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HomeMy WebLinkAboutRATP Transit Operations and Maintenance Services - CIty of San Luis Obispo - Technical Proposal RATP Dev USA, Inc. - READY TO PRODUCE1 City of San Luis Obispo, CA Transit-01 February 2026 Transit Operation and Maintenance Services City of San Luis Obispo, CA February 2026 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services i Table of Contents Executive Summary ......................................................................................................................... G. 1 – Submittal Forms ..................................................................................................................... 1 1. Federal Proposal and Contract Certifications Forms (Appendix K) .............. 1 2. Cost Proposal Forms (Appendix L) .............................................................................. 1 3. References from at three firms for whom you currently perform similar services (included below) ..................................................................................................... 1 4. Statement of Past Contract Disqualifications (included below) ................... 1 G. 2 – Experience and Qualifications ...................................................................................... 2 5. Experience of Firm .............................................................................................................. 2 Business Organization ....................................................................................................................... 2 Transit Services in the United States ............................................................................................ 2 6. Contract Termination ........................................................................................................ 3 7. Audited Financial Statements ....................................................................................... 3 Financial Capacity and Audited Statements ............................................................................. 3 8. DBE Certification ................................................................................................................ 4 9. Value Add ................................................................................................................................ 4 Corporate Support Services ............................................................................................................. 4 Cost Controls ......................................................................................................................................... 4 RATP Dev’s Buy Better Program ............................................................................................... 4 Reduction of Workers’ Compensation Claims ...................................................................... 5 Wellness Program .......................................................................................................................... 5 Maintenance Practices and Oversight .................................................................................... 5 10. RATP Dev Contact Person Information ................................................................... 5 G. 3 – Operational Approach ....................................................................................................... 6 11. Start-up and Transition Plan ......................................................................................... 6 Transition Plan Overview .................................................................................................................. 6 Transition Project Management and Support ..................................................................... 7 Current State Evaluation & Analysis ......................................................................................... 7 Employee Retention and Recruiting ....................................................................................... 8 Risk Management and Mitigation ............................................................................................ 8 Implementation Schedule ............................................................................................................... 9 Post Contract Commencement Tasks .......................................................................... 11 12. Management and Operations Plan.......................................................................... 12 Utilizing our Experience to Deliver Operational Excellence ............................................... 12 Regional Experience .................................................................................................................... 12 Fixed Route Experience .............................................................................................................. 12 CNG Experience ............................................................................................................................. 14 Electric Vehicle Experience ....................................................................................................... 14 Overview of Operational Strategy for SLO TRANSIT ............................................................. 15 Standard Operating Procedures ............................................................................................. 15 Dispatching Technology - Introducing Optibus ................................................................ 16 Resolving On-Street Issues ........................................................................................................ 27 On-time Performance Monitoring .......................................................................................... 27 System Safety and Emergency Preparedness ........................................................................ 28 Developing Safety Awareness .................................................................................................. 28 Emergency Preparedness and Response Plan .................................................................. 28 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services ii 13. Scheduling, Dispatching, and Customer Service .............................................. 29 Approach to Dispatching ............................................................................................................... 29 Monitoring Customer Service and Improvement .................................................................. 30 Customer Inquiries and Concerns .......................................................................................... 30 Dispatcher and Road Supervisor Coverage ............................................................................. 31 14. Extraboard .......................................................................................................................... 31 Addressing Driver Absenteeism .................................................................................................. 31 Extraboard Staffing .......................................................................................................................... 32 15. Quality Assurance ............................................................................................................ 32 Going for Excellence ......................................................................................................................... 33 EFQM Excellence Model and RADAR Methodology ......................................................... 33 Enabling Tiers ..................................................................................................................................... 37 Tier-Based Oversight and Reporting ..................................................................................... 37 16. Technology ......................................................................................................................... 38 G. 4 – Maintenance ......................................................................................................................... 39 17. Facility Maintenance Program ................................................................................... 39 Facility and Equipment Preventive Maintenance Requirements .................................... 39 Monitoring, Managing, and Reporting Equipment and Facility Defects ...................... 39 Regular Inspections of the Facility and Equipment ............................................................. 39 Cleaning the Facility and Equipment ........................................................................................ 40 18. Preventive Maintenance and Inspection Program........................................... 40 Vehicle Maintenance Program ..................................................................................................... 40 Preventive Maintenance Plan ................................................................................................... 40 Electric Vehicle Preventive Maintenance Inspections.......................................................... 44 High Voltage Training ................................................................................................................. 46 Gasoline Fueled Vehicle Preventive Maintenance Plan ....................................................... 46 Hybrid and Diesel Fueled Vehicle Preventive Maintenance .............................................. 47 CNG Fueled Vehicle Preventive Maintenance Plan............................................................... 47 CNG Vehicle Annual Inspection Maintenance Plan ......................................................... 48 HVAC and Fire Suppression Systems ......................................................................................... 49 Wheelchair Lift or Ramp Maintenance ..................................................................................... 49 Major Component Repair ............................................................................................................... 50 Farebox Maintenance ...................................................................................................................... 50 Field Issue Resolution .................................................................................................................. 50 Responding to On-street Failures and Road Calls ................................................................. 50 Vehicle Cleanliness ........................................................................................................................... 51 Cleaning Procedures ................................................................................................................... 51 Graffiti/Scratch Removal ............................................................................................................ 52 Shop Safety .......................................................................................................................................... 52 Facility Safety .................................................................................................................................. 52 Personal Safety .............................................................................................................................. 52 Maintenance Quality Assurance Program ............................................................................... 53 Continuous Improvement Approach ..................................................................................... 53 Developing Customized Maintenance ...................................................................................... 54 Approach to Reporting and Record Keeping.......................................................................... 54 Ensuring Accurate Reporting through Recordkeeping.................................................. 55 Accident and Body Damage Repair ........................................................................................... 56 19. Unsatisfactory Ratings .................................................................................................. 56 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services iii 20. CHP Inspections, etc. .................................................................................................... 57 21. Insurance ............................................................................................................................. 57 G. 5 – Safety and Training .......................................................................................................... 58 22. Staff Training Program ................................................................................................. 58 Operator Training Overview .......................................................................................................... 58 Classroom Training Program Overview ................................................................................ 58 Behind-The-Wheel (BTW) Training Program Overview .................................................. 59 Cadet Training Program Overview ......................................................................................... 59 Operator Training Schedule ...................................................................................................... 59 Annual Operator Refresher Training .......................................................................................... 60 Post-Incident Training ..................................................................................................................... 61 Maintenance Training ...................................................................................................................... 61 Annual Refresher Training......................................................................................................... 62 Ongoing Training Opportunities ............................................................................................. 62 Supervisor and Dispatch Training ............................................................................................... 63 Road Supervisor Training ........................................................................................................... 63 Dispatcher Training ...................................................................................................................... 64 FTA Security Awareness Training ............................................................................................ 64 Annual Refresher Training......................................................................................................... 64 Customer Service Training ............................................................................................................. 64 Customer Service Program ....................................................................................................... 65 23. Safety Record .................................................................................................................... 66 24. Safety Record of Three Contracts ........................................................................... 66 G. 6 – Personnel .............................................................................................................................. 67 25. Resumes .............................................................................................................................. 67 General Manager Nick Rodriguez, Jr. ......................................................................................... 67 Operations Manager Rolando Rodriguez ................................................................................. 68 Maintenance Manager Rodolfo (Rudy) Castro ........................................................................ 70 Safety and Training Manager Norma Liera .............................................................................. 71 26. Organization Chart ......................................................................................................... 73 27. Wages ................................................................................................................................... 75 28. Benefits ............................................................................................................................... 76 Paid Time Off (PTO) .......................................................................................................................... 76 Medical Benefits ................................................................................................................................ 76 401K ........................................................................................................................................................ 77 Elective Deferrals .......................................................................................................................... 77 Value of Benefits ................................................................................................................................ 77 29. Employee Recruitment and Retention ................................................................. 78 An Employer of Choice .................................................................................................................... 78 Retention of Incumbent Staff ....................................................................................................... 78 Anticipated Turnover Rate ......................................................................................................... 79 Employee Recruitment ................................................................................................................... 79 RATP Dev’s Personnel Recruitment Philosophy ................................................................ 79 Continuous Recruitment and Accountability ..................................................................... 82 Hiring Incentives ........................................................................................................................... 82 Employee Screening and Selection ............................................................................................ 83 Employment Criteria ................................................................................................................... 83 Employee Driving/Background Checks ................................................................................ 84 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services iv Drug and Alcohol Testing .......................................................................................................... 84 Equal Employment Opportunity............................................................................................. 85 Impactful Onboarding and Orientation .................................................................................... 85 Training and Mentorship ............................................................................................................ 85 Retention Strategies and Long-Term Employee Growth .................................................... 86 RATP Dev Learning and Development ................................................................................. 86 30. Employing Union Workers .......................................................................................... 88 Section 13(c) Arrangements ........................................................................................................... 88 31. Understanding and Compliance with California Labor Code Sections 1070-1074 .................................................................................................................................... 88 G. 7 – Reporting .............................................................................................................................. 89 32. Reporting Mechanisms ................................................................................................ 89 Reporting and Computerized Information Systems ............................................................ 89 Reporting Progress of Work ...................................................................................................... 89 National Transit Database Reporting .................................................................................... 89 Going for Excellence .................................................................................................................... 91 Reporting Tools .............................................................................................................................. 91 33. National Transit Database Reporting .................................................................... 91 Requirements of the NTD .............................................................................................................. 92 34. Accident Prevention, Response, and Investigation ........................................ 93 Accident Prevention Program ...................................................................................................... 93 Accident Response and Investigation........................................................................................ 94 Vehicle  Accident/Incident Response Procedures .............................................................. 94 Reporting and Investigation ..................................................................................................... 95 Review and Determination ....................................................................................................... 95 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services Executive Summary RATP Dev USA, Inc. (RATP Dev) presents our proposal to provide contracted services for the City of San Luis Obispo's SLO TRANSIT fixed-route operations. RATP Dev takes pride in managing and operating safe, responsive, high-quality transit systems throughout the United States. From our focused assessment of SLO TRANSIT'S services and the regional presence of RATP Dev's corporate support, we know the transit landscape and the unique operational characteristics of SLO TRANSIT's fixed-route services. RATP Dev understands your goals and has the vision to bring enhancements to SLO TRANSIT's services by drawing on our local, national, and global experience. Most importantly, our proposal outlines a clear path to success by investing in the future of SLO TRANSIT with a highly-qualified staff, and a focus on high-quality service delivery and operations management. RATP Dev's strong labor management expertise and leadership will ensure a healthy, collaborative relationship with Teamsters Local 986, and successful hiring and retention program to help close missed- service gap. Our focus on safety and risk management through innovation and technology (Origami, Motive, Blink) will lead to reduced incidents and claims for SLO TRANSIT’s service. Project Understanding and Key Experience As your transit partner, RATP Dev will work in collaboration with the City to deliver operational excellence in every aspect of service. Throughout our proposal, RATP Dev has described our understanding of the project scope of work and has highlighted the following key aspects of our company experience that we believe will be essential to the success of SLO TRANSIT operations. This will be evidenced by our: Strong corporate and regional support structure led by Operations Director, West Wess Cruz, and Senior Vice President of Operations Steve Sherrer for General Manager Nick Rodriguez, Jr. and the local team, with emphasis on our service planning, software deployment, and routing optimization. RATP Dev's company experience in providing a premium, high-touch, and passenger-focused service to attract choice ridership through safety, quality, customer service, and operational excellence. Strong maintenance management and transparent data reporting and demonstrated success with battery-electric fleet reliability. Proven recruitment and retention strategies, including non-monetary programs. RATP Dev provides regional and national Peer-to-Peer Sharing regarding best practices, including but not limited to electrification of transit systems, as well as experience garnered by the global RATP Dev Network. SLO TRANSIT will gain the expertise and support of RATP Dev’s international transit operations. With over 70 years of multimodal transit experience in 16 countries, RATP Dev offers SLO TRANSIT our experience, stability, and longevity as the third largest urban transportation provider in the world. As described throughout our proposal, RATP Dev’s expertise and specially tailored service offerings are what set us apart. Local Management RATP Dev is pleased to introduce Nick Rodriguez, Jr.as our general manager candidate for this proposal. Nick is a public transit operations leader with more than 10 years of progressive experience in delivering fixed-route and paratransit service. He currently serves as Assistant General Manager for Transdev’s SamTrans contract, overseeing daily service delivery, workforce performance, safety compliance, and customer experience. Previously at San Jose Mineta International Airport, he led airport shuttle operations, supervised dispatch and field teams, managed fleet performance, and maintained a 100% CHP audit compliance record. Mr. Rodriguez has also been selected for multiple interim general manager and assistant general manager assignments across California, providing leadership continuity, strengthening operational controls, and mentoring emerging leaders. Operations Manager Rolando Rodriguez is an experienced public transit operations leader with more than 15 years of progressive management experience in transportation and shuttle services across California. He is experienced in oversight of daily bus operations, route and schedule management, labor relations, and safety compliance City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services Maintenance Manager Rodolfo (Rudy) Castro is a strategic transit and fleet operations leader with over 30 years of progressive experience in municipal transportation, fleet maintenance management, and capital asset oversight Safety and Training Manager Norma Liera, an experienced public transit safety and training manager with nearly 20 years in transportation safety and compliance. She has led safety programs for major transit contractors including Keolis Transit America and National Express Transit, overseeing driver training, regulatory audits (CHP, DOT, FTA, ADA) Corporate and Regional Support Nick will have the direct support of Senior Vice President of Operations Steve Sherrer and Director of Operations for the West Wess Cruz. Both Steve and Wess will be frequent visitors, providing immediate help and oversight for Nick and SLO TRANSIT's fixed-route operations. RATP Dev’s corporate and regional staff visits will be used to further enhance our partnership with the City through meetings with your representatives and staff, visually assessing RATP Dev operations, confirming our company best-practices are in place, and promoting continuous service improvements for SLO TRANSIT and the communities we serve. On-site visits will supplement RATP Dev’s regular communication practices to include direct email and telephone correspondence, video conferencing, and operations meetings. Safety and Employee Engagement RATP Dev will implement services and activities to enhance SLO TRANSIT's working environment, employee training, and development opportunities to promote an atmosphere and culture of continuous safety, learning, and risk mitigation. We support our employees through work-related resources, increased employee awareness, maintaining high standards of job safety, and full compliance with regulations and drug-free requirements to ensure the safest service is provided to your passengers. Our proprietary safety management program drive2zero™ provides a focus on safety for SLO TRANSIT operations through our safety-first culture. As an experienced transportation provider, RATP Dev has included policies, technology platforms, safety- based training curriculums for employees, accident investigation best practices, safety committees, strict hiring procedures, and specific responsibilities for all employees as part of drive2zero™. Further, RATP Dev provides a robust package of benefits, programs, and bonuses/incentives for our employees. We find that these items improve service delivery and reliability, assist in emphasizing a culture of teamwork, a reduction in turnover, and promoting team morale which leads to increased excitement within the workplace. Going for Excellence RATP Dev is committed to the highest quality of operations, which will result in a safe, uninterrupted riding experience for your passengers. We are confident that our comprehensive management of key performance indicators from safety and on-time performance to customer service and fleet reliability, will meet and exceed the City's expectations. RATP Dev’s Going for Excellence program will be the basis of our services, mirroring each requirement established by the City, with proven methods to ensure quality at every step. Our promise to you is to improve the quality of life and daily routine of passengers by enhancing the customer service experience and providing tailored solutions adapted to meet the unique needs of the SLO TRANSIT fixed-route service. RATP Dev looks forward to creating a strong partnership with the City to develop SLO TRANSIT into a flagship operation which will attract choice ridership through customer service, safety, and operational excellence, ensuring quality transit operations and maintenance services for years to come. At RATP Dev, we are our Core Values – Safe, United, Caring, Effective, and Daring, which sets us apart from our competition. RATP Dev’s team will focus on providing reliable, efficient transit services grounded in clear, proactive communication with the City. This is our commitment to you. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services Most Loved Workplaces® We are beyond excited to announce that RATP Dev USA has been named one of the Most Loved Workplaces® in America for 2025. This award recognizes organizations across industries that are transforming employee experience and redefining retention strategies in today’s economy. RATP Dev was recognized for our mission and actions to create transformational culture change rooted in growth, purpose, and connection. This recognition validates our commitment to creating a workplace where every employee feels valued, supported, and inspired to grow. Our people are at the heart of everything we do, and we aspire to exhibit our values of United, Caring, Daring, Effective, and Safe on a daily basis. As an organization, this award is important as it complements our commitment to creating a workplace where every employee feels valued, supported, and inspired to grow. Acknowledgements and Additional Required Information RATP Dev acknowledges receipt of the following: Addendum 1 - 12/02/25 Addendum 2 - 02/06/26 RATP Dev is excited to participate in this proposal process, and we thank you for the opportunity to be considered. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 1 G.1 – Submittal Forms 1. Federal Proposal and Contract Certifications Forms (Appendix K) RATP Dev’s completed forms are located at the end of this proposal. a.Debarment and Suspension Certification b.Certification Regarding Lobbying Activities c.Disclosure of Lobbying Activities d.Drug-Free Workplace Act Certification e.Non-Collusion Affidavit f. Tax Liability Certification g.Workers' Compensation Certification 2. Cost Proposal Forms (Appendix L) RATP Dev’s completed price forms are uploaded as a separate document. 3. References from at three firms for whom you currently perform similar services (included below) Please see the completed form at the end of this proposal. 4. Statement of Past Contract Disqualifications (included below) Please see the completed form at the end of this proposal. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 2 G. 2 – Experience and Qualifications This section of the proposal should establish the ability of your firm to satisfactorily provide the required services by demonstrated competence in the service to be provided; the nature and relevance of recently awarded work; staffing capability, workload; strength and financial stability. 5. Experience of Firm Experience of your firm and of any sub-consultants identified in the proposal that will perform work relevant to the Scope of Services outlined and described in the request. (Limit to two (2) pages maximum) RATP Dev USA, Inc. (RATP Dev) has successfully provided transit management, operations, maintenance and consulting services in the United States since 1972, and is a division of worldwide transit provider RATP Group. This ties us to not only the expertise of our U.S. operations, but it also incorporates over 70 years of global transit service experience, including buses, subways, streetcars, and light rail systems worldwide. As the world's third-largest public transportation operator, RATP Dev innovates for smarter, more sustainable cities by designing, operating and maintaining networks for the well-being of passengers. It is RATP Dev's collective expertise in operating, managing, maintaining, and modernizing public transportation that will shape our approach in developing a partnership with the City of San Luis Obispo for the operation of SLO TRANSIT. Our pledge is to improve the quality of SLO TRANSIT services by enhancing the customer experience and providing tailored solutions to meet the unique needs of your operations. Our unmatched expertise allows RATP Dev to support your transportation needs, from improving operational performance and maintenance, to implementing innovative technology solutions to advance your system. RATP Dev looks forward to creating a strong partnership with the City to develop comprehensive support that will ensure quality at every step. Business Organization RATP Group is the transportation operator for Paris, France and the surrounding region. Drawing upon a century of bus operation experience, RATP now transports 1.3 billion passengers per year throughout some of the world's densest and largest multi-modal transportation systems. RATP Group runs and maintains tens of thousands of miles of subway, bus, tram, and urban or intercity rail lines around the globe. Every day RATP Group innovates for smarter, more sustainable cities by designing, operating and maintaining networks for the well-being of our passengers. RATP Dev provides safe, innovative, high-performance transportation at over 120 operations across the globe in 16 countries through nine transport modes, with an additional four transport modes operated under partnerships. Transit Services in the United States RATP Dev draws upon our parent and predecessor companies, as well as 50+ years of experience in the United States, to uphold a legacy of successful turn-key operations, transit management, and maintenance services. A summary of RATP Dev’s company information is provided in the chart below. For additional information, please see www.ratpdevusa.com and www.ratpgroup.com/en. RATP Group RATP Développement SA RATP Dev USA, Inc. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 3 Date of Incorporation December 1, 1978, Texas. Transit operations in the United States were founded in June 1972 with our first managed system. Ownership RATP Dev USA, Inc. is a wholly owned subsidiary of RATP Développement SA, a division of worldwide transit provider RATP Group, globally headquartered in Paris, France. Acquisition and Rebranding McDonald Transit Associates was acquired by RATP Dev North America in 2009. Transit operations in North America began rebranding in 2017, with services now operating as RATP Dev USA, Inc. Corporate Office The corporate office of RATP Dev USA, Inc. is in Fort Worth, TX. Years in Business Over 50 years of transit experience, including predecessor companies. Size of Business Directly employs over 3,000 individuals, not including management contract employees. Nationwide Fleet Management and operations of nearly 1,500 total vehicles. Approximately 15% of the entire fleet are green alternative fuel vehicles. Services Offered Transit Management, Operations, Maintenance, and Consulting National Scope RATP Dev USA, Inc. successfully manages and operates over 35 transit systems throughout the U.S., operating over 50 million annual revenue miles. Across our U.S. locations, RATP Dev operated over 50M annual revenue miles in 2025. Please see additional information on RATP Dev’s experience included as part of our Management and Operations Plan in Section G. 3 12. 6. Contract Termination Statement and explanation of any instances where a public transit operator, since July 1, 2020, has terminated a contract with your firm prior to the contract’s original expiration date. (Limit to one (1) page maximum) No. To the best of RATP Dev’s knowledge there have been no contract terminations since July 1, 2020. 7. Audited Financial Statements Attach financial statements (last year-end income statement and balance sheet and most current interim income statement). Include, as a separate written statement, any conditions (e.g. bankruptcy, pending litigation, impending merger, etc.) that may impede your firm’s ability to perform under this contract. Financial Capacity and Audited Statements RATP Dev USA, Inc. maintains business relationships with several major banking institutions in the United States and abroad, each maintaining a favorable financial condition. RATP Dev USA, Inc. is in good financial standing at all of our locations and has no significant financial or other conflict that would impact on our performance of work under this contract. Audited financial statements reflecting the current favorable financial condition of our organization have been included under separate cover. These documents are both CONFIDENTIAL and PROPRIETARY. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 4 RATP Dev’s investments in U.S. transit markets do not only represent RATP Dev USA, Inc., but are supported by the worldwide transit provider RATP Group. RATP Dev USA, Inc. is a wholly owned subsidiary of RATP Développement SA, a division of worldwide transit provider RATP Group, and guarantees all financial obligations taken on by RATP Dev USA. Their vested interest in the U.S. transit market ensures long-term, stable service provision for SLO TRANSIT. 8. DBE Certification Submit any certifications, as appropriate, that the proposing firm and/or any subcontractor is a Disadvantaged Business Enterprise (DBE). For any identified subcontractor(s), include business name, address, contact person, telephone number, and email address. RATP Dev constantly works to comply with the Federal DBE regulations at 49 C.F.R. Part 26, and any other DBE requirements that may be established by the FTA. Throughout our history we have had success reaching out to subcontractors and suppliers directly through correspondence and telephone. If we are awarded a contract with the City, we will implement our policy of direct communication with DBE subcontractors and suppliers. When a need for supplies or services arises, DBE-certified vendors will be the first contacted for product/service information and quotes. Our contact list will be generated from the pool of qualified vendors from the California Department of Transportation, the state's certified DBE directory. Depending on the need, we will also post advertisements in the local newspapers and minority business publications. 9. Value Add Indicate additional resources possessed by your firm which would be available (with or without cost) for the City to draw upon should the use of such resources be considered a benefit to SLO Transit’s operation and maintenance. (Limit to two (2) pages maximum) Corporate Support Services RATP Dev is more than just a provider – we are a true partner for our customers. RATP Dev's corporate and regional teams will always be available to support General Manager Nick Rodriguez and our local team, as well as our partnership with SLO TRANSIT. RATP Dev pledges the support, assistance, and reassurance of our entire company to deliver operational excellence for SLO TRANSIT. Our local management team will be backed by a strong corporate network, which will be visibly present throughout our contract. RATP Dev's corporate and regional staff include experts from across the transit industry to support resident staff in the areas of safety, operations, transit planning, employee relations, maintenance, technology, and regulatory compliance, among others. Below is a list of corporate support activities available to our local management team:  Quality Control ‘Health Check’ Reviews  FTA Triennial Review Preparation  Labor Relations and Negotiations  Vehicle Maintenance Services  Maintenance Shop Analysis  Safety Compliance Audit and Review  Financial Audit and Review  Third-Party Partnerships and Sourcing  DBE Assessment and Program Compliance  Operational Analysis and Efficiency  Service and Route Design Assistance  Operator Run-cut Analysis  Transit Services Performance Analysis  Fare Structure and Fare Policy Studies  Marketing and Community Engagement  Information Technology  Employee Learning and Development  Risk Assessment and Claims Management RATP Dev provides readily available corporate support and access to our exclusive partnerships to promote responsiveness to business needs, introduction to cutting-edge innovation, and implementation of optimized transportation solutions. Cost Controls RATP Dev’s Buy Better Program We see building strong relationships with bus manufacturers and other suppliers to the public transit industry key to operating and maintaining the vehicles and equipment under our care. In addition to our numerous bus manufacturer relationships, RATP Dev’s national purchasing program, Buy Better, provides City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 5 efficiencies and cost savings across each of our RATP Dev agencies in the U.S., by leveraging our purchasing power. Buy Better aligns with the Federal Transit Administration’s (FTA) procurement rules to provide an opportunity for small and Disadvantaged Business Enterprises (DBEs). With Buy Better, the City can take advantage of smart decision-making in the purchasing process. Working collaboratively with the City, we will identify cost savings that can be achieved through Buy Better. Currently Buy Better is most effective in three key areas of focus: Tires, Uniforms, and Auto Parts. As an example, RATP Dev completed an RFP for its Tire Program. The strategy was to leverage the complete spending of all managed and operated locations. This provides a cost-effective way to procure and service bus tires across the many locations RATP Dev provides services. The strategy also allows for consistent service offerings with consistent pricing. With one provider we have better reporting capabilities and account management which will allow us to address any issues, like safety or performance, which may arise. Reduction of Workers’ Compensation Claims Reducing workplace injury serves the purpose of keeping our employees safe on the job to return to their families, enhancing the delivery safe and reliable service and reducing workers’ compensation claims (therefore reducing costs).  To assist in the reduction of incidents and injuries we will be installing Motive in all SLO TRANSIT vehicles, to help guide correct operator behaviors in the hopes of preventing future accidents, therefore working to reduce injury and insurance claims.  RATP Dev’s training, safety, and security practices also lead to a reduction in workplace accidents and injuries.  The safety of our employees and passengers is our top priority. Our SMS program drive2zero™, policies and procedures reflect our safety culture, including our mandatory monthly safety meetings for the entire location staff, and initial and refresher training to mitigate unsafe habits before accidents or incidents occur. Wellness Program Investments in a healthy workforce is a vital component at all RATP Dev locations. We will implement a Wellness Program for the SLO TRANSIT workforce tailored to their specific needs. This cost savings plan keeps employees working by helping them avoid the chronic health issues that plague the transit industry. We also offer on-line support programs to all locations through our Navigate program to achieve better access to healthcare services such as WebMD Live (a telehealth access program to medical services). In addition, we have our Transitions program designed to help employees moving over to Medicare coverage and Compass to allow for employee assistance in processing billing and medical claims. Maintenance Practices and Oversight Our proactive, technology driven, and cost-effective maintenance practices ensure we catch and repair issues before they become problems. Through accessible corporate support, you will receive additional expertise from RATP Dev’s National Maintenance Director David Ramirez. RATP Dev is proud to offer our superior maintenance oversight and quality control practices that have enabled our systems to exceed standard life cycle benchmarks. Our dedication to ongoing training and the involvement of Mr. Ramirez will allow efficiencies and overall quality of the maintenance program to be achieved. We will also work closely with our corporate and local operations to establish effective warranty programs to keep factory defects from interfering with the operational service tempo of the SLO TRANSIT fleet. 10. RATP Dev Contact Person Information Provide the name of the firm's contact person, address, telephone number, and e-mail address for this Proposal. Authorized representative: RATP Dev USA, Inc. 300 Throckmorton Street | Suite 670 Fort Worth, Texas 76102 Ibrahima Touré, Chief Development Officer ibrahima.toure@ratpdev.com (720) 288-7928 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 6 G. 3 – Operational Approach 11. Start-up and Transition Plan Provide a Start-up and Transition Plan describing your firm’s approach to start-up and transition from the existing contractor to the new contractor. Include an implementation schedule outlining the steps to be taken up to the point of the beginning of the operation of the service. The plan must demonstrate that the proposer has thoroughly considered all activities (including but not limited to the recruitment and training of staff, acquisition of equipment, licensure, etc.) that need to be done to transition to the new contract with no service disruption and minimal assistance from City staff. The plan is to assume that the contract is awarded on April 7, 2026, and that the first day of service under the new contract will be July 1, 2026. Service transition will set the tone for a lasting partnership between RATP Dev and the City of San Luis Obispo. Such a relationship begins with RATP Dev’s careful establishment of a relationship with the City and our shared ridership. RATP Dev’s transition process will be seamless, with a focus on enhancing the passenger experience from day one. Using our broad expertise in the transit industry and our knowledge of SLO TRANSIT operations, we will provide a fully customized transition plan to act as a living document to guide service implementation on a daily basis. To provide the requested transit services, RATP Dev will establish our presence at the Bus Operation and Maintenance Facility located at 29 Prado Road and perform an efficient transition of all involved personnel and assets. From Notice to Proceed through the end of our contract with the City, RATP Dev pledges continuous excellence with readily available support from our entire company, including regional management and corporate executives. RATP Dev’s transition process is our first and best opportunity to build an effective and open relationship with the City. Our transition project manager will oversee all aspects of the transition from start to finish and ensure a smooth startup, allowing key personnel to focus on understanding and refining policies, procedures, and programs. The transition project manager will bring an outstanding level of experience, commitment, and excellence that will support a seamless transfer of SLO TRANSIT operations. Our plan is based on the following estimated key dates: RATP Dev takes a disciplined approach to startup transitions, key initiatives, and action plans using project management best practices and state-of-the-art software which handles task management, resource management, portfolio management, business operations, and goals and strategies. Each RATP Dev location receives their own, customized project plan for transitions – for complete transparency, RATP Dev will allow the City direct access for purposes of the transition. These processes have been utilized at our recent successful transitions of Charleston, SC, Visalia, CA, and Volusia County, FL. Transition Plan Overview After the Notice to Proceed, RATP Dev’s corporate executives will establish specific goals and timeframes for the transition. Our standardized Transition Plan Checklist is a master list of over 200 potential activities needed to ensure a successful transition and contract startup. This master checklist will be modified based on local specifications, scope of work, contractual requirements, and the unique characteristics of operating in San Luis Obispo. Once these items and milestones are identified, a draft schedule will be revised with a complete implementation schedule. Implementation tasks will be prepared and submitted to the Mobility Services Business Manager for final approval and coordination within five calendar days after receipt of Notice to Proceed. Notice to Proceed April 8, 2026 Begin Weekly Transition Meetings May 4, 2026 Start of RATP Dev Service July 1, 2026 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 7 Transition Project Management and Support In support of SLO TRANSIT and RATP Dev during the transition phase, RATP Dev’s proposal includes the expertise of Multimodal Solutions led by Susan Hafner, who will serve as a Client Perspective and Regulatory Advisor at the beginning of implementation. In this role, Susan will provide independent oversight to ensure all aspects of RATP Dev’s startup will meet or exceed RFP commitments, SLO TRANSIT expectations, and Federal Transit Administration (FTA) requirements prior to service launch. Susan will work in coordination with RATP Dev’s transition project manager as a quality assurance and compliance resource throughout startup, ensuring operational decisions, policies, and processes align with contractual obligations, client priorities, and federal requirements. Susan will provide an independent “owner’s perspective” and help to identify issues early to reduce risk. As Advisor, Susan’s key responsibilities will include:  RFP and Client Alignment – Review startup plans, milestones, staffing, policies, and performance measures to confirm consistency with contract requirements and agency standards; identify gaps and recommend corrective actions.  FTA Regulatory Readiness – Confirm compliance with applicable requirements including ADA (as applicable), Title VI, Drug & Alcohol programs, Safety and Security, and required documentation and training.  Process and Documentation Review – Assess Standard Operating Procedures (SOPs), internal controls, and recordkeeping to ensure audit-ready practices and operational readiness.  Risk Identification and Communication – Provide periodic readiness updates, elevate risks, and support coordination between the operating team and agency staff to resolve issues efficiently. In collaboration with RATP Dev, the Client Perspective and Regulatory Advisor will provide an added measure of protection to SLO TRANSIT by reducing risks associated with contract transition and startup, preventing post-launch compliance issues, and ensuring that decision will reflect SLO TRANSIT’s agency priorities. To deliver on this commitment, the Advisor will provide a Startup Compliance and Readiness Checklist; Periodic Client Perspective Review Summaries; Final Pre -Launch Readiness Assessment confirming alignment with RFP and FTA requirements; and Recommendations for post-launch compliance monitoring and continuous improvement to support a smooth, accountable, and audit-ready launch. Current State Evaluation & Analysis In April, our corporate team and personnel from our Santa Maria operation will evaluate the current state of SLO TRANSIT and tailor our approach to best suit the unique needs of area residents. Through it, we will identify any possible service issues. The table below highlights items that are encompassed within our Current State Evaluation as well as a brief description of our individualized approach. Items include but are not limited to: Current State Evaluation & Analysis RATP Dev Approach Observe and study performance of SLO TRANSIT Our local management team will oversee the day-to-day SLO TRANSIT operations by providing support to RATP Dev personnel. Observe and document existing operators’ driving habits Our management team will direct operators on issues related to routes, fares, schedules, vehicle breakdowns, and other daily operational needs that arise due to unforeseen circumstances. Such directions are binding on operators and failure to comply will result in disciplinary actions. Study customer service culture We will create a customer service culture that is responsive and sensitive to the needs of all passengers. All operations personnel are expected to behave in a confident, professional manner that sets a positive tone and represents the City and RATP Dev well. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 8 Current State Evaluation & Analysis RATP Dev Approach Monitor all radio traffic, listening to how operators interact with dispatchers/ supervisors Operators should speak on the radio in a professional manner. All operations personnel should ensure that any needed actions are performed quickly and effectively, particularly in non-routine or emergency situations. Scout locations for driving courses and initial behind- the-wheel training Conditions of new operator training need to be close to what operators will encounter during revenue service, so that operators understand driver and pedestrian behavioral patterns and know the local area and our service routes. Observe road supervisor performance Road supervisors are responsible for front-line, direct supervision and support of operators. They ensure safety and compliance with all relevant policies and regulations, as well as oversee scheduling. In May, RATP Dev will mobilize our corporate teams. Due to the priority, we place on providing San Luis Obispo with direct, individual service, our Chief Executive Officer, Director of Operations Wess Cruz, and our corporate personnel will request to meet with the Mobility Services Business Manager and City officials. Multiple RATP Dev personnel will be heavily involved in the planning and delivery of the SLO TRANSIT service transition and will be onsite to meet with current employees and local stakeholders. Beginning May 4th, we will hold weekly transition process meetings with Mobility Services Business Manager and appropriate staff to provide updates on all items outlined in the transition plan. In these meetings, we will identify any issues in need of resolution and develop a strong working relationship between the City and RATP Dev. At each weekly meeting, we will provide an updated transition schedule that will show the exact progress made on each transition task. Mr. Cruz will be on-site regularly throughout the transition period to meet with the Mobility Services Business Manager and our local management team. Employee Retention and Recruiting We recognize that transitions to new contractors can be difficult for employees of previous contractors. As such, we strive to provide open, clear communication with our local team members throughout the process. By the first week of June, RATP Dev will have all new and existing employees engaged in transition training and startup tasks. Throughout the transition period, we will establish strong lines of communication, being 100% accessible and responsive to local needs. We anticipate an amicable and productive relationship with Teamsters Local 986 and will establish strong relationships early to develop mutually agreed-upon solutions and obtain cooperation with required employee bids. Risk Management and Mitigation Throughout the transition period, we will be accessible and responsive to local needs by establishing strong lines of communication with the City of San Luis Obispo. We will also work with the incumbent contractor to ensure SLO TRANSIT services are seamlessly maintained during the transition, immediately addressing any issues which may arise. From our local management team and regional staff to our corporate support and executives, RATP Dev’s domestic and global expertise provides solutions to solve even the toughest transit problems. Local key personnel will have full support and direction, and all tasks and milestones will be achieved on time. We will work very closely with the City to identify and address any needs or concerns which may arise. In the chart below, RATP Dev has identified potential transition concerns, and our proactive methods to mitigate risk. Transition Concern RATP Dev Mitigation Efforts Insufficient Staffing Onboard incumbent staff wishing to remain in service operating or maintaining SLO TRANSIT services. Proactively identify open positions to support continual operator recruitment efforts. Offer competitive wages and benefits. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 9 Transition Concern RATP Dev Mitigation Efforts Staff Insecurity Establish open communication and transparent processes to support the development of a positive work culture, based on RATP Dev’s people-centric management approach. CBA Negotiations Proactively engage Teamsters Local 986 to gain working knowledge of the current CBA and stay abreast of active negotiation developments. Negotiate in good faith with the Teamsters to establish a mutually beneficial agreement that meets the needs of all parties. Incumbent Practices Review and assess all current practices and develop enhancements to operation and maintenance services according to our best practices. Unexpected Occurrences Build a team of experienced transit experts with strong service transition skills. Assess needs, identify concerns early, and respond appropriately. Stay flexible. Implementation Schedule Task Description Timeframe Finalize Insurance and Employee Benefit Plans Review and secure all required insurance policies. Review and set up procedures to handle the employee insurance/benefit plans. April 8 – 30 Review Existing Employee Records and Local Workforce Conditions Examine all files made available for review. Review current staffing/employee count; identify openings. Review current position classifications and finalize job responsibilities. HR executives will study current unemployment data and available wage data for the San Luis Obispo area. April 10 – 30 Review and Revise Policies and Procedures Review, amend, and implement upon written approval from the Mobility Services Business Manager all standard operating procedures for operations, maintenance, customer service and administration, including reporting procedures. RATP Dev will revise incumbent practices, as needed, to synchronize with RATP Dev’s approach to operational excellence. April 13 – 30 Customize Existing and New Employee Training Courses Review, amend and implement, upon written approval from the City, a comprehensive employee training / re-training / retention program/curriculum. Prepare class training calendar. April 15 – 30 Finalize Drug & Alcohol Policies / Program Finalize Substance Abuse Policy/Program and Drug Free Workplace Policy. Set-up all safety sensitive personnel drug files. April 15 – 30 Establish All Vendor Contracts Contact, establish or re-establish all DBE and other outside vendor relationships and/or contracts necessary to operate, maintain and administer SLO TRANSIT operations. This includes but is not limited to any maintenance parts and services, towing services, employee uniforms, IT systems/software/hardware, and program management. April 27 – May 22 Negotiations with the Local Union RATP Dev executives and general manager will begin negotiations with Teamsters Local 986 leadership regarding the current and new CBA. Update Mediation & Strike Plan. April 27 Meet Existing Employees Participate in a series of town hall style meetings with existing employees to introduce RATP Dev and its staff to the community, accommodating their work schedules. Foster partnership with current employees. Provide weekly communication with employees to keep them up to date on the implementation status. April 28 – May 13 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 10 Task Description Timeframe Finalize Operator Manual Complete the customization of our standard manual and present it to the Mobility Services Business Manager for review. April 30 – May 12 First Weekly Implementation Meeting Transition project manager and key personnel meets with the Mobility Services Business Manager and City staff to “kickoff” the transition process. May 4 Review of Facilities and Equipment Needs Review City provided equipment to determine what additional items will be needed to successfully carry out this contract. Key personnel will determine what equipment is required to carry out this contract successfully. All the software, hardware, and equipment RATP Dev needs to acquire will be procured and implemented. Dates for all equipment deliveries established. May 4 - 8 Run Cut Review and Production Study the current blocks and run cuts for SLO TRANSIT services. In coordination with the Mobility Services Business Manager, RATP Dev will begin the process of producing a new run cut using Optibus. May 6 – June 9 Establish Employee Payroll Procedures Review current timekeeping process and revise as needed. Establish RATP Dev’s payroll processes. Review project requirements and set-up appropriate vacation and sick leave accruals. RATP Dev utilizes a professional payroll processing software/system to ensure accuracy. May 6 – 15 Review Computer Databases, Software, Hardware, and IT Systems Conduct initial review of all information released to RATP Dev and pass pertinent information to appropriate member of key personnel to process. Key personnel will familiarize themselves with City owned software/systems and all other local IT systems. Permissions and logins will be set up. Process and establish new personnel e-mail addresses. May 7 - 19 Retention Process for Existing Employees Employees are welcomed to RATP Dev and have all questions answered. Screening and hiring processes begin for existing employees who meet requirements and want to work for RATP Dev. Key personnel and corporate HR staff will meet with employees to begin benefits enrollment. May 11 - 20 Technician Evaluation Evaluate existing technicians’ skill level to determine transition training need and position placement. Coordinate Automotive Service Excellence (ASE) certification training. Review existing maintenance procedures and modify as needed to meet maintenance needs and data reporting responsibilities. May 13 - 20 Training for Existing Employees Begin transition training process for all existing employees. May 18 – June 22 Hire New Employees (If needed) Once the retention success for existing employees is known, key personnel will evaluate how many additional employees are needed to effectively manage our local operations. To replace those employees who do not wish to or qualify to work for RATP Dev, we plan to hire locally. For positions not covered by the CBA, we will offer wages and benefits competitive to the local market. May 18 – June 1 Vehicle, Facility, Inventory, and Equipment Inspection Inspect all facilities and equipment to be utilized and maintained in the provision of this contract. Conduct safety inspections to document safety concerns and potential hazards that will be corrected prior to contract commencement. RATP Dev will inventory vehicle maintenance parts in stock, all revenue May 20 – June 5 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 11 Task Description Timeframe vehicles, office furniture and equipment, including computers, printers, copiers, telephones, and all other office equipment. Implement Ron Turley Associates Maintenance Management Software Implement Ron Turley Associates Maintenance Management Software (RTA). RTA and RATP Dev will install and provide training on the RTA software. May 27 – June 12 Implementation of Quality Control Plan Upon approval of the Mobility Services Business Manager, key personnel will begin implementing RATP Dev’s Quality Control Plan. May 27 – June 26 Training for New Employees Begin new hire training process, as necessary. June 1 - July 2 Establish our Employee Work Assignments Review the work schedules for current maintenance and operations employees and finalize schedules. June 2 - 12 Prepare Operations Procedures / Paperwork Begin implementation of RATP Dev daily operations procedures for all operations supervisors and other personnel. June 4 - 16 Complete Daily Vehicle Assignment Procedures and Mileage Reporting Review current daily vehicle assignment procedures and mileage reporting and adjust as needed. Ensure all involved know how to record mileage into RTA. June 8 - 16 Finalize Cleaning Process and Checklists Finalize our proper cleaning processes and documentation procedures to ensure the utility workers’ daily practices meet CDC, City, and RATP Dev standards. June 11 - 18 Complete Record Keeping / Reporting Plan Review, amend, and implement monthly, weekly, and daily operating report systems accurately depicting RATP Dev’s performance. This includes all work, data, and reporting systems necessary to submit timely and accurate NTD monthly and periodic reports as required by the City. Establish RATP Dev’s statistical reporting procedures, record keeping/reporting plan, including forms and reporting procedures. June 15 - 24 Resolution of Vehicle, Facility and Equipment Condition Inspection After the inventory review and assessment is agreed upon by all parties, RATP Dev will accept all equipment and inventory as our responsibility, transferring control of shop equipment, all the City vehicles, and office furniture and equipment, including computers, printers, telephones, as authorized by the City. Control/ownership of vehicle maintenance and repair parts in stock will be determined. June 16 - 23 Finalize Reporting / Invoicing Procedures Finalize procedures for reporting to and invoicing the City monthly. June 22 - 29 Post Contract Commencement Tasks Transition Task Task Description Timeframe Transition Completion Meeting RATP Dev’s key personnel, Director of Operations Wess Cruz, and the Mobility Services Business Manager and staff meet to review the first full week of RATP Dev’s operations, resolving any outstanding transition matters. July 13 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 12 Transition Task Task Description Timeframe System Health Check RATP Dev’s Director of Quality and Standards conducts health check reviews on SLO TRANSIT operations to examine functional areas such as operations, maintenance, customer service, human resources, finance, safety, and training. We will conduct a review of SLO TRANSIT operations to ensure our SOPs were properly implemented and are being followed. November 2 - 20 Going for Excellence Program Review RATP Dev corporate executives will review the KPIs for SLO TRANSIT operations after the first six months of the contract. (More information is available in Quality Assurance Plan) February 2027 12. Management and Operations Plan Provide a description of the Management and Operations Plan for this project, including a description of your firm’s understanding of the work to be performed under this contract. Describe the strategy for implementing service that meets the City’s requirements as set forth in the Scope of Services, including procedures to ensure high-quality reliable service delivery, road supervision, and emergency and incident management procedures that will be used. Along with any other elements that your firm deems necessary for meeting the service requirements and expectations. The RATP Dev Operation Plan is designed to provide the safe, reliable, and cost-effective transportation services necessary to form a long-lasting collaborative partnership with the City. When a transit system gains consistency and accumulated trust between its local transit agency and contractor, the local community and our shared passengers profit most of all. Our goal is not to simply win a contract, but to build a relationship with you. We believe that both RATP Dev and the City are in a position to explore a mutually satisfying partnership. We have thoroughly reviewed the scope of work in the RFP regarding the operation of SLO TRANSIT and present the following plan for a successful operation of services under RATP Dev’s purview. Utilizing our Experience to Deliver Operational Excellence Regional Experience In support of City of San Luis Obispo, RATP Dev has vast experience serving transit clients in southern and central California, and is extensively familiar with the unique operating characteristics of this region. From operating in mild winters and the excessive heat of dry summers our network of nearby locations is ready to support SLO TRANSIT with solutions which are ready-made to meet your service needs. Further, we know the unpredictable nature of California's natural disasters including the hazards of wildfires, severe storms, landslides, and subsequent flooding. RATP Dev stands ready to support our transit partners and the communities we live and work in, even in the harshest working conditions. RATP Dev is ready to begin our partnership with the City for the operation of SLO TRANSIT, and offers the support of our regional staff through current partnerships with the following transit agencies:  Visalia Transit System – Visalia, CA  Santa Maria Region Transit (SMRT) – Santa Maria, CA  City of Lompoc Transit (COLT) – Lompoc, CA  Santa Ynez Valley Transit (SYVT) –Solvang, CA  Ventura County Transportation Commission (VCTC) Transit – Camarillo, CA  Tri-Counties Regional Center – Oxnard, CA Fixed Route Experience Building on a foundation derived from over 50 years of success, RATP Dev's fixed route experience encompasses all the necessary aspects of transit services including efficient schedules and rostering, safe operations, and exceptional customer service. The majority of our nationwide operations include a fixed route service City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 13 component, which provides SLO TRANSIT with access to a comprehensive network of similar services to share best practices, industry innovations, and potential solutions to tricky operational challenges. RATP Dev's fixed route services include but are not limited to: Client Location Service Type Fleet Size Client Since SunTran Ocala, FL Fixed Route 12 1998 Zion National Park Springdale, UT Fixed Route, National Park Shuttle Service 27 2000 VCTC Transit Camarillo, CA Fixed Route, Intercity / Commuter Services 36 2012 Waco Transit Waco, TX Fixed Route, ADA Paratransit, University, and microtransit 79 1976 WSTA Winston-Salem, NC Fixed Route and ADA Paratransit 85 2024 GTA Greensboro, NC Fixed Route, ADA Paratransit, and University services 95 2022 The COMET Columbia, SC Fixed route, Flex-route, ADA Paratransit, and University services 96 2020 Citibus Lubbock, TX Fixed Route, ADA Paratransit, University, and Microtransit 97 1983 TheBus Prince George's County, MD Fixed Route 110 2020 CTtransit Newington, CT Fixed Route, Express, BRT, and ADA Paratransit 493 2022 Regardless of location or fleet size, RATP Dev stands ready to provide a customized fixed route operation to meet our client's most demanding service requirements. For additional information on specific transit operations similar in size and scope to SLO TRANSIT, please see RATP Dev's references provided above . Fixed-Route Accomplishments Below, please find several examples of RATP Dev's fixed route accomplishments for our clients. Client Accomplishment Asheville, NC RATP Dev has successfully completed two large service expansions, the first in January 2018 and the second in January 2020. In each scenario our employees were prepared and the increase to service was handled in a professional manner with a high degree of excellence. Bloomington, IN During the 29 years that the Bloomington Public Transportation Corporation (BPTC) has been managed by RATP Dev, fixed route ridership has grown by more than 300% from 700,000 annual passenger trips to 3.5 million. Demand response ridership has also experienced growth from 8,500 annual passengers to almost 34,000 annual passengers. Columbia, SC Early in our agreement with The COMET, we were requested to make a contract modification to add on the operation of the University of South Carolina’s shuttle service. An additional 44,000 annual revenue hours for ten daytime routes and two evening routes were appended to our contract with The COMET. Hernando County, FL Throughout our partnership RATP Dev has assisted in route planning, including a complete route realignment of their Red Route, increasing on-time performance and bringing efficiency on the route to its highest level. We have increased safety with our City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 14 Client Accomplishment Safety Management System drive2zero™, and increased fixed route ridership of TheBus from 40,000 to 140,000. Oxford, MS RATP Dev developed and designed a transit system funded equally by the City of Oxford and the University of Mississippi to provide transit service to the residents of Oxford and Ole Miss students. Ridership has grown 25% year over year as a result of strategic marketing campaigns, coupled with a new website aimed at changing the perception of public transit within the community. Tucson, AZ RATP Dev helped SunTran launch five battery electric buses into fixed route service in the Fall of 2021. The 40-foot GILLIG buses enter service to make Sun Tran the first transit company in the state to deploy fully electric buses. Sun Tran’s introduction of battery electric buses is the next step in transitioning to a zero-emission fleet, adding to the current fleet mix of compressed natural gas, hybrid-electric and biodiesel vehicles.  