dispute
between the
operator and a
passenger that
requires conflict
mediation.
If a dispute arises between an operator and a passenger that requires conflict mediation, operators are first
trained to activate the DriveCam unit to capture footage of the events preceding and during the situation.
The operator is trained in de-escalation techniques; however, if the situation requires conflict mediation,
they will notify dispatch and request the support of a road supervisor.
The dispatcher then notifies the road supervisor, who meets the operator in the field. Upon arrival, the
road supervisor will attempt to mediate the situation and reach a favorable resolution. Road supervisors
enforce the City policies and, as necessary, have the authority to ask a passenger to deboard the bus.
Road supervisors are responsible for completing all necessary incident reporting.
If needed, MV may dispatch a protection bus to cover any late service.
Emergency Management and Natural Disaster Response
When operating in the San Luis Obispo service area, the City’s contractor must be prepared for severe weather
events, including flash floods, earthquakes, and freezing rain. As your service provider and partner, we recognize
our crucial role in evacuations, emergency response, and relief efforts. We adhere to a strict no-strand policy,
meaning that when service is halted due to severe weather conditions, we continue operating until the last rider is
safely returned to their destination.
Preparedness
Preparedness is essential for minimizing injuries and/or damage during natural disasters or severe weather events.
During the transition period, MV will work with the City to confirm emergency preparedness procedures, which may
include the following:
Confirmation of emergency locations, including alternate command centers and shelters;
Establishment of a chain of command and communication protocols;
Weather severity thresholds and acceptable levels of service at each threshold
MV operators are trained in emergency management and communications, as well as safe vehicle operation during
severe weather events. They are also equipped with knowledge on what steps to take if they are on the road during
a flash flood warning.
Continuity of Service
During severe weather or disasters, MV will promptly coordinate with the City on whether to suspend or continue
services. If operations proceed, MV and the City will monitor conditions and communicate regularly, relying on
dispatchers, management, forecasts, and local news. Road supervisors will assess conditions throughout the day.
Operators must report visibility and road issues to dispatch. MV management decides if service continues or stops
and informs the City. If suspended, dispatchers instruct operators to finish routes, return to the facility, or take
passengers to an emergency location.
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Emergency Evacuations
MV’s policy is to ensure essential functions continue during any emergency, whether caused by human,
technological, or natural events. For immediate threats, such as terrorist attacks, MV will quickly assess impacts and
take necessary actions. With advance warnings—like hurricanes or hazardous material accidents—orderly alerts and
evacuations can be issued.
If emergencies happen outside work hours and the office is inaccessible, staff will follow the provided instructions,
including relocation notices, aided by a communication tree for notifying all employees and city personnel. During
office hours, unanticipated incidents trigger the continuity of operations plan (COOP), preceded by building
evacuation procedures.
MV's COOP provides a framework for uninterrupted operations, detailing a concept of operations, specifying
essential functions, and describing three phases: Activation and Relocation, Alternate Facility Operations, and
Reconstitution.
In early 2024, severe weather in Santa Paula, California, triggered a large mudslide that
blocked State Route 150, a critical access point to major routes in the region. This
disruption left residents unable to reach essential services, work, and schools without
adding over an hour of travel time via alternate routes.
MV quickly mobilized to create a shuttle service tailored specifically for Santa Paula. We
worked with local authorities to plan an efficient route, set up accessible pick-up zones, and
schedule runs at times that would best serve the community.
The launch of the altered shuttle service resulted in three dedicated routes, with two
morning trips and one afternoon trip, running Monday to Friday. MV maintained flexibility, connecting residents and
college students to vital locations, including grocery stores, medical appointments, workplaces, and postal offices,
alleviating the impact of the blocked route.
Over 1,000 rides were provided during the four-month period, allowing residents to maintain their routines and
access essential services during a challenging time. As Route 150 cleanup efforts advanced, we continued to
operate the service until demand subsided, exemplifying our commitment to supporting communities during
emergencies.
Emergency Response Plans
MV has specific plans and programs designed to mitigate risk and provide a safe, healthy workplace. Each of these
plans is available upon request:
System Management System (SMS): MV’s SMS integrates our Safety Management Policy, Safety Risk
Management, Safety Assurance, and Safety Promotion into our daily activities. This plan outlines systematic
procedures, practices, and policies for managing risks and hazards in these four areas and serves as the base
guidelines for workplace safety and incident response. MV’s Public Transportation Agency Safety Plan
(PTASP) outlines each location’s safety performance targets and target coordination and includes a
hazard/risk report template.
System Safety Program Plan (SSPP): To provide a superior level of safety and minimize any risk, MV’s SSPP
is maintained by the standards of the American Public Transportation Association (APTA) and the Federal
Transit Administration (FTA).
System Security and Emergency Preparedness Plan (SSEPP): This set of comprehensive security goals,
objectives, and strategies maximizes the security of MV’s passengers, employees, and property. This plan is a
blueprint for all security procedures.
Continuity of Operations Plan (COOP): This plan template provides MV’s operations with a base for
developing continuous operations during an emergency. The COOP, which sets forth a concept of
MV ADVANTAGE Service Continuity During Emergency Events
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operations, identifies essential functions, and outlines three potential phases of operation: 1) Activation and
Relocation, 2) Alternate Facility Operations, and 3) Reconstitution.
Emergency Action Plan: The EAP helps employees and management make quality decisions during times of
crisis and comply with the Occupational Safety and Health Administration’s (OSHA) Standard for Emergency
Action Plans, 29 CFR 1910.38.
Bloodborne Pathogen Exposure Control Plan: MV’s Bloodborne Pathogen Exposure plan provides the
guidance and training needed to protect employees against exposure to bloodborne pathogens. This plan
complies with OSHA Bloodborne Pathogen Standard, 29 CFR 1910.1030, to eliminate or minimize employee
occupational exposure to blood, certain other body fluids, or other potentially infectious materials.
Additional health and safety plans include:
» Fire Prevention Plan
» Hearing Conservation Program
» Hazardous Communication
Plan
» Illness Prevention Plan
» Heat Illness Prevention Plan
» Lock-Out Tag -Out Control of Hazardous Energy
Program
To address SLO Transit’s goal of increasing OTP, part of MV’s operations approach includes a customized road
supervision and dispatch plan focused on real-time visibility, data-driven decision-making, and operator
engagement.
Morning pull-outs will be actively supervised to ensure service starts on time, while ongoing analysis of route
blocking and runcuts will help identify and resolve recurring delays.
We are committed to continuously monitoring our performance trends using Connexionz, complemented by
valuable insights gathered from our management team and field supervisors. This proactive approach will help
us conduct thorough field line saturation checks and assess operating conditions effectively. Our road
supervisors will also keep a close eye on On-Time Performance (OTP) in real time through Connexionz,
enabling swift action whenever we see a dip in performance. Plus, we'll introduce additional oversight through
mystery rider evaluations, offering an unbiased perspective on our service reliability. Together, these efforts
will ensure we consistently deliver top-notch service.
To reinforce accountability and awareness, MV will implement an OTP incentive and recognition program for
operators who meet OTP goals, paired with clear feedback channels to capture and address OTP challenges
on lower-performing routes. Together, these strategies create a proactive, transparent approach to improving
reliability and maintaining consistent OTP.
Our incentive program will include raffling gift cards and other prizes to the top OTP and most improved OTP
performers for a one-month period.
SEE IT
•Increase Visability in the Field
•Morning pull-out presence and yard
oversight
•Road supervisor coverage zones
with rapid response
FIX IT
•Use data to remove causes of delay
•regular Connexionz trend reviews
(line saturation/hotspots)
•Blocking plus runcut analysis to
improve schedule performance
SUSTAIN IT
•Reinforce and sustain OTP gains
•Mystery rider checks plus feedback
channels for low performers
•operator awareness, recognition,
and incentives
MV ADVANTAGE Addressing OTP Challenges with Head-On Solutions
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3.2.a. Scheduling, Dispatching, and Customer Service
Dynamic Scheduling
In response to RFP section G.3 through 13, MV has experience with the newer reservation, scheduling, and dispatch
systems, such as Connexionz. MV has Connexionz experience at two locations in California that can be used to
support and reinforce best practices when needed. The newer platforms enable automated scheduling by
matching trip assignments, optimizing routes based on vehicle and operator allocation, geographic designations, and
customer-specific needs. This allows MV’s schedulers to focus their efforts on more strategic management and
oversight. During the transition, MV will analyze historical trip data, perform a system runcut, and present refined
templates to the City that accurately reflect the planned volume for each day of the week (and holidays) for review
and approval. We update our templates seasonally and adjust our parameter settings to account for changes in
speed.
Connexionz dynamically schedules routes without requiring manual batch runs or schedule refinements. While the
automated system handles a majority of scheduling tasks, schedulers can manually adjust trip assignments as
needed, send rides to vendors, fleets, or vehicles, and make necessary tweaks to ensure optimal service
performance. We train all our dispatchers in manual trip movement in the event of an emergency (e.g., when we
need to close a route due to a breakdown and reroute future trips).
The night before service, the scheduler will anchor the routes to minimize deadhead for the next service day and
then run the automated scheduling feature in Connexionz. This produces refined schedules for the following day.
MV has an automated line that operators call the night before to confirm their start times.
Runcutting
With each service change determined by the City, MV will perform a runcut to optimize operator staffing and align
operator schedules with the span of service. MV performs all runcutting in-house, under the leadership of our
dedicated planning and runcutting team, led by Liz Stayner, our senior transit planning manager. Liz and her team
utilize the Optibus scheduling platform to optimize resource allocation, taking into account regulatory requirements
for meal and rest periods, as well as work rules outlined in the collective
bargaining agreement, while ensuring compliance with all applicable
state wage and hour laws.
Operations and Dispatch
Dispatchers are assigned to continually monitor the service on the
Connexionz using the available dispatch screens. Dispatchers monitor
trips for adherence to schedule, passenger loads, any off-route
movements, and known traffic delays.
When a trip is running late, depending on the situation, the dispatcher
may advise the operator that an extraboard will be inserted or that their
layover time may be reduced to make their next trip depart on time.
Regardless of the dispatcher’s action, close communication between
the dispatcher and operator is essential. Dispatchers are our operators’
first line of support throughout the service day; their interactions are
marked by professionalism, expediency, and clarity. They are trained to
fully document all incidents and issue public bulletins using Connexionz
as required.
Customer Service Hours and Staffing
From September to June, during the academic year, customer service
support will be maintained from 6 a.m. to 11 p.m. Monday through
Enhancing System Design and
Operations
MV supports SLO Transit’s goal to
enhance system design and
operations through proven
technology and expert regional
support. As an early adopter of
Optibus, MV leverages this powerful
planning and scheduling platform to
model service scenarios, optimize
staffing, and support mixed vehicle
fleets. Led by Senior Transit Planning
Manager Liz Stayner, MV will help
SLO Transit efficiently scale service
and plan for a successful transition to
an electric fleet.
See section 2 for more information about
our professional services team, and
section 3.iii for more information about
Optibus and how it can help SLO Transit.
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Friday and 8:15 a.m. to 8:10 p.m. on Saturday and Sunday. From July through August, customer service support will
be maintained from 6 a.m. to 8 p.m. Monday through Friday and 8:15 a.m. to 8:10 p.m. on Saturday and Sunday,
ensuring riders have consistent access to information, trip assistance, and service support.
Please see MV’s proposed staffing levels in section 2 of this proposal.
Customer Service Approach
A successful customer service program is built on consistent service. MV supports this initiative through clear,
ongoing communication and delivers customer service with professionalism, empathy, and expertise. We reinforce
this commitment by carefully addressing feedback and conducting frequent quality assessments.
The SLO Riders Guide outlines the service policies that form passenger expectations for our services. To consistently
meet these daily expectations, it is essential to adhere to the City service guidelines. Any inconsistency in service
delivery can harm customer service.
Transparent, professional communication is essential, particularly when service delivery changes are necessary. By
effectively managing passenger expectations, MV ensures quality customer service in response to delays, detours,
road calls, or other service disruptions.
To achieve this, MV’s SLO Transit employees receive comprehensive training in service delivery. Each MV employee
receives training in the City's policies, procedures, and system orientation. To supplement this training, we provide
dedicated customer service training to all employees. All vehicle operators and office staff are required to complete
four hours of MV’s Platinum Connection Customer Service training program.
Quality assurance audits, secret rider programs, complaint analyses, and passenger feedback sessions also offer
opportunities to evaluate MV’s processes against the City’s standards. These reviews help identify where our
customer service programs are effective and where new initiatives may be necessary. By conducting these quality
checks, we ensure that customer service techniques remain fresh and compelling.
i. Talent Acquisition and Workforce Retention
Extraboard Operator and Standby Shifts
MV staff for sufficient extraboard operators to cover runs that are open due to vacations, leaves of absence, and
other absences. We closely monitor daily call-off patterns to predict the number of absences due to illnesses,
lateness, jury duty, bereavement, and other unanticipated reasons. The size of our extraboard and the number of
available operators are adjusted based on estimates of absences, considering the day of the week and time of day.
To ensure proper coverage, we typically maintain an extraboard size of approximately 20%.
We regularly evaluate the number of standby shifts needed for the upcoming days. If the number of standby shifts
exceeds the available unscheduled extraboard operators, we will post available day off opportunities for operators
eager to receive extra work assignments. Day-off operator coverage is planned 48 and 72 hours in advance or as
specified in the collective bargaining agreement.
MV is vigilant in ensuring standby shifts are scheduled to cover open work or respond to service interruptions. We
closely monitor each operator’s hours of service to avoid exceeding permitted work hours, ensuring a well-rested
and safe workforce.
Recruitment at MV
MV uses a technology-driven active recruiting and retention strategy designed to attract, select, and retain high-
quality talent. Job openings are advertised through Appcast using data from iCIMS, while Phenom People’s AI-
powered career site and chatbots guide candidates through application and screening. Hiring managers review
applicants for required qualifications, with operator candidates evaluated using personality assessments and AI-
based tenure prediction tools. Selected candidates complete interviews and required screenings before moving into
onboarding, orientation, and training.
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In response to a severe post-pandemic driver shortage across its LADOT operations, MV implemented a
comprehensive, culture-driven retention strategy focused on competitive wages, modernized recruitment, data-
driven retention, and proactive employee engagement. MV partnered with LADOT to secure multiple wage increases,
overhauled recruiting with regional outreach and signing bonuses, and introduced AI-enabled tools to predict and
prevent turnover. MV invested heavily in workplace culture through structured check-ins, recognition programs,
safety engagement, and visible leadership presence. These efforts dramatically reduced turnover, stabilized staffing,
improved OTP, and lowered preventable accident rates.
THE RESULTS
Mid-Cities Central
Dash-
Turnover dropped
from 80.7% in 2020
to 21.7% in 2025.
Downtown Dash-
Turnover dropped
from 55.9% in 2022
to 22.9% in 2025.
LADOT Commuter-
Turnover dropped
from 41.7% in 2022
to 25.1% in 2025.
Los Angeles South-
Turnover dropped
from 39.4% in 2022
to 9.2% in 2025.
LA City Ride-
Turnover dropped
from 23.6% in 2020
to 6.7% in 2025
Our broader recruiting and retention strategy emphasizes “Always Be Recruiting,” strong digital and paid
advertising, competitive wages, regional recruiter support, and deep community partnerships. Advanced data and
learning models help identify both strong hires and current employees at risk of turnover, enabling managers to
engage proactively. Retention is reinforced through a strong safety-focused culture, competitive compensation and
benefits, career development opportunities, and data-driven insights from exit interviews and dashboards, allowing
MV to sustain a stable, high-quality workforce.
Please see section 6.4 of this proposal for more information about MV’s recruitment and retention strategy.
Ensuring Operator Availability
SLO Transit can be confident that MV will consistently have qualified operators available as needed through a proven,
multi-layered staffing and retention approach. We proactively maintain an extraboard of approximately 20 percent
to cover planned and unplanned absences, supported by daily analysis of call-off trends to predict coverage needs
by day and time accurately. Standby shifts are strategically scheduled, and when additional coverage is required, we
activate pre-planned day-off opportunities- identified 48 to 72 hours in advance in accordance with labor
agreements- while closely monitoring hours of service to ensure a safe, well-rested workforce.
“I love the rewarding feeling that I get being able to get people to where they need to go on time—safe. There’s
nothing better than that. For that, I’m grateful. I’m grateful to MV that I have this job. I’m going to retire here.
That’s how much I like it.” – Tom Lancaster, Fixed Route Operator, Glendale division 43
Our "Always be Recruiting" strategy uses AI hiring tools, digital ads, regional recruiters, and strong compensation to
keep a steady pool of qualified operators. This is supported by a retention model proven at LADOT, where turnover
dropped, staffing stabilized, OTP improved, and safety got better. These recruiting and retention efforts guarantee
SLO Transit has dependable operator availability.
ii. Quality Control
Our company’s organizational structure offers continuous oversight and leadership in support of our local team. This
support structure confirms that we deliver daily safe, professional, and efficient service.
Throughout our organization, we provide our customers with a cross-functional quality assurance (QA) program that
promotes excellence throughout the operation. Our team may adjust these reviews over the contract term to
accommodate specific service needs and requests, drawing on our experience in similar services.
MV ADVANTAGE MV CASE STUDY: Recruiting and Retention at LADOT
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Auditor Inspection Frequency Description
Regional Vice President Performance
Metrics
Semi-
monthly
Regional Vice President Lorraine Lopez has access to MV's
performance metrics dashboards and reviews performance
with G eneral M anager Yevette McNeece on periodic calls to
ensure adherence to MV and the City standards.
Regional Vice President Customer
Satisfaction
Monthly Regional Vice President Lorraine Lopez regularly meets (in
person or via telephone) with the City staff to gauge
satisfaction with MV’s operations. These discussions offer an
excellent opportunity to discuss current challenges, successes,
and areas requiring improvement.
Regional Vice President Audit Scheduling
and Review
As needed Regional Vice President Lorraine Lopez works with the regional
team to establish an audit schedule. They review each audit
upon completion and work with the regional team to create
and complete an action plan when needed.
Director of Safety Safety Audits Annual The safety audit is a full-day inspection of the operating
facility. Director of Safety Jorge Flores ensures all safety
elements are in place and functioning as intended. They audit
the location for compliance with MV and the City's safety
policies, rules, regulations, standards, codes, procedures, and
requirements. They also review all employee training files for
completeness and compliance. Finally, they review all safety-
related programs, issues, and reporting, and provide
recommendations for improvement.
Director of Maintenance Facility Audits Annual Facility audits, led by Director of Maintenance Samuel Tolley,
include an inspection of the operating facility and audits of
facility systems and sub-systems. Locations also undergo
annual fire inspections and insurance underwriter inspections.
Director of Maintenance Shop Audit Semi-
Annual
This audit includes a review of the facility, environmental
compliance, tools and equipment, office administration,
records, maintenance, safety, and training. If needed, Director
of Maintenance Samuel Tolley develops an action plan to
resolve any issues identified.
Director of Finance Monthly Financial
Statement Review
Call
Monthly Director of Finance Mike Krutak and Senior Vice President
Lorraine Lopez review the income statements and general
ledger during the month-end close. This process confirms
MV's books are accurate and align with budget forecasts.
Maintenance Manager Preventive
Maintenance
Inspection "Rerack"
10% of all
PMs per
Month
These inspections assess the quality and completeness of
preventive maintenance inspections. To ensure completeness,
Maintenance Manager Casterdale Green completely re-
inspects 10% of the fleet, undergoing a preventive
maintenance inspection.
Safety and Training
Manager
Safety Inspections Monthly Safety and Training Manager Aaron Pike conducts monthly
safety inspections of the facility to identify, document, and
correct deficiencies. All findings are reported to the Regional
Director of Safety, Jorge Flores, who follows up on all items
during the semi-annual audits.
