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Coach USA Technical Proposal_SLO_Final_Ready to produce
Submitted to: Alex Fuchs, Mobility Services Business Manager Department of Finance 990 Palm Street San Luis Obispo, CA 93401 Submitted by: Newel Scoon, Vice President of US Operations Coach USA 160 S. Route 17 N Paramus, NJ 07652 Email: newel.scoon@coachusa.com Proposal for Transit Operation and Maintenance Services City of San Luis Obispo, California Due: February 20, 2026, 3:00 PM Connecting our passengers to the people and places that matter. Address 160 S. Route 17 N Paramus, NJ 07652 www.coachusa.com February 18, 2026 Alex Fuchs Mobility Services Business Manager Department of Finance 990 Palm Street San Luis Obispo, CA 93401 Email: afuchs@slocity.org Dear Alex Fuchs: Coach USA is pleased to submit its proposal for Transit Operations and Maintenance Services for San Luis Obispo Transit (SLO Transit). With extensive experience operating fixed-route services across the country, Coach USA is well-positioned to deliver an efficient solution that fully aligns with the City's vision for these services. Our service plan is defined as The Coach USA Difference. We recognize the City’s commitment to safety, equity, and innovation, and we are prepared to partner closely with San Luis Obispo to deliver a modern, resilient, and community-centered transit system that meets the needs of today’s riders while preparing for tomorrow’s challenges. Our proposal brings the full strength of Coach USA’s national expertise combined with dedicated local leadership, robust staffing strategies, and a proven maintenance program focused on safety, vehicle reliability, and operational excellence. With comprehensive investments in workforce development, proactive safety initiatives, and hands-on executive oversight, we will ensure consistent, high-quality service delivery and a smooth transition from day one. We are committed to building a strong partnership with the City, supporting operators and staff, and maintaining clear, transparent communication with all stakeholders. I am your primary contact, and my information is below: Newel Scoon, Vice President of US Operations 160 S. Route 17 N Paramus, NJ 07652 Phone: (201) 787-3262 Email: Newel.scoon@coachusa.com Page | 3 We hereby request that the reference information included in Section 3 and on the Reference Form, the Benefits information found in Section 28, and the financial statements in Appendix B be considered CONFIDENTIAL. We truly appreciate the opportunity to share our experience and look forward to supporting the continued success of the SLO Transit services. Please feel free to reach out if you need anything or if we can provide additional information. Sincerely, Newel Scoon Vice President of US Operations Page | 1 TABLE OF CONTENTS TABLE OF CONTENTS ........................................................................................................................................... 1 EXECUTIVE SUMMARY ........................................................................................................................................ 4 OUR STRENGTH LIES IN OUR PEOPLE. ........................................................................................................................ 5 CONNECTIONS WITH OTHER LOCAL AND REGIONAL SERVICES WILL OFFER MANY MOBILITY OPTIONS. ...................................... 6 THE LATEST TECHNOLOGY SUPPORTS OUR APPROACH TO SERVICE DELIVERY EXCELLENCE. .................................................... 6 PUBLIC ENGAGEMENT AND COMMUNICATION WILL HELP SLO TRANSIT GROW.................................................................. 7 OUR APPROACH TO A SUCCESSFUL CONTRACT TRANSITION STARTS WITH BUILDING A TRUE PARTNERSHIP. .............................. 7 OUR COMMITMENT TO SAFETY AND RELIABILITY IS UNMATCHED. ................................................................................... 8 OUR PROMISE TO THE CITY OF SAN LUIS OBISPO… ..................................................................................................... 8 G-1 SUBMITTAL FORMS ...................................................................................................................................... 9 1. FEDERAL PROPOSAL AND CONTRACT CERTIFICATIONS ........................................................................................... 9 2. COST PROPOSAL FORMS ................................................................................................................................. 9 3. REFERENCES ............................................................................................................................................ 9 4. STATEMENT OF PAST CONTRACT DISQUALIFICATIONS ......................................................................................... 11 G-2 EXPERIENCE AND QUALIFICATIONS ............................................................................................................. 12 5. EXPERIENCE OF THE FIRM.............................................................................................................................. 12 6. TERMINATION OF CONTRACTS ....................................................................................................................... 13 7. FINANCIAL STATEMENTS ............................................................................................................................... 14 8. DBE CERTIFICATIONS ................................................................................................................................... 14 9. ADDITIONAL RESOURCES .............................................................................................................................. 14 10. CONTACT .......................................................................................................................................... 16 G-3 OPERATIONAL APPROACH .......................................................................................................................... 17 11. START-UP AND TRANSITION PLAN .................................................................................................................. 17 12. MANAGEMENT AND OPERATIONS PLAN .......................................................................................................... 22 13. SCHEDULING, DISPATCHING, AND CUSTOMER SERVICE ....................................................................................... 29 14. PROGRAM TO ADDRESS DRIVER “NO SHOWS”, ABSENTEEISM, VACATION, AND TURNOVER ...................................... 31 Page | 2 15. MONITORING QUALITY OF SERVICE................................................................................................................. 32 16. ADDITIONAL TECHNOLOGY ............................................................................................................................ 35 G.4 MAINTENANCE ........................................................................................................................................... 38 17. FACILITY MAINTENANCE PROGRAM ................................................................................................................ 38 18. PREVENTIVE MAINTENANCE AND INSPECTION PROGRAM .................................................................................... 38 19. RATINGS FROM LAW ENFORCEMENT OR OTHER REGULATORY AGENCIES ............................................................... 49 20. IMPROPER MAINTENANCE ............................................................................................................................ 49 21. INSURANCE STATEMENT ............................................................................................................................... 49 G.5 SAFETY AND TRAINING ............................................................................................................................... 50 22. STAFF TRAINING PROGRAM ........................................................................................................................... 50 23. OVERALL SAFETY RECORD ............................................................................................................................. 57 24. SAFETY RECORD FOR SIMILAR CONTRACTS ....................................................................................................... 64 G.6 PERSONNEL ................................................................................................................................................ 65 25. RESUMES .......................................................................................................................................... 65 26. ORGANIZATION CHART ................................................................................................................................. 67 27. PROPOSED WAGE SCALES ............................................................................................................................. 69 28. FRINGE BENEFITS PACKAGE ........................................................................................................................... 70 29. HIRING AND RETENTION STRATEGY ................................................................................................................. 71 30. UNIONIZED WORKERS .................................................................................................................................. 73 31. UNDERSTANDING AND COMPLIANCE WITH PROVISIONS OF CALIFORNIA LABOR CODE SECTIONS 1070-1074 ............... 73 G.7 REPORTING ................................................................................................................................................ 75 32. REPORT EXAMPLES ...................................................................................................................................... 75 33. NTD DATA AND FTA REQUIREMENTS ............................................................................................................. 75 34. ACCIDENT/INCIDENT REPORTING ................................................................................................................... 75 APPENDIX A: AUDITOR SUPPORT LETTER ..................................................................................................... 77 APPENDIX B: UNAUDITED FINANCIAL STATEMENETS ........................................................................................ 79 APPENDIX C: BANK SUPPORT LETTER .......................................................................................................... 83 APPENDIX D: INSURANCE CERTIFICATES ...................................................................................................... 85 Page | 3 APPENDIX E: RESUMES ............................................................................................................................... 89 APPENDIX F: REPORT SAMPLES ................................................................................................................... 96 Page | 4 EXECUTIVE SUMMARY The RFP for Transit Operations and Maintenance for the San Luis Obispo Transit (SLO Transit) program represents an opportunity for the City to move forward with a partner that can bring a fresh perspective, energy, and solutions. Coach USA brings together the strength of a national transportation leader with the personalized service of a trusted local provider. We are uniquely positioned to address the City's needs with focused support at the local and national levels. This contract would not be just one of more than a hundred, as it is for many of our competitors. Coach USA has the bandwidth to treat the City of San Luis Obispo as a premier client, with first-class service. Our proposed solution for the SLO Transit services is built on a foundation of excellence, driven by these key elements: Page | 5 Exhibit 1: The Coach USA Difference Solution for SLO Transit Our strength lies in our people. Leadership is key to our success. Coach USA understands the City’s desire for operational excellence. We have assembled a team of seasoned transportation experts to ensure that the City’s standards are met or exceeded throughout the contract. We have selected a General Manager with more than a decade of experience in similar services. Jared Hall most recently served as the General Manager for operations in Petaluma, California, which closely mirrors the operating and hiring environment of San Luis Obispo. Our leadership team, including General Manager Jared Hall and Vice President of US Operations Newel Scoon, brings decades of experience and a hands-on approach to service delivery. We are available 24/7 to the City and operate with full transparency. Name and Title Years of Experience Newel Scoon, Vice President of US Operations 25 years of service with Coach USA Jared Hall, General Manager 18 years of transit leadership and planning experience Ken DeNeef, Operations/Safety Manager 14 years of experience in transportation, with 5 years of direct leadership of safety and operations Jorge Apodaca, Director of Maintenance 30 years of fleet maintenance experience with 26 years in maintenance management Page | 6 Attracting, hiring, and retaining the best employees adds to our strength. The hiring environment across the country has required companies to rethink traditional recruitment methods and incentives. We understand that we will need to recruit, hire, and retain the highest quality operators for this service. Our proposal includes highly competitive operator wages, with a starting rate aligned with the current Collective Bargaining Agreement. We have also included a significant retention bonus of $500 for each operator and maintenance technician who joins our company, and $250 for all fuelers and cleaners. We have also budgeted to continue all incentive payments currently reflected in the Collective Bargaining Agreement (CBA), including the senior operator bonus, and attendance and safety incentive payments. Coach USA’s recruitment and compensation strategy is purpose-built to ensure uninterrupted operator coverage, day in and day out. By actively sourcing talent both locally and from a broader regional pool, we are building a highly skilled, dependable, and resilient driving workforce. This proactive approach guarantees that we not only meet service demands but also exceed expectations in reliability and performance. To ensure our pool of vehicle operators continues to grow, we have recently partnered with ADP to enhance our operator staffing pipeline. We guarantee that our most seasoned and highest- quality operators are available for SLO Transit services, while continuing to hire and train recruits who can become safe, reliable operators in the future. We recognize that our staffing needs will likely increase as this contract progresses and our business continues to expand. We have made improvements in our recruitment and hiring practices and will ensure that our operations are fully staffed to meet the requirements of this contract. Connections with other local and regional services will offer many mobility options. Through our extensive Megabus network, Coach USA offers a unique benefit to the City by interlining with regional providers, such as American Star Tours, to connect San Luis Obispo to destinations like San Jose and Los Angeles. Whether you are a Cal Poly student, wanting to get to LA for the weekend, or a visitor to central California wanting to experience all that San Luis Obispo has to offer, the ability to connect to these services from SLO Transit provides an additional option for mobility on a regional and national level. The latest technology supports our approach to service delivery excellence. Coach USA has invested significant resources in developing and implementing the latest technology to support our operations. Every vehicle is equipped with Samsara camera technology, enabling us to The Coach USA Difference Coach USA will work directly with local colleges and universities, including Cal Poly, Cuesta College, and Laurus College, to offer an Ambassador Program that would provide job opportunities for students who would like to pursue a career in public transit. Page | 7 provide behavior-based training for our operators based on our actual observations of their driving. Additionally, we have recently invested in Optibus technology, enabling us to automate our scheduling and rostering processes. This advanced technology will allow us to offer the City greater scheduling efficiency and provide our operators with the best options for work-life balance. Public engagement and communication will help SLO Transit grow. Coach USA has successfully led hundreds of multimodal transportation marketing campaigns nationwide, delivering measurable results for systems of all sizes. For SLO Transit, we can combine this national expertise with on-the-ground local insight to support the City’s marketing plan and the growth of SLO Transit and its ridership. The tools and support that Coach USA can offer include: • Reviewing fare product usage to understand buying behavior • Identifying passenger pain points through website and app analytics • Gathering customer feedback through surveys and focus groups Our approach to a successful contract transition starts with building a true partnership. Coach USA has extensive experience mobilizing new contracts. We have developed a robust implementation plan, complete with milestone tracking, internal readiness reviews, and weekly coordination meetings with the City. Our change management and issue escalation protocols will ensure transparency, accountability, and timely problem-solving. Through consistent, competent planning and execution, and extensive corporate support, Coach USA can provide a seamless transition and uninterrupted service. As your partner, now and into the future, we have included the following support in our operating plan: • Continuous Service Delivery Monitoring: We will utilize the City-provided CAD/AVL system to monitor service continuously. We have developed expertise with these tools and can work with the new CAD/AVL provider to provide customized reports for the City. Our management team, including our dedicated Controller, will review these reports and compare them with operators' shift reports after each shift. This helps ensure the accuracy of the data provided to the City and that all contractual expectations are met. • Monthly Business Reviews: Local and corporate management will meet monthly with the City to discuss opportunities and challenges faced during the month, as well as set goals for future endeavors. This regular cadence of communication ensures we are responsive to the City’s needs and flexible enough to adjust our approach as needed. Page | 8 • Optibus Scheduling: Through our investment in Optibus technology, we can enhance the efficiency of our operations, reduce costs, and improve service quality. This tool allows us to streamline scheduling, rostering, and operational workflows. Our commitment to safety and reliability is unmatched. Coach USA’s safety and training programs ensure that every employee is equipped to deliver safe, courteous, and professional service. Our continuous improvement culture is reinforced by corporate oversight and daily safety communications. We recently launched our Pedestrian, Passenger, Bicyclist & Scooter Safety Campaign (P.B.S.S.), a program specifically dedicated to eliminating passenger and traffic fatalities and serious injuries involving our fleet. This innovative safety initiative has seen remarkable success in its first year. We have seen a 92.3% overall reduction in incidents since implementation. In a community like San Luis Obispo, where pedestrians and bicycles are very common, this program can enhance our safe operations and ensure that the students, citizens, and visitors in San Luis Obispo remain safe and secure on the public streets. Coach USA is not just a contractor, we are your strategic partner in delivering safe, efficient, and customer-focused transportation. Our Promise to the City of San Luis Obispo… We are proud of the solutions that we bring to the City of San Luis Obispo for the SLO Transit services. We will continue to strive for improvement and excellence, providing the safest, most passenger- focused, and highest-quality transportation possible for the residents and visitors of the City of San Luis Obispo. We will continue to implement new technologies to enhance our services, introduce safety initiatives that can improve our operations, and be a proactive and communicative partner to the City now and into the future. P.B.S.S. t-shirts encourage our passengers to ask about our important safety initiative! Page | 9 G-1 SUBMITTAL FORMS 1. Federal Proposal and Contract Certifications We have included the following required certifications on the pages following this section: a) Debarment and Suspension Certification b) Certification Regarding Lobbying Activities c) Disclosure of Lobbying Activities d) Drug-Free Workplace Certification e) Non-Collusion Affidavit f) Tax Liability Certification g) Workers’ Compensation Certification 2. Cost Proposal Forms The Cost Proposal Forms have been submitted in Excel format in accordance with the requirements of the RFP. 3. References We have provided references demonstrating our excellent operating experience below. We have also included the requested reference form at the end of this section. Reference 1: New Jersey Transit Client Contact: Paul Lopes, Acting Chief, Contracted Services 283-299 Market Street Newark, NJ 07102 Phone: (973) 491-8278 Email: plopes@njtransit.com Transportation Services: Middlesex County Local Service – New Jersey Transit Length of Contract and Contract Price: January 2021 – Present, Current contract not yet awarded Status of the Contract: Current Prime or Subcontractor: Prime Narrative Description: Fixed route operations for local services in Middlesex County, NJ. We have faced significant staffing challenges in this region. Through extensive recruiting initiatives and ongoing training for new operators, we are now fully staffed. As a result, over the past month, we have completed 95% of our trips, meeting NJ TRANSIT standards. We request that the information on this page be held CONFIDENTIAL. Page | 10 Reference 2: Maryland Transit Administration Client Contact: Derrick Lennon, MTA Commuter Bus Director Phone: (410) 856-4802 Email: DLennon1@mdot.maryland.gov Transportation Services: Routes 201, 203, 220, 230, 240, 250, 260, 310, and 320 Length of Contract and Contract Price: Various contracts since 2004, valued at approximately $56 million total contract value Status of the Contract: Current Prime or Subcontractor: Prime Narrative Description: Commuter services throughout Baltimore/Washington DC region, including service between BWI Airport and Gaithersburg, MD, and Annapolis, MD and Washington, DC. Coach USA has a long-standing relationship with the MTA in providing these and other similar services. Our typical daily performance for these routes is nearly 100% on-time performance. Reference 3: Baltimore County, Maryland Client Contact: D’Andrea Walker, Acting Director Phone: (410) 887-4120 Email: dwalker2@baltimorecountymd.gov Transportation Services: The Loop – Circulator Transit Service in Towson, MD Length of Contract and Contract Price: 2021 – 2024 with two (2), 2-year options, Est. $4M annual contract value Status of the Contract: Current Prime or Subcontractor: Prime Narrative Description: The Loop is a 12-bus circulator transit service operating in Towson, servicing universities, hospitals, and shopping centers. The Loop service operates Mon-Fri, 6am-12am and Saturday, 10am-12am. Coach USA implemented this service in 2021 and has seen significant success. Reference 4: Brooklyn Navy Yard Client Contact: George Velez Phone: (347) 307-7368 Email: Gvelez@bnydc.org Transportation Services: Brooklyn Navy Yard Shuttle Length of Contract and Contract Price: 2026 – 2029 (new contract term – current contract has been in place since 2021) with two (2) 1-year options, Est. $2.4M annual value Status of the Contract: Current Prime or Subcontractor: Prime Narrative Description: Service levels over the past 12 months have been consistently above the stated performance standards, with on-time performance rates above 95% each month. We request that the information on this page be held CONFIDENTIAL. Page | 11 4. Statement of Past Contract Disqualifications We have included the required statement on the pages following this Section. 