HomeMy WebLinkAboutLAZ San Luis Obispo Proposa Ready to producel
Transit Operation & Maintenance Services
City of San Luis Obispo | February 20, 2026
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COVER LETTER
February 20, 2026
City of San Luis Obispo
ATTN: Daniel Clancy
990 Palm Street, San Luis Obispo, CA 93401T
Dear Daniel,
On behalf of LAZ Transportation, I am pleased to submit this proposal to serve as the City of San Luis
Obispo's contracted operator for fixed-route transit services. SLO Transit is an essential lifeline for
students, employees, residents, and visitors, and LAZ Transportation is prepared to honor that
responsibility with operational excellence, local commitment, and financial stewardship.
LAZ Transportation brings proven experience in municipal and institutional transit operations across
California and nationwide. As part of the LAZ Parking enterprise, we deliver the operational depth of a
national organization with the responsiveness of a locally embedded team. Our experience spans fixed-
route transit, paratransit, and fleet management for cities, universities, and healthcare systems. We
understand California regulatory compliance, union workforce management, and zero-emission vehicle
integration.
If selected, LAZ Transportation will establish a fully dedicated, on-site management team led by a
General Manager with full operational authority. This is a local operation managed by local professionals
invested in the San Luis Obispo community. We will prioritize retaining qualified incumbent employees,
honoring both California Labor Code Section 1072 and our understanding that experienced employees
deliver better service. Our operational approach emphasizes transparency, measurable performance,
and proactive communication through comprehensive monthly reporting, real-time CAD/AVL systems,
and proven maintenance protocols that support accurate NTD reporting and FTA compliance.
Safety is the foundation of every transit system we operate. LAZ Transportation will implement a
comprehensive Safety Management System aligned with FTA requirements, conduct regular driver
training, and maintain rigorous vehicle inspection protocols. Our Safety Manager will serve as the
designated Safety Sensitive Program Administrator and work closely with City staff on incident
response and preventive safety initiatives. Additionally, our team has experience managing mixed diesel
and zero-emission fleets in California. Our Maintenance Manager will hold or pursue specialized BEB
certification, and all mechanics will receive high-voltage safety training to ensure SLO Transit's zero-
emission transition is seamless and sustainable.
Our cost proposal reflects a realistic assessment of the San Luis Obispo labor market and the operational
demands of SLO Transit's service profile. LAZ Transportation's pricing is built on sound financial
assumptions, transparent cost allocation, and a commitment to delivering stable service without
compromising workforce compensation or operational quality. We view this contract as a long-term
partnership and are prepared to evaluate and create suggestions to improve the service accordingly.
The City of San Luis Obispo has built an excellent public transit system, and LAZ Transportation is
honored to be considered as its next operator. We are confident that our combination of operational
expertise, local commitment, and corporate support positions us to serve the SLO Transit community
with distinction. We look forward to discussing this proposal in greater detail.
Sincerely,
Paula Henry
Vice President,
Transportation Services
200 Wilshire Blvd, Ste. 100B
Los Angeles, CA 90017
C: (747) 254-9400
phenry@lazparking.com
Steve Mooney
Regional Vice President,
Northern California
5901 Christie Avenue, Suite 202
Emeryville, CA 94608
C: (650) 766-9803
smooney@lazparking.com
Transit Operation & Maintenance Services
Table of Contents 1
TABLE OF CONTENTS
City of San Luis Obispo
Transit Operation & Maintenance Services
Table of Contents .................................................................................................................................................................... 1
G.1 – Submittal Forms ............................................................................................................................................................. 3
G. 2 – Experience & Qualifications...................................................................................................................................... 14
5. Experience of your firm ..................................................................................................................................................................................................... 14
6. Early Contract Termination .............................................................................................................................................................................................. 16
7. Financial Statements .......................................................................................................................................................................................................... 16
8. Certifications ......................................................................................................................................................................................................................... 16
9. Additional Resources .......................................................................................................................................................................................................... 17
10. Firm Contact Person for this Proposal .................................................................................................................................................................... 20
G. 3 – Operational Approach ............................................................................................................................................... 21
11. Start-up & Transition Plan ............................................................................................................................................................................................... 21
12. Management & Operations Plan ................................................................................................................................................................................. 24
13. Scheduling, Dispatch & Customer Service ............................................................................................................................................................. 25
14. Driver Turnover ................................................................................................................................................................................................................... 27
15. Quality Service ................................................................................................................................................................................................................... 30
16. Technology ........................................................................................................................................................................................................................... 31
G. 4 – Maintenance ............................................................................................................................................................... 32
17. Facility Maintenance Program ...................................................................................................................................................................................... 32
18. Preventive Maintenance & Inspection Program ................................................................................................................................................... 35
19. Ratings .................................................................................................................................................................................................................................... 36
20. Fines & Citations ................................................................................................................................................................................................................ 36
21. Insurance ................................................................................................................................................................................................................................ 37
G. 5 – Safety & Training ....................................................................................................................................................... 40
22. Staff Training Program ................................................................................................................................................................................................... 40
23. Safety Record .................................................................................................................................................................................................................... 45
24. References .......................................................................................................................................................................................................................... 45
G. 6 – Personnel ..................................................................................................................................................................... 47
25. Resumes ............................................................................................................................................................................................................................... 47
26. An organization chart ......................................................................................................................................................................................................55
27. Wage Scale .......................................................................................................................................................................................................................... 58
28. Benefits .................................................................................................................................................................................................................................. 61
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Table of Contents 2
29. Hiring ....................................................................................................................................................................................................................................... 63
30. Unionized Workers ...........................................................................................................................................................................................................65
31. California Labor Code.......................................................................................................................................................................................................65
G. 7 – Reporting ..................................................................................................................................................................... 66
32. Reporting Examples .......................................................................................................................................................................................................... 66
33. NTD Reporting ................................................................................................................................................................................................................... 68
34. Accident / Incident Procedures ................................................................................................................................................................................. 70
Transit Operation & Maintenance Services
G.1 – Submittal Forms 3
G.1 – SUBMITTAL FORMS
Required forms are included on the following pages.
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G.1 – Submittal Forms 4
A. Debarment & Suspension Certification
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G.1 – Submittal Forms 5
B. Certification Regarding Lobbying Activities
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G.1 – Submittal Forms 6
C. Disclosure of Lobbying Activities
This form does not apply to LAZ.
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G.1 – Submittal Forms 7
D. Drug Free Workplace Act Certification
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G.1 – Submittal Forms 8
E. Non-Collusion Affidavit
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G.1 – Submittal Forms 9
F. Tax Liability Certification
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G.1 – Submittal Forms 10
G. Workers Compensation Certification
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G.1 – Submittal Forms 11
3. References
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G.1 – Submittal Forms 12
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G.1 – Submittal Forms 13
4. Statement of Past Contract Disqualifications
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G. 2 – Experience & Qualifications 14
G. 2 – EXPERIENCE & QUALIFICATIONS
5. Experience of your firm
A. Qualification Statement
As a company that is dedicated to people, we are always excited about the opportunity to work with
organizations that share common values with 'The LAZ Way' – our mission, vision, and values. Aligned
values ensure that both San Luis Obispo and LAZ are working toward a common purpose and have a
shared understanding of their long-term objectives. This facilitates collaboration and enables each
organization to align their efforts in pursuit of mutual goals.
The alignment of values makes it likely to have compatible organizational cultures. This means that our
employees can collaborate effectively, understand, and respect each other's perspectives, and work
together harmoniously. A strong cultural fit results in a smoother integration and success of a
partnership. This extends to shared vendor relationships and operational goals. Passio and Samsara are
long-term partners of LAZ Transportation which, combined with other skills, drive our pursuit of
community safety (pedestrian and 3rd party traffic), compliance, good stewardship of equipment, and
efficiency. We have rolled these into the goal of Safer, Smarter, More Efficient Transportation.
With those factors considered, and drawing deep on our experience at LAZ Transportation, we are
confident in our ability to deliver exceptional performance for the scope of work outlined in the RFP.
Our proven expertise in fleet management, maintenance, and compliance with industry standards,
coupled with our use of advanced telematics integration and data management for record-keeping and
operational efficiency, positions us as a reliable and capable partner. We are committed to exceeding
expectations and ensuring the success of this project.
Transportation Executive Summary
TRANSPORTATION EXPERTISE - With a nationwide presence spanning 100 transportation operations,
LAZ has extensive experience managing complex and high-volume transit environments. From airport
shuttle services to municipalities and corporate transportation programs, LAZ delivers reliable, efficient,
and customer-focused solutions. Our expertise includes fleet management, route optimization,
compliance with industry regulations, and the integration of advanced technology for real-time
monitoring and reporting. By fostering a people-first culture, we prioritize safety, training, and
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G. 2 – Experience & Qualifications 15
continuous improvement, ensuring exceptional service for passengers and seamless operations for our
clients.
TECHNOLOGY - LAZ provides safe, efficient, and customer-focused shuttle bus services. To ensure
timely delivery of passengers and stellar customer service, we will implement the following methods,
programs, and initiatives. Telematics Approach: Our comprehensive technology platform integrates key
service elements, optimizing safety, efficiency, and customer satisfaction in one solution.
HIRING AND TRAINING - Effective recruitment is critical to the success of any operation. Hiring skilled,
experienced employees who align with company culture and job requirements enhances productivity,
increases efficiency, and improves overall performance. A strong staffing strategy reduces turnover, as
engaged employees are more likely to remain long-term, contributing to organizational stability and a
positive reputation.
SAFETY PROGRAMS - Safety is a cornerstone of LAZ’s operations, driven by comprehensive programs
that protect employees, passengers, and the public. With our commitment to people each employee's
safety training begins at the point of candidacy. Employees first complete an assessment which guides
their training path which includes receiving a Safety Manual during orientation, along with training that
covers defensive driving, injury prevention, and emergency response. Operators adhere to strict safety
guidelines that include compliance with traffic laws, prohibition of impaired or distracted driving, and
mandatory seatbelt use
COMMITMENT TO COMPLIANCE & SUSTAINABILITY - LAZ is committed to reducing the
environmental impact of its transportation fleet through a variety of practices designed to minimize air
pollution. To optimize these practices, LAZ has implemented a world-class transportation telematics
platform with a comprehensive reporting suite to track sustainable practices and technologies.
Our proven track record, commitment to technology, and focus on passenger experience make us the
ideal choice to support San Luis Obispo transportation initiatives and long-term vision.
Dedicated Service Lines
In addition to traditional commercial parking management, LAZ Parking has dedicated teams of industry
leaders to meet the needs of specialized operations. LAZ is organized into eight specialized service
lines—Universities, Events, Transportation, Healthcare, Airports, Technology, Hospitality, and
Government—each led by subject matter experts with extensive operational experience in their
respective fields. This structure enables LAZ to deliver sector-specific solutions that address the unique
operational requirements of each client, with each service line ensuring the consistent application of
industry standards and best practices.
These service lines enable LAZ Parking to continuously improve through the adoption of emerging
technologies, data-driven strategies, and proven operational methodologies. Collaboration between
service lines supports the development of integrated solutions, enhancing operational efficiency and
client outcomes. This approach positions LAZ to anticipate industry shifts and deliver forward-thinking
solutions that meet both current and future demands.
Transportation Services
LAZ’s Transportation Services address the diverse mobility needs of all our operations by
providing tailored shuttle services, strategic transportation planning, and solutions to
manage pedestrian and vehicle interactions. Recognizing the unique challenges of
coordinating efficient transportation for staff and visitors. LAZ designs customized plans
that optimize shuttle routes, minimize wait times, and seamlessly integrate with parking
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G. 2 – Experience & Qualifications 16
operations. Leveraging technology-driven solutions such as GPS tracking and mobile app integration,
we enhance real-time communication and adaptability, ensuring that transportation systems remain
efficient, responsive, and aligned with evolving demands.
6. Early Contract Termination
Since July 1, 2020, LAZ Transportation Services has not had any public transit contracts terminated
prior to their original expiration date.
7. Financial Statements
Please refer to the attachment section at the end of the document for the financial statements. LAZ
does not currently have the 2025 financial statements available; however, the 2024 financial statements
are attached for review.
LAZ Parking & Transportation is well-positioned to support the financial and operational needs of this
project. Our strong balance sheet enables us to invest confidently in advanced management systems,
capital improvements, and long-term operational stability. We maintain substantial working capital
through a $175 million syndicated revolving credit facility provided by JPMorgan Chase Bank, N.A.,
ensuring financial flexibility and resilience.
Additionally, our longstanding vendor relationships and national purchasing power allow us to achieve
cost efficiencies that directly benefit our clients.
Now and in the years to come, LAZ stands ready to serve as a stable, reliable partner. Our proven
experience, operational expertise, and commitment to service excellence make us an ideal candidate
for this engagement. We are pleased to provide any further information or documentation you may
require.
8. Certifications
LAZ Transportation is committed to fostering an inclusive and equitable contracting environment and
fully supports the City of San Luis Obispo's goals related to Disadvantaged Business Enterprise
participation. We recognize the importance of DBE engagement in publicly funded transit operations
and view meaningful subcontracting partnerships as an extension of our broader commitment to
community investment.
At the time of this proposal submission, LAZ Transportation has not identified a designated DBE
subcontractor for this contract. However, we want to be transparent that this reflects the current stage
of our planning process and not a lack of commitment to the City's DBE objectives. LAZ Transportation
is fully prepared to work collaboratively with the City of San Luis Obispo to identify, evaluate, and
formalize DBE partnerships that are appropriate in scope and aligned with the operational needs of this
contract.
Specifically, LAZ Transportation commits to the following upon contract award:
Working directly with the City's DBE program coordinator to understand applicable DBE goals, reporting
requirements, and any federally mandated participation thresholds tied to this contract's funding
sources. Actively soliciting qualified DBE firms for subcontracting opportunities in areas such as vehicle
maintenance support, facility services, fuel supply, technology services, and administrative support
functions, areas where meaningful subcontracting relationships can be structured without
compromising operational continuity or service quality. Maintaining transparent documentation of all
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G. 2 – Experience & Qualifications 17
good-faith outreach efforts in accordance with applicable federal and state DBE program requirements,
including FTA Circular 4716.1A where applicable.
LAZ Transportation has an established history of pursuing and maintaining DBE partnerships across its
national portfolio of transit and transportation contracts. We bring both the organizational commitment
and the administrative infrastructure to support compliant, productive DBE relationships and look
forward to developing those partnerships in collaboration with the City for the San Luis Obispo Transit
program.