Continuous Process Improvement
The design of our continuous process improvement plan intentionally focuses on identifying issues before they
become problems. Transparency is essential in this design, and our approach to reviewing our business practices
plan is predicated on ongoing communication and data sharing with the City’s staff.
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Problem-Solving Approach
MV recognizes that transit operations face varied challenges, including accidents and unsafe behaviors. While
immediate responses are sometimes needed, addressing root causes is often more effective. A root cause analysis
starts by isolating the problem and identifying contributing factors, such as weather, traffic, speed, or distracted
driving. Immediate actions may resolve some issues, but rarely prevent recurrence. Along with quick responses to
limit impact, MV uses root cause analysis to tackle underlying problems through a multi-step process detailed below,
proactively.
Documentation and Development of Processes
Our MV Insights dashboard tool is a key component of the MV Way, enabling us to analyze data and identify trends.
Our operations team can consistently digitally document processes by centralizing our performance data from
multiple sources using Connexionz and maintenance information systems on an integrated platform. We can quickly
review past action plans and their effectiveness, and use the dashboards to determine when and where to adjust
policies or procedures for improved performance. When revising policies and procedures, we employ best practices
in change management that account for passenger impact, testing, solicitation of feedback, and review.
Monthly and Quarterly Business Reviews
Monthly and Quarterly Business Reviews are essential components of successful operations, fostering
transparency, collaboration, and continuous improvement. These structured interactions provide a platform for
reviewing performance metrics, addressing challenges, and aligning strategic objectives between MV and the City.
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The MV local management team will regularly meet with the City to ensure that we continue to meet or exceed
operational and performance standards.
Each month, Yevette Mc Neese will meet with City staff for a Monthly Business Review, where we assess the previous
month’s performance against the standard KPIs and compare it with prior months to determine whether we have
made improvements in each performance area. These monthly business reviews include updates on staffing levels,
planned division events, and the incentives we have in place.
MV will also schedule a Quarterly Business Review (QBR) to adjust our service strategy to best serve SLO Transit
passengers. During these meetings, we translate our goals for the upcoming quarter into specific 90-, 180-, and
270-day objectives.
The QBR provides a comprehensive overview of SLO Transit services, focusing on major functional areas rather than
individual components. This approach allows us to gather the City ’s feedback and insights from the passengers.
Topics for discussion may include:
Service challenges and
opportunities for improvement
Upcoming service changes and
routing recommendations
New products or features
Roadblocks or obstacles to
success
Stated goals for the next 90,
180, and 270 days
iii. Additional Proposed Technologies
Our technology strategy for SLO Transit is designed to support safe, reliable, and efficient service today while
positioning the system to adapt to the evolving demands of a modern transit environment. Our proposed suite of
technologies is intentionally integrated—linking safety, planning, operations, maintenance, and workforce
management—to provide the City with actionable insights, operational resilience, and measurable performance
improvements.
“The technology and software [at MV] helps me do my job every day. It allows me to track and trend areas where
we are seeing issues that we want to address before they become concerns.” – Corey Siu, Safety and Training
Manager, Chicago division 134
DriveCam SF400 Event Recorder
MV is pleased to propose the DriveCam SF400 event recorder for the City’s fleet in the
new term. DriveCam is a unique event recorder that continuously records footage inside
the vehicle and on the road and saves footage clips when triggered.
The SF400 unit has a dual wide-angle lens, eliminating blind spots in video clips and
enhancing the views captured. It also includes four high-lumen infrared lights, integrated
microphones, and continuous video recording for up to 100 hours. The SF400 units
deliver the same reliable event recording as the current DriveCam units in place today
(interior and exterior recording, cellular connectivity, manual trigger button); however, these units bring valuable new
features to our operation.
On-demand lookback: The SF400 saves up to 100 hours of footage that we can access on demand. This data
allows us to investigate complaints quickly and easily. With the base package, we have access to the lookback
feature for five minutes per unit per month; however, we can expand this at an additional cost.
MV+AI Technology: Delivering machine vision and artificial intelligence, the SF400 delivers improved safety
features both in the vehicle and on the road. The units can detect when operators use handheld devices and alert
those not wearing a seatbelt, as well as those smoking, eating, or drinking in the vehicle. The unit also detects rolling
through stop signs, close following distance, critical distance, speeding, pedestrian/bicyclists, and lane departures on
the road. These alerts are configurable to support our specific objectives and goals.
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Fleet Tracking: All SF400 units include Lytx’s GPS Fleet Tracking functionality, which provides insight into vehicle
position and idling times using Google Maps, Traffic, and Street Views. This technology will support our quality
assurance supervisors’ ability to identify operators for road evaluations and vehicles that require in-field support.
This optional feature can be made available at an additional cost.
Optibus Optimization Technology
MV is proposing to use Optibus for SLO Transit. This SaaS platform
offers several complex modules that streamline planning and scheduling
for large fixed-route systems. It unites Artificial Intelligence with
optimization algorithms to deliver efficiency, reduce congestion, and
contain costs.
Optibus enables MV to create multiple planning scenarios in minutes,
compared to the hours required by other planning platforms. The system
allows users to configure not only work rules and rest period
requirements, but also the ranges and discharge rates of any battery
electric buses (BEB) in place. Optibus is ideal for customers looking to
integrate BEBs into their service, as the EV module enables users to plan
scenarios that mix BEBs and internal combustion engine (ICE) vehicles.
Optibus enables our team to quickly identify where we can achieve
staffing, operational, and cost efficiencies, as well as the optimal number
of vehicles to deliver service. This system supports the shift bid process and informs potential route or blocking
redesign. MV will use Optibus to determine the most efficient route schedules based on the input data.
Elizabeth (Liz) Stayner, MV’s Corporate Sr. Transit Planning Manager, is
an in-house expert for these systems. Liz has extensive experience
with Optibus across all of MV’s fixed-route locations. She will support
our team by creating efficient and realistic runcuts that meet this
service’s unique requirements.
For the City, MV will bring the following Optibus Modules:
Planning: The systems’ planning module leverages maps,
satellite data, and street-level images to visualize routes,
allowing planners to visualize routes easily. Moreover, users
can import GTFS data or build routes from the ground up,
building multiple scenarios in minutes. Finally, the system’s
tools communicate the business impact of route changes as we make changes.
Scheduling: Optibus’s speed in optimizing crews and vehicles is a hallmark of its design. Users can build
multiple scenarios in minutes while accounting for rules and
limitations, and schedule vehicles and operators simultaneously.
Rostering: The system’s rostering function can account for all work
rules and supports route familiarity and day-off patterns. It helps
control overtime, adheres to guaranteed time, and balances assigned
hours. Users can create roster groups, each with specific
preferences.
Optibus for Electric Vehicles (EV): Optibus unites its rostering
solution with EV scheduling functionality. This module lets users plan
vehicle schedules based on infrastructure available, ensuring range is
maximized, and proper charging events and discharge rates are
factored in.
How AI Supports SLO Transit
AI driven safety analytics from
DriveCam help reduce collisions and
complaints by identifying risky
driving behaviors and supporting
timely coaching and corrective
action. At the same level, Optibus
uses AI-based optimization to help
SLO Transit improve service
reliability, plan efficient schedules,
integrate battery electric buses, and
control operating costs through
data-driven decision-making.
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MV Insights – Data-Driven Fixed Route Operations
Built on Microsoft’s Power BI data analytics tool, the MV Insights Platform captures and visualizes key operational
KPIs across all aspects of the organization, including operations, maintenance, and safety, as well as staffing and
retention. We recently enhanced MV Insights to provide “early warning” capabilities that signal when key metrics are
trending in the wrong direction.
MV Insights provides our leadership – from general manager to our CEO – visibility into critical and actionable data
and visualizes our performance against prior year numbers. General managers frequently review these dashboards
with their regional/senior vice president and director of human resources, to ensure we are continually meeting or
exceeding KPI goals.
Our local management team can then use this data to
mitigate risks through:
→ Employee coaching and retraining
→ Posting signage about dangerous intersections
→ Targeted safety meeting
→ Selecting safety blitz themes and more.
The operational visibility provided by the MV Insights
platform across the organization has enabled better
decision-making and actions through proactive, timely
responses to trends.
Figure x: Operations KPI Dashboard—Many factors, working together, contribute to service excellence. Each one has to be
analyzed individually and as a group to fully understand not only how they deliver success but also how service degradation and
interruptions occur and contribute to poor service KPIs. The operations dashboard shows individual trends against desired goals to
achieve excellence.
Operational Excellence is a culture built into our organization. When adhered to, all aspects of delivering the
operation come together to deliver the most important goal of providing an excellent customer experience by
transporting the customer safely and on time to their destination.
People/Operator Insights
A great customer experience depends on a well-trained, reliable operator, a dependable vehicle, and a team of
experts ensuring safe, punctual service from pick-up to destination. Successfully attracting, hiring, training, and
retaining operators is complex and demands creativity and close attention. MV has focused on reducing operator
KPI Dashboard
MV Insight’s
Turnover
Dashboard
shows us up-
to-date
statistics
of our
turnover year
over year, and
compared to
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attrition, which is often highest within the first 90 days of employment. To combat this, MV created an automated
system that offers ongoing feedback and one-on-one communication with the operator during the first 30 days of
onboarding and training.
Operator Onboarding Communications Solution Features:
→ Periodic text messages are sent to the new hire, providing key information and instructions to access timely
communications
→ Custom-designed web pages providing information about the company, their new role, and tips to ensure a
positive onboarding experience
→ Satisfaction surveys are sent to onboarding operators to identify and resolve issues quickly. Survey results are
automatically sent to operations management for quick resolution
MV uses many other insights to deliver effective people management, such as:
→ Employee satisfaction survey analysis
→ Turnover analysis
→ Wage analysis
→ Coaching and Training Effectiveness
→ Retention analysis
→ Candidate sourcing effectiveness
Effective people management is both an art and a science. MV works hard to strike the right balance between
managing operator performance, key results, and relationships through individual coaching and mentoring.
About our Maintenance Management Information System
Trapeze Enterprise Asset Management, or T-EAM, is the maintenance management information system (MMIS) used
in the majority of MV's shops. We offer this system at no additional cost, providing our customers with direct access
to this system and its reporting.
We have a long-standing partnership with Trapeze, and we have found that their system is ideal for managing even
the most complex bus fleets. T-EAM serves as our electronic vehicle file and has the functionality to process a wide
range of data:
Service requests (to document pending
service items)
Work order requests
Parts inventories
Warranty repairs
Fleet defects
Asset documentation
Reporting (both standardized and ad
hoc)
We also use T-EAM to measure:
Technician productivity
Repair costs (cost per mile)
Mean distance between road failures
On-time preventive maintenance
Scheduled versus unscheduled
maintenance
Fuel usage by unit
MV uses T-EAM's mobile products to enable real-
time data entry directly into the system from the
shop floor. As part of MV's digital shop initiative, all
technicians are trained to use ruggedized tablets
for inspections and to properly document their
work. The electronic inspection forms include
embedded instructions for the technician and offer
voice-to-text capabilities for ease of use.
WHAT DO YOU GET FROM TRAPEZE-EAM AND MV?
•Direct access to all of your digitized maintenance records
•Ability to run reports on your assets
•Streamlined, digital vehicle files for accurate work history
•NTD asset reporting at your fingertips
•Accurate parts inventories
•Ease and speed in the warranty recovery process
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April May June July
Requirements
Gathering
Testing
Training and
Education
Go-live
Post-Launch
Hypercare and
Optimization
Recruit New
Employees
Train & Onboard New
Employees
Receive Fleet and
Prep Vehicles for
Service
Operations
Technology Platform
Conduct Dry Runs
Service Start 7/1/2026
7/1/2026
Award 4/7/2026
Perform Runcut
Contract Signed 4/21/2026
Team Captains on Site 5/1/2026
Begin Recruiting 4/22/2026
Uniforms and Badges
Fleet Turnover
Inspections
Move into Facility 7/1/2026
Order Equipment
Order DriveCam MVAI
Units
Order Support
Vehicles
Stakeholder Engagement
Meetings with the City
Community/Passenger
Engagement
Recruitment, Training &
Onboarding
Meet with Union
Leadership
Maintenance Operations
Install Equipment
Equipment Ordering and
Administration Setup
Scheduling & Service Start
Notice to Proceed 4/8/2026
Install DriveCam MVAI
Units
City of San Luis Obispo RFP No. Transit-01
Transit Operation and Maintenance Services – Startup and Transition Plan
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4. Maintenance
Our World -Class Maintenance Program
Rider safety, comfort, and an exceptional overall experience drive our fleet
maintenance plan. We strive to maintain all passenger vehicles in like-
new condition, with careful attention to preventive maintenance (PM)
practices that reduce the frequency of unscheduled maintenance and
ensure the safe and reliable operation of every SLO Transit vehicle.
“There’s probably about 15 vehicles that get worked on just in the
morning shift. We have such a large fleet and everybody’s roles here
are just as important- from the managers down to the supervisors to
the clerks, the technicians, the servicers, the fuelers.” – Diego
Penaloza, Electronics Technician, Santa Clarita division 150
MV's maintenance experience spans four decades and encompasses the
management and maintenance of more than 7,000 passenger vehicles
nationwide, supported by more than 90 maintenance shops. Our operating agreements empower us to maintain
fleets of all sizes under this program – from sedans to 60-foot electric articulated transit buses. Our world-class
approach to fleet health is driven by the following initiatives designed to execute our vision. We want each of the
City’s vehicles pulling out of the yard to be safe, clean, expertly maintained in like-new condition, and fully prepared
for service.
World -Class Maintenance Support for Your Operation
Our Maintenance Manager, Casterdale Green, will oversee all local maintenance activities to ensure operational
excellence. This includes scheduling work and repairs, managing the Preventive Maintenance Inspection (PMI)
timeline, conducting quality control inspection reports, identifying trends in maintenance needs, performing root
cause analyses, and facilitating technician training. Throughout these tasks, Casterdale will prioritize the overarching
health and safety of the City’s SLO Transit fleet, supported by our world-class maintenance program.
Casterdale will receive ongoing support from our Maintenance Director, Samuel Tolley, a regional expert who
oversees MV's maintenance program and supports employees in their assigned maintenance shops.
Samuel Tolley has 15 years of experience in fleet maintenance oversight, will hold weekly check-ins with the local
team via videoconference, continually monitor shop performance, serve as an escalation point for any local
challenges, and provide ongoing resources to our team. He will continually assess the quality of the maintenance
program to ensure it maintains its world -class status, review the customer service qualities of our technicians, and
evaluate the impact of the maintenance program on the rider experience.
Samuel Tolley will be on-site during the transition and, at a minimum, quarterly to meet with General Manager
Yevette Nee ce, Maintenance Manager Casterdale Green, and our local maintenance team.
WHAT IS WORLD-CLASS
MAINTENANCE AT MV?
At MV, our world-class maintenance
is committed to fundamental
practices: Investing in employee and
leadership development, catching
defects before road service,
collaborating with OEMs, and
inspiring every shop member to
provide freedom of mobility for our
passengers.
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Alongside local and regional support, the City will also benefit from ongoing assistance from MV's extended
maintenance function. The following individuals will contribute to this contract as necessary to ensure we deliver
world-class service and support the City in achieving its future fleet and maintenance goals.
Support Personnel How They Support Our Local Shops Years of Experience
James Schultzman, Chief
Maintenance Officer
Drives MV's fleet and facilities maintenance program across all
maintenance shops
25 years
Humberto Marazzi, National
Director of Workforce
Development
Designs, maintains, and administers all technician training plans by
vehicle type; administers regional training
36 years
Donald Penny, Director of
Facilities
Identifies and selects facilities based on proximity to service area,
building appropriateness, amenities, and zoning; negotiates and
executes lease agreements for MV locations; manages leasehold
improvements.
17 years
KC Champa, Maintenance
Recruiting Manager
100% dedicated to recruiting efforts for MV's maintenance shops. 3 years
Loren Moore, Maintenance
Database Administrator
Manages, maintains, and administers the T-EAM technology platform,
MV's MMIS.
45 years
Andres De Los Rios, Director
of ZE Engineering
Works with MV customers to provide technical analysis, such as
battery degradation, technology, and operational elements of zero-
emissions.
20 years
Jennifer Partlow, Director of
ZE Strategy
Works with MV customers on the design and advancement of the
strategy, daily project management, and client and ecosystem
interfacing.
14 years
Rachel Shelton, Maintenance
Data Analyst
Serves as the administrator for the MV Insights maintenance
platform. Develops all company-wide reports, dashboards, predictive
analytics, and early warning notifications.
3 years
Weekly check-ins with
maintenance manager
Casterdale Green
On-site visits at least quarterly
OEM coordination
National accounts
liaison
Coaching and mentoring the
local team
Specialized training sessions
Equipment procurement
assistance
Budgeting and finance
support
Reviewing fleet health
with SLO Transit’s staff
Maintenance program
audits
Facility safety audits
Action planning
Regional Maintenance Director Duties
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Zero Emission Experience
In today’s rapidly evolving transit landscape, the shift to zero emissions (ZE) is far from uniform. MV’s ZE program is
built on an agnostic foundation. We recognize that each agency faces distinct challenges. Drawing on experience
gained from operating hundreds of electric vehicles across the nation, MV has become a trusted guide through this
transition, offering tailored solutions grounded in technical expertise and collaboration.
In 2022, MV was awarded contracts for ongoing transit operation and maintenance services on behalf of Antelope
Valley Transit Authority (AVTA). Within two months, MV successfully and efficiently transitioned the service to ZE by
the start of the contract. We provide public transportation in the cities of Lancaster and Palmdale, and in the
unincorporated areas of the Antelope Valley, approximately 70 miles northeast of Los Angeles. Notably, AVTA has
the largest all-electric fleet in the country, which MV transitioned within 60 days.
4.1. Facility Maintenance Program
MV recognizes its responsibility for facility maintenance at 29 Prado Road, San Luis Obispo, California 93401 for this
contract. This section outlines our approach to facility maintenance. A sample plan is available upon request.
During the transition period, we will work with the City to update our sample plan to meet all contractual obligations
and address safety, repair, and cleanliness standards set forth by the City and MV.
Organization and Responsibility
MV will employ a full-time maintenance manager to oversee all assigned aspects of facility systems and equipment
maintenance. Our technician team will receive training on performing facility and equipment inspections and repairs
as needed.
System of Periodic Inspections
A strong, effectively managed facility preventive maintenance (PM) program is essential for maintaining system health
and ensuring fleet availability. Additionally, a well-organized program enables our customers to accurately forecast
capital funding needs as their systems, subsystems, and equipment approach the end of their life cycles. In
collaboration with our customers, we proactively make informed decisions on
whether to rehabilitate or replace equipment before costly failures occur.
At MV, we adhere to original equipment manufacturer (OEM)
recommendations regarding PM intervals and activities. Our commitment to
excellence is supported by the Trapeze Enterprise Asset Management (T-EAM)
maintenance software, which enables us to monitor scheduled maintenance
intervals for all facility systems effectively. Upon award, our maintenance team
will work with the City to establish a work asset management system to
identify and verify all equipment and facility components under our care.
Our staffing plan considers the provision of four dedicated technicians, who
will report directly to the Maintenance Manager. These employees are responsible for ongoing PM and repair of all
mechanical facility equipment and systems.
The facility PM program's inspectors will ensure that facility systems, subsystems, and equipment are inspected and
adjusted to maximize performance in accordance with OEM standards.