CNG Experience In the U.S., RATP Dev is a pioneer in the implementation of CNG as an alternative fuel in public transportation. Working in partnership with several agencies, many partial or full vehicle fleets have been converted to CNG fueling. As a company, we have accumulated over 100,000,000 miles with CNG fueled fleets. Since the early 1990s, the maintenance and operation of the growing fleet of CNG vehicles has been a smooth transition for us, with many lessons learned. RATP Dev has gained vast knowledge through the day-to-day monitoring of our fleets, utilizing inspection checklists and schedules, continuously adjusting, and improving processes to monitor certain components based on observations. Electric Vehicle Experience RATP Dev has taken the initiative to work toward the modernization of diesel vehicles by replacing them with vehicles that meet more demanding environmental standards. RATP Dev, as well as our network with RATP Group, links transportation systems across the globe through a commitment to moving toward ‘green fleets,’ and implementing a wide range of ‘clean engine’ solutions. In the United States, RATP Dev operates some of the largest electric fleets on the East Coast, including CTtransit operations on behalf of the Connecticut Department of Transportation (CTDOT) and the DC Circulator in Washington, D.C. With each transit agency partnership, RATP Dev continues to grow our electric fleet experience, through management, operations and maintenance of electric vehicles to running sustainable pilot programs. As such, RATP Dev has become proficient with alternative-powered bus procedures and gained the expertise and confidence to replicate the management, training, and mechanical duties for quality oversight and operation of electric fleets. As of June 2024, RATP Dev manages over 100 electric vehicles across our nationwide locations, with a further 137 hybrid electric vehicles. Several of these locations have additional electric and hybrid vehicles on order, which will bring RATP Dev’s management to a total of nearly 300 electric vehicles by 2030, and over 200 additional hybrid vehicles by 2026. These locations include, but are not limited to:  Asheville Rides Transit (ART) – Asheville, NC  CTtransit – Hartford, CT  Citibus – Lubbock, TX  GoDurham – Durham, NC  GoRaleigh – Raleigh, NC  Sun Tran – Tucson, AZ  Greensboro Transit Agency (GTA) – Greensboro, NC  Santa Maria Regional Transit (SMRT) – Santa Maria, CA  TheBus – Prince George’s County, MD  The COMET – Columbia, SC  Zion National Park – Springdale, UT By drawing upon the expertise of RATP Group, RATP Dev gains the vast experience of the Group’s global operations in the introduction and maintenance of sustainable, alternative -fuel vehicles. Overseas, RATP operated Transport for London (TfL) in London, UK, which was divested in February 2025. Operating over 1,100 vehicles, TfL's fleet included 260 BYD ADL electric buses, making RATP Dev the largest operator of electric buses in London, at the time. Additionally, RATP Île -de -France Mobilités in Paris, FR committed to City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 15 a major technological and ecological transformation with the aim of renewing half of its 4,700 bus fleet with electric vehicles. Over 500+ electric buses are already running. RATP Dev is the only provider that can deliver an exceptional level of support and experience. We offer the City our expertise in all aspects of electrification – from planning and development, to implementation, operation, and maintenance. Overview of Operational Strategy for SLO TRANSIT With corporate and region leadership playing an active support role for local management, General Manager Nick Rodriguez and his team will set the operational tone and oversee daily delivery of service. But for our local managers to maintain an operation that solves problems proactively, responds quickly to SLO TRANSIT’s needs, and improves continuously, we need to invest in our people. RATP Dev is first and foremost composed of operators, dispatchers, and everyday leaders on the ground. Equipping and empowering our local operations team provides the backbone for our operational strategy. SLO TRANSIT’s operation will require fully trained dispatchers to coordinate service and road supervisors to handle any developing issues over the course of daily service. For our personnel to perform at top levels, they need corresponding quality of training and the latitude to address the service needs they see as they work. RATP Dev’s training program brings all field personnel to the same level of training and knowledge. No matter the service type, if a passenger needs assistance or if there is an incident on one of our vehicles, the responding dispatcher or road supervisor will be equipped to address the matter consistently according to SLO TRANSIT and RATP Dev policies. Our dispatchers and road supervisors are trained to actively seek opportunities to improve service to our customers. To ensure RATP Dev and SLO TRANSIT procedures are completed at the highest levels, our operations manager will review performance and meet with dispatchers and road supervisors on a daily and weekly basis. The operations manager will discuss any incidents or developing issues that occurred during the week to correct procedural errors and prevent existing problems from growing further. The operations manager will also review all performance measures through related operation balance scorecards, live dashboards, and reports (as seen in Quality Control). Any results or findings from these meetings will be shared with the General Manager during the monthly reviews. RATP Dev will provide skilled, customer-oriented, professional employees that have the attitudes and aptitudes to deliver service quality, safety, and passenger sensitivity. Standard Operating Procedures At RATP Dev, we adapt our Standard Operating Procedures (SOPs) for operating transit services to meet the specific requirements of each location. Our operations managers and supervisors will be proactive in ensuring reliable services are provided, delays are prevented and minimized, and operators are properly supported in the provision of their duties. Our goal is to ensure on-time performance, safe operation, and exemplary customer relations. Dispatch SOPs and our corporate procedure checks are as follows: Elements of Effective Operations Teams City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 16 Standard Operating Procedures Corporate Procedure Check Daily pull-out sheets are filed by day for the past year. Review pull-out sheet files Dispatching function is covered during all hours of operation. Review employee work schedules interview operations manager A Daily Report of Operations is completed and kept on file for one year. Review Daily Report of Operations forms On-street supervision is conducted daily during peak periods and at random times during all hours. A sample of at least 3% of all trips is checked monthly for on-time performance. Review on-time performance records with operations managers Adequate pay time is allowed between report time at the operations office and pull-out time from transit lot. Review run cuts and public timetables Adequate extraboard are on hand to cover miss outs and other unexpected absences. Review daily extraboard schedules and number of missed trips recorded on Daily Report of Operations and/or monthly statistical reports Documented progressive discipline is given for miss outs, which leads to termination if the behavior is not corrected. Review personnel files, Daily Report of Operations, etc. All pull-outs are met each day. Trips are never missed unless unexpected events make it unavoidable by replacing vehicles, operators, or finding an alternate solution. Review Daily Report of Operations forms Our operations managers will monitor employees to ensure dispatching and supervision policies and standard operating procedures are followed. This will be accomplished by:  Review of Daily Service – Reviews will monitor such items as: ̶ Dispatch logs ̶ Incidents ̶ Supervisor reports ̶ Customer service complaints ̶ Commendations  Review of Monthly Reports – Monthly reports will include all key performance indicators (KPI).  Monthly Gate Checks – On a monthly basis, our operations managers and road supervisors will perform gate checks during roll-out, which will measure a range of performance issues that may impact service and quality. A checklist will be used to record specific exterior and interior vehicle condition and cleanliness, operator appearance, on-time status, and other observable items. Over time, this data will help us measure our performance and identify areas for improvement.  Ride Checks – Road supervisors will perform operator ride checks, which will be documented and reviewed monthly. These reviews will highlight areas for improvement, as well as areas for employee praise. Dispatching Technology - Introducing Optibus RATP Dev and Optibus RATP Dev actively engages with technology providers to develop innovative transportation solutions to meet the needs of transit agencies and our mutual passengers. Through our use of industry- leading technologies, such as Optibus, we are able to achieve significant efficiencies for all aspects of transit services. Optibus is a global software firm focused on bringing innovation to public transit. The Optibus platform is an end-to-end, cloud-native solution for public transit built on artificial intelligence (AI) and powerful City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 17 optimization algorithms to optimize and modernize processes including planning, scheduling, rostering, and operations. Since 2024, RATP Dev has continued to expand our use of Optibus across our nationwide locations, enhancing our current use of the platform, and gaining invaluable experience to share across our client network. The chart below reflects RATP Dev locations currently using Optibus, and the implemented Optibus modules. These RATP Dev locations are available to support SLO TRANSIT through peer-to -peer sharing, in addition to the continuous support provided by RATP Dev’s corporate management, regional teams, and subject matter experts. RATP Dev Location Modules Implemented Optibus Modules Planning Scheduling Rostering Operations Electric Vehicle Management Asheville Rides Transit – Asheville, NC ✔ ✔ ✔ ✔ Central Midlands Regional Transit Authority (The COMET) – Columbia, SC ✔ ✔ ✔ ✔ Charleston Area Regional Transportation Authority (CARTA) – Charleston, SC1 ✔ ✔ ✔ ✔ GoBG Transit & WKU Topper Transit – Bowling Green, KY ✔ ✔ ✔ ✔ GoRaleigh ACCESS – Raleigh, NC ✔ ✔ ✔ Greensboro Transit Authority (GTA) – Greensboro, NC ✔ ✔ ✔ ✔ ✔ Santa Maria Region Transit (SMRT) – Santa Maria, CA ✔ ✔ ✔ ✔ TheBus – Prince George’s County, MD ✔ ✔ ✔ ✔ Ventura County Transportation Commission (VCTC) – Ventura, CA ✔ ✔ ✔ ✔ Visalia Transit – Visalia, CA ✔ ✔ ✔ ✔ Volusia Transit (Votran) – Volusia County, FL ✔ ✔ ✔ ✔ Waco Transit System (WTS) – Waco, TX ✔ ✔ ✔ ✔ Winston-Salem Transit Authority (WSTA) – Winston-Salem, NC ✔ ✔ ✔ ✔ Yuma County Area Transit (YCAT) – Yuma, AZ ✔ ✔ ✔ ✔ 1 Charleston Area Regional Transportation Authority (CARTA) – Charleston, SC contract scheduled to begin February 1, 2026. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 18 Drawing upon RATP Dev’s established partnership with Optibus, our proposal for SLO TRANSIT includes the transit planning, scheduling, rostering, and operations modules, further described below. Solution Overview As an open-data platform with extensive programming interfaces, Optibus can integrate with many other transit software providers, providing an intelligent and flexible system that adapts to challenges and will continue to evolve over time to meet SLO TRANSIT’s transportation needs. Implemented across a range of urban and rural transit agencies, from sites with just a few dozen vehicles to sites with thousands of vehicles, Optibus has a proven, measurable ability to improve quality of service, reduce costs, and streamline overall operations. Key features of the Optibus platform include:  A Cloud-Native, Open-Data Platform – Optibus is a cloud-native Software-as-a-Service (SaaS) platform that requires no onsite hardware or IT infrastructure, avoiding the need for company servers, security, or IT resources. The platform can be accessed from any modern web browser with just a username and password. Updates are typically provided every two weeks at no charge and with zero downtime in service.  Intuitive and User-friendly – With a simple, intuitive interface, users can start working with Optibus quickly and easily, with no coding or product knowledge necessary. A dedicated support team is available to assist SLO TRANSIT and RATP Dev throughout the life of the contract.  Fast and Powerful – No matter how large or small a fleet, Optibus algorithms can help users to simulate and compare a variety of “what-if” scenarios in seconds - enabling service growth to scale and scale while saving significant time and effort. Near real-time optimization enables users to test many different potential schedules and ultimately create a better result faster.  A Holistic End-to-end Solution – The cohesive Optibus platform is fully interconnected and seamlessly syncs from Planning to Scheduling to Rostering and all the way through Operations. This provides visibility for SLO TRANSIT and RATP Dev to run an efficient, reliable transit system.  Fully Flexible and Customizable – Optibus algorithms allow for customization to SLO TRANSIT's rules and preferences, from costs and efficiency requirements to break times, split shifts, changeovers, interlining, and many other real-world service constraints. RATP Dev will ensure full compliance with all given rules and regulations, with automatic validations based on the preferences set in the system.  Supportive of Electric Vehicle (EV) Scheduling – Optibus EV scheduling tools make it possible to account for all the new constraints associated with electric vehicles and ensure that operations are maximized and efficient for EV Fleet operations.  Equipped with a Powerful KPI Dashboard – Optibus provides a dashboard containing operational key performance indicators (KPIs). The KPI dashboard provides insight and visibility into the business impacts of proposed planning or scheduling changes. This empowers teams to quickly make confident and informed decisions that reflect specific organizational objectives. Optibus is a modern, cloud-native Software -as-a-Service (SaaS) platform that can be accessed from any modern web browser. Optibus does not require any on-premises servers or IT infrastructure, as the entire platform runs in the Amazon Web Services (AWS) cloud, which provides unmatched security, speed, and reliability. As a cloud-native platform, the cloud environment is the core architecture upon which the entire platform is built. This allows Optibus to create better solutions faster by distributing optimization processing across multiple servers simultaneously (through AWS) and to seamlessly scale the number of users. The Optibus cloud-native solution also provides frequent new feature releases at no additional cost City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 19 and with zero downtime in service. As the software continues to improve over time, SLO TRANSIT and RATP Dev will always have the most up -to -date version of Optibus at no additional cost. Optibus Platform Optibus has four core modules to provide an end-to -end solution with integrated and automated modules each handling a different part of the process. These modules are Planning, Scheduling, Rostering, and Operations. Planning The Planning Module contains a set of easy-to-use visual tools that let transit agencies plan, analyze, and edit routes, stops, and timetables quickly. Scheduling The Scheduling Module enables the rapid creation of vehicle and crew schedules based on unique sets of transit agency rules and preferences. It is possible to express virtually any preference or constraint in the Scheduling Module. Optimization takes just seconds, compared to hours or days with other scheduling tools. Rostering The Rostering Module enables agencies to build a roster that is optimized based on unique sets of rules and preferences in mere minutes. Optibus supports rostering and cafeteria-style bidding. Operations The Operations Module provides a true end-to-end solution for customers from network conceptualization to daily dispatch, to payroll. Within Operations, driver modifications can be made both in real-time and well in advance. The system automatically measures and compares planned and actual metrics, which allows Operations to provide a single source of truth for payroll. Planning Module The Optibus Planning Module provides the tools to create and modify routes that will be reflected in the timetable, starting with uploading the network via General Transit Feed Specification (GTFS) or other data feed. The Planning module easily enables users create and modify routes, set frequencies, and route patterns, generate timetables, set service IDs, build and manage stops including those in and out of service, and establish timepoints and checkpoints all through the visual map -based interface. Similarly, corridor planning is simple and requires no complex processes for coordinating timetables between groups of similar routes. Optibus also allows for unlimited projects and scenarios, which provides a sandbox planning environment to evaluate potential future routes and resource requirements without impacting the current routing and scheduling data. The Planning module is built on Google Maps, which offers superior geocoding, performance, and quality. It uses all of the integrated functionalities of Google Maps as well, such as satellite view and street view. This provides current, up-to - date maps, with no need to maintain internal maps. All map editing can also override the defaults provided by Google Maps and routing can occur along roads that are not in the base map (e.g., through a parking lot). Simple Route Creation and Modification by Drawing on the Map City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 20 Custom Map Layers Strategic planning can be further enhanced by viewing information on the SLO TRANSIT network – including information such as commercial districts, bridge height, and school locations – as a custom layer on the map. This view specifies SLO TRANSIT’s transit environment to customize route planning with added operational detail through the Optibus Geospatial Suite, which uses the geographic information system (GIS) to provide readily accessible information for service planning. Custom Map Layers will allow for more strategic planning by visualizing routes in the context of various geospatial elements of SLO TRANSIT’s service area, whether planning individual routes or the entire network. Custom Map Layers also supports data visualization, such as connectivity with other transportation networks, municipal boundaries, commercial zones, no-go zones, and rapid transit lanes, as applicable. Ridership Insights The Optibus Ridership Insights feature supports the visualization of ridership data directly on the map for network planning. This crucial real-world data will enable SLO TRANSIT to better understand how routes are performing to easily adjust as needed. Detailed ridership KPIs can also be viewed at various levels of detail, from a high-level network or route level to a more detailed breakdown on a segment and stop level. Data can also be filtered based on routes, as well as specific days of the week, and date and time ranges. Demographic Analysis The Planning module also includes demographic layers on the map using U.S. census data to enable visualization for how route changes will affect selected demographic groups living along SLO TRANSIT routes. This feature helps transit planners ensure service is more equitable by assessing the impact on low- income and minority populations, supporting compliance with Title VI reporting requirements. Timetable Planning Timetable Planning provides the tools required to build a service schedule data set. Routes can be defined from scratch by selecting the route stops, defining time points, and indicating total route travel times. The distances will automatically be calculated based on the route tracing, while also allowing configuration for any adjustments. Routes can be defined based on the following parameters, which can be adjusted manually or by uploading from Excel:  The different route service for weekdays, weekends, holidays, and any other special service  Route patterns  Vehicle types within the fleet, including electric vehicles  Allowed vehicle types for each of the route patterns  Locations of charging stations for electric vehicles  Travel time between stops for different time bands of the day  Start time, end time and frequency for each route Ridership Insights – Boarding and Alighting by Stop City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 21 Based on the data above, Optibus automatically generates a full timetable for any given route. Manual adjustments can also be made to the plan, with the system automatically updating the subsequent stop times, highlighting the manually updated times. The system contains built-in validation that ensures the quality of plans and timetables by automatically highlighting which plan elements are not valid in accordance with the rules and constraints defined by the user. The Optibus platform will also help users understand the impact of planning and timetables on service quality and operating costs. Each change made is immediately expressed in business metrics to easily evaluate scenarios, their costs, and efficiency KPIs to evaluate trade-offs and make the best service decisions. Scheduling Module Optibus Scheduling provides the tools to easily create fully optimized vehicle and crew schedules in a fraction of the time needed for manual methods or legacy software solutions. Scheduling also enables schedulers to run multiple ‘what-if scenarios’ – clearly visualizing the impact of a change on schedule and SLO TRANSIT’s key operating metrics. Optibus Scheduling uses the master service schedule created in Timetable as the main dataset, which contains all trip information. Using SLO TRANSIT-specific preferences and constraints, the optimization engine will produce an automatically validated vehicle and driver schedule in seconds to minutes. The system can optimize blocks and runs individually, or simultaneously. The scheduler can then review the schedule, make any manual adjustments, change preference parameters, and run the optimization again to produce additional scenarios. These can then be compared with previously saved scenarios by reviewing our predefined KPIs such as the total cost of the schedule, vehicle efficiency, crew efficiency, etc. Optibus provides a complete cost for each runcut, displayed in the top right corner of the scheduling module, which are calculated based on user-defined fixed and variable costs. The tuning of the optimization engine is done via preferences — an intuitive, highly flexible, and expandable rule -based mechanism that allows the scheduler to model any type of preference, constraint, and work regulation for both blocking and run cutting. The preferences are used to capture any number of definitions such as layover and recovery times, driver break rules, clock-in/clock-out times, number of vehicles required, running times, interlining, deadhead times, and various other built-in and customizable preferences or constraints. The optimization engine respects every preference and rule set by the user and automatically validates the output to ensure that each schedule is valid, legal, and properly aligned with existing streets – no manual validation required. Optibus Scheduling offers a fully interactive experience, assisting with the decision-making process. Schedulers can filter the vehicle and duty views as well as review and sort by various statistics. Optibus provides clear recommendations and grading for every action or manual amendments to the schedule, allowing decision makers to fully understand the impact of any adjustment on the schedule validity and Schedule with Operational KPI City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 22 overall cost. Optibus Scheduling also provides a set of predefined, built-in reports for driver/block schedule, usage and metrics, route summary, revenue trip summary, depot allocation and others. Relief Vehicle Optimization Optibus optimization tools identify the most efficient ways to pair and even chain relief trips and decide relief modes, but they can also simultaneously optimize crew schedules and relief vehicles. Relief vehicle scheduling is dependent on crew schedules, with runs optimized to enable efficient vehicle use while accommodating agency-specific constraints (e.g., driver break requirements, available relief modes, etc.). This can drastically impact operational costs, sometimes decreasing the number of vehicles needed to operate a relief schedule by up to 30 percent. Optimizing relief vehicles not only reduces operational costs and prevents excessive relief vehicle purchases, but it also produces time savings by relieving schedulers of the need to manually schedule relief vehicles following crew optimization. Relief trips that occur at the same time can be grouped by location, allowing drivers to share relief vehicles, and decreasing the number of relief vehicles needed at any given time. Grouping also reduces the need to find pairing options, as drivers can be dropped off at their destination without having to hand off the vehicle (there is still someone to drive). Further, Driver breaks can be varied to reduce the amount of relief vehicles needed at any given time. This allows better pairing options and the ability to create longer chains of relief trips, decreasing the need for vehicles. Electric Vehicle Scheduling Electric vehicles (EVs) can present significant planning and scheduling challenges, as scheduling must account for the unique elements of EV operations such as charge time, charge location, vehicle range, and battery level. The challenge becomes even more complex with mixed fleets, where diesel-powered or hybrid fuel vehicles are scheduled alongside EVs. The algorithmic complexity associated with scheduling is greatly increased even when running just a few EVs, creating a significant operational challenge. Optibus offers a specialized EV Scheduling module that will enable SLO TRANSIT to:  Build and optimize fully EV or mixed-fleet schedules that include trips and charging events  Maximize the value of electrical miles and reduce peak vehicle requirements  Fine-tune schedules (add charging breaks, move trips around)  Define preferences for batteries, charges, and vehicle types  Use optimization and schedule adjustments to account for battery discharge profiles as well as charger locations and capacities  Receive automatic alerts for insufficient battery power and preference violations  View statistics showing CO2 emissions reduction, costs, and vehicle efficiency  Operate EV routes and meet regulatory requirements  Transition to EVs gradually by managing a mixed fleet of diesel and electric vehicles or a 100 percent electric fleet EV Scheduling Showing Charging Times City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 23 Rostering Module Optibus Rostering uses the duty schedule created within the Scheduling module to produce a roster for each work week (or any other working cycle). Like the Scheduling Module, Rostering allows complete control of rules and parameters for any set of preferences, such as collective bargaining agreement rules, roster types and groups, overtime policies, cost parameters, break policies, etc. Optibus also enables the creation of Roster groups to enable different roster preferences and rules for different groups of drivers (e.g., new drivers vs. veteran drivers). The Optibus platform allows schedulers to easily input different driver preferences and cater to a variety of driver needs within the specific roster group, while ensuring optimized results for each group separately and across the different groups. Optibus also supports the creation of rotating rosters and roster cycles, which create an equitable duty allocation for drivers and are easier to maintain operationally. Once preferences and rules are loaded, Optibus will produce a fully optimized schedule, allowing schedulers to review any violations and compare it to multiple scenarios by predefined KPIs and overall cost. Additionally, the Rostering module can export the roster data into a bid sheet to simplify the driver bidding process. The exported driver bid sheets include schedules by day, route, block ID, shift start and end times, and total paid time. Operations Module Optibus Operations enables the real-time management of daily operations and fully integrates with the planning, scheduling, and rostering systems. This allows for adjustments and fine -tuning based on daily operational challenges to optimize service and mitigate inefficiencies. Unifying Driver and Vehicle Data As the Operations module is fully integrated with the planning, scheduling, and rostering modules, it allows for easy access and management of essential information such as contact details, licensing information, union memberships, route preferences, etc. Operations will allow RATP Dev to manage and update drivers and vehicles with ease, with Roster View Driver Management View City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 24 detailed, user-friendly databases that include driver contact details, seniority, union membership, and other personal and technical information. The driver database can also integrate with HR systems, and the vehicle database can integrate with fleet management systems, effectively unifying various transit tools into one comprehensive, easy-to -use system. Allocating Work in Real Time Operations provides tracking of drivers and vehicles in real time, allowing the allocation or reallocation of drivers or duties for full control over daily operations. Dispatch can input and track driver clock-in and clock-out in real time and get live notifications regarding any problems or delays (for example, if a driver is late for their shift or has no-showed). This added level of flexibility allows for easy and efficient resolution of allocation issues and record all changes in a single system that can integrate with other operational data systems. Optibus Operations also proactively offers alerts and recommendations, which are key to preventing potential last-minute disruptions from impacting service. Guaranteeing Compliance Optibus Operations ensure compliance with your rules and regulations, with automatic validations and suggestions based on cost, suitability, and selected preferences. With Optibus automatic validations, system configurations will provide notification of issues that may require attention, such as late drivers, unassigned work, or missing rosters right away. The system constantly validates duties against requirements such as government and union regulations, further minimizing errors and supporting operational compliance. Ensuring Payroll Accuracy The Optibus payroll feature automatically reflects driver attendance in real time, with the ability to make manual changes and calculate future work. The flexibility of the rules and preferences system allows for effective management, even in the most complex payroll scenarios. Payroll information can also be integrated with Operations and calculated in real time, which provides constant feedback on current payroll status. Additionally, the system calculates simulated future payroll based on scheduled future work to mitigate payroll mistakes, and ultimately increase driver and union satisfaction. Exporting Custom Reports Optibus allows for the customization of reports to share information with stakeholders on performance, cost savings, unique events, and other operations data. Data can be easily exported into detailed reports, based on rules and formulas to calculate statistics, codes, and preferences for different workflows (e.g., global holidays for driver groups). Optibus maintains a standard report library for all module data, which can be further customized to meet SLO TRANSIT needs for service optimization, KPI monitoring, maintenance, human resource, and finance, among other key areas. Optional Optibus Modules Optibus offers additional service modules that provide additional functionality and service efficiency in coordination with the base Planning, Scheduling, Rostering and Operations Modules. The following options are presented for SLO TRANSIT’s consideration but are not included in RATP Dev’s proposed pricing. Missing Driver Notifications City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 25 Predictive Runtimes (Optional Add-on) The Optibus Predictive Runtimes module enables historical AVL data to be imported into Optibus to predict on-time performance when comparing timetables with historical arrival times. The module will allow planners to automatically adjust trip times directly in their timetables to better achieve on-time performance (OTP) goals based on recommendations made by the Optibus predictive engine. The algorithm runs several scenario -based predictions in a row, you can compare different outcomes until you find the optimal solution. Optibus will easily calculate the predicted OTP scores for any given trip, which will update to validate any changes you make to the timetable. These scores will include:  OTP Score: Likelihood that buses will arrive at all bus stops and timepoints on time.  