9. Additional Resources
LAZ brings a broad network of operational, technical, and management resources that may be made
available to the City, with or without direct cost, to support the successful delivery of SLO TRANSIT
services and future program enhancements.
Consulting and Strategic Support
LAZ can provide subject matter experts in transit operations, maintenance optimization, service
planning support, and workforce development. These resources can assist with performance reviews,
cost containment strategies, service efficiency evaluations, KPI development, and implementation of
industry best practices. Our transition and task force teams are also available to support major service
changes, emergency response, or special initiatives.
Special Event and Surge Operations
LAZ maintains dedicated event and surge-response teams experienced in managing high-ridership
demand, temporary service adjustments, traffic control coordination, and customer flow management.
These resources can be deployed to support Cal Poly peak periods, community events, construction
detours, service disruptions, or other unforeseen operational needs.
Technology and Innovation
LAZ provides access to proprietary and third-party technology solutions that enhance service delivery,
reporting, and the customer experience. These include:
• Advanced performance and business intelligence dashboards for real-time and historical data
analysis
• Workforce management and staffing optimization tools
• Safety, training, and compliance tracking platforms
• Customer communication and service alert tools
• Support for fare system integration, open-loop payment programs, and future mobility
technologies
These tools can be used to supplement City-provided systems and to support data validation, National
Transit Database reporting, and continuous performance monitoring.
Maintenance and Technical Resources
LAZ’s fleet and facilities technical specialists are available to assist with preventive maintenance
program development, parts procurement strategies, warranty recovery, asset lifecycle planning, and
preparation for zero-emission fleet expansion. Additional support can be provided for major overhauls,
campaign work, and implementation of new equipment or systems.
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G. 2 – Experience & Qualifications 18
Procurement and Vendor Network
Through our national platform, the City may benefit from LAZ’s established purchasing programs,
cooperative contracts, and vendor relationships for parts, supplies, uniforms, safety equipment, and
maintenance services, helping to reduce costs and improve response times.
Training and Workforce Development
LAZ provides structured training programs for operators, dispatch, maintenance, and supervisors,
including leadership development, safety certification, customer service, and ADA sensitivity training.
Refresher training, retraining, and customized programs can be deployed as needed to address
performance trends or new service requirements.
Safety and Risk Management
The City will have access to LAZ’s corporate safety team, accident review committees, claims
management support, and system safety plan development resources. These resources support
continuous improvement, regulatory compliance, and reduction of preventable incidents.
Future Mobility and Multimodal Integration
LAZ can support the City in evaluating and implementing future mobility programs, including first/last
mile solutions, micro transit integration support, mobility hubs, electrification planning, and other
initiatives that enhance ridership and system connectivity.
These resources provide the City with scalable support, operational depth, and technical expertise that
can be activated whenever needed to enhance reliability, improve performance, and support both
current operations and future transit initiatives.
ESG at LAZ
Aligned under the LAZ mission statement, to “Create opportunities for our employees, and Value for our
Clients”, LAZ launched an ESG Division in 2022. We partnered with Quinn and Partners, a leading
industry expert in corporate sustainability and climate action and with their guidance, created an
implementation roadmap aimed at advancing our ESG sustainability initiatives across LAZ. By
embedding sustainability into our daily mindset, we are transforming the way we do business and
creating opportunities for a positive impact across our portfolio in the United States and Canada.
Diversity, Equity, & Inclusion
Following its commitment to Environmental, Social, and Governance
(ESG) principles, LAZ prioritizes Diversity, Equity, and Inclusion (DEI)
as a people-first organization. LAZ believes that inclusive and
supportive work environments attract top talent, foster innovation,
and enhance employee engagement.
Embracing DEI reflects LAZ’s dedication to social responsibility and
ethical leadership. As a corporation guided by conscious capitalism,
LAZ recognizes its responsibility to create an equitable and inclusive
society. By championing DEI, LAZ contributes to fostering a more just
and equal world.
LAZ’s DEI approach focuses on three core areas, adopting a comprehensive and ongoing strategy that
is embedded into the corporate culture.
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G. 2 – Experience & Qualifications 19
• Diversity policies, incentives, and commitments. Evaluate existing policies, practices, and
procedures to identify any biases or barriers that may hinder diversity and inclusion. Make
necessary changes to ensure fairness, equal opportunities, and inclusivity in recruitment,
hiring, promotion, and other organizational processes.
• Monitoring and tracking performance. Conduct a thorough assessment of the organization's
current state of DEI through enterprise-wide surveys and analysis. Use the results of the
baseline survey to establish specific, measurable, achievable, relevant, and time-bound goals
related to DEI.
• Accountability and recognition. Continuously monitor and assess the effectiveness of DEI
initiatives. Collect feedback from employees, conduct regular surveys, and use data to
measure progress, identify areas for improvement, and inform decision-making.
Diversity, Equity, & Inclusion Initiatives
LAZ has worked with internal stakeholders and external consultants to develop programs to foster
understanding, respect, and inclusion of individuals from diverse backgrounds within LAZ and the
communities it serves. These initiatives aim to eliminate biases, prejudices, and discriminatory practices,
creating a more equitable environment and a safe space for open dialogue with colleagues.
Additionally, LAZ collaborates with external organizations and experts to share best practices and
advance DEI efforts. Through its Supplier Diversity and Inclusion Plan, LAZ partners with diverse
vendors, enhancing opportunities for small, women-owned, minority, and service-disabled veteran-
owned businesses.
Embedding DEI into LAZ’s corporate culture and operations, improves organizational effectiveness and
contributes to the broader goal of creating a more inclusive and equitable society.
Conscious Capitalism Member
LAZ’s leadership was inspired by the Conscious Capitalism mission to elevate humanity through
business and is committed to helping others and making a difference in people’s lives.
Conscious capitalism aims to align corporate practices with societal
and ethical considerations, promoting both profitability and positive
impact on society. This philosophy asserts that businesses should
operate with a higher purpose beyond profit maximization,
considering the welfare of stakeholders, including employees, clients,
customers, suppliers, communities, and the environment. Conscious
capitalism’s philosophy centers around four interwoven
principles: higher purpose, stakeholder orientation, conscious
leadership, and conscious culture.
By prioritizing positive social and environmental impacts alongside
financial performance, LAZ has built stronger relationships with its
stakeholders and enhanced its brand reputation, while continue living
up to The LAZ Way – LAZ’s mission, vision, and values – by aligning
themselves with like-minded, caring people.
LAZ Charitable Foundation
The LAZ Charitable Foundation is dedicated to bringing hope and opportunity to underserved
communities through initiatives supporting housing, education, food security, mental health, and career
development.
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G. 2 – Experience & Qualifications 20
As a legacy foundation, its mission is to elevate humanity through
business. Elevating humanity signifies a collaborative endeavor to
enhance overall well-being, dignity, and quality of life for all individuals.
This vision entails nurturing a society where people are empowered,
educated, and provided with opportunities to achieve their fullest
potential. Elevating humanity advocates for equality, social justice,
compassion, and mutual understanding across diverse communities. It
strives to uplift individuals from poverty, ignorance, and oppression,
enabling them to lead fulfilling lives and make positive contributions to
society. Ultimately, elevating humanity aims to foster a world where
every person is esteemed, respected, and has equitable opportunities
to thrive
10. Firm Contact Person for this Proposal
The following individuals are authorized to serve as the primary contacts for all communications
regarding this proposal:
Steve Mooney
Regional Vice President, Northern California
LAZ Parking
5901 Christie Avenue, Suite 202
Emeryville, CA 94608
Phone: (650) 766-9803
Email: smooney@lazparking.com
Paula Henry
Vice President, Transportation Services
LAZ Parking
200 Wilshire Boulevard, Suite 100B
Los Angeles, CA 90017
Phone: (747) 254-9400
Email: phenry@lazparking.com
These individuals are fully authorized to respond to inquiries, coordinate interviews, and negotiate on
behalf of LAZ throughout the procurement process.
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G. 3 – Operational Approach 21
G. 3 – OPERATIONAL APPROACH
11. Start-up & Transition Plan
The essential components of any start-up plan are preparation and having the fundamentals in place.
As such, LAZ will take full responsibility and ownership of the process, providing a full commitment to
do everything necessary to ensure a smooth start-up. As the leader of the start-up, LAZ will keep you
apprised of progress, inform you of any challenges, and continually update the timeline for transparent
communication.
LAZ plans to implement overstaffing during the transition to ensure quick reactions to any challenges
that may arise. Close coordination with San Luis Obispo, including agreement on the start-up process,
and regular meetings and communication with internal staff on the plan, are essential for a successful
launch.
The Operating Start-up Plan will be focused on capturing information, developing, and implementing
plans in all aspects of the operation to meet the contractual requirements of the contract. Following is
a comprehensive outline of the projected activities and timelines which will be finalized after an initial
meeting between LAZ and the City. This plan is meant to be fluid and can be adjusted to meet the needs
of the stakeholders and operation.
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G. 3 – Operational Approach 22
San Luis Obispo Transition Timeline
Timeline Tasks
Award • Introduce dedicated start-up manager and implementation team
• Establish clear line of communication with representatives
• Establish timelines and detailed implementation checklists
• Review objectives and priorities with contract representatives
• Confirm facility and infrastructure needs
• Acquire revenue and non-revenue vehicles
• Technology – review and order equipment (cameras/telematics)
• Begin recruitment process
• Engage it & accounting (client-based solutions)
• Determine maintenance solution & process
T – 90 days • Engage hiring team (HR, managers, safety)
• Set-up maintenance plan (PMIs, data gathering/entry)
• Determine/implement licensing/registrations needs of vehicles
• Set up accounting process & home office systems
• Begin transition meetings
T – 60 days • Conduct employee interviews, develop pool of eligible employees
• Order employee "tools" (uniforms, badges, etc.)
• Create list of office needs
• Confirm regulatory requirements
• Locate & engage clinics (randoms, DOT physicals, post-accident)
T – 30 days • Conduct risk assessments for each route
• Interview and hire existing employees (if approved)
• Begin operator training including fueling procedures
• Set up office and facilities
• Conduct technology and telematics training
• Review current SOPs for service
• Confirm routes and schedules; finalize routes
• Finish fleet prep (fuel cards, bus books, decaling, etc.)
• Facility set up (utilities, office equipment, office supplies)
• Create schedules (operators, operations staff)
• Install / set-up telematics
• New hire orientation (packets, "tools", communication plan)
• Operator training & DQ file setup
• Create immediate SOPs (breakdowns, call outs, etc.)
T – 14 days • Confirm staffing schedules and hiring status
• Get updates from HR regarding Labor Agreements
• Test software for changeover – test runs in the field
• Ensure site Supervisor has a communication plan for Dispatchers
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G. 3 – Operational Approach 23
Timeline Tasks
T – 0 day
(Transition Day)
• Make sure all start-up and implementation team members present
• Commence review of operations and document any opportunities
or recommendations
• Collect baseline data, monitor, and review service levels, wait
times, OTP, and call volume
• Conduct field operator assessments
• Monitor performance (schedule accuracy, vehicle utilization)
• In-field observations / customer feedback
T + 14 days • Evaluate performance and provide feedback to the hospital
• Completion of operations audit & security review
• Provide the contract staff with any recommendations to enhance
operation immediately
• On-going field staff assessments & training
T + 30 days • Review field staff performance, correction/replacement/hiring
process
• Review of office staff performance
• Establish a mutually acceptable format for reporting information
• Conduct initial customer satisfaction survey using QR codes
• Evaluate any opportunities to enhance the service
• Weekly Review Calls
• Monitor weekly performance
• Develop operation specific SOPs
• Develop baseline KPIs
• Review employee performance
• Create operator and maintenance files
• Fill employment shortfalls / identify BTW
T + 60 days • Present first operational performance review – review procedures
• Presentation of review of operation/ revised SOP to contract staff
• Implement any changes or revised procedures
• Develop Standard Operating Procedures for Operations
• Refine operator approach and practices
• Bi-weekly Review Calls
• Adjust schedules / routes as needed
• Monitor KPIs & address challenges
• Review maintenance performance
• Review fleet performance
T + 90 day • Final on-site visit
• Review operational performance
• Review financial performance
• Continue to provide recommendations based on initial operation
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G. 3 – Operational Approach 24
12. Management & Operations Plan
The LAZ Service Approach
Service Goals - Service Solutions – Service Expectations & Results
San Luis Obispo Project Approach & Requirements
The project approach and plan for the San Luis Obispo operation will be focused on our core operational
competencies, which are the most important attributes to the success of our shuttle operations. These
competencies have the components that provide the foundation for a safe, effective, and efficient
operations plan.
Employee Engagement
People are our greatest asset. LAZ’s Transit Operations Plan prioritizes strategic team selection and
comprehensive training focused on safety, service, and performance. Our recruitment and development
programs ensure employees communicate effectively and represent the partnership with
professionalism and courtesy. Customer service is ingrained in every aspect of our operations—from
hiring and training to fleet maintenance. LAZ remains “Driven to Excellence.”
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G. 3 – Operational Approach 25
13. Scheduling, Dispatch & Customer Service
Scheduling and Staffing
Efficient scheduling ensures reliable service while controlling costs.
• Ridership demand analysis to optimize service levels
• Advanced run-cutting and resource allocation tools
• Real-time schedule adjustments with San Luis Obispo coordination for major changes
Field Operations
On-site management will be led by an experienced Portfolio Manager serving as the single point of
accountability. The team will be empowered to make real-time operational decisions while maintaining
alignment with service standards.
Core Responsibilities
• Staff training and performance management
• Customer service and regulatory compliance oversight
• Staffing schedule development aligned with demand
• KPI monitoring including on-time performance and safety metrics
• Continuous improvement through service audits and rider feedback
Minimum Staffing Levels
LAZ will maintain minimum operational staffing levels to ensure continuous service oversight and rapid
response capability.
Minimum coverage will include:
• At least one dispatcher on duty at all times during service hours
• On-call operations supervisor or manager available for escalation and emergency response
• Field supervision coverage during peak service periods or high-demand operations
• Access to backup dispatch and operations personnel during service disruptions or special
events
Vision All potential partnerships present unique challenges; however, these
challenges also foster meaningful opportunities for both personal and
professional growth. Though demanding, the opportunity to support this
partnership is a privilege and should be approached with the highest level
of professionalism and dedication.
Values Respect, Commitment to People, Honesty, Integrity, and Trust.
Practices Sharp and On Time, Get 100% performance, and Clean & Safe
Standards of Behavior We prioritize proactive support, clear communication, efficiency, and
organization. Our team ensures personalized and engaging interactions
while maintaining a professional tone, strong customer focus, and
preparedness. By working efficiently, staying in control, and collaborating
closely with you, LAZ is committed to delivering premier customer service
through operational excellence.