MV ADVANTAGE Delivering A Smooth Zero Emission Fleet Transition
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Preventive Maintenance Program
Our team conducts routine preventive maintenance, inspections, and repairs on all facility equipment, ensuring peak
performance and reliability. We will develop PM schedules based on OEM-recommended intervals and industry best
practices. Inspections are conducted weekly, monthly, quarterly, semiannually, and annually, depending on the
equipment and systems. Casterdale Green identifies equipment due for servicing each week, ensuring service
completion within a 3 -day window or within 10 percent of the scheduled time for timely and effective maintenance.
During inspections, our skilled technicians use facility and OEM manuals as primary references. If any issues arise
that cannot be resolved during the PM service, a work order will be generated, and the maintenance manager will
assign the repair. Completed work orders are documented in the T-EAM maintenance software, and SLO Transit is
updated on any ongoing work, such as if an outside vendor has required parts on backorder.
MV’s maintenance manager will audit our facility maintenance program to ensure optimal performance across
systems, subsystems, and equipment.
Other Required Inspections
In addition to the PM i nspections, MV uses the following company-wide facility maintenance programs at its
locations:
In addition to the above inspections, MV staff conduct daily walk-throughs at each operating facility, focusing on
safety to ensure reliable, high-quality operations for our employees, customers, and passengers at every MV location.
Reporting Forms, Schedules, and Procedures
Timely and accurate reporting of deficiencies is essential in maintaining a safe and reliable facility. We identify the
necessary repairs during the following activities:
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→ PM inspections
→ Work requisitions
→ Facility routine walk-throughs
→ Monthly safety inspections
→ Consultant/client inspections
→ Secondary contractor maintenance
Completing Repairs
When a team member identifies a repair, they complete a work order record in T-EAM. The maintenance manager
assigns a technician to the repair based on priority or arranges for a qualified subcontractor if a trade specialist is
required. The maintenance manager inspects all subcontracted repairs upon completion.
MV will require a full facility inspection before assuming responsibility for facility maintenance. During this
inspection, MV’s team and the City staff will identify outstanding repairs that must be made before the facility
transition.
Categorization of Maintenance Activities
MV’s facility maintenance plan categorizes maintenance activities into three types:
→ Buildings and Grounds: Non-mechanical attachments to the facility, such as grounds, concrete, grates, and lots.
→ Building Systems: Mechanical, electrical, electromechanical, hydraulic, and pneumatic systems permanently
attached to the building or property.
→ Facility Equipment: All electrical, mechanical, electro-mechanical, pneumatic, hydraulic, tools, and other items
not permanently attached to the building or grounds.
Warranty Management
The maintenance manager oversees all warranty recoveries for facility equipment and systems. MV uses T-EAM
software to track warranty work and related financial recoveries, making reimbursement a key part of our
maintenance plan. When a defect is found within the warranty period, MV’s maintenance manager promptly informs
the City of actions to enforce the warranty and updates them on the equipment's status throughout the repair
process. MV quickly notifies City staff of any disputes with manufacturers or suppliers about warranty coverage and
works with relevant parties to resolve issues efficiently.
4.2. Preventive Maintenance and Inspection Program
Preventive Maintenance Inspections
Preventive care is the cornerstone of our world-class maintenance program. By proactively addressing known issues
and maintaining vehicle systems at their optimum level, we can reduce in-service failures, ensuring a safe, reliable
trip for every rider.
Preventive maintenance inspections (PMIs) are scheduled inspections that occur during the service day. The night
before service, Maintenance Manager Casterdale Green coordinates with the on-duty dispatcher to ensure all service
fleet needs are met. They rotate vehicles into service to accommodate inspection due dates and to regulate fleet
mileage.
Technicians use ruggedized tablet computers to enter inspection results directly into T-EAM from the inspection
screen, including notes for the technician that describe the action on the checklist. Technicians can easily access
MV's standard operating procedures from the T-EAM home screen, along with OEM manuals, bulletins, and
schematics. Technicians can input comments on the inspection screen using the tablet's voice-to-text feature.
Technicians whose first language is not English can receive training on using Google Translate to enter their
comments.
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PMIs occur at 5,000-mile intervals, as per the sample summary tables below. Please note that detailed PM
schedules specific to the City’s exact fleet composition will be based on OEM recommendations and created during
the transition period.
Gasoline or Diesel PMI Items A B C D
Mileage 5K 10K 15K 30K
Vehicle interior and exterior (lights, safety equipment, etc.)
Brake testing
Door and/or lift/ramp operation/cycling
Road test (engine, transmission, brakes, 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
Mobility device lift inspection and service
Climate control systems inspection
Lubrication, oil, and filter change (unless vehicle manufacturer recommends a
different interval)
Air filter change
Fuel filter change (if applicable)
HVAC (leaks, filters, temperature checks, function inspections)
Electric Fleet PMI Items PIT A B C AC
Mileage 3K 6K 18K 36K ANNUAL
Visual inspections of electronic control air suspension (ECAS),
brakes, tires, and drive components for leaks
Visual inspection of fire suppression systems
Visual inspection of charge ports for wear
Inspection of door operation to include testing sensitive edges
Inspection of emergency exits
Inspection of the ADA ramp and securements
Inspection of voice annunciation and operator PA operation
AC inspection - filter clean or replacement
Clean all surfaces on wheels and mudflaps
Clean radiator with compressed air - regulated to less than 29.7 PSI
Clean rear compartment with compressed air - regulated to less
than 29.7 PSI
Clean rear axle housing and cantilever surfaces
ECAS - Test and verify all sensors, secure, and measure for proper
heights
Road test vehicle, ensuring there are no abnormal noises from
motors, excessive vibrations, or unusual noises related to
suspension
No unusual odors from motors, such as burning or electrical smells
Pressure test drive system, cooling system
Inspect kingpins
Wheel-off brake inspections
AC - clean evaporators and condensers of any dust and foreign
material
Test and inspect the fire suppression system
Major chassis inspection, lubrication
Wheel end system maintenance
Torque suspension fasteners and thrust rods
Change wheel drive axle oil (GL 5 - 75W90)
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Electric Fleet PMI Items PIT A B C AC
Change wheel motor oil (ATF 3309)
Clean fins on the heat exchanger
Evaporator and condenser motor, clean fans, replace bearings as
necessary
Replace the receiver dryer
Compressor
Inspect mounting
Electrical connections
Seals for waterproofing in good conditions
Frequency converter
Inspect fans
Inspect all connections and terminals
Please see MV’s PMI inspection and service forms following this section.
What Else Happens During a Preventive Maintenance Inspection?
As part of our PM program, all mechanical, electrical, fluid, air, and hydraulic systems are maintained for safety and
proper function. Activities are summarized in the tables above, with additional procedures outlined below:
Mobility Lifts and Ramps: MV vehicles require fully operational lifts and ramps before entering service. Daily pre-trip
inspections, periodic maintenance inspections (PMIs), and annual checks ensure functionality. Defective units are
replaced immediately, and technicians address wear and adjust alignment as needed.
Kneeling Systems: Vehicles must have safe, working kneeling systems. Operators test these during pre- and post-
trip inspections, and PMIs include checking ride height, leaks, worn components, and overall operation.
HVAC System: Technicians inspect HVAC systems year-round for leaks, check brushes and fan motors, change
filters, and operate systems weekly to prevent refrigerant issues. Seasonal HVAC checks supplement regular
inspections.
Electric Drive System (Fuel Cell/BEB): Drive mounts and high-voltage cables are inspected, and gearbox fluids are
changed per OEM recommendations.
Emission Testing and Compliance: Annual and semi-annual for certain vehicles, emission inspections comply with
CARB standards. Reports are managed as required, including administration of the city’s smog check program.
Oil Analysis: Oil samples are collected during PMIs and analyzed by Titan Labs, with reports posted online within 24
hours and attached to vehicle records.
Onboard Technology Maintenance: Trained technicians inspect, diagnose, and repair or replace onboard electronic
systems like destination signs, passenger counters, and GPS/AVL systems.
DriveCam System: Devices are checked during PMIs; defective units are swapped out and repaired with
manufacturer support.
Surveillance Cameras: Technicians check power, housing, lenses, seals, microphone wiring, and camera angles
during inspections.
Farebox Maintenance: Fareboxes are cleaned and inspected during PMIs, with additional weekly, quarterly, semi-
annual, and annual maintenance. MV maintains necessary spare parts and expendables for timely repairs.
Reinspecting the PM Inspection for Quality
At a minimum, 10% of all PMIs undergo re-rack inspections, which are complete re-inspections of the vehicle to
verify that the PMI was performed thoroughly, reflecting MV's commitment to world-class maintenance.
Maintenance Manager Casterdale Green conducts re-rack inspections, comparing the findings to the original PMI to
identify any missed items, unclear documentation, failure to process work orders, or other deviations. They provide
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follow-up training, coaching, and feedback to the technician who performed the original inspection, thereby
contributing to our ongoing quality-improvement approach.
All PM records are reviewed by the Maintenance Manager, Casterdale Green, for completeness, clarity, and detail.
Repairs
MV is unique in our approach to performing as much in-house maintenance as possible. We limit our work with
outside vendors to major body repair, engine, and transmission rebuilds (MV's team will perform the replacement).
This approach ensures prompt attention is given to the fleet, that the work performed on the fleet is world-class, and
that we are not beholden to a third-party shop's repair timelines.
Pre-Trip Maintenance Repairs
When an operator detects a defect, the information is sent to the technician. The defect record flags safety items so
the technician knows how to address them and generates a service request for repair.
If a safety defect cannot be immediately repaired, the vehicle is pulled from service and scheduled for repair,
typically on the same day. If the defect is not a safety item, it is scheduled for repair when the vehicle returns from
service or during the next PM inspection.
Preventive Maintenance Repairs
Technicians inspecting vehicle systems can spot necessary repairs, which T-EAM systems log as service requests
with their notes. Technicians may perform repairs during inspection. PMI results and related service requests are
checked for completeness and accuracy.
Scheduled Component Repairs and MV's Parts Replacement Engine
We schedule planned component replacement
based on our Parts Replacement Engine, which
uses machine learning to predict the actual
component life history (versus stated life).
This engine recommends parts for inspection
and/or replacement based on an average part
life calculated by analyzing part performance
across thousands of vehicles in the company.
This approach to planned component
replacement minimizes road calls and ensures
the ongoing health of a world-class fleet. When
possible, we plan the replacement or rebuilding
of a vehicle component based on a periodic
schedule.
Major Repairs
Most often, for major repairs, MV purchases rebuilt engines and rebuilt transmissions, and handles the removal of the
old and replacement of the new unit. Our preference to perform as much of the work in-house as possible supports
expedited repair timelines.
Body Repair
A vehicle that is free of any body damage, no matter how minor, positively impacts the service brand. MV expedites
body repair, including graffiti removal, as we continually strive to improve the rider's experience on the bus.
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MV employs technicians who are qualified to perform minor body work (repairing dings and scratches). For major
body work resulting from an accident, we collaborate with local body repair shops and secure priority status for
repairs.
Vehicles are examined for body damage at the following points of the service day:
→ Pre-trip inspections: Operators notify the maintenance team of any minor body damage by marking it on their
pre-trip inspection. If there is graffiti on the vehicle, the vehicle is pulled from service.
→ Gate inspections: The on-duty supervisor in the yard visually inspects the vehicles as they pull out of the yard.
→ Road evaluations: Road supervisors inspect the interior and exterior body damage and cleanliness, and report
the findings to maintenance.
→ Post-trip inspections: Operators notify the maintenance team of any minor body damage or graffiti by marking
it on their pre-trip inspection. If there is graffiti on the vehicle, it is pulled from the service line and repaired.
→ Cleaning processes: The vehicle service workers visually inspect the vehicle for any graffiti or body damage. If
graffiti is present, the service worker will remove it; if assistance is required from a technician, or if minor body
damage is discovered, the vehicle service worker reports the issue to the on-duty technician.
→ PM processes: Technicians inspect the vehicles for any body damage or graffiti and repair the unit during that
process.
Tire Repairs
MV requires that every location conduct a weekly yard inspection where the inspector checks tread depth, damage,
and tire pressure. Additionally, our vehicle service workers check tires when the vehicle is in the fueling line, and
operators perform these checks during the pre-trip inspection. At any time during these inspections, the inspector
identifies a tire with a tread depth less than 4/32 (front) and 2/32 (rear). If the tire is damaged or has less than 15%
of the recommended air pressure, the vehicle is pulled, and the tire is scheduled for inspection or replacement.
Warranty Repairs
MV administers warranties, including documenting, filing, and processing
claims as part of our maintenance program practices. We manage the
timely repair of warrantied components and process all recovery fees in
T-EAM.
Today, MV is authorized to perform warranty repair for Ford, New
Flyer/MCI/Alexander Dennis/Arboc, Gillig, and Braun. Under these
agreements, MV performs warranty repairs to the vehicle body, doors,
electrical systems, seating, and flooring, and submits the claims for
reimbursement directly to the manufacturer. Our status as a warranty
repair shop significantly expedites repairs and ensures maximum vehicle
availability on service days.
i. History of Regulatory Findings
MV operates more transit services in the State of California than any other company and is responsible for more than
50 operating locations subject to California Highway Patrol (CHP) terminal inspections. Over the past three years,
MV has been subject to hundreds of these inspections and numerous Federal Transportation Administration (FTA)
Triennial Audits. We have maintained an outstanding record with the CHP in achieving satisfactory ratings. However,
we have had to make some procedural corrections as a result of CHP findings. Over the past three years, MV has
received four unsatisfactory ratings from CHP inspections; all issues have been rectified, and MV now has
satisfactory ratings with the CHP in these locations.
Division Inspection Date Inspection Result Terminal Comments
24 Petaluma, CA 10/28/2025 Satisfactory B Terminal Re-Inspection no violations
24 Petaluma, CA 7/18/2025 Unsatisfactory B Terminal Driver records
267 Burlingame, CA 11/15/2023 Satisfactory B Terminal Re-Inspection no violations
FASTER RECOVERY WITH MV
As an authorized warranty repair
shop for Ford, New Flyer, MCI,
Alexander Dennis, Arboc, Gillig, and
Braun, MV can expedite the repair
and recovery process by controlling
the repair timeline.
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40 Public Transit. Reimagined. |
Division Inspection Date Inspection Result Terminal Comments
267 Burlingame, CA 7/21/2023 Unsatisfactory B Terminal Driver records
86 Monterey-Salinas, CA 11/9/2023 Satisfactory B Terminal Re-Inspection no violations
86 Monterey-Salinas, CA 7/12 -13/2023, 7/27/2023 Unsatisfactory B Terminal Driver records
11 Fairfield, CA 5/10-11/2023 Satisfactory B Terminal Re-Inspection no violations
11 Fairfield, CA 1/27/2023 Unsatisfactory B Terminal Driver records
Remedial measures: MV has reviewed internal controls to prevent, limit, and detect issues with driver records in the
future.
Regulatory Enforcement and Compliance Record
MV has not been cited, fined, or ordered to stop operations in the past five years by any regulatory agency for
improper maintenance, CHP inspection failure, or for accidents caused by improper maintenance.
4.3. Proposed Insurance Program
In response to RFP section G.4 through 21, “Proposed Insurance Program (Response to RFP Exhibit B),” MV will
provide the insurance program below that fully meets or exceeds all requirements set forth in Exhibit B- Insurance
Requirements of the City of San Luis Obispo RFP. The required $10,000,000 per-occurrence limits for Commercial
General Liability and Automobile Liability are satisfied through a combination of primary and excess coverage layers.
Line Carrier AM Best
Rating
Deductible
CONDFIDENTIAL
Notes
CONDFIDENTIAL
Auto Primary $5m Ace Property & Casualty
Insurance Co.
A+
CGL Primary $5m Ace Property & Casualty
Insurance Co.
A+
Auto/CGL Excess Buffer
$10m x $5m
Allianz Global A++
Lead Umbrella $10m x
$15m
Ace Property & Casualty
Insurance Co.
A+
Umbrella Excess $5m x
$25m
Ark Bermuda & First
Specialty
A+
Umbrella Excess $20m x
$25m
Lloyds, Lex London,
Sompo/Endurance
A+
Property Lexington Insurance Co. A
Environmental/Pollution Beazley Excess & Surplus
Insurance Co.
A+
Crime Beazley Excess & Surplus
Insurance Co.
A+
Workers' Compensation Ace Property & Casualty
Insurance Co.
A+
MV has procured this insurance program and is able to provide evidence of these coverages through Broker-issued
Certificates of Insurance.
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Page 1 of 2
Preventive Maintenance Inspection and Service Checklist
Circle Service Type: A B C D
Date:____________ Vehicle #:____________________ Mileage in: _________________ Mileage out: _________________
P F Item Inspected P F Item Inspected
A) Vehicle drive in inspection (5 miles) 2) Rear blower condition and operation
1) Driver carpet 3) Defroster operation
2) Driver seat condition and operation 4) Temp gets to 20 deg. F below ambient temp.