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 Page 20 of 155 New Jersey Transit Paul Lopes, Acting Chief, Contracted Services (973) 491-8278 / plopes@njtransit.com 283-299 Market Street Newark, NJ 07102 Fixed route operations for local services in Middlesex County, NJ. We have faced significant staffing challenges in this region. Through extensive recruiting initiatives and ongoing training for new operators, we are now fully staffed. As a result, over the past months, we have seen significant improvement in on-time performance. Maryland Transit Administration Derrick Lennon, MTA Commuter Bus Director (410) 856-4802 / DLennon1@mdot.maryland.gov Commuter services throughout Baltimore/Washington DC region, including service between BWI Airport and Gaithersburg, MD, and Annapolis, MD and Washington DC. Coach USA has a long-standing relationship with the MTA in providing these and other similar services. Our typical daily performance for these routes is nearly 100% on-time performance. 6 St. Paul St. Baltimore, MD 21202-1614 1 year as Coach Bus Leasing, more than 100 years as Coach USA. CONFIDENTIAL 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 Page 21 of 155 Brooklyn Navy Yard 141 Flushing Avenue, Suite 801 Brooklyn, NY 11205 George Velez (347) 307-7368 / Gvelez@bnydc.org Shuttle service for businesses and visitors to the Brooklyn Navy Yard district. Service levels over the past 12 months have been consistently above the stated performance standards, with on-time performance rates above 95% each month. CONFIDENTIAL Page | 12 G-2 EXPERIENCE AND QUALIFICATIONS 5. Experience of the Firm Coach USA is one of North America's leading providers of ground transportation and mobility solutions, with operations in 10 locations throughout the United States and Canada and a fleet of over 1,100 vehicles. We are one of the largest privately owned, U.S.-based bus operators in the country. Coach USA’s affiliates and subsidiaries have offered passenger transportation solutions for over 100 years. Coach USA and its affiliate companies are trusted business partners providing specialized ground transportation solutions to government agencies, major corporations, airports, colleges, and universities. In today’s world, which has experienced immense change and insecurity over the past several years, we understand our role in helping to move us all forward is to promote and generate broader economic growth through job creation and access to safe, reliable, and affordable passenger transportation. Coach USA operates a wide variety of passenger transportation services, including: Exhibit 2: Coach USA Variety of Services Coach USA operates in several states across the US, including New Jersey, New York, Maryland, and Wisconsin, with previous depots located in Nevada and California. We operate over 35 million miles annually and have more than 1,700 employees nationwide. In Canada, we also own two operating companies, which operate around 200 vehicles in the Provinces of Quebec and Ontario under the Coach Canada brand. We provide services in the public and private sectors and have a wide-ranging understanding of the needs of public contracts. Coach USA partners with more than a dozen intercity transportation providers through our Megabus network. Since its launch in 2006, Megabus has served more than 50 million customers throughout more than 500 cities across the nation. Through these partnerships, Coach USA is able to provide one- stop ticketing for CalPoly students, faculty, and staff to locations from Seattle to San Diego. The Megabus team manages the digital ticketing and provides a bus tracking feature that is accessible to passengers and their families. Page | 13 Exhibit 3: Coach USA’s Megabus Partner Network (August 2025) Despite the variety of business operations, our core focus is our fixed route and commuter services. The City of San Luis Obispo will benefit from continued enhancements in operations and technology. Our experience, coupled with the vast resources of our parent company, makes Coach USA the first choice for delivering consistently excellent service to passengers across North America. 6. Termination of Contracts Coach Bus Leasing LLC and the Coach USA family of companies has not had a contract with a public transit operator terminated prior to the contract’s original expiration date since July 1, 2020. Page | 14 7. Financial Statements Coach USA was acquired on October 31, 2024, by The Renco Group. The restructured Coach business is largely divested of operations outside of the New York and New Jersey area. Our current operations include a core group of 10 operating companies, a dedicated bus refurbishment operation, and a technology platform. The Renco Group, founded in 1975, is a well-established family-owned private holding company that makes long-term investments in companies across a range of industries. The stability of a new and engaged owner with shared organizational goals, as our management team, will allow Coach USA to maximize the potential of our operations. As a new legal entity, we do not have any audited financial statements to provide, as noted by the support letter from our auditors, Crowe LLP, found in Appendix A. We have provided unaudited financial statements for our company in Appendix B, and we will provide our audited financials as soon as they are available. We have also attached a support letter from our bank, Wells Fargo, as evidence of our financial stability in Appendix C. A benefit of our newly restructured business is enhanced liquidity to support working capital and future investment needs, which is highlighted in the support letter provided by Wells Fargo. 8. DBE Certifications Neither Coach Bus Leasing LLC, nor any of the affiliated Coach USA companies, currently hold a Disadvantaged Business Enterprise (DBE) certification. We have not identified any subcontractors at this time. However, Coach USA is dedicated to promoting diversity throughout all aspects of our operations. We actively promote the participation of certified Disadvantaged Business Enterprises (DBEs), Minority and Women-Owned Businesses (M/WBEs), Small Business Enterprises (SBEs), and Service-Disabled Veteran Owned Businesses (SDVOBs) regardless of contractual mandates. Our goal is to foster economic inclusion, build capacity in underrepresented business communities, and strengthen the local transportation supply chain in the central California region. 9. Additional Resources Coach USA brings the full strength of a national transportation organization backed by deep operational expertise, advanced technology systems, and specialized support teams that extend far beyond the day- to-day requirements of the SLO Transit contract. These resources, available to the City at no cost or on an as-needed basis, are designed to enhance service quality, strengthen system performance, support workforce development, and ensure long-term operational resilience. As your partner, we will make these resources readily accessible to the City whenever their use can advance SLO Transit’s goals. One of the most significant resources Coach USA offers is our investment in modern operational technology. Through our partnership with Optibus, we provide access to advanced scheduling, run-cutting, and rostering tools that support efficient service planning and improved operator work-life balance. This enables the City to explore alternative service scenarios, evaluate headways, reduce deadhead, and improve system performance with far greater precision than traditional scheduling Page | 15 platforms. Optibus also supports long-term system planning, offering scenario modeling and data-driven insights that can help the City refine service levels, adjust seasonal demand, and prepare for future system growth. Although Optibus is a Coach USA investment, its benefits extend directly to SLO Transit, and the City will have full access to the scheduling improvements, scenario analyses, and efficiency gains generated by this platform. Additionally, Coach USA brings a comprehensive suite of marketing and rider engagement capabilities that can help SLO Transit strengthen community connections, promote system awareness, and support ridership growth. Drawing on our experience delivering multimodal transportation marketing nationwide, we can assist the City with analyzing fare product usage, understanding rider behavior through web and app analytics, designing targeted passenger surveys or focus groups, and supporting public outreach for service changes or safety initiatives. These resources ensure the City can pair robust operational improvements with thoughtful communication strategies that resonate with residents, students, workers, and visitors across San Luis Obispo. Coach USA also provides unique regional mobility benefits through our extensive Megabus network and partnerships with other intercity transportation providers. These partnerships enable seamless interlining that connects SLO Transit riders, particularly Cal Poly students and visitors, to destinations such as San Jose and Los Angeles. While these connections operate outside the local fixed-route system, they serve as meaningful extensions of the region’s transportation ecosystem. The City can leverage this access to promote sustainable intercity travel and expand mobility options for the community. Beyond technology and mobility enhancements, the City will also benefit from the depth and availability of Coach USA’s executive-level and subject-matter expertise. Senior leadership, including our Vice President of US Operations, fleet and maintenance leadership, safety executives, and human resources specialists, will be available to the City to assist with operational troubleshooting, safety planning, recruiting strategies, regulatory compliance, or other specialized needs. These resources ensure SLO Transit receives not only local management attention but also the institutional knowledge, nationwide perspectives, and real-time problem-solving capabilities of a major transportation organization. Coach USA’s corporate safety and training resources further bolster the support available to the City. Our nationally recognized programs—including behavior-based training supported by Samsara technology, daily safety messaging, and advanced curriculum such as LLLC defensive driving and Busing on the Lookout, can be made available for City-requested workshops, operator support sessions, or community safety initiatives. Our teams can also provide insights and guidance on safety campaigns, incident reduction strategies, and best practices drawn from comparable systems across the country. These resources reinforce our shared commitment to maintaining SLO Transit as a safe, reliable, and community-focused operation. Recruitment and workforce development are additional areas where Coach USA can contribute enhanced value. Through our partnership with ADP Solutions, we have expanded our operator and technician candidate pipelines and can apply these tools to support SLO Transit hiring efforts. Should the Page | 16 City request support for broader community workforce initiatives, such as partnerships with local colleges, job fairs, or transit career education, our human resources specialists can collaborate on strategies tailored to the San Luis Obispo labor market. Finally, the City will have access to our data analysis, reporting, and operational auditing capabilities, supported by the technology systems used across Coach USA locations. Whether assisting with CAD/AVL data reconciliation, supporting NTD reporting, or providing independent reviews of service quality, our operations, safety, and finance teams can offer additional insight, transparency, and accountability. These resources ensure continuous performance improvement and provide the City with a clear, accurate understanding of system operations. Together, these expanded resources represent Coach USA’s commitment to offering far more than contractually required services. They reflect our intention to function as a true partner—one that brings national capabilities, specialized expertise, and innovative tools to support the City of San Luis Obispo today and into the future. As mobility needs evolve, SLO Transit will have the full breadth of our organization behind it, ready to assist whenever our experience, technology, or personnel can help advance the City’s vision. 10. Contact The contact for this project is Senior Vice President of US Operations Newel Scoon. His contact information is included below: Newel Scoon, Vice President of US Operations 160 S. Route 17 N Paramus, NJ 07652 Phone: (201) 787-3262 Email: Newel.scoon@coachusa.com Page | 17 G-3 OPERATIONAL APPROACH 11. Start-Up and Transition Plan Transition Team General Manager Jared Hall will oversee all startup activities and serve as Coach USA’s mobilization manager for this project, and he will work in close coordination with Coach USA’s local SLO Transit management team. Together, this team will direct all elements of the transition. In addition, a combination of home office support and proposed local team members will be deployed early in the transition stages to ensure a smooth transition period. The table below represents the responsibilities of Coach USA’s transition team. Duties Team Member Project Management/ Oversight Jared Hall, General Manager Ken DeNeef, Operations/Safety Manager Newel Scoon, VP of US Operations Customer Relations/ Transit Committee Jared Hall, General Manager Operator Recruitment/ Training Jason Louis, Vice President of Safety Ken DeNeef, Operations/Safety Manager Security Planning and Assessment Ken DeNeef, Operations/Safety Manager Jason Louis, Vice President of Safety Fleet Transition-Maintenance, Equipment & Facility Jorge Apodaca, Maintenance Manager Dominic Manuele, Vice President of Maintenance and Engineering Budgeting & Finance Home Office Finance Staff Exhibit 4: Transition Team The team described above will be in place during the implementation period and will assist the Project Management team. We will provide the City with a complete contact sheet listing all members of the transition team. Transition from Previous Contractor A successful operation begins with a successful transition. We plan to have our transition team in place from the award date to ensure a seamless transition. To that end, we have developed a transition plan that enables us to follow a comprehensive approach, ensuring that we have considered all aspects of operations as we expand our operations in the region. Page | 18 Transition Vision The most crucial part of any transition is developing and communicating a clear vision and strategy for both the transition and the organization. Our culture at Coach USA begins with how we communicate with our employees, consultants, incumbent contractors, vendors, potential employees, and, above all, the City itself. Consistent communication about the safety, efficiency, and customer service of SLO Transit services is important as we work collaboratively to review current processes and identify opportunities for improvement. Coach USA enters into this contract with specific knowledge of the City's goals. In the months leading up to this procurement, we reviewed current operations and assessed our prior contract performance. We will work in partnership with the City throughout the transition process to further this knowledge base and dynamically adjust our methods and timeline as necessary. Transition Kick-off A smooth transition/start-up begins with establishing effective communications between the City and Coach USA at a kick-off meeting shortly after contract award. Coach USA will begin assembling resources for the contract immediately upon notice to proceed. We propose having our kick-off meeting during the week immediately following notice to proceed. Coach USA will clarify our proposed start-up plan during this meeting and allow the City to raise any questions and concerns. We will work with City staff to finalize the transition/start-up plan, identify key personnel and contact information, develop timelines for task completion, and clearly define roles and responsibilities. We will also establish a schedule for regular meetings to communicate progress, resolve issues, and address concerns throughout the transition/start-up period. Our goal for this meeting is to be “on the same page” regarding understanding and expectations. Transitioning Existing Employees and Recruiting New Employees Existing Employees Coach USA intends to work with the City to identify incumbent employees who have performed well to recognize their work and maintain consistency. The Coach USA Difference Beginning with the contract award, Coach USA will establish a cadence of standing labor-management meetings with Teamsters Local 986 representatives. These will take place weekly during the transition and monthly thereafter to review staffing, safety, scheduling, training, change management, and other topics that may arise over the course of the contract. Page | 19 We recognize that our operators are the most crucial resource. We also realize that many excellent, experienced operators currently work for the incumbent contractor. Retaining current operators enhances our ability to provide a seamless transition for passengers and ensures a knowledgeable, skilled workforce. However, we always prioritize the safety and security of our employees and passengers, and we will ensure that all incoming employees complete our full qualification process. Coach USA intends to hire the maximum number of existing incumbent operators who are interested and qualified to work for Coach USA. We will conduct job fairs to identify interested operators, hold orientation meetings to describe any new requirements, and offer qualified operators the right of first refusal for open positions. Operators who remain interested in employment with Coach USA will be required to complete an application and undergo a screening and background check process. Upon completion of drug and alcohol tests, MVR checks, and employment verification, qualified existing operators will be offered opportunities with Coach USA before being considered for external applications. For employees of the current provider, these opportunities will be contingent upon completing duties, including continued employment and attendance, with no unapproved absences. We will offer several orientation sessions outside work hours to minimize disruption to the current service provided through their existing employers. We will also work with the current provider to develop training schedules for existing employees that will not interfere with their work assignments. New Hires Coach USA is committed to rigorous hiring and training practices that ensure optimal alignment among our organization, our employees, and the clients we serve. These practices include clearly defined minimum qualifications for vehicle operators, comprehensive safety and training protocols, and careful consideration of personality and cultural fit. Our structured hiring approach is designed to instill confidence that every new team member will contribute to the safe and successful fulfillment of our contractual obligations. In partnership with ADP Solutions, our recruitment process is further strengthened through close collaboration with local management to ensure all applicant requirements are met and that pre-employment testing is thoroughly completed. We have described recruitment and hiring procedures in Section 29 of this proposal. We anticipate filling all operator positions two to three weeks before the scheduled start date to ensure adequate time for training, but not so much time that new operators find other employment while waiting for the service to begin. The Coach USA Difference To attract and retain as many of the incumbent staff as possible, Coach USA has built a retention bonus of $500 for operators and technicians! We are excited to bring as many of the qualified employees of the previous contractor as possible into the Coach USA family. Page | 20 Supporting Non-Union Employees As noted elsewhere in this proposal, we will support non-union employees of the previous contractor as well as union employees. Our policies for all employees, including those for employee conduct, safety, and advancement, will be consistent across all staff. We will hold routine staff meetings with all staff to provide updates to both union and non-union staff regarding operational performance, safety initiatives, and other relevant topics. Operational Planning Coach USA will provide a smooth transition from the previous service contractor. We have thoroughly examined all elements of this transition and are confident we have the resources in place to minimize the pitfalls that can affect such transitions. Coach USA has the experience, financial stability, performance record, and a team of committed professionals dedicated to this project. Implementation Timeline Coach USA is committed to a smooth, transparent, and on-time transition of the SLO Transit services. Our plan is designed to minimize disruption, maintain continuity, and ensure service quality from day one. We will implement a structured transition plan guided by the following principles: • Kickoff and Coordination: Immediately after contract award, we will initiate coordination with the City and the outgoing provider. This includes data access, fleet status review, and stakeholder engagement. • Staffing and Training: Recruitment will begin early to meet CDL and safety compliance requirements. Our onboarding plan includes route training, technology integration, and City- specific protocols. We anticipate a 60-day training and onboarding window. • Technology Integration: o Optibus will be used early in the transition to model service scenarios, integrate headways, and support schedule planning. o Samsara setup will occur in the first two months of the contract to support operator behavior monitoring, idling management, and fleet diagnostics. • Ongoing Communication: Weekly or biweekly status reports will be shared with the City from the date of contract award through launch. These updates will include progress benchmarks, issue resolutions, and action items that require City involvement. City Support To ensure a seamless transition, Coach USA will rely on timely coordination and support from the City in several critical areas. First, we appreciate the wealth of information already provided by the City regarding current services, wages and benefits, and the Collective Bargaining Agreement with current employees. We request continued access to current route maps, schedules, system data, facility Page | 21 layouts, fleet records, and technology specifications to support accurate planning and implementation. Second, we request the City’s assistance in facilitating introductions to key stakeholders, including the previous contractor, facility managers, current vendors, community partners, and emergency-response agencies, to ensure clear communication channels from day one. Third, timely approvals for facility access, security badges, IT permissions, and integration with City-provided systems such as CAD/AVL and fare technology will allow us to deploy staff, install equipment, and begin training without delay. Fourth, close coordination of messaging with operators, union representatives, and the public will support a smooth transition for the workforce and customers. In a spirit of true partnership with the City, we encourage open communication during the transition period and beyond—particularly for policy clarifications, contract interpretations, and operational decisions. With this support in place, Coach USA will be able to execute an efficient, transparent, and well-coordinated transition for the SLO Transit system. Risk Management and Mitigation Coach USA is committed to delivering safe, reliable, and efficient transit service. Our Risk Management Plan is designed to anticipate and mitigate risks to the SLO Transit operations. It reflects our deep industry experience and successful management of similar services nationwide. This plan aligns with the City's performance, compliance, and reporting expectations. The Risk Management Plan is built on a foundation of experience, data-driven strategies, and a safety- first culture. With a proven track record of delivering transit services nationwide, we are fully prepared to manage and mitigate risks associated with the SLO Transit service. Our focus on communication, accountability, and continuous improvement ensures that risks are addressed before they affect service delivery. Insurance Coach USA has procured and will maintain all insurance policies covering all operations until satisfactory completion of the work under the contract. Led by our VP of Risk and CFO, we continue to seek the most cost-effective insurance options for the business and our contract customers. Risk Identification Risks are categorized and assessed across multiple areas. Each category includes specific challenges, and the corresponding risk management responses Coach USA will apply: • Operational Risks: Risks such as service delays, missed trips, operator absenteeism, road closures, and adverse weather are addressed through proactive workforce scheduling, deployment of spare vehicles, dispatching, and real-time performance monitoring using technologies such as Samsara. Contingency routing and communication protocols are in place for emergency detours or extreme weather. • Safety and Security Risks: Vehicle collisions, onboard passenger incidents, or security threats are mitigated by a safety framework that includes pre- and post-trip inspections, operator behavior monitoring, dashboard cameras, onboard surveillance, and emergency Page | 22 communications systems. Our vehicles for SLO Transit will be equipped with 360-degree cameras, internal and external to the bus, as well as pedestrian, cyclist, and scooter prevention technology, reinforcing our commitment to PBSS. Our Safety-First policy is reinforced through regular training and field supervision. • Staffing Risks: Challenges in recruitment, training, or retention are addressed through a continuous recruitment process, comprehensive onboarding programs, union collaboration, competitive wages and benefits, and staff recognition initiatives. Cross-training and backup assignments strengthen staffing. • Fleet and Maintenance Risks: To reduce the likelihood of breakdowns or service-impacting maintenance issues, Coach USA follows a rigorous preventive maintenance schedule exceeding industry minimums. Maintenance is supported by certified technicians, 24/7 coverage, and OEM-compliant repairs. Our facilities are equipped for both light and heavy maintenance, and inventory controls ensure parts availability. We are also working on a predictive maintenance plan based on data outputs from oil changes and similar key maintenance cycles. Our buses are fitted with tire monitoring systems, measuring tire temperature and pressure, alerting the operator prior to a tire incident. We regularly monitor several KPI, including but not limited to Preventive Maintenance Compliance, Miles per Breakdown, and Cost per Mile. • Regulatory and Compliance Risks: Risks of non-compliance with ADA, FTA Drug and Alcohol regulations, City policies, and PTSB reporting are mitigated through a dedicated compliance team. Monthly audits, safety reviews, policy updates, and operator training ensure adherence to all applicable standards. • External Risks: Uncontrollable factors such as fuel market fluctuations, a public health crisis, or supply chain issues are addressed through fuel hedging strategies, health and safety protocols, alternative supplier arrangements, and access to national Coach USA resources for fleet or parts reallocation. Having successfully operated through COVID-19 we are well placed to navigate through significant issues. 