OTP Percentile: Probability of arriving at the last stop of the trip on time.  Confidence level: How confident we are in the results given (on a scale of 1-5). Optibus Driver App (Optional Add-on) The Optibus Driver app is a cutting-edge mobile application designed to streamline communication and enhance efficiency between drivers and depots. The app works seamlessly in conjunction with the Operations Module, meaning that information submitted by operators via the app is automatically updated in Optibus Operations (and vice versa), resulting in increased visibility and productivity on both sides. The app leverages technology to allow operators and dispatchers to collaborate quickly and efficiently from anywhere and allows easy access to work schedules, hours worked, and performance records. By allowing operators to request shift changes, time off, and shift swaps (with other operators), the operator app facilitates the creation of work plans that fit the requirements and preferences of Operator and agencies alike. The operator app empowers public transit agencies to provide excellent work experience for their drivers and ensures a strong workforce that can best serve the needs of passengers. Before a shift starts:  Each operator can see their detailed schedule (updated in real time).  Operator can change their schedules to fit their needs, including the ability to swap shifts, request absences, apply for overtime, bid for work, and set preferences. At the start of each new shift:  Operator can clock in when they arrive at work.  Operator can see their whole day laid out, including which routes they will cover. After each shift:  Operators can view their past performance so they can improve. With the pairing of the operator app and the Operations Module, operators are kept constantly informed and engaged and are empowered by the additional control gained over the way they work. For instance, operators are able to swap shifts within a central framework that is viewable in real time by the transit agency, yet in a way that creates no additional work for schedulers. This allows operators to make Predictive Runtimes with OTP Score, OTP Percentile, and Confidence Level City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 26 adjustments to their schedules when needed while still providing you with full coverage on routes and complete transparency into the particulars of day-to -day operations. Optibus Online Bidding (Optional Add-on) Optibus’s Bidding feature, within the Operator App, provides a solution for dispatchers to publish roster pick options directly to drivers. Utilizing the Operator App’s Bidding feature will greatly reduce the amount of time that is spent on the operator bidding process, as operators are able to make faster decisions when bidding on upcoming work, can see the possible roster pick options and details, and filter for relevant roster lines. The entire bidding process is made possible in a smartphone app or web -based format that operators can use at home or at the depot, saving employees and agencies time, money, and the manual efforts of congregating at the depot. The Bidding solution makes it possible for the operators to view available pick options, showing in real time what options are available. Any real-time changes in the availability of pick options are visible to all bidders. If a pick option has already been assigned to Operator A, it would no longer be displayed to the other operators, as it is no longer available. Operators can “presubmit” their top Bid options to prepare for the process in advance. Approach to Road Supervision RATP will deploy fully trained professional road supervisors to oversee SLO TRANSIT operations. RATP Dev’s road supervisors will provide on-street monitoring, respond to accidents or incidents in the field, assist resolving service delays, and maintain compliance with RATP Dev, City, and applicable federal, state, and local laws. When any road supervisor is in the field, their daily obligations will include:  Conduct road observations for quality assurance and ensure safe operation of SLO TRANSIT.  Ensuring operators are adhering to SLO TRANSIT rules and guidelines, and manifest adherence.  Closely monitoring radio communications; Assisting with road calls to minimize passenger delays.  Conducting road inspections of operators, not limited to onboard ride checks, and vehicles (operator uniforms/identification, cleanliness of vehicles and proper securement of wheelchair passengers).  Assist passengers with positive customer service; Support conflict resolution and incident management.  Assist, monitor, and counsel operators; Reporting and/or correcting problems.  Supervising activities at accident scenes, performing investigation as directed.  Conducting weekly follow-up visits with key activity centers.  Administering progressive discipline for poor performance, leading to termination if behavior is not corrected. Road supervision will be proactive to guarantee reliable services are provided, service interruptions are prevented or minimized, and operators are properly supported in delivering safe, quality service. Road supervisors will conduct random ride -a-longs, field and ride checks and virtual ride checks through the onboard camera system. They will be responsible for providing daily supervision of service and thus be tasked with identifying areas where an operator or operators may need additional training. In addition, road supervisors will provide recommendations to management on service planning based on their observations on the road. Road supervisors will be responsible for an assigned group of operators to increase opportunities for direct management and evaluation of assigned operators’ performance. This structure will create accountability and responsibility for our local operations. By combining service delivery and employee performance responsibilities, dispatcher and road supervisors will effectively solve problems and make changes that will impact the entire organization, not just operations or scheduling. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 27 Resolving On-Street Issues RATP Dev’s comprehensive approach to resolving on-street issues includes training operators to report specific service interruptions and delays via radio or through the vehicle MDT. The service reports are assigned to a road supervisor as actionable tasks to investigate and mitigate. Once the road supervisor investigates and implements a mitigation plan, that individual task will be closed. This task-based protocol allows for documentation of the event, which allows accountability for the road supervisor, while building a “playbook” for handling future interruptions. Operations management and road supervisors will be proactive to guarantee reliable SLO TRANSIT services are provided, service interruptions are prevented or minimized, and operators are properly supported in the provision of their duties. Their goal is to ensure safe, on-time performance and exemplary customer relations. They will have the following roles and responsibilities:  Supervision and support of operators regarding compliance with safety, on-time performance, and customer service.  Providing feedback and identifying areas where an operator may need additional support or training.  Performing necessary checks of the system to ensure safe and efficient operation.  Providing direct response to emergency situations and ensure proper reporting and communication. RATP Dev has a set of Standard Operating Procedures (SOPs), which will be tailored to match and/or complement the SOPs provided by the City and embedded into daily SLO TRANSIT operations. Our SOPs form the basis for regular quality assurance reviews of performance by our local quality assurance manager, and corporate support personnel. These reviews result in recommendations for changes, improvements and/or potential implementation of new technological advancements. Quality assurance includes daily supervision and inspection, regular reporting to client, quarterly on-site visits by corporate executives and on-site audits by corporate staff. On-time Performance Monitoring Road supervisors and dispatchers will monitor on-time performance during all hours in which vehicles are in service. They will be responsible for the direct supervision of operators and are responsible for ensuring an adequate level of on-time performance is maintained at all times. They will also assist operators as appropriate to get them back on schedule. Manual time checks of the fixed route services will be performed several times each day. Road supervisors and dispatchers will monitor an operator’s schedule adherence, documenting when they actually arrived at a particular location, and how close it was to the scheduled time. Our fixed route road supervisors and dispatchers will perform on-time checks on at least 10% of fixed route services each day. The NTD random trip process is used to determine which routes and trips are to be sampled. An adequate level of on-time performance is defined as 95% or greater based on a minimum of 60 random checks conducted monthly. Traffic conditions will constantly be monitored even during off-peak times. The fixed route road supervisors and dispatchers will monitor news and radio reports for accidents, construction delays, or other issues, making temporary adjustments to routes as needed. All on-time performance data will be logged automatically through Optibus, and the on-time performance will be reported to the general manager and the operations manager each morning for analysis and operator counseling, as needed. On a monthly basis, the general manager will lead reviews of on-time performance to identify trends, and compare hours, days, etc. Operators who run off schedule will be counseled by management/supervision with an emphasis placed on assisting personnel to perform their regular work in accordance with the route schedule. The result could include re -training of operators, a Service Resolution Process City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 28 recommended change in reporting time points, or schedule adjustments to continually improve on time performance and ensure the accuracy of NTD data. RATP Dev road supervisors perform quality control checks, observations and time-point checks (both scheduled and unscheduled), and real-time review of locations of vehicles using the Connexionz system. System Safety and Emergency Preparedness As part of RATP Dev’s Agency Safety Plan (ASP), we establish the importance of safety, security, and emergency preparedness in all aspects of transit operations and maintenance. The purpose is to optimize the level of safety and protection provided to SLO TRANSIT, both during normal operations and under emergency conditions. Safety and Training Manager Norma Liera, with the support of RATP Dev’s corporate and regional safety departments, will provide guidance to our local team and their efforts to identify, support, address, and resolve critical incidents that may impact SLO TRANSIT service, facilities, property, or the community. As part of drive2zero™, RATP Dev will build safety and security awareness to ensure the readiness of RATP Dev employees for daily operations and incident management, under any circumstances. Developing Safety Awareness RATP Dev’s operation of SLO TRANSIT will provide a continual emphasis on safety and security, including the hiring and training of all employees, the management of the system, and safety of passengers and the community, every day. General Manager Nick Rodriguez and Safety and Training Manager Norma Liera will define and delegate requirements to all front-line employees to ensure thorough understanding of roles and responsibilities toward maintaining a safe operating environment. As part of employee training, all employees will learn to be cognizant of their surroundings and report any suspicious activity. Training will include the National Transit Institute’s Transit Workplace Safety and Security programs (System Security Awareness for Transit Personnel, Security Incident Management for Transit Supervisors), Terrorist Activity Recognition and Reaction programs, as well as RATP Dev and SLO TRANSIT security protocols. All security protocols will reflect the latest anti-terrorist procedures and the current Department of Homeland Security threat level. Management will periodically review security policies and procedures, as well as the content of training materials, to ensure all aspects of our programs achieve the highest level of safety possible. Orientation, training, and awareness materials will be provided to all employees in conjunction with ongoing safety messaging, security obligations, and emergency response preparedness. Led by Safety and Training Manager Norma Liera, RATP Dev will develop safety and security protocols and procedures specific to SLO TRANSIT services. RATP Dev will incorporate system observations during the transition phase, including route assessments and potential hazards, lessons-learned and best practices, or bulletins posted at other transit agencies regarding recent crises or recent crises or emergency situations. Norma will conduct reviews of security policies and procedures, in addition to routine safety audits. Supervisors will walk the bus yard looking for vandalism, unreported damage, suspicious items, and unsecured buses. Supervisors will also alert management and, if necessary, appropriate SLO TRANSIT staff of potential concerns to ensure the continued safety and security of all employees, staff, and assets. Additionally, RATP Dev will outline the processes and procedures to be implemented in response to emergency situations, allowing managers to make informed decisions that are appropriate for SLO TRANSIT services, employees, passengers, and the community. In coordination with the City, RATP Dev will promote inter-agency collaboration, to promote cooperative working among SLO TRANSIT staff, RATP Dev, public safety agencies, and local first responders including police, fire, and medical personnel. Emergency Preparedness and Response Plan RATP Dev promotes a state of readiness and awareness to minimize the impacts of emergency situations and restore normal operations as quickly as possible. As part of our emergency preparedness training, RATP Dev commits to participating in SLO TRANSIT sponsored events and local first responder training exercises to effectively manage and support local response to emergency situations. RATP Dev will establish relationships and reporting structures between the City, local police, fire, and emergency response City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 29 personnel to facilitate and streamline the flow of critical or sensitive information during an emergency. RATP Dev will make every reasonable effort to provide the necessary support to SLO TRANSIT for the safety and security of staff, passengers, and the community. From providing day-to-day service to handling major emergencies, RATP Dev prioritizes the safety and well- being of employees and passengers. In coordination with SLO TRANSIT, RATP Dev will develop response procedures to emergencies scenarios, including but not limited to:  Severe weather events such as extreme thunderstorms, hail, or high wind advisories  Natural disasters such as earthquakes, floods, tornados, or hurricanes  Regional conditions such as heat waves, wildfires, drought, blizzards, or ice storms  Violence or other acts that may cause personal injury or the loss of property Emergency response procedures will be included as part of scenario -based exercises, annual refresher training, and conducted as needed, to ensure all staff are knowledgeable and prepared to take appropriate steps in the event of an emergency. Continuity of Operations Plan (COOP) and Emergency Operations In the event of a service disruption or emergency, RATP Dev’s first priority will always be the safety of personnel, passengers, community, and SLO TRANSIT assets. Led by General Manager Nick Rodriguez, and Safety and Training Manager Norma Liera, RATP Dev staff will ensure proactive communication and coordination with SLO TRANSIT, in full compliance with the City’s instructions, Continuity of Operations Plan (COOP), and emergency response measures. Emergency response procedures will include identification of emergency situations, monitoring of the event through verified sources, coordination with emergency responders and outside agencies, identifying response needs, mobilization, conclusion of the event, and restoration of normal operating conditions. Upon activation of the COOP, RATP Dev will mobilize designated employees necessary for essential functions. Critical or sensitive information will be communicated promptly with the proper level of urgency and confidentiality, including the use of a single point-of-contact, directory of key contacts, notification tree, updates, and checklists. In alignment with the City’s COOP, RATP Dev will focus on the recovery and restoration of essential functions and vital services. This includes personnel safety and security, communication and coordination, fuel and power, critical transportation needs, vehicle maintenance, and public information. As determined by the City, emergency response may also include the designation of alternative operating facilities and processes for mobilizing necessary operations with limited resources. Once service has been restored, RATP Dev will ensure accurate records and documentation of the event and response. This information will be presented as part of a debrief to assess the effectiveness of the emergency response, document lessons-learned, and implement any recommendations or revisions to enhance emergency response measures. Any modifications for emergency preparedness are incorporated into scenario-based exercises and emergency response drills to continue RATP Dev’s state of readiness. 13. Scheduling, Dispatching, and Customer Service Submit a description of the proposed scheduling, dispatching, and customer service for SLO TRANSIT’s services. Including any proposed program and/or computer-assisted dispatching system. Describe the proposed customer service hours and the minimum staffing levels to be maintained during this period. (Limit to two (2) pages maximum) Approach to Dispatching RATP Dev’s dedicated dispatch staff will be directly responsible for coordinating and verifying the daily assignment of operators. Dispatchers will ensure that every run has an operator assigned, and that each run departs on time. Dispatchers will coordinate with the maintenance department for daily vehicle assignments and to ensure the proper release of vehicles not scheduled for maintenance or repair. Dispatchers will be responsible for:  Communicating information to the operators, performing fitness-for-duty checks, and verification of documents at the start of shift.  Coordinating extraboard operator assignments. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 30  Compliance with service schedules and policies set forth by SLO TRANSIT.  Efficient use of Connexionz system for effective monitoring of daily operations.  Working with operators and road supervisors to resolve passenger concerns.  Define, monitor, and analyze fleet performance and adjust resource allocations/service schedules to meet changing time and travel patterns.  Accurately completing all required daily reports including incident/occurrence reports.  Developing and communicating alternate routes in case of roadblocks or heavy traffic.  Handling in-service mechanical failures and accidents. Dispatchers will conduct the following procedures, customized to accomplish their specific assigned responsibilities for fixed route services. Dispatchers are provided a professional training curriculum, which includes necessities such as radio protocol, promoting positive customer interactions, and conflict resolution techniques. All dispatch activity is logged, and all daily efforts will comply with the City’s requirements: Dispatch Procedures Operator Check-In Any operator reporting more than five minutes late for work will have their run given to an extraboard operator. The late operator will then assume the extra board position upon arrival. Assign Vehicles to Runs Dispatchers will review the Vehicle Hold Sheet prepared by the maintenance manager. A vehicle on hold cannot be sent out without authorization from the maintenance manager or a designated supervisor. Lockout-Tagout procedures (LOTO) will be in place to eliminate errors. Management of Extraboard Operators Operators will be available to take a full or partial run in the case of an absence. The extraboard will monitor employee absences closely. Review and Update Reporting Forms Dispatchers will update and maintain all statistical information such as vehicle utilization, manpower utilization, and report totals in the Daily Operations Log. General Manager Nick Rodriguez and Operations Manager Rolando Rodriguez will monitor dispatch to ensure the correct policies and standard operating procedures are followed. This will be accomplished through:  A review of daily reports including dispatch/radio reports, accident reports/logs supervision reports.  A review of monthly reports including accident reports, on-time performance reports, and ridership reports.  Scheduling regular meetings with dispatchers and road supervisors.  Scheduling a regular review of customer service complaints and commendations.  Conducting performance evaluations and monitoring of all operations personnel. Monitoring Customer Service and Improvement Quality customer service must be supported and modeled at every level of SLO TRANSIT. General Manager Nick Rodriguez will oversee all customer service activities with a positive, friendly attitude that will contribute to a warm customer service culture for all staff. RATP Dev will use several mechanisms to gauge the level of customer satisfaction, including Direct observation of the service by staff and managers; Recording customer inquiries and concerns; Passenger surveys; and Focus groups. The information obtained through these mechanisms will identify exceptional customer service representatives, as well as identify areas to further support or coach staff for improvement. Customer Inquiries and Concerns We believe that every customer comment is a learning opportunity and treat all feedback with the care and respect commensurate of the time and energy customers took to reach us. Our local management team will log, investigate, and respond to all complaints within three working days of RATP Dev’s receipt. All passenger complaints or incident reports will be documented, reviewed, assessed to determine the root cause of the concern, and resolved appropriately. Identification of the concern will be provided to the City by email, with additional follow-up and final reporting provided by RATP Dev upon completion. In the event a City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 31 concern is related to safety or a serious operational deficiency, notification will be provided to the City by phone, no later than the next working day. RATP Dev recognizes the importance of quality customer service and prompt response to passenger complaints and incident reports. All incidents will be reported, and documentation will be provided to the City in a timely, accurate, and complete manner, in accordance with local reporting procedures. The research into a complaint or service issue can lead to changes in procedures or policies that improve service for the calling customer, and potentially all other service users. Our goal is to provide the customer with a positive experience that satisfies their concerns, demonstrates a caring attitude on the system’s part, and reinforces the customers’ desire to continue using SLO TRANSIT. One of the most powerful parts of this process is to constructively use the complaint or comment to improve operator performance. Each operator complaint will be discussed with the specific operator in a coaching session by the appropriate supervisor to verify the complaint, address additional concerns, and remedy the situation. The complaint and the operator’s explanation are kept in their personnel file, along with documentation of any further coaching or refresher training courses. Most of these conversations are gentle reminders of how best to meet customer expectations. In some cases, the operator’s behavior may warrant discipline to reinforce SLO TRANSIT and RATP Dev expectations for quality service and customer satisfaction. Dispatcher and Road Supervisor Coverage Based on our review of the RFP requirements and current staffing levels, RATP Dev is proposing to employ four (4) Dispatchers. We believe adding an additional Dispatcher will ensure there is sufficient staffing on hand to answer incoming telephone calls during all hours SLO TRANSIT buses are in revenue service. Monday Tuesday Wednesday Thursday Friday Saturday Sunday Dispatcher 1 5:00am - 1:30pm 5:00am - 1:30pm 5:00am - 1:30pm 5:00am - 1:30pm 5:00am - 1:30pm Dispatcher 2 7:00am - 3:30pm 7:00am - 3:30pm 7:00am - 3:30pm 7:30am - 4:00pm 7:30am - 4:00pm Dispatcher 3 11:30am - 8:00pm 11:00am - 7:30pm 11:00am - 7:30pm 11:30am - 8:00pm 11:30am - 8:00pm Dispatcher 4 3:00pm - 11:30pm 3:00pm - 11:30pm 3:00pm - 11:30pm 3:00pm - 11:30pm 3:00pm - 11:30pm Road Supervisor 1 6:00am - 2:30pm 6:00am - 2:30pm 6:00am - 2:30pm 6:00am - 2:30pm 6:00am - 2:30pm Road Supervisor 2 2:30pm - 11:00pm 2:30pm - 11:00pm 2:30pm - 11:00pm 2:30pm - 11:00pm 2:30pm - 11:00pm Road Supervisor 3 8:30am – 7:00pm 8:30am – 7:00pm 8:30am – 7:00pm 8:30am – 7:00pm With any expansion of service, RATP Dev will investigate the possibility of adding a fourth road supervisor to maintain customer service levels. 14. Extraboard 14. Describe your proposed program to address driver "no shows", absenteeism, vacations, and turnover of employees. Include proposed recruiting and retention efforts, advertising platforms, and other solutions that will be used in the recruitment process. What assurance does SLO TRANSIT have that drivers will always be available as needed? (Limit to three (3) pages maximum Addressing Driver Absenteeism RATP Dev employees are expected to be reliable and punctual, providing the essential functions for each employee's job responsibilities, and contributing to the overall dependability of the transit operation. An employee who cannot come to work, or will be late for any reason, should provide as much advance notice as possible to their supervisor. Unexcused or excessive absences, as well as tardiness, can inconvenience fellow employees, and disrupt the operational excellence we strive for every day. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 32 RATP Dev will address absences or tardiness consistently and equally for all employees. Employees who incur excessive or unexcused absences, or tardiness are subject to discipline, up to and including termination of employment. Management may consider extenuating circumstances when determining discipline for an employee who is tardy or absent without providing notification. First and second instances of absenteeism will be managed through verbal warnings, with an escalation to a written warning upon the third offense. If the unexcused absences continue, the employee may be suspended and/or terminated. Any employee who is absent from work for three (3) consecutive workdays without providing proper notification will be deemed to have abandoned their job and to have voluntarily resigned from employment. To further ensure driver availability and accurate scheduling, RATP Dev proposes the use of Optibus for planning, scheduling, and rostering. The Optibus platform is an end-to -end, cloud-native solution for public transit built on artificial intelligence (AI) and powerful optimization algorithms to optimize and modernize processes. Optibus Scheduling provides the tools to easily create fully optimized vehicle and crew schedules. Optibus Scheduling uses the master service schedule created in Timetable as the main dataset, which contains all trip information. Using SLO TRANSIT-specific preferences and constraints, the optimization engine will produce an automatically validated vehicle and driver schedule in seconds to minutes. The system can optimize blocks and runs individually, or simultaneously. Management can then review the schedule, make any manual adjustments, change preference parameters, and run the optimization again to produce additional scenarios. These can then be compared with previously saved scenarios by reviewing our predefined KPIs such as the total cost of the schedule, vehicle efficiency, crew efficiency, etc. Optibus provides a complete cost for each runcut, displayed in the top right corner of the scheduling module, which are calculated based on user-defined fixed and variable costs. Extraboard Staffing To overcome the challenges of ongoing national operator shortages, RATP Dev has developed a flexible approach by assigning all regular runs to full-time operators and placing all part-time operators on the extraboard. During the transition period, we will evaluate current run bids and staffing numbers and implement our extraboard management processes, to include appropriate incentives for extraboard operators. We will continue to monitor local workforce conditions and any upcoming employee separations, so that we can conduct training classes for extraboard operators in a timely manner. To encourage extraboard work, operators will gain extra hours and better compensation. At multiple systems, we offer additional benefits to encourage operators to select the extraboard, such as:  Guaranteed 40 hours if they work all assigned runs.  Priority to accept overtime hours.  Choice of runs with better hours when a regular operator is on vacation.  Selection of better off days (Fri/Sat, Sat/Sun, or Sun/Mon). Dispatchers will coordinate daily operator assignment, so that replacement operators will be available as needed. All operators assigned to the extraboard will be thoroughly trained to operate any SLO TRANSIT fixed route. Transit service is only as strong as the team that operates it. By reliably providing for our employees, we can build a reliable operation for the City. Information on recruiting and retention efforts, advertising platforms, and other solutions RATP Dev uses in the recruitment process can be found in G. 6 – Personnel, 29. Employee Recruitment and Retention. 15. Quality Assurance Describe how your firm would monitor the quality of the service provided under this contract. RATP Dev will proactively work with the City to deliver safe, quality services and enhance the customer experience. As the City’s representative for transit services, our relationship with the community, brand recognition, and reputation must reflect quality, efficiency, and operational excellence at all times. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 33 To ensure that RATP Dev’s operational performance meets or exceeds our clients’ expectations, RATP Dev developed our Going for Excellence program. Going for Excellence establishes a culture and methodology of continuous improvement, grounded in direct local engagement - we take pride in quality assurance and will implement processes for SLO TRANSIT which are:  Hands-On – From answering customer calls to operating our services, our leaders and team members are always responsive and customer focused.  Visible – General Manager Nick Rodriguez will be readily available and present at the facility, whether in the break room, talking with operators, riding the revenue vehicles, or engaging with customers.  Collaborative – SLO TRANSIT’s transit goals such as safety and passenger satisfaction depend on staff, customer, and community group engagement. We partner with you and your team to manage and operate this service together. Going for Excellence Going for Excellence is a Business Management System that embeds best-practice management processes and instills a culture of continuous improvement throughout our organization. This program establishes key performance metrics and targets, provides methods and best-practices to meet goals, measure progress, and reward performance. Since first implementing the Going for Excellence program, we have seen significant improvements in on-time performance, customer satisfaction, maintenance performance, and safety across our operations. At the core of Going for Excellence is the RADAR methodology, a process for systematically setting goals, implementing service improvements, and measuring the results to drive further such iterations. This methodology will be applied to each Tier of the SLO TRANSIT operation, establishing a cycle of continuous improvement at all levels. EFQM Excellence Model and RADAR Methodology Trusted by thousands of organizations worldwide for more than 30 years, the European Foundation for Quality Management (EFQM) Excellence Model continues to set the Quality Management agenda for any organization seeking to thrive for the long term. It is a non-prescriptive framework that recognizes sustained excellence is not achieved by applying a universal formula to all operational challenges, but by continually adjusting and adapting to meet the practical, local needs of an organization. This model enables RATP Dev to:  Assess operational needs and available resources.  Provide a common vocabulary and way of thinking about the organization, thus facilitating effective internal and external communication.  Integrate existing and planned initiatives, thus removing redundancies, cutting costs, and streamlining the improvement process.  Establish a reliable, replicable structure for SLO TRANSIT’s day-to-day management system. Using RADAR for Continuous Improvement The EFQM Excellence Model relies on RADAR, a structured approach to assess operational needs, establish service improvement goals, and deploy strategic plans to reach these goals. This process drives continuous improvement by then measuring the effect of an initiative by comparing it to the stated goals, refining the goals, assessment methods, or methods of improvement, and beginning the process anew. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 34 Action plans are tracked at the regional and corporate level through an online reporting system that measures the progress of each step. This aids managers in applying RADAR to assess the needs of their operations, proactively solve operational challenges, and establish patterns of continuous improvement. Developing Effective, Customized Improvement Goals Effective use of the RADAR methodology will depend on setting goals that are concrete, measurable, and directly relevant to SLO TRANSIT. As such, we will leverage our operations expertise to generate continuous improvement according to criteria and performance metrics specific to SLO TRANSIT’s unique needs. The table below demonstrates our understanding of RFP performance standards and presents proven strategies for meeting them. Tracking performance against these standards, as well as internal KPIs, provides a framework for building and adjusting customized KPIs to meet or exceed contractual performance measures. Standard Plan for Achievement Reporting RATP Dev staff will collect and enter data daily so that all reports are reflective of real- time status. All reports will be filed per the scope and frequency outlined in 3.6 of the Scope of Work. Submission of all reports will be timely and accurate. Customer Service Response and Resolution Our training program includes customer service components to emphasize the importance of providing safe, quality service to passengers. Any comment or complaint received will be forwarded to the City upon receipt. RATP Dev management will coordinate investigation of the complaint, assessment of validity, appropriate action, and response to the complainant. All customer concerns will be resolved within three business days or, in the event of a safety concern, immediately. Certification and Training All RATP Dev staff are trained and certified in accordance with the requirements and expectations of their position. Compliance monitoring and regular operational reviews will ensure that all guidelines, policies, and procedures required for services under this contract are met, including, but not limited to, licensure, endorsements, DOT/FTA regulations, Drug and Alcohol testing, EEO/Affirmative Action guidelines, etc. On-Time Performance RATP Dev’s focused supervision of operators will ensure schedule adherence of at least 95% through proactive coordination among operators, dispatch, and road supervisors. RATP Dev monitor on-time performance through dispatch, time point checks, on-road observations, and ride-along evaluations. Bus Accidents Management will closely monitor all accidents and unsafe acts, instituting progressive discipline (up to and including termination) if attempts to modify behavior are not successful. Accident-free performance is rewarded with employee incentives and recognition. Performance Complaints We will monitor complaints and address operator performance issues on an ongoing basis. Our operator training program, customer service training, and focused supervisor coverage will ensure passengers receive quality service on every trip. Staffing and Service Continuity RATP Dev is committed to the successful operation of fixed route services, which requires full staffing. Our proactive retention and recruitment plans will ensure that a sufficient number of operators are available to cover absences and service disruptions without using road supervisors or dispatchers to drive vehicles. Missed Pullouts RATP Dev’s proactive extraboard management procedures ensure no missed pullouts occur and that all routes are appropriately covered. Further, our comprehensive maintenance program ensures that each vehicle is in proper working order and ready for revenue service. Preventive Maintenance Inspections (PMIs) will be completed efficiently and expeditiously to ensure we put vehicles on the road on-time. Missed Trips (Fixed Route) Operators will be trained to ensure route schedule adherence with proactive monitoring by dispatch and road supervisors. Daily service will be run safely, effectively and efficiently, per route stops and timepoint checks. RATP Dev’s proactive extraboard management City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 35 Standard Plan for Achievement procedures ensure no missed trips occur. RATP Dev has proven dispatching strategies to achieve the daily goal of zero missed trips. Operating Safety Procedure RATP Dev reviews all relevant regulations, rules, policies, and procedures to ensure operational safety and compliance with government agencies. Our safety program, drive2zero™, ensures that all aspects of service are met with the highest measure of safety and security. RATP Dev will maintain constant, open communication with the City to mitigate potential safety concerns and ensure regulatory compliance. Miles Between Mechanical Failures Miles between road calls are tracked as an indicator of service reliability. Our Preventive Maintenance program proactively manages vehicle inspections and routine maintenance, reduces the number of unscheduled or emergency repairs, controls maintenance costs, and improves schedule adherence. Should a vehicle be down during revenue service, dispatch will proactively manage the situation per road call procedures, and implement necessary resources to minimize service disruption and passenger inconvenience. Vehicle Down Time RATP Dev maintenance focuses on technician training and skill development to deliver efficient prevention, inspection, preparation, and action to achieve quality vehicle and asset maintenance. This ensures that maintenance concerns are diagnosed quickly, and repairs made accurately to return a vehicle to revenue service as soon as possible. Our PM program proactively schedules routine maintenance and minimizes unscheduled repairs to ensure vehicle maintenance does not impact revenue service. Preventive Maintenance Intervals Thorough maintenance procedures and inspections, as well as documentation and reporting through the Ron Turley Associates fleet management software, ensure that all maintenance tasks are completed on time, accurately, and in full compliance with regulations. This includes PMIs conducted at required intervals, complete documentation and records, and fluid analysis. Pass-by-of Wheelchair Passenger RATP Dev operates in full compliance with ADA requirements and includes training specific to ADA regulations, with an emphasis on passenger empathy. All persons, regardless of disability or mobility device, will be provided adequate time to board and alight. Should a wheelchair lift or ramp malfunction, a road supervisor in a ramp-equipped vehicle or replacement vehicle will be dispatched to provide the passenger trip. Accurate Assessment of Operations: Managing by Fact Accurate, timely operational data forms the backbone of both RADAR and Going for Excellence as a whole. Without it, organizations are forced to manage reactively, after red flags develop into crises. RATP Dev’s data-driven management approach allows us to work proactively. Real-time information points us to service improvement areas and provides the opportunity to fix developing operational concerns before they escalate any further. We call this approach to business management ‘Managing by Fact.’ Supervised at the local, regional, and corporate levels, RATP Dev will provide continuous service monitoring, quality assurance, and clear oversight of decision making. Managing by Fact reflects the application of lean management principles, driving collaboration, and employee engagement at all levels. Balance Scorecards The Balanced Scorecard approach provides a ‘helicopter view’ of performance across the business, delivering clear management information to drive informed decisions. To visualize how RATP Dev’s performance impacts SLO TRANSIT services, this Balanced Scorecard will be organized into four pillars:  People Happiness  Learning & Growth  Sustainability & Value  Governance We will set ‘SMART’ objectives against each of these strategic pillars to drive accountability and cross- functional collaboration. Each target will be Specific, Measurable, Attainable, Relevant, and Time -based. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 36 This style of setting goals follows the same approach as our RADAR methodology; goals set within this framework are defined carefully to indicate their own metrics for success and outline the actions needed to achieve them. Business Intelligence Dashboards With increased data comes increased management complexity. We have found that visualizing data makes it easier and quicker to understand and act on - a key factor for RATP Dev staff to proactively manage and monitor service delivery. RATP Dev’s BI Dashboard is used to consolidate up - to -date service metrics, objectives, project status, and KPI results. Data is presented in an engaging and easy-to -access format to indicate progress through graphs, charts, color indicators, and icons. Our internal BI Dashboard will cover SLO TRANSIT’s business critical KPIs with specific dashboards developed for individual functions and teams to display recent trends for key metrics and KPI results. Information will be available to all staff electronically, so individuals will have clear information on which indicators are directly relevant to them, those which they can influence, and how they are performing. This data empowers RATP Dev managers and assists in agile decision making. Health Check Reviews Carefully designed accountability measures keep our data and reporting reliable. Our Health Check Review program is designed to drive continuous improvement across the entire chain of RATP Dev values. While specific review schedules may vary, each element of the Business Management System is reviewed at a minimum of every three years, with processes impacting safety critical activities reviewed at an annual minimum. See Enabling Tiers below for more information regarding review policies on a long-term strategic basis, all the way down to daily operations. Review frequency will be determined by weighing a variety of factors, including levels of risk and our ability to control and mitigate this risk. Risk and control are determined by:  Risk assessments  Performance indicators  Previous reviews  Incident investigations  Feedback from the City, SLO TRANSIT employees, and customers General Manager Nick Rodriguez will manage implementation of the review program with support from RATP Dev’s corporate and regional staffs. As a team, they will create clear terms of reference in advance of each review. When the review process has been completed, the lead reviewer will provide the reviewee with feedback, giving details of the findings, including any non-conformances. Finally, all results from the review will be documented in a formal review report with clear action plans. Progress against our Health Check Reviews will be tracked and monitored by General Manager Nick Rodriguez and our local management team, and reported upon each month to Director of Operations, West Wess Cruz, regional staff, and executives. Additional reviews or other assurance activities may be initiated as needed by the general manager or other department managers to ensure quality across all aspects of operations and maintenance for City services. Non-Conformance Action Log and Corrective Actions Non-conformances will be identified from reviews, RADAR action plans, incident/accident investigation reports, key performance indicators, maintenance reports, and customer feedback, among other operational assessments. General Manager Nick Rodriguez will oversee a daily electronic non-conformity log, producing weekly reports and reviewing any variances at weekly performance meetings. Reviews will include details of actions taken and recommendations from the manager or supervisor responsible regarding further City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 37 investigation. Our local management team will be responsible for assessing with each owner whether a non- conformance item can be closed after appropriate preventive action or whether further action is required. Safety and security are paramount in everything we do. RATP Dev actively encourages reporting of potential issues to ensure any concern, no matter how small, is assessed and resolved promptly. Enabling Tiers From long-term planning to oversight of daily operations, RATP Dev’s Enabling Tiers apply the Going for Excellence framework at each level of operations management. As a result, long-term goals and assessments stay grounded, engaging directly with the unique needs of SLO TRANSIT, while day-to -day operations do not lapse into reactivity but progress daily toward SLO TRANSIT’s future vision for itself. The scope of each Tier is as follows: Operational Day-to-day delivery of our plans, real-time response to sustain SLO TRANSIT performance, work instructions and operational rules Tactical Action plans, core standards and procedures that underpin operational delivery and organizational approach, delivering our strategy in the short to medium term Strategic Long-term and/or high-level strategy and decision making defining the overall approach and objectives as SLO TRANSIT’s dedicated partner Tier-Based Oversight and Reporting Our Enabling Tiers provide a structured approach to accountability and reporting so SLO TRANSIT can know what to expect from a partnership with RATP Dev. As illustrated in the chart below, the Tiers direct the operational flow of information and ensure the responsibility and proactivity of our management teams. In coordination with the City, this will include monthly meetings to review our progress and apply our Managing by Fact approach. Each of our performance metrics will be reviewed and analyzed through BI Dashboards and reports. To drive improvement, action plans with clear accountabilities and timelines will be established, with appropriate follow-up and review for project progress. In addition to the reviews listed below, RATP Dev’s international corporate team based in Paris, systematically conducts complete reviews of location performance every few years to ensure full compliance with both client and internal expectations for success and adherence to our company’s core values. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 38 Tier-Based Review Just as the Enabling Tiers provide structure for operational oversight and reporting, they also guide our Health Check Reviews. The table below outlines the reviewing process at each Enabling Tier and assigns responsibility to the appropriate authority: Tier Internal External Operational On-site day-to-day monitoring by management including fitness for duty checks, adherence to processes, observations, and documentation SLO TRANSIT staff observations, passenger comments, and stakeholder and community feedback Tactical Internal reviews by RATP Dev’s management and regional teams to assess all areas of transit service to SLO TRANSIT Yearly assessment and internal campaigns to address adherence to key processes and RATP Dev’s Going for Excellence program Strategic Leadership tours hosted by the on-site management team for regional and corporate team visits Technical Operations Reviews conducted every three years 16. Technology List all additional technology your firm intends to use (not provided by the City for delivering services and managing operations. RATP Dev’s proposal includes a suite of technologies to provide comprehensive management of all SLO TRANSIT operations and maintenance functions. As described throughout our proposal, RATP Dev’s technology will include but is not limited to: Qlik Sense, Beacon Insight, HireRight, Monday.com, Ron Turley and Associates (RTA), Optibus, Motive, Origami, Learn&Dev, and Pulse. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 39 G. 4 – Maintenance 17. Facility Maintenance Program Describe your firm's approach to facility maintenance including designation of work, the method, degree, and frequency of the work. The description must include how spill containment and clean-up will be mitigated, managed, and addressed. RATP Dev pledges to adhere to and comply with the City’s facility management requirements, schedules, expectations, etc. to ensure a state of good repair for all equipment. RATP Dev views your assets as an extension of ours, and we will ensure that every piece entrusted to our care is met with the same quality standards and expectations as our own. During the transition period, RATP Dev will adopt existing business processes to ensure our understanding of current facility practices are in place, avoid disruption, and that we understand the monitoring, managing, and maintenance of warranties. Facility and Equipment Preventive Maintenance Requirements Maintenance Manager Rudy Castro will monitor equipment usage through quality assurance checks and safety audits to assist the City in their facility maintenance efforts as specified 2.7.3 of the Scope of Work. Mr. Castro will monitor, manage, and report all equipment and facility defects to the City. Inspections will occur regularly for the facility and equipment; these inspections will help identify concerns before they become problematic. The main objectives of our facilities maintenance plan includes:  Responsively address ongoing maintenance needs.  Maintaining facilities for transit services in a safe condition and in compliance with applicable codes and regulations.  Providing appropriate custodial care to cleaning and sanitizing facilities.  Promoting the efficient and effective use of existing space.  Implementing energy-saving and environmentally friendly improvements. Monitoring, Managing, and Reporting Equipment and Facility Defects During the transition phase, RATP Dev will adopt existing business processes to ensure that we fully understand the facility practices in place, avoid disruption, and assume the monitoring, managing, and maintaining of warranties. RATP Dev will also monitor the useful life and condition of all fixed assets/equipment and report to the City any assets identified as potentially needing replacement. SLO TRANSIT equipment utilized by RATP Dev will always be maintained in a clean and orderly condition. The diligence and commitment to timely and thorough preventive maintenance which RATP Dev applies to vehicles, will also be tailored to the specific operations and maintenance equipment that SLO TRANSIT currently has and will add during the length of our agreement. Our preventive maintenance requirements and schedules for the provided equipment will be based on the original equipment manufacturers’ recommendations for servicing and repairs. Equipment PMIs will be performed on either usage or scheduled basis, depending on the type of equipment. PMIs will thoroughly cover all major components of the equipment. Additional inspections will include specific recommendations by the equipment manufacturers. Maintenance Manager Rudy Castro will be responsible for making sure all inspections are completed on time, and the results quickly recorded. Regular Inspections of the Facility and Equipment Facility and equipment inspections will be made on a daily, weekly, monthly, quarterly, semi-annual, and annual basis depending on the equipment type and OEM requirements to ensure the City is aware of any potential repairs required at the facility. The schedule for all inspections will be set and monitored in the Ron Turley Associates (RTA) System to support the monitoring of equipment lifecycles, ensuring timely preventive maintenance, and confirming the safety of all assets. Inspections will be completed on time and City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 40 the results recorded. Potential hazards noted during facility walk-throughs and inspections will be immediately reported to the City for repair. Cleaning the Facility and Equipment The physical and cosmetic appearance of a facility is a good indication of the effectiveness of the entire transit operation. Poor housekeeping is evidence of management not paying proper attention to the operation. RATP Dev prides itself on facilities that are clean, tidy, and well organized. Our employees take pride in their work, their environment, and in themselves. RATP Dev will provide facility cleaning on a weekly basis (or as needed) and include, but not be limited to the activities of vacuuming, mopping, dusting, window cleaning, emptying the trash, spot cleaning, and restroom cleaning. Further, we understand our environmental requirements regarding the proper handling, use, storage, and disposal of all hazardous materials used, produced, or discovered at the facility. A final Hazardous Spill Prevention and Cleanup Plan, with procedures for spill cleanup will be completed within the transition period. Our basic procedures are:  Monitor delivery of all products by outside vendors.  Update and monitor inventory controls to address overages or shortages of controlled products.  Ensure all storage tanks are compliant.  Conduct annual inspections to identify hazardous conditions and quick response to correct those hazardous conditions.  Make sure all safety procedures are being followed by employees and outside delivery drivers.  Keep all drums and containers on approved spill containment pallets.  Identify all Hazardous Materials and keep all information updated as required.  Tip all empty drums and store them in a horizontal position. 18. Preventive Maintenance and Inspection Program Describe your firm's approach to Preventive Maintenance and Inspection (PMI) for all buses, trollies, general purpose vehicles, generators, fork-lift components, and equipment used in performance of this contract. Attach examples of the proposed documents to be used in the PMI program. Description of PMI program should include both mileage and time intervals. Vehicle Maintenance Program High quality vehicle maintenance not only reduces the long- term costs of an operation, but establishes a foundation for the clean, safe, and reliable riding experience that our shared passengers expect. There is no secret, proprietary program that can guarantee a strong maintenance solution. Effective maintenance depends on consistently implementing time- tested principles of preventive maintenance and shop safety. RATP Dev will work assiduously to establish a dependable maintenance plan for SLO TRANSIT. Each RATP Dev maintenance team structures their work around a written maintenance plan developed specially for the needs of that location. Our general maintenance plan addresses daily procedures to keep employees safe and revenue vehicles in excellent working order. By tailoring these best practices to SLO TRANSIT's individual needs, we will craft a detailed vehicle maintenance program specific to the service. Sample forms are available upon request. Preventive Maintenance Plan The busy schedule of a maintenance shop can tempt a team to rush their work, cut corners, and procrastinate on essential jobs that lack visibility or immediate urgency. Our local management team sets the tone for a thorough, consistent maintenance shop. Managers who rush their team will inevitably see them cutting corners and missing crucial repairs. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 41 Technicians must be allowed to take the time to perform a job correctly the first time. Our managers know that they can trust our proven Preventive Maintenance Plan. Instead of pressuring technicians to hurry their work and create unnecessary risk, we rely on a detailed program that spells out exactly what needs to be done at each level and how to implement quality control. General Manager Nick Rodriguez and Maintenance Manager Rudy Castro will work to foster this “Do It Right the First Time,” culture in the shop. A strong maintenance program comes from the top. We show our technicians that our operating principles are not just written on a piece of paper, but that we believe and practice them. Our comprehensive quality assurance program regularly assesses our preventive and corrective repair work to identify needs and strengthen the structure and implementation of our maintenance programs. Maintenance Manager Rudy Castro will be overseeing this program and ensuring that all maintenance and repairs are completed, documented, and reported correctly. All audits, quality assurance checks, health checks, and maintenance information recorded in the RTA System (below) will be reported to the City monthly. Not only will proper reporting establish a strong line of communication between RATP Dev and the City, but we anticipate a healthy, collaborative relationship in which we work together to use this data to identify growth areas and ultimately improve our service to the City and SLO TRANSIT's customers. Our track record repeatedly shows RATP Dev surpassing industry standards for fleet health. The City of San Luis Obispo can rely on RATP Dev to provide the highest quality vehicle maintenance and a fleet of road-ready vehicles to the community of San Luis Obispo. RATP Dev’s comprehensive Preventive Maintenance Program is based on industry-leading best practices, proactive record management, and the dedication of our local teams. Preventive Maintenance During Contract Startup In the first few weeks of a new contract, technicians form the habits and routines that will accompany the contract for years to come. To maximize the opportunity of that time, at the beginning of each new contract, RATP Dev retrains all maintenance staff and managers on Preventive Maintenance as if they were new technicians. Our goal is to “begin with a blank slate” at each new service transition - and we communicate this to technicians and managers directly. Strong habits established early will set our team up to perform at a consistently high standard throughout the term of the SLO TRANSIT contract. Area of Effect Establishing Fresh Habits at Contract Startup Solving Problems and Implementing New Processes “As Needed” Communication Opens lines of communication early - we are not coming in to change all processes arbitrarily, but to open a discussion so that team members and managers are on the same page from Day 1. Risks putting off essential discussions of routine processes and expectations, thereby leading to inconsistent communication, frustration, and poor team cohesion. Corporate-Local Relationship Offers an opportunity for technicians, local management, and corporate management to develop an immediate working relationship. Alienates the SLO TRANSIT maintenance team from corporate management and risks an “Us versus Them” relationship in which corporate only steps in to control or punish. Effect of Timing on Establishment of Team Habits Preventive Maintenance City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 42 Area of Effect Establishing Fresh Habits at Contract Startup Solving Problems and Implementing New Processes “As Needed” Team Culture Allows for immediate development of RATP Dev cultures of safety and continuous improvement. Mixes signals to technicians and creates inconsistent processes; Technicians wonder, “Do you want me to do it the old way or the new way?” Service Customization Allows for early adoption of SLO TRANSIT-specific processes developed by the maintenance team before RATP Dev takes over management. Shuts down a two-way conversation: SLO TRANSIT technicians do not learn from us and neither do we learn from them. Consistency and Process Alignment All team members can identify and correct process misalignment immediately and work as a team to develop solutions and support each other. Team members are misaligned, and quality of work is inconsistent; Team members are singled out to be “corrected” when unclear expectations are not met. Vehicle Inspections Before operating a vehicle in public service, all operators must learn to conduct and report comprehensive vehicle inspections before and after service. Pre -trip inspections are designed to detect problems in such areas as lighting, tires, farebox, and safety equipment to prevent failures while the vehicle is in service. Any concerns with vehicle operating conditions observed during revenue service are documented as part of the post-trip inspection. Once reported, concerns or defects will be assessed by RATP Dev’s maintenance team. The technician will then document their assessment, generate repair orders, and ensure accurate reporting. All corrective action will be taken before the vehicle is returned to revenue service. Vehicle Inspection Process Vehicle inspection is a critical means of communication between operators and the maintenance department. Operators will be trained to conduct thorough, accurate inspections, with a clear description of any defects identified. Similarly, maintenance technicians will be trained to assess DVIRs and effectively troubleshoot noted concerns. Maintenance Manager Rudy Castro will monitor repairs in response to the reports generated from the DVI process. RATP Dev uses DVIs as an effective communication tool between operators and maintenance personnel so that every vehicle operates safely and dependably. The following are the daily procedures for repairing and documenting repairs identified through the pre - and post- trip inspections: Activity Details Operator performs a Pre- or Post-trip inspection on the vehicle If the operator notices an item that would affect the safe operation of the vehicle or a defect that may cause the vehicle to break down while in service, the vehicle is placed out of service and cannot be driven. Operator records accurate information on the report, making sure the proper defect description is used. Defect information will be sent to maintenance supervision to have the defect repaired. Maintenance supervision will review vehicle inspection reports The maintenance manager will prioritize the defects to expedite repairs on safety-related defects or complaints recorded on the DVIR. A technician will the assess the 3C’s “Complaint, Cause, Correction” If the technician cannot duplicate the complaint noted on the DVIR, it will be indicated on the work order. A technician will investigate further by talking with the operator to better understand the concern. Safety-related concerns will be repaired before a vehicle is returned to revenue service. If the issue does not affect safety or vehicle dependability, the vehicle will be returned to revenue service, with the repair being completed at the end of the service day. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 43 Activity Details The technician will correct the issue and complete the work order A work order will be generated for any repair that requires more than five minutes to complete. Work order numbers will be recorded on the inspection form and documented in the RTA system. CNG Daily Tasks Daily tasks will be completed for each bus placed into service with the responsibilities being split between the operators as part of their pre -trip inspection. While CNG is an inherently safe fuel, our emphasis is on safety and preparedness. All personnel fueling a CNG vehicle will be thoroughly trained in fueling technique, safety, emergency procedures, and equipment maintenance. If not already in place, OEM training materials will be used, and the do’s and don’ts of CNG will be strictly taught and enforced. All employees will go through CNG safety training.  Inspect for fuel leaks.  Test CNG/LNG fuel service door safety switch.  Inspect the gas leak detection system.  Inspect CNG/LNG service nozzle dust cap for proper installation. Management Plan RATP Dev will provide a CNG management tool that is compliant with local, state, and federal safety standards and is specific to SLO TRANSIT’s CNG vehicles and facilities. All vehicles will be fueled every night prior to morning pull-out for service. Fueling capabilities will also be available to all vehicles that come in for split shifts during the day, if necessary. CNG systems and tanks will be inspected:  After any incident which potentially damages the cylinder (such as fire, accident, exposure to extreme temperatures, or chemicals).  