3) Drivers door operation and condition 5) Evaporator intake air filter condition
4) Drivers seat belt operation and condition 6) Front heater condition and operation
5) Engine starting and ignition system 7) Rear heater condition and operation
6) Instrument panel gauges & warning lights 8) A/C compressors and condenser fans
7) Instrument panel lighting & condition E) Under hood inspection
8) Horn operation 1) Batteries & charging sys. (load alt B,C,D serv)
9) Steering wheel tight, no excessive play Batt 1 volts: load volts: load amps:
10) Windshield wipers Batt 2 volts: load volts: load amps:
11) Windshield washer Batt 3 volts: load volts: load amps:
12) Sun visor condition and operation (battery min. loaded volts 9.6v, 1/2 CCA for 15 sec)
13) Parking brake operation & condition Alt. 1 min volt: max volt: max amp:
14) Parking and service brake pedal pads Alt. 2 min volt: max volt: max amp:
15) Passenger door operation (reference factory service manual for alternator spec)
16) No vibrations, pulsations or noises 2) Wire and hose routing and connections
B) Walk around inspection 3) Cooling system, hoses, water pump condition
1) Body damage (list on separate sheet) 5) Accessory drive belts condition
2) Headlights, high & low beam operation 6) Pulleys and tensioned operation & condition
3) Parking lights operation & condition 7) Brake master cylinder and power booster
4) Marker lights operation & condition 8) Fan and fan clutch operation and condition
5) Directional signals operation & condition 9) Engine oil fluid level and condition
6) Hazard lights operation & condition 10) Transmission oil level and condition
7) Clearance lights operation and condition 11) Power steering fluid level and condition
8) Brake lights operation & condition 12) Brake fluid level and condition
9) License plate lamp operation & condition F) Vehicle rack inspection
10) License plates and tags 1) Steering gear box mount, condition & leaks
11) Backup lights and alarms 2) Steering shaft U joints
12) Reflectors and reflective bumper tape 3) Steering shaft bearings
13) Exterior decals and signage 4) Steering linkages
14) Bumpers secure / in good condition 5) I beam or control arm movements and rivets
15) Exterior mirrors secure / in good condition 6) Radius arm condition and bushings condition
16) Exterior clean 7) Stabilizer bar condition and bushings condition
C) Interior inspection 8) Ball joints or kingpins
1) Passenger door and steps condition 9) Front spring condition and mounting
2) Handrails and stanchions condition 10) Front shock absorber operation & condition
3) Interior and modesty panels condition 11) Trans oil cooler & lines routing and leaks
4) Flooring condition 12) Engine oil cooler & lines routing and leaks
5) Interior lighting operation and condition 13) Heater and A/C hose routing and leaks
6) Windows operation and condition 14) No engine oil leaks and fluid condition
7) Emergency Exits operation & condition 15) Engine mounts, brackets and bolts
8) Accessory operation & condition(radio,GPS) 16) Transmission mounts, brackets and bolts
9) Passenger seats operation & condition 17) No transmission oil leaks and fluid condition
10) Passenger seat belts operation & condition 18) Drive shaft condition
11) First aid & body fluid kits complete 19) Universal joints and carrier bearings condition
12) Triangle reflectors complete/good condition 20) No rear differential leaks
13) Stop request operation & condition 21) Rear differential condition and mounting
14) Valid registration, insurance & accident pack 22) Frame and cross members
15) Fire extinguisher in good condition & signed 23) Rear shock absorbers
16) Interior decals and signage (incl. electrical) 24) Rear springs condition and mounting
17) DVI's reviewed, addressed and signed off 25) No fuel leaks
18) Interior clean 26) Fuel tank condition and mounting
D) HVAC system inspection 27) No exhaust leaks
1) Front blower condition and operation 28) Exhaust system condition and mounting
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Page 2 of 2
Preventive Maintenance Inspection and Service Checklist
Circle Service Type: A B C D
Date:____________ Vehicle #:____________________ Mileage in: _________________ Mileage out: _________________
P F Item Inspected Service Performed Techs Initials
30) Front brake condition and mounting Change oil and filter
31) Front brake lining condition & measurement Lube chassis and suspension
Pads R/F: /32" L/F: /32"Lube drive shafts and universal joints
32) Rear brake condition and mounting Lube doors and hood, locks and hinges
33) Rear brake lining condition & measurement Adjust service and parking brakes
Pads R/R: /32" L/R: /32"Drain water from separator
Shoes R/R: /32" L/R: /32"Rotate tires(as necessary, caps on rear)
34) Tire and wheel condition and measurements Change air filter
R/F: /32" L/F: /32"Change fuel filter
R/RI: /32" L/RI: /32"Clean or change PCV valve
R/RO: /32" L/RO: /32"Clean or change crank case filter
35) Lug nuts condition Install new wiper blades
Air pressure adjustment FR. RR.Change transmission fluid and filter
Wheel torque specs used: ft. lbs. Service front wheel bearings
G) Lift inspection Drain water from fuel tank
1) Lift operation (fully stowed to fully deployed)Replace accessory drive belts
2) Lift control pendant condition and operation Service and flush cooling system
3) Lift restraint belt condition and operation Install new spark plugs & wires
4) Outer roll stop condition and operation Install new dist. cap & rotor
5) Inner roll stop condition and operation Change differential fluid
6) Platform adjustments, condition and mounting Check Exhaust and EGR system
7) Standee arm condition and operation Check and service fuel & evap. System
8) Proper signage and decals Evac and recharge A/C (add 1 oz. of oil)
9) Manual backup pump condition and operation Post service test drive (5 miles)
10) Lift manual pump handle
11) Hydraulic pump condition and operation
12) Hydraulic lines and cylinders condition All items have been inspected and the above indications are
13) Hydraulic fluid level and condition true and correct. All safety related defects have been repaired
14) Base plate and arms welds & pivot points and this vehicle is safe for operational use. All non-safety
15) Lift springs and pins condition and operation related defects not repaired are diagnosed and scheduled for
16) Lift safety switches and adjustments repair with all parts needed pulled from stock or ordered.
17) Hose and wire routing and connections Brake pad linings must be measured from the backing plate.
18) Rollers and pivot point condition & operation Brake shoe linings must be measured from the rivets.
19) Lift to vehicle mounting bolts and brackets
20) Lift doors condition and operation
21) Lift door lights condition and operation Technicians Signature Date
22) Lift interlock operation and condition
(lift door open, e-brake down not able to shift)
(e-brake off lift door closed no lift power)Supervisor Signature Date
23) W/C tie downs condition and operation
24) Tie down container secure and clean Notes:
25) Tie down floor mounting brackets secure
26) W/C shoulder belt condition and operation
27) Lift clean and no sharp edges
28) Lift shields secure and in good shape
29) Lift moves steady without drifting, jerking,
or unusual speeds
30) No unusual lift noises
Lube all lift pivot points, barriers, rollers, linkages
and bearings cleaning off all excess lube
Check, torque or adjust lift base mounting bolts
D
A,B,C,D
Initial each item if it passes inspection and mark each failed item with an "X". Any failed item must be written on a PM Defect
sheet and signed off as repaired. Inspections must be completed before services are done with all necessary repairs finished
after services are complete. All safety related items must be repaired prior to placing the vehicle in service.
ServType
C,D
C,D
C,D
B,C,D
B,C,D
B,C,D
D
D
A,B,C,D
D
D
D
D
Initial or "N/A" each service performed per PM type
A,B,C,D
A,B,C,D
A,B,C,D
A,B,C,D
A,B,C,D
A,B,C,D
B,C,D
B,C,D
D
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41 Public Transit. Reimagined. |
5. Safety and Training
To help SLO Transit achieve exceptional customer service, MV has developed comprehensive role-specific training
programs that foster professionalism, empathy, and accountability at all levels. Programs like The MV Way and
Operator Excellence Training (OET) clearly define expected conduct while promoting customer-focused decision-
making, ADA compliance, and respectful interactions with passengers. Administrative staff—including customer
service reps, dispatchers, and clerical workers—receive around 34 hours of focused instruction on service standards,
emergency procedures, employee relations, ADA and sensitivity training, and effective communication. Through
classroom lessons, scenario discussions, and hands-on mentoring, employees learn to handle service disruptions,
customer concerns, and sensitive situations confidently, maintaining a calm, courteous, and solution-oriented
approach.
We cultivate a customer service culture via ongoing development and leadership training, such as Operator
Retraining, Own the Moment, and the General Manager Development Academy (GMDA). The Own the Moment
program encourages personal accountability and links safety, professionalism, and customer trust, empowering
employees to lead through their daily actions. GMDA enhances service delivery by training managers to embody
MV’s values, coach teams effectively, and implement action plans that lead to measurable improvements. These
programs ensure that customer service excellence is an ongoing effort—supported by regular evaluation, refresher
courses, and leadership involvement—creating a positive, dependable, and welcoming experience for SLO Transit
riders.
5.1. Staff Training Program
About MV’s Training Initiative
We firmly believe that delivering exceptional training is essential
to achieving safety excellence. In 2024, MV made a significant
investment in our training program, prioritizing top-tier talent
and cutting-edge technology to ensure the highest standards of
safety and effectiveness.
MV’s Operator Excellence Training Program
(OET)
Between 2020 and 2021, MV evaluated various commercially
available professional operator training programs to find one
that would meet our rigorous standards. Faced with limited
options that could meet our stringent requirements, MV opted to
invest $1 million in the creation and implementation of an innovative operator training program called Operator
Excellence Training (OET).
OET is MV’s proprietary operator training program, designed to include comprehensive training materials alongside
industry best practices. This training is where our safety culture starts, ensuring that our trainees remain engaged,
alert, and fully immersed in safety knowledge. OET has been successfully integrated and rolled out across MV’s
locations nationwide, establishing a benchmark standard in operator training excellence.
MV ADVANTAGE Delivering Exceptional Customer Service
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At MV, we are committed to fostering a culture
that upholds our core principles: safety,
passenger well-being, and consistent service
excellence. The implementation of OET marks a
substantial advancement as we integrate a more
holistic strategy into our safety and training
management systems, further strengthening our
commitment to superior safety performance.
Real -Time Tracking of Training Progress
To elevate our standards of training excellence
through accessible and cutting-edge technology,
we launched the OET app. This digital platform
has transformed our training curriculum by enabling comprehensive data analysis of our safety training program.
The OET app allows managers and trainers to monitor operators’ training progress and evaluations as they are
completed in real-time. It also automates and streamlines reporting for audit reviews and assessments of training
program effectiveness. For example, the OET app can be used to analyze:
Program graduate rates
Drop rates and associated reasons
Operator performance in relation to critical training standards
Timeliness of post-graduate evaluations
This investment supports ongoing training, providing regular refresher courses and
opportunities for continued professional development.
Program Design, Approach to Learning, and Guiding Principles
OET is a dynamic, interactive, and learner-centered program designed for adult
learning. The training aims to impact trainees in three key areas:
→ Affective: Encouraging a positive mindset and attitude;
→ Cognitive: Expanding trainees’ knowledge and understanding;
→ Behavior: Enhancing the trainee’s practical skills and competencies.
OET is the building block of MV’s safety culture, and it recognizes the critical role of
mindset. Throughout the program, we emphasize our shared vision of Safety:
Everybody, Everywhere, Everytime, ensuring that everybody actively demonstrates
safe behavior everywhere and at every time of the day. Daily safety messages help reinforce our safety and service
culture, promoting key elements of OET that pertain to safe driving, employee well-being, and exceptional customer
care.
At the heart of OET is the Safety 360 Defensive Driving Principle. Throughout the training program, trainees gain
a deep understanding of the importance of Safety 360° –
a holistic approach to safety that promotes complete
awareness by operators maintaining a 360° field of vision
and a 360° safety cushion of space around the vehicle.
Additionally, we incorporate a four-hour module that
focuses on customer service for passenger transportation.
This training integrates traditional customer service
techniques, such as effective communication, problem
resolution, and active listening, with sensitivity
training. Our dual approach equips our operators with
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43 Public Transit. Reimagined. |
the skills to provide an exceptional experience for all passengers. By refining these competencies, we aim to
cultivate a welcoming and inclusive environment that aligns with MV’s commitment to excellence in service.
OET comprises five training settings with accompanying materials designed to progressively move the trainee from
behind the desk to behind the wheel:
FIXED ROUTE TRAINING HOURS
CLASSROOM 28.60
PRE-DRIVING SKILLS 4.50
BTW HOURS 31.50
SKILLS COURSE 6.00
BASIC DRIVING SKILLS 25.50
OBSERVATION HOURS 36.00
CADET DRIVING HOURS 16.00
SEXUAL HARASSMENT/WORKPLACE VIOLENCE 2.45
CDL TRAINING 10.67
FINAL DRIVING EVALUATION 1.00
TOTAL TIME 130.72
We have developed training curricula for four operator levels; however, since OET is a modular program, we can
easily customize the content for each trainee type or create additional trainee types as needed.
New Hire with a CDL: New Hire without a CDL: Incumbent: Like Service:
The trainee has a CDL but
lacks experience as a
professional passenger
transport driver.
The trainee has not previously
worked as a professional
operator for a passenger
transportation service and
does not have a CDL.
The operator is currently
employed by the outgoing
contractor and is being
onboarded with MV as part of
the service transition.
The operator is licensed and
has experience as a
passenger transportation
operator, but has not worked
for this service or MV.
Developing the Professional Operator
MV’s OET training is comprehensive and covers a wide range of topics essential to professional vehicle operation and
public transportation service. In addition to safe driving skills, defensive driving techniques, and on-road operation
of public transit vehicles, our training includes the following educational components that are fundamental to
becoming a professional operator.
Customer
Service
Customer service training is delivered through a four-hour training class called Platinum Connection
Customer Service (PCCS). PCCS encourages trainees to treat others as they would like to be treated,
emphasizing the importance of making customer-centric and solution-oriented decisions while taking
personal responsibility. The training also highlights the acronym ACE (Attitude, Choice, and Empathy),
encouraging trainees to “ACE the customer experience.”
PCCS also covers strategies for interacting with difficult passengers, de-escalation techniques, and
effective communication strategies to help mitigate conflict.
Passenger
Sensitivity
In addition to educating trainees on ADA law and common disabilities, all operators receive training in
passenger sensitivity as a standard practice. Passenger sensitivity training incorporates techniques such
as assisting passengers who use mobility aids, speaking to passengers at eye level, properly securing
passengers in mobility devices, asking permission before handling mobility devices, and accompanying
passengers to the curb of their drop-off location. These training sessions frequently feature insights from
community members and disability advocates, who share experiences from real-life scenarios. Trainees are
also required to participate in exercises such as boarding a bus while using a wheelchair or while
blindfolded, enabling them to better understand the experience from the perspective of individuals with
disabilities. Ongoing refresher training in passenger sensitivity is also provided.
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Security
Awareness
The role of the professional operator requires heightened awareness and vigilance in response to public
security threats. MV trains our operators in emergency management and response protocols for bus
safety incidents, such as vehicle evacuations and fires, and in methods for identifying security risks within
the community. Training covers procedures for responding to active shooter situations, recognizing and
reporting suspicious packages, addressing threats of violence, and detecting indicators of human
trafficking. Operators are instructed in the proper use of codewords for communication with dispatch and
in effective collaboration when interacting with emergency personnel and law enforcement.
Eight Areas of Classroom Training
Classroom training consists of eight topics, each divided into modules that include videos, classroom discussions,
questions and answers, and quizzes. Each module is designed to be easily consumable while reinforcing the
principles taught throughout the training.
Pre-Driving Skills – Classroom
Onboard the Vehicle
Before allowing trainees to operate service
vehicles, we ensure they are well-oriented
to the vehicle. During this part of the
training, each trainee sits in the operator’s
seat and familiarizes themselves with the
bus controls and the onboard technology.
They adjust their mirrors, gain a clear
understanding of the size and space of the
vehicle, and practice vital skills from
Section 4: Safe Operations of classroom
training. All trainees receive instruction on
properly deploying the mobility device lift
or ramp and have the opportunity to
handle and fully understand the
securements for the mobility device.
This thorough, hands-on preparation
empowers our trainees to confidently
operate vehicles in the safest and most
effective manner.
26 Defensive Driving and
Performance Skills of BTW Training
Behind-the-wheel (BTW) training begins with a coned skills course and ends with the mastery of 26 specific
defensive driving and performance skills.
→ Closed Skills Course (6 hours): MV sets up a skills course in the yard using traffic cones to outline the areas
where trainees practice vehicle maneuvering. A trainer is on board with each trainee, observing their driving and
providing feedback as the trainee navigates the course. Trainees practice braking, turning, and managing
curves.
→ Basic Driving Skills (25.50/15.50 hours): The trainee operates the vehicle on the road with a trainer aboard,
providing guidance. They practice commentary driving by sharing the road with other vehicles, cyclists, and
pedestrians. The trainee operates the bus controls, practices making stops, and navigates the route using the
onboard mobile data terminal (MDT).
Before graduating from BTW training and moving on to cadet training, trainees must demonstrate proficiency in the
following areas:
Eight areas of classroom training
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45 Public Transit. Reimagined. |
1. Pre-trip Inspections
2. Seat Adjustment
3. Mirror Adjustment
4. Lights, Signals, and Horns
5. Use of Accelerator
6. Use of Brakes and Anticipated Stops
7. Straight Forward Driving
8. Straight Backing
9. Narrow Streets and Low Clearances
10. Following Distance
11. Adverse Weather Conditions
12. Decreased Visibility
13. Lane Changing Procedures
14. Passing Procedures
15. Merging Procedures
16. Right Turns
17. Left Turns
18. Navigating Intersections
19. Pedestrian and Bicyclist Awareness
20. Crossing Railroad Tracks
21. Service Stops
22. Lift and Ramp Operations
23. Mobility Device Securement
24. ADA Announcements
25. Commentary Driving
26. Post-trip Inspections
Observation Training
During observation training, trainees are in the vehicle during BTW or cadet training to observe another trainee
driving. They listen and observe as the instructor guides the operator-in-training. Trainees may also observe the
instructor operating the vehicle. With a 2:1 training ratio, each trainee receives focused training with the instructor,
enhancing the training experience and creating a more engaging and enjoyable experience for the trainees.
In-Service Training (Cadet Training)
Once trainees complete classroom and behind-the-wheel tests, they enter in-service (cadet) training on live routes
under a certified trainer's supervision. During this phase, trainees operate the bus, interact with passengers, collect
fares, assist with mobility devices, and communicate with dispatch. Trainers monitor performance, assess safety and
customer service, and provide immediate feedback for improvement.
Monitoring Training Program
Effectiveness
We assess new operators' performance at 45 and
75 days after graduation and use questionnaires for
feedback. Regular audits cover all training phases,
documentation, and trainer evaluations. Staff
meetings focus on trends and standards reviews,
helping us improve training strategies and ensure
high-quality results for our operators and
organization.
Incumbent Training
Incumbent training begins after the onboarding process is complete:
• Classroom for all staff
• Evaluations were conducted on all driving staff
• Road supervisor training
• Management training by department
• Trainers identified and certified
• Follow-up 45/75 day evaluations
Subject Hours
Incumbent classroom topics 9.98 hrs.
Welcome to MV 30 min.
1.2 Drug and Alcohol 147 min.
1.4 Katherine McClary Story 20 min.
Employee Handbook 20 min.
2.1 Ha zard Communications 15 min.
4.1 Vehicle Familiarization 15 min.
4.5.5 Signaling and Passing/Merging 15 min.
5.1 Intro to Defensive Driving 15 min.
5.2 Vision 15 min.
5.3 Vehicle size and Clearance 10 min.
5.4 Managing your space 10 min.
BENEFITS OF OET TO THE CITY
•The City will have the most up-to-date operator training
program available today, distributed on the most
modern platform available.
•This proven operator training has been deployed at
more than 100 public transportation contracts
nationally.
•SLO TRANSIT operators will be consistently trained to
rigorous standards of safety, professionalism, sensitivity,
and customer service – promoting the City’s brand as a
safe, people-focused service.
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Subject Hours
5.5.1 Following distance 10 min.
5.5.2 Adverse weather 15 min.
5.6 Communicating and signaling 10 min.
5.7 Distracted driving 15 min.
5.8 Backing 10 min.
5.9 Right turns and left turns 15 min.
5.10 Intersections 15 min.
5.11 Pedestrian and Bicyclist Awareness 12 min.
5.12 Traffic signals and signs 10 min.
5.13 Speed management 10 min.
5.14 Special driving conditions 10 min.
5.15 Railroad crossing 10 min.
5.16 Seatbelts 5 min.
5.17 Preventable collisions 10 min.
5.18 Summary of defensive driving 10 min.
7.1.1 Intro to ADA 15 min.
7.4.1 ADA sensitivity 15 min.
7.4.2 How may I assist you? 15 min.
7.5 Professional conduct with customers 5 min.
7.6.1 Intro to ramp/lift operations and securement 10 min.
7.6.2 Lift operations 15 min.
7.6.3 Securement process 30 min.
8.6 Accident procedures and reporting 15 min.
Behind-the-wheel evaluation (employees who drive company vehicles) 1 hr.
45-day evaluation 1 hr.
75-day evaluation 1 hr.
Ongoing Training
MV operators receive 12 hours of required annual retraining through safety meetings. Our corporate safety team
develops the curriculum and resources, while Safety and Training Manager Aaron Pike adapts content to highlight
current trends in safety and customer service. These meetings also recognize achievements, share program updates,
and celebrate top performers. Additional training is provided throughout an operator’s career, reflecting MV’s
dedication to ongoing safety and professional growth.
Retraining When it is provided Length Description
Return to
Work
Required when an operator returns from
“inactive” status (from a period of 30 days or
more)
8 hours
A 6-hour classroom review and 2-hour BTW road
check focused on safety standards, defensive
driving skills, and vehicle familiarity.
Post-
Accident /
For Cause
Required for any operator who has received
a “preventable” rating for an
accident/incident. Must be scheduled and
conducted as soon as reasonably possible.
Varies based on
the operator’s
ability to perform
appropriate tasks
to standard.
Focuses on correcting driving deficiencies and
standards that contributed to the accident or
incident. Operators must perform all required tasks
to standard before resuming driving duties.
Retraining due to customer complaints is
conducted through PCCS.
Biennial At least every 2 years 4 hours
Every other year, operators are required to
complete refresher training on safety standards and
defensive driving skills.
Seasonal
Refreshers
Annually, in the fall before the beginning of
the winter season 2 hours
Includes refresher topics relevant to the region,
including imminent weather, environmental, and
traffic conditions.