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G. 3 – Operational Approach 26
Staffing levels will be adjusted based on service demand, seasonal fluctuations, and special operational
needs.
Dispatch Operations
Dispatch serves as the central coordination hub for daily operations and emergency response.
Key Functions
• Driver and vehicle assignment management
• Maintenance coordination and DVIR monitoring
• Incident response and stakeholder notification
• Operational recordkeeping and service documentation
During breakdowns or service disruptions, dispatch coordinates rapid response including backup vehicle
deployment and maintenance coordination to minimize passenger impact.
Operations Logging and Reporting
LAZ maintains detailed operational logs to support data-driven decision making.
• Daily driver and vehicle assignments
• Shift-level incident and service notes
• Management review at shift start and end
Technology and Telematics Integration
LAZ integrates telematics technology to improve safety, efficiency, and rider experience. The platform
supports:
• Real-time route optimization
• Fleet performance and fuel efficiency monitoring
• Real-time rider information including vehicle tracking and arrival estimates
Customer Service
LAZ is committed to delivering professional, responsive, and accessible customer service through
multiple communication channels. Customer service support will include:
• Driver customer service and ADA training
• Real-time passenger communication via mobile applications and digital platforms
• On-site and phone-based customer assistance
• Feedback collection through surveys, customer contacts, and digital tools
• Rapid escalation and resolution of customer concerns
Customer Service Hours
Customer service and dispatch support will be available during all SLO Transit revenue service hours.
Coverage will include:
• Dispatch staffing beginning prior to first vehicle pull-out
• Continuous support throughout all service hours
• Coverage through final vehicle return and close-out procedures
• After-hours on-call management support for emergencies
Customer inquiries received outside normal service hours will be addressed at the start of the next
service day, unless classified as urgent.
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G. 3 – Operational Approach 27
Summary
LAZ delivers a structured, technology-enabled, and customer-focused operating model designed
specifically for complex campus environments. Through strong partnership governance, comprehensive
safety programs, advanced technology integration, and proactive risk management, LAZ will ensure San
Luis Obispo receives safe, reliable, and high-quality shuttle services that reflect the institution’s
standards and values.
14. Driver Turnover
Driver Workforce Reliability, Recruitment, and Retention Program
LAZ understands that consistent driver staffing is critical to maintaining safe, reliable transit service. Our
workforce management strategy combines proactive staffing models, aggressive recruiting, strong
retention programs, and contingency planning to ensure drivers are always available to meet service
demands.
Workforce Coverage Strategy – Preventing Service Gaps
LAZ maintains multiple layers of staffing protection to prevent service interruptions caused by no-
shows, absenteeism, or turnover.
Proactive Coverage Measures
• Maintain a relief driver pool sized to support scheduled absences and unexpected callouts
• Crosstrain qualified staff to support multiple routes and service types
• Maintain standby driver availability during peak service windows
• Use historical attendance and service data to forecast staffing needs
Real-Time Response to No-Shows or Absences
• Immediate dispatcher notification and escalation protocol
• Standby driver deployment or shift reassignment
• Field supervisor coverage when necessary
• Management escalation for repeated attendance issues
These layered protections ensure service continuity even during unexpected staffing challenges.
Absenteeism Management Program
LAZ uses a structured attendance management program focused on accountability and support.
Program Components
• Clear attendance policies and expectations
• Progressive coaching and corrective action when needed
• Early intervention for attendance trends
• Supervisor check-ins and employee support resources
• Schedule flexibility when operationally feasible
Vacation and Planned Time-Off Management
LAZ uses structured workforce planning tools to ensure adequate coverage for planned absences.
Transit Operation & Maintenance Services
G. 3 – Operational Approach 28
PLANNING PRACTICES
• Advance vacation scheduling requirements
• Staggered time-off approval to maintain coverage levels
• Seasonal staffing adjustments for known demand fluctuations
• Temporary staffing augmentation when required
Recruiting Strategy
LAZ uses a multi-channel recruiting approach to maintain a strong pipeline of qualified operators.
Digital Recruiting Platforms
We actively recruit using major workforce platforms, including:
• Indeed
• LinkedIn
These platforms allow targeted recruiting based on location, CDL qualifications, and transit experience.
Additional Recruiting Channels
• Local workforce development agencies
• CDL schools and training programs
• Employee referral programs
• Community job fairs and hiring events
• Military veteran hiring initiatives
Recruitment Process
Our structured hiring process ensures each candidate is thoroughly vetted, properly qualified, and fully
prepared to safely and effectively perform their job duties from day one.
Screening Includes
• Background and driving record review
• Drug and alcohol testing per regulatory requirements
• CDL verification and credential review
• Customer service and safety mindset evaluation
• Physical qualification compliance
Retention Strategy
Driver retention is critical to maintaining consistent service quality and operational stability.
Retention Programs Include
• Competitive wages and benefits
• Predictable scheduling whenever possible
• Paid training and career advancement opportunities
• Safety incentive and recognition programs
• Employee engagement surveys and feedback programs
• Strong local management support structure
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G. 3 – Operational Approach 29
Turnover Reduction Initiatives
LAZ reduces turnover through culture, leadership engagement, and career path development.
• Mentorship programs for new drivers
• Continuous safety and customer service training
• Clear promotion pathways (driver → trainer → supervisor → management)
• Recognition programs for performance and tenure
Assurance of Driver Availability
SLO Transit is assured of driver availability through LAZ’s multi-layer workforce protection model.
Operational Guarantees
• Relief driver pool sized to service level requirements
• Standby drivers available for peak and critical shifts
• Cross-trained workforce for operational flexibility
• Active recruiting pipeline maintained at all times
• Management escalation protocols for staffing shortages
• Use of overtime and temporary staffing when necessary
Additionally, LAZ maintains strong workforce forecasting models to anticipate staffing risks before they
impact service.
Continuous Workforce Monitoring
LAZ leadership monitors key workforce metrics, including:
• Attendance rates
• Overtime utilization
• Turnover trends
• Recruiting pipeline health
• Training completion rates
These metrics are reviewed regularly to ensure proactive staffing management.
Commitment to Service Continuity
Our goal is simple: No missed service due to staffing shortages. Through proactive workforce planning,
strong recruiting pipelines, and industry-leading retention practices, LAZ ensures reliable operator
availability to support safe and consistent transit service delivery.
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G. 3 – Operational Approach 30
15. Quality Service
LAZ Customer Service Metrics: Surveys & Secret Shoppers
LAZ is dedicated to delivering the highest standards of customer service and program quality. We
believe that setting relevant, meaningful Key Performance Indicators (KPIs) is essential to maintaining
excellent service levels and clearly demonstrating our success to clients. LAZ takes a balanced
scorecard approach to ensure that we are tracking and improving all facets of our business: Quality,
Service, People, and Financial Performance.
Understanding that customer service is central to shuttle operations, LAZ prioritizes training all
personnel in both safety and customer service. Our team is committed to providing friendly, efficient,
and reliable service. To ensure we meet our service standards, we measure performance through
multiple methods, with customer satisfaction as a primary goal. The most effective ways to assess
customer service are through Secret Shopper programs and direct Customer Feedback, allowing us to
consistently monitor and enhance the customer experience.
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G. 3 – Operational Approach 31
16. Technology
Samsara
LAZ is dedicated to providing safe, efficient, and customer-focused shuttle bus services. To ensure
timely delivery of passengers and stellar customer service, we will implement the following methods,
programs, and initiatives:
AI dash cams
Real-time fleet telematics
Asset / equipment tracking
Connected workflows, driver
training, compliance tools
Security and site-visibility via
remote sensors
Key
Features
Improved Safety
Cost Reduction Fuel
Efficiency & Sustainability
Operational Visibility
Scalability & Reliability
Actionable Insights Via AI
Trusted Support
Key
Benefits
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G. 4 – Maintenance 32
G. 4 – MAINTENANCE
17. Facility Maintenance Program
Maintenance Philosophy
A robust maintenance philosophy establishes a strategic foundation for fleet operations to ensure that
safety, compliance, operational efficiency and cost-effective strategies are not sacrificed, while
maximizing readiness and performance. Our approach is designed to meet and exceed the unique
demands of the client where downtime directly impacts safety, service, and “The Passenger” experience.
The following are the core principles of the maintenance plan:
Safety above all
Safety is paramount as a foundational principle to ensure all team members are properly cared for. Our
safety team will ensure all shop space is properly sectioned and outlined to allow for safe passage
between bays, proper lockout/tagout procedures are followed, safe shop and 5S procedures will
maintain the working environment organized, and high voltage safety training will prepare techs for any
HV/EV vehicles are cared for properly. Finally, ensuring that key safety systems such as brakes, steering,
and suspension are maintained with zero-tolerance standards to keep drivers and passengers protected.
Training and Certification of Technicians
Ongoing training will ensure that technicians will keep up with current and new technologies such as
EV, CNG, LPG, and hydrogen. Vehicle specific training from OEMs is of utmost importance as well with
specialty vehicles such as transit and cutaway buses, along with specialized equipment such as ADA
lifts, ramps, camera systems, air systems, and many more specific to the bus industry. Likewise,
recurrent training and certifications on high-voltage training, OSHA standards, and automotive best
practices will keep our maintenance team in excellent condition to perform at their best for the fleet
under management.
Compliance
Our safety and preventative maintenance programs are designed to meet and exceed all federal and
state regulations, including DOT, EPA, TxDOT, and FTA. Our technicians and administration staff will
follow proper annual and recurrent inspections requirements, along with preventive maintenance
Transit Operation & Maintenance Services
G. 4 – Maintenance 33
processes to ensure the highest standards are upheld, documented, and stored. This includes all
emissions requirements to meet TxDOT and federal standards.
Preventive Maintenance First (PM)
Our preventative maintenance program is built around a comprehensive, intentionally designed PM
Inspection that targets critical safety systems/components and the most common causes of
unscheduled repairs. This proactive approach prioritizes safety while identifying and addressing high
wear components before failure occurs. Each fleet unit is properly cycled and serviced through
scheduled replacement of fluids, filters, brake components, belts, and other common wear items to
minimize breakdowns and increase reliability for service. By shifting from reactive maintenance and
focusing on prevention, we significantly decrease unscheduled repairs, control costs and extend fleet
lifecycle, resulting in reliability, enhanced safety for employees, passengers and the community we
serve.
Predictive Maintenance & Repair (PdM)
Predictive Maintenance (PdM) enhances the preventative maintenance program by using data-driven
insights collected through our VMS to identify issues before they impact operations. With the
integration of telematics, oil analysis, root cause analysis, and battery health, fleet data is continuously
captured and analyzed within fleet management systems. This provides us the opportunity to identify
early fault detection and allows maintenance efforts to be more precise and proactive. This also results
in our parts procurement, inventory, purchase opportunities, and workforce planning to be better
aligned, reducing costs, improving efficiency and maximizing fleet readiness.
Lifecycle Asset Management
By the implementation of proper preventive maintenance and predictive maintenance philosophies, the
vehicle assets will be better cared for, and management will be more enabled and empowered to
suggest refurbishments, rehabilitation, asset retirement, and budgeting for long term replacement
cycles. Timing is of the essence in bus asset purchasing, therefore the more predictive data is utilized,
the more buying power the airport will have when placing future bus replacement orders and weighing
them with the fractional cost of replacement and refurbishment.
Efficiency
With data at the fingertips of our maintenance management team and operations management team,
efficiencies and strategies for reducing the wear and tear of the vehicle assets can be developed and
implemented. Initiatives such as reducing idling, managing peak load consumption for EV charging, and
proper cleaning cycles will streamline the maintenance process. Continuous improvements to process
such as emergency road calls, emergency repairs such as punctured or compromised tires, and the
analysis of inspection results, maintenance cost per mile, mean distance between failures, technician
performance and work order time analysis will also build upon a strong foundation over time.
Sustainability
Sustainable transportation maintenance will incorporate initiatives such idle reduction, peak load
charging, water reclamation and treatment, eco-friendly cleaning chemicals, complaint and ethical oil
and hazardous waste removal will align maintenance and environmental goals into one cohesive and
executable plan.
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G. 4 – Maintenance 34
Cleaning Standards, Damage Liability, & Reporting Requirements
The maintenance and cleaning team will implement the following cleaning plan and apply it uniformly
across all vehicle assets to ensure measurable cleaning and sanitation standards as set forth by San Luis
Obispo.
Operations
The fleet washing team will execute daily operations whether at the automated vehicle wash bay, or
within a designated wash area using automated wash bots for the exterior, and comprehensive detailing
methods for the interiors. The cleaning will consist of:
DAILY EXTERIOR WASH
• Complete wash using pH-neutral, biodegradable detergent
• Remove road film, dust, particulates, and water spots
• Wheels and rims must show no visible grease buildup
• Front windshield: zero streaks or clouding
WEEKLY EXTERIOR DETAIL
• Pressure wash wheel wells and undercarriage
• Clean engine compartment surfaces where accessible
• Inspect for fluid leaks, rust, or damage (documented with photos)
Interior Cleaning Standards
FLOORING
• Sweep entire floor, including under seats
• Mop with neutral cleaner; no standing water
• Gum or adhesive residues must be removed same day
SEATING
• Remove trash from all seat pockets and cushions
• Spot clean spills immediately
• No visible staining on finished job; note persistent stains in maintenance log
DRIVER AREA
• Disinfect controls, dash, steering, levers, touchscreens (per OEM guidelines)
• Clean driver’s floor mat and pedals
• Ensure zero loose debris under pedals (safety requirement)
PASSENGER COMPARTMENT
• Clean all grab rails, stanchions, straps, farebox surfaces, and payment validator areas
• Wipe ceiling panels and sidewalls weekly
• Remove graffiti/writing daily; escalate if painted or permanent
WINDOWS / GLASS
• All interior glass must be streak-free
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G. 4 – Maintenance 35
• Graffiti film damage must be logged
• Mirrors: no smudges or fingerprints
DISINFECTION STANDARDS
• Use only EPA-registered disinfectants safe for plastics, vinyl, and fabrics
• Mandatory daily disinfection of all high-touch zones:
o Handrails & stanchions
o Door handles
o Stop-request buttons & cords
o Seat grab points
o Driver cockpit controls
• Dwell time must follow the manufacturer’s label (typically 2–10 minutes)
18. Preventive Maintenance & Inspection Program
Preventive Maintenance Procedures
Our preventative maintenance procedures are structured to strategically align service intervals with
mileage, calendar days, and vehicle utilization. The PMI serves as the cornerstone of our program and is
supported by scheduled services that meet and exceed all manufacturer's recommendations and local,
state, and federal requirements. This approach increases inspection touch points without burdening
operations, resulting in higher standard of reliability, safety, and overall fleet performance. The following
are the draft PM schedules for the fleet based on vehicle type.