12. Management and Operations Plan Understanding of Requirements The City of San Luis Obispo seeks a transit operations and maintenance partner capable of delivering safe, reliable, and customer-focused mobility services that meet the needs of its diverse community, including Cal Poly students, residents, workers, seniors, and visitors. Coach USA is uniquely positioned to serve as that partner. We combine the strength and stability of a national transportation leader with the responsiveness, accountability, and personalized attention of a dedicated local contractor. SLO Transit would not be “one of many” contracts—we intend to treat this system as a flagship operation backed by the full resources of our nationwide organization. Coach USA brings a leadership team with unmatched experience. General Manager Jared Hall brings 15 years of transit experience, including eight years in Petaluma, California. He is supported by the Vice Page | 23 President of U.S. Operations, Newel Scoon, as well as an experienced Operations/Safety Manager and Maintenance Manager. Reliable service begins with excellent people, and our commitment to employees drives operational stability. We offer competitive wages aligned with the current Collective Bargaining Agreement, a $500 retention bonus for operators and maintenance technicians, and enhanced recruitment strategies, including our new partnership with ADP. These initiatives have already reduced turnover across Coach USA by more than 30% in the past two years. Our approach ensures uninterrupted operator staffing and positions SLO Transit for sustainable workforce growth throughout the contract. Coach USA also brings advanced tools that will elevate service quality. Our fleet safety program uses Samsara behavior-based video coaching, resulting in significant reductions in preventable incidents systemwide. Our investment in Optibus will improve scheduling efficiency, enhance operator work-life balance, and enable seamless future service expansions. These technologies complement the City’s CAD/AVL and reporting systems, and we bring extensive operational expertise to them. We are committed to helping the City grow ridership through data-driven marketing, community engagement, and customer insight tools. With experience supporting dozens of multimodal marketing programs nationwide, we can provide sophisticated analysis of customer trends and support the City’s long-term transit development goals. Our transition plan ensures uninterrupted service beginning July 1, 2026. With robust milestone tracking, readiness reviews, coordinated onboarding, and hands-on leadership involvement, Coach USA will deliver a smooth, transparent, and fully compliant transition aligned with all City expectations. Coach USA is not simply proposing to operate SLO Transit—we are committing to a long-term strategic partnership built on safety, reliability, innovation, transparency, and genuine community support. We will deliver the highest-quality service possible for the people of San Luis Obispo—and we will continue investing in improvements that elevate SLO Transit now and into the future. Understanding of Services to Be Provided Coach USA’s understanding of the City’s expectations is grounded in a thorough review of the RFP, including Appendix A: Scope of Services, which outlines the Contractor’s responsibilities for service operations, maintenance, staffing, reporting, customer service, and regulatory compliance. Service Operations Requirements The City requires the Contractor to operate all SLO Transit fixed-route services, including eight routes, trippers, evening express, and trolley service, across a 23-square-mile service area and the Cal Poly campus. Services run from early morning to late evening, with seasonal variations in the schedule. Coach USA understands the criticality of: • On-time performance Page | 24 • Safe and courteous passenger care • Full dispatch operations and radio communication • Effective road supervision during all revenue hours • Managing detours, disruptions, and emergencies • Strict compliance with ADA operational requirements Our proposed management team has extensive fixed-route experience and will maintain continuous operational oversight with the highest levels of transparency and accountability. The Coach USA Difference - Service Planning Coach USA reviewed the Short Range Transit Plan for San Luis Obispo Transit. This plan provided extensive information on service growth and planning throughout this contract term. We understand that the City is seeking the best solutions to restore pre-pandemic service levels, while also recognizing some of the changes needed in the current system. Through our use of Optibus technology, as well as the expertise of our planning team, we have put together a schedule with the following scheduling assumptions: •B Routes added to weekend services •2A & 2B routes changed to 45-minute headways during the academic year •2A and 2B routes updated for the SLO Ranch development o This included adding stops and eliminating some from the current structure, using Optibus to recalculate the mileage and stop data, etc. •Highland Tripper added back from pre-pandemic levels •SLO High School Tripper added back from pre-pandemic levels •B services for all routes added to weekends From June 1, 2026, to May 31, 2027, we anticipate the following: Revenue Mileage: 394,189.56 miles Deadhead Mileage: 18,497.30 miles Peak Vehicle Requirement (PVR): 14 units Page | 25 Workforce Management and Staffing The RFP emphasizes the Contractor’s responsibility to provide, train, and retain a fully qualified workforce, including operators, dispatchers, mechanics, road supervisors, and management staff. Coach USA addresses this through: • Competitive wages aligned with the CBA • A $500 retention bonus for operators and maintenance technicians • A $250 retention bonus for fuelers and cleaners • Safety and performance incentives in line with the CBA • Enhanced sourcing through our ADP partnership • Access to national staffing support when needed • Proven retention strategies that have lowered turnover companywide This ensures SLO Transit will maintain full operator coverage and a stable workforce. Fleet and Maintenance Responsibilities The City provides a diverse fleet including diesel buses, battery-electric buses, a trolley, and specialty support vehicles. Coach USA will deliver: • Preventive maintenance and inspections that meet or exceed OEM, CHP, and FTA requirements • 24/7 fleet readiness • Maintenance of onboard technologies, including fareboxes, CAD/AVL, APCs, and cameras • Compliance with warranty procedures, detailed recordkeeping, and parts inventory management • Daily, weekly, and monthly vehicle cleaning standards • Electric bus charging coordination and care of charging infrastructure where required Our Maintenance Manager, supported by an ASE-certified team, will ensure that all vehicles remain safe, reliable, and ready for service. Video-based driver behavior analytics will further reduce vehicle damage and enhance safety. Facilities and Street Furnishings The City provides the Transit Center and Operations and Maintenance Facility, while Coach USA will be responsible for: • All janitorial services and general facility cleanliness • Maintaining bus bays, shop spaces, tools, and non-City equipment Page | 26 • Exterior cleaning and grounds upkeep • Managing stormwater compliance and spill mitigation • Cleaning and maintaining all 162 bus stops and associated amenities (shelters, benches, solar lighting) Coach USA’s facility maintenance program ensures that public-facing and operational environments remain safe, clean, and fully functional. Customer Service and Public Communication We understand the requirements regarding customer service and public communication to include: • Provide customer service during all revenue hours • Respond to and document complaints • Support City-led marketing and community engagement • Disseminate public information, including detours and service changes Coach USA can enhance these elements of the service through: • Nationally proven multimodal marketing experience • Localized customer insight tools (surveys, app/web analytics, fare product analysis) • Training that reinforces courtesy, professionalism, and community stewardship These capabilities help build trust, transparency, and ridership growth. Safety and Training Safety is a core requirement of this contract and lies at the heart of everything Coach USA does. The City requires that we maintain a formal training program, covering classroom, behind-the-wheel, safety, ADA, emergency procedures, and retraining for preventable incidents. We must also provide a comprehensive safety program with robust accident reporting and maintain compliance with all local, state, and Federal safety regulations. Coach USA exceeds these requirements through our Destination Zero safety program, which includes our successful Pedestrian, Passenger, Bicyclist, and Scooter Safety (P.B.S.S.) Program, daily safety messages, and performance monitoring, video-based coaching powered by Samsara, and a proactive safety culture centered on preventing incidents before they occur. Reporting, Compliance & Data Accuracy Coach USA understands the requirements for daily, weekly, and monthly reporting, including: • Missed trips • Road calls Page | 27 • Schedule adherence • AVL/CAD data • NTD reporting • Maintenance metrics • Incident documentation • Farebox reconciliation • Complaints and resolutions Coach USA’s standard reporting process ensures: • Data accuracy through CAD/AVL cross-checks • Timely submissions • Complete compliance with all City and FTA requirements • Transparent performance monitoring through monthly business reviews Transition Planning & Startup Readiness The expected contract award is April 7, 2026, with service beginning July 1, 2026. Coach USA must deliver a seamless transition without service disruptions. Coach USA’s mobilization plan includes: • Formalized milestone tracking • Weekly meetings with City staff • Technology commissioning (Optibus, CAD/AVL integration support) • Workforce onboarding and training • Vehicle and facility readiness inspections • Clear escalation and communication protocols This ensures all systems, personnel, and operational processes are ready well before service launch. Conclusion Coach USA’s comprehensive understanding of the City’s operational, safety, maintenance, reporting, and workforce requirements—combined with the strength of our team, commitment to innovation, and dedication to partnership—positions us to deliver exceptional transit service for the City of San Luis Obispo. Our proposal not only satisfies every requirement of the RFP but enhances the City’s vision through proven strategies, advanced technologies, and a deep commitment to safety and community service. Page | 28 Quality and Performance Measures Daily Operations Oversight Program Coach USA maintains a rigorous daily operations oversight structure to ensure safe, reliable, and high- quality transportation services. Our approach emphasizes collaboration with the City, adherence to defined Performance Measures, and continuous quality improvement. Monitoring Operator Performance Ensuring an operator is fit for duty, with the knowledge necessary to succeed, and the confidence to make decisions that benefit passengers is something Coach USA takes very seriously. All dispatchers and supervisors are authorized to withhold driving assignments if they believe an operator is unfit or unable to operate the service safely. If it is necessary to take this action, the general manager, assistant general manager, and director of safety are the only individuals authorized to release an operator back to service. They will only do so when confident that the operator is fit for duty. When appropriate, this may require drug testing or a written release from a licensed physician. Coach USA operational staff will monitor operators' activities to ensure compliance with all operational rules. We will use a combination of CAD/AVL monitoring, observation, and direct contact to determine whether operators comply with the expectations of the City and Coach USA. We take a systematic approach to ensure optimal performance in contract operations. Operator reports, supervisor procedures, pre-trip inspections, pull-out procedures, field supervision, efficient dispatch, and operator policies and training impact operational performance. We develop and cultivate a motivated and proud workforce that is a credit to our systems. Among the supervisors’ most important roles are working with operators to ensure that they depart and arrive on time and helping them get back on schedule when they fall behind. All equipment or schedule adjustments will be coordinated with dispatch to ensure optimal on-street performance. All management and supervisory staff members will be cross-trained in dispatch, scheduling, field observations, accident and incident response, and radio procedures to provide our operators with the best possible support. KPI Monitoring Our Quality Assurance Program requires ongoing review of our performance metrics to measure progress and set goals and objectives. Our information systems provide managers and supervisors with near-real-time, detailed KPIs for their locations at their fingertips. The established goals and objectives are ingrained in our culture, ensuring our staff understands that their contributions are integral to successfully managing our SLO Transit services operations. The data captured is reviewed by several levels of our organization, including: • Our local management team monitors KPI data daily and reviews trends and problem areas to improve service quality proactively. Page | 29 • The Vice President of US Operations, Newel Scoon, reviews all locations weekly and communicates with managers, provides support, and reviews trends to ensure early intervention when needed. • We share our performance goals and achievements with our employees to emphasize their roles in achieving high levels of service quality. Performance review measures that are tracked and reported include safety, accidents, incidents, idling, missed trips, complaints, mechanical road failures, and operator turnover to ensure a continuous quality control process. Field Supervision To ensure safe and professional conduct, our supervisory team is cross-trained across dispatch, field operations, incident response, and customer service. Field supervisors are deployed during all service hours with fully equipped vehicles (dashcams, radios, accident kits) and conduct scheduled and random ride checks. Operators are regularly assessed through: • Monitoring of the Swiftly CAD/AVL system • Road supervision and unannounced ride-alongs • Daily pre- and post-trip inspections • Performance coaching and corrective counseling • Use of telematics for real-time feedback 13. Scheduling, Dispatching, and Customer Service Operator Scheduling Scheduling Philosophy Our management team will set up a run bid at least twice a year and will be proactive in developing methods to improve effectiveness and maximize service efficiency. This run bid will be designed with input from the employees. Coach USA will work with the City to ensure that all runs are entered into the Optibus system. Our approach to run-cutting is unique in that we believe this is a collaborative process that involves our employees, associated Union(s), and the City. Our approach includes the following goals: • Decreasing Deadhead: Appropriate run-cutting allows for adequate staffing while also increasing the efficiency of the service operation. • Maximizing Ridership: Ensuring the proper levels of staff helps to ensure that passengers feel comfortable with their schedules. Good run-cutting can drive better on-time performance for the overall system, thus increasing the system’s reliability and increasing ridership. Page | 30 • Adequate Extraboard Operators: Use of part-time operators to cover peak periods can help to ensure that staffing levels remain consistent. Optibus Scheduling Platform Coach USA has recently partnered with Optibus to offer our clients enhanced route optimization and scheduling efficiency. Coach USA can use Optibus to support SLO Transit's productivity and efficiency goals by creating optimized, Teamsters Local 986-compliant schedules, building predictable, desirable operator schedules, and reducing the manual complexity of fixed-route scheduling. The Optibus platform is a cloud-native software solution tailored to the complexities of public transit. Utilizing cutting-edge artificial intelligence (AI) and advanced optimization algorithms, the platform streamlines planning, scheduling, rostering, and operational processes, driving efficiency and value for agencies and operators. With an open-data architecture and powerful APIs, Optibus integrates seamlessly with other transit technologies, providing a robust, future-ready foundation for public transportation systems worldwide. Optibus offers an end-to-end fixed route scheduling solution made up of four core components: Planning, Scheduling, Rostering, and Operations Modules. • Strategic Planning: Consists of a set of easy-to-use visual tools that can support SLO Transit as you plan, analyze, and edit routes, stops, and timetables quickly. • Operational Planning: Enables the rapid creation of vehicle and crew schedules based on ATU 128’s unique rules and preferences. It is possible to express virtually any preference or constraint, enabling quick, easy scenario planning. • Rostering: Allows users to build a weekly roster in minutes, optimized for customizable work rules and preferences to support driver retention and satisfaction. • Operations: Gives dispatchers visibility into daily and long-term operator and vehicle schedules, enabling management of driver sign-on and -off, ad-hoc shift-filling or swaps, and long-term absences. Dispatching Daily operations are monitored and managed using a fully integrated Intelligent Transportation System (ITS), which supports real-time visibility into fleet performance, ridership levels, schedule adherence, and operator conduct. Key components of our oversight include: • Operator Preparedness: Operators are briefed daily with safety messages, complete regular refresher trainings, and are provided with policies regarding safety, attendance, customer service, and appearance standards. • Incident Response: Any issues encountered on the road, operational or safety-related, are escalated immediately to road supervisors or dispatchers, ensuring swift resolution. Operators Page | 31 complete incident reports via mobile platforms and are retrained as needed to ensure ongoing compliance. • Use of Onboard Technology: Operators use GPS and real-time dispatch tools to support operational accuracy. Supervisors monitor performance via a combination of unannounced observations, GPS/AVL analytics, and in-person field checks. • Corrective Oversight: Operators whose performance does not meet required standards are subject to targeted retraining and follow-up observation in alignment with our safety management program. Customer Service Coach USA will implement a formal complaint-tracking and resolution system that ensures all customer interactions are documented, addressed, and reported in full alignment with City performance standards. All complaints, commendations, and general inquiries will be logged using a permanent customer comment form and maintained within a centralized, searchable system. Every inquiry or complaint will receive a follow-up response within 24 hours, as required by the performance measures. Complaints will be resolved or closed within five (5) business days. Any complaints received through the City will be prioritized and addressed promptly. Complaints that exceed the thresholds will be flagged and forwarded to the City for review. Coach USA’s performance goal is to have all customer inquiries and complaints resolved in accordance with the performance measures. Complaints and commendations will be categorized separately from general inquiries and used to inform service quality and continuous improvement initiatives. The Customer Service team will use Zoho Desk, a ticketing platform, as a centralized hub to capture, respond to, and track customer issues, concerns, or complaints across multiple channels. Incoming emails are converted into tickets, while agents create tickets on behalf of customers who contact them in person or by phone. The tickets are assigned to the appropriate teams based on strict SLA rules to ensure timely resolution. Supervisors gain visibility through real-time dashboards, performance metrics, and customizable reports that highlight trends and service quality. For our clients, secure, role-based access can be granted through Zoho Desk’s light-agent or external user permissions, or via a shared portal, allowing the City to view ticket statuses, monitor progress in real time, and contribute updates without accessing sensitive internal data. 14. Program to Address Driver “No Shows”, Absenteeism, Vacation, and Turnover Coach USA is fully prepared to maintain the staffing levels required to operate and support the SLO Transit service reliably and in full compliance with the City’s expectations. With decades of experience Page | 32 operating fixed-route transit and commuter coach services across the country, we have developed proven workforce planning strategies to always ensure adequate coverage. Upon contract award, Coach USA will finalize and submit a comprehensive Staffing Plan. This plan will identify all positions necessary to support SLO Transit operations, including operators, dispatchers, road supervisors, maintenance technicians, customer service representatives, and administrative support staff. Staffing assignments will be aligned with the complete service schedule, vehicle deployment needs, and performance standards outlined in the RFP. To maintain consistent coverage, we will draw first from the existing workforce of experienced, licensed operators currently operating the service. We will also actively recruit and retain qualified personnel through community engagement, partnerships with training institutions, referral programs, and competitive compensation packages. We maintain a pipeline of pre-screened and DOT-compliant candidates to support workforce scalability, including seasonal and contingency staffing. All new hires undergo a robust onboarding and training program that includes SLO Transit-specific policies, ADA compliance, emergency procedures, and customer service training. To prevent service gaps, replacement operators and relief staff will be integrated into the scheduling system, and ongoing communication with road supervisors will enable real-time adjustments as needed. Cross-training of select team members will also ensure service continuity during high-demand periods or unforeseen absences. 