When there is any unusual issue during filling or use (including popping/ hissing/cracking noises, detection of natural gas odor, unexpected pressure drops). While CNG is an inherently safe fuel, our emphasis is on safety and preparedness. All personnel fueling a CNG vehicle will be thoroughly trained in fueling technique, safety, emergency procedures, and equipment maintenance. In addition, RATP Dev requires anyone that works on the CNG system to wear gloves and eye protection to protect them from the possible high-pressure release of the gas. OEM training materials will be used, and the do’s and don’ts of CNG will be strictly enforced after training. Fueling Process Upon return to the bus yard, all revenue service vehicles will be fueled, serviced, and cleaned. While fueling is occurring, utility workers will inspect the vehicle’s key components such as windshield wipers, lights, tires, and fluid levels. Wheelchair lifts/ramps, seat inserts, fire extinguisher, and the first-aid/accident kit will also be checked. If any defects are detected, they will be repaired before the vehicle is returned to service. The revenue vehicles will be fueled in a manner that allows for the most efficient operation and use of the fuel station and fuel inventory. Any vehicle that uses more than the following will be noted to a technician, and repaired as needed:  Engine oil: One quart per 100 miles.  Transmission oil: Three quarts per day. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 44  Coolant: Three quarts per day. Daily services include recording all fluid consumption by type, accurately recording mileage with the use of the Enterprise Asset Management (EAM) and removing trash. The EAM has a module for recording and tracking fuel consumption and mileage. Fueling procedures include:  Drive the vehicle into the fueling lane and move vehicle into proper position to begin fueling.  Set the parking brake to secure the vehicle.  Turn off the unit and turn all vehicle accessories off.  Probe the farebox and empty into the vault, return empty farebox to the vehicle.  Enter Employee and Vehicle information and the vehicle’s mileage into the EAM.  Open the fuel fill door and remove the fuel cap.  Place the fueling nozzle in the unit and start fueling.  Check the oil, transmission, coolant levels, and windshield washer fluid and add if necessary.  Perform a walk around inspection to check the vehicle for any damage, including the all tires.  Enter the vehicle and inspect the interior for any safety related items, trash, dirt, graffiti, oily fingerprints, damage and abandoned items.  Report any defect(s) to the on-duty maintenance supervisor.  Remove any trash from inside of the vehicle. (Trash can, newspaper, drink containers, etc.) Close any open windows.  After the unit stops fueling remove the fueling nozzle and tighten the fuel cap and close fuel door.  Start the unit and drive it to its parking space. If the bus wash is operational, exit the service bay and proceed to the bus wash area.  Set the parking brake to secure the vehicle.  Turn all accessories off, and then turn the engine off.  Exit the vehicle and close the doors before walking away from the vehicle. Any interior or exterior damages or actions that may compromise the safety of passengers, personnel, or the general public will not be allowed. If staff or RATP Dev employee see a vehicle with safety defects, that vehicle will immediately be replaced. Electric Vehicle Preventive Maintenance Inspections Our electric vehicle preventive maintenance program considers unique operating and maintenance requirements for electric vehicles starting with specific technician training for electric fleet maintenance, including general maintenance, HVAC, battery cooling systems, electric drive motors, and onboard diagnostic systems. Other factors in the electric vehicle preventive maintenance inspections are:  Preventive maintenance is based on hours rather than miles.  Effective management of parts inventory and vehicle warranties.  Monitoring of battery level/charge at pull-out, return to base, and confirming the vehicle is prepared for the next day service with a 100% charge. Each PMI for the electric vehicles will be performed at intervals of 6,000 miles, and will include specific propulsion system checks, and all electric vehicle recommended procedures. Mileage on each vehicle will be documented daily during charging. The following table is a summary of RATP Dev’s PMI checklist, based on our electric vehicle experience. When performing PMIs, we teach our technicians to always be aware of the possibility of live circuits. We will implement strict maintenance shop high voltage safety procedures at SLO TRANSIT’s maintenance facility. Inspection Checks/Procedures Type A Service Inspection: 6,000 Miles Each PM will include a road test and the following:  Inspect air compressor.  Inspect HVAC system operation.  Inspect brake pad thickness.  Inspect brake lines, chambers, plugs, and air valves.  Inspect one-way check valves. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 45 Inspection Checks/Procedures  Use shop air to clean around traction motor and around electrical connections.  Inspect coolant hose and clamp condition.  Inspect coolant filters  Inspect motor and transmission connections and mounts.  Inspect traction motor and transmission mount bolts, ensuring they are torqued to 44 ft-lbs.  Inspect traction motor data cable connector, ensuring it is torqued to 27 in-lbs. by using a strap wrench.  Check 12/24V bulkhead stud connections for condition and torque  Inspect the low voltage (12/24) battery.  Check transmission fluid level.  Inspect driveline, u-joints, slip yokes.  Inspect kingpins, lubricating as necessary.  Inspect power steering motor and pump and fluid.  Inspect differential oil level, filling if needed.  Inspect HV battery pack mounting fasteners for condition and torque.  Inspect HV battery pack rubber mounting isolators  Visually check high voltage connections to traction motor and inverter.  Open high voltage distribution box and inspect connection condition and torque.  Check general condition of manual charge ports Type B Service Inspection: 48,000 Miles Includes completing the same 6,000 miles inspection procedures plus:  Inspect defroster filter, changing as needed.  Open cove panels on both sides and inspect wire condition and wire routing clamp connections (high voltage present on the street side).  Inspect SS wheel well control electronics area for general condition.  Replace A/C Filter.  Inspect A/C compressor and A/C hose condition.  Inspect the condition of coolant lines for leaks, cracks, proper routing, etc.  Rebuild air dryer.  Inspect the condition and securing of wiring and antennas.  Inspect all high voltage (orange) cables for chafing and condition.  Inspect all HV battery pack electrical connections for proper torque and condition.  Inspect rooftop blade for general condition.  Inspect all high voltage connections at the blade for proper torque values.  Inspect all high voltage cable routing clamps for condition and torque.  Inspect the condition of radiator, radiator fans, radiator cover grate. 80,000 Miles  Change coolant: Power-electronics loop and battery loop.  Replace coolant filter. 100,000 Miles  Change transmission fluid. 150,000 Miles  Change differential oil.  Conduct a thorough check of battery pack and connections. 200,000 Miles  Replace air compressor fluid.  Rebuild air compressor. RATP Dev’s sample comprehensive Electric Vehicle Management Plan based on our operation of the DC Circulator can be provided upon request. This plan outlines Maintenance Goals and Objectives, Vehicle Maintenance Plan, Charging and Charge Management, Electric Vehicle Specific Training, Electric Vehicle Specific Safety, Quality Control, and Maintenance Reporting. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 46 High Voltage Training Specific training modules regarding high voltage will be included to ensure the safe operation, maintenance, and charging of all electric vehicles. This includes the use of proper PPE while working around high voltage circuits. Safety training modules will include the proper PPE equipment when performing required maintenance, lockout/tagout of high voltage circuits, and first responder procedures to follow in the event of an emergency. Operator training modules will include the safe operation and charging of electric buses. Gasoline Fueled Vehicle Preventive Maintenance Plan Our technicians will complete identified defects found for repair, complete identified repair work, document repairs in the RTA system, close any open defects, sign PM Inspection forms, and place them on file for inspections. All appropriate data will be entered into the RTA System within 48 hours of completion of any work. Every PMI for revenue vehicles includes:  Inspecting the condition of the air filter and dryer.  Inspecting wheelchair lift/ramp and tie downs, to include complete cycling of the lift/ ramp to ensure proper operation.  Performing all Original Equipment Manufacturer (OEM) recommended procedures.  Performing inspection and maintenance of the vehicle’s HVAC system per OEM requirements.  Ensuring timely repair of defects uncovered during scheduled PM and pre or post-trip inspections. For the SLOTRANSIT revenue vehicles, PMIs will be performed at intervals of 3,000 miles. Non-revenue vehicles will be inspected at 5,000-mile intervals. The PMI forms RATP Dev utilizes incorporate the most thorough checks and inspection procedures for each vehicle type in the fleet. Mileage on each vehicle will be documented daily during fueling. Each PMI includes thorough checks of the operator’s area, doors, wheelchair area, interior, exterior, destination signs, annunciators, undercarriage, engine compartment, HVAC system and all on-board technology components. RATP Dev’s standard PMI schedule for gasoline engines is as follows: Inspection Type Specific PMI Checks/Procedures Every 3,000 Miles Type A PMI  Inspect and lubricate chassis, driveline, brake, and steering components.  Inspect coolant system, check Supplemental Coolant Additives (SCA) levels.  Test batteries and charging system.  Check lug nut torque.  Inspect all on-board components/equipment.  Air filter check. Every 6,000 Miles Type B PMI Includes completing the same inspection procedures as A plus:  Oil and oil filter replacement.  Complete system checks of brakes, suspension, steering, exhaust, wiring, and engine performance.  Wheelchair, HVAC, and fire suppression long form inspections. Every 12,000 Miles Type C PMI Includes completing the same inspection procedures as A and B plus:  Front-wheel bearing re-pack or service as recommended by the OEM.  Remove and check air compressor discharge line. Every 24,000 Miles Type D PMI Includes completing the same inspection procedures as A, B, and C plus:  Replace air and fuel filters.  Lubricate driveshaft and steering shafts. Every 48,000 Miles Type E PMI Includes completing the same inspection procedures as A, B, C, and D plus:  Rebuild air dryer.  Engine tune-up to adjust valves and other related devices as dictated by OEM. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 47 Inspection Type Specific PMI Checks/Procedures  Transmission fluid replaced with OEM synthetic fluid, and OEM filters.  Replace fuel filter.  Drain and refill differential fluid. * As with all PMI programs our inspections are highly adaptable to any bus fleet. The standards above will be customized to SLO TRANSIT's fleet and operating conditions. Hybrid and Diesel Fueled Vehicle Preventive Maintenance Every PMI for hybrid or diesel fueled revenue vehicles includes:  Check/Inspection of the air filter and dryer.  Inspections of the wheelchair lift/ramp and tie downs, to include complete cycling of the lift/ ramp to ensure proper operation.  Performance of all Original Equipment Manufacturer (OEM) recommended procedures.  Appropriate inspection and maintenance of the vehicle’s HVAC system per OEM requirements.  Ensure timely repair of defects uncovered during scheduled PM and pre-trip inspections. PMIs will be performed at the intervals specified in the table below: Inspection Type Specific PMI Checks/Procedures Every 6,000 Miles Type A PMI  Inspect and lubricate chassis, driveline, brake, and steering components.  Inspect cooling system, checking Supplemental Coolant Additives (SCA) levels.  Check batteries and charging system.  Check lug nut torque.  Inspect all on-board components/equipment.  Inspect air filter. Every 12,000 Miles Type B PMI Includes completing the same inspection in procedure A, plus:  Oil and oil filter are replaced.  Complete system check of brakes, suspension, steering, fire suppression, exhaust, wiring, and engine performance.  Long form inspections of wheelchair, HVAC, and fire suppression. Every 18,000 Miles Type C PMI Includes completing the same inspection procedures as A and B, plus:  Front-wheel bearing re-pack or as recommended by the OEM.  Remove and check air compressor discharge line. Every 24,000 Miles Type D PMI Includes completing the same inspection procedures as A, B, and C, plus:  Replace both air and fuel filters.  Lubricate driveshaft and steering shafts. Every 48,000 Miles Type E PMI Includes completing the same inspection procedures as A, B, C, and D, plus:  Rebuild of air dryer.  Engine tune-up to adjust valves and other related engine devices as specified by the OEM.  Transmission fluid replaced with OEM specified synthetic fluid and OEM filters.  Replace fuel filter.  Drain and refill differential fluid. * As with all PMI programs our inspections are highly adaptable to any bus fleet. The standards above will be customized to the SLO TRANSIT's fleet and operating conditions. CNG Fueled Vehicle Preventive Maintenance Plan Preventive maintenance inspections for CNG buses include all the same checks and procedures as the diesel buses, plus additional inspections, and processes for the CNG tanks and specific components. The specific PMI checks and procedures on CNG parts/components performed are based on the extensive experience we have developed working on CNG fleets at other RATP Dev properties. We will compare the current PMI forms/checklists with our procedures at other RATP Dev properties to ensure all the needed City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 48 vehicle maintenance procedures/activities for all vehicle types are performed. The following table is a summary of our standard CNG PM procedures: Inspection Type Specific PMI Checks/Procedures Every 3,000 Miles Type A PMI PMI includes steam cleaning of the engine compartment and undercarriage, and road testing of vehicle.  Oil and oil filter are replaced.  Inspect exhaust system for leaks.  Inspect CNG tanks and lines for leaks.  Lubricate chassis, driveline, brake, and steering components.  Inspect cooling system, check Supplemental Coolant Additives (SCA) levels.  Check batteries and charging system.  Check lug nut torque.  Inspect all on-board components/equipment.  Inspect air filter. Every 6,000 Miles Type B PMI Includes completing the same inspection procedures as A, plus:  Drain CNG spin-on fuel filter (with engine off).  Inspect exhaust-turbo system for leaks.  Check methane sensors.  Complete system inspection of brakes, suspension, steering, exhaust, wiring, and engine performance.  Long form inspections of wheelchair, HVAC, and fire suppression. Every 12,000 Miles Type C PMI Includes completing the same inspection procedures as A and B, plus:  Front-wheel bearing re-pack or as recommended by the OEM.  Methane detection test.  Comprehensive fire system test. Every 24,000 Miles Type D PMI Includes completing the same inspection procedures as A, B, and C, plus:  Replace spark plugs and torque to OEM standards.  Lubricate driveshaft and steering shaft.  Replace air and fuel filters. Every 48,000 Miles Type E PMI Includes completing the same inspection procedures as A, B, C, and D, plus:  Replace primary & secondary CNG filters and O-rings.  Thorough CNG tank inspection and certification.  Transmission fluid replaced with OEM synthetic fluid and OEM filter.  Drain and refill differential fluid. Within our comprehensive maintenance plan, a SLO TRANSIT specific CNG management plan compliant with local, state, and federal safety standards will be implemented. All technicians working with CNG systems must wear gloves and eye protection to guard against possible high-pressure release of the gas. In addition to the PMI inspections, technicians will inspect CNG systems and tanks after any incident which could have potentially damaged the cylinder (such as fire, accident, exposure to extreme temperatures, or chemicals), or when there is any unusual behavior during filling or use (including popping/hissing/cracking noises, detection of natural gas odor, unexpected pressure drops). Information on daily inspection tasks for CNG vehicles can be found above in this section. CNG Vehicle Annual Inspection Maintenance Plan In addition to our comprehensive core PM inspection program, the following annual inspections will also be performed for CNG fueled vehicles, along with any additional campaigns or inspections as identified by RATP Dev or the OEM. Inspection Type Specific PMI Checks/Procedures Annual HVAC  PMI includes deep cleaning of evaporator and condenser coils.  Inspect all evaporator and condenser motors. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 49 Inspection Type Specific PMI Checks/Procedures  Inspect AC compressor wiring.  Inspect AC compressor for signs of leaks.  Inspect compressor mounts and belts.  Replace dehydrator/strainer.  Check system operating pressures and freon level.  Inspect interior system set point. Annual ADA Equipment Inspection  Clean lift platforms/ramps.  Perform cycle operation using a weight to simulate full load.  Inspect all lights and audible alarms, check all sensitive edges and mats.  Inspect platform and floor covering.  Inspect Hydraulic system, verify proper adjustments.  Verify condition of restraints, verify manual operation of lift. Annual CNG System Inspection  General visual inspection-damage, signs of leaks, tubing, cylinder mounts, three-year inspection certificate.  Methane detection test.  Inspect valves.  CNG storage system covers and shields.  Valve shielding.  Manual shut-off valve.  Pressure regulator.  Coolant lines.  System labels.  Defueling valve and receptacle.  Shutoff solenoid. HVAC and Fire Suppression Systems RATP Dev has specific criteria to perform a detailed inspection for Heating Ventilation Air Conditioning (HVAC) and fire suppression systems. RATP Dev deploys certified employees to work on these systems to ensure these critical vehicle components are performing at optimum levels. RATP Dev includes HVAC inspections as part of our regular PMI process. Wheelchair Lift or Ramp Maintenance RATP Dev will maintain wheelchair lifts and ramps according to OEM manufacturer recommendations. All wheelchair ramps, lifts, securements, annunciator system, and related equipment will meet ADA requirements and be operable at all times a bus is placed into revenue service. Operator pre -trip inspections will be utilized to check ADA equipment before pull-out from the garage. Revenue service equipment will be inspected and repaired during preventive and routine maintenance, as well as relying on operator identification of any unexpected defects during pre and post-trip inspections. Should defects occur, RATP Dev will immediately repair the lift or ramp, or remove the vehicle from operation and provide a spare vehicle for service. Vehicles will not be operated in revenue service without functioning ADA equipment. RATP Dev utilizes a detailed inspection process for wheelchair and ramp systems. RATP Dev deploys certified technicians to work on these systems to ensure these critical systems are performing at optimum operating levels. Every 24,000 miles, our team will perform an inspection of wheelchair lifts and ramps which will include:  Washing the wheelchair ramp assembly.  Inspecting ramp operation, interlocks, alarm operation, frame assembly, hydraulic pump, ramp wiring, hinge assembly, floor surface, non-skid surfaces, belly cover, and flooring plate.  Inspecting the pump for hydraulic leaks and abnormal noise.  Operating the ramp and recording the time to deploy and stow. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 50 Major Component Repair Our approach is to operate our maintenance program in such a way that unscheduled repairs are minimized, and the maximum number of major repairs are scheduled in an orderly fashion. Our technicians will complete all PM work and general repairs in-house. If resources are exhausted, an outside vendor may perform some major repairs, such as unscheduled component rebuilds. Rather than occupying a repair bay and a skilled technician on a time-consuming repair, our focus will remain on thorough, timely, and comprehensive preventive maintenance. The following factors are considered when deciding to complete work in-house or outsource:  The complexity of the repair.  Availability of shop space/required special equipment availability of our technicians with the necessary skills, or the proximity of satisfactory outside sources.  Cost of outside contracting.  The immediacy of the need for the vehicle’s return to service. If an outside vendor is required, Maintenance Manager Rudy Castro will request formal approval from the appropriate City personnel. When approved, a projected return to service date will be provided. The maintenance manager will closely monitor all repair jobs, building incentives, and penalties into the contracts with vendors. This will ensure full repairs are completed as expeditiously as possible, but not before the vehicle has been fully repaired and deemed to be safe to return to service. Farebox Maintenance RATP Dev will maintain each farebox by performing all preventive maintenance activities and repairs per the OEM maintenance manuals and schedules. Only technicians with the appropriate training will be assigned to work on fareboxes. These technicians will ensure that all farebox preventive maintenance is performed and completed within the established time frame specified by the OEM, and that all deficiencies are properly documented and corrected. The frequency of preventive maintenance inspections may increase if a high farebox failure rate is experienced within the bus fleet. Preventive maintenance work orders will be generated by the RTA software, based on the OEM schedule. Items found defective will be repaired or replaced during the preventive maintenance inspection process. If the defects cannot be corrected during the preventive maintenance inspection, the technician will notify the maintenance manager, and the bus will be removed from revenue service until repairs are made. Upon completion of the preventive maintenance inspection, the work order will be completed by the assigned technician in the RTA system. Maintenance supervision will review and close the work order when completed. Sample farebox forms are available upon request. Field Issue Resolution To resolve farebox issues in the field as quickly as possible, RATP Dev will ensure all operators undergo initial and refresher training on farebox operations, as well as special retraining as required. This training will prepare them to respond to minor farebox issues in the field. If a farebox issue arises that an operator cannot address, they will contact the road supervisor for their route. The road supervisor will assess the farebox issue, resolve it in the field if possible, or remove the vehicle from service for repairs, providing a replacement vehicle as soon as possible to maintain on-time performance. Responding to On-street Failures and Road Calls RATP Dev views vehicle breakdowns as service interruptions. Our first consideration is the restoration of service with minimum delay or inconvenience to the passengers utilizing SLO TRANSIT services. RATP Dev uses the most expeditious method to restore service in the event of vehicle failure, factored by the location of the vehicle as well as the nature of the failure. If the failure prevents safe operation of the vehicle, a pre - tripped standby vehicle is dispatched to the scene immediately. Our customer-oriented approach requires scheduling repairs and inspections so that additional revenue vehicles are available for immediate service during all hours of operation, and ensuring we have available personnel to deliver them. If the failure does not prevent safe vehicle operation, the repair may be completed at a scheduled layover point. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 51 A road call is a significant inconvenience for the passenger and may be a critical factor in deciding whether to continue to use the service. RATP Dev strives to avoid road calls through the effective utilization of our Preventive Maintenance Program, however we do realize road calls occur, and must be handled efficiently. The following is our road call response checklist. During the transition period, we will further customize this process for SLO TRANSIT operations:  The operator contacts dispatch about the defective vehicle.  With information gathered, a supervisor determines if a vehicle exchange is required.  If vehicle exchange is not required, the incident is closed and work order initiated; work order is prepared, whether a defect is found or not.  If vehicle exchange is required, a technician is sent within 10 minutes of the call.  Technician diagnoses and repairs vehicle defect, then updates the work order.  Work order is closed when required repairs are made and vehicle is road tested. As soon as the operator radios the need for a road call, the nearest road supervisor is sent to assist the operator and passengers. Depending on the vehicle defect, the time of day, or location, either the responding technician or an extraboard operator will drive the replacement vehicle to the site of the road call. The operator who reported the road call will continue the trip as soon as possible, avoiding any further customer delay. A road call report is issued whether the vehicle is changed out or repaired and immediately returned to service. RATP Dev will maintain accurate records of all road calls in accordance with NTD requirements. Vehicle Cleanliness Vehicle cleanliness is critical to maintaining a positive public perception of SLO TRANSIT and its services. RATP Dev's current best practices and procedures will be modified as needed to align with SLO TRANSIT's standards, cleaning intervals, and documentation requirements. RATP Dev pledges to meet and exceed the City’s expectations for the cleanliness of all SLO TRANSIT vehicles. Cleaning Procedures Once the bus has been fueled and parked, our utility/service workers will perform the services required of RFP sections 3.3.4 and 3.3.5, including washing the exterior of the revenue vehicles once per week, or as needed depending on conditions. Services include:  The interior of each revenue vehicle will be swept, seats vacuumed, and disinfected prior to the commencement of each service day, including the operator’s workstation, interior coach, and exterior coach area.  All panels top and bottom, dash controls, and the pedal/floor area of the operator’s workstation will be cleaned/checked. The interior coach area has an 18-item checklist, including all well areas, light lenses, seat frames and cushions for gum, soiling, grab rails, etc. Lastly, the exterior coach area has a 14-item checklist, including but not limited to windshields, license plates, body panels, fuel door, all lights, and lenses. Ceilings and walls will be thoroughly cleaned with seat upholstery being steam cleaned once per month or as necessary.  Ensuring the interior of each revenue vehicle will be maintained free from roaches and other vermin at all times. We will not use any pest control product which would be hazardous to the health and well-being of passengers or the operator at any time.  The interior passenger compartment of each revenue vehicle will be maintained free of odor or exhaust fumes emitted by the engine. The windows of each revenue vehicle will also be cleaned each day prior to entering service. Our utility workers will use glass cleanser or commercial household glass cleaner to remove most residues, including tobacco smoke and dust films. We will never use abrasive cleaners on glass. For sticker adhesive, we will wipe the area first with commercial lubricant spray (such as WD -40), then clean off any oil residue with alcohol- based glass cleaner or ammonia. RATP Dev will follow the manufacturer’s advice whenever cleaning agents or solvents are used, inside or outside the vehicle. Additionally, RATP Dev will avoid using cleaning materials such as laundry soaps, City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 52 bleaches, or reducing agents, unless otherwise noted in the instructions for that specific element. We will never use carbon tetrachloride, gasoline, or Methyl Ethyl Ketone (MEK) solvent for any cleaning purpose. Graffiti/Scratch Removal If graffiti and/or scratches are discovered in the yard, the vehicle will not be returned to service before it is removed. If discovered in service, the vehicle will be removed from service at the first opportunity that does not cause a service interruption. If the graffiti is obscene or gang related, the vehicle will be removed immediately, and the vehicle will not be placed back into revenue service until removal has occurred. As part of their daily cleaning process described below, utility workers will remove all graffiti. Appropriate tools and supplies will be provided to utility workers to do so during the daily fueling and cleaning process. The standard checklist for both daily cleaning and detailing includes graffiti removal. Early discovery of scratches and dents will be communicated immediately so repairs can be made before the vehicle is scheduled to return to service. Among the layers of discovery are:  In Service Reviews – Each road supervisor shall be required to conduct quality control checks of the vehicles in service. Supervisors will inspect the inside and outside of the vehicles. They will be checking for broken fixtures, inoperable lighting, the accuracy of signage, safety hazards, graffiti, and any scratches or dents.  In the Yard Reviews – While fueling is taking place, utility workers will inspect the vehicles. Any scratches, dents, or defects will be recorded and reported to the on-duty maintenance supervisor. We will schedule a trained technician during the night shift to ensure that reported scratches and dents can be addressed before the next morning rollout. Extraboard or standby operators, or those who may be on a light duty assignment, will be regularly assigned to survey vehicles parked in the yard to record instances of minor scratches, dents, or dirty appearance. Shop Safety RATP Dev places an emphasis on safety throughout our operations. Below are examples of how we keep our maintenance facilities well maintained, and our guidelines for the safety of our maintenance personnel. Facility Safety The cleanliness and order of our shops is of the utmost importance to our goal of maintaining a safe workplace. To do this, we will ensure the maintenance facility will be kept clean and orderly to promote a safe and efficient work environment. Processes include:  Ensuring floors are cleaned daily.  Putting tools which are not in use away.  Placing oily and soiled rags in the proper receptacles.  Disposing of old parts and materials in a timely and safe manner.  Making certain there are no leaking drums of oil or other materials.  Safety equipment is available (eye wash, back braces, safety glasses, first aid kit, fire extinguisher) and their use are enforced. Procedures will be in place to limit the negative impacts associated with the use of hazardous materials:  A written spill response plan is available.  Employees are trained in appropriate spill response.  Emergency phone numbers are posted near areas where spills may occur.  Stored in labeled containers (EPA sticker).  Secured in a covered location.  No leaking containers.  Leak detectors are installed on fuel and lubricant tanks (evidence of tracking records is available).  Safety equipment is in place and operable (i.e., eye wash, shield on grinders, etc.) Personal Safety We require all maintenance employees to properly use personal protective equipment (PPE) to ensure their personal safety. All employees will receive training in the use of the proper safety equipment. Each City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 53 employee will receive a completed Personal Protective Equipment Assessment outlining the risks associated with employment in their particular maintenance area. Only qualified employees will operate machine shop equipment. We mandate that protective clothing should be worn for skin protection whenever welding, grinding, etc. Maintenance personnel will diligently work to always keep all floors clean and dry. All spills will be cleaned up immediately. Maintenance Quality Assurance Program RATP Dev will implement a rigorous Quality Assurance Program of best practices and precision repairs by our maintenance employees. RATP Dev takes a preemptive preventive maintenance approach, and will bring this expertise to SLO TRANSIT, minimizing service interruptions and vehicle downtime. Our maintenance methodology includes an overall focus on training, prevention, constant inspections, preparation, and action to ensure SLO TRANSIT vehicles are returned to revenue service as soon as possible. This approach aims to minimize unscheduled repairs, and schedule major repairs in an orderly fashion. Maintenance Manager Rudy Castro and our maintenance team will ensure we provide clean, safe, and reliable vehicles for the riding public, our internal customers, and operators. PMIs and repairs will be monitored by performing audits of the technicians’ work, to ensure inspections and repairs are being performed efficiently and effectively. Mr. Castro will use the RTA System to properly record/report on each vehicle’s PMIs and repairs. Mr. Castro will rigorously track the activities of our maintenance personnel using the following indicators:  Miles between road calls as an indicator of service reliability.  Timing of PMIs and turnaround of repairs as indicators of effectiveness and efficiency.  Expenses as compared to budget as an indicator of cost containment, revenue enhancement, and budget control.  