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G. 4 – Maintenance 36
Warranty Coordination
Warranties in the early stages of vehicle lifecycles will be imperative to reduce costs and get the most
value from the upkeep and repair of the newly acquired vehicles. Our team will work directly with the
chassis and bus manufacturers to uphold warranties both mechanically and structurally. Our team and
partners have excellent direct connections to the major OEM’s, dealers, and parts suppliers, which will
be maximized to the benefit of DFW and its fleet. Part warranties are often overlooked and are also a
great opportunity for cost reduction. Through our Parts Manager and management system we will be
able to identify and maximize such opportunities.
Fueling and Daily Readiness
Fueling operations are the backbone of a thriving and efficient transportation operation. The fuel team
will be scheduled throughout the day to ensure all assets are ready and prepared to be placed into
service. The following schedule has been developed to maximize the number of units to be serviced
and to ensure the operations team has enough available vehicles to go into service and reduce
downtime and deadheading miles for the fleet. Each morning, the maintenance, fueling, and cleaning
team will ensure many of the vehicle assets are ready to operate and will track performance day/week
over week.
19. Ratings
LAZ and the public transit systems managed by principals of the firm have not received an
“unsatisfactory” rating from any law enforcement or regulatory agency within the past three (3) years
related to maintenance practices, maintenance records, facility conditions, or public fixed-route vehicle
deficiencies.
All operations are conducted in accordance with applicable federal, state, and local regulations, with
established preventive maintenance programs, internal audit procedures, and continuous quality control
measures to ensure full compliance and a state of good repair.
20. Fines & Citations
LAZ and the public transit systems managed by principals of the firm, have not been cited, fined, or
ordered to cease operations by any regulatory agency within the past five (5) years for improper
maintenance, CHP inspection failure, or for accidents determined to have been caused by improper
maintenance.
Our maintenance programs are structured to meet or exceed all applicable federal, state, and local
regulatory requirements, including documented preventive maintenance schedules, quality assurance
inspections, and ongoing compliance monitoring to ensure vehicles and facilities remain in a safe and
state-of-good-repair condition at all times.
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G. 4 – Maintenance 37
21. Insurance
Overview of Proposed Insurance Program
LAZ, through the transportation division, maintains a comprehensive insurance and risk management
program designed to meet or exceed the minimum insurance requirements and to support safe, reliable
transit operations. We believe that insurance is there as accidents, by definition, cannot be prevented,
but we strive to reduce the prevalence and severity of all claims through the strategy listed below.
LAZ’s insurance program is supported by a fully staffed, in-house insurance department consisting of
Risk Managers and Analysts, overseen by our Chief Financial Officer, who works closely with our legal
department. We also maintain a dedicated claims unit responsible for managing all vehicle and transit-
related claims, ensuring timely reporting, thorough investigation, and efficient resolution.
Insurance Coverage by Type
Coverage Type Limit of Liability Deductible/SIR
General Liability $1M per occurrence/$2M per
aggregate
$1.5M SIR
Auto Liability $5M Combined Single Limit $1M
Crime $5M $250K
Worker’s
Comp/Employer’s
Liability
Statutory/$1M $500K
Excess General
Liability
$4M per occurrence/$4M per
aggregate
N/A - Follows Form
Umbrella Policies $100M N/A - Follows Form
Method of Cost Calculation
Insurance costs are determined based on several factors, including projected annual revenue, risk
exposure, historical claims experience, and actuarial projections. All calculations are performed by our
external actuarial consultants. Insurance expenses are allocated across three categories, outlined below:
GKL Coverage (general liability, excess/umbrella, property, professional, and crime policies):
• Calculated as a percentage of revenue.
Automobile Coverage:
• Annual premium assessed per vehicle.
Workers’ Compensation:
• Calculated as a percentage of payroll.
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G. 4 – Maintenance 38
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G. 4 – Maintenance 39
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G. 5 – Safety & Training 40
G. 5 – SAFETY & TRAINING
22. Staff Training Program
Safety
Safety is the top priority at LAZ. Every employee receives a Safety Manual during their initial orientation,
accompanied by a thorough review of safety standards. Unsafe behaviors are strictly prohibited,
ensuring the safety of employees, passengers, and the public.
Safety training is designed to address common scenarios,
including:
• Safe driving skills
• Working safely around vehicles in loading zones
• Personal injury prevention and proper lifting
techniques
• Operating in extreme temperatures
• Responding appropriately during a robbery situation
• Engaging with intoxicated customers
• Preventing slips, trips, falls, and other hazardous
incidents
Operator Safety Guidelines
LAZ has established comprehensive safety guidelines to ensure the well-being of drivers, passengers,
and others. These guidelines align with all state and local motor vehicle regulations and emphasize
defensive driving practices. Every operator is expected to drive safely, responsibly, and courteously.
Key operator safety requirements include:
• Prohibition of impairment. Operating a vehicle under the influence of alcohol, drugs, or
prescription medication that impairs driving is strictly forbidden and may result in termination
• Prohibition of distracted driving. Cell phone use while driving is prohibited. Calls must be
completed when parked or via hands-free devices. Safety must always take precedence
• Fitness to drive. Operators must not drive when impaired by illness, fatigue, injury, or
medication. Any such issues must be reported to a supervisor before starting a shift
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G. 5 – Safety & Training 41
• Mandatory seatbelt use. All operators and passengers must wear seat belts at all times,
regardless of airbag availability
• Vehicle security. Operators are responsible for securing
company vehicles. Vehicles must be turned off, keys
removed, and doors locked when unattended
• Headlight use. Headlights are required: Two hours before
sunset until two hours after sunrise, during inclement
weather or when visibility is less than 500 feet, or whenever
windshield wipers are in use
• Door safety. Operators must check for oncoming vehicles,
pedestrians, and bicycles before opening doors upon exit
• Legal compliance. Operators must obey all state and local
traffic and parking laws
• Authorized use only. Company vehicles are for business
use by authorized personnel only. Unauthorized individuals, including family members or non-
employees, are not allowed to drive or ride in company vehicles
• Passenger policy. Passengers must be limited to those required for business purposes, such
as employees, vendors, or client representatives
Training
LAZ’s onboarding program ensures that new employees are thoroughly prepared to deliver exceptional
service and meet the company’s high standards. The program is designed to combine classroom
instruction, hands-on experience, and ongoing feedback, fostering both immediate competency and
long-term professional growth.
Classroom Training
LAZ’s foundational training introduces new employees to the core
aspects of their roles. A comprehensive training guide covers key
topics such as guest and customer relations, facility appearance
standards, job performance techniques, problem-solving, and
workplace professionalism. New hires are required to complete a
minimum of 12 hours of classroom training before beginning location-
specific duties.
Mentor Shadowing
After classroom training, new employees are paired with experienced
mentors for 16 to 32 hours of on-the-job shadowing. This step allows
new team members to observe and practice essential procedures in real-world scenarios under
guidance. Mentors, selected for their expertise and performance, model best practices and teamwork,
helping new hires acclimate to the work environment effectively.
On-Site Familiarization
Ensuring that all LAZ employees are intimately familiar with the area is of the utmost importance.
New employees will be trained by providing them with an overview of its key landmarks, traffic routes,
and parking facilities. Employees will be encouraged to explore the area themselves by using maps,
guidebooks, or digital resources.
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G. 5 – Safety & Training 42
Guided tours led by experienced employees will offer firsthand exposure to the area's unique
characteristics and operational insights.
Managers will use technological resources, such as interactive maps, to simulate real-life experiences
and help new employees develop spatial awareness and familiarity with the area. It is important to role-
play various scenarios that employees may encounter while working on campus, enabling them to
practice problem-solving and communication skills.
First Impressions
At LAZ, the company holds a firm belief that there are no second chances to create a good first
impression. Upholding the highest standards of customer service and professionalism is paramount in
every aspect of the business. Managers and personnel are keenly aware that they not only represent
LAZ but also serve as ambassadors to the city.
Each interaction with customers is considered a "moment of truth," where lasting impressions are
formed. Training programs are designed with a focus on this principle. Key topics include:
• Smiling. Recognized as the ultimate first impression, a smile
reflects happiness and confidence, often prompting others
to reciprocate. It can uplift spirits, as smiling is infectious
• Initiating conversation. Speaking first demonstrates care
and confidence to the customer, fostering trust in the
service provider's ability to assist them
• Eye contact. Regarded as the highest form of human
courtesy, maintaining eye contact signals active listening
and emphasizes the individual's importance
• Friendly conversation. Building upon positive experiences,
engaging in friendly conversation further solidifies the
customer's perception. Such interactions are non-
threatening and demonstrate initiative on the part of the
service provider
Initial Feedback
The first 10 days of employment are closely monitored by the employee’s manager to ensure a smooth
transition. During this period, the manager provides an initial review focusing on work habits,
appearance, paperwork accuracy, customer interactions, and on-the-job performance. A formal and
comprehensive evaluation is conducted after 90 days to assess the employee’s progress and identify
areas for further development.
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G. 5 – Safety & Training 43
Transportation-Specific Training Programs
At LAZ, the commitment to safety, operational excellence, and exceptional passenger experience starts
with its comprehensive and adaptable training program. Each shuttle location is assigned a dedicated
Driver Trainer responsible for implementing and maintaining the training curriculum. This program is
carefully designed to meet both LAZ's high standards.
LAZ’s training philosophy centers on interactive and participatory learning. Drivers are trained in every
aspect of safe driving and customer service through engaging sessions that include:
• Extensive training materials. Comprehensive guides for trainers, detailed instructor manuals,
and workbooks for drivers to practice and solidify their skills
• Performance assessments. Regular quizzes, tests, and final
driving evaluations to ensure thorough knowledge
retention and skill mastery
• Customized content. The flexibility to integrate client-
specific requirements, such as route knowledge and unique
passenger needs
LAZ provides comprehensive, adaptable, and client-specific training
programs to ensure drivers are prepared to deliver safe, professional,
and customer-focused shuttle services. The training is tailored to
meet the operational and regulatory requirements of each client,
including San Luis Obispo.
Train-the-Trainer Program
LAZ’s Train-the-Trainer program ensures the consistent delivery of high-quality training across all
locations. This program identifies and develops team members to serve as in-house trainers, equipping
them with advanced knowledge, instructional techniques, and leadership skills. By cultivating trainers
who understand the unique operational requirements of San Luis Obispo, LAZ fosters a ripple effect of
excellence – ensuring that all frontline employees are trained to the highest standard.
Through the Train-the-Trainer program, these specialized trainers are taught how to effectively
communicate core principles of safety, service, and operational efficiency while modeling best
practices. They receive ongoing professional development to stay up to date with industry
advancements and regulatory requirements, ensuring their instruction remains relevant and impactful.
This structured approach elevates the overall quality of the workforce, creating a team of drivers who
are well-prepared to meet the needs of the community with confidence and competence.
New Driver Training
LAZ’s core New Driver Training program is designed to set drivers up for success from day one,
equipping them with the skills, knowledge, and confidence required to operate San Luis Obispo transit
system effectively. This comprehensive program includes classroom instruction, hands-on practice, and
a robust safety curriculum tailored to meet the specific demands of campus transit. With a focus on
professional driving techniques, passenger interaction, and route familiarity, LAZ ensures that every new
driver is fully prepared to provide safe, reliable, and customer-focused service. The program includes:
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G. 5 – Safety & Training 44
• Orientation. Introduction to LAZ policies, company values,
and operational expectations (4 hours)
• Company-specific training. Focused training on client-
specific standards and operational nuances (4 hours)
• Defensive driving and classroom training. Core safety
principles and behind-the-wheel techniques (8 hours)
• Behind-the-wheel training. Tailored to individual
experience levels, ensuring drivers are road-ready (24 to 60
hours)
Key training modules cover essential topics such as vehicle
maneuvering, ADA compliance, elder and disability sensitivity,
accident reporting, and professional communication skills.
Specialized Training Modules
In addition to core training, LAZ offers a suite of specialized programs tailored to address the unique
needs of San Luis Obispo transit system and its diverse ridership. These programs go beyond
foundational skills, focusing on critical areas such as accessibility, advanced safety techniques, and
cultural competence. By combining industry best practices with client-specific requirements, these
initiatives empower drivers to deliver exceptional service while navigating complex transit environments
with confidence and care.
• ADA and passenger sensitivity training. Comprehensive
modules developed with input from the National Safety
Council, covering wheelchair securement, lift operation, and
best practices for assisting passengers with disabilities
• Decision driving. A cornerstone of LAZ's safety philosophy,
emphasizing the five principles of decision-making on the
road—expand your look-ahead capacity, get a bird's-eye
view, signal intentions early, plan an escape route, and take
decisive action
• Cultural sensitivity and bilingual skills. Training designed to
reflect the diverse ridership at San Luis Obispo, with
modules that equip drivers to communicate effectively
across language barriers and cultural contexts
Ongoing Development
At LAZ, training doesn’t stop after
onboarding. Continuous improvement
and safety monitoring are integral to our
program. Drivers are evaluated at least
once during their first six months and
annually thereafter. Supervisors conduct
periodic road observations, providing
real-time feedback and identifying
opportunities for retraining. This ensures
all drivers consistently meet LAZ’s high
safety and service standards.
Refresher training sessions address evolving needs, reinforcing critical skills such as:
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G. 5 – Safety & Training 45
• Intersection awareness
• Defensive driving techniques
• Emergency procedures
• ADA requirements
Customized coaching sessions are also provided for drivers requiring additional support, with data-
driven insights from AI-based safety monitoring tools guiding the process.
23. Safety Record
LAZ, as a nationwide operator, maintains a 95–97% DOT safety score for our commercial drivers,
demonstrating our strong commitment to safety, compliance, and operational excellence.
National NorCal
Claims: 323 Claims: 37
Milage: 16,403,772 Milage: 2,554,752
Claims per 100K Miles: 1.96 Claims per 100K Miles: 1.44
24. References
University of California Merced
LAZ Transportation operates a fixed route service for the University of
California Merced. The shuttle service offers transportation for students 7 days
a week and coincides with the university’s class schedule. The shuttle offers
transportation for students to campus, student housing, and local businesses.
In addition, we also offer a charter bus service on demand.