15. Monitoring Quality of Service Quality Control and Business Reviews Coach USA supports ongoing performance improvement through: • Weekly KPI reviews at the local and regional level • Monthly reviews with the City to address challenges, highlight successes, and identify opportunities for service refinement • Preventive maintenance and safety audits, ensuring full compliance with all maintenance requirements for both the vehicles and the facility Safety Quality Assurance Nothing is more important than the safety of our operators, passengers, and the vehicles we use to operate our services. We have a variety of practices that enable us to improve the safety of our services, including: • Samsara Onboard Technology: Using Samsara’s latest AI Multicam, which provides 360° AI- powered risk detection, the Samsara system monitors and actively reduces operator habits that impact fuel consumption, including aggressive accelerating and braking. Although public transit helps reduce carbon emissions by reducing vehicle miles traveled, we take additional steps to reduce fuel consumption further, passing those savings on to our customers. Page | 33 • Daily Safety Messages: We send daily safety messages to all our employees via company-wide email and post them at every location. These messages are customized to address the most common concerns of the day, including public health, weather, and operating conditions. • Safety Audits and Facility Safety: Whether our facility is owned/leased by Coach USA or by our client, our maintenance and safety staff will conduct monthly safety audits of the facility to ensure that the building, equipment, and related elements are maintained according to all local, state, and federal regulations, as well Coach USA and City standards. • MVR Monitoring with SambaSafety: We utilize SambaSafety to provide continuous operator monitoring and on-demand driver abstracts on our operators. This enables us to minimize our risk of having unqualified operators on the road. Enforcement and Operator Development Our employee coaching model emphasizes positive reinforcement while ensuring accountability. Operators requiring improvement are enrolled in structured performance improvement plans. Where necessary, disciplinary steps are taken in accordance with labor agreements and industry best practices. Performance Measures Coach USA has carefully examined the SLO Transit Draft Performance Measures. We have developed a comprehensive operations plan that addresses each of the performance measures and metrics identified in that document. Performance Measure Metric Coach USA Solution Cleanliness Vehicle Cleanliness Zero vehicles pulled out of service for severe non-compliance with vehicle cleanliness standards Daily cleaning; operator reporting; on-site bus wash. Facility Cleanliness Satisfactory cleanliness of the Bus Operations and Maintenance Facility as deemed by the Transit Manager Daily inspections and cleaning; weekly cleaning. Facility Damage Zero facility damage Daily supervisor assessments; prompt issue resolution. Schedule Adherence Late Departure Leaving more than 5 minutes behind schedule Adequate staffing with extraboard; route optimization; strong maintenance program ensuring vehicle availability. Early Departure Leaving more than 1 minute ahead of schedule On-route operator training; regular monitoring by road supervisors. Off Route Operating on streets other than those designated on the route maps (excluding detours) On-route operator training; on-board directions. Page | 34 Performance Measure Metric Coach USA Solution Missed Run/Trip Zero failures to complete a run and/or trip on any route Optibus-based scheduling review; clear contract standards and staff training. Missed Stop(s) Zero missed stops On-route operator training; clear contract standards. Missed Passenger(s) Zero missed passengers On-route and classroom training. Failure to Operate Service Zero occurrences of contractor failure to operate transit service at all Compliance with all operating standards; General Manager with training on required services and standards. Performance On-Time Performance 95% of all buses providing service shall be on- time, with zero “HOT” buses Adequate staffing with extraboard; route optimization; strong maintenance program ensuring vehicle availability. Reporting CHP Rating 100% satisfactory ratings from CHP Dedicated maintenance manager with experience in California operations. Management Staff No manager position shall be vacant for more than 30 days Robust management recruiting plan and continuity of operations plan. Failure to report All service issues must be reported, including minor incidents and major incidents Training on reporting requirements. Timeliness All reports shall be submitted on-time Templates and schedule established during transition. Fare Reconciliation Contractor shall be responsible for lost revenue collected in fareboxes with the difference between the total and the GFI calculated being no greater than 0.5% Vaults and cashboxes only handled by supervisors in secured environment. Staff Performance Uniform Compliance 100% compliance with uniform/dress code Dispatcher/Supervisor gate check each morning to ensure readiness for service. Stop Announcement 100% stop announcement if the annunciator is not functional Training on ADA requirements for stop announcement. Preventable Accidents Zero preventable accidents Safety Committee reviews; targeted safety initiatives; monthly Safety Action Plan. Licensing All operators must be properly licensed and endorsed Dispatcher/Supervisor gate check each morning to ensure readiness for service; MVR checks annually or upon accident/incident. Page | 35 Performance Measure Metric Coach USA Solution City Policies 100% compliance with City policies Training on City policies; ongoing communication with City Transit Manager Loading Passengers Before Driver Swap Zero occurrences of failing to load a passenger before beginning operator swap during revenue service Training on appropriate operator swap procedures. Fare Evasion Zero allowance of riding without paying required fare Training on fare collection procedures; tracking of passenger counts reconciled with fares collected. FTA Drug & Alcohol Program Compliance Pass all FTA Audits of the FTA Drug and Alcohol Program Safety Director oversight of all DOT/FTA requirements CA Vehicle Code 100% compliance with the CA Vehicle Code Maintenance department knowledge of CA Vehicle Code. Maintenance Preventive Maintenance Schedule 100% compliance with PM schedule PMI scheduling in Fleet Focus; tracked by Maintenance Manager. Facility Maintenance Schedule 100% compliance with facility maintenance schedule Facility maintenance scheduled in Fleet Focus; tracking by Maintenance Manager. ADA Compliance All lifts shall be operative at all times vehicles are in service Pre/post-trip ADA equipment checks; PM inspections; comprehensive operator ADA training. Miles between Road Calls No less than 4,000 miles between road calls and chargeable service calls Timely PMIs; mechanic training; optimized maintenance staffing. Misuse of fuel Zero misuse of fuel for contractor vehicles or contractor staff’s vehicles Training on fueling procedures. 16. Additional Technology Saucon Telemetry Delivery System (TDS) The Saucon TDS solution supports a variety of GPS capabilities including graphical mapping, vehicle tracking, scheduling, arrival forecasting, and full operational reporting. Using this solution, Coach USA can view a map that automatically refreshes and displays all active vehicles, vehicle speed, location, and date and time of last report. The system is fully integrated for interface with Google Earth and all associated functionalities. The Saucon TDS solution can define geo-zone fencing definitions to identify specific stops, zones or locations, as needed. Using these definitions with the embedded route-drawing functionality provides the ability to clearly define all routes, stops, and specific locations of interest. Page | 36 The system also provides numerous services, feeds, and analytics that Coach USA can access through a secure web-based portal. This enables us to easily define rules, monitor vehicle performance, and report deviations using alerts and alarms. Saucon TDS also allows us to conduct remote vehicle diagnostics for engine performance, speed, route compliance, hard stops, excess idling, and erratic driving. When combined with the Saucon on-board video system, we can receive an alert when the vehicle is off its planned route, do a live look-in on the vehicle and operator, and immediately act. Samsara Driving Behavior Platform The Samsara system uses a set of cameras to monitor both the operator and the exterior of the buses. We use the CM34 dash cam model that records the road as well as the inside of the cab. The camera system recognizes operator behaviors, including speeding or distracted driving, and modifies their behavior by providing immediate feedback to the operator in the vehicle based on sensors on the bus. Across the industry, operators are often accused of bad driving habits or being at fault in traffic incidents. Samsara provides video evidence to clearly demonstrate two scenarios of the incident simultaneously. First, they provide a non-biased representation of the actual incident. Second, the cab-facing cameras provide footage of the operator immediately before the incident, proving that they were focused and not distracted. This system helps keep our accident claims and insurance premiums low, and we can pass those cost savings to our clients. Samsara addresses the root cause of poor safety and costly driving habits through the following steps: • Monitors aggressive driving maneuvers, including speeding, braking, and lane-handling (cornering and acceleration). • Provides real-time, in-vehicle feedback to the operator. • Operators self-correct while they drive, not after the fact in a training session. • Management reviews objective feedback and operator scores. • Transforms operator behaviors to increase safety and reduce fuel consumption. The Coach USA Difference We will be providing the most up -to- date technology from Samsara for this contract. Samsara’s latest AI Multicam provides 360° AI-powered risk detection. The system provides full- vehicle visibility with up to four HD video and audio feeds. Page | 37 Road Monitoring The front-facing camera is HD 1080p with a 121° lens angle, capturing 30 frames per second. The quality is clear enough to identify license plates in the recorded footage. The dash cams are installed to ensure fleet safety, as well as to provide video evidence after accidents or incidents. Video evidence is the best way to clear innocent operators if disputes arise concerning whether our operators were at fault after an accident. Footage is uploaded after the system detects a safety-related incident, triggered by an internal accelerometer. The accelerometer detects crashes and harsh driving, and authorized users can access or retrieve the footage. Coach USA can download and share the footage with police and insurance providers when necessary. Operator Monitoring The cab-facing camera is HD 720p with a 177° angle and includes an infrared LED for capturing video at night. The system recognizes high-risk behaviors, including drowsiness, cell phone use, sudden braking, harsh acceleration, following too closely, etc. If any of these behaviors are detected, the system will alert the operator in real time, encouraging immediate correction. Each operator will receive personalized coaching with video footage of their actual driving events. As the data and history grow, repeat offenders can be identified and coached to correct their behavior. Additionally, geographic locations with regular risky alerts can be identified, so all operators who travel through that location can be cautioned to take extra care. This location-specific data will be particularly helpful for training new operators of any specific hazards on a given route. In addition, Coach USA incentivizes our operators who perform well with the Samsara 30-Day Contest, drivers of the month, and bonuses. Samba Safety SambaSafety is an online tool that allows us to perform Motor Vehicle Record (MVR) checks on our operators on a continuous basis. This allows Coach USA to ensure that our operators are always qualified, and safe to operate our vehicles and transport our passengers. Page | 38 G.4 MAINTENANCE 17. Facility Maintenance Program Coach USA has a comprehensive building systems inspection plan consisting of inspection of all mechanical, electrical, electromechanical, hydraulic, and pneumatic systems permanently attached to the building or property. These items include, but are not limited to, heating, ventilation, and air conditioning, interior and exterior lighting, fire suppression equipment, overhead doors, plumbing fixtures, pumps, tanks and dispensers, air compressors, back-up generators, access control, locks, surveillance equipment, automatic gates, and bus wash system. Preventive Maintenance The director of maintenance will monitor all inspections. A technician will perform the scheduled inspections. This minor inspection consists primarily of visual checks. Daily inspections are assigned to specific maintenance personnel each week and performed by a different person, providing a more effective system for identifying problem areas and reducing the risk of defect conformity. In the event of a safety discrepancy, which may constitute a dangerous situation, the employee shall follow “lock out/tag out procedures” and notify the maintenance manager immediately. Weekly inspections are considered a minor PM inspection. Monthly, quarterly, and annual inspections would constitute a major PM inspection. The director of maintenance reviews all inspections and conducts a spot check of the equipment and/or vehicle for any possible discrepancies missed by the technician. All equipment maintenance is tracked in FleetFocus. 18. Preventive Maintenance and Inspection Program Vehicle Maintenance Plan All maintenance activities, including major repairs and warranty work, will be performed at our Coach USA facility. A robust vehicle maintenance program is always essential to a successful transportation operation. Keeping our fleet in optimal condition is crucial not just for the safety of SLO Transit passengers but also for the well-being of our employees. As the City’s trusted partner, we also aim to ensure punctual, seamless transportation services, made possible by well-maintained vehicles. At the heart of our maintenance program are skilled, qualified technicians. All Coach USA technicians are qualified to maintain all major systems, such as engines, transmissions, brakes, air conditioning, electrical, and more. We offer continuous training and certification opportunities to our technicians to ensure they have the most up-to-date knowledge about the maintenance and repair of the fleet used to carry out these services for the City, including vehicles provided by the City, regardless of fuel type. Page | 39 The maintenance department will be available 24 hours a day, seven days a week. In addition, our maintenance management team has mobile phones and is on call 24 hours a day. Coach USA’s maintenance department is prepared to provide maintenance services with state-of-the-art diagnostic and repair equipment to manage your fleet. Preventive Maintenance (PM) Program Outline and Philosophy Coach USA prides itself on our preventive maintenance program, which is vital to the City of San Luis Obispo’s SLO Transit operations. Our comprehensive PM program ensures the highest level of safety, maximizes the efficiency and reliability of the fleet, reduces labor parts and expenses, and extends the overall life of the fleet. Coach USA will follow the FTA’s and the City’s guidelines for Preventive Maintenance, ensuring all warranty reviews and inspections will be completed promptly. We pride ourselves on preventive maintenance to reduce downtime and service disruptions, and on tailoring procedures to the manufacturer's specifications to ensure proper service. Maintenance records are stored electronically in FleetFocus, a cloud-based fleet maintenance system by Asset Works, for all vehicles, supporting warranty and inventory management. Establishing PM Requirements We maintain a close relationship with our vehicle original equipment manufacturers (OEMs) and rely heavily on their maintenance recommendations when creating PM programs for our clients. We tailor our PM program to each vehicle class to ensure all OEM requirements are met. Coach USA also partners with federal, state, and local governments to ensure compliance with all applicable laws and regulations. Coach USA’s PM program is flexible and continually improving; we frequently adjust our programs to meet and exceed the inspection standards outlined in Federal Transit Administration (FTA) and Federal Motor Carrier Safety Administration (FMCSA) guidelines. Pre-Trip and Post-Trip Inspections A cornerstone of our program, as well as a federal law, is the requirement that our operators perform thorough pre-trip and post-trip vehicle inspections. Coach USA requires that every operator complete a pre-trip inspection at the beginning of their shift and a post-trip inspection at the end of the shift. The inspection checklist has approximately sixty (60) items relating to all relevant safety and operational guidelines and safety regulations. The checklist also ensures the vehicle meets Coach USA standards for appearance and cleanliness. Pre-trip inspections help identify potential reliability issues, such as fluid The Coach USA Difference We know that wheelchair lift functionality is a key area of concern. As part of our pre-trip inspection process, every wheelchair lift will be cycled to ensure full safe functionality before beginning service each day. Lift maintenance will also be a key area of focus for our Preventive Maintenance Inspections to ensure that we minimize defects in daily operations. Page | 40 leaks or engine problems. The inspection can be vehicle model-specific and may include tests of onboard systems as needed. Every operator must complete a pre-trip checklist and a post-trip inspection each time a vehicle is used in revenue service. The pre-trip inspection checklist is completed by the operator after visual and physical inspection of the vehicle and diagnostic tests if applicable. The inspection checklist comprises approximately 30 items covering all relevant safety and operational guidelines and safety regulations. The checklist also ensures that the vehicle meets Coach USA passenger satisfaction standards (e.g., cleanliness) and checks for indicators of any reliability issues (e.g., coolant leaks). The inspection reports are tailored to be model-specific and include tests of onboard systems where appropriate. The cornerstone of our program is the requirement that our operators perform thorough pre-trip and post-trip bus inspections. Each operator thoroughly inspects their vehicle prior to beginning each day's assignment and upon returning the vehicle to the lot at the end of the shift. Among other things, the operator checks the wheels, HVAC operation, lights, and the condition of the body and tires. The operator uses a Driver Vehicle Inspection Report checklist to identify defects for management's attention. If a safety-related defect is discovered, the vehicle is either repaired prior to beginning service or replaced with a spare vehicle. These steps ensure that all vehicles operating are safe and that any developing problems are quickly identified. With careful attention, most mechanical problems can be corrected before they result in a breakdown and/or service interruption. Electronic Driver’s Vehicle Inspection Report (eDVIR) At Coach USA, we leverage Samsara’s electronic DVIR technology to strengthen driver safety, ensure compliance, and streamline our daily inspection and maintenance processes. By using the Samsara Driver App, our operators complete fully digital, paperless inspections that eliminate manual errors and simplify compliance requirements. As soon as a DVIR is submitted, our maintenance and operations teams gain real-time visibility into defects—supported by photos and notes—allowing us to prioritize repairs quickly and minimize vehicle downtime. We tailor DVIR templates by vehicle type and regulatory requirements to ensure every inspection is thorough and consistent, including required photo documentation and automatic safety flags for major defects. All reports are securely stored in Samsara’s cloud, providing tamper-resistant, audit-ready compliance records. When critical issues arise, Samsara’s alerts and automated workflows immediately notify our maintenance teams, enabling rapid corrective action and reducing the risk of compliance violations. By integrating Samsara into our daily operations, Coach USA enhances fleet safety, accelerates repairs, and maintains the high operational standards expected by our clients and riders. DVIR Review The dispatcher reviews all returned eDVIR reports. If the vehicle requires maintenance attention, the dispatcher will alert the maintenance team. If necessary, the vehicle will be taken out of service until the issue has been resolved. Page | 41 PM Program: The Foundation of Vehicle Maintenance Our PM program relies on frequent and thorough vehicle inspections, along with timely repairs. In addition, we rely on manufacturers' maintenance recommendations in developing our PM Program. Our overall goals are to ensure safety, reduce service interruptions, extend the life of the equipment, lower annual maintenance costs, and provide thorough and accurate record-keeping and management information. This program emphasizes identifying and correcting mechanical issues before on-road failures occur. A 6,000-mile/90-day PM interval (or less, as required by the manufacturer) ensures we have vehicles in the shop frequently enough to identify and remedy potential weak points. Coach USA is also able to perform warranty repairs on major components and other body upfitter components, thus reducing downtime. PM Schedules and Inspections The Preventive Maintenance Inspection (PMI) is a key part of the preventive maintenance activity at Coach USA. Our PM system consists of A-D PM inspections, which include oil and filter changes, as well as various inspections including a wheelchair inspection and maintenance. Our PM intervals are based on both mileage and days and managed by our FleetFocus system. The Maintenance Manager obtains a PM Due list daily from the FleetFocus system. The system informs the manager which buses are due for inspections based upon mileage and/or day intervals. Vehicles are inspected every 6,000 miles or less (as required by the manufacturer). Vehicles that do not accumulate enough miles to generate a PMI based on miles traveled will default to a 30-day time-based schedule. FleetFocus informs the Maintenance Manager when other systems need to be inspected at various intervals. For example, transmissions undergo a thorough inspection and service every 100,000 miles. PM services include but not limited to: • Checking the performance of electronics • Brake performance testing • Complete interior checks including seats, emergency exit lights and vents • Operate wheelchair lift and check for proper quantity and condition of restraints • Complete exterior inspection including tire pressure and tread depth, proper operation of all windows, doors and body condition • Complete engine compartment inspections including belts, hoses, fluid leaks and pressure test of the cooling system • Complete chassis inspection and lubrication. • All other fluid and filter changes as required • Fire Suppression inspections