Repairs by type are tracked to identify trends. This information is used to implement fleetwide campaigns to prevent defects and costly road calls. We summarize all in-service failures in a monthly report which is reviewed to spot trends, identify repeat road calls, or emerging problems. Additionally, we monitor road call response time to ensure RATP Dev personnel are expeditious in minimizing customer delays. The reports are analyzed and discussed with the appropriate personnel to address any performance or mechanical issues. Senior corporate staff will conduct a maintenance program review annually to verify the department is performing in accordance with both the City’s and RATP Dev’s corporate standards. We collect maintenance performance data from our systems and track them on a corporate level, and analyze the information for trends, holding local management accountable for improving vehicle reliability. Continuous Improvement Approach Our guidelines for preventive maintenance continuous improvement are:  Reliability through reduction of unscheduled maintenance.  Diagnostic – RATP Dev has created an innovative diagnostic procedure instead of changing a part, which contributes to increased reliability and cost-effectiveness.  Brake Test – We use OEM procedures for brake inspection and replacement, as well as utilizing Vericom Electronic Brake Decelerometer meters to verify brake efficiency.  Efficiency through data analysis – RATP Dev improves vehicle maintenance cost efficiency by ensuring all actions taken are backed by sound data. We implement comprehensive cost-benefit analysis addressing: ̶ The cost caused by premature failures. ̶ Projected costs or savings for PMP modification. ̶ Long term maintenance benefits. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 54 Developing Customized Maintenance Our strategy always begins with customization to each, individual client – upon notice of award to RATP Dev, we follow the process below to ensure you have a customized, efficient plan to suit your needs, solve your challenges, and prepare your fleet and facilities for the future.  Build a STRATEGY and maintenance organization plan – RATP Dev will analyze your needs, current, and future performance goals, and review any potential operational constraints. Then, we will partner with SLO TRANSIT to define a clear strategy and perform an organizational assessment to ensure the correct personnel is available.  Organize maintenance services to ensure MOBILIZATION on Day One – Immediately upon contract transition, RATP Dev will partner closely with SLO TRANSIT to understand the current state of the fleet. We will use this exercise to hone our recruitment, certifying and training maintenance teams as needed, partnering with our sourcing officer to secure the partnerships needed to support our needs.  Ensure proper order for the highest quality maintenance operations APPLICATION – RATP Dev will review SLO TRANSIT’s assets and status by performing thorough inspections. Our efforts include repairing and restoring the assets necessary for proper project management. We also ensure the right technology is in place to track asset management.  Adhere to our corporate policy of CONTINUOUS IMPROVEMENT – RATP Dev commits to continuously collect data to identify avenues for improvement and adjust maintenance steps if unreliability or over-maintenance issues are detected to optimize the preventive maintenance plan. Our final SLO TRANSIT vehicle maintenance plan will be reviewed and adapted according to changes in any vehicles and service, as well as analysis of maintenance and repair data. Approach to Reporting and Record Keeping RATP Dev pledges to submit the necessary financial and performance reports in a manner that will allow SLO TRANSIT to meet National Transit Database (NTD) reporting requirements, as well as to finance maintenance expenses with federal grant funds. All records, data, and reports are available and accessible to SLO TRANSIT, and meet City, FTA, and Caltrans requirements in both electronic and written formats. We will satisfy all reporting requirements, providing separate reporting for SLO TRANSIT, including: Monthly Reporting (No later than 7 days after the end of each month)  Scheduled Revenue Hours.  Actual Revenue Hours.  Scheduled Revenue Miles.  Actual Revenue Miles.  Deadhead miles.  Deadhead hours.  Max number of vehicles in service per day of the week.  Total Passengers.  Data required for compliance with the FTA Alcohol and Drug Testing regulations.  Safety and Security Regulations reporting data.  Disadvantaged Business Enterprise reporting data. Annual Reporting (No later than 14 days after the end of each year  Odometer readings for July 1 and June 30 of the reporting year.  Fuel consumed between July 1 and June 30 of the reporting year.  Major mechanical failures.  All other mechanical failures. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 55 Ensuring Accurate Reporting through Recordkeeping RATP Dev will keep our maintenance records in full compliance with federal, state, and local regulations and will include, at a minimum, vehicle history files by vehicle number which document all vehicle repairs including warranty reimbursement, preventive/ scheduled inspections and maintenance, parts usage, running/ unscheduled maintenance, fuel and oil usage, and labor expended for each inspection and repair. Accurate records will ensure that inspections and maintenance are performed on a timely basis. All vehicle maintenance records will be accessible to SLO TRANSIT, FTA, and Caltrans personnel during planned or unannounced visits or inspections. RTA Fleet Management Software RATP Dev will be utilizing Ron Turley and Associates (RTA) system for management and reporting of all maintenance activities, including inventory and asset tracking. The RTA Fleet Management Software is a configurable, easy-to -use system which brings clarity, confidence, and peace of mind for the operation of a safer, more efficient fleet. The hub of the RTA Fleet Management Software solution is the Work Order module. It ties a system of workflows together allowing for: work order management, scheduling, and repair history, allowing easy access for updating and sharing work orders; parts inventory management with real-time notifications; purchase orders; vehicle/equipment inventory; as well as tire and fuel information, giving you a powerful control center for everything you need to operate the SLO TRANSIT fleet more efficiently. Additionally, the RTA software allows for:  Fleet analytics.  Keeping all your records in one secure, organized system.  Track accurate fuel & mileage readings.  Increase employee productivity & accountability. Individual Vehicle Record File – SLO TRANSIT Vehicles Vehicle files will be housed in the proposed RTA Fleet Management software. The software will host complete vehicle files including repairs, PMs performed, warranty items, etc. RTA will be designed to forecast preventive maintenance and to assist our maintenance manager in distributing work requests to appropriate staff. All records will be made available in paper and electronic format to SLO TRANSIT for inspection upon request. Work Orders The hub of the RTA System is the Work Order module. This module ties the different workflows together for a complete management package. Parts inventory, purchase orders, vehicle/equipment inventory, tire and fuel, all feed into the Work Order module. Through the module, the maintenance department will be able to get the repair history for any piece of equipment. When work orders are entered, equipment costs are updated, inventory levels are adjusted, and transactions are loaded into the audit system. The RTA System tracks a technician’s productivity, with each job having a standard time assigned to it, allowing management to measure both productivity and training needs within the shop. Parts Inventory Management RATP Dev’s use of the RTA System allows us to accurately control and manage the parts inventory for the SLO TRANSIT fleet. By tracking parts usage, we can adjust the minimum and maximum numbers of parts we need to have in inventory. Then, we can set up the automatic reordering of parts according to the quantity and known lead times for delivery. It is RATP Dev’s goal to stock the parts required to complete all PM inspections and follow-up repairs. RATP Dev will work with qualified local suppliers to provide same-day delivery. Our parts inventory standard practices include:  Parts costing more than a certain value (typically $3.00) with a useful life of more than one year, are recorded as inventory.  Every part supplied will be new and will meet OEM standards. Approval will be sought from SLO TRANSIT regarding exceptional use of aftermarket parts or products. We will monitor monthly reports for value at the beginning of the month, usage, and value at the end of the month. Maintenance Manager Rudy Castro can provide the City a monthly report which details each part City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 56 used, as well as its corresponding part number, price, the vehicle it was installed on, and the work order number. For our parts room, we will employ the following inventory strategies which have been implemented at several of our operations:  Organize parts rooms strategically – We categorically organize parts rooms by sections, keeping items such as electrical parts and engine parts grouped by engine type in bins. Parts room staff place commonly used parts towards the front of the parts room for quicker access.  Track parts pricing daily and cultivate partnerships with vendors – Maintenance management negotiates with vendors to help keep costs and lead times down.  Conduct continuous cycle counts (mini audits) on inventory, performing full storeroom audits each year. Obsolete inventory is removed as required.  Prepare parts kits in advance for every scheduled maintenance procedure. Warranty Management Plan RATP Dev’s Warranty Plan serves as a guide to provide a consistent standard on warranty tracking for maximum recovery costs on vehicle and maintenance equipment. The plan also serves as a guideline for all our maintenance personnel. We will coordinate any warranty repairs associated with this fleet with the appropriate entity. RATP Dev will enforce all warranties related to vehicles and assets. Our Standard Operating Procedures for warranty management include, but are not limited to:  Tracking all warranty repairs and efforts in the RTA Inventory Management System.  Establishing a working agreement with the manufacturer that detail procedures for advanced approval of the work, the rates to be charged, the mark-up on parts, the method of payment, etc.  Recording warranty claims in an organized fashion using a strict template.  Immediately returning parts when requested to do so by the manufacturer.  Partnering with local dealerships for associated warranties. Maintenance Manager Rudy Castro will administer warranties, including documenting, filing, and processing claims. Mr. Castro will also manage all warranty recovery and ensure that all warranty repairs are performed in the appropriate timeframe. All warranty work will be performed according to OEM standards or requirements and comply with warranty terms conditions. RATP Dev’s standard Warranty Plan is available upon request. Accident and Body Damage Repair RATP Dev stocks frequently needed body parts and panels that cannot be obtained using timely delivery. Thorough procedures are implemented to report accident damage as it occurs:  Operators are required to inspect their vehicles for damage before they are put into service.  Maintenance supervision monitors pre-trip inspections data to ensure they are accurate and complete.  Maintenance and operations supervision make a random inspection of vehicle condition to catch anything that may have been overlooked.  Sufficient spare vehicles are maintained to allow for repair. We do not have specific timelines for repairing accident damage as each case must be assessed and repaired on an individual basis to ensure the appropriate maintenance measures are taken. We will do the repair work as soon as possible in-house, establishing relationships with local body shops to handle work that cannot be done in-house. All required maintenance work, including accident repair, will be performed by the appropriately skilled technician or outside vendor, with the vehicle returned to service as soon as possible. 19. Unsatisfactory Ratings Has your firm, or a system managed by principals from your firm, received an "unsatisfactory" rating from a law enforcement or other regulatory agency during the past three (3) years for maintenance, records, facility deficiencies, and/or public fixed route vehicle deficiencies? If the answer is "yes", state specifically what happened, the circumstances, what remedial measures were taken to correct the problem and any other pertinent details. (Limit to one (1) page maximum PER incident) RATP Dev has received only one (1) Unsatisfactory rating within the past five (5) years, which was due to a DMV error. The DMV error was on the restriction code of the CDL for one person. DMV had no code for insulin dependance and used an incorrect code that was not observed on the pull notice. The restriction had City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 57 already been corrected on the DOT Certificate, so the employee was authorized to drive at the time of the inspection. This error was corrected immediately by the DMV, and a successful rating was received upon reinspection. 20. CHP Inspections, etc. Has your firm, or a public transit system managed by principals from your firm, been cited, fined, or ordered to stop operations at any time over the past five (5) years from any regulatory agency for improper maintenance, CHP inspection failure or for accidents caused by improper maintenance. If the answer is "yes", state specifically what happened, the circumstances, what remedial measures were taken to correct the problem and any other pertinent details. (Limit to one (1) page maximum PER incident) Please see 19. Unsatisfactory Ratings. 21. Insurance Provide a detailed statement indicating the proposed insurance program by type, dollar amount, deductible levels and the method of cost calculation being careful to note the unique provisions of the attached draft Transit Operation and Maintenance Agreement and as outlined in this RFP. RATP Dev understands the insurance requirements as specified in Exhibit B. Insurance Requirements of the contract, and has the capacity to provide all required coverages. A COI is included as an Attachment. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 58 G. 5 – Safety and Training 22. Staff Training Program Submit a description of all proposed trainings provided to each bus operator, maintenance technician, road supervisor, dispatcher, customer service representative, management, and all other personnel involved in the performance of this contract. Include an outline of the topics covered; the time devoted to each; number of classroom hours; number of behind-the-wheel hours with trainers; number of driving hours in regular service with a trainer and/or instructor; and the amount of time devoted to customer relations and sensitivity training. Include any differences with the above information regarding the retraining of existing staff versus new hire training. Operator Training Overview RATP Dev’s standard training for new operators includes a minimum of 120 hours of training. RATP Dev combines our drive2zero™ safety and training materials with the Transit and Paratransit Company (TAPTCO) training course to transform the behavior of operators to proactively avoid accidents and keep passengers, other drivers, and the community at large safe. Our program utilizes high-quality safety videos and materials intended to engage new-hires and provide effective learning. Through our comprehensive training program, we are confident in our ability to deliver the highest level of professionalism and employee success for the benefit of SLO TRANSIT passengers and the community. RATP Dev classroom training will include drug and alcohol training, drug, and alcohol refresher training, LLLC Defensive Driving, customer service, sensitivity/empathy training, accident and emergency procedures, and wheelchair loading and securement procedures. The LLLC Instructor and operator certification teaches superior defensive driving protocols to all types of professional operators, for all vehicle types. RATP Dev confirms the elements of the TAPTCO and LLLC training programs are equivalent to the Smith System and National Safety Council programs. Training for new CDL operators will include the coursework as outlined below, with a minimum of forty 40 additional hours of Behind-The -Wheel (BTW) training and a minimum of 40 additional hours of one - on-one training in revenue service, per the review and approval of the City. Our approach is to utilize our successful standard training program as a base and customize it to reflect the expectations for excellence envisioned by the City. Our final training program will be presented for review during the first month of the transition period. Classroom Training Program Overview Our course for new operators involves a detailed examination of the rules, policies, and safety procedures for the safe operation of SLO TRANSIT services. Initial operator training will include a minimum 40 hours of classroom instruction, with a strong emphasis on developing the necessary skills to operate SLO TRANSIT vehicles, assist customers, understand the routes, and drive defensively. All operators will be expected to:  Work cooperatively with personnel, vendors, and all customers.  Discuss concerns about any aspect of employment with their assigned supervisor.  Accept responsibility for all work, including errors, without blaming others.  Give feedback to help create a positive work climate and build positive relationships. RATP Dev’s classroom operator training program includes, but is not limited to the following:  Operator manual, employee rulebook and uniform requirements, and CDL requirements.  Defensive driving; Radio communication procedures and codes.  Courteous and professional customer relations.  Sensitivity training with an emphasis on working with individuals with disabilities.  Revenue vehicle types technical and safety training; safety and accident prevention. RATP Dev will customize our comprehensive training materials and drive2zero™ safety program to meet and exceed the City’s expectations for safe, customer- focused, quality transit services. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 59 ADA Compliance and Wheelchair Securement Training RATP Dev takes preparing to serve people with disabilities seriously. Operators are not simply trained to comply with the ADA, but they are expected to be sensitive and patient when interacting with customers. At least eight (8) hours of operator classroom training is spent on sensitivity training with regard to serving older adults and people with disabilities. New operator training will also include a minimum of four (4) hours focused on proper wheelchair boarding, un-boarding, and securement. Training ensures each operator understands all ADA laws and passenger rights. Behind-The-Wheel (BTW) Training Program Overview RATP Dev’s BTW training allows trainees to implement classroom lessons in a controlled operations environment, prior to in-revenue service training. Operators complete 40 hours of BTW service and must demonstrate mastery of BTW operations and procedures before they can begin the next stage of training. Examples of BTW coursework include:  20 hours of BTW training in vehicles to be operated including topics such as turning, maneuverability, acceleration, and braking.  Revenue vehicle type familiarization and maneuvers, defensive driving techniques (eight hours), wheelchair lifts/accessibility devices, and on-board equipment usage.  Pre-trip inspection and defect reporting, route and schedule adherence.  Policies and procedures for SLO TRANSIT operations and ADA requirements.  Communications equipment and procedures per local, state and federal regulations. Cadet Training Program Overview Once operators successfully complete a BTW assessment for non-revenue service training and pass a mastery test covering classroom training content, they will enter the cadet phase of training. Cadet training will be conducted and will include application of classroom procedures as well as behind-the-wheel training. Certified senior operators who support operator training are qualified as instructors based on a safe driving record, at least three (3) years of professional driving experience, and a demonstrated ability to provide high- quality customer service. All instructors for transition, new-hire and ongoing training will be familiar with the geographic service area and its routes. Operator Training Schedule Day (8 hrs./ day) Training Type Time (Minutes) Training Topic Day 1 CLS 60 RATP Dev & SLO TRANSIT Welcome CLS 90 Introduction to Professional Driving CLS 30 Federal Regulations CLS 30 Hazards Communication CLS 60 Creating a Drug & Alcohol Free Workplace CLS 30 Preventing Harassment CLS 20 Bloodborne Pathogens CLS 30 Fatigue Management CLS 20 Wellness CLS 30 Whistleblower CLS 90 Safety Best Practices Day 2 CLS 90 Introduction to SLO TRANSIT’s Services & Requirements CLS 30 Pre-Trip & Post-Trip Inspections BTW 60 Pre-Trip & Post-Trip Inspections CLS 30 Mirrors & Reference Points BTW 60 Mirrors & Reference Points CLS 210 LLLC Defensive Driving Day 3 CLS 30 Introduction to On-Board Equipment City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 60 Day (8 hrs./ day) Training Type Time (Minutes) Training Topic BTW 30 Introduction to On-Board Equipment BTW 420 Closed Course Training with Trainer/Supervisor Day 4 CLS 180 MDT, Radio and Farebox Procedures CLS 60 Merging, Lane Changing & Passing CLS 30 Preventing Operator Distractions CLS 30 Following Distance BTW 180 On Road Training with Trainer/Supervisor Day 5 CLS 30 Intersections CLS 30 Railroad Crossings CLS 30 Pedestrian Awareness BTW 390 On Road Training with Trainer/Supervisor Day 6 CLS 180 Accident/Incident Prevention BTW 300 On Road Training with Trainer/Supervisor – Safe Driving & Routes Day 7 CLS 180 Accident & Emergency Procedures CLS 60 Special Driving Conditions BTW 240 On Road Training with Trainer/Supervisor – Safe Driving & Routes Day 8 CLS 45 Introduction to ADA Services & Requirements CLS 45 ADA, Lifts, Ramps & Securement CLS 150 Professionalism & Customer Service BTW 240 Lift Operations & Securement Systems Day 9 CLS 240 Passenger Sensitivity & Customer Service Training BTW 240 On Road Training with Trainer/Supervisor Day 10 CLS 30 Map Reading CLS 60 Conflict/Aggression Management CLS 30 NTI – Warning Signs CLS 120 Classroom Review & Mastery Test BTW 180 On Road Training with Trainer/Supervisor BTW 60 On Road Final Assessment Day 11 CDT 480 Cadet Driving with Passengers Day 12 CDT 480 Cadet Driving with Passengers Day 13 CDT 480 Cadet Driving with Passengers Day 14 CDT 480 Cadet Driving with Passengers Day 15 CDT 480 Cadet Driving with Passengers Total 7,210 Minutes (120 hours) Key CLS Classroom Training BTW Behind-the-Wheel Training in Non-Revenue Service CDT Cadet Training (Behind-the-Wheel Training in Revenue Service) Annual Operator Refresher Training To ensure that operators are well prepared for daily operations and supported continuously, RATP Dev management and training teams create relevant, location-specific retraining opportunities. Each year, operators will receive a minimum of eight (8) hours classroom refresher training that is customized to SLO TRANSIT operations. Operators also complete an annual in-service evaluation, as well as behind-the -wheel refresher training every other year. RATP Dev supervisors will review several operational components throughout the year to develop SLO TRANSIT-specific training material, including customer service comments and complaints, ADA compliance, accident/incident reports, near miss and preventable incidents, Motive video clips, and key performance indicators, among other resources. Refresher training will address the existing needs of the City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 61 service to proactively remedy potential concerns before patterns develop, or service is negatively impacted. This provides our teams with relevant training that directly addresses daily service issues and promotes RATP Dev's culture of continuous improvement and operational excellence. A sample training syllabus is provided below: Day (8 hrs./ day) Training Type Time (Minutes) Refresher Training Topic Day 1 CLS 90 ADA Sensitivity Training CLS 60 Diversity & Inclusion Training / Sexual Harassment CLS 60 Drug & Alcohol Training CLS 60 Accident & Emergency Procedures, Security Training CLS 60 Hazard Identification & Safety Reporting CLS 90 Customer Service, Professionalism & Courtesy CLS 30 Farebox Training CLS 30 Pre-Trip & Post-Trip Inspections Total 480 minutes (8 hours) Bi-Annual BTW 960 minutes (16 hours) SLO TRANSIT-Specific Defensive Driving Key CLS Classroom Training BTW Behind-the-Wheel Training in Non-Revenue Service Post-Incident Training In the event of an incident, operators will be required to complete a minimum of two hours of training to ensure a thorough understanding of the event and methods to mitigate recurrence. Depending on the nature and severity of the incident, rather than immediate disciplinary action, we believe that providing an employee with additional training, coaching, and support will best meet their needs for improvement and enhance their ability to provide safe, customer-focused service. Operator retraining will be provided for operators who have had one or more of the following occurrences over the previous 12-month period:  Preventable Accidents – Operators who have been charged with a preventable accident will receive defensive driving retraining and an onboard evaluation.  Non-Preventable Accidents – Operators who are charged with two (2) nonpreventable accidents will receive defensive driving retraining and an onboard evaluation.  Customer Service – Operators who are charged with three (3) or more verified customer service complaints within a year will receive customer service re-training.  Americans with Disabilities Act (ADA) Violations – Operators who are found to violate ADA policies and procedures receive counseling, discipline, and retraining. Operators who fail to follow correct ADA policies and procedures will undergo four (4) hours of training on these topics. In addition to covering routine assistance to passengers with disabilities, such as wheelchair lift procedures and proper boarding/exiting assistance techniques, retraining will also include passenger sensitivity, customer service, and disability awareness training.  Annual In-Service Evaluation – Any operator that performs poorly on an annual in-service evaluation will receive a minimum of eight (8) hours of re-training in areas that have been identified as needing improvement. Maintenance Training RATP Dev has tailored our robust training program for our maintenance team comprised of technicians and service workers, to meet the needs of SLO TRANSIT’s revenue vehicles. Maintenance Manager Rudy Castro will conduct maintenance training as a supplement to any OEM training provided by vehicle and equipment manufacturers. Whether new-hires or existing employees, all technicians receive training and materials from the Original Equipment Manufacturer (OEM) or the component manufacturer, i.e., engine, transmission, shop equipment, farebox, etc. By incorporating OEM training materials, we ensure that our technicians develop a comprehensive understanding of all components to assess, identify, and resolve issues efficiently and correctly the first time. RATP Dev's training program also establishes a working relationship between City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 62 our employees and the OEM, which will promote the longevity and reliability of SLO TRANSIT's vehicles and equipment. New technicians and service workers must complete a minimum of 40 hours of training before working independently. Training for new hires includes both classroom and on-the-job training under the direction of a supervisor or an A-level technician. Since new technicians may be hired with differing levels of experience and skills, RATP Dev conducts a careful assessment of capabilities on the job to determine what specific additional training is necessary. Assessment progress will be monitored by Mr. Castro using a skills matrix to ensure our technicians are well qualified to deliver efficient service and support vehicle reliability. RATP Dev's comprehensive training for SLO TRANSIT will include:  SLO TRANSIT and RATP Dev maintenance policies and procedures.  Introduction to SLO TRANSIT vehicles, equipment, and technologies.  OEM training for SLO TRANSIT maintenance components.  Proficiency in all aspects of component assessment, service, and repair.  RATP Dev's preventive maintenance program, required intervals, and tasks.  Use of RTA Fleet Management software, including documentation and reporting.  Maintenance equipment and shop safety, including Personal Protective Equipment (PPE).  Hazard identification, spill prevention, and hazardous materials safety and storage.  Proper use of equipment/facilities, fueling, cleaning and facility usage.  Service updates, technical bulletins, and monthly safety meetings Annual Refresher Training All technicians and service workers will receive at least eight (8) hours of refresher training annually. The refresher training is designed to address a particular component or performance needs at the time it is administered. Maintenance refresher training includes a review of repair times, proper equipment/tool usage, and the correct safety procedures. Improved efficiencies in maintenance checks and repairs will be discussed, as well as new information and techniques offered by a manufacturer. Specific training topics may include correct usage and maintenance of all equipment, clean-up of fuel spills, and emergency procedures. RATP Dev teaches employees the skills they need to provide quality customer service to passengers, and the public while ensuring they obtain and maintain all required licenses and certifications, as well as allowing them the opportunity to advance their careers. A sample training syllabus is provided below: Day (8 hrs./ day) Training Type Time (Minutes) Refresher Training Topic Day 1 CLS 60 Updated Maintenance Procedures CLS 60 Diversity & Inclusion Training / Sexual Harassment CLS 60 Drug & Alcohol Training CLS 60 Accident & Emergency Procedures, Security Training CLS 60 Hazard Identification & Safety Reporting CLS 30 Professionalism & Courtesy CLS 30 Farebox Maintenance Training CLS 30 Defect Identification Training CLS 60 Facility Safety Training CLS 30 Blood Bourne Pathogens Total 480 minutes (8 hours) Key CLS Classroom Training Ongoing Training Opportunities RATP Dev will provide additional ongoing training opportunities for technicians, including proficiency training to enhance core skills, support staff cohesiveness and professionalism, as well as improve overall maintenance shop performance. Ongoing training will be customized to meet the current needs of SLO TRANSIT and may include topics such as: City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 63  OEM refresher courses and technology advancements  Leadership and effective supervisory skills  Teamwork and teambuilding  Software upgrades, computer proficiency, and reporting  Customer relations and communication skills Automotive Service Excellence (ASE) Training RATP Dev has incorporated the National Institute for Automotive Service Excellence (ASE) certification program into our maintenance training program. ASE Certification recognizes a technician’s high levels of skill and specialized maintenance knowledge. For RATP Dev, it's a way to ensure that SLO TRANSIT receives the most professional and highest quality maintenance. The ASE Certification Program provides technicians with professional credentials at the nation level as well as opportunities for internal mobility and career development with RATP Dev. As part of our ongoing training, ASE Certification also ensures that technicians are skilled with current technologies and industry developments as certifications must be renewed every five (5) years. RATP Dev's support of our employees and the ASE Certification Program provides an easy means for our technicians to achieve ASE Master Transit Mechanic status. RATP Dev focuses not just on teaching skills, but on career development. We encourage all technicians to obtain ASE Certifications to support internal mobility and ultimately deliver exceptional maintenance to our clients. Supervisor and Dispatch Training RATP Dev road supervisors and dispatchers will be trained according to RATP Dev’s strict standards. Our staffing approach is to have all dispatchers and road supervisors educated on all functions of dispatching, service supervision, radio systems, and MDTs. Road supervisors and dispatchers will be trained in customer relations skills and operating policies to manage any service inquiries, as well as ADA concerns, and to respond to any situation accurately and consistently. Road supervisors and dispatchers will also be trained so they can react appropriately to a vehicle accident or customer incident. All dispatchers and road supervisors will attend annual refresher training sessions. These training sessions are designed to inform and refresh personnel on job expectations, reporting procedures, any software updates, SLO TRANSIT or RATP Dev policy updates, any changes to the CBA, customer service refreshers, or new procedures. Customer and accident/incident reports are examined to understand if the personnel are utilizing taught materials. A review of customer service reports and safety procedures is rein forced through refresher training. Road supervision will be proactive to guarantee reliable services are provided, service interruptions are prevented or minimized, and operators are properly supported in delivering safe, quality service. Road Supervisor Training Initial training for road supervisors is a minimum of 40 hours supplemented with on-the -job training and mentoring in the early stages of their careers. Our staffing approach is to have all supervisors fully educated on all the functions of service supervision, operator management, Connexionz system, and radio communications. Road supervisors will be trained in customer relations skills and operating policies to handle all customer service inquiries and concerns. Road supervisors are given more intense customer service training so they can respond appropriately to customers in various situations. This includes strategies for de-escalating situations when responding to calls for assistance with passengers. At the end of their training, road supervisors will be proficient in the following key areas, among others:  Daily documentation of service operations, discrepancies, and actions.  