CLIENT AND OPERATION INFORMATION
Contact Info Details Operation Info Details
Point of
Contact
Karin Growth
Director of Transportation
and Parking Services
Vehicles (3) diesel and (7) gasoline 40
passenger shuttle buses
Address 5200 Lake Road
Merced, CA
Passenger
Volume
261,000 annually
Phone/Email kgroth@ucmerced.com
209.349.2683 direct
Technology Ride System/Samsara
Contract
Period
2019 – Present Safety Record 100%
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G. 5 – Safety & Training 46
County of Alameda, CA
LAZ Parking operates a shuttle service for the County of Alameda
employees as well as transportation services for County outreach
participants. This shuttle service includes 7 - 24 passenger shuttles
transporting from the BART and to various County buildings during
weekdays. In addition, we operate an on-demand service for County special
event requests.
CLIENT AND OPERATION INFORMATION
Contact Info Details Operation Info Details
Point of
Contact
Scott Transou, Logistics
Services Manager – Transit
Vehicles 7 diesel shuttle buses 24
passenger
Address 1401 Lakeside Dr.
Alameda, CA
Passenger
Volume
74,270 Annually
Phone/Email Scott.Transou@acgov.org
(510) 272-6401
Technology Ride System/Samsara
Contract
Period
May 2018 – Present Safety Record 98%
Sacramento International Airport
In January 2016, LAZ was awarded the contract to manage
parking and bus operations at Sacramento International
Airport. As the parking and bussing operator, LAZ is
responsible for managing and overseeing the 24/7
operations, with 190 employees—union and non-union,
maintenance and security contractors, and bus
transportation operations with 44 buses.
CLIENT AND OPERATION INFORMATION
Contact Info Details Operation Info Details
Point of
Contact
Nick Van Looy Vehicles 54 Buses
Address 5900 Airport Blvd
Sacramento, CA
Passenger
Volume
3,568,591
Phone/Email (916)809-0123
Vanlooy@saccounty.gov
Technology Samsara, Lytix, Passio
Contract
Period
End Date – March 2030 Safety Record 98%
Transit Operation & Maintenance Services
G. 6 – Personnel 47
G. 6 – PERSONNEL
25. Resumes
Edgar Castaneda Jr.
San Bruno, CA ecastaneda@lazparking.com (415) 407-5042
Experience
LAZ PARKING
Regional Portfolio Manager, Northern California 2025-Present
• Oversees a diverse portfolio of leased and managed accounts across Northern California
• Specializes in transportation and logistics
• Serves as the key client liaison
• Ensures retention through customized portfolio strategies aligned with DOT compliance
• Conducts performance reviews, financial forecasting, and compliance audits
• Collaborates across departments to structure leases and maintain regulatory alignment
• Lead regional growth initiatives through market development and strategic partnerships
Operations Manager, Boston Properties Portfolio & The Jay Hotel Valet 2022-2025
• Managed operations of 7 high-profile garages (Embarcadero Center, Salesforce Tower & more)
• Managed P&L, forecasting, and reporting
• Achieved compliance and performance benchmarks
• Designed staff training programs; achieved 100% compliance and high shopper scores
• Conducted rate analysis, leveraging business intelligence tools
REEF/IMPARK
Operations Manager 2012-2021
• Oversaw operations for leased and managed assets generating $10M+ annually
• Led teams at St. Mary’s Garage, Japan Center, and Fort Mason Center
• Built strong relationships with clients and city agencies; supported large event planning
• Ensured revenue controls, safety compliance, and implemented automation.
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G. 6 – Personnel 48
Operations Manager 2011-2012
• Supervised frontline and supervisory staff in high-traffic special event operations
• Conducted audits and maintenance assessments
• Ensured follow-through with vendors and resolved operational issues
Education
• Bachelor of Science in Commerce, Major in Marketing (Far Eastern University, Manila, Philippines)
• Certified Parking Professional Program (National Parking Association)
Skills
• Power BI, LAZgo & Subscription Management
• Parking Automation & Payment Technologies
• Budget Forecasting & P&L Management
• Compliance & Audit Procedures
• Staff Training & Leadership Development
Anthony Hamilton
Newark, CA ahamilton@lazparking.com (510) 301-4215
Experience
LAZ PARKING
Regional Director of Operations 2024-Present
• Build and maintain strong client relationships, ensuring contractual obligations, operational delivery, and
client expectations are consistently met or exceeded
• Drive financial performance through P&L oversight, budget forecasting, variance analysis, expense
management, and revenue optimization
• Lead, mentor, and develop managers, supervisors, and frontline employees; identify and cultivate high -
potential talent to support organizational growth and succession planning.
• Recruit, hire, train, and onboard employees using the LAZ Way approach; ensure timely orientation and
cultural alignment within two weeks of hire.
• Oversee workforce planning, scheduling, payroll compliance, and overtime management to maximize
efficiency and control labor costs
• Ensure operational excellence by maintaining compliance with company policies, client agreements,
federal/state/local regulations, and audit procedures
• Deliver accurate daily, weekly, monthly, and annual financial and operational reporting to clients and
regional leadership
• Champion continuous improvement, process innovation, and technology adoption to increase scalability,
efficiency, and customer satisfaction
• Partner with regional leadership, clients, and vendors to execute strategic projects, programs, and
initiatives that advance business objectives
• Manage safety, claims, and risk management initiatives, ensuring employees adhere to company SOPs and
proper reporting procedures
• Actively participate in leadership, operational, and client meetings to align priorities, resolve challenges,
and support long-term success
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G. 6 – Personnel 49
Regional Portfolio Manger 2023-2024
• Directed comprehensive portfolio management strategies encompassing Commercial, Hospitality,
Enforcement, Valet, Traffic, Transportation, and Parking Operations, ensuring optimal efficiency and client
satisfaction
• Implemented innovative solutions tailored to streamline operations across diverse sectors, resulting in
substantial revenue growth and cost savings
• Conducted rigorous budgeting and forecasting for each sector, aligning financial goals with operational
objectives and achieving budgetary targets consistently
• Rolled out and reviewed bonus metrics with managers to ensure compliance with company values, culture,
financial targets, client relations, operational standards, audits, safety protocols, and regulatory
compliance
• Cultivated and maintained strong client relationships through strategic planning and effective
communication strategies
• Led a team of eleven managers specializing in various operational areas, providing guidance and support
to enhance team performance and project success
• Collaborated cross-functionally with senior leadership to identify and capitalize on opportunities for
business growth and operational improvement
Operations Manager- Valet, Traffic, & Parking Operations 2021-2023
• Implement Parking Access Revenue Control Systems: SKIDATA at Westfield Valley Fair
• Operate a cashless yet ticketless valet system: SMS Valet
• Manage a team of 40+ employees who enhance the customer experience
• Oversees financials and operations of a luxury mall to ensure professional valet, traffic, and parking
management
• Weekly meetings with the mall GM & AGM to ensure service, and safety standards are met
• Manage Holiday Traffic needs around the property
• Radio etiquette when communicating with security, mall management, housekeeping, engineering, and
team
• Organize daily huddles to review safety, performance expectations, and areas for improvement
• Weekly meetings with supervisors for updates on events in the mall, staffing needs, aging report, revenue
goals
• Work close with SKIDATA to repair revenue control systems to maximize revenue at location
• Report recommendations to the center management to maintain a safe, clean, and fun environment for
guests
• Implement LAZ Go in our surface lots to monetize the outskirts of the mall
• Build incentive programs to increase productivity and morale in the workplace
• Assist over 2,500 monthly parkers with any changes in their contract, and billing
Education
• BA – Broadcast & Electronic Communication Arts – San Francisco State
• AA – Radio & Television Broadcasting - Chabot College
Transit Operation & Maintenance Services
G. 6 – Personnel 50
Curtis Boardman
East Bay Area, CA cboardman@lazparking.com (510) 295-9517
Experience
LAZ PARKING
Regional General Manager, Northern California 2023-Present
• Responsible for maintaining healthcare, shuttle, hospitality, municipal, and airport contracts
• Sustains client revenue through the execution of revenue generation plans and marketing initiatives
• Contributes to strategic planning, business development, and new location transitions
• Maintains and growing client relationships
• Mentors Portfolio Managers and Ops Directors to ensure our region is aligned with company and service
standards
• Maintaining regional compliance and safety goals
Regional Director of Operations / Portfolio Manager 2018-2023
• Oversaw a portfolio of accounts which include municipal/private facilities, hospitals, shopping centers
• Sustained client revenue through the execution of revenue generation plans and marketing initiatives
• Enhanced productivity and operational functions while meeting budgeted goals and company vision
• Maintained and grew client relationships
• Preparation of monthly budget reviews and analyzation of client profit/loss reports
• Mentored facility managers while keeping them in line with client/company standards and expectations
• Contributed to business development, proposal, presentation, and transitions for new sites
TOWNE PARK
Senior Multi-Site Manager 2016-2018
• Operated multiple accounts simultaneously while maintaining books to meet each client’s needs
• Executing operations with multiple deal structures including; revenue shares, management agreements,
and per man hour contracts
• Enhancing productivity and operational functions while meeting budgeted goals and company vision
• Maintaining safety and claim targets in an operation that is responsible for 120,000 vehicles yearly
• Staying in compliance with DOT regulations while maintaining a fleet of shuttles
• Training and mentoring salaried account managers for continued employment growth
• Ensuring district is compliant in the reconciliation process as revenue champion
• Maximizing profitability through multiple aggregators
Multi-Site Account Manager 2016-2018
• Ensured client is satisfied with guest service and standards
• Maintained safety and compliance within company standards
• Maintained productivity as well as keeping financials within forecasted budget
• Updated RSS and payroll daily
• Reported out P&L metrics as well as meeting budgeted GOP
• Performed weekly proof of performance meetings and adapting service to meet client’s needs
• Created services and facilitating contract negotiations to stream new revenue
• Hired, trained, and mentored management and associates
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G. 6 – Personnel 51
Assistant Account Manager 2016-2018
• Ensured client is satisfied with guest service and standards
• Maintained productivity as well as keeping financials within forecasted budget
• Updated RSS and payroll daily
• Performed weekly proof of performance meetings and adapting service to meet client’s needs
• Built trust and rapport with the client (hotel & staff) as well as GSA/GSC staff
UNITED STATES ARMY
Sargent 2005-2010
• Oversaw, mentored and instructed team members
• Insured proficiency in close quarter tactics, first aid, communications, and navigation
• Responsible for training Iraqi Army soldiers for combat readiness
• Provided tactical guidance and strategy to communicate the plan of field operations to enhance and
optimize team performance
• Conducted combat operations during first tour of Iraq and peacekeeping operations during the second
tour
Education
• Associates Degree, Nutrition, Mount San Antonio College
• Personal Training Certification, National Academy Of Sport Medicine
• Performance Enhancement Specialist, National Academy Of Sport Medicine
Skills
• Operational Leadership & Collaboration
• Relationship Management
• Employee Management
• Resource Management
• Business Management
• Finance Management
• Marketing Strategy
• Financial Analysis
• Customer Service
• Strategic Planning
• Process Improvement
• Project Management
• Technology Solutions
• Auditing
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G. 6 – Personnel 52
Local Team Leaders
Edgar Castaneda, Proposed General Manager
Edgar Castaneda joined LAZ in April 2022 as Operations Manager for the Boston
Properties San Francisco portfolio and was promoted to Regional Portfolio Manager,
overseeing transportation projects and parking operations across Northern California.
With 16 years of parking and transportation experience, he brings extensive expertise
in fleet operations, route optimization, logistics coordination, DOT compliance, and
Transportation Management System implementation. Prior to LAZ, Edgar spent eight
years as Operations Manager for Oracle Park, where he liaised with the San Francisco Giants’ Ballpark
Operations & Management, planned large-scale events, and coordinated with the SFMTA Enforcement
Division, the Port of San Francisco, and internal teams. Known for streamlining processes, improving
service delivery, and maintaining safety and regulatory standards, Edgar is a Certified Parking
Professional accredited by the National Parking Association.
Anthony Hamilton, Director of Operations
With 12 years of expertise in valet, event, commercial parking operations, and
municipality parking enforcement, Anthony has built a career grounded in leadership
and dedication. Starting as a parking cashier, his strong work ethic and drive quickly
elevated him to a management role, where he now oversees parking operations across
the Peninsula and South Bay region for LAZ. Anthony is responsible for optimizing
customer service, driving client engagement, ensuring financial performance, and
leading facility marketing strategies. His broad expertise spans various sectors of parking, including
special events, commercial garages, shuttles and transportation services, luxury hotel, hospital, and
large retail valet, as well as municipality parking enforcement. Known for his ability to manage complex,
high-volume operations while maintaining high service standards, Anthony continues to enhance the
customer experience in parking operations across the region. His leadership, strategic planning, and
operational excellence have solidified his role as an industry leader.
Curtis Boardman, Regional General Manager
Curtis Boardman has been in the parking industry for over ten years. He currently
oversees a multitude of accounts as a General Manager, and it is his responsibility to
ensure that each account excels in service, financials, efficiency, and continued
business development. Curtis has had the opportunity to work in all business verticals
such as hospitals, hotels, municipalities, and retail centers where he has surpassed
client expectations while adding value to each operation that he oversees. He served
in the US Army for five years as a combat infantry sergeant which has enabled him to develop leadership
and communication skills in stressful environments that have proven vital when navigating day to day
issues. Curtis currently resides in the East Bay with his wife and two children.
Madeline Kwan, HR Business Partner
Madeline started with LAZ in 2019. She has 20+ years as Director of HR, with over 4
years of it in the hospitality industry and 17+ years in the Parking Industry in Northern
California, the Pacific Northwest, and Hawaii. Madeline has experience with union
labor, and manages all aspects of HR including benefits, recruitment, employee
relations, worker’s compensation, and safety. Madeline was Born in Hong Kong and
grew up in San Francisco.
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Freddy Mallak, Regional Business Development Manager
Freddy Mallak, a seasoned professional in the parking management industry,
embarked on his career in hotel management before transitioning to parking as a
Senior Manager at Marin Valet in 2015. In this role, he not only drove growth but also
maintained the highest service standards. Transitioning to LAZ, Freddy excelled as an
Operations Manager, showcasing expertise in seamless operations, client relations,
and financial oversight. In his current position as a Business Development Manager,
Freddy brings a unique blend of experience and innovation. His focus is on identifying growth
opportunities and building strategic partnerships to enhance the overall client experience. Freddy's
commitment to operational excellence and customer satisfaction underscores the value he delivers to
clients, creating solutions and success. Freddy will be supporting through the implementation phase
and will continually stay connected to the project throughout the contract cycle.