and maintenance The Coach USA Difference Coach USA’s preventive maintenance intervals are in full compliance with all OEM recommendations. Page | 42 A follow-up work order is opened for issues in need of repair that are discovered during inspections. Repairs are completed in a timely manner. The Maintenance Managers or Supervisors will perform quality inspections of vehicles before they return to service after PM or major maintenance, as well as before dispatch. Below are examples of some inspections/scheduled jobs: • Air Dryer Service • Crankcase Vent Filter Change • Fire Suppression System Inspections • Def Filter Service • Rear Differential Oil Change • Service DPF • Trans Fluid and Filter Change • Transmission Oil Change Brake Inspections Brakes are inspected at every Preventive Maintenance interval. Braking performance testing is done after every brake-related repair. During PMI inspections, the maintenance team inspects all brake components. Brake pads are changed as per the manufacturer's specifications. The work performed and parts used will be documented in the FleetFocus maintenance system. Upon completion, the vehicle will be road tested to ensure it is in safe operating order and then returned to service. Tire Service and Wheelchair Lift Inspections Complete Tire checks and operating the Wheelchair lift are part of the operator’s pre-trip inspection. Operators cycle wheelchair lifts daily during pre-trip inspections. These inspections are important in ensuring the safety of passengers. We continue to maintain our vigilance to ensure quality and adhere to ADA requirements. The maintenance team attends virtual and on-site training with the lift manufacturers and regularly attends the MCI LMS training school. In addition, Coach USA utilizes the manufacturer’s checklist of items to evaluate during a lift inspection. Technicians utilize this list during all Preventive Maintenance checks. Regular Maintenance Services Based upon our experience, Coach USA has developed several scheduled maintenance modules. For example, we thoroughly inspect and service the air conditioning systems every spring to prepare for the summer months. Similarly, we inspect and service heating systems and make other preparations each autumn in advance of the winter season. We schedule these types of maintenance services to prepare in advance for the expected conditions. Page | 43 Maintenance & Breakdown Reporting FleetFocus is the Coach USA fleet management software system and will be used to manage the assets assigned to this contract. Our system records work orders, tracks employee labor, plans for scheduled maintenance, aids in ordering and maintaining parts inventory, and manages our stockrooms. To properly manage our maintenance processes, Coach USA has established performance standards that measure our ability to provide safe, dependable, clean, and timely service. The data we collect is continually analyzed to identify effective operating methods and areas for improvement. Our maintenance team reviews reliability data to identify reliability trends that can be addressed with preventive maintenance improvements. This will allow us to correct problems before they escalate into larger, costly repairs, which improves the safety and reliability of our fleet and overall financial performance. Our maintenance objectives are as follows: • Missed Trips: Coach USA’s policy is no missed trips due to mechanical delays. This requires adherence to established policies and procedures to monitor service delays and, if necessary, exchange vehicles so operators can complete trips on time. • Miles per Breakdown: A road call is defined as any disruption of service caused by a mechanical malfunction, which results in the dispatch of a technician to correct, repair, or remove the vehicle. Miles between road calls are maximized by conducting thorough operator inspections and timely preventive maintenance. Miles per breakdown is tracked daily. • Preventive Maintenance: All PM inspections are performed according to the PM Schedule assigned to the vehicle and monitored for compliance. The maintenance team prepares, enters, and analyzes data to generate final reports. Performance areas that are analyzed and managed include: • PM Compliance • Fuel Management • Warranty • Reliability • Parts Inventory Parts, Fluids, and Tires Coach USA maintains appropriate inventory levels for each service. Local parts distributors are used largely to avoid carrying excessive inventory, and we keep an internal inventory of hard-to-find parts. To ensure Coach USA has the correct inventory, the company uses the FleetFocus Maintenance Software. With FleetFocus, Coach USA assigns a reorder point for all stock items, and FleetFocus generates a reorder report to help the local parts manager with forecasting. The report gives a thirty (30) day notice that the part(s) are needed, and “safety stock” on high usage parts is built in. The parts Page | 44 manager can manage reorder points to help reduce or increase stock levels for seasonal parts, special projects, and/or internal campaigns, ensuring stock is on hand. Fluids and lubricants are purchased in bulk as needed. In addition, our shop safety program meets OSHA requirements regarding ventilation and lighting. We also track monthly and annual inspections of storage tanks in FleetFocus to satisfy OSHA and EPA requirements. Relationships with Original Equipment Manufacturers Coach USA and Coach Canada have long-standing, working relationships with our core motor coach OEM partners, and those relationships are essential to keeping the fleet safe, reliable, and cost-effective. Our primary OEM channels include ABC Companies for Van Hool product support, Motor Coach Industries (MCI) with New Flyer Industries (NFI) by extension, and Gillig for the bulk of our coach and transit platforms. These are not arm’s-length vendor arrangements; they are maintenance-driven partnerships built around keeping buses on the road with lower operating costs. Across all vendor groups, we work closely on warranty and reliability issues, technical troubleshooting, and field fixes. When patterns show up in inspections or part replacements, we engage in sharing real operating data and push for durable corrective actions instead of temporary patches. That applies to component failures, system-level issues, and emerging trends that could lead to downtime. Just as importantly, we stay aligned on parts availability, stocking strategy, lead times, and repair standards so our shops have consistent guidance and are not forced to solve the same problem ten different ways. The aim is straightforward: faster resolution, fewer repeat defects, and equipment that performs the way it was designed to perform in real service conditions. In addition to the coach OEMs, we also maintain strong OE relationships with key powertrain and component partners, including Cummins, Allison, and ZF. These ties are critical for technical training, diagnostic support, and ensuring our technicians stay current on evolving drivetrain technology. We coordinate directly on parts support and supply availability for high-impact components, and we leverage factory resources for troubleshooting and service procedures when issues surface. That OE support strengthens our maintenance capability, shortens downtime, and helps us standardize best practices across locations. Overall, these partnerships are a two-way street. We bring a large, diverse operating environment and hard-earned maintenance experience; our OEM and OE partners bring factory engineering, product evolution, training depth, and distribution support. By working closely on issues, supply chain stability, technical standards, pricing, and day-to-day support, Coach USA/Canada and our vendors stay aligned on the same outcome: dependable coaches, lower total cost of ownership, and a fleet that can run the miles. Both OEM channels also position Coach USA/Canada well for the support of electric vehicle platforms. ABC brings broad experience supporting all types of electric vehicle deployments, giving us access to lessons on high-voltage safety practices, battery lifecycle management, and the practical realities of repairing the complex systems on electric vehicles. NFI, through its own established electric buses, adds Page | 45 a factory-backed pathway into zero-emission equipment with in-house engineering, proven components, and a mature support ecosystem. That combination matters: it means we’re not starting from scratch as electric vehicles grow in our fleet, and we can lean on OEM expertise to build safe maintenance routines, reliable parts support, and realistic operating expectations from day one. Parts Inventory and Purchasing Management FleetFocus includes fully integrated parts inventory control and purchasing functionality for an unlimited number of user locations. Users may: • Manage the purchasing and stocking of parts locally. • View complete data for any part online from all Coach USA locations. • Track quantity and value on hand and on order for all parts. • Issue parts and replenish inventory in the same transaction. • Track vendor contracts, including spend amounts. • Receive automatic on-screen notification when the quantity on hand falls below the reorder point. • Process an order, receipt, and issue of a part to a work order as a single transaction. • Catalog an unlimited number of manufacturer and aftermarket supplier IDs and part numbers, and cross-reference those to stock parts and to each other. • Track information on parts and parts vendors (e.g., delivery lead-time, minimum order quantity and value, warranty terms, etc., for each vendor and part) • Automatically identify parts that have been used on equipment no longer in use to reduce inventory on-hand. • Automatically assemble kits from component lists. Vehicle Cleaning The buses assigned to the SLO Transit service will be cleaned after the completion of every trip, including an exterior and interior cleaning. The interior cleaning process will include a thorough disinfection of the common touchpoints, vehicle lavatory, and individual headrests. The lavatory tanks will also be emptied after each trip. The vinyl headrests will be cleaned with hospital-grade antiseptic. Vehicle cleanliness has always been a priority for Coach USA, even before the COVID-19 pandemic. Protecting public health is of the utmost importance. We will divide our full vehicle complement into a daily cleaning schedule. Each vehicle will have an interior/exterior cleaning every day. Forms will be used to document cleaning functions. We are committed to providing clean vehicles. Coach USA uses cleaning products approved by the Centers for Disease Control and Prevention (CDC) to eliminate COVID-19, influenza, and other viruses and bacteria. Our cleaning staff will be equipped with the correct PPE, including gloves and masks, to protect their health while cleaning the vehicle. Page | 46 Vehicle appearance affects perceptions of service from both passengers and the non-riding public. We understand this and will maintain the vehicles' cleanliness. Every vehicle will have a sticker on its exterior indicating that it meets the recommended cleaning standards. Coach USA provides comprehensive interior and exterior cleaning for each revenue vehicle. After every trip, we will clean the interior and exterior of the motor coaches assigned to the NGM service, including the steps listed below. • Vehicle Interior: Operators will remove trash and wipe down the vehicle's interior at the end of each service day. All foreign matter, such as gum, grease, dirt, and graffiti, will be removed from interior surfaces during cleaning, and upholstery damage will be repaired immediately upon discovery. The onboard lavatories will be cleaned and restocked; our hazardous waste vendor will be on-site to empty the tanks. • Vehicle Exterior: All in-service buses are run through the bus wash regularly. In addition, our cleaning staff will utilize a power washer to hand-wash exteriors and ensure all environmental regulations are met, based upon contract requirements. • Detail Clean: All vehicles will receive a detail/deep clean at least every 30 days. This will ensure that all vehicles remain pleasant and safe for SLO Transit passengers. Our Cleaning Team Lead or supervisor will monitor and evaluate all daily cleaning to maintain our standards. The corporate Coach USA management team will also review the interior of each vehicle during their inspection and audit trips. Vehicle Servicing In addition to the vehicle cleaning, our staff will perform the following daily service to ensure vehicle reliability and identify trends before they become problems. Daily servicing will include, but not be limited to: • Fueling • Engine oil, coolant, water, and transmission fluid check/add • Tire inspection (air pressure, tread depth, and wear) • Brake check • Lights and flashers check • Exterior and interior visual inspection Automated Maintenance Management Information System Coach USA will utilize AssetWorks FleetFocus to maintain its vehicle history files, perform trend analyses, and manage parts inventory (light maintenance items). The System will allow us to develop track maintenance hours, parts used, frequency as well as develop required reports. FleetFocus is a web-based interface that maintenance staff can access from one or more workstations in the shop. The software integrates with several systems, including fuel management and mobile/on board/handled inspection tools. Page | 47 This system enables full management of the vehicle lifecycle; by tracking all vehicle maintenance and repair activities and costs, the system provides an excellent resource in planning and budgeting. It supports management of warranty issues, maintenance improvement campaigns, trend analysis, and technician training/certification. All preventative maintenance activities, work orders, parts inventory, billing, and performance reporting is managed in this system. Recordkeeping Another key to any successful maintenance program is up-to-date, accurate record keeping. While documentation is necessary for purposes of budget and control, good records also enable us to optimize our PM programs by providing: • A database establishing proper intervals for routine maintenance and servicing; • Information on repetitive failures to establish repair and replacement intervals and the performance of rebuilt or after-market parts and of parts and consumables suppliers; • Early warning of impending major problems through telltale signs, such as increased oil consumption; • Back-up information for warranty claims (particularly marginal claims near the end of the warranty period, where supporting documentation can often be the “clincher” in claim payment); and • Documentation of any personnel-related patterns (e.g., more frequent tire or brake replacement on one operator’s vehicle versus fleet average). The Coach USA maintenance staff will use checklists during vehicle inspections in order to confirm and document successful completion of all required inspection areas. The forms, along with any accompanying work orders and parts usage documentation, will be retained in the vehicle file as part of the fleet history and used for any warranty claims. All work orders and vehicle records will be documented in the FleetFocus system and will be made available for review. Road Call Procedures Our maintenance staff has a shop service truck equipped with a supply of tools, equipment, fluids, parts, etc., at its disposal to respond to vehicle breakdowns in the field as necessary. Minor repairs, including flat tires, are addressed immediately rather than towing the vehicle back to the garage. Occasionally, it is necessary to replace an in-service vehicle due to mechanical failure. If a vehicle has a road failure, Coach USA's standard process will be followed to resolve the issue as quickly as possible with the goal of “reducing customer inconvenience, delays in service, and/or vehicle downtime”. Upon notification by the operator to our dispatcher, we will gather pertinent information such as: • Description of the issue • Current location • Note any passengers on board Page | 48 • Whether or not the vehicle can be safely moved • Note any special passenger needs • Next pick-up time and location • Any actions taken by the Operator • Whether or not the Operator deployed warning triangles Once the appropriate information is obtained, the dispatcher will determine the best course of action to resolve the problem. Options considered include, but are not limited to, the following: • Dispatch back-up bus • Contact maintenance staff and dispatch a technician in a service truck • Call for a tow truck • Transfer passengers to another vehicle, if necessary Depending on the situation, Dispatch may initiate multiple rescue and repair actions simultaneously. Towing services are subcontracted with a local, full-service towing company. Their service is monitored, noting consistently quick response times, professionalism, safety, and cost. Upon resolving the road failure, the dispatcher will prepare the collected data and submit it to the management team and maintenance department. This information will be analyzed to determine if this was a preventable or non-preventable incident. Our maintenance department will then take steps to reduce the chance of this type of road failure happening again. All out-of-service equipment is recorded in the FleetFocus system, which creates a daily report that the general manager reviews. Every effort is made to get any out-of-service equipment back in service as soon as possible. Accident Damage In addition to regularly scheduled preventive maintenance, Coach USA is prepared to perform all “unscheduled” maintenance and running repairs that may be necessary. We staff our maintenance department during all hours of operation, with particular attention paid to service peak periods. Unscheduled maintenance is also a result of mechanical problems that develop during the operation. When this occurs, addressing current concerns is paramount. We may dispatch an extra operator or technician with a spare bus to switch equipment and return the problematic bus to the nearest lot. These exchanges are undertaken at a safe transfer point whenever possible, with the least disruption and inconvenience to passengers. The second option entails sending a technician with a service truck to the problematic bus on the road to complete a repair. Again, passenger inconvenience is minimized by performing these running repairs at a safe location in a timely manner. A vehicle will be switched and driven or towed back to the garage for repair if it cannot be repaired quickly and safely on the road. Page | 49 A third type of unscheduled maintenance results from the end-of-the-day fleet post-trip process and the evening technician's review of post-trip inspection reports. As each bus is brought back to the lot and placed in the service line, the vehicle's eDVIR is reviewed. After the vehicle is checked, it is either inspected and parked if there are no problems or brought into the shop to correct defects. 19. Ratings from Law Enforcement or Other Regulatory Agencies Coach USA and its proposed management team have not received any unsatisfactory ratings or citations from law enforcement agencies, regulatory bodies, or state inspection authorities regarding maintenance performance, facility conditions, or fleet safety during the past three years. We maintain strict adherence to all regulatory requirements and have a proven record of safe, compliant operations. While Coach USA no longer operates in the state of California, our predecessor company did have affiliates in California with three separate depots. These facilities, located in Anaheim and Bakersfield, consistently received satisfactory ratings from the California Highway Patrol. 20. Improper Maintenance Coach USA has never been cited, fined, or ordered to stop operations at any time over the past five (5) years from any regulatory agency for improper maintenance, CHP inspection failure, or for accidents caused by improper maintenance. 21. Insurance Statement We have included Certificates of Insurance for all of the required insurance policies as Appendix D to this proposal. Page | 50 G.5 SAFETY AND TRAINING 22. Staff Training Program Operator Training Coach USA’s Training Program is designed to maximize each trainee's success rate through a combination of classroom and behind-the-wheel instruction. This strategy gives trainees hands-on, practical experience with each set of classroom skills they study, maximizing retention of material. This also allows less experienced trainees to have a significant amount of driving time throughout the program. Trainees are tested frequently on their knowledge of operational policies and procedures. To graduate from the program, trainees must demonstrate mastery of all operational policies, procedures, safe and defensive driving, and technical driving skills. The trainee's attitude toward courtesy, customer relations, and sensitivity awareness will also factor into each trainee's final evaluation. The expected results of our commitment to training are: • Improved retention • Job mobility • Improved customer service • Better system performance Regardless of the training program, Coach USA will ensure the following types of training are provided to all operators: • New Hire Training: This training will include classroom, closed-course driving, and road training. The time required for each trainee will depend on whether the trainee possesses prior commercial driving experience. • Refresher Training: Every two (2) years, every operator will receive a minimum of eight (8) hours of refresher training. Topics for “refresher” training will include updated information on all UPMC policies and procedures, safety awareness, customer service, and passenger awareness and sensitivity. • Remedial Training: Triggers for remedial training include, but are not limited to, accidents, excessive passenger complaints, alerts from our Driver’s Alert system, or being off work for extended periods of time. • Evaluations: Every operator and staff member who operates a vehicle will be evaluated through an in-service ride check at least annually. • Certifications: License, background, and medical certification checks will be conducted in accordance with state and federal regulations. Page | 51 New Operator Development Program For vehicle operators, Coach USA must certify in writing that each individual operator has satisfactorily completed all requirements and training courses prior to allowing that individual operator to operate a bus in revenue service. This certification requires a minimum of 123 hours of training for each operator, both full and part-time. The exception applies to any person for whom Coach USA can provide written documentation of one year of experience as an operator, either for that service with a different contractor or in a different Coach USA operation, and at least 40 hours of formal training. Experience and training with other transportation systems, including other public transit agencies or school systems, is not acceptable. Our training programs exceed all federal requirements for training for passenger transportation operators. Coach USA’s New Operator Development Program provides consistent, thorough training for all new operators. The comprehensive base program is customizable at the local level to address specific areas of concern, such as unique service areas, specific vehicle or service types, and dispatch procedures. Classroom Training The instructor-led classroom training is based on an adult-learning interactive training model and uses 31 video training modules, which are reinforced by the written training/study guide. The video training is presented through an interactive, panel-hosted discussion led by Coach USA personnel. Topics include safety, defensive driving principles and techniques, hazard communication, security awareness, ADA compliance, employee policies and procedures, employee wellness, sexual harassment, bloodborne pathogens, map reading, and on-road procedures. Testing occurs at the end of each module and at the end of classroom training with a cumulative, closed- book exam. Employees must pass with a score of 80% or higher in order to proceed to behind-the-wheel training. Upon successful completion of classroom training, students receive instruction in Pre-Driving Skills, Observation, and Behind-The-Wheel Training. Training Type Total Hours Classroom 34.6 Pre-Driving Skills 3.5 Observation 43.5 Behind-the-Wheel 41 Total Hours 123 Pre-Driving Skills Designed to familiarize the student with the larger size and spacing of commercial vehicles before driving the vehicle on the