Ongoing Evaluations and Supplemental Retraining
MV operators are evaluated at least every six months by a qualified instructor or supervisor, who reviews in-service
assessments, licenses, and medical certificates. Operators not meeting standards must complete targeted remedial
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training if they display unsafe behavior, violate policies, act unprofessionally, receive valid complaints, or are involved
in preventable incidents. This training is tailored to the issue and follows a retraining matrix for effectiveness.
OET’s Overall Impact on Operators, Passengers, and Clients
MV’s OET program upholds top safety and performance standards for clients through thorough onboarding, regular
refresher courses, and ongoing evaluations. This comprehensive training ensures operators maintain critical skills,
comply with safety protocols, and reduce risks—ultimately enhancing passenger experiences. Our focus on quality
training and proactive assessment guarantees reliable, secure transportation, providing clients peace of mind with
skilled professionals.
Maintenance Training
Candidates hired to MV’s shop are required to have the maintenance experience necessary to perform their duties.
Once hired, the maintenance training instructor will provide orientation and on-the-job training in MV and SLO
policies, procedures, and requirements.
In addition to the initial orientation, all technician training includes safety training, fall protection, environmental
compliance, and facility maintenance.
IDP training ranges in subjects and advancement and includes the following topics, including training on battery
electric vehicle maintenance:
→ Basic Repair Skills/Preventive Maintenance
→ First Aid, CPR, AED Training
→ Lock-Out/Tag -Out for each vehicle type
→ Vehicle Orientation
→ Basic Electrical Training
→ Brake Systems/Interlock
→ Wheelchair Lift/Ramp Inspection and Repair
→ Fuel Safety and Inspection
→ Suspension and Steering
→ Engine Service, Tune-up, and Troubleshooting
(basic and advanced training)
→ Transmission Diagnostics and Service (basic and
advanced training)
→ HVAC Systems (basic and advanced training)
→ CNG Training/High-P ressure Vessel Tank
Inspection Systems
→ Low-Voltage Electrical Systems (specialty
technicians only)
→ Air Systems/Brakes/Interlock
→ Fire Suppression
→ Doors
→ Destination Signs
→ Forklifts
→ Fall P rotection
→ 608/609 Refrigerant H andling Cert.
→ Multiplex
→ Electric Drive System
→ Electric Drive System (specialty technicians only)
→ High-Voltage Systems Safety
→ Filter Replacements
→ Training in Electronic Controls (troubleshooting
and repair of high-voltage propulsion system)
→ ARC Flash Safety and PPE
→ Charging Systems
→ Vendor Training
→ ASE Training/Maintenance Best Practices
→ Contract Compliance
→ Santa Ana College Training
Ongoing Maintenance Training
Ford Motor Company Training
MV provides its clients access to Ford Factory training via the Standardized Training and
Resource System (STARS), covering dozens of courses in 10 specialties. Trainees receive progressive instruction
tailored to their experience and skills, including new model maintenance and diagnostics. The program offers
unlimited online and classroom training, focusing on vehicle systems, repair methods, and procedures through a
partnership with Ford.
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ASE Certification Incentive Program
ASE Certification Incentive Program
MV understands that an essential step in employee retention begins with providing technicians with the tools needed
to pursue professional advancement. Through our ASE Certification Incentive Program, we pay our employees an
additional $0.15 per hour for each ASE certification they receive. Furthermore, we offer a one-time $250 recognition
bonus to acknowledge their commitment to this program. We strongly encourage our technicians to pursue ASE
Master Certification, one of the highest levels technicians can achieve, by increasing the incentive to $0.20 per hour
per certification.
To eliminate barriers that could prevent our technicians from achieving their professional goals, MV covers the
registration and testing fees for our maintenance employees seeking ASE certifications. We also encouraged our
technicians to renew and maintain their certifications, as those who allow their certifications to lapse will lose their
incentive bonuses.
ASE Certification Blue Seal Program
At MV, we are dedicated to continuously enhancing our maintenance programming and practices by
empowering our technicians to achieve even greater professional excellence, as recognized by the
prestigious Blue Seal of Excellence. Only the most elite in our industry can hold this award,
signifying that at least 75% of technicians within an operation are capable of performing ASE-level
diagnoses and repairs, and that each area of service is covered by at least one ASE-certified
technician.
EMPLOYEE SPOTLIGHT
JOSHUA FERNANDEZ: DOL-CERTIFIED APPRENTICESHIP IN ACTION
Joshua’s story demonstrates what MV’s maintenance culture looks like at its best: a talented employee given a clear path to
grow, meaningful mentorship that turns questions into knowledge, and a supportive team that makes the work both rigorous
and rewarding. This human-centered approach shows how MV invests in people to deliver safe, dependable operations—one
apprentice, one technician, one vehicle at a time.
When Joshua Fernandez walked into MV’s Santa Clarita shop as a facility technician, he carried more than a toolkit—he
carried a legacy. His father has been with MV for 26 years, and Joshua wanted to follow in those footsteps. That personal
motivation, paired with MV’s U.S. Department of Labor (DOL)-certified Maintenance Apprentice Program, set the stage for a
standout journey: Joshua became the first graduate of MV’s one-year Penn Foster Diesel Technician Program, a component
of the DOL-certified apprenticeship that blends self-paced coursework with hands-on shop instruction. This DOL
certification is a mark of excellence, ensuring that every graduate is equipped with skills that meet and exceed national
standards.
From the beginning, Joshua approached the craft with curiosity and discipline. “I learned
how to read diagrams and understand the equipment before taking it apart,” he says—a
mindset that has shaped his day-to-day as a C-Technician. For Joshua, every vehicle
system is a story waiting to be understood, and every repair is an opportunity to earn a
rider’s trust. “What we do is important. Families rely on us to provide safe transportation.”
Mentorship has been the backbone of Joshua’s growth. Jose Ochoa, a respected
foreman in Santa Clarita, guided him throughout the DOL-certified program with steady,
practical counsel. Jose fostered an environment where learning is constant, and
confidence comes from understanding, not shortcuts. That dynamic—clear expectations,
accountability, and support—helped Joshua turn lessons into performance.
Team culture matters to Joshua as much as technical mastery. “There’s a strong support system here. We celebrate by
sharing meals, stories, and encouraging each other.” The Santa Clarita team’s inclusive spirit hasn’t just welcomed him—it’s
accelerated his growth and strengthened the shop’s service to the community.
Joshua’s impact is evident in his thoughtful preparation, clear communication, and effective execution. Ask him to sum up
the journey in one word, and he chooses “valuable.” Ask him where he’s headed, and he doesn’t hesitate: “Getting to the
top. I want to become an asset to the company.” That ambition is anchored in the habits he’s built: preparation, learning, and
care for the riders behind every bus number.
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Road Supervisor Training
Road supervisors are the operators’ direct line of support in the field. They are stationed in the service area
strategically to minimize their response time when dispatched. Throughout their day, they conduct operator
evaluations, provide ongoing coaching to operators, respond to riders’ questions or complaints, investigate incidents
or accidents, and assist during road calls. They are actively engaged with the operator workforce, and when hiring
road supervisors, we look at our strongest-performing operators who are interested in advancing their careers.
We require all road supervisors to complete MV’s initial operator training, either upon hiring or previously working as
an operator. In addition to this training, road supervisors undergo an additional four hours of job-specific training.
MV developed this training in partnership with AvatarFleet, and it is in use across MV’s national operations. The
program comprises six courses designed to improve coaching ability, promote safety awareness, reduce the
frequency of incidents, and improve the overall rider experience.
In addition to the four-hour Avatar Course, road supervisors also complete a two-hour reasonable suspicion training
course along with training to become certified as a behind-the-wheel trainer (20 hours).
Dispatcher Training
Dispatchers are responsible for the proactive management of service delivery, which includes monitoring on-time
performance and route efficiency. They monitor service on the road, assist operators as needed, and coordinate
response to any disruptions on the day of service.
Training for dispatchers lasts up to 80 hours and begins with an orientation to MV and SLO Transit, as well as an
overview of the services we provide. We review the employee handbook and policies to ensure they are thoroughly
explained to the trainee. We review the job purpose, the job description, and provide service area training to
familiarize trainees with the operating area.
Once trainees are acquainted with the service, SLO Transit, MV, and the service area, we begin regulatory and MV-
standard training in drug and alcohol procedures, reasonable suspicion, sensitivity and ADA training, four hours of
customer service training, accident training, emergency procedures, and harassment training.
Rounding this out is the hands-on training using the equipment in the dispatch office. Trainees learn proper radio
procedures, the ten code system, and phone etiquette training. They also spend significant time learning the
Connexionz platform, how to use the dispatch screens, how to use the AVL map, and system features and functions.
They learn how to log operator assignments, monitor pull-out, log incidents, validate operator positions, confirm no
shows, open and close runs, create detours, insert breaks, and dispatch an extraboard using this system. During
these sessions, dispatchers learn the difference between dispatching for fixed routes and dispatching for paratransit.
The training culminates with up to two days of on-the-job training under the supervision of a senior dispatcher or
supervisor, who provides constructive feedback and guidance to the trainee as they acclimate to their new role.
Customer Service Training
Our administrative staff, including customer service representatives and clerical assistants, will receive approximately
34 hours of comprehensive training designed to ensure consistency, professionalism, and regulatory compliance.
This training introduces MV and SLO Transit services and covers service guidelines, regulations, employee
expectations, policies, service hours, and key contacts. It includes instruction on sexual harassment, using real-world
scenarios to reinforce appropriate workplace conduct, as well as administrative tasks such as paperwork, human
resources processes, and labor relations.
Staff are trained in emergency procedures, including safety protocols, incident response, communication strategies,
and handling situations such as illness, severe weather, and service breakdowns.
Additional modules address employee relations and wellness, highlighting positive workplace practices and the
Employee Assistance Program, ADA and sensitivity training with an emphasis on courtesy and inclusive service
delivery, Trapeze EAM fleet management and dispatch operations, and proper use of MV’s payroll system for
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accurate timekeeping and reporting. Training concludes with observation and supervised job performance, during
which new team members shadow experienced staff and practice their duties under supervision to ensure readiness
and confidence in their roles.
MV General Manager Development Academy
MV’s General Manager Development Academy is the industry’s most robust manager development platform.
Spanning six weeks of intensive training (with both onsite leadership training and remote learning) tailored to MV
operations and best practices, this program prepares our leaders for success nationwide.
Our General Manager Development Academy (GMDA) unites general managers nationwide for knowledge sharing,
leadership enhancement, and skill-building. This six-week program combines classroom and virtual sessions with
team activities on topics like finance, safety, HR, IT, customer service, business development, and maintenance.
Practical leadership skills such as time management, confident presentations, task prioritization, delegation, and
collaborative problem-solving are emphasized.
At graduation, managers present action plans outlining their focus areas to a panel for feedback, ensuring they're
ready to apply what they've learned for lasting impact.
“MV created a GM Academy that was designed for all the managers to get together and kind of go through the
process of learning the MV Way. I was part of the Alpha Group which was a great experience and it helped me
understand myself as well as my team around me, where their fault, where their strengths are, and that’s all it is-
knowing who’s strong at what, who’s weak at what, so we could shore up each other’s deficiencies and improve the
team overall.” – William Crespin, General Manager, Glendale division 43.
Own The Moment
OWN the Moment is a safety engagement program launched in July 2025 by
MV to foster a culture of continuous safety improvement by involving every
employee in reducing operational risks. It promotes a leadership mindset
focused on safety as a daily choice and shared responsibility.
Safety as a momentary choice: Safety depends on countless daily decisions
in which individuals must act with care, awareness, and accountability to
enhance it.
Everyone leads safety: All employees, regardless of role, influence safety culture through their real-time actions and
examples, making safety a universal commitment.
Safety everywhere and always: The safety-first mindset applies in all locations and situations, including workplaces,
vehicles, routes, homes, and communities, emphasizing consistent safe behavior without exceptions.
Recognition drives momentum: Divisions with outstanding safety performance are rewarded quarterly and annually
to motivate teamwork and reinforce MV’s commitment, with awards including trophies and bonuses used for
employee benefits, thereby encouraging ongoing safety excellence.
5.2. Safety Records
MV is proud of its outstanding safety record. Although the company operates in some of the nation's most
challenging urban environments, it has maintained an exceptional safety record. MV operates transit contracts across
the United States with 102 divisions located in 22 states and in Canada. In response to RFP section G.5 through 23,
our safety performance remains strong and consistent across varying operating conditions and environments, service
models, and similar geographic settings. Overall company statistics (first table) and fixed-route-only statistics
(second table) for preventable accidents meeting National Transit Database (NTD) DOT thresholds over the past five
years are shown in the table below.
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Year Mileage Preventable Incident rate per
100,000 miles driven (NTD DOT Thresholds)
2021 224,591,209 0.030
2022 226,739,749 0.048
2023 231,457,731 0.057
2024 203,088,541 0.059
2025 173,944,515 0.048
For purposes of this proposal, MV reports preventable rates per 100,000 miles, consistent with NTD and DOT
evaluation thresholds. The rates below represent MV’s overall accident performance across fixed-route operations.
Year Mileage Preventable Incident rate per
100,000 miles driven (NTD DOT Thresholds)
2021 224,591,209 0.008
2022 226,739,749 0.007
2023 231,457,731 0.021
2024 203,021,884 0.026
2025 173,944,515 0.037
In response to RFP section G.5 through 24 “Safety Record for Comparable Transit Contracts,” please see the safety
record (accident rate) of five of MV’s current public transportation contracts that compare in size and complexity to
the services being proposed under the City’s agreement, below.
Current Transportation Contract Year Mileage Preventable Incident rate per
100,000 miles driven (NTD DOT Thresholds)
City of Downey/Paramount
2021 946,186 0.00
2022 992,767 0.00
2023 1,012,932 0.20
2024 1,042,272 0.00
2025 1,121,956 0.00
City of Union City
2021 659,434 0.00
2022 684,049 0.00
2023 807,173 0.00
2024 831,860 0.24
2025 839,500 0.00
Livermore Amador Valley Transit Authority
2021 1,470,313 0.07
2022 1,702,004 0.00
2023 2,046,532 0.10
2024 2,087,627 0.00
2025 2,049,513 0.05
City of Santa Clarita
2021 3,275,722 0.00
2022 3,910,926 0.00
2023 3,342,389 0.00
2024 3,669,594 0.00
2025 3,973,730 0.03
Palos Verdes Peninsula Transit Authority
2021 271,130 0.00
2022 342,596 0.00
2023 368,955 0.00
2024 356,994 0.00
2025 369,687 0.00
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6. Personnel
Please see MV’s key personnel resumes following this section.
6.1. Key Personnel
MV will address SLO Transit’s goal of building a strong local team by pairing dedicated, on-site leadership with the
depth and stability of our regional support network.
From day one, SLO Transit will be led by experienced General Manager Yevette Mc Neese, who brings over 19 years
of transit leadership experience across various transit types. Her management style emphasizes mentoring leaders,
supporting frontline employees, and fostering transparent partnerships with agency stakeholders. Her hands-on
leadership ensures SLO Transit will benefit from steady, customer-centered service.
Supporting Yevette is a dedicated management team responsible for translating strategy into consistent daily
performance. Operations Manager Jeffery Lampton will oversee service delivery with a disciplined, data-driven
approach that prioritizes OTP, compliance, and responsive customer service.
Safety and Training Manager Aaron Pike will ensure SLO Transit’s workforce is well-trained, confident, and fully
aligned with state and federal safety requirements. Aaron’s experience in accident prevention and operator
development will directly support SLO Transit’s goal of developing a strong local team by ensuring its workforce is
well-trained and confident.
“If anyone is wanting to work for MV, they're looking for a challenge, they want to be successful--MV provides the
means for them to achieve that. If you're looking to move up, they have programs in place to help you round out
your skills.” Terry Fuller, Dispatcher- Okaloosa Division 586
Together, this local team will be supported by MV’s proven recruitment and retention framework and a strong
regional support structure. We will ensure SLO Transit is fully staffed with dedicated professionals through targeted
recruiting, competitive compensation strategies, and employee engagement initiatives that prioritize recognition,
communication, and career development as described in section 6.4 of this proposal. This approach reduces
turnover, builds institutional knowledge, and strengthens safety performance by retaining experienced operators and
supervisors. For SLO Transit, the result is a stable, motivated workforce delivering safer, more reliable
service—supported by leaders who are present, accountable, and deeply committed to the community they
serve.
Yevette Mc Neese, General Manager
Yevette Mc Neese is MV’s proposed general manager for SLO Transit’s operations. Yevette brings
over 1 9 years of transit leadership experience, overseeing complex fixed-route, paratransit,
microtransit, and on-demand services for large agencies.
As general manager for SLO Transit, Yevette will bring a collaborative management approach,
mentoring local leadership and frontline teams while fostering a culture of accountability,
safety, and continuous improvement focused on reliable, customer-centered service.
Currently serving as the general manager of operations for another contractor, she directs all daily operations,
administration functions, and information systems. She manages location projects and develops processes that
ensure compliance with local, state, and federal regulations. She establishes safety goals for accidents and injury
prevention, and analyzes data to comply with NTD reporting requirements.
MV ADVANTAGE Building a Strong Local Team
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Serving as general manager for Tri Delta Transit from 2018 to 2023, and before that, the general manager for First
Transit from 2012 to 2018, Yevette has demonstrated a proven ability to improve service quality, safety performance,
and operational efficiency while building strong, transparent partnerships. She has successfully managed multimodal
operations, negotiated contract renewals, and led measurable safety improvements, including a 75 percent reduction
in preventable accidents and a 95 percent reduction in work-related injuries.
Jeffery Lampton, Operations Manager
Jeffery Lampton is MV’s proposed operations manager for SLO Transit’s operations. He brings
nearly five years of progressive transit leadership experience, with a strong focus on operational
performance, safety, and regulatory compliance.
As the operations manager for SLO Transit, Jeffery will bring a collaborative leadership style,
data-driven approach, and strong operational discipline.
Currently serving as special projects manager and interim general manager with MV, he provides
senior-level oversight of fixed-route, paratransit, and shuttle services, supporting reliable service delivery while
meeting client, contractual, and company performance expectations. His background combines field-based
operational insight with executive-level decision-making, positioning him well to support SLO Transit’s daily
operations.
From 2023 to 2025, Jeffrey served as operations manager with another contractor, where he achieved measurable
results, including a 10 percent improvement in on-time performance within his first month and a significant reduction
in customer complaints and excessively late trips.
Casterdale Green, Maintenance Manager
Casterdale Green is MV’s proposed maintenance manager for SLO Transit’s operations. He brings
nearly two decades of experience in fleet transportation maintenance, with a strong track record of
leading technicians, maintaining DOT-compliant fleets, and delivering cost-effective, reliable
operations.
For SLO Transit, Casterdale will ensure its fleet is safe, reliable, and fully DOT compliant by
leading preventative and corrective maintenance programs, managing technicians and
inventory, and delivering maintenance operations that support uninterrupted service.
Currently serving as maintenance manager for Durham School Services, Casterdale is responsible for overseeing
multiple maintenance locations across a major metropolitan area, managing manpower, controlling inventory, and
ensuring fleet readiness in compliance with state, federal, and company requirements. His hands-on technical
expertise, combined with disciplined cost control and accountability, has resulted in well-maintained fleets and high-
performing teams known for stepping up during critical operational periods.
Throughout his career, Casterdale has held increasingly responsible leadership roles with FedEx Freight, Republic
Services, Family Dollar Trucking, and JB Hunt, where he managed preventive and corrective maintenance programs,
scheduled and planned repairs using industry standards, supervised teams of up to 20 technicians, and coordinated
vendor and parts operations. His experience also includes establishing efficient invoicing processes and
strengthening vendor relationships to reduce costs while improving service quality.