Steve Mooney, Regional Vice President
Steve Mooney joined the Northern California LAZ Parking management team in April
of 2021. With over 17 years working in the transportation and hospitality industry,
Steve brings a diverse skillset, including but not limited to, extensive experience in
Class-A commercial parking garage management, luxury hotel valet oversight,
stadium/special event parking, and on-street meter collections and enforcement.
Steve’s career in parking and transportation began when he took a position as a valet
attendant with The Ritz-Carlton Hotel Company. He rapidly rose through the ranks, eventually pursuing
several leadership roles within the rooms division at The Ritz-Carlton, Half Moon Bay. Steve’s hospitality
experience combined with his passion for leadership, business development and guest service,
ultimately led him to the commercial parking and transportation sector in the Bay Area, where he has
success building relationships and leading teams since 2013. Steve possesses a passion for leadership,
client engagement, customer satisfaction and problem resolution. Steve is a Certified Parking
Professional through the National Parking Association and remains active in several regional industry
and municipal associations.
Cindy Heffner, Senior Vice President
Cindy joined LAZ in 2014 as Director of Operations, bringing over 18 years of
experience in the parking industry to her operations. She is an accomplished
operation executive with direct experience in successfully growing sales and
revenues, improving customer service, and aggressively controlling expenses in
competitive market environments. Cindy has a strong history in finding, developing,
and executing productivity and system improvements. She offers a wide range of
abilities in all areas of parking, including managed garages, automation operations, hotel, valet, and self-
park. Her great success with LAZ has sparked a recent promotion to the role of Regional Vice President.
She graduated from Texas Wesleyan University and will handle developing, supporting and
implementing the operations as well as client communication on a day-to-day basis. In addition, she will
use her ability to implement effective team building skills. Cindy will work directly with the Contract
Manager to support ongoing operations for Emeryville Transportation Management Association.
National Team Leaders
LAZ’s national support teams facilitate efficient communication, knowledge sharing, and resource
allocation across regions, enabling LAZ to leverage local expertise, adapt to market dynamics, and
capitalize on regional opportunities. Additionally, specialized operations – such as universities and
healthcare – have dedicated services lines that enable effective coordination of activities,
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G. 6 – Personnel 54
standardization of processes, and implementation of company-wide strategies, leading to improved
performance. National support ensures that regions have access to best-in-class training, practices, and
technology to run efficient operations and drive value to our clients.
Paula Henry, Vice President - Transportation
Paula joined LAZ Parking in 2022 as the Vice President of Transportation Services.
Paula brings over 25 years of transportation experience to LAZ, having managed large
bus and rail operations and fleets in multiple regions that included fixed route and on
demand transit, airport shuttles, contracts, charters and school operations. In her role,
Paula oversees our rapidly growing shuttle operation, which includes fixed route,
hospitals, universities, airports, class A office buildings, large special events and
municipalities. Her focus is on maximizing both the client’s and LAZ’s operating results for each location,
growth through new business opportunities and implementing new technologies. Paula attended
Western Washington University where she received her bachelor’s in urban planning.
Christian Matthews, Vice President of Special Project - Transportation
Christian Matthews is a seasoned transportation and mobility professional with over
15 years of experience designing and implementing innovative, system-wide solutions
for municipalities, transit agencies, and private sector partners. His expertise spans
strategic planning, project management, data-driven performance improvement, and
new-mobility integration, including micromobility, first/last-mile connections, and
connected infrastructure. Known for bridging the gap between technical teams and
executive leadership, Christian has successfully secured and managed multimillion-dollar contracts, led
cross-functional project teams, and delivered measurable outcomes—such as ridership growth, cost-
containment and enhanced user experience—while aligning with sustainability, equity and safety goals.
Kristin Martinez, Director - Transportation
Kristin is a top-performing operations leader with over 20 years of experience in the
transportation industry. She is experienced in developing operational strategies and
startups, transition planning, organizing, and directing staff. This includes aligning
contracts and processes, workforce utilization, cost containment, safety, and
compliance with client missions and goals. She responds to and appropriately handles
safety and compliance issues that arise with the goal of remedying and implementing
best practices.
Jake Bauter, National Director of Transportation Safety
Jake brings more than 13 years of experience in Transportation Safety, Regulation
Compliance and Commercial Driver Training, encompassing a wide range of vehicles
from forklifts to Class B Buses and Class A Semi Trucks. Jake oversees all
transportation safety across all business lines with LAZ nationwide. His primary
objective is to ensure a total safety centric national operation environment,
guaranteeing the wellbeing of drivers and passengers on a daily basis. Jake prides
himself on being a Subject Matter Expert in all things Commercial Transportation, which translates into
a reduced claims environment and safety obsessed operations.
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26. Organization Chart
Organizational Structure, Job Classifications & Personnel Approach
LAZ Transportation proposes a dedicated, locally rooted organizational structure designed specifically
to meet the operational demands of SLO Transit with industrious support from our regional and national
organization. Our team will be fully embedded in the San Luis Obispo community ensuring
accountability, responsiveness, and a genuine stake in the quality of service delivered to SLO riders
every day.
Organizational Overview
The proposed operation will be led by an on-site General Manager who serves as the primary point of
contact for the City and holds full operational authority over all contract functions. Supporting the
General Manager is a tiered management structure covering operations, maintenance, safety, and
administrative functions each staffed by dedicated professionals aligned to the unique service profile
of SLO Transit's fixed-route network.
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G. 6 – Personnel 56
Job Classifications, Staffing & Duties
General Manager (1 Full Time Employee) The General Manager bears overall responsibility for contract
performance, client relations, regulatory compliance, and strategic oversight of all departments. This
individual serves as the primary liaison to City staff and is empowered to make operational decisions
without delay. The GM monitors system-wide KPIs, manages subcontractor relationships where
applicable, leads community engagement efforts, and ensures that LAZ Transportation's service
standards are upheld across every aspect of the operation. The GM will be physically present in San Luis
Obispo and deeply familiar with the local transit landscape.
Operations Manager (1 Full Time Employee) The Operations Manager oversees the day-to-day
execution of fixed-route service, including driver scheduling, run assignments, overtime management,
and CBA compliance. This position works closely with dispatch and road supervision to maintain on-
time performance and service continuity. The Operations Manager also leads driver recruitment,
onboarding, and performance management, and is responsible for ensuring that staffing levels
consistently meet service requirements across all routes and service periods.
Maintenance Manager (1 Full Time Employee) The Maintenance Manager directs all fleet maintenance
activities in accordance with the City's preventive maintenance program and manufacturer
specifications. This individual oversees the work of all mechanics, manages parts inventory and
procurement, maintains compliance with California Highway Patrol (CHP) BIT inspection requirements,
and tracks vehicle availability to ensure the fleet meets peak demand. Given SLO Transit's growing
battery-electric bus fleet, the Maintenance Manager will hold or pursue specialized BEB training and
ensure all maintenance staff are equipped to service both diesel and zero-emission vehicles.
Safety Manager (1 Full Time Employee) The Safety Manager is responsible for developing,
implementing, and continuously improving the company's Safety Management System (SMS) for the
SLO contract. Core duties include accident investigation, preventive safety training, DOT compliance,
drug and alcohol program administration (FTA Part 655), and coordination with the City on safety
reporting. The Safety Manager conducts regular safety audits, leads post-incident reviews, and fosters
a culture of proactive risk awareness throughout the workforce. This individual serves as the designated
Safety Sensitive Program Administrator.
Road Supervisors (3 Full Time Employee) Road Supervisors provide real-time field oversight of revenue
service operations. Their duties include monitoring on-time performance, responding to incidents and
service disruptions, providing operator assistance, conducting field observations and evaluations, and
ensuring route adherence across SLO Transit's service area. Road Supervisors are the operational
backbone of service quality on the street and serve as an immediate resource for drivers during their
shifts. Coverage is structured to align with peak service windows and to ensure a supervisor presence
during all primary operating hours.
Dispatchers (4 Full Time Employee) Dispatchers serve as the communications hub of the operation,
coordinating driver assignments, managing run coverage, monitoring real-time vehicle performance via
CAD/AVL systems, and responding to service exceptions. They communicate with road supervisors and
drivers to address delays, emergencies, and schedule deviations. Dispatchers also serve as the first point
of internal contact for operator callouts, ensuring that open runs are filled promptly to protect service
continuity. The part-time position provides coverage during split-shift peaks and weekend service
windows.
Mechanics (3 Full Time Employee) Mechanics perform all preventive and corrective maintenance on
the SLO Transit fleet, including diesel, gasoline, and battery-electric vehicles. Duties encompass
scheduled PM services, brake and brake-related inspections, engine and drivetrain repairs, HVAC
systems, fareboxes, accessibility equipment (lifts/ramps), and pre- and post-trip inspection review. The
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G. 6 – Personnel 57
part-time mechanic position provides additional coverage during high demand periods and serves as
backup support during planned absences. All mechanics will be trained or certified on BEB systems prior
to contract commencement.
Fueler/Washer (2 Full Time Employee) Fuelers/Washers are responsible for the fueling, fluid checks,
interior and exterior cleaning, and pre-pull-out preparation of all revenue vehicles. This position ensures
that every bus entering service is clean, properly fueled or charged, and meets LAZ Transportation's
presentation standards. For the BEB fleet, this role includes connecting and monitoring overnight
charging and reporting any anomalies to the Maintenance Manager. The part-time position provides
weekend and relief coverage.
Customer Service Representatives – CSR (1 Full Time Employee) Customer Service Representatives
serve as the public-facing voice of SLO Transit's contracted operation, handling rider inquiries, lost and
found, pass sales or referrals, and general service information. The CSR role also supports internal
communications, data entry, and reporting functions as directed by the Operations Manager. The part-
time CSR ensures coverage during extended service windows and high-volume rider contact periods.
Administrative Support (1 Full Time Employee) The Administrative position provides clerical and
operational support across all departments, including payroll processing coordination, HR
documentation, scheduling support, invoicing, records management, and compliance filing. This
individual ensures that the GM and department managers have the administrative infrastructure needed
to operate efficiently and maintain accurate contract records.
Personnel & Management Approach
LAZ Transportation's approach to staffing the SLO Transit contract is built on three principles: local
investment, workforce stability, and transparent communication with the City.
We are committed to recruiting and retaining employees who live in and around San Luis Obispo County.
A locally employed workforce is not only more reliable, but also more connected to the riders and
communities it serves. We will make every effort to retain qualified incumbent employees from the prior
contractor, consistent with California Labor Code Section 1072, and will offer a competitive wage and
benefits package anchored to the existing CBA.
Our management team is selected not only for technical competence, but for demonstrated ability to
build relationships with City staff, with frontline employees, and with the public. The General Manager
will participate in City transit planning meetings, community outreach events, and rider advisory forums
as appropriate, ensuring that LAZ Transportation is a visible and engaged partner in San Luis Obispo's
transportation ecosystem.
Internally, we operate with an open-door management philosophy. Regular all-hands safety meetings,
one-on-one performance conversations, and a clear chain of communication from driver to GM ensure
that issues are surfaced and resolved quickly before they affect service quality. Our managers are
trained to lead through coaching rather than compliance, resulting in lower turnover, higher morale, and
a more dependable operation.
Finally, LAZ Transportation brings the resources of a nationally experienced transit management firm to
a locally delivered operation. Our corporate support infrastructure including HR, legal, risk management,
IT, and financial oversight stands behind every contract we operate, giving the City confidence that SLO
Transit will be managed with both the agility of a local team and the depth of a seasoned organization.
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27. Wage Scale
Proposed Wage Scales, Compensation Structure & Wage
Determination Methodology
Wage Determination Methodology
LAZ Transportation's proposed wage scales for the SLO Transit contract were developed through a
disciplined, multi-factor analysis designed to reflect the true cost of attracting and retaining qualified
transit professionals in the San Luis Obispo labor market. Our methodology incorporated four primary
inputs:
The existing 2023–2025 Collective Bargaining Agreement (CBA) between the City of San Luis Obispo
and the current transit workforce served as the foundational reference point for all driver and
represented employee wage rates. We treated the CBA not as a ceiling, but as a baseline recognizing
that the competitive nature of the SLO labor market and anticipated CBA successor negotiations
require rates that remain attractive through the full contract term.
San Luis Obispo County's housing and labor market conditions were weighted heavily in our analysis.
With median rents in San Luis Obispo approaching $2,200 per month and a cost-of-living index
significantly above the national average, we recognized that wage rates that may be competitive in
other California markets are insufficient to attract and retain talent locally. Our proposed rates are
structured to support a sustainable living wage for full-time employees working in this market.
Regional benchmarking against comparable transit operations in Central Coast California, including
Monterey-Salinas Transit and Santa Barbara Metropolitan Transit District, informed our management
and supervisory compensation levels, ensuring that LAZ Transportation can recruit experienced transit
professionals to on-site leadership roles.
Internal LAZ Transportation compensation frameworks for equivalent positions across our national
portfolio of transit contracts provided a consistency check against our proposed rates, ensuring that
SLO-based staff are compensated equitably relative to peers in comparable operating environments.
Proposed Wage Scales by Classification
The following wage scales represent proposed compensation for Contract Year 1. All rates are expressed
as hourly equivalents with corresponding annual salary figures based on the weekly hours designated
for each classification.
General Manager Weekly Hours: 40 | Hourly Rate: $67.30 | Annual Salary: $140,000 The General
Manager position is compensated as a salaried exempt role. The proposed rate reflects the seniority,
breadth of responsibility, and market premium required to attract an experienced transit operations
executive to a full-time, on-site role in San Luis Obispo. The GM is expected to hold relevant transit
management experience and will be subject to an annual performance review tied to contract KPIs
established in collaboration with the City. A merit-based adjustment of up to 4% is budgeted in
subsequent years, contingent on performance evaluation outcomes.
Operations Manager Weekly Hours: 40 | Hourly Rate: $50.48 | Annual Salary: $105,000 The Operations
Manager is compensated as a salaried exempt role. This rate reflects the supervisory complexity of
managing a multi-route fixed-route operation with both peak and off-peak service demands, CBA
compliance responsibilities, and direct oversight of drivers, dispatchers, and road supervisors. A merit-
based adjustment of up to 4% is budgeted annually following a satisfactory performance review.
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G. 6 – Personnel 59
Maintenance Manager Weekly Hours: 40 | Hourly Rate: $64.90 | Annual Salary: $135,000 The
Maintenance Manager carries the highest management compensation in the proposed structure,
reflecting the technical specialization required to oversee a mixed diesel and battery-electric fleet.