street, the pre-driving skills course training requires that all students learn the use of multiple mirrors and vehicle controls. Page | 52 Observation Observation training is provided to help students learn proper vehicle handling. Once a student has completed all pre-driving skills and observation training, they begin closed-course training, followed by on-street driving with a training instructor. Behind-the-Wheel (BTW) Training Behind-the-wheel training focuses on honing basic driving maneuvers and skills necessary to ensure safe vehicle operation in real-world conditions. During BTW training, the student applies what they have learned in the classroom and refines their driving skills with a certified trainer. During this period, the student must demonstrate mastery of 26 specific defensive driving and performance skills before graduation. Before a student is released into service, they are closely monitored and receive a final road and training evaluation. Defensive Driving - LLLC All accidents have a cause, which can always be traced back to one or more people – most commonly the operator of one of the vehicles involved in the collision. This underscores the importance of an effective defensive driving training curriculum. Coach USA built its training curriculum upon the Triple L-C, an elegant and easy-to-memorize defensive driving course that teaches professionals The Four Driving Principles to Safety™: • Look Ahead™ • Look Around™ • Leave Room™ • Communicate™ By applying these four principles, operators maintain the maximum clearance around their vehicle, improve visibility, gain the extra time and information needed to make critical decisions while driving, and interact effectively with others on the road to prevent collisions. Developed throughout the course, these concepts provide Coach USA’s operators with everything they need to know to avoid collisions. Ultimately, the course helps operators see, think, and act their way through any driving situation. The Coach USA Difference Coach USA and Coach Canada have been partnered with Busing on the Look Out since 2016. We use BOTL training programs and modules during both initial and refresher training. This training provides our operators with the tools needed to thwart a human trafficking event. Our CEO, Derrick Waters, was appointed by the U.S. Secretary of Transportation to the Advisory Committee on Human Trafficking and Vice President of US Operations Newel Scoon was appointed to Trucking Against Trafficking and Busing on the Lookout, TAT Board of Directors in September 2024. Page | 53 Operator Customer Service Training At Coach USA, we know that our operators are the face of our transportation service. We emphasize excellence in customer service throughout our training programs. Our stated purpose is to be a trusted and successful transport business and a respected community partner. We do this every day by supporting our people to deliver a great personal travel experience for our passengers and create sustainable growth for our communities. Our values of Safety, Service, Integrity, Enterprise, and Partnership lie at the core of our dedication to customer service. Our customer service training includes interactive sessions dedicated to impressing these values on our employees in the context of the specific services we offer. The following are the key elements of our customer service training provided to every employee: • Review of our Mission and Core Values • Introduction to the Passenger • Delivery of exemplary customer service • How to remain in control, even in difficult situations • Practice sessions and role-playing • Self-assessment Our training program encourages every employee to treat our passengers with respect and attention, both to their personal needs and to their time. Satisfaction can only be judged by the passenger. When approaching any service, our operators directly affect passengers' perception of our service. It is our goal for every passenger experience to be a positive one. We focus our efforts on both verbal and nonverbal communication, good decision-making, and conflict avoidance. Training Manual We are committed to providing the tools operators need to operate their vehicles safely in accordance with the manufacturer’s guidelines. Resources provided to ensure the implementation of this policy include: • Coach USA Operators’ Training Manual • Operator Logs (Electronic) • Bussing on the Lookout • On-the-Road Review • Accommodating Passengers with Special Needs • A Professional Driver Video Series • Americans with Disabilities Act (ADA) • Wheelchair Lift Training • Applicable Government Regulations (e.g. Federal, state/provincial, local, FTA, Cal-OSHA) • Vehicle Equipment Manufacturer’s Specification and Guidelines Page | 54 Recurrent Training Every operator who routinely drives a commercial motor vehicle must complete periodic additional training. This training leverages Coach USA resources, including videos, online training, and in-person safety meetings. Modules cover topics such as defensive driving refresher courses, accident prevention, and passenger relations. Operator Refresher Training Coach USA requires mandatory retraining at the following points of an operators’ employment: Type of Retraining When Provided Training Length Description of Training Return to Work (After 30 or more days of inactive status) Required when an operator returns from “inactive” status equaling thirty (30) or more days. 8-hours This training consists of both classroom and behind-the-wheel components. 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. This training must be scheduled and given within ten (10) days following the formal accident rating. Varies based on the operator’s ability to perform the appropriate tasks to standard. Post-accident retraining is focused on correcting driving deficiencies and standards that contributed to the accident. The operator must demonstrate ability to perform all the required tasks to standard before being allowed back to driving duties. Seasonal Refreshers These refreshers are conducted in preparation of operations during certain periods of the year, typically in the fall. Varies based on location and topics. The training will include topics/material appropriate for the region, inclement weather, environmental, and traffic conditions. Dispatch Training Effective dispatching requires both technical skill and practical experience, as dispatchers must understand local geography, service policies, and the realities of daily operations. Coach USA trains dispatchers through a structured program that covers company policies, customer service, ADA requirements, communication protocols, log and paperwork management, operator supervision, and emergency procedures. Trainees also learn vehicle monitoring, labor control, and radio operations. Page | 55 Training concludes with supervised, hands-on dispatching, where each trainee must demonstrate full competency to the operations manager before working independently. Supervisor Training Coach USA requires service supervisor applicants to have a minimum of one year of experience as an operator, preferably experience as a supervisor in a related field. This allows Coach USA to develop the careers of its operators and ensures that the service supervisor maintains a well-rounded view of the position and their role in the system. Service supervisors are required to enroll in several key training courses, including accident investigation and prevention (modeled after the TSI class and presented in a multi-media and lecture/discussion format), passenger service, sensitivity, reasonable suspicion, and employee relations. In addition, Coach USA has developed a service supervision training program that includes modules on biohazard training, operational communications, route management, and specific equipment. Maintenance/Technician Training Basic maintenance training includes a demonstration of all tools and equipment, and a review of all safety procedures and hazmat requirements. Upon completion of initial orientation, Coach USA also provides basic training in the following areas: • Basic repair skills/preventive maintenance • Basic electrical training • Air systems and brakes • Fuel safety and inspection • Vehicle electrical systems and multiplex • Suspension and steering • Engine service, tune-up, and troubleshooting • Transmission diagnostics and service • Bus air conditioning and heating In addition, hands-on training and review in the following key areas are given to all supervisors and mechanics: • Basic repair skills/preventive maintenance on vehicle review • Complete review of Coach USA’s inspection process and required forms surrounding inspection service parameters • Basic electrical testing of charging systems • Brake systems, emergency brake, and interlock systems • Fuel system safety and inspection • Vehicle electrical systems and body manufacturer auxiliary systems • Suspension and steering • Engine service, tune up, and IDS troubleshooting • Transmission diagnostics and service Page | 56 • Wheelchair lift inspection and repair • Air conditioning, cooling, and heating system review • Tire inspection, inflation, and tread depth review • Wheel torque specifications • Work order procedures • Part use documentation/PO process and vendor contact list • DVIR process and documentation Vehicle service workers and facility service workers also receive training specific to their duties. Coach USA’s vehicle service worker team receives a review of fueling and cleaning procedures. Coach USA’s facility service workers review facility-specific PM programs, contractors, and documentation practices. In addition to the base training, specialized training is provided in the following areas: • Brake Inspection Certification Training: Only B-level mechanics and above will be permitted to do brake inspections, and only after they have been certified according to Coach USA policy. This training is critical to ensure proper procedure is followed. This is reinforced by quality assurance inspections from maintenance leadership. (Approximately 8 hours) • Wheelchair Lift Training: Performed on-site by vendor (typically Braun and Ricon) to ensure maintenance personnel have specific training on this important equipment. Training includes preventive maintenance inspection of lifts and proactive steps that can be taken to increase their useful life. Attendees will be certified on each type of lift; course covers basic to advanced maintenance procedures. (Approximately 8 hours) • Hazmat and Storm Water Training: Third-party training will be completed by an outside vendor to ensure complete understanding of codes and regulations and to enhance environmental awareness of personnel. (Approximately 2 hours) • Air Conditioning and Refrigerant Training: This will be conducted by third party training through the Universal Technical Institute (UTI), as well as specific local vendors (Thermo King, Carrier, etc.). (Approximately 8 hours) • Cal-OSHA & DOT Compliance, Health and Safety Training: This will be coordinated through Coach USA’s regional safety team to provide this training on-site and certify all maintenance personnel on a regular basis. (Approximately 8 hours) Technology Training Operators will be trained in the use of communications equipment during their initial training, and then during ongoing training with annual refreshers, and additionally if we find trends in communication complaints or failures. In addition, Coach USA will use technology to ensure system efficiency and effectiveness, minimize operating costs, improve performance reporting to the agency, enhance the customer experience, and maximize employee productivity. Our human resources software system is maintained on our intranet, which contains all operator information. The system indicates when drivers’ licenses and certifications are due to expire, and it Page | 57 maintains all HR records. Our local safety manager and administrative staff will maintain our system. This system will ensure compliance and safety. ADA Training ADA (Americans with Disabilities Act) training for operators ensures they are prepared to provide safe, respectful, and compliant service to passengers with disabilities. Operators are trained to communicate effectively and respectfully with individuals who have physical, sensory, or cognitive disabilities. Emphasis is placed on using appropriate language, supporting rider independence, and aiding only when requested. Sensitivity training also includes awareness of diverse needs and how to offer customer service that promotes dignity and comfort. A key component of ADA training involves the proper use of accessibility equipment, including lifts, ramps, and securement systems for mobility devices such as wheelchairs. Operators learn how to safely operate this equipment, secure devices according to policy, and assist passengers boarding or exiting the vehicle. Procedures for using priority seating areas are also reviewed. In addition, operators are taught to make clear, timely announcements for major stops and route changes, ensuring that riders with visual or hearing impairments receive the necessary information. Emergency procedures are covered to ensure operators know how to evacuate passengers with disabilities safely during incidents or service interruptions. Finally, the training outlines the appropriate steps for reporting and documenting ADA-related incidents or complaints. Operators are expected to follow internal protocols and help ensure that all concerns are addressed promptly and effectively. Most agencies provide this training during onboarding and through regular refreshers to reinforce compliance and service quality. 23. Overall Safety Record Company-Wide Safety Record Coach USA’s current Experience Modification Rating over the past five years is 0.75. Our NTD accident rate per 100,000 miles in FY2025 was 0.005 Over the past five years, our company has only had one significant injury claim, which occurred in 2023 and involved a pedestrian who was struck and significantly injured in Maryland. In the time following this injury, we have established our P.B.S.S. safety campaign to address pedestrian safety issues. Safety Program The foundation of our commitment to safety is embodied in our comprehensive Safety Program. At Coach USA, we are focused and dedicated to a “safety first, last, and always” attitude as an essential element for all our employees. Our goal is to provide safe, reliable, courteous, and efficient passenger transportation services. Page | 58 Through a comprehensive training program for all Coach USA employees, we follow rigorous safety procedures in everything we do. We support and follow all federal, state, and local regulations regarding passenger transportation. Coach USA requires a safe working environment, and if our policies and procedures are not followed, we enforce them and retrain an employee if necessary. A safe working environment is the right thing to do as a company. Coach USA has invested significant resources in training, employee development, incentive programs, and developing annual safety audits to ensure that we are accountable for our performance. System Safety Program Coach USA realizes the importance of safety and proper training at every level of operations. To ensure the highest level of safety, we have developed a comprehensive System Safety Program that is implemented at each of our operating locations. The local safety and training manager administers this program. The System Safety Program consists of a collection of safety policies that address the management of the safety program and covers topics necessary to initiate and maintain effective safety practices. The information in this program includes descriptions of the vehicles, a thorough staffing plan, as well as state and local regulations governing the specific services offered by that location. The System Safety Program also contains all the documentation needed to maintain the effective administration of the program. This includes coverage of issues such as safety and maintenance inspections, emergency plans and procedures, and recordkeeping. The policies included in this program include, but are not limited to: • Drug and Alcohol Testing • Blood Borne Pathogens • Altering Equipment • Backing • Battery Safety • Cell/Mobile Phone policy • Compressed Gas Safety • OSHA • Speeding Safety Training Every member of our leadership team must personally take ownership of our safety results. Our managers have significant responsibilities: productivity, environmental standards, and uninterrupted operations are just a few key areas where their focus is directed. However, safety is a core value and part of everything Coach USA does. Page | 59 Safety excellence results from leadership, gathering information, observing employees, making sound decisions, and motivating people. The Safety Leadership course focuses on safety and how our managers can achieve superior safety outcomes. Safety is a vital dimension of our business performance, and our managers are our frontline of defense. We have included a copy of our Safety Leadership Training manual as an Attachment to this section of our proposal. This document is proprietary and should be held confidential. Safety Practices Accident Prevention Our accident prevention strategy focuses on proactive measures to eliminate hazards before they result in incidents. We implement a comprehensive safety management program that includes routine risk assessments, hazard identification, and employee training on safe work practices. Preventive maintenance schedules ensure that all equipment and systems operate reliably, reducing the likelihood of mechanical failures. Clear signage, proper lighting, and adherence to OSHA and local safety standards further minimize risks. Additionally, we foster a culture of safety awareness through regular safety briefings, near-miss reporting, and continuous improvement initiatives. By combining these practices with real-time monitoring and corrective action tracking, we maintain a safe environment for employees, clients, and the public. Exhibit 5: Coach USA’s P.B.S.S. program has delivered a substantial decrease in incidents and accidents. Page | 60 Road Supervision Road supervisors are stationed in the field and monitor on-road activities. These individuals ensure the safe and efficient operation of all vehicles and that service is of high quality. Road observations are performed discreetly (and unannounced) without disruption to service, and include the following review types: • Observed Ride Checks: Observed ride checks are on-board evaluations of an operator’s customer service and safety skills. Areas that are evaluated include safe vehicle operation and professional passenger interaction. During this check, the operator’s credentials are checked to ensure proper certifications are up to date and in the operator’s possession. • Unobserved Service Checks: Unobserved service checks are random inspections that assess operators’ driving and safety skills from the road. Road supervisors perform these checks from their service vehicle (following the operator). Operators typically are unaware that these evaluations are being performed. • Mobility Device Securement Spot Checks: These random inspections are on-vehicle reviews of an operator’s ability to safely and properly secure a mobility device. The supervisor meets the operator at the pickup location, boards the vehicle, and closely observes how the mobility device is secured. • Pullout Inspections: Pullout inspections are unannounced and occur daily. A supervisor who is stationed in the yard confirms that the operator is in proper uniform, has the appropriate credentials on his or her person, and is prepared for service that day. The supervisor then checks the vehicle to confirm it is clean and ready for service. In addition, road supervisors will be responsible for monitoring: • Fare collections • Vehicle swap out • Vehicle maintenance assessment and reporting • Route coverage as needed • Clear communication with the general manager/operations manager on the availability of vehicles and operators. • Provide daily/ weekly/ monthly reporting of operational activities, incidents, and accidents. • Conduct monthly safety operator meetings. • Assist with dispatching duties as needed. Equipment and Facility Monitoring Our maintenance and safety teams will perform monthly safety audits to ensure full compliance with local, state, and federal regulations, as well as Coach USA and City standards. Each audit will follow a structured process that includes: Page | 61 • Comprehensive Inspection Checklist: Review building infrastructure, mechanical systems, fire safety equipment, and accessibility features against regulatory and contractual requirements. • Equipment Testing: Verify operational integrity of critical systems such as HVAC, electrical panels, emergency lighting, and safety alarms. • Documentation and Reporting: Record findings in a standardized audit report, noting any deficiencies, corrective actions, and timelines for resolution. • Corrective Action Tracking: Log identified issues in a centralized system and monitor progress until full remediation is confirmed. • Compliance Verification: Cross-check all procedures and repairs against applicable codes and standards before closing out the audit. This proactive approach ensures that facilities remain safe, compliant, and operationally efficient throughout the contract term. Storage and Handling of Hazardous Substances Storage and handling of hazardous substances pose risks that require controls. All Coach USA properties, including maintenance facilities and office spaces, include plans for the storage and handling of hazardous materials. We have a full understanding of the codes and regulations regarding hazardous substances, including solids, liquids, gases, fumes, and dusts that could cause harm to people or property. These substances could be flammable, explosive, corrosive, toxic, or otherwise harmful. The following principles for the storage and use of hazardous substances must be followed in all premises: • Identify hazardous substances • Identify the tasks that are carried out and how employees might be exposed to hazards from these substances • Reduce potential exposure • Always Require Personal Protective Equipment Passenger Safety Coach USA’s passenger safety procedures are designed to protect passengers during normal operations and in emergencies. Our practices focus on minimizing the risk of injury, ensuring passenger comfort, and maintaining security throughout the journey. Page | 62 Exhibit 6: Coach USA Passenger Safety Passenger Transfers Passenger safety during stranded vehicle transfers involves minimizing risk while moving occupants from a disabled or stranded vehicle to another location or vehicle. Should a vehicle become stranded due to a mechanical failure, accident, or hazardous conditions, passengers will be transferred with the utmost care to prevent injury or further exposure to danger. All operators will be trained to assess the vehicle's surroundings, secure the scene with hazard lights and cones as needed, provide proper instructions to all passengers, and ensure safe exit from the vehicle and transfer to a replacement vehicle. Americans with Disabilities Act (ADA) Coach USA is fully committed to complying with all requirements of the Americans with Disabilities Act (ADA). We recognize that equitable access is a fundamental component of high-quality transit, and we approach our responsibilities under the ADA as an essential element of delivering respectful service to all riders. As outlined throughout this proposal, Coach USA will incorporate ADA compliance into every aspect of the SLO Transit operations, from vehicle readiness and operator training to customer service and emergency response. All bus operators receive comprehensive ADA training during orientation and as part of ongoing annual certifications. Our training covers the legal obligations of transit agencies and personnel under the ADA, specific requirements for public transportation operators, and best practices for assisting passengers with disabilities. Page | 63 • Key topics covered in training include: • Proper deployment and use of wheelchair lifts and ramps • Safe and secure wheelchair/mobility device securement procedures • Sensitivity and etiquette in communicating with passengers with disabilities • Recognizing service animals and ensuring access without interference • Procedures for accommodating passengers with hearing, visual, or cognitive impairments • Responding appropriately in emergency or rescue situations involving ADA equipment failures Any vehicle procured for use in the SLO Transit service will be fully ADA-compliant and equipped with operable lifts or ramps, securement devices, priority seating, and internal and external signage, as required by 49 CFR Part 37. Additionally, we maintain procedures for ADA passenger rescue in the event of lift or ramp failure. A backup vehicle will be dispatched within 30 minutes, in compliance with the City’s standards. All customer-facing personnel, including dispatchers and supervisors, are trained in ADA policies and protocols. Onboard announcements, mobile apps, and stop signage will be designed to support accessibility, and Coach USA will respond promptly to any ADA-related complaints or service disruptions, working closely with the City to resolve them and improve service delivery. Location Safety Initiatives Our Coach USA facilities have implemented a range of proactive safety initiatives and employee engagement programs to foster a strong safety culture, encourage communication, and reduce incidents. These efforts are supported collaboratively by both management and union leadership. Some examples of these initiatives include: Local Safety Initiatives Skills Course Each Friday, the Training Department organizes a certified skills course challenge at the facility. Operators are invited to participate in hands-on exercises focused on safe vehicle handling and precision driving. Operators who successfully complete the course receive gift card incentives, encouraging ongoing skill development and healthy competition. Daily Meet and Greet To promote regular interaction and open communication, complimentary coffee, tea, and hot chocolate are available daily in the dispatch area. These informal meet-and- greet opportunities between operators, mechanics, supervisors, and management help build trust and provide a platform for sharing safety messages and recognizing accident-free performance. Safety Monitor Program A designated Safety Monitor, independent of the dispatch team, regularly delivers targeted safety messages sourced from both local leadership and the corporate safety team. This individual acts as a consistent and visible point of contact for reporting safety concerns and sharing feedback. Page | 64 Local Safety Initiatives Safety Blitz Programs Local teams conduct Safety Blitzes at high-traffic areas such as park-and-ride locations and operational hot spots. These on-site visits are based on data trends and are designed to reinforce customer service expectations and promote safe driving behaviors in real-world settings. Gate Checks and Safety Inspections Daily AM and PM gate checks are conducted before buses leave the garage. These inspections focus on: • Seat belt verification • Proper mirror positioning • Schedule readiness • Reinforcement of safety protocols and immediate issue escalation New Operator Graduation Ceremony Upon completing the New Operator Development Program, graduates are honored in a formal ceremony. • Group photos are taken and shared on internal platforms and official social media. • Operators receive a welcome package with items such as a seat belt clip, coffee mug, pen, and branded merchandise. • Graduation announcements are posted via CommSource, the Coach USA internal communications program, promoting internal recognition and motivating new team members. 