Aaron Pike, Safety and Training Manager
Aaron Pike is MV’s proposed safety and training manager for SLO Transit’s operations. Aaron brings
over 30 years of experience in public transportation operations, safety, and compliance.
For SLO Transit, Aaron offers deep institutional knowledge of state and federal safety
requirements and a proven ability to build effective training programs that support safe,
reliable, and customer-focused transit service.
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Currently serving as the operations manager for Classic Charter, Aaron oversees daily operations, including driver
development, compliance with state and government agencies, and coordination across dispatch, maintenance, and
administrative functions. His responsibilities include ensuring regulatory compliance, managing logistics and fleet
utilization, and supporting operational efficiency through scheduling, warehousing, and shuttle bus fulfillment.
Previously, Aaron served as the operations/ safety manager for Laidlaw Transit Services, where he oversaw daily
safety operations. He maintained company and state/federal compliance and led comprehensive operator training
and development programs. His experience includes accident prevention, safety process implementation, customer
complaint resolution, employee performance management, as well as mentoring high performers and supporting
trainees.
Regional and Corporate Support
Lorraine Lopez, Regional Vice President of Operations
Lorraine Lopez is a transportation professional with more than 20 years of experience in the industry.
Since 2023, she has served as the regional vice president of operations at MV. Lorraine has a strong
background in operations management, including 16 years of overseeing public transit contracts for
private-sector contracting firms.
Lorraine supervises MV contracts in the Southern California region. She guides general managers in
achieving continual operational improvement and ensuring client satisfaction. Her key areas of focus include
prioritizing our corporate safety standards and exceeding client expectations for service delivery.
Terry Thompson, Vice President, Customer Success
Terry Thompson is a vice president of customer success for MV. Terry’s experience in management,
operations, finance, safety, and customer care spans 20 years. He is well-equipped to support SLO
Transit by leveraging his comprehensive skill set to address the unique challenges and opportunities
within public transit systems. Terry engages extensively with MV’s Customer Success team and MV’s
clients to cultivate opportunities for public transit that align with passenger demands, ensuring a
seamless and efficient transit experience for all.
Jorge Flores, Director of Safety
Joining MV in 2025, as director of safety for the southwest region, Jorge has been instrumental in
ensuring compliance with all regulatory requirements related to health, safety, and security. Jorge
schedules and conducts safety audits and inspections, and provides safety-related support to our local
team. His commitment to safety is evident through his regular on-site visits, where he attends monthly
safety meetings, meets with local teams, inspects or audits safety programs, and collaborates with Safety
and Training Manager Aaron Pike in the deployment of MV’s newest safety initiatives.
Sam Toll ey, Director of Maintenance
With 14 years of experience in public transit fleet maintenance, Sam will support the City in achieving
its maintenance and operational goals, ensuring a reliable, safe, and efficient transit system for San
Luis Obispo. As the director of maintenance, Sam is entrusted with overseeing challenging and high-
profile operations and tasked with ensuring the successful start-up of services. He will work with the
local team to ensure maintenance operations remain efficient, innovative, and focused on delivering
safety and reliability.
Jorge Parra, Director of Human Resources
Jorge has more than two decades of diverse experience in human resources and operations
management, with exceptional leadership and expertise in aligning HR strategies with organizational
goals. He encourages a cohesive work environment by providing and implementing labor strategies
and regulations, and administering fair corrective procedures as required.
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As an advisor to the local leadership team on the City’s behalf, Jorge’s operational background will provide a unique
perspective on effectively managing collaboration between our human resources and local management teams.
Heidi Heath, Director of Labor Relations
With 30 years of hands-on experience in public transportation, Heidi Heath will serve as the City’s
director of labor relations.
As the labor relations director for these operations, Heidi will counsel managers and MV leadership on
union and labor matters. Her role is crucial in resolving grievances and advising on disciplinary
protocols, ensuring operations run smoothly and fairly. The City can rely on Heidi’s extensive
knowledge to proactively work with Teamsters Local 986 to establish positive relations.
Mike Krukat, Director of Finance
Mike Krutak is a seasoned financial executive with a background in leading finance and administration
functions across various domains. He has over two decades of experience and expertise in financial
planning, analysis, budgeting, and leadership.
For this contract, Mike will serve as MV’s transition lead in all areas of finance and accounting. He will
work with the transition team to develop on-site procedures for this contract and coordinate centralized
financial functions for the County’s operation. Mike will also work closely with the local team to
provide actionable recommendations for operations improvement.
Elizabeth Chavez, Regional Account Manager
Elizabeth is an experienced transit finance professional with over a decade of experience in accounting
and financial management for public transportation operations.
Currently serving as regional accounting manager with MV, she leads financial operations across
multiple service regions, overseeing multimillion-dollar budgets, month-end close, reconciliations, and
financial reporting while ensuring compliance with GAAP and internal controls. Her background includes managing
budgeting and forecasting, client billing, payroll, DBE reporting, and audit readiness for multiple transit contracts.
Keith Everage, VP Business Development
Keith offers over 17 years of experience in the transportation industry. He promotes teamwork among
his team and ensures MV’s dedication to serving passengers in the best way possible.
With his extensive experience and dedication to improving transit services, Keith is poised to support
SLO Transit in achieving its operational and service goals, ensuring a positive and efficient experience
for all passengers.
“All of the executives at MV are accessible. They are invested in your success. We have an army behind us.”
6.1.a. Organizational Chart
Our proposed operation for SLO Transit is organized around clearly defined roles that work together to deliver safe,
reliable, and customer- focused service. Vehicle operators provide professional, ADA-compliant service and
coordinate with dispatch using onboard technology, while dispatchers oversee daily operations, manage operator
assignments, monitor service in real time, and coordinate with maintenance and road supervisors. Road supervisors
provide field oversight, respond to incidents, conduct operator evaluations, and support service recovery, while fleet
readiness is maintained by vehicle service workers and a tiered maintenance team. Customer service representatives
MV EMPLOYEE PERSPECTIVE Corey Siu, Safety and Training Manager, PACE Chicago
Division 135
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manage passenger feedback, investigate complaints, and analyze data to support continuous service improvement,
creating an integrated management approach focused on safety, accountability, and high-quality service delivery.
Job Descriptions
Operator
Vehicle operators serve as the primary link to passengers, representing the City with professionalism and a strong
safety focus. Their main duty is to transport customers safely and on time while following regulations and policies.
Operators answer customer questions respectfully, provide route and stop information, and assist with boarding and
mobility device securement when requested. They are trained in ADA compliance, passenger empathy, system
routes, onboard technology, and dispatch communication. Operators work with dispatch on schedules, equipment
issues, accidents, and other events.
Dispatcher
The dispatcher oversees all on-road operations from daily pullout to return, coordinating with operators to monitor
status, resolve delays, and manage disruptions. Duties include operator check-in/out, report times, vehicle
assignments, bulletin distribution, ensuring timely departures, and answering customer questions. Dispatchers are
trained in reasonable suspicion and assess operator fitness for duty, assigning extraboard staff as needed. They
coordinate with maintenance for vehicle exchanges, maintenance pulls, and handle inspection or defect forms. The
dispatcher monitors routes for schedule adherence and service delivery using radio and GPS, collaborating with
operators and supervisors to respond effectively to accidents and emergencies. They also manage complaint intakes,
investigations, and the response process. They analyze customer feedback data to assess the system's performance
and recommend corrective action to the management team.
Road Supervisor
The road supervisor oversees vehicle safety and service quality, evaluates operators for safe driving and customer
care, and provides system information to passengers as needed. They respond promptly to incidents, conduct
investigations, and determine the preventability of incidents. Based on field observations, they recommend coaching
or retraining. The supervisor enforces City policies respectfully and is strategically positioned to ensure a quick
response throughout the service area.
General Manager
1FT
Operations Manager
1FT
Road Supervisor
4FT
Vehicle Operator
24FT, 3PT
Dispatcher
3FT
Safety and Training
Manager
1FT
Maintenance
Manager
1FT
Technician
A-Level 1FT
B-Level 1FT
C-level 2FT
Utility Worker
1FT
Fueler
1FT
Accounting
Coordinator
1FT
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Utility Worker
The utility worker ensures the City fleet is cleaned and fueled to the specifications outlined in the RFP. This position
works primarily at night in an assembly-line fashion, preparing the fleet for the next day. The utility worker completes
minor graffiti removal and maintains seat upholstery repair. They perform preliminary vehicle inspections, check
various fluids, including the oil, water, and fuel levels, and inspect the hoses, belts, batteries, and equipment.
“MV really invests in us. They pay for certifications. All you have to do is study for them and pass them. And I just
passed my Brakes ASE, so I’ve got that on my resume.”
A-Level Technician
The A-level technician is the highest-level line technician. Under general supervision, the A-level technician
performs the most challenging repair tasks and supervises subordinates. This person conducts all needed repairs
and adjusts vehicle systems. The A-level technician is responsible for teaching, diagnosing, inspecting, and
changing or repairing defective components and sub-components.
B-Level Technician
The B-level technician performs a variety of preventive maintenance and minor repairs. This position performs
general maintenance, troubleshooting, diagnosis, and repairs to various vehicle systems. These systems include
engine and emissions, drive trains, brakes, climate control, electrical and specialty electrical systems, electronic
systems, accessibility equipment, transmissions, and steering and suspension. The B-level technician also completes
work orders and preventive maintenance forms.
C-Level Technician
The C-level technician performs minor repairs under the direction of A-level or B-level technicians. Their duties
include oil changes, tire changes, fluid replacement, minor body repair, and all other minor repairs as necessary.
Fueler
The fueler is responsible for ensuring all vehicles are completely fueled and ready for service at various times of day.
They track and monitor fuel intake and ensure fuel logs are maintained accurately and updated with the type of fuel.
They also ensure the fuel island is maintained and kept clean, and any spills are immediately contained and reported
to the appropriate personnel.
6.2. Wages
MV will immediately recognize the Teamster Local 986 as the bargaining unit representing the SLO Transit operators,
road supervisors, and dispatchers. MV collaborates with the union to negotiate the existing labor agreement, which
remains through 2030. MV has an excellent relationship with the Teamsters and works with its local unions.
Please note that MV retains all rights to set the initial terms and conditions of employment, which may include the
decision not to participate in existing health benefit plans or pension plans if we determine it is not economically
feasible or otherwise in the best interest of MV. Additionally, MV is not encumbered by the current plan or any newly
negotiated agreement that may contain economic terms or other items not considered in MV’s submitted pricing.
MV is pleased to offer the following compensation package to its team.
MV EMPLOYEE PERSPECTIVE Dezire Patterson, Electronics Technician , San Antonio
Division 583
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Operator Wage Scale
Non-Operator Wage Scale
6.3. Benefits Package
MV’s proposal considers all personal time off (PTO) (i.e., vacation, sick time, etc.) to be paid by the incumbent
contractor at the termination of their contract. MV will not be responsible for this cost.
Benefits
All full-time employees (those with 35 or more scheduled hours per week) are eligible to participate in the following
benefits programs.
Benefit Bargained Non-Bargained
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Benefit Bargained Non-Bargained
6.4. Staffing Plan
MV is pleased to present the following staffing plan for SLO Transit.
Position No. of employees Position No. of employees
Full time Part time Full time Part time
General Manager 1 Vehicle Operator 24 3
Operations Manager 1 Utility Worker 1
Maintenance Manager 1 A-Level Technician 1
Safety And Training Manager 1 B-Level Technician 1
Accounting Coordinator 1 C-Level Technician 2
Dispatcher 3 Fueler 1
Road Supervisor 4
Application, Qualifications, and Hiring Process
MV Transportation, Inc. has an Equal Opportunity Employment (EEO) policy and will not discriminate against any
employee or applicant because of age, race, religion, color, sex, disability, national origin, or any other characteristic
protected by the law.
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MV posts all career opportunities, from vehicle operators to management staff, on our website
(careers.mvtransit.com), which is powered by CareerBuilder, LLC.
An applicant begins the employment process by completing an online application. Our team reviews the application
to determine if the applicant meets the qualifications. Applicants meeting the minimum requirements attend an
interview with the hiring lead, who assesses their customer service skills and fit for the job. Upon successful
completion of their interview, the applicant’s qualifications process begins.
The hiring lead will contact the applicant and request that they review and sign the required release documents,
including an application for employment, background check disclosure and authorization release, FTA or FMCSA
DOT disclosure and authorization, and an I-9 Express Online I-9 verification.
MVR and Background Check Review
Once the applicant completes the necessary disclosures, our corporate qualifications department assesses the
applicant. This team orders all motor vehicle records (MVRs) and background checks to determine if any of the
following items are present:
Our team reviews criminal convictions and motor vehicle reports and assesses based on the Equal Employment
Opportunity Commission (EEOC) guidelines, along with the following eligibility factors:
Our qualifications team initiates an individual assessment if these reports reveal adverse information. The applicant
receives a pre-adverse letter and a copy of their background reports; the applicant can contest the report within
seven business days.
If the applicant provides appropriate documentation clearing the issues cited, our qualifications team notifies the
local hiring lead that the applicant is qualified. Otherwise, the qualifications department issues a disqualified
notification to the hiring leader, who will, in turn, notify the applicant.
Pre-employment Testing
MV require s every covered employee who performs a safety-sensitive function as described in the FTA regulations
Part 655 and the FMCSA regulations Part 382 to submit to a pre-employment drug and alcohol test. Additionally,
applicants may be required to pass a DOT or non-DOT physical examination (depending on the position). Refusal to
submit to these requirements serves as an automatic disqualification from employment.
The frequency, severity,
and nature of the
conviction
The age of the
applicant at the time of
the conviction
The elapsed time from
the date of the
conviction to the
present
The relationship
between the nature of
the offense and the
type of employment
Evidence of rehabilitation,
successful employment
history, and any
aggravating, mitigating or
extenuating
circumstances
Criminal Convictions
Five-year history
of Misdemeanor(s)
or Felony(ies)
Traffic Offenses
Serious traffic offenses in
the last three (3) years
Moving Violations
More than two (2) moving
violations in the last three
(3) years
MV Pattern
Pattern on the motor
vehicle report (MVR)
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We manage all testing and physical appointments through eScreen, Inc. A medical review officer (MRO) reviews
exams and test results to ensure compliance with DOT requirements. This review is based on the medical standards
set forth by FMCSA (49 CRF 391.41) and medical guidelines.
One of SLO Transit’s goals is to build and sustain a strong local workforce, and MV is uniquely positioned to deliver
through our comprehensive recruitment and retention plan. Our approach begins with an inclusive, transparent
hiring process grounded in our Equal Opportunity Employment policy and supported by industry-leading recruiting
technology.
“I’m very thankful for this job. It’s very motivating because I’m breaking stereotypes. Most women think they can’t
be in a shop, but we can do the same thing that men can do- any day, every day. As a woman, it’s a healthy
environment and a safe one because I always feel like I’m one of them. Very equal here. Everybody treats everybody
the same way.” -Dezire Patterson, Electronics Technician, San Antonio division 583
We “never stop recruiting,” maintaining a consistent pipeline for local candidates through digital advertising,
community partnerships, job fairs, and dedicated regional recruiters who work side-by-side with the local
management team. By combining broad market visibility with hands-on engagement, we can ensure SLO Transit
attracts qualified candidates who reflect and understand the community they serve.
What sets MV apart is our data-driven focus on long-term retention, not just filling positions. MV uses advanced
assessment tools and predictive models to identify candidates who are not only qualified but most likely to succeed
and stay. Personality assessments, AI-driven tenure prediction, and structured interviews help match candidates to
the demands of the role, resulting in significantly reduced turnover.
Ongoing engagement analytics allow managers to proactively address turnover risks, while clear pathways for
growth—from operator to trainer or supervisor—reinforce MV’s commitment to building lasting careers locally. This
integrated strategy ensures SLO Transit has a stable, high-performing team invested in long-term success.
Recruitment at MV
Our recruiting process begins when we create and post a job opening on Appcast, a platform that leverages
programmatic software to ensure broad visibility and attract qualified candidates. Appcast leverages data from our
talent management platform, ICIMS, to determine the most advantageous advertising options and automatically
places those ads.
MV uses Phenom People’s Contact Management System and Career site (MV Careers) to guide our recruiting
process once the job has been posted. The system’s AI algorithms drive chatbots on our site, identifying and
targeting potential candidates across multiple platforms to connect our team with top talent within the industry.
Phenom streamlines the applications and interview process, reducing barriers to entry and encouraging more
candidates to apply.
Once the hiring manager receives applications, they are reviewed to identify individuals who meet the job's essential
qualifications. For operator positions, personality assessments and AI-driven tenure prediction tools are used to
evaluate the applicant’s long-term fit within the organization and the likelihood of retention.
Selected candidates are then interviewed, either by phone or in person, to assess their experience, communication
skills, reliability, and cultural fit. Additional interviews with other key managers may follow, along with background
checks, motor vehicle records (MVRs), drug testing, and verification of the candidate’s qualifications.
Once a candidate is selected, the onboarding process begins, including orientation and training to ensure they are
fully prepared for their role within MV.
MV ADVANTAGE Building a Strong Local Team Through Proven Recruitment and Retention
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Our Recruiting Strategy
MV’s national recruiting program has evolved over the past five years to adjust to the changing labor market since
the COVID-19 pandemic. It has proven to be highly successful since that time. Our approach unites key actions
designed to attract and retain top talent within the industry:
• Always Be Recruiting: MV is steadfast in our continued recruiting efforts. Our motto is “never
stop recruiting” to ensure a steady flow of candidates in our recruitment pipeline at all times.
• Digital Presence: MV has a robust digital recruiting strategy that leverages market-leading
recruiting platforms, social media, and industry-focused recruiting sites to advertise and promote
jobs at MV.
• Advertising Investment: We use paid advertising on social media and recruiting sites, as well as
radio advertising within the communities we serve, to get the word out that MV is hiring. We
leverage a tool called AppCast that consumes data from our Talent Management System, ICIMS,
and makes intelligent choices about where to digitally recruit.
• Competitive Wages MV establishes benchmarks when setting wage rates, based on an extensive
wage analysis for similar jobs in the local area. For the City, we will recognize wages from the
Collective Bargaining Agreement released in the City’s second addendum.
• Regional Support: Every MV location has a regional recruiter who is assigned specifically to the
local region to assist our general managers in their recruiting efforts. Regional recruiters are on
site during the transition and visit the location throughout the term of the contract. They
participate in job fairs, place all advertising, and continually coordinate with the local team to
ensure we are always recruiting.
• Partnering the Community: MV’s on -the-ground recruiting plan factors into our strong local
presence within the community. We collaborate with local agencies to support job placement and
work with local non-profits that offer job preparation services. These non-profits also advertise
and promote our job openings to their clients. We will attend local job fairs and work with career
centers at local colleges, as we strive to recruit from the local communities we serve.
• High Engagement with Applicants: MV’s regional recruiters and local team stay actively
engaged with interested applicants throughout the recruiting and hiring process. By being
available to answer questions, provide information about the job, and assist the applicant
throughout the process, we ensure that our focus on employee engagement begins at the time of
recruitment.
Assessing the Right Candidates
This past year, MV piloted and rolled out personality assessments by the software company TalentClick. This unique
digital personality assessment tells us whether a candidate has the right temperament, behaviors, work style, and
values for a fixed-route bus operator job. This easy online questionnaire asks the candidate questions designed to
reveal key individual traits. Based on our pilot scoring, and as of April 2025, we have seen a 64% year-over-year
improvement in operator turnover using this assessment.