Coach and mentor operators and dispatch to enhance service delivery.  Ensure daily paperwork is complete and accurate prior to the end of shift.  Monitor schedule compliance, operator performance time, running early or late.  Support management and maintenance to maintain a high level of performance. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 64  Manage communication and escalation of concerns to management regarding problems, accidents, or medical emergencies. Dispatcher Training Initial training for dispatchers is a minimum of 40 hours supplemented with on-the -job training and mentoring in the early stages of their careers. New dispatchers will sit with senior dispatchers to learn the dos and do not aspects of their position, studying proper radio usage and service monitoring techniques. For SLO TRANSIT services, dispatchers will be trained to analyze runs throughout the day to maintain the highest quality of service. The primary training topics to be covered with all dispatcher trainees are as follows:  Operator management, counseling, and motivation; CBA compliance and proper discipline.  Optibus usage, proper run assignment, and proper scheduling procedures.  ADA regulations, safety and security awareness training; On-board technology usage; radio usage.  Excellence in customer service, especially with calls, detours, and other service interruptions.  Accident/incident response procedures; Proper and timely reporting and documentation. At the end of their training, dispatchers will be able to proficiently handle the following duties:  Create next-day schedules in compliance with SLO TRANSIT accepted policies.  Cover runs efficiently, adjust operators schedules as needed; Monitor Optibus for schedule compliance.  Document any problems and discrepancies that occur during a shift.  Notify operators of any changes in schedule, and of their next day’s assignment.  Always present themselves in a professional manner. Be precise with radio communication and phone calls.  Be able to multitask when things escalate, and ensure management and maintenance are informed of any problems, accidents, or medical emergencies.  Check all paperwork to ensure bus assignments and operator assignments are correct, and that all routes are covered with both a bus and an operator.  Monitor vehicle pullout, ensuring operators are starting route on time, informing management and maintenance when a bus is not able to start on time so the run can be covered. FTA Security Awareness Training RATP Dev specifically designed our training program to meet the FTA Security Awareness Training. FTA Security awareness training is taught by the Transportation Safety Institute (TSI), which is the Official Training arm of the USDOT. RATP Dev’s Senior Vice President of Safety and Industrial Engineering James Wojciechowski has reviewed and approved our training plan’s compliance with FTA Security Awareness Training. Annual Refresher Training To ensure that supervisors and dispatchers are well prepared for daily operations and ready to support operators in service, RATP Dev management develops relevant, location-specific refresher training opportunities. Each year, supervisors and dispatchers will receive a minimum of eight (8) hours of classroom refresher training that is customized to SLO TRANSIT operations, and incorporates any changes to SLO TRANSIT, RATP Dev, or industry regulations. Refresher training will address the existing needs of the service to proactively remedy potential concerns before patterns develop, or service is negatively impacted. This provides our teams with relevant training that directly addresses daily service issues and promotes RATP Dev's culture of continuous improvement and operational excellence. This training mirrors the sample operator refresher training provided previously. Customer Service Training While safe vehicle operation is RATP Dev's primary focus, a core component of our comprehensive operator training curriculum is to achieve excellence in customer service. We recognize that operators are a daily representation of SLO TRANSIT, which is why we train our operators to positively reflect the image of SLO City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 65 TRANSIT and RATP Dev in every passenger interaction. Customer service modules are included in all new hire and refresher training, which is delivered using different training techniques. Operators engage in scenario -based training that reflects regular passenger interactions throughout classroom training, BTW training, role -playing exercises, and verbal de-escalation training. Course modules feature the following themes to support operators in delivering exceptional service for every passenger:  Winning Attitude – Operator sets the tone for being courteous and patient.  Communication Skills – Body language, tone of voice, and eye contact make a difference.  Conflict Resolution – Understanding personal and common triggers.  Customer Loyalty – Customer assistance and positive experiences create retention.  Resources – Available policy and performance expectations.  Positive Customer Experience – Customer feedback is welcomed.  Supporting Customers with Disabilities – At least eight hours of the operator classroom training is spent on sensitivity training with regards to serving elderly customers and ADA eligible passengers. Training ensures each understands all ADA laws and passenger rights.  Self-evaluation – Assessment and evaluation of one’s behavior. Customer Service Program The Welcome Approach is RATP Dev’s formal framework for improving the customer experience. The Welcome Approach helps to attract new passengers by identifying opportunities to improve their experience through touchpoints in their journey. To better identify what these opportunities are and understand the needs of our passengers, the Welcome Approach relies on location-specific ‘passenger centricity.’ Passenger centricity will be emphasized throughout SLO TRANSIT’s operations and continuous improvement efforts, providing a full 360° focus on all aspects of customer service. And by involving each employee in our mission development process during their orientation and onboarding, we ensure that our local teams buy-in to our customer service vision as well. RATP Dev’s objective is to consistently deliver exceptional customer service integrated with a continuous improvement mindset. Our three key areas for defining and delivering customer service are Leadership, Employee Development, and Assessment of Customer Satisfaction: RATP Dev utilizes TAPTCO to train our employees to be professional bus operators. Our goal is to provide excellent customer service and exhibit professionalism in everything we do. We recognize that passengers may have other transportation options and want to ensure that their use of SLO TRANSIT is as enjoyable as Leadership Effective implementation of a policy requires that all personnel are aware of the expectations for its application and use. Leaders at all levels are responsible for establishing and sustaining a culture of exceptional customer service. Employee Development After strategically recruiting staff with a positive attitude and motivation to serve passengers, we provide comprehensive customer service training during orientation, coaching, and ongoing professional development training. Assessing Customer Satisfaction Customer satisfaction must be measured on a continual basis. The information obtained through these measurements will be used to identify exceptional customer service representatives and to support customer service enhancement. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 66 possible. RATP Dev training focuses on six (6) primary expectations of customers, and the five (5) tools to deliver those expectations: Passenger Expectations Tools to Deliver Passenger Expectations 1. Timeliness 2. Attention and respect 3. Quality of service 4. Consistency and truthfulness 5. Empathy when something is not right 6. Willingness and ability to correct anything that goes wrong 1. Connect with customer 2. Use positive communication 3. Focus on solutions 4. Do what you say you will 5. Smile, smile, smile Beyond operating a vehicle safely and on time, bus operators are in a customer service role, representing SLO TRANSIT and RATP Dev with every passenger interaction. RATP Dev drivers learn that it is often not what you say, but how you say it when interacting with passengers – your attitude, facial expressions, and body language can confer the message more than your words. By maintaining a smile, listening and paying attention, drivers can turn a problem into a positive situation. RATP operators look for solutions to problems and are to be as helpful as possible. Above all, RATP Dev employees treat everyone with respect. 23. Safety Record Your firm’s overall safety record in public transportation fixed route and fleet maintenance services. Provide accident rate in accidents per 100,000 miles and location data to ensure that your firm has demonstrated safety in a similar setting. RATP Dev’s Total AFR is 2.4 /100k, with a Preventable AFR of 1.2/100k. This is based off of our latest complete reporting period, 2024. 24. Safety Record of Three Contracts The safety record (accident rate) of at least three (3) of your firm’s previous and/or current public transportation contracts that compare in size and complexity to the services being proposed under this agreement. (Limit to one (1) page maximum PER contract) SunTran – City of Ocala, FL (Operations Contract) Service Provided Fixed Route Client Since 8/1998 Employee Count 30 # of Vehicles 12 Revenue Hours 34,171 Trips 233,201 Total AFR/100k 1.2 Revenue Miles 500,155 Preventable AFR/100k .80 Santa Maria Region Transit (SMRT) – City of Santa Maria, CA (Operations Contract) Service Provided Fixed Route and ADA Paratransit Client Since 7/2018 Employee Count 55 # Of Vehicles 45 Revenue Hours 67,759 Trips 518,114 Total AFR/100k .82 Revenue Miles 970,715 Preventable AFR/100k .21 City of Lompoc Transit (COLT), City of Lompoc, CA (Operations Contract) Service Provided Fixed Route and ADA Paratransit Client Since 7/2016 Employee Count 23 # Of Vehicles 16 Revenue Hours 23,560 Trips 80,620 Total AFR/100k .83 Revenue Miles 233,206 Preventable AFR/100k .83 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 67 G. 6 – Personnel 25. Resumes 25. Submit resumes including names, qualifications, and availability for the candidates for positions that will oversee areas of management (general, operations, maintenance, and safety and training) and any other responsible personnel involved in the performance of this contract. Generally, describe any other personnel who will participate in the performance of this contract, such as years of experience, skill, and availability. Names of management personnel being proposed shall be kept confidential if requested. (Limit to two (2) pages maximum PER individual) General Manager Nick Rodriguez, Jr. Nick Rodriguez is a public transit operations leader with more than 10 years of progressive experience in paratransit and fixed-route service management. He currently serves as Assistant General Manager for Transdev’s SamTrans contract, overseeing daily service delivery, workforce performance, safety compliance, and customer experience. Today, Nick manages a team of operational staff, ensuring ADA compliance, strong on- time performance, and alignment with agency standards and community expectations. He works closely with labor partners, safety teams, and agency stakeholders, and regularly participates in advisory council meetings to address service performance and rider feedback. Previously at San Jose Mineta International Airport, he led airport shuttle operations, supervised dispatch and field teams, managed fleet performance, and maintained a 100% CHP audit compliance record. Mr. Rodriguez has also been selected for multiple interim general manager and assistant general manager assignments across California, providing leadership continuity, strengthening operational controls, and mentoring emerging leaders. AREAS OF EXPERTISE  Operations Oversight  KPI Analysis  Department Coordination  Open Communication  Staff Management  Client Support  Contract Compliance  CHP Audits EXPERIENCE 2025 – Present Assistant General Manager, Samtrans Rediwheels Transdev Redwood City, CA  Responsible for daily operation of paratransit contract service. Manage entire personnel staff of 45 bus operators. Responsible for the performance and scheduling of dispatchers, reservationists, schedulers, operators.  Ensure paratransit contract compliance with Samtrans, laws, policies, and performance goals.  Attend monthly San Mateo County PAC (Paratransit Advisory Council) where stakeholders and city council members as well as Transdev discuss and address performance or concerns regarding the service provided, expected.  Hiring, onboarding and overseeing the training of new operators and staff employees.  First point of contact to operators and staff for operational concern and day to day events.  Close coordination with safety department for: hiring, retainment, medical requirements, ensuring operators are consistently at road ready status.  Constant monitoring of customer service performance. Address paratransit customer feedback, concerns, compliments/complaints via Samtrans online feedback system and at times directly with passengers to obtain more information for investigative purposes.  Coaching, advising, discipline and documentation of corrective action as needed with operators and staff. June 2025 Interim General Manager, Sonoma County Sonoma County, CA  Provide GM leadership over all operational managers/staff in the absence of a location GM. May 2025 Interim General Manager, Redding Redding, CA  Provide GM leadership over all operational managers/staff in the absence of a location GM. April 2025 Interim Assistant General Manager, Merced Merced, CA  Assisted in operations management to help transition new AGM into their role. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 68 March 2019 Interim Operations Manager, AVTA Lancaster, CA  Assisted in operations management to help transition new operations managers into their role. 2018 – 2025 Operations Manager, San Jose Mineta International Airport Transdev San Jose, CA  Oversaw operation and managed entire personnel staff of 45 bus operators. Responsible for the working schedules of six (6) dispatchers (hourly) and six (6) road supervisors (salaried).  Oversaw maintenance of the 14 unit bus fleet. Coordinated with multiple maintenance vendors to ensure the fleet was running well to sufficiently meet requirements of the airport.  Conducted regular communication/meetings with the City of San Jose airport operation client. Represented the company to the client when the general manager was unavailable.  Completed hiring, onboarding and oversight of new operator training.  Maintained thorough knowledge and adherence to interests of stakeholders: City of San Jose/Airport/Client, Teamsters Union (CBA), DOT/CHP laws, Transdev Policy, etc.  Authorized signatory for SIDA Airport secured badges for all employees.  Cross-trained in HR/Planning and Safety department managerial duties including: weekly shift bid process, quarterly shift bid, HR responsibilities, CA payroll laws, FMLA laws and procedures, client billing, KPI reporting, DOT, FMCSA, laws and regulations.  Supported Annual CHP audit compliance. 100% track record. 2016 – 2018 Road Supervisor, Stanford University Transdev Stanford, CA  Supervised a team of union drivers at Stanford University. (up to 125 operators)  Reported accidents, incidents, vehicle issues, etc.  Administered ride checks and trail checks to monitor safe and efficient operation to the law and client’s standards.  Monitored on time performance of all routes  Monitored dispatch efficiency and success; covered dispatch when necessary.  Administered SmartDrive coaching sessions to operators to ensure safer operation. 2016 – 2016 Motor Coach Operator, Stanford University Transdev Stanford, CA 2014 – 2014 Class C Chauffeur All Cities Limo San Jose, CA 2013 – 2014 Class C Chauffeur Le Grande Affaire Santa Clara, CA EDUCATION Castro Valley High School Diploma Castro Valley, CA Operations Manager Rolando Rodriguez Rolando Rodriguez is an experienced public transit operations leader with more than 15 years of progressive management experience in transportation and shuttle services across California. He is experienced in oversight of daily bus operations, route and schedule management, labor relations, and safety compliance. Rolando has a strong track record of improving service reliability, resolving customer concerns, and maintaining safe, efficient transit operations in high-demand environments. A graduate of California State University with a Bachelor of Science in Business Administration, Rolando is a U.S. Marine Corps veteran and bilingual in Spanish. He is known for his hands-on leadership style, commitment to safety, and dedication to delivering dependable, customer-focused public transportation services. AREAS OF EXPERTISE  Operations Management  Finance and Budgeting  Scheduling  Performance Analysis City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 69  Regulatory Compliance  Safety and Security  Staff Supervision  Resource Allocation EXPERIENCE 2026 – Present Operations Manager Sals Airport Shuttle & Limousine Svc. Santa Clara, CA  Led hiring, onboarding and training of new hires to fulfill business requirements.  Supervised operations staff and kept employees compliant with company policies and procedures.  Developed and implemented strategies to maximize customer satisfaction.  Conducted regular performance reviews, identifying areas for improvement and developing action plans to address them.  Analyzed data trends to identify potential bottlenecks in operations workflow, implementing strategies to mitigate risks accordingly. 2024 – 2026 Transit Operations Supervisor TransDev, San Jose Mineta Int'L Airport San Jose, CA  Directed, supervised and evaluated transit personnel and activities;  Supervised drivers in operating buses and bus schedules;  Planed, implemented and maintained a comprehensive employee training and development program;  Maintained good labor relations with employees and manage labor related issues;  Resolved minor grievances and disciplinary actions;  Investigated and resolved customer complaints courteously and in a timely manner;  Expressed ideas effectively in oral and written form;  Established and maintained effective working relationships with others;  Responded in an emergency and provided transit services as needed; 2017 – 2024 General Manager RH Transportation Rancho Cordova, CA  Managed budgets, financial forecasts, and resource allocation to ensure achievement of company goals.  Established a culture of continuous improvement by identifying opportunities for enhancement in operations, systems, and procedures.  Developed high-performing teams through effective coaching, mentoring, and performance management strategies.  Drove revenue growth by identifying new business opportunities and forging strategic partnerships.  Increased employee retention rate by creating professional development programs. 2010 – 2016 Operations Manager Sterling BMC Long Beach, CA  Managed daily branch operations for optimal productivity and customer satisfaction.  Trained employees on proper procedures and strategies to improve productivity.  Improved branch efficiency by streamlining operations and implementing new processes.  Conducted regular performance evaluations for staff members, identifying areas for improvement and opportunities for advancement.  Organized staff schedules to ensure adequate coverage during peak business hours while maintaining employee satisfaction.  Maintained compliance with industry regulations, minimizing risk exposure for the company through diligent oversight of operations. Veteran United States Marine Corps EDUCATION City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 70 California State University-Fresno B.S. Business Administration & Management Fresno, CA Maintenance Manager Rodolfo (Rudy) Castro RATP Dev is pleased to present Rodolfo (Rudy) Castro as Maintenance Manager for SLO TRANSIT fixed route services. Rudy is a strategic transit and fleet operations leader with over 30 years of progressive experience in municipal transportation, fleet maintenance management, and capital asset oversight. Mr. Castro is an MBA-prepared transit executive with demonstrated success leading large -scale transit maintenance divisions, administering multimillion-dollar budgets, overseeing capital procurement, and ensuring full Federal Transit Administration (FTA) compliance. He has the proven ability to align operational performance with service delivery objectives while strengthening workforce accountability, safety culture, and long-term asset reliability. Mr. Castro is bilingual in English/Spanish. AREAS OF EXPERTISE  Transit Fleet & Asset Management  Budget Administration  FTA Regulatory Compliance  Contract & Vendor Management  Preventive Maintenance Strategy  Procurement & Capital Planning  Workforce Development  Risk Mitigation & Safety Governance  Operational Performance & KPI Management EXPERIENCE 2024 – Present Senior Resident Inspector TRC Companies Livermore, CA  Serve as executive on-site representative at Gillig LLC safeguarding transit agency capital investment during heavy-duty bus manufacturing.  Serve as primary liaison between transit agency leadership, OEM executives, and engineering teams during bus production oversite.  Provide strategic oversight of production quality and contract compliance in alignment with agency leadership expectations.  Direct resolution of manufacturing non-conformances through structured corrective action strategies mitigating operational and financial risk.  Oversee pre-delivery inspections, acceptance testing, and commissioning processes ensuring readiness for revenue service. 2016 – 2023 Fleet Manager City of Fresno, Department of Transportation Fresno, CA  Directed operations of the Transit Fleet Maintenance Division overseeing maintenance and performance of a 130-bus municipal transit fleet.  Managed multimillion-dollar operating and capital budgets supporting transit fleet operations.  Led capital vehicle procurement, contract administration, and vendor performance oversight.  Ensured compliance with Federal Transit Administration (FTA), state, and local regulatory standards.  Developed fleet lifecycle strategies, preventive maintenance programs, and asset management tracking systems. 2016 – 2016 Fleet Supervisor Maintenance Waste Management Fresno, CA  Directed preventive and corrective maintenance activities for fleet vehicles and heavy equipment. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 71  Prioritized repair scheduling to minimize downtime and maintain operational readiness.  Oversaw inventory control and cost management for parts and maintenance supplies.  Conducted audits of work orders, preventive maintenance logs, and inspection documentation ensuring accountability.  Ensured the proper scheduling of truck maintenance and repairs; along with compliance of all Company programs, including preventative maintenance and inspection of vehicles, non-scheduled maintenance and troubleshooting, repair, rebuild and overhaul of vehicles. 2015 – 2015 Fleet Maintenance Supervisor Sysco Foods Sacramento, CA  Led daily fleet maintenance operations supporting high-volume commercial distribution activities.  Directed preventive and corrective maintenance scheduling to maximize vehicle uptime and reliability.  Ensured compliance with company safety policies and DOT regulatory standards.  Collaborated cross-functionally with operations management to maintain workflow efficiency and service continuity. 2000 – 2014 Fleet Maintenance Manager United States Marine Corps. Okinawa, Japan  Directed large-scale maintenance operations for tactical fleet assets supporting mission readiness.  Managed personnel, facilities, and resources to execute preventive and corrective maintenance programs.  Supervised and trained over 50 maintenance personnel across multiple functional areas.  Implemented Operational Risk Management practices improving safety compliance and equipment readiness.  Awarded the Navy and Marine Corps Commendation Medal for superior leadership and service performance. American Military, University  Master of Business Administration (MBA) Safety and Training Manager Norma Liera Norma Liera is an experienced public transit Safety and Training Manager with nearly 20 years in transportation safety and compliance. She has led safety programs for major transit contractors including Keolis Transit America and National Express Transit, overseeing driver training, regulatory audits (CHP, DOT, FTA, ADA), drug and alcohol compliance, accident investigations, and workers’ compensation administration. Beginning her career as a Bus Operator with MV Transportation, Norma brings frontline operational experience to her leadership approach. She has successfully reduced accident rates through proactive safety training, managed safety-sensitive credentialing, and led teams in maintaining full regulatory compliance. AREAS OF EXPERTISE  Training  Policy development  CHP inspections  Drug and Alcohol compliance  Safety documentation  Workers compensation EXPERIENCE 2024 – 2025 Safety and Training Manager City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 72 Keolis Transit America  Performed safety inspection, prepare for client audits/CHP audits  Conducted safety meetings and driver training/refresher training  Scheduled all drug and alcohol testing for all Safety sensitive employees  Managed four road supervisors  Maintain all safety files and records, administered workers compensation claims 2019 – 2023 Safety and Training Manager National Express Transit  Set up and conduct training and monthly safety meetings  Performed safety inspections.  Develop, evaluate, and upgrade safety programs.  Conduct Investigations for all accidents and injuries.  Manage yearly audits to include CHP, ADA, FTA, DOT, and the city. 2013 – 2019 Safety and Training Manager Keolis Transit America  Conducted safety training orientation sessions and teaching courses to ensure policies and procedures were followed.  Monitored the use, storage and disposal of hazardous chemicals and materials  Developed safety campaigns, safety systems, policies, and procedures, training management and employees on rules and regulations.  Conducted safety inspections and investigated violations to ensure safety procedures were being followed and counsel managers and employees accordingly. 2006 – 2013 Bus Operator MV Transportation CERTIFICATIONS, TRAINING & SKILLS  Transit Bus Systems Safety (USDOT)  Transit Supervisor Certification Course (USDOT)  Fatigue and Sleep Apnea Awareness for Transit Employees (USDOT)  Curbing Transit Employee Distracted Driving (USDOT)  ADA Requirements for Bus and Paratransit Services (ADA Compliance Trainer and Consultant)  Fundamentals of Bus Collison Investigations (USDOT)  Safety Ambassador Program Certificate City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 73 26. Organization Chart An organization chart must be attached indicating all job classifications in the organization and the number of employees (split between full- time and part-time) which would be used in each job classification. Provide a brief description of the duties of each position and how the proposed operation would be organized. Provide any information on the firm's personnel or management approach that would assist in determining the quality of the proposed organizational approach. RATP Dev's proposed team composition is depicted in the organization chart and staffing table below, followed by a summary of personnel responsibilities to ensure safe, quality service for SLO TRANSIT service. Position Staff Position Staff General Manager 1 Fixed Route Operators FT 20 AGM / Operations Manager 1 Fixed Route Operators PT 3 Safety and Training Manager 1 Shop Foreman (Level A Technician) 1 Maintenance Manager 1 Technician A 1 Administrative Assistant/Payroll 1 Technician B 1 Dispatch 4 Utility Worker (Facility / Bus Stop) 1 Road Supervisor 3 Utility Worker (Fuel / Wash) 2 Title/Position Main Responsibilities General Manager Responsible for managing RATP Dev’s operation of SLO TRANSIT services, daily activities of all our local personnel necessary to support system operations. Serves as SLO TRANSIT’s main point-of-contact. Oversees overall contract compliance. Works cooperatively with SLO TRANSIT in matters of assuring service quality, providing operational data, responding to comments from passengers and the public, and responding to specific requests for other assistance as needed. Attend staff meetings as scheduled, and others as requested. Assistant General Manager / Operations Manager Manages the day-to-day operational activities, including on-street operations, dispatch, customer service, and scheduling. Generating daily operator work assignments in a cost-efficient manner, ensuring all contract requirements are fulfilled. Directly managing the response to complaints for SLO TRANSIT. Supervising all customer service-related activities. Acting as agent for RATP Dev, making operational decisions, and responding in person to any emergency or accident involving property damage or injuries. Safety & Training Manager Manages continuous assessment of the RATP Dev’s safety practices. Develops and provides all training programs and ensures compliance for all requirements. Ensures incident documentation in Origami software and through formal reporting. SLO TRANSIT General Manager Operations Manager Dispatch / Road Supervisors Fixed Route Operators Safety and Training Manager Maintenance Manager Shop Foreman Technician A Technician B Utility Worker (Facility / Bus Stop)Utility Worker (Fuel / Wash) Administrative Assistant RATP Dev Corporate Support RATP Dev Regional Support City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 74 Title/Position Main Responsibilities Coordinates Motive coaching of operators. Implements and administers operator training and staff development programs to support our mission and culture for excellent customer service. Administers classroom training programs to required staff. Maintenance Manager Manages transit maintenance services for SLO TRANSIT vehicles. Manages all aspects of the preventive maintenance program to maintain and improve upon the condition, availability, and reliability of the fleet. Oversees all scheduled and unscheduled repair activities. Administrative Assistant/Payroll Provides a variety of administration and clerical support to facilitate the day-to-day and long-range activities for operations department as needed. Documents outcome of complaint investigation process. Processes operators and other operations personnel payroll activity to ensure accurate and timely processing of payroll in compliance with policies. Responsible for accounts receivable, petty cash, purchasing card reconciliation, investment records control, daily cash funding and assists with special accounting projects as needed. Road Supervisors First line responders for all operational issues, monitoring all services. Responds to accidents or incidents. Ensures operators’ fitness for duty by checking them in. Verifies operators properly login to the Connexionz system daily. Manages the timely scheduling and delivery of day-to-day scheduled and unscheduled transit service. Supports operator training with regards to BTW aspect of the training. Develops daily schedules/manifests for the SLO TRANSIT service. Prepares operator assignments and manages extraboard schedule. Maintains open line of communication with call center/customer service staff regarding any route problems or schedule issues. Dispatchers Communicates information to drivers concerning in-service mechanical failures, accidents, passenger problems, and all other schedule interruptions; also responsible for developing and communicating alternate routes in case of road construction or other roadblocks. Completes all required daily reports including incident/occurrence reports accurately. Coordinates and verifies daily assignment of personnel for regular shift replacement or re-assignment, ensuring each run has a driver assigned and the run pulls out on time. Fixed Route Operators Primary customer service contact. Provides safe, on-time and courteous service to SLO TRANSIT and its surrounding communities. Operates various types of transit buses in revenue and non-revenue service. Shop Foreman Supports day-to-day activities of the maintenance department, ensuring that the fleet is properly maintained, and adequate numbers of vehicles are available to provide scheduled and unscheduled transit services. Maintenance Technician (A/B/C) Ensures that the fleet is properly maintained, and adequate numbers of vehicles are available to provide scheduled and unscheduled transit services. Troubleshoots, services, adjusts, and repairs all components of the fleet. Technicians are assigned work based on skill level, with Technician A being assigned to more advanced mechanical work. Utility Worker (Facility / Bus Stop) (Fuel/ Wash) Working knowledge of and ability to perform basic maintenance and custodial functions. Performs general daily cleaning, fueling, and servicing on facility, vehicles, and bus stops in a fast-paced team environment. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 75 27. Wages For each job classification shown in the organization chart submitted above, list the proposed wage scales include both training and starting wages, if different. Include any budgeted step increases, cost of living adjustments, and/or other wage adjustments and the time period between such increases. List any proposed performance incentives and/or special compensation rates for each job classification and how the rate is applied and tracked by the firm. Proposers should describe the approach as to how they arrived at the wages and any other compensation rates described in their proposal. Note: Proposers should be aware of San Luis Obispo County’s housing and labor market conditions and the 2023-2025 Collective Bargaining Agreement (Appendix I) when developing proposed staffing plans and wage scales. RATP Dev’s proposed compensation structure is based on transparent, equitable, and data driven methodologies tailored to each job classification. Below, we have provided a summary of employee compensation based on an annual average wage. Wage increases for staff will be effective January 1 of the calendar, separate from the dates of the contract term. As exempt employees, key personnel increases will be effective May 1. Title/Position Training Starting (YR1) YR2 YR3 YR4 General Manager $84.13 $84.56 $87.09 $89.70 $92.40 AGM / Operations Manager $64.90 $65