24. Safety Record for Similar Contracts For our two most similar services, the shuttle service at the Brooklyn Navy Yard in Brooklyn, NY and our Towson Circulator in Towson, MD, we have had zero NTD reportable accidents in the past three years. Page | 65 G.6 PERSONNEL 25. Resumes Below, we have provided brief biographical sketches for our proposed local management team. Resumes for these individuals may be found as Appendix E to this proposal. General Manager, Jared Hall Jared Hall is an accomplished and forward-thinking transit executive with more than 15 years of progressive leadership experience in public transportation management, regional planning, and multimodal service innovation. He currently serves as the Transit System Manager for Petaluma Transit, where, since 2018, he has provided executive oversight for a full-service transit agency offering fixed-route, ADA paratransit, and microtransit services. In this role, he manages more than 40 staff members across agency and contractor teams and directs all operations, service planning, budgeting, grant administration, and interagency coordination. Jared’s leadership at Petaluma Transit has produced several milestone accomplishments, including: • Creation of LumaGo, the agency’s first on demand microtransit service; • Development of the agency’s Zero-Emission Bus Transition Plan targeting a 2030 all-electric fleet; and • Implementation of major facility electrification upgrades. He also oversaw the launch of Petaluma Fare Free, the first systemwide fare-free program in the San Francisco Bay Area, and led Petaluma Transit through the COVID-19 pandemic without staff reductions while maintaining 95% of service levels and full financial stability. His fiscal management experience includes developing and administering annual budgets exceeding $6 million and securing more than $10 million in federal, state, and local grant funding. Before his tenure in Petaluma, Jared spent nearly a decade with Boulder County, Colorado, advancing from Planner I to Senior Transportation Planner. In these roles, he led the planning and development of major regional transit corridors, including the Flatiron Flyer Bus Rapid Transit, SH119 BRT, and Northwest Rail projects, and managed innovative communitywide pass programs such as the Lyons and Nederland Eco Pass initiatives. He also played pivotal roles in emergency response planning and long-range regional studies, working closely with agencies such as CDOT, DRCOG, RTD, and local municipalities. Jared holds an MBA in Marketing from the University of Colorado–Colorado Springs and a B.A. in Business Administration from the University of Colorado–Boulder. His achievements have been recognized through multiple awards, including the Denver Regional Council of Governments Metro Vision Award, the NACo Achievement Awards, and the Boulder County Pinnacle Award for innovative Page | 66 transit initiatives. He is also a graduate of the Professional Development Academy’s High Performance Leadership Program. Operations/Safety Manager, Ken DeNeef Ken DeNeef is a seasoned safety and training professional with more than 25 years of experience in transportation safety, mining operations, regulatory compliance, and workforce development. He most recently served as Coach USA’s Safety & Training Manager for our Elko, NV operations, serving the mining community in that area. In that role, he led safety oversight and training initiatives for operations across Northern Nevada. Ken proactively identifies safety risks, ensures compliance with federal, state, and local safety regulations, and administers all safety programs and policies to foster a culture of operational excellence. Ken has managed a comprehensive portfolio of training programs, including Behind-the-Wheel training, Entry-Level Driver Training (ELDT), Mine Safety and Health Administration (MSHA), and OSHA/Cal-OSHA training. He also oversaw operator permitting for client-property access and served as a representative for the company’s Samsara safety technology program, a key factor contributing to the Elko operation’s strong operator performance. His credentials include MSHA Blue Card certification, OSHA 30 certification, First Aid/ADA/CPR trainer certification, and Red Cross administrator authorization. Prior to his current position, Ken served as Operations and Safety Supervisor for Coach USA, where he managed daily operations, designed organization-wide training programs, led recruitment initiatives, and conducted regulatory compliance audits. His earlier transportation career includes several years as a professional motorcoach driver, giving him firsthand operational insight that informs his training and safety leadership. Before transitioning to transportation, Ken spent nearly two decades in the mining industry, in positions ranging from Driver and Relief Foreman of Process Operations at Newmont Mining to Mine Commissioner and other safety-sensitive roles with companies such as Robinson Mine, Western Aggregates, Pegasus Gold Mines, and Rayrock/Pinson/Marigold/Dee Gold. This extensive mining background provides him with rare expertise in high-risk operational environments and regulatory frameworks, strengthening his ability to lead successful safety programs within Coach USA. Recognized for his hands-on leadership, strong regulatory knowledge, and collaborative approach to safety culture, Ken brings exceptional experience to SLO Transit’s operations—ensuring safe practices, comprehensive training delivery, and continuous improvement across all aspects of service. Maintenance Manager, Jorge Apodaca Jorge Apodaca is an accomplished fleet maintenance leader with more than 30 years of experience managing complex transportation maintenance operations across the motorcoach, transit, charter, and commuter industries. His career reflects deep technical expertise, strong operational leadership, and a consistent commitment to safety, regulatory compliance, and continuous improvement. Page | 67 Jorge currently serves as Coach USA’s Maintenance Support Manager for Global and Special Projects, where he provides technical leadership and standardized maintenance guidance across multiple operating companies, including Coach USA, Coach Canada, and Megabus. In this role, he supports multi-location fleet operations by strengthening maintenance consistency, improving asset reliability, and ensuring adherence to DOT and FMCSA standards. His work focuses on advancing best practices, overseeing cost-control strategies, and improving operational readiness across diverse fleets. Prior to his current role, Jorge held several senior maintenance leadership positions, including Director of Fleet Maintenance for All Aboard America, All Aboard Transit, and ACE Express Coaches. In these positions, he oversaw maintenance operations across multiple states, directed technicians and supervisors, managed mobile service teams, and built maintenance programs that significantly improved vehicle availability and extended asset life. His experience includes full responsibility for operating and capital budgets, facility oversight, vendor relations, and the implementation of preventive maintenance programs that reduced road calls and system downtime. Jorge’s background also includes key roles with Horizon Coach Lines, Coach America, and Coach USA, where he managed large fleets, standardized maintenance procedures, and led teams through organizational transitions and operational scaling. Earlier in his career, he developed hands-on mechanical expertise as a shop foreman and lead mechanic, building the foundation for his technical leadership. Before entering the civilian transportation industry, Jorge served honorably in the United States Army, achieving the rank of Staff Sergeant (E-6). His military service strengthened his leadership, discipline, and ability to perform under pressure—qualities that continue to define his management approach today. Jorge holds a degree in Business Administration from Pikes Peak Community College, where he graduated with a 3.87 GPA. He is bilingual in English and Spanish and is known for his strong communication skills, collaborative leadership style, and commitment to building high-performing maintenance teams. His extensive experience, technical depth, and safety-driven mindset make him a valuable asset to any transportation operation. 26. Organization Chart Organizational Structure Below, we have provided an organizational chart detailing our proposed local management structure for this project. Page | 68 Exhibit 7: Organizational Chart Staffing Plan Below is the detailed staffing plan for this project, including brief job descriptions for each role, other than the local management team described above. All personnel who operate vehicles must hold the appropriate commercial driver's license. All employees will receive the required training to complete their tasks. We intend to offer all current employees, other than Key Personnel, the option to retain their position in the new contract term. Staffing Plan Title # of Employees (Y1) Description Operators 26 Operators will perform pre-trip and post-trip inspections of the vehicle for mechanical problems and vehicle damage prior to beginning the scheduled route. They will possess accurate and up-to-date knowledge of service area, including all typical road conditions. Operators will be expected to provide friendly and sensitive assistance to all passengers, in a safe and timely manner. Dispatchers 3 These staff members ensure that vehicles are assigned, route sheets are ready, and routes are covered each day. They will manage daily operations by effectively communicating with operators and revising schedules and routes during emergencies. The team will ensure they dispatch vehicles to meet individual and shifting service demands efficiently and with client sensitivity. General Manager General Manager Jared Hall Maintenance Manager Maintenance Manager Jorge Apodaca Accounting Coordinator Accounting Coordinator TBA Operations/ Safety Manager Operations/ Safety Manager Ken DeNeef DispatchersDispatchers 3 FT Road Supervisors Road Supervisors 5 FT OperatorsOperators 26 FT Fueler/ Washers Fueler/ Washers 2 FT TechniciansTechnicians 4 FT Page | 69 Staffing Plan Road Supervisors 4 Road supervisors monitor operational compliance through GPS tracking, ride checks, stealth observations, and real-time presence in the field. Their responsibilities include evaluating operators during both observed and unobserved trips, investigating and documenting accidents or injuries, overseeing fare collection, ensuring vehicle readiness, and monitoring route coverage. They also prepare daily, weekly, and monthly performance reports, conduct monthly safety meetings, and provide support to dispatch operations as needed. Technicians/Mechanics 4 Each technician will be required to maintain all licenses and ASE certifications and will maintain the SLO Transit equipment. Technicians will have prior experience with diesel vehicles, alternative fuels, electric vehicles, automatic transmissions, and wheelchair lift maintenance. All technicians will be able to work independently and make any repairs. Fuelers/Cleaners 2 Utility, fueler, and cleaner personnel will service and maintain the fleet and facility, ensuring that all vehicles are cleaned, fueled, and ready for pull-out. Accounting Coordinator 1 The Accounting Coordinator is responsible for overseeing all financial operations, ensuring accurate reporting, budget management, and compliance with company policies and regulatory standards. This role supports strategic decision-making by providing financial insights and maintaining fiscal discipline across depot operations. This individual will also hold responsibility for payroll, AP/AR, and assisting with benefits enrollment and administration. 27. Proposed Wage Scales Coach USA fully understands the wage rates currently being paid by the incumbent provider and other employers in the region. To compete with these wage rates and retain a quality workforce, our wages and benefits are competitive in the market and have proven successful in allowing us to maintain the staffing levels necessary for similar operations over the past decades, even during the COVID-19 pandemic. Below, we have provided a table outlining the proposed wage scales for all hourly employees for this contract. Average Wage Rates Title Year 1 Year 2 Year 3 Year 4 Operators $29.80 $31.74 $33.55 $35.06 Dispatchers $29.64 $31.57 $33.38 $34.88 Road Supervisors $31.35 $33.39 $35.30 $36.89 Technicians/Mechanics $35.38 $36.79 $38.26 $39.79 Fuelers/Cleaners $22.00 $22.88 $23.80 $24.75 Page | 70 Employee Appreciation Coach USA recognizes all our employees with breakfast, BBQ luncheons, raffles, and various other recognition ideas to show our employees how much we appreciate them. These events are often combined with the presentation of Safety awards to recognize operators in a larger setting. Performance Incentives and Special Compensation Rates Coach USA will mirror the current performance incentives as included in the Collective Bargaining Agreement. 28. Fringe Benefits Package Please see the information below regarding our Aetna insurance plans offered to our employees. This information should be held as CONFIDENTIAL. Page | 71 This information should be held as CONFIDENTIAL. 29. Hiring and Retention Strategy Recruitment of New Employees Coach USA’s recruitment and compensation plan has been designed to ensure continuous coverage. The Coach USA team will recruit locally in the San Luis Obispo area, the surrounding region, and outside the state to build a robust, experienced, qualified driving workforce capable of delivering these services. Coach USA has taken proactive measures to address the nationwide operator shortage, positioning us as a leader in navigating this challenging industry. To actively attract and retain operators and other employees, we must continue to assess and increase incentives and bonuses to ensure Coach USA is a competitive option for the employment-seeking workforce. We partner with local community colleges, vocational schools, municipalities, retraining agencies, upskilling programs, and veteran-specific organizations to ensure diversity in all our hiring and retention initiatives. Recruitment Tactics Each contract and transportation market has unique needs, so we use recruitment tactics that are most beneficial to the specific market and transportation type. We use traditional and modern methods, pursuing various digital, in-person, media, and referral channels to attract the best possible candidates for every position. This guarantees that no matter where our ideal candidates are searching, Coach USA gets in front of them. These channels include, but are not limited to: Page | 72 Exhibit 8: Recruitment Channels Community Engagement Our human resources team understands that sometimes the best candidates are not actively seeking a new role or have not yet considered transportation as their next career path. This is why Coach USA has forged relationships within the local communities we serve. This ensures we maintain a presence on all major job boards and employment agencies, bolstering our passive recruitment efforts. This could come from networking within social or local groups or from going into the community and handing out business cards. By proactively promoting everything Coach USA offers as an employer, we hope to be the first company they consider when they are ready to make their next professional move. Veteran Hiring Coach USA provides veterans with job opportunities and the resources and training they need to succeed once on board. We actively work with organizations whose goals are around connecting veterans seeking employment with hiring companies. This is nestled within our overall diversity initiatives; attracting Veterans is one of the many ways Coach USA sources qualified talent. Retention Coach USA understands the impact turnover has on service quality. As such, we encourage our best employees to stay with us and share in our success by treating them with respect and appreciation. We promote a family-like atmosphere by recognizing excellent performance, coaching, and upskilling to encourage employee development. We frequently administer pulse surveys to understand employees’ concerns better and take immediate action to address them. Our strategies for attracting the finest Page | 73 available employees include offering competitive wages and benefits, as well as a work environment that promotes and rewards excellence. Many of our employees have been with us for over 40 years. 30. Unionized Workers Coach USA is committed to a respectful, collaborative workplace for union and non-union employees, grounded in fair treatment, safety, and transparent communication. We will partner with Teamsters Local 986 in good faith and engage all employees to build trust, stability, and high performance across SLO Transit operations. Building a Positive Relationship with the Union Beginning with the contract award, Coach USA will establish a cadence of standing labor-management meetings with Teamsters Local 986 representatives. These will take place weekly during the transition and monthly thereafter to review staffing, safety, scheduling, training, change management, and other topics that may arise over the course of the contract. 31. Understanding and Compliance with Provisions of California Labor Code Sections 1070-1074 Coach USA will retain qualified non-exempt employees of the prior contractor/subcontractors performing essentially the same services for a period of not less than 90 days, thereby qualifying SLO Transit’s evaluation to apply the 10% statutory preference per §1072(b). We have reviewed the incumbent-provided data, including headcount, wages, benefits, and job descriptions, and used this information to plan and budget for our proposal. If selected, we will receive and protect the identified employee data required from the incumbent (names, addresses, dates of hire, wages, benefit levels, job classifications). Within five (5) business days of receiving the employee list, we will issue written conditional offers to all covered non-exempt employees, providing a minimum of 10 days to accept, and clearly stating start date, work location, position, wage/benefits, and contingencies We will retain employees except for reasonable and substantiated cause permitted under §1072(c)(2), limited to prior performance or conduct under the predecessor contract, failure of required drug/alcohol testing, physicals, legally required background checks, or other lawful standard hiring qualifications. We will document any disqualification decisions with evidence, preserving due-process and non-discrimination principles. Where staffing requirements differ from the incumbent’s, we will retain qualified employees by seniority within job classification, while observing any licensing requirements and bona fide position qualifications, consistent with §1072. During the 90-day retention period, we will: Page | 74 • Provide paid training on our SOPs, safety, ADA/paratransit policies, dispatch/ITS platforms, and customer service; • Assign mentors and supervisors to support performance; and • Conduct regular documented check-ins. Any separation during this period will be only for justified and substantiated cause under §1072(c)(2). Page | 75 G.7 REPORTING 32. Report Examples We have included sample reports similar to those that will be provided to the City for these services as Appendix F to this submittal. 33. NTD Data and FTA Requirements Coach USA offers proven expertise in meeting complex reporting requirements while ensuring full compliance with Local, State, and Federal regulations. We are committed to partnering with the City to deliver exceptional service quality by closely monitoring key performance indicators and providing transparent, timely reporting. Our approach guarantees accountability and supports the City’s goals for safety, efficiency, and rider satisfaction. • NTD Reporting: We will strictly follow the FTA’s NTD Reporting Policy Manual, meeting all deadlines and providing accurate data on financials, safety, asset inventory, and service levels. Our corporate team proactively tracks regulatory updates to ensure compliance and mitigate risks related to GTFS, cybersecurity, and infrastructure. Leveraging our advanced technology and the City’s systems, we will deliver precise, real-time reporting that supports informed decision- making. • Drug and Alcohol Compliance: Coach USA maintains a robust, FTA-compliant drug and alcohol testing program, including random, post-accident, return-to-duty, and reasonable suspicion protocols. Our commitment to safety extends to full MIS reporting compliance, reinforcing trust and reliability in our operations. • Public Transportation Agency Safety Plan: We will develop and maintain a comprehensive Agency Safety Plan (ASP) built on a Safety Management System (SMS). By continuously tracking critical safety metrics—such as collisions, injuries, and safety events—we ensure proactive risk management and a culture of safety that protects riders and staff alike. • Transit Asset Management: Maintenance files are maintained electronically through FleetFocus, an AssetWorks maintenance software company. The system tracks all work performed on all vehicles, scheduled and unscheduled jobs, warranty, and preventive maintenance inspections. We will provide accurate reporting, unwavering compliance, and a collaborative approach that empowers the City to achieve its transportation objectives. 