This test is a highly tailored assessment designed to match the traits required for a vehicle operator role.
Each candidate’s assessment results are measured against pre-determined ranges, based on our top-performing
fixed route operators. Using this assessment, we can identify candidates whose personalities and values align with
MV’s safety, performance, and tenure expectations. The TalentClick system generates interview questions and offers
coaching plans based on the applicant’s scoring.
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We are confident that this will help us screen for immediate hires and
address long-term turnover by selecting only those operators who meet
all safety requirements and are more likely to stay.
Employee Retention Learning Model
Within our recruiting initiatives, we use data-driven solutions to ensure
we not only attract the right talent but also keep them. We use
generative learning to predict the likelihood that a candidate will stay
using our Operator Prediction Model. This model ingests all data from
the candidate’s application (work history, address, employment gaps,
and wages) and generates an assessment score that predicts long-term
employee retention, providing key information for hiring decisions.
Engagement Learning Model
MV’s HR team partnered with our Data Sciences team to develop a tool
that identifies actual operators who are predicted to be at risk of
turnover, providing key risk scores to our management team so that they
can take immediate action using generative learning.
Our engagement tool examines factors that predict turnover, including an employee’s commute time, safety score,
compensation, hours worked, periods when they’re not earning, and the frequency of absences. Our general
managers have a division dashboard that shows their employees' turnover risk, ranked from most likely to leave to
least.
Our managers review these dashboards daily and work closely with employees who are at high risk of leaving to
identify areas for improvement in their work experience. This engagement model, along with our highly effective
employee retention program, has an 85% success rate company-wide.
MV has achieved a dramatic reduction in turnover, setting a new standard for safety and reliability in the transit
industry. In just one year, turnover dropped from nearly 60% in 2024 to 39.3% in 2025—a 34%+ improvement in
turnover rate and well below national averages. Ninety-day turnover, a key success measure, fell from 23.6% in 2024
to 15.2% in 2025, reflecting better hiring and onboarding practices. And voluntary turnover decreased from 35.8%
in 2024 to 24.9% in 2025, underscoring the power of MV’s engagement and retention strategies. This success is
the result of a holistic, people-first strategy: advanced AI-powered hiring tools, proactive employee engagement,
actionable feedback loops, competitive compensation, and robust safety recognition programs.
The impact goes beyond retention. By keeping experienced drivers behind the wheel, MV operates 9% safer than
the transit industry average, as measured by Lytx collision data over 15 months. Fewer collisions mean safer roads
and greater peace of mind for clients and communities. MV’s approach proves that investing in people delivers
measurable results—driving down turnover, elevating safety, and redefining what’s possible in public transit.
Employee Retention
MV shares the City’s goal of retaining a high-quality workforce. We take a unique approach to mitigating turnover,
with a few key actions.
First, we ensure our employee culture is second to none, and we work to create an enviable workplace for all.
Focused safety messaging, ongoing operator coaching, high engagement of our leadership team, and a series of
employee-focused and safety events, hosted lunches, dynamic safety meetings, recognition programs, and contests
all create an environment that our employees want to be a part of.
MV ADVANTAGE Leading the Way in Turnover Reduction and Safer Roads
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Compensation is also critically important. We have performed an
extensive wage analysis to understand where we needed to be in terms of
operators and wages. This and our competitive benefits package make
MV a great place to start a long-term career.
To that end, we make opportunities for growth and development available
to our team, and we identify high-performing individuals locally who are
ready to take the next step in their jobs. For example, experienced
operators often choose to move on to road supervision, while others
become certified as behind-the-wheel trainers. Ongoing mentorship and
formalized training through MV’s multiple development programs make
MV a desirable place with ample opportunities.
When people do leave, we have an extremely thorough exit interview
process where we capture key data about why. We apply deep analytics
to this, and our broader set of hiring data (turnover metrics, engagement
survey results), and create proprietary dashboards with actionable data
that reveal why and when people were leaving their jobs. Working as an
early-warning system, this platform allows us to track the dynamic
changes week over week as we put into place mitigation strategies.
Our corporate and regional HR teams also partner with our local general manager to create personalized action
plans focused on employee retention – based on what the data is telling us. This plan includes weekly calls to
discuss any shortages, providing new interview tools to help managers find the right candidate, and refocusing our
local team on employee engagement. This CEO-driven initiative included intensive training and education for our
local team. Our exit interview process collects detailed data on why employees leave. We analyze this alongside
hiring, turnover, and engagement metrics,
producing dashboards that identify trends
and provide actionable insights for
retention. The platform monitors weekly
changes as we implement mitigation
strategies.
HR teams collaborate with local
managers to develop tailored plans aimed
at retention, guided by the data. Actions
include weekly calls to address shortages,
updated interview tools, and a renewed
focus on employee engagement through
leadership training and education.
Productive Union Relations
Ensuring a stable workforce relies heavily on maintaining a harmonious and productive relationship with union
leadership. Although the local team takes the lead on decisions related to employee and union relations, they are
supported by dedicated labor negotiators and professionals from MV’s regional and corporate support structures.
MV’s Director of Labor Relations, Heidi Heath, has successfully negotiated several collective bargaining agreements
(CBAs) and will oversee negotiations for MV in San Luis Obispo, allowing the local team to concentrate on positive
employee relations while sidestepping some of the more challenging discussions regarding unions.
Due to MV’s size and national presence, we have made significant investments in labor resources. MV works with
more than 100 local unions across the country and employs a team of labor directors who ensure amicable relations.
We have negotiated numerous union contracts and are well-versed in all FTA and Section 13(c) regulations.
A TENURED TEAM
IS A SAFER TEAM
MV’s data -driven approach to a
solutions-based operation extends to
our retention efforts. We employ a
rigorous exit interview process, and
the feedback we receive from these
sessions is documented and
analyzed against turnover metrics
and engagement survey results.
Based on what we learn from this
process, we develop action plans
focused on retention – because a
tenured team is a safer team.
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MV will recognize the wage rates identified in the Collective Bargaining Agreement released in the City’s Second
Addendum. Recognition of these wage provisions supports continuity of employment, workforce stability, and
employee retention during transition and ongoing operations. Other than wage recognition, MV has no other relevant
provisions to list.
6.5. Labor Code Compliance
Retaining existing employees: MV Transportation declares that it will retain the prior contractor or subcontractor
employees for not less than 90 days. MV shall retain employees employed by prior contractors 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.
MV Transportation declares that it will retain the employees of its SLO Transit location for not less than 90 days. MV
will retain those employed under this contract as the current operator of these services, 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.
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KEY PERSONNEL RESUME (CONFIDENTIAL)
Public Transit. Reimagined. | 1
Yevette Mc Neese
General Manager
Yevette Mc Neese is MV’s proposed general manager for San Luis
O bispo’s SLO Transit services.
EXPERIENCE
General Manager of Operations – Transdev (San Francisco,
CA )
2023 to Present
» Manages location projects and oversees procurement of
assets, ensuring compliance with local, state, and federal laws
» Develops local SMS DOT plan and establishes safety and
training goals for accident and injury prevention
» Analyzes data to comply with NTD reporting requirements
» Responsible for daily operations, including administrative functions
and information systems
General Manager – Transdev (Antioch, CA )
2018 to 2023
» Developed schedules to optimize staffing and ensure
schedules met contractual, union, and customer service
requirements
» Developed an action plan to improve operational safety and
efficiency
» Ensured transparent communications with the City to satisfy all
client, corporate, union, and contractual requirements
» Analyzed data using Trapeze, Trans Trac, Transitminer, and
Connexionz software to comply with NTD reporting
General Manager – First Transit (Houston, TX)
2012 to 2018
» Reduced preventable accidents by 75% and work-related
injuries by 95%
» Oversaw maintenance, facilities, grounds, and a fleet of 100
vehicles
» Responsible for daily operations, and fostered a culture of
transparent communication with the client
General Manager – First Transit (Houston, TX)
2007 to 2012
Summary of Qualifications
→Availability: 100%
dedicated to SLO Transit
→18 years of experience in
paratranist, fixed route, on-
demand, microtranist,
shuttle, and MedVan
services
→Proficient in Connexionz,
Trapeze, Transitminer, and
Trans Trac software
→Improvements to client and
company transparent
communication
→Reduced preventible
accidents by 75%
→Reduced work-related
injuries by 95%
Professional Affiliations
•Received the Gold Lean Status
Award
•Received the Regional safety
Award for most-improved
location and superior
improvement in overall safety
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KEY PERSONNEL RESUME (CONFIDENTIAL)
Public Transit. Reimagined. | 1
Jeffery Lampton
Operations Manager
Jeffery Lampton is MV’s proposed operations manager for San Luis
Obispo’s SLO Transit services.
EXPERIENCE
Special Projects/Interim General Manager – MV
Transportation, Inc. (Corpus Christi, TX )
2025 to Present
» Ensures DOT/FTA/FMSCA compliance for all personnel
» Provides leadership for daily operation, safety, maintenance
coordination, and administrative functions
» Serves as the primary point of contact for client interactions
during interim assignments
» Leads special projects focused on recruiting/hiring, safety
improvement, operational efficiency, compliance audits, and
performance turnaround initiatives
» Leads decision-making related to service delivery, OTP, workforce
deployment, and incident response
Operations Manager – Transdev (San Bernardino, CA )
2023 to 2025
» Directed daily transit operations and oversaw safety, service
reliability, and regulatory compliance
» Managed drivers, frontline supervisors, and operational staff
» Saw OTP improve by 10% and a 30% reduction in customer
complaints
» Reduced late trips from 527 to under 100 within one month
» Ensured staff had the tools necessary to fulfill contract
compliance
Road Supervisor– MV Transportation, Inc. (Phoenix, AZ)
2021 to 2023
» Supervised 150 drivers to ensure safe, compliant, and reliable
service delivery
» Conducted accident investigations, employee coaching, and
corrective action
» Cross-trained in window and radio dispatching and reservations
» Responsible for division recruitment and hiring
Summary of Qualifications
→Availability: 100%
dedicated to SLO Transit
→4 years of experience in
paratranist, fixed route, and
microtranist services
→Proficient in Trapeze,
SpareLabs, Swiftly, RideCo,
and Passio
→Improvements to late trips
from 527 to under 100
→Improved OTP by 10%
→30% reduction in
complaints
Education and Training
Kent State University (Kent,
Ohio)
»Bachelor of Arts in
Criminal Justice
General Manager
Development Academy
(Dallas, TX)
»Planned attendance
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KEY PERSONNEL RESUME (CONFIDENTIAL)
Public Transit. Reimagined. | 1
Casterdale Green
Maintenance Manager
Casterdale Green is MV’s proposed maintenance manager for San
Luis Obispo’s S LO Transit services.
EXPERIENCE
Maintenance Manager – Durham School Services (Arlington,
TN)
2014 to Present
» Manages fleets to ensure DOT, company, and state
requirements
» Provides hands-on maintenance, technical repair, and training
» Responsible for inventory and fleet management
» Coaches technicians, and provides retraining as needed
» Oversees maintenance operations for multiple locations,
ensuring accountability and adequate fleet management
Fleet Maintenance Manager – FedEx Freight (East Moline, IL)
2020 to 2021
» Used industry standards to meet business goals and objectives
» Led a team including a maintenance supervisor, parts clerk, and
12 technicians
» Responsible for addressing preventative and major repairs
Fleet Maintenance Supervisor – Republic Services (Bettendorf,
IA)
2016 to 2020
» Oversaw maintenance coordination of equipment
» Responsible for addressing preventative and major repairs
» Scheduled and planned vehicle maintenance using industry
standards to meet business goals and objectives
Transportation Maintenance Supervisor – Family Dollar
Trucking (West Memphis, AR)
2014
Foreman/Supervisor – JB Hunt (Memphis, TN)
2012 to 2014
Lead Senior Tractor Mechanic – Schneider National (West
Memphis, AR)
2007 to 2012
Summary of Qualifications
→Availability: 100%
dedicated to SLO Transit
→18 years of experience in
vehicle maintenance
→Effective leadership
managing a team of
professional and dedicated
technicians
Certifications and Licenses
»HVAC
»CDL B- commercial
driver license
»Air Brake Endorsement
»Passenger endorsement
»CPR certification
»ASE A8 engine
performance
certification
»ASE A7 heating and air
conditioning
certification
»ASE certification
»OSHA 30
»Non-CDL class C
»School bus
endorsement
»EPA 609 certification
»HVAC certification
»CDL
»DOT physical
certification
»CDL A
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KEY PERSONNEL RESUME (CONFIDENTIAL)
Public Transit. Reimagined. | 1
Aaron Pike
Safety and Training Manager
Aaron Pike is MV’s proposed safety and training manager for San
Luis Obispo’s SLO Transit services.
EXPERIENCE
Operations Manager – Classic Charter (Visalia, CA )
2005 to Present
» Manages over 50 drivers while ensuring smooth daily charter
services
» Responsible for scheduling driver development and re-training
as needed
» Communicates with different departments to ensure smooth
operations
» Responds to customer complaints to ensure passenger
satisfaction and the quick resolution of any issues
» Retains a commercial license with SPAB certification and CHP
to assist with driving routes as needed
» Creates itineraries for large bus moves and shuttle orders
» Handles logistics for large bus moves and large bus shuttle
orders
Operations/Safety Manager – Laidlaw Transit Service (Martinez,
CA)
1995 to 2005
» Oversaw daily safety operations
» Maintained company, state, and federal compliance with safety
regulations
» Responsible for training and developing new drivers to ensure
they understand all aspects of their job and all safety requirements
» Handled customer complaints to ensure timely resolution and
maintain excellent customer satisfaction
» Handled any driver issues to ensure quick resolution and
continued smooth, daily service
» Implemented new staff training processes and incentive
programs
» Supported driver career advancement by coaching and
managing trainees
Summary of Qualifications
→Availability: 100%
dedicated to SLO Transit
→30 years of experience in
paratranist, fixed-route, and
charter services
→Comercial license with
SPAB certification with CHP
→Implemented driver
incentive programs to
encourage strong safety
performance
Professional Affiliations
•Class B/ Air Brake, Customer
Relations
•D.M.V Training
•Driver Mentor training
•T.S.I and field experience
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7. Reporting
Operational reporting provides service statistics necessary to gauge service quality, ensure contractual compliance,
acquire transit funding, and complete all National Transit Database (NTD) reporting.
In response to RFP section G.7, MV meets FTA/NTD reporting requirements and provides these reports to clients who
receive federal funding, who must submit them. MV uses the accepted FTA sampling methodology and has systems
to collect and report this information pursuant to the National Transit Database Reporting Manual guidelines.
A large portion of the service data is collected and reported using Connexionz. In contrast, others are collected
using MV’s Accounting and HR ERP and other third-party data collection systems.
As required, MV will track the following items to ensure it is meeting the standards outlined by the City and the
Company:
• Service delivery and operations performance;
• Operational reports, such as passenger activity, revenue, and customer feedback;
• Safety, incidents, and compliance;
• Fleet, vehicle status, and maintenance;
• Financial, administrative, and management reporting; and
• Ridership trends by type and route.
It is also important to update the team on its performance; MV continuously updates and shares performance results
during location safety meetings.
Please see the sample Connexionz reporting templates following this section.
Accounting and HR Software
MV uses Infor’s Financial and Human Capital Management systems at our corporate office and operating locations.
The Infor Human Capital Management system includes features such as benefits administration, payroll management,
HR administration, leave of absence management, a built-in business process framework, and native business
analytics tools and reports. Infor software is fully integrated and web-enabled.
MV began transitioning to Workday, a modern cloud-based ERP system, in June 2025, and this process will
continue through 2026. Given the complexity of this enterprise transition, we are using a phased approach to
mitigate risk and orchestrate change effectively. This transition streamlines operations for our customers, enhances
workforce management, and improves decision-making.
Workday offers automation, integration, and user-friendly finance, while also enhancing HR tasks and overall
business operations. By centralizing functions, automating workflows, and providing real-time insights, Workday
increases efficiency in our daily operations and improves employee experiences, ultimately driving growth. The
Workday platform is scalable, secure, and offers an intuitive design to provide agile business solutions.
The software’s scalability enables MV’s growth without capacity constraints. Additionally, its role-specific permissions
and security features allow our management to selectively determine which processes and controls to centralize.
MV will maintain accounting records on an accrual basis following Generally Accepted Accounting Principles
(GAAP).
MV believes in proper data backup and off-site storage of data backups in the case of a fire or other catastrophic
event. MV’s IT team will set up the local computer network to ensure proper connectivity, security levels, password
protection, and local technical support. MV will work with the City IT staff as needed.
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7.1. Approach to Reporting Quality Control
MV supplies NTD data to its clients and assists in compiling 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 collecting and summarizing all required data.
MV follows the trip sampling methodology and forms, as outlined in the NTD Reporting Manual, including FTA
Circular 2710-1A. Compliance with FTA uniform accounting standards and NTD reporting systems is key to MV’s U.S.
federally funded operations.
MV will fully cooperate with the City to collect and report all FTA ridership, operating, safety, and financial
information. The information collected and summarized for the City’s NTD reports will be maintained as required.
The general manager will be responsible for meeting the City's NTD sampling, collection, verification, and reporting
requirements. This individual will be supported by the MV corporate staff described in section 6.1 Key Personnel and
will avail herself of the City’s guidance, FTA seminars on NTD reporting, and other support available from the FTA
website.
The safety training manager will collect sample trip data, with support from the operations managers and service
supervisors. This information is compiled for the following NTD modules: basic, financial, and service. MV’s vehicle
operators will be required to collect sample data only occasionally, and only on routes with the lowest ridership.
Dispatchers will distribute and collect required vehicle operator surveys; vehicle operators will complete and submit
any required operator surveys. The maintenance manager will supply data for the Asset Module (fleet and facility
data). Finally, the operations manager will assist the general manager with collecting required operational and
ridership data.
Accident and Incident Procedures
Please see the sample accident/incident forms following this section.
Achieving an operation marked by world-class safety requires employees to prioritize safety as the most
important aspect of their jobs and to consistently promote safe behavior. It is equally important to be prepared
if the unexpected happens and an accident or incident occurs. MV operators are thoroughly trained in MV’s
procedures to promptly and accurately report all accidents and incidents.
All incidents must be immediately reported from the scene. In the event of a severe incident, the safety and training
manager will immediately contact Director of Safety Jorge Flores, who will then notify our Rapid Response
Investigations Expert, AJ Holl, at (361) 960-5008.
All MV operators are trained in emergency response. In the event of an accident, they contact dispatch as soon as
they can safely do so. Dispatch will then send a road supervisor to the scene, who is an expert in emergency
response and accident investigation.
Our staff is required to adhere to the following crucial steps as part of MV’s accident response and investigation
procedures:
Accident Investigation Steps
1
Emergency Response
For serious accidents, we involve law enforcement/emergency medical
response to ensure injured parties are attended to, and we will obtain the
contact details of the response team.
2
Identify Witnesses
Identify eyewitnesses, including passengers and other involved parties (other
vehicle driver and/or passengers, pedestrians), and respectfully request their
contact information.
3
Document Injuries Record any observed injuries. Note if there are no visible injuries.
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4
Photograph Incident Scene
Capture long-view images of all vehicles involved, close-up shots of specific
damage, license plates, and photograph the positions of vehicles at their final
rest if possible.
5
Obtain Surveillance Footage
Attempt to locate traffic, surveillance, and doorbell cameras that may have
captured the accident. If successful, note available details and try to obtain a
video copy from the business owner/homeowner.
6
Drug & Alcohol Testing Ensure drug and alcohol testing of the operator following company protocols.
7
Seek Outside Counsel Engage outside investigations counsel for fatal or critical accidents via the
safety director.