Qualified transit maintenance managers with BEB experience command a premium in the current labor
market, and our proposed rate is calibrated to attract a candidate with demonstrated experience
managing zero-emission fleets in a California regulatory environment. A merit-based adjustment of up
to 4% is budgeted annually.
Safety Manager Weekly Hours: 40 | Hourly Rate: $45.67 | Annual Salary: $95,000 The Safety Manager
is compensated as a salaried exempt role. This rate reflects the regulatory knowledge, certification
requirements, and liability-sensitive nature of the position, including FTA drug and alcohol program
administration, CHP compliance, and Safety Management System oversight. A merit-based adjustment
of up to 4% is budgeted annually following performance review.
Road Supervisors Weekly Hours: 80 (2 FT positions) | Hourly Rate: $33.65 | Annual Salary: $70,000 per
position Road Supervisors are compensated on an hourly basis consistent with the supervisory
classification under the existing CBA framework. The proposed rate of $33.65 per hour represents a
premium above the current top driver rate, reflecting the additional responsibility of field oversight,
incident response, and operator evaluation. New Road Supervisors will begin at a starting rate of $30.00
per hour, with step increases to the full rate of $33.65 upon successful completion of a 90-day
probationary period. An annual cost of living adjustment (COLA) of 3% is budgeted for Years 2 and 3,
consistent with CBA precedent.
Dispatchers Weekly Hours: 120 (3 FT positions) | Hourly Rate: $33.65 | Annual Salary: $70,000 per FT
position Dispatchers are compensated at the same hourly rate as Road Supervisors, reflecting the
operational criticality of the dispatch function and the CAD/AVL system proficiency required for this
role. Training wage for new dispatchers is set at $29.00 per hour for the first 60 days of employment,
stepping to the full rate of $33.65 upon completion of dispatch certification and demonstrated
proficiency. An annual COLA of 3% is budgeted for Years 2 and 3. Part-time dispatch coverage is
compensated at the same base hourly rate on a pro-rated basis without benefits.
Mechanics Weekly Hours: 120 (3 FT positions) | Hourly Rate: $48.08 | Annual Salary: $100,000 per FT
position Mechanic compensation reflects the specialized skill set required to maintain a mixed diesel
and battery-electric fleet under California CHP BIT inspection requirements. The proposed rate of
$48.08 per hour is competitive with Central Coast transit and heavy equipment maintenance markets
and is structured to retain incumbent mechanics where possible. New mechanics without BEB
certification will begin at a starting rate of $42.00 per hour, with a step increase to the full rate upon
completion of BEB systems training, targeted within the first 120 days of contract commencement. An
annual COLA of 3% is budgeted for Years 2 and 3. Part-time mechanic coverage is compensated at the
same base hourly rate.
Fueler / Washer Weekly Hours: 80 (2 Positions) | Hourly Rate: $28.85 | Annual Salary: $60,000 per FT
position The Fueler/Washer classification is compensated above California's current minimum wage,
reflecting the physical demands of the role, the responsibility associated with EV system operation, and
the importance of fleet presentation to SLO Transit's rider experience. Starting wage is set at $26.00
per hour for the first 90 days, stepping to the full rate of $28.85 upon satisfactory completion of the
probationary period. An annual COLA of 3% is budgeted for Years 2 and 3.
Customer Service Representative (CSR) Weekly Hours: 40 | Hourly Rate: $31.25 | Annual Salary:
$65,000 The CSR position is compensated at a rate that reflects bilingual capability preferences, public-
facing communication skills, and the administrative breadth of the role. Starting wage for new CSR hires
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is $27.50 per hour, stepping to $31.25 upon successful completion of a 90-day introductory period. An
annual COLA of 3% is budgeted for Years 2 and 3.
Administrative Support Weekly Hours: 40 | Hourly Rate: $26.44 | Annual Salary: $55,000 The
Administrative position is compensated consistent with San Luis Obispo County administrative support
market rates. Starting wage is $23.50 per hour, stepping to the full rate of $26.44 upon 90-day
probationary completion. An annual COLA of 3% is budgeted for Years 2 and 3.
Bus Operators (Drivers) Average Hourly Rate: $26.50 | CBA-Governed Classification Driver wages are
governed by the existing 2023–2025 Collective Bargaining Agreement and its successor agreement,
which LAZ Transportation is fully committed to honoring. The proposed average rate of $26.50 per hour
reflects the blended rate across the driver workforce, accounting for the CBA's step structure from
entry-level to top-of-scale rates.
Per CBA provisions, new drivers will begin at the established training wage during their initial
certification period, advancing through the CBA wage progression schedule upon completion of
training and demonstrated road proficiency. LAZ Transportation will honor all CBA step increases,
seniority-based progressions, and any COLA provisions negotiated in the successor CBA covering the
contract period. In the event that successor CBA negotiations result in wage rates above those currently
modeled, LAZ Transportation will seek contract adjustment through the City in accordance with the
cost escalation provisions of the operating agreement.
Annual Wage Adjustments & Cost of Living Provisions
All non-CBA management and supervisory positions are budgeted with an annual COLA of 3% beginning
in Contract Year 2, consistent with California CPI trends and regional labor market conditions. Merit-
based increases for management positions (up to 4% annually) are structured to reward performance
against measurable contract KPIs including on-time performance, safety incident rates, fleet availability,
and City satisfaction metrics.
CBA-covered positions (Drivers) will receive wage adjustments in accordance with the terms of the
applicable collective bargaining agreement and any successor agreement negotiated during the
contract term.
Performance Incentives & Special Compensation
LAZ Transportation incorporates a structured performance incentive framework for management and
supervisory staff, designed to align individual accountability with the service quality outcomes the City
expects from this contract.
The General Manager is eligible for an annual performance bonus of up to 8% of base salary, evaluated
against a scorecard including system on-time performance (weighted 30%), safety incident rate
(weighted 30%), City satisfaction rating (weighted 20%), and budget adherence (weighted 20%). This
bonus is funded outside of the base operating budget and is administered through LAZ Transportation's
corporate compensation structure.
Department Managers (Operations, Maintenance, Safety) are eligible for an annual performance bonus
of up to 5% of base salary, evaluated against department-specific KPIs established at contract
commencement in collaboration with City staff.
Road Supervisors and Dispatchers are eligible for a quarterly safety and attendance recognition bonus
of up to $500 per quarter, awarded based on zero at-fault incidents, full schedule adherence, and
documented rider commendations during the quarter.
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Bus Operators are eligible for LAZ Transportation's Safe Driver Recognition Program, which provides
quarterly recognition and monetary awards ($100–$250) for drivers maintaining clean safety records,
on-time performance above threshold, and positive rider feedback. Additionally, drivers achieving
milestone tenure marks (1 year, 3 years, 5 years) receive one-time longevity bonuses consistent with
CBA provisions and LAZ Transportation's internal recognition framework.
All performance incentive programs are tracked through LAZ Transportation's operations management
platform, with results reported to the General Manager monthly and to City staff on a quarterly basis as
part of the standard contract performance reporting cycle.
28. Benefits
Employee Benefits
We offer a highly competitive and comprehensive benefits package designed to support the health,
financial security, and overall well-being of eligible employees and their families. Our benefits strategy
reflects our commitment to creating a culture of wellness, stability, and long-term career growth. We
recognize that the health and well-being of our workforce directly contributes to organizational
performance, productivity, and service excellence.
To support this commitment, our leadership team promotes a culture of wellness across the
organization. In addition to a dedicated Benefits Manager, we employ a Wellness Coach who works
directly with employees to support healthier lifestyles, reduce stress, and improve overall well-being.
These efforts help drive long-term employee engagement, retention, and organizational success.
Health and Insurance Benefits
Eligible employees have access to a wide range of health coverage options, including:
• Multiple medical plan options, including traditional and HSA-compatible plans
• Dental coverage through PPO and DMO plan options
• Vision coverage, including exams, frames, and contact allowances
• Life and AD&D insurance, with employer-paid basic coverage and optional supplemental plans
• Short-term and long-term disability insurance
• Optional accident and critical illness insurance
• Identity theft protection at discounted group rates
Preventative medical care is covered at no cost under medical plans. Employees and the company share
premium costs, with final employee contributions determined during enrollment based on selected plan,
coverage level, and dependent enrollment.
Coverage is available for employees, legally married spouses, domestic partners, and dependent
children up to age 26.
Wellness Programs
Our wellness initiatives focus on supporting total employee health, including physical, mental, and
financial wellness. Programs include:
• Personalized wellness and nutrition coaching
• Programs focused on stress reduction, weight management, smoking cessation, disease
management, and mental health support
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• Wellness Rebate Program allowing eligible employees to earn savings for participating in
approved wellness activities
Retirement Benefits
We support long-term financial planning through our 401(k)-retirement program:
• Employees are eligible to enroll after one year of service and meeting eligibility requirements
• Company match of 50% of the first 5% of employee contributions
• Vesting schedule progresses from 0% in year one to 100% after six years
Flexible Spending Accounts (FSA) and Health Savings Accounts (HSA) are also available, allowing
employees to contribute pre-tax dollars toward eligible healthcare and dependent care expenses.
Employee Support Programs
We provide additional programs designed to support employees both professionally and personally:
• Employee Assistance Program (EAP): Free and confidential support for caregiving,
parenting, college planning, relocation assistance, behavioral health support, and more
• Commuter Benefits: Pre-tax savings options for commuting expenses in eligible markets
• Parking Benefits: Free parking offered in select locations where applicable
• Employee Engagement: Many locations host employee lunches, recognition events, holiday
celebrations, and team-building activities
Paid Time Off
We offer competitive vacation and paid time off programs, which vary by role and region, supporting
work-life balance and employee well-being.
Eligibility and Enrollment
BENEFIT ELIGIBILITY
• Full-time employees regularly scheduled to work 25+ hours per week are eligible for benefits
beginning the first of the month following hire
• Part-time employees may become eligible if averaging 25+ hours per week over a 6-month
measurement period
401(K) ELIGIBILITIES
• Age 21 and one year of service with at least 1,000 hours worked
Summary
Our comprehensive benefits program is designed to attract, retain, and support a high-performing
workforce. By investing in employee health, financial stability, and overall well-being, we foster a
workforce that is engaged, productive, and committed to delivering exceptional service. These
investments not only strengthen our employees and their families, but also strengthen our organization
and the communities we serve.
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29. Hiring
General Hiring Process
Recruiting & Hiring Process
We understand that the service we provide begins and ends with our front-line employees and how well
we train and support them. Therefore, the recruitment process is especially important to ensure we are
hiring the team members that will make a difference.
Pre-Employment Process
LAZ has a comprehensive pre-employment screening program in place to make sure that only the most
qualified candidates are chosen for employment. Pre-employment screening is an effective risk
management tool that promotes a safe and profitable workplace by helping to limit the uncertainty
inherent in the hiring process.
Current Hiring & Local Process
LAZ will invest significant resources to retain the personnel already in this system. Our initial and future
recruiting efforts will focus on cultivating a workforce that represents the community it serves. Upon
award, we will work closely with you to ensure our candidates come from within the city or regional
boundaries. We value the experience and expertise of the incumbent workforce and consider our field
staff the most valuable “asset” in this system.
Background Checks
All candidates for employment, prior to receiving an employment offer, must successfully pass a criminal
background check. Depending on the preference of our client at any given location, candidates also
have to pass a pre-employment drug test.
Third-Party Background Checks
LAZ uses the services of American Background Information Services, Inc., to perform background
checks (including criminal record searches, credit history and motor vehicle record searches) on all
prospective entry-level and management candidates. Screening of all management-level candidates,
including supervisors, specifically covers criminal records, credit violations, motor vehicle driving
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infractions (if the positions involve driving), educational credentials and prior employment. Candidates
for non- management positions that involve driving are screened for criminal and motor vehicle driving
infractions. If the position does not involve driving, the candidate is screened for a criminal record.
Pre- Employment Drug Tests
Pre-employment drug testing is required of all candidates for employment. We administer similar drug
screening tests at all managed locations in which the client requests that we do.
Initial Feedback
An employee’s first 90 days are carefully monitored by the manager. The employee is shown an initial
review, which addresses work habits, appearance, paperwork, customer contact and on-the-job
performance. All new employees are given a comprehensive evaluation after 90 days.
Orientation
LAZ provides a robust orientation and training program upon hire for employees that is listed in detail
starting later on this page.
Post-Employment Education
LAZ also has a “Post-Employment Education” program which instructs line level employees and
managers on developing skills necessary for advancement within the company. Formal classroom
setting courses are offered, and employees must accumulate course credits to be considered for
promotion. Examples of some of the courses that LAZ offers:
• GET 100 • Loss Prevention
• How to Become a Better Manager • Property Safety
• Motivating Your Employees • Time Management
• Effective Communication • Business Ethics
Proactive Hiring & Continuous Hiring
Our local HR team is continuously recruiting and on-boarding to ensure staff fills any turnover. This will
allow us to have a large pool of candidates readily available to fill shifts. This proactive strategy mitigates
the risk of being short-staffed due to turnover.
Cross Training
By leveraging existing LAZ Transportation operations, we can enhance our shuttle services by tapping
into a larger, more flexible employee pool. Through cross-training initiatives, shuttle drivers and support
staff can be equipped with the skills needed to handle multiple transportation functions, allowing for
seamless staff allocation based on demand. This approach not only helps mitigate staffing shortages
but also improves operational efficiency by creating a versatile workforce. By integrating various
transportation services, we ensure a well-supported team that enhances service reliability,
responsiveness, and overall passenger experience.
Under the Influence Policy
LAZ is committed to providing a safe and healthy environment free from the influence of alcohol and
drugs. The unlawful and unauthorized use, sale, dispensation and possession of drugs and the abuse of
alcohol pose serious threats to safety and security and is strictly prohibited. Employees are expected to
report for work free from alcohol or drugs in their systems, with the exception of legal prescription drugs
that will not alter their performance. Compliance with this requirement is considered an essential
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qualification for all job assignments. Any employee who violates this policy will be subject to discipline
including immediate termination of employment.
30. Unionized Workers
LAZ recognizes that the existing workforce for this service is represented under a collective bargaining
agreement and, consistent with California Labor Code Sections 1070–1074, intends to retain and
employ the incumbent unionized employees for positions covered by the agreement. LAZ will honor the
applicable collective bargaining agreement for the duration and under the terms required by law and
the contract.