34. Accident/Incident Reporting Accident and Incident Procedures Passenger and operator safety is Coach USA’s number one priority. In the case of an accident, Coach USA will immediately dispatch emergency medical personnel and law enforcement, as required. Our Page | 76 next priority will be to provide immediate transportation to any passengers on board upon collection of the necessary contact and witness information. We will use our supervisors and management personnel to immediately respond and guide passengers to the replacement vehicle in the safest manner possible. Our goal is to minimize any impact on service levels. Coach USA has developed and implemented a comprehensive accident and incident reporting system. Our supervisors and managers have all been trained in accident investigation procedures. If a Coach USA-operated vehicle is involved in an accident, a supervisor or manager will be dispatched to the scene, depending on the severity and in accordance with contract requirements. At this time, the appropriate notifications are sent immediately to the dispatchers and the management team. Supervisors and operators are equipped with the necessary paperwork and accident reporting forms, courtesy cards, as well as a digital camera or smartphone. They will work with the law enforcement on scene to obtain all information and take photographs of the accident scene and vehicles involved. As per DOT requirements, the operator may be subject to a post-accident drug and alcohol test, as required by contract. Electronic and hard copies of the accident/incident report are kept by date with a reference to the vehicle operator number and an internal code designating the type of accident. Files include: • Operator’s report of accident/incident • Standard investigation report and photos • Supervisor’s report with Drug and Alcohol Addendum • Police report, if applicable • Documentation of repairs performed as a result of an accident • Documentation of any actions taken against operators • Correspondence information concerning the accident or incident with our insurance carrier or others involved Coach USA is proud of its accomplishments in deploying all available technologies and innovative approaches to accident prevention. Coach USA does not just talk about safety, we live it every day, at every level. Accident Safety Records Management The safety and training manager is responsible for collecting and submitting required reports, including accidents, incidents, operator training, and employee development activities. The safety and training manager will also be responsible for submitting information required for safety awards based on Coach USA’s Safety Award program. We will document the safety, accidents, and incidents of the operating locations and communicate them internally to staff and externally to the contracting organizations. This enables us to analyze trends and ensure proper execution of safety procedures, thereby achieving Coach USA’s safety objectives. Page | 77 APPENDIX A: AUDITOR SUPPORT LETTER We have included a letter from our auditor, Crowe LLP, on the following page. Page | 79 APPENDIX B: UNAUDITED FINANCIAL STATEMENETS We have included our unaudited financial statements on the following pages. ONFIDENTIAL ONFIDENTIAL ONFIDENTIAL Page | 83 APPENDIX C: BANK SUPPORT LETTER We have included a letter of support from our bank on the following page. February 17, 2026 Mr. Ross Kinnear Executive Vice President & Chief Financial Officer Bus Company Holdings US LLC dba Coach USA Coach Bus Leasing, LLC 160 S Route 17 North Paramus NJ 07652 Reference: San Luis Obispo Transit (SLO Transit) Notice Requesting Proposals for Transit Operation and Maintenance Services Dear Mr. Kinnear, This letter is being provided to support the above referenced RFP providing bus services for the City of San Luis Obispo, California. Wells Fargo Bank, N.A. has maintained a treasury management relationship with Coach USA since 1990. In addition to the long tenured cash management relationship, since 2019, Wells Fargo has provided financing for the Company’s operations, including Coach Bus Leasing, LLC. Wells Fargo has committed new financing for the restructured Coach USA business, including a term loan and a revolving credit facility which will continue through 2029. Wells Fargo remains a supportive partner to Coach USA and is looking forward to partnering with the restructured business, management team, and new ownership group to grow the business including establishing the business relationship with the City of San Luis Obispo. Please note the information set forth in this letter is subject to change without notice and is provided in strict confidence without any responsibility or liability on the part of the bank, its affiliates or any of its affiliates’ directors, officers or employees. The bank undertakes no responsibility to update the information set forth in this letter. Regards, Cameron Scott Executive Director Cameron.scott@wellsfargo.com Page | 85 APPENDIX D: INSURANCE CERTIFICATES We have included Insurance Certificates on the following pages. SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME:CONTACT (A/C, No):FAX E-MAILADDRESS: PRODUCER (A/C, No, Ext):PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. OTHER: (Per accident) (Ea accident) $ $ N / A SUBR WVD ADDL INSD THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT AUTOS ONLY AUTOSAUTOS ONLY NON-OWNED SCHEDULEDOWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY OFFICER/MEMBER EXCLUDED? (Mandatory in NH) DESCRIPTION OF OPERATIONS below If yes, describe under ANY PROPRIETOR/PARTNER/EXECUTIVE $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT EROTH-STATUTEPER LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION $ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE DAMAGE TO RENTED $PREMISES (Ea occurrence) COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO-JECT LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2016 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY 11/01/2025 11/01/2026 of Marsh USA LLC X C 2,000,000 Lexington Insurance Co. N San Luis Obispo, CA 93401 City of San Luis Obispo 990 Palm Street 11/01/2025 A 5,000,000 X 2,000,000 05/01/2026 ACORD 101 (2008/01) The ACORD name and logo are registered marks of ACORD © 2008 ACORD CORPORATION. All rights reserved. THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, FORM NUMBER:FORM TITLE: ADDITIONAL REMARKS ADDITIONAL REMARKS SCHEDULE Page of AGENCY CUSTOMER ID: LOC #: AGENCY CARRIER NAIC CODE POLICY NUMBER NAMED INSURED EFFECTIVE DATE: MARSH USA, LLC. Insurer: AXIS Surplus Insurance Company�� 5,000,000 Occurrence�� Limits:�� Policy Number: �� Excess Auto Liability:�� Policy Term: 11/01/2024-11/01/2027�� Insurer: Inigo Auto Liability Consortium 9096�� �� �� �� �� �� Policy Term: 11/01/2025 - 11/01/2026�� Policy Term: 11/01/2025 - 11/01/2026�� Excess Liability - $3M xs Lexington Lead $2M xs $10M�� Policy Number: � $15,000,000 Annual Aggregate�� Limit: Each Occurrence: $2,500,000/Aggregate: $2,500,000 Part of $5,000,000�� �� Policy Number: � �� Limit: Each Occurrence: $2,500,000/Aggregate: $2,500,000 Part of $5,000,000�� Policy Term: 11/01/2025 - 11/01/2026�� 2 New York Certificate of Liability Insurance �� �� Limit: Each Occurrence: $2,500,000/Aggregate: $2,500,000 Part of $5,000,000�� �� Limit: Each Occurrence: $3,000,000/Aggregate: $3,000,000�� Limit: Each Occurrence: $2,500,000/Aggregate: $2,500,000 Part of $5,000,000�� Policy Number: � Insurer: Endurance American Specialty Insurance Company�� Policy Term: 11/01/2025 - 11/01/2026�� �� Excess Liability - $2.5M p/o $5M xs $20M�� �� $25,000,000 Policy Period Aggregate�� �� Policy Number: �� Policy Term: 11/01/2025 - 11/01/2026�� �� �� 25 Policy Number: � �� �� �� Insurer: Scottsdale Insurance Company�� �� 160 S. Route 17 North��Coach Bus Leasing LLC�� �� Paramus,NJ 07652�� �� Excess Liability - $2.5M p/o $5M xs $15M�� Insurer: Lexington Insurance Company�� 2 CN103050224 �� Excess Liability - $2.5M p/o $5M xs $20M�� Excess Liability - $2.5M p/o $5M xs $15M�� Insurer: Columbia Casualty Company�� SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME:CONTACT (A/C, No):FAX E-MAILADDRESS: PRODUCER (A/C, No, Ext):PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. OTHER: (Per accident) (Ea accident) $ $ N / A SUBR WVD ADDL INSD THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT AUTOS ONLY AUTOSAUTOS ONLY NON-OWNED SCHEDULEDOWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY OFFICER/MEMBER EXCLUDED? (Mandatory in NH) DESCRIPTION OF OPERATIONS below If yes, describe under ANY PROPRIETOR/PARTNER/EXECUTIVE $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT EROTH-STATUTEPER LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION $ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE DAMAGE TO RENTED $PREMISES (Ea occurrence) COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO-JECT LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2016 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY of Marsh USA LLC 35300 5,000,000Crime CN103050224-Stnd-Crime-25-26 11/01/2026 NYC-012508644-00 01/20/2026 0 25,000 SIR 11/01/2025 LIMITS 160 S. Route 17 North Coach Bus Leasing LLC Paramus, NJ 07652 Allianz Global Risks US Insurance Company 1166 Avenue of the Americas MARSH USA, LLC. Attn: NewYork.certs@Marsh.com New York, NY 10036 N San Luis Obispo, CA 93401 City of San Luis Obispo 990 Palm Street A Page | 89 APPENDIX E: RESUMES We have included resumes for our proposed management team on the following pages. Jared Hall General Manager Coach USA Summary Jared Hall is an innovative, collaborative, and resourceful transportation executive. He is experienced in multiple areas of discipline, including: transit operations, leadership, executive management, customer service, finance, budgeting, fleet management, capital project management, transportation planning, transit industry training and industry best practices, inter-governmental relations, and communications. Education MBA | Marketing, University of Colorado, Colorado Springs, CO Bachelor of Business Administration, University of Colorado, Boulder, CO Awards and Affiliations Professional Development Academy - High Performance Leadership Graduate (2022) Denver Regional Council of Governments - Metro Vision Award (2016) Boulder County Leadership Academy – Graduate (2010) NACO Award Winner – Lyons Community Eco Pass Program (2012) – Mobility 4 All Program (2011) Boulder County Pinnacle Award Winner – Longmont Fare Free Program (2014) – Nederland Area Eco Pass PID Program (2013) – Lyons Community Eco Pass Program (2011) Experience Petaluma Transit │ Petaluma, CA Transit System Manager│ 2018 - Present • Provide executive management of the Petaluma Transit agency, a full- service agency including fixed route, ADA paratransit, and microtransit service. • Manage a staff of 40+ agency and contractor staff in the daily operations of a full-service transit system. • Manage the finances and grants of Petaluma Transit, including annual budget creation, oversight, tracking, and reporting. • Plan and direct the operations and services of the Petaluma Transit network of 25 transit buses and twelve different bus routes. • Created LumaGo, the first on-demand microtransit service for Petaluma Transit. • Union interaction experience, including daily interactions and multiple collective bargaining cycles. • Created the first-ever Zero Emission Bus Transition Plan for Petaluma Transit, including a stated goal of having a fully zero-emission bus fleet by 2030. • Oversaw the capital improvements to electrify the Petaluma Transit bus facility and accommodate an electric bus fleet. • Implemented “Petaluma Fare Free,” the first system-wide fare-free transit program in the San Francisco Bay Area. • Successfully managed the Petaluma Transit agency's response to the COVID-19 pandemic without reducing staff, maintaining 95% of system service, and keeping the agency fiscally solvent. • Serve as the lead staff liaison to the Petaluma community Transit Advisory Committee (TAC) and Petaluma Transit representative to the City Council, including creation of meeting material packets and presiding over 100 monthly meetings. • Coordinate with regional transit partner agencies, including Sonoma County Transit, Golden Gate Transit, Sonoma-Marin Transit (SMART), Santa Rosa City Bus, and others in the North Bay area. • Serve as the Title VI and Disadvantaged Business officer (DBELO) officer for Petaluma Transit. Jared Hall General Manager Coach USA Skills • Leadership • Transit Operations • Planning • Grant Management • Organizational Development • Capital Project Management • Financial Management • Budgeting • Public Governing Board Interactions • Community Relations Boards and Commissions Boulder Transportation Connections Board – Vice- Chair (2015 – 2017) Petaluma Professional and Mid-Managers Assn. Board – Chair (2019 – 2023) Boulder County | Boulder, CO Senior Transportation Planner | 2014 - 2017 • Served as Boulder County staff lead on the creation of multiple rail and bus rapid transit corridors planning efforts, including: US 36 Flatiron Flyer Bus Rapid Transit, SH119 and US287 Bus Rapid Transit projects, and Denver Northwest Rail Transit. • Project manager for pioneering, community-wide transit pass programs, including the Lyons and Nederland community-wide Eco Pass programs. • Boulder County staff lead for Emergency Operations Center (EOC) transportation desk, including response to the September 2013 flood (the largest in CO state history). • Assisted with departmental hiring, including job description creation, assembling interview panels / conducting interviews, negotiating job terms, and extending job offers. Boulder County | Boulder, CO Planner II | 2009 – 2013 • Grant Management – including writing, managing, and reporting. • Project Manager for Boulder County Mountain Town Transit Study. The study resulted in the successful implementation of over five transit programs/ bus routes. • Served as Boulder County support staff for long-range planning studies. Presented plan findings and results to the Boulder County Board of Commissioners. • Helped to develop multiple new transit routes, including local, intercity, and regional routes. This includes planning, route cost modeling, scheduling, branding, and marketing. • Created fully comprehensive marketing/ public relations programs for new transit routes and transportation demand management (TDM) programs, including posters and banners, online and print ads, Websites, press releases, and public kickoff ceremonies. Boulder County | Boulder, CO Planner I | 2008 – 2009 • Marketed and promoted the Eco Pass (transit pass) and pre-tax benefit program to businesses and neighborhoods. Successfully expanded the number of Eco Passes in the community each year. • Tracked transit ridership and passenger miles traveled data to monitor ongoing ridership trends in Boulder County transit ridership. • Served as the primary Boulder County staff person responsible for mapping and scheduling of Boulder County bus routes, working in conjunction with Denver RTD and municipalities. Ken DeNeef Operations and Safety Manager Coach USA Summary A dedicated safety professional for over 25 years, Ken DeNeef is the Safety & Training Supervisor for our Northern Nevada operations. Mr. DeNeef drives our commitment to safety by proactively identifying and addressing safety concerns. With a focus on compliance at local, state, and federal levels, he manages driver training and collaborates across all organizational levels to develop incident-prevention procedures. He comes with an extensive and hands- on background in the transportation industry, including nearly 20 years of direct experience in mining operations. Certifications • MSHA Blue Card Certified Trainer • OSHA 30 Certified trainer • First Aid, ADA & CPR Certified Trainer • Red Cross Administrator • Coach USA L.L.L.C. Certified Trainer Skills and Abilities • In-depth knowledge of federal, state, and local transportation safety regulations • Ability to assess and identify potential safety risks and hazards within transportation operations • Highly skilled in managing training programs • Strong problem-solving to address safety challenges and develop innovative solutions • Experience Coach USA │ Elko and Winnemucca, NV Safety and Training Manager│ 2022-Present • Protects the health and safety of employees and decreases the potential risk of disease, illness, injury, and exposures to harmful substances. • Minimizes the potential for penalties assessed by various enforcement agencies by maintaining compliance with Federal and state regulations. • Ensures that all safety programs and policies are properly administered and adhered to. • Acts as the representative for our Samsara program, helping our Elko operation boast some of the best drivers globally. • Completes employee site training and driver permitting of Coach USA staff to drive on client property. • Manages several additional training programs, including MSHA and Behind the Wheel training. • Acts as the Administrator for the ELDT (Entry Level Driver Training). Coach USA│ Elko and Winnemucca, NV Operations and Safety Supervisor │ 2021 - 2022 • Participated in recruitment efforts for key positions. • Designed and delivered comprehensive training programs for employees. • Oversaw day-to-day operations, optimizing efficiency and productivity. • Ensured adherence to industry regulations and company policies. • Conducted regular compliance audits and implemented corrective actions. • Managed environmental initiatives. • Collaborated with internal departments and external partners to achieve common goals. • Oversaw facility audits. Ken DeNeef Operations and Safety Manager Coach USA Coach USA | Elko and Winnemucca, NV Vehicle Operator | 2013 - 2019 • Safely operated motor coaches or buses, including pre-trip inspections. • Provided exceptional customer service by assisting passengers, answering questions, and ensuring a comfortable journey. • Maintained a thorough understanding of routes, schedules, and itineraries. • Adhered to all traffic laws, regulations, and company policies to ensure passenger safety. American Staffing | Elko, NV Vehicle Operator for Newmont Mining | 2012 – 2013 Newmont Mining | Elko, NV Relief Foreman for Process Operations | 2005 – 2012 Robinson Mine | Elko, NV Mine Commissioner | 2003 – 2005 Other Mining Experience Western Aggregates | 2002 – 2003 Pegasus Gold Mines | 2000 – 2002 Rayrock, Pinson, Marigold, Dee Gold | 1994 - 2000 Jorge Apodaca Maintenance Manager Coach USA Summary Jorge Apodaca has 29 years of experience in the maintenance of transit vehicles. His work has focused on compliance, training, safety, and incident response. He is an accomplished Region Maintenance Manager with solid history of achievement in Transportation. Jorge is a motivated leader with strong organizational and prioritization abilities. Education Associates Degree in Business Administration, Pikes Peak Community College Skills and Abilities • Skilled in project management, training, and development methodologies. • Excellent listening and communication skills • Demonstrated expertise in implementing incident response protocols effectively. • Ability to effectively collaborate with both internal and external stakeholders. • Strong proficiency in DOT regulations • Proficient in analyzing safety data to discern trends and pinpoint areas for enhancement. • Excellent understanding of logistic management and budget planning • Federal Motor Carrier • Commercial Driver’s License • Bilingual – Spanish / English Experience Coach USA │ Winnemucca, NV Maintenance Support Manager of Global Projects │ 2023-Present • Provide maintenance leadership and technical support for global and special project initiatives. • Support multi-location fleet operations to ensure consistent maintenance standards and regulatory compliance. • Collaborate with regional leadership on asset reliability, cost control, and operational readiness. • Assist in implementing standardized maintenance processes and best practices across fleets. Aims Transportation│ Winnemucca, NV Maintenance Manager │ 2022 - 2023 • Directed daily maintenance operations, technician performance, and fleet readiness. • Ensured DOT compliance, safety inspections, and preventive maintenance scheduling. • Managed vendors, inventory, and repair costs to control maintenance expenses. All Aboard America | Winnemucca, NV Director of Fleet Maintenance | 2015 – 2024 • Led fleet maintenance operations supporting charter, transit, and commuter services across multiple states. • Managed maintenance personnel, supervisors, facilities, and mobile service teams. • Developed and controlled operating and capital budgets while improving fleet uptime and reliability. • Implemented preventive maintenance programs to reduce breakdowns and extend asset life. • Ensured compliance with DOT, FMCSA, and internal safety standards. Jorge Apodaca Maintenance Manager Coach USA Horizon Coach Lines | Seattle, WA Regional Director of Fleet Maintenance | 2012 – 2015 • Oversaw maintenance operations across multiple regional locations. • Standardized maintenance procedures, inspections, and reporting processes. Provided leadership, training, and performance management for maintenance teams.Coach America │ Denver, CO Director of Fleet Maintenance │ 2008 - 2012 • Directed maintenance operations for large commercial motorcoach fleets. • Improved vehicle availability through preventive maintenance and technician development. • Ensured regulatory compliance and safety performance across all locations. Coach USA │ Denver, CO Maintenance Manager │ 2001 - 2008 • Managed shop operations, maintenance teams, and fleet inspections. • Controlled repair costs and vendor relationships while maintaining fleet readiness. Regional Transportation District (RTD) │ Denver, CO Shop Foreman │ 1998 - 2000 • Supervised technicians and daily shop operations. • Coordinated repairs, inspections, and preventive maintenance schedules. BFI Trash Services | Denver, CO Lead Mechanic | 1996 - 1998 • Performed advanced diagnostics and major repairs on heavy-duty vehicles. • Assisted in mentoring and training junior technicians. United States Army E-6 Staff Sergeant | 1989 – 1996 • Led and trained personnel in high-pressure operational environments. • Developed strong leadership, discipline, and organizational skills. Page | 96 APPENDIX F: REPORT SAMPLES We have included samples of reporting for operational and safety purposes on the following pages. **First Report$FFLGHQW,QFLGHQW5HSRUW3ULPHU5HSRUWH&LUFOHDOOWKDWDSSO\ 3URSHUW\)RUP%RGLO\,QMXU\ 6XEURJDWLRQ&RPSDQ\ <280867&203/(7(ALL 6(&7,216 3$*(6 7LHQHVTXHFRPSOHWDUWRGDODVVHFFLRQHVHQODV SDJLQDV * Must Be Filled In — NO Exceptions (Se Deben Completar — sin ecepciones)'ULYHU¶V1DPH 1RPEUHGH&KRIHU * $GGUHVV&LW\6WDWH=LS 'LUHFFLRQ &LXGDG(VWDGR&RGLJR 7HOHSKRQH 7HOHIRQR * 6RFLDO6HFXULW\/LFHQVH 6HJXUR6RFLDO /LFHQFLD %XV$FFLGHQW'DWH7LPH$030 $XWREXV )HFKDGH$FFLGHQWH +RUD 'HVFULEHWKHGDPDJHWRWKH%XV 'HVFULEDHOGDx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xDOHVGH7UDILFR 1LQJXQR 3DUH 6HPDIRUR &HFODHOSDVR 3DVVHQJHUVRQ%XV RI:LWQHVV&DUGVVHFXUHG GH3DVDMHURVHQHO$XWREXV GH7DUMHWDVGH7HVWLJRDVHJXUDGR ,1)250$7,21$%28727+(59(+,&/(,QIRUPDFLRQVREUHHORWURYHKLFXOR2ZQHU¶V1DPH+RPH3KRQH1RPEUHGHO'XHxR 7HOHIRQR2ZQHU¶V$GGUHVV%XVLQHVV3KRQH'LUHFFLRQGHO'XHxR 7HOHIRQRGHOWUDEDMR'ULYHU¶V1DPH ,I'LIIHUHQW 1RPEUHGHO&KRIHU 6LHVGLIHUHQWH 'ULYHU¶V$GGUHVV ,I'LIIHUHQW 'LUHFFLRQGHO&KRIHU 6LHVGLIHUHQWH 'ULYHU¶V/LFHQVH6WDWH([SLUDWLRQ'H/LFHQFLDGH&RQGXFLU (VWDGR ([SLUDFLRQ9HKLFOH3ODWH<U0DNH0RGHOGH7DEOLOOD $xR\0RGHOR'DPDJHWR9HKLFOH'DxRDOYHKLFXOR,QVXUDQFH&RPSDQ\3ROLF\1XPEHU&RPSDx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¶V6LJQDWXUH)LUPDGH'HVSDFKH'DWH7LPHDQG0HWKRG5HSRUWHGWR6HGJZLFN)HFKDKRUD\PHWRGRTXHHODFFLGHQWIXHUHSRUWDGRD6HGJZLFN Driver_______________________________Bus # Date BBBBBBInspection: Pre/Post Trip Accident/IncidentCircle Area of Damage &LUFOH2QH FrontLeft Side 220#REF!20DATE 5:15am 5:30am5:45am6:00am6:15am 6:30am 6:45am7:00am7:15am7:30am7:45am8:00am TOTAL12:15pm3:00pm TOTALTOTAL1 2 3 4 5 6 7 8 9 10 11 12 A.M. 13 14 P.M.AM/PM1H O L I D A Y200000 00000000 00 003S ATURD AY4S UNDAY500000 00000000 00 00600000 00000000 00 00700000 00000000 00 00800000 00000000 00 00900000 00000000 00 0010S ATURD AY11S UNDAY1200000 00000000 00 001300000 00000000 00 001400000 00000000 00 001500000 00000000 00 001600000 00000000 00 0017S ATURD AY18S UNDAY19 H O L I D A Y2000000 00000000 00 002100000 00000000 00 002200000 00000000 00 002300000 00000000 00 0024S ATURD AY25S UNDAY2600000 00000000 00 002700000 00000000 00 002800000 00000000 00 002900000 00000000 00 003000000 00000000 00 0031S UNDAYTOTAL 00000 00000000 00 000AVG 00000 00000000 00 0 0