8
Complete Documentation Finalize all documentation with the operator, including operator interviews,
preventability determination sheets, and obtain video of the event.
9
Upload & File Upload supporting accident documents to Azure and complete the accident
folder using MV’s accident folder checklist.
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Accident Checklist
YES NO Pending
{ } { } { }
{ } { } { }
{ } { } { }
{ } { } { }
{ } { } { }
{ } { } { }
{ } { } { }
{ } { } { }
{ } { } { }
{ } { } { }
24 Hour Hotline Called/Ref#_______________
Drug/Alcohol Form/Paperwork/BAT, COC/Copies
Police Report#__________________________
Police Report Due by_____________________
Courtesy Cards/Witness Cards
Pictures (scene Pictures not just damage)
Accident Form/Manual
Accident Form/E-Form
Operator Statement/Signed/Dated
Accident E-Form Signed/Dated
Body Damage Estimate Minor/Moderate/Major { } { } { }
Notify Jacob Ortiz (661)513-8205 Date:________ Time:_______ Email Sent Y/N
Ruben Mendoza (818) 749-9824 Date:________ Time:_______ Email Sent Y/N
Lead Road Supervisor/ 2nd Supervisor on Scene:______________________________
____________________________________________________________________
Claim Status Notes:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Incident
Web PageX
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TRANSPORTATION, INC.
MV Transportation
Santa Clarita Division 150
28250 Constellation Rd. Valencia, CA 91355
FTA Post-Accident Drug and Alcohol Testing Decision Making Form
The Federal Transit Administration (FTA) drug and alcohol testing regulation (49 CFR Part 655) requires that safety-sensitive
employees involved in a public transportation vehicle accident (as defined at 655.4 & 655.44) submit to tests for alcohol misuse and
prohibited drug use as soon as possible following the accident. Part 655 also requires the testing of any other safety -sensitive
employee whose performance could have contributed to the accident, as determined by the employer at the scene using the bes t
information available at the time of the decision.
Accident Information:
Date of Accident: Time of Accident: AM/PM
Employee Name: Employee ID/SSN:
Decision Questions:
•Was there a fatality?
YES (FTA drug and alcohol tests are REQUIRED) NO
•If there was NO fatality, answer the following questions:
1.Has any individual suffered a bodily injury and immediately
received medical treatment away from the scene of the accident?YES NO
2.Was there any disabling damage to any vehicle involved in the
accident, requiring the vehicle to be towed away from the scene?YES NO
If you marked NO to questions 1 and 2 DO NOT CONDUCT A DOT TEST
If you answered yes to any of these TWO questions, can you completely discount the performance of the operator of
the public transportation vehicle as a contributing factor to the accident?
NO (FTA drug and alcohol tests are REQUIRED)
YES, Explain:
(If you answered YES, FTA drug and alcohol tests are PROHIBITED)
•Other than the operator, could the performance of any other safety-sensitive employee have contributed to the
accident, using the best information available?
NO
YES, Explain:
(If YES, make arrangements to immediately post-accident test that employee)
Did You Decide to Perform a Drug or Alcohol Test?
YES, under DOT (Complete page 2 of this form) NO (No further action required)
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Time of Decision to Conduct a DOT/FTA Post-Accident Test: AM/PM
Testing Information:
Collection Site Location: Time Arrived: AM/PM
1.Was the alcohol test performed within 2 hours of the time of the accident?
YES
NO, Explain:
2.Was the alcohol test performed within 8 hours of the time of the accident?
YES
NO, Explain:
If the alcohol test is not conducted within 8 hours cease all efforts to administer the test.
3.Was the drug test performed within 32 hours of the time of the accident?
YES
NO, Explain:
If the drug test is not conducted within 32 hours cease all efforts to administer the test.
MV Transportation Policy: When conducting a post injury/post-accident test (If allowable within your state) under company
policy and not DOT authority, you must explain to the employee that the drug and alcohol test are being done under MV
transportation authority and must be done on NON-DOT drug and alcohol testing chain of custody forms.
I am conducting this test under MV Transportation Authority(NON-DOT) ___________
The above documentation was provided by:
Supervisor Name: Phone No: 661-295-6328_______________
Signature: Date:
After completing this form please fax to compliance dept. at 972-391-4727 ONLY if a test was conducted.
If no test was conducted do not fax.
Keep 1 copy in drug file and 1 copy in accident folder at all times
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Slip/Fall Passenger
California
None NO
N/A
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MARK “X” WHERE DAMAGE OR CONTACT OCCURRED
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Appendix
Please find the following documents in the appendix on the following pages:
» Items for D iscussion
» Certificate of Insurance
» Staff Schedule
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Exceptions
Page 1 of 2
MV respectfully requests discussion of the following recommendations at the appropriate time during the procurement process.
RFP/Contract Section Stated Language Proposed Language Explanation
Price Adjustment N/A
Include provision that provides for price adjustments if
Contractor’s costs increase or revenues decrease as a
result of (i) changes to the scope of work/service hours
requested by the City, (ii) changes in laws, rules,
regulations, etc. applicable to the services to be provided
by Contractor, and/or (iii) wage increases necessary for
Contractor to be able to recruit and retain qualified
employees as a result of an increase in the minimum wage
in the City or surrounding jurisdictions; and (iv) costs
incurred in response to a federal, state, or local state of
emergency (including the COVID-19 pandemic or similar
national emergency), including providing personal
protective equipment, supplies, staffing, and additional
services (including additional health and safety services or
requirements). If the parties are unable to agree on a rate
adjustment, then either party may terminate the contract
upon 120 days written notice to the other party.
Contractor needs price protection for
changes requested by the City or matters
that were not contemplated at the time of
Contractor’s proposal.
Vehicle Acceptance
Standards
N/A Include Contractor’s vehicle acceptance standards as the
applicable standard against which all vehicles will be
inspected. Include Contractor’s vehicle acceptance
agreement as an exhibit to the Agreement.
Upon delivery of the vehicles to
Contractor, the vehicles must be in the
same condition as the condition that
Contractor is required to maintain.
Include that the City will be responsible for
the cost of major repairs needed during
the first 180 days after Contractor begins
service under the Agreement.
Facility Condition /
Environmental
N/A Include provision to make it clear that Contractor is not
responsible for any facility repairs or environmental issues
or releases of hazardous materials existing on or prior to
the Contractor’s occupancy of the City’s facilities, or
caused by any party other than Contractor.
Contractor should not be responsible for
existing issues or issues caused by other
parties.
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Exceptions
Page 2 of 2
RFP/Contract Section Stated Language Proposed Language Explanation
Requirement to Meet
All Provisions.
By virtue of its proposal
submittal, the bidder
acknowledges agreement
with and acceptance of all
provisions of the RFP
specifications
Notwithstanding Contractor’s delivery of a proposal,
Contractor reserves the right to reject a contract award if
Contractor and the City are unable to negotiate a
satisfactory resolution to Contractor’s submitted
exceptions.
Contractor’s proposal and acceptance of
an award are subject to and conditioned
upon the City’s acceptance of
Contractor’s exceptions.
Proterra Vehicle Parts N/A Include provision to allow contractor to reengage client if
contractor experiences issues with Proterra replacement
parts.
The industry has experienced a parts issue
with Proterra as it relates to availability
and timing.
Start Up Costs N/A Include provision to all contractor to remove start up costs
from the total costs in Year 1.
Currently start-up is part of fixed costs in
Year 1.
Fleet Replacement
Schedule
N/A Include provision to allow contractor to reengage client if
replacement fleet does not arrive according to schedule.
We followed the replacement schedule
presented in the RFP documents.
Price Pages N/A Please acknowledge that price pages have a double count
for maintenance expenses.
Price pages C95 “Operating Maintenance
Expense” reflect the maintenance costs as
well as C97 under monthly fee (fixed
costs).
Termination Without
Cause
The City may at any time, for
any reason, with or without
cause, suspend or terminate
this Agreement, or any
portion hereof, by serving
upon the Contractor at least
thirty (30) days prior written
notice.
Revise to provide for at least 60 days’ notice of
termination and payment of Contractor’s reasonable
close-out costs.
Contractor will have contract termination
costs as well as employment termination
obligations required by law (WARN ACT,
etc.).
Labor Matters N/A
Contractor shall have the ability to determine which
employees it will hire and will have the right to set the
terms and conditions of employment for its employees.
Contractor must have the ability to
negotiate the terms and conditions of
employment and shall not be bound by
the terms of any of the City’s 13(c)
Agreements or of any CBA between the
employees and the prior contractor.
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Yes Update Cream colored boxes onlyNo If employee is off, type OFF in the start timeWednesday Drives the Functional Schedule0:000:301:001:302:002:303:003:304:004:305:005:306:006:307:007:308:008:309:009:3010:0010:3011:0011:3012:0012:3013:0013:3014:0014:3015:0015:3016:0016:3017:0017:3018:0018:3019:0019:3020:0020:3021:0021:3022:0022:3023:0023:30Start EndShift 1 Length (Hours)Total Shift Hours Start EndShift 1 Length (Hours)Total Shift Hours Start EndShift 1 Length (Hours) Total Shift Hours Start EndShift 1 Length (Hours)Total Shift Hours Start EndShift 1 Length (Hours)Total Shift Hours Start EndShift 1 Length (Hours)Total Shift Hours Start EndShift 1 Length (Hours)Total Shift HoursWeekly Total Hours Position #General Manager OFF OFF 0.0 8:00 AM 5:00 PM 9.0 9.0 8:00 AM 5:00 PM 9.0 9.0 8:00 AM 5:00 PM 9.0 9.0 8:00 AM 5:00 PM 9.0 9.0 8:00 AM 5:00 PM 9.0 9.0 OFFOFF 0.045.00 1 General Manager111111111111111111Operations Manager OFF OFF 0.0 5:30 AM 2:30 PM 9.0 9.0 10:00 AM 7:00 PM 9.0 9.0 10:00 AM 7:00 PM 9.0 9.0 10:00 AM 7:00 PM 9.0 9.0 10:00 AM 7:00 PM 9.09.0OFFOFF 0.045.00 1 Operations Manager111111111111111111Safety and Training Manager OFF OFF 0.0 OFF OFF 0.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:00 AM 2:00 PM 9.0 9.045.00 1 Safety and Training Manager111111111111111111Maintenence Manager 7:00 AM 4:00 PM 9.0 9.0 7:00 AM 4:00 PM 9.0 9.0 7:00 AM 4:00 PM 9.0 9.0 7:00 AM 4:00 PM 9.0 9.0 7:00 AM 4:00 PM 9.0 9.0 OFF OFF 0.0OFF OFF 0.045.00 1 Maintenence Manager111111111111111111Accounting Coordinator OFF OFF 0.0 10:00 AM 7:00 PM 9.0 9.0 10:00 AM 7:00 PM 9.0 9.0 10:00 AM 7:00 PM 9.0 9.0 10:00 AM 7:00 PM 9.0 9.0 10:00 AM 7:00 PM 9.0 9.0 OFF OFF 0.045.00 1 Accounting Coordinator Dispatcher 1 7:30 AM 4:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 OFF OFF 0.0 OFF OFF0.045.00 3 Dispatcher 1333333333333333333Dispatcher 2 12:30 PM 9:30 PM 9.0 9.0 2:30 PM 11:30 PM 9.0 9.0 2:30 PM 11:30 PM 9.0 9.0 OFF OFF 0.0 OFF OFF 0.0 5:00 AM 2:00 PM 9.0 9.0 7:30 AM 4:30 PM9.0 9.045.00 3 Dispatcher 2Dispatcher 3 OFF OFF 0.0 OFF OFF 0.0 11:30 AM 8:30 PM 9.0 9.0 2:30 PM 11:30 PM 9.0 9.0 2:30 PM 11:30 PM 9.0 9.0 2:30 PM 11:30 PM 9.0 9.0 12:30 PM 9:30 PM 9.0 9.045.00 3 Dispatcher 3333333333333333333Road Supervisor 1 7:30 AM 4:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 OFF OFF 0.0 OFF OFF 0.045.00 4 Road Supervisor 1444444444444444444Road Supervisor 2 12:30 PM 9:30 PM 9.0 9.0 1:30 PM 10:30 PM 9.0 9.0 1:30 PM 10:30 PM 9.0 9.0 OFF OFF 0.0 OFF OFF 0.0 5:30 AM 2:30 PM 9.0 9.0 7:30 AM 4:30 PM 9.0 9.045.00 4 Road Supervisor 2Road Supervisor 3 OFF OFF 0.0 2:30 PM 11:30 PM 9.0 9.0 2:30 PM 11:30 PM 9.0 9.0 1:30 PM 10:30 PM 9.0 9.0 1:30 PM 10:30 PM 9.0 9.0 1:30 PM 10:30 PM 9.09.0OFFOFF 0.045.00 4 Road Supervisor 3444444444444444444Road Supervisor 4 OFF OFF 0.0 OFF OFF 0.0 OFF OFF 0.0 2:30 PM 11:30 PM 9.0 9.0 2:30 PM 11:30 PM 9.0 9.0 2:30 PM 11:30 PM 9.0 9.0 12:30 PM 9:30 PM 9.0 9.036.00 4 Road Supervisor 4444444444444444444Mechanic 1 OFF OFF 0.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 5:30 AM 2:30 PM 9.0 9.0 OFF OFF 0.045.00 6 Mechanic 1666666666666666666Mechanic 2 OFF OFF 0.0 2:00 PM 11:00 PM 9.0 9.0 2:00 PM 11:00 PM 9.0 9.0 2:00 PM 11:00 PM 9.0 9.0 2:00 PM 11:00 PM 9.0 9.0 2:00 PM 11:00 PM 9.0 9.0 OFFOFF 0.045.00 6 Mechanic 2666666666666666666Mechanic 3 7:00 AM 4:00 PM 9.0 9.0 8:00 AM 5:00 PM 9.0 9.0 8:00 AM 5:00 PM 9.0 9.0 8:00 AM 5:00 PM 9.0 9.0 OFF OFF 9.0 9.0 OFF OFF 0.0 7:00 AM 4:00 PM 9.09.054.00 6 Mechanic 3666666666666666666Mechanic 4 12:00 PM 9:00 PM 9.0 9.0 3:00 PM 12:00 AM 9.0 9.0 3:00 PM 12:00 AM 9.0 9.0 3:00 PM 12:00 AM 9.0 9.0 OFF OFF 9.0 9.0 OFF OFF 0.0 12:00 PM 9:00 PM 9.0 9.054.00 6 Mechanic 4Utility Worker OFF OFF 0.0 9:00 AM 6:00 PM 9.0 9.0 6:00 AM 3:00 PM 9.0 9.0 6:00 AM 3:00 PM 9.0 9.0 6:00 AM 3:00 PM 9.0 9.0 6:00 AM 3:00 PM 9.0 9.0 OFF OFF 0.045.00 6 Utility WorkerFueler OFF OFF 0.0 4:00 PM 1:00 AM 9.0 9.0 4:00 PM 1:00 AM 9.0 9.0 4:00 PM 1:00 AM 9.0 9.0 4:00 PM 1:00 AM 9.0 9.0 4:00 PM 1:00 AM 9.0 9.0 OFF OFF 0.045.00 6FuelerEnd of schedule End of schedule End of schedule End of schedule End of schedule End of schedule End of scheduleSchedule Represents a Typical WednesdayPositionSundayThursdayWednesdayTuesdayMondayFriday SaturdayNo Split ShiftNo Split ShiftNo Split ShiftNo Split ShiftNo Split ShiftNo Split ShiftNo Split ShiftPage 305 of 370
SundayMonday Tuesday WednesdayThursday Friday SaturdayGeneral ManagerOFF 08:00 - 17:00 08:00 - 17:00 08:00 - 17:00 08:00 - 17:00 08:00 - 17:00 OFFOperations ManagerOFF 05:30 - 14:30 10:00 - 19:00 10:00 - 19:00 10:00 - 19:00 10:00 - 19:00 OFFSafety and Training ManagerOFF OFF 05:30 - 14:30 05:30 - 14:30 05:30 - 14:30 05:30 - 14:30 05:00 - 14:00Maintenence Manager07:00 - 16:00 07:00 - 16:00 07:00 - 16:00 07:00 - 16:00 07:00 - 16:00 OFF OFFAccounting Coordinator OFF 10:00 - 19:00 10:00 - 19:00 10:00 - 19:00 10:00 - 19:00 10:00 - 19:00 OFF000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00Dispatcher 107:30 - 16:30 05:30 - 14:30 05:30 - 14:30 05:30 - 14:30 05:30 - 14:30 OFF OFFDispatcher 212:30 - 21:30 14:30 - 23:30 14:30 - 23:30 OFF OFF 05:00 - 14:00 07:30 - 16:30Dispatcher 3OFF OFF 11:30 - 20:30 14:30 - 23:30 14:30 - 23:30 14:30 - 23:30 12:30 - 21:30000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00Road Supervisor 107:30 - 16:30 05:30 - 14:30 05:30 - 14:30 05:30 - 14:30 05:30 - 14:30 OFF OFFRoad Supervisor 212:30 - 21:30 13:30 - 22:30 13:30 - 22:30 OFF OFF 05:30 - 14:30 07:30 - 16:30Road Supervisor 3OFF 14:30 - 23:30 14:30 - 23:30 13:30 - 22:30 13:30 - 22:30 13:30 - 22:30 OFFRoad Supervisor 4OFF OFF OFF 14:30 - 23:30 14:30 - 23:30 14:30 - 23:30 12:30 - 21:30000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00Mechanic 1OFF 05:30 - 14:30 05:30 - 14:30 05:30 - 14:30 05:30 - 14:30 05:30 - 14:30 OFFMechanic 2OFF 14:00 - 23:00 14:00 - 23:00 14:00 - 23:00 14:00 - 23:00 14:00 - 23:00 OFFMechanic 307:00 - 16:00 08:00 - 17:00 08:00 - 17:00 08:00 - 17:00 OFF OFF 07:00 - 16:00Mechanic 412:00 - 21:00 15:00 - 00:00 15:00 - 00:00 15:00 - 00:00 OFF OFF 12:00 - 21:00Utility WorkerOFF 09:00 - 18:00 06:00 - 15:00 06:00 - 15:00 06:00 - 15:00 06:00 - 15:00 OFFFuelerOFF 16:00 - 01:00 16:00 - 01:00 16:00 - 01:00 16:00 - 01:00 16:00 - 01:00 OFF0End of schedule - 00:00End of schedule -00:00End of schedule -00:00End of schedule -00:00End of schedule -00:00End of schedule -00:00End of schedule -00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00000:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00 00:00 - 00:00Functional SchedulePage 306 of 370
Main Office: 1430 East Holt Avenue • Covina, CA 91724 • PHONE (626) 350-9860 • FAX (626) 448-0986
Regional Office: 300 Shadow Lane • Las Vegas, NV 89106 • PHONE (702) 385-0995 • FAX (702) 385-4410
Regional Office: 204 N. Broadway • Santa Maria, CA 93454 • PHONE (805) 922-7875 • FAX (805) 922-6885
www.local986.org
March 11, 2026
To Whom it May Concern:
My name is Cliff Reynolds, Business Coordinator at Teamsters Local Union No. 986. Our Local
currently represents bus drivers, road supervisors, and dispatchers in Southern California.
The Teamsters and I have successfully worked with MV Transportation's labor and HR team on
issues affecting our members within our jurisdiction. We value safety and service, and trust MV
shares these priorities. Teamsters Local Union No. 986 fully supports MV Transportation in the
San Luis Obispo Fixed Route Service procurement process should they be recommended by the
City.
We look forward to working with the MV Team again.
Sincerely,
Cliff Reynolds
Business Coordinator
Teamsters Local Union No. 986
Cc: FILE
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