The provisions of the collective bargaining agreement support quality service delivery and employee
retention through established wage scales, scheduled increases, defined job classifications, seniority
protections, grievance and arbitration procedures, and clearly defined work rules. These elements
promote workforce stability, reduce turnover, and ensure continuity of experienced personnel who are
familiar with the system, routes, vehicles, and customer base.
In addition, the agreement provides structured benefits, paid leave, and working condition standards
that contribute to employee satisfaction and long-term retention. LAZ’s management approach
emphasizes collaborative labor relations, regular communication with union representatives, and
proactive resolution of workplace issues. This partnership model supports consistent staffing levels,
reliable service, and a strong safety culture.
Where positions are not covered by a collective bargaining agreement, LAZ will implement competitive
wages, comprehensive benefits, and performance-based training and development programs to attract
and retain qualified personnel and to maintain the same high standard of service across the operation.
31. California Labor Code
LAZ fully understands and complies with the requirements of California Labor Code Sections 1070–
1074, which govern the retention of employees by a successor contractor for public transit services. In
accordance with these provisions, LAZ will provide a written offer of employment to all eligible
employees of the incumbent contractor who have been employed for the required period and who are
in good standing, consistent with Labor Code Section 1072(a).
LAZ’s transition plan is specifically structured to prioritize workforce continuity in order to maintain
service reliability, preserve institutional knowledge, and support employee retention. We will coordinate
with the City and the incumbent contractor to obtain the required employee retention list within the
statutory timeframe and will ensure that employment offers are issued in compliance with the law,
including recognition of seniority, applicable classifications, and the mandatory 90-day transition
employment period.
LAZ has extensive experience implementing employee retention requirements on public agency
contracts throughout California and has established onboarding, training, and human resources
processes to ensure a seamless and compliant transition. These processes include verification of
eligibility, expedited hiring and badging, benefits enrollment, and integration into LAZ’s safety and
training programs without disruption to service.
By committing to retain the qualified workforce of the prior contractor as required by statute, LAZ
acknowledges the applicability of the 10 percent bidder preference described in Labor Code Section
1072(b) and will fully comply with all related documentation and reporting requirements.
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G. 7 – Reporting 66
G. 7 – REPORTING
32. Reporting Examples
Customized Data Reporting – LAZ Business Intelligence
An example of customizable data reporting is
the Performance Audit – Secret Shops report,
which can be tailored through the LAZ
Business Intelligence Department. This is just
one of many data points captured via Samsara
technology and can be presented in report or
dashboard form.
Based on the specific needs of San Luis
Obispo, LAZ is confident in our ability to meet
all reporting requirements through these
technologies and our Business Intelligence
team.
LAZ Business Intelligence
Maximize the value of your data to make smarter, faster decisions in transportation operations. The LAZ
Business Intelligence (BI) platform eliminates guesswork by transforming raw, disconnected data into
actionable insights for transit planning and management. Built in-house on the Microsoft Power BI
enterprise platform by LAZ’s Data Analytics Team,
the tool collects transit usage, demographic, sales,
and environmental data to drive operational
efficiency. Optimize vehicle utilization, service
schedules, route planning, and resource allocation
to maximize service quality and cost-effectiveness.
• Dynamic data visualization. LAZ BI offers
a customizable dashboard that provides a
consolidated view of key performance
indicators (KPIs) for transportation
services. Users can monitor shuttle
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operations or routes individually or as a system, in real time. The ability to drill down from high-
level trends to granular insights empowers strategic, data-driven decisions regarding vehicle
deployment, route adjustments, and customer service improvements.
• Advanced analytics. Go beyond reporting to predict behavior and forecast transportation
demand. LAZ BI combines historical ridership and service data with external factors like
weather and academic calendars, enabling precise adjustments to transit schedules, shuttle
capacity, and operational resources.
• Service optimization. LAZ BI integrates real-time data with LAZ’s decades of operational
expertise to improve shuttle utilization, refine service frequency, and enhance rider
experiences. With data-driven insights, transit schedules and staffing can be adjusted
dynamically to align with peak usage times, ensuring an optimal balance of service efficiency
and rider satisfaction.
• Data drives decisions. LAZ BI aggregates billions of records from numerous data sources,
including transit ticketing systems, ridership statistics, GPS tracking, and customer feedback
platforms. It tracks vehicle occupancy, route performance, service compliance, and customer
interactions. These insights enable LAZ to analyze transit performance holistically, identifying
operational gaps and opportunities for cost savings or service enhancements.
By integrating seamlessly with shuttle tracking systems, payment platforms, and other transit
technologies, LAZ BI delivers critical insights for managing San Luis Obispo transportation services. Key
benefits include:
• Access to data from a single, centralized source, accessible on any device
• The ability to predict peak and off-peak periods, enabling dynamic resource allocation
• Strategic service decisions to maximize efficiency and optimize route planning
• Insights into ridership patterns and frequency to enhance customer engagement
• Occupancy analytics to identify underused routes and potential revenue opportunities
• Monitoring of enforcement and compliance data to refine operations and staffing
With LAZ BI, San Luis Obispo gains a powerful tool to improve service efficiency, enhance rider
satisfaction, and ensure the transportation system aligns with sustainability and operational goals.
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33. NTD Reporting
Data Management, NTD Reporting Methodology & Quality Control
Overview
LAZ Transportation understands that accurate, timely, and defensible data reporting is not merely a
contractual obligation — it is a core function of responsible public transit stewardship. The City of San
Luis Obispo relies on National Transit Database (NTD) submissions to secure Federal Transit
Administration (FTA) formula funding, and any material errors or omissions in that data carry direct
financial consequences for the transit program. LAZ Transportation approaches data management and
NTD compliance with the same operational rigor we apply to service delivery, and we have structured
our proposed team and internal processes accordingly.
Assigned Reporting Responsibilities
Data collection, processing, validation, and NTD submission support will be a shared responsibility
across three roles within the SLO Transit management team, with clear ownership assigned at each
stage of the data lifecycle.
The General Manager holds ultimate accountability for the accuracy and timeliness of all NTD-related
reporting submitted on behalf of or in support of the City. The GM reviews and approves all data prior
to submission, serves as the primary point of contact with the City's transit planning staff on reporting
matters, and maintains direct communication with LAZ Transportation's corporate compliance team for
annual NTD filing coordination.
The Operations Manager owns the collection and first-level validation of all service delivery data —
including revenue hours, revenue miles, unlinked passenger trips, passenger miles, and vehicle
operations data. The Operations Manager is responsible for ensuring that CAD/AVL system outputs,
driver manifests, farebox data, and dispatch logs are reconciled on a daily and weekly basis so that
monthly reporting is built from verified operational records rather than estimates or approximations.
The Safety Manager owns the collection and reporting of all safety and incident-related data required
under NTD's Safety & Security reporting module, including Mode and Type of Service (MTS) safety
event reporting, which became a mandatory NTD module under FTA's Safety Management System
framework. The Safety Manager maintains the incident log, conducts post-incident classification
reviews, and ensures that all reportable events are captured accurately and filed within FTA-required
timeframes.
The Administrative Support position provides clerical and data entry support across all reporting
functions, maintaining organized filing systems for source documents, audit trails, and historical
reporting records. This position ensures that physical and digital records are retained in accordance with
FTA record retention requirements (minimum three years for most NTD data categories).
Data Collection Methodology
LAZ Transportation employs a structured, layered data collection approach designed to capture service
data at the point of origin rather than relying on reconstruction after the fact.
Primary Data Sources: Our primary operational data flows from the CAD/AVL system installed on SLO
Transit's revenue fleet. Real-time GPS tracking and automated vehicle location data provides a
continuous record of revenue miles, deadhead miles, route adherence, and trip completion that forms
the backbone of our NTD service data. We will work with the City at contract commencement to ensure
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that CAD/AVL data exports are formatted to align directly with NTD reporting requirements, reducing
manual data translation and the associated risk of transcription errors.
Secondary Data Sources: Farebox data, driver trip sheets, and dispatch logs serve as cross-reference
sources that are reconciled against CAD/AVL records on a weekly basis. Any discrepancies between
primary and secondary sources are flagged, investigated, and resolved by the Operations Manager
before data is carried forward into monthly reporting. This dual-source reconciliation approach is our
primary mechanism for catching data anomalies before they compound across a reporting period.
Passenger Miles Estimation: Where direct passenger mile counts are not available through automated
passenger counters (APCs), LAZ Transportation will employ the FTA-approved sampling methodology
for estimating passenger miles traveled, conducting periodic on-board ride checks in accordance with
NTD sampling protocols. We will work with the City to determine whether SLO Transit's current fleet is
equipped with APCs and, where not, will develop a statistically valid sampling plan that meets FTA
Circular C 2710.1A requirements for passenger miles estimation.
Quality Control & Validation Process
LAZ Transportation implements a three-stage quality control process for all NTD-relevant data,
structured around daily, monthly, and annual review cycles.
Daily Controls: The Operations Manager or designated Dispatcher reviews CAD/AVL system reports
each morning to confirm that the prior day's service data has been captured completely and accurately.
Missing trip records, system outages, or data gaps are identified and documented within 24 hours of
occurrence so that manual correction or supplemental data collection can be initiated promptly. A daily
service log is maintained for every revenue day, documenting any service exceptions, cancellations, or
deviations that may affect reported metrics.
Monthly Controls: At the close of each calendar month, the Operations Manager conducts a formal
data reconciliation review comparing CAD/AVL outputs, farebox records, and driver manifests across
all routes and service periods. Revenue hours and miles are verified against the scheduled service plan
to identify over- or under-performance, and any anomalies are documented with explanatory notation.
The resulting monthly data summary is reviewed by the General Manager before it is transmitted to City
staff, providing a second set of eyes on figures that will ultimately feed NTD annual reporting. Monthly
summaries are formatted to align with the NTD Annual Module data elements so that year-end
compilation is an aggregation of verified monthly records rather than a retrospective reconciliation
exercise.
Annual Controls: In advance of the NTD annual report submission window, the General Manager and
Operations Manager conduct a comprehensive review of the full year's monthly data summaries,
checking for internal consistency, year-over-year variance, and alignment with FTA definitions for each
reported metric. LAZ Transportation's corporate compliance team provides an independent review of
the compiled NTD data package prior to submission, functioning as a third-party check on the local
team's work. Any figures that fall outside expected ranges relative to prior years or comparable peer
systems are flagged for investigation and, if warranted, corrected with supporting documentation
before the data is finalized.
Staff Competency & FTA Compliance Knowledge
LAZ Transportation's proposed General Manager and Operations Manager will both be required to
demonstrate familiarity with NTD reporting requirements as a condition of their assignment to this
contract. Specifically, both positions will have completed or will complete within the first 60 days of
contract commencement the FTA's NTD Training Program coursework, which covers Annual Report
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modules, safety data reporting, and audit preparation. Documentation of training completion will be
provided to the City upon request.
Beyond individual training, LAZ Transportation maintains a corporate-level NTD compliance resource —
a dedicated staff member within our operations support group who monitors FTA NTD program
updates, policy changes, and new reporting requirements and communicates those changes to all active
contract teams on a timely basis. This ensures that the SLO Transit management team is never operating
against outdated guidance or unaware of changes to FTA reporting definitions or submission
requirements.
For Safety & Security reporting under FTA's Safety Management System framework, the Safety
Manager will hold or obtain certification in Transit Agency Safety Plan (TASP) development and will
maintain current familiarity with the FTA's Public Transportation Safety Certification Training Program
(PTSCTP) requirements applicable to this contract.
Reporting Deliverables to the City
In addition to supporting the City's annual NTD submission, LAZ Transportation commits to providing
the following routine reporting deliverables as part of our standard contract performance framework:
A monthly operations report will be delivered to City staff within ten business days of month-end,
covering revenue hours and miles by route, on-time performance by route and time period, ridership by
route, fleet availability and maintenance activity summary, safety incident summary, and any service
exceptions or anomalies with explanatory notes. This report will be formatted in a manner consistent
with City preferences established at contract commencement and will serve as the primary
transparency mechanism between the contractor and City staff between formal performance review
meetings.
A quarterly performance dashboard will be provided summarizing year-to-date trends across all key
NTD metrics, allowing City staff to monitor data trajectory and identify any developing concerns well in
advance of the annual NTD filing window.
An annual data package will be prepared in NTD-ready format, organized by reporting module, with all
source documentation available for City review and FTA audit purposes. LAZ Transportation will
participate in any FTA triennial review or State Management Review processes that occur during the
contract term, providing full cooperation, documentation access, and staff availability as required.
34. Accident / Incident Procedures
Accident Procedure
LAZ is committed to responding promptly and accurately to all requests for information and to
maintaining clear communication with San Luis Obispo. Our notification procedures are as follows:
• Timely Response: LAZ will provide precise and timely responses to all information requests,
ensuring that San Luis Obispo receives the necessary details without delay.
• Deficiency Notifications: In the event of any deficiencies in facilities, vehicles, or proposed
changes to fixed routes, service expansions, alterations, or reductions, LAZ will promptly
notify the client. This includes updates regarding any issues with technology or software
management systems.
• Notification Timeline: All notifications will be made within 2 hours, whenever possible. In
extenuating circumstances, notifications will be provided within 24 hours. All notifications,
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whether made verbally or in writing, will be documented and submitted in writing for record-
keeping.
• Incident Reporting: In the case of accidents, injuries, or incidents, LAZ will provide immediate
notification within the aforementioned timelines, including comprehensive investigation
results. We will also include a preventability decision and outline our plan for preventing
further incidents or injuries.
LAZ is committed to maintaining transparent and efficient communication with San Luis Obispo,
ensuring any issues are addressed swiftly and thoroughly. All claims will be filed with our dedicated
claims department.
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Risk Management
When we assume management responsibility for a parking operation, we immediately institute several
steps to minimize damage claims. We re-train existing employees, focusing particular attention on
facility safety, equipment operation, and potential slip and trip hazards. When incidents do occur, we
have efficient procedures to expedite the claim process as shown in the infographic below:
DAMAGE CLAIMS PROCEDURES
Over the years, we have developed and refined detailed damage claims procedures. We accept
responsibility for—and quickly honor—damage claims for which the facility has liability. We do not pay
claims for which the facility is not liable. Even when liability is denied, we nevertheless reply to the patron
as quickly as possible. Please see the infographic above that shows how a claim is processed, step by
step.
Our clients have every right to discuss at any time a claim with the executive management of LAZ and
the Risk Manager. Our lines of communication are always open, and we appreciate feedback from clients
on how a claim is handled. It is our goal to provide the best service to the guests. Our goal is to promote
the image of our company as well as that of our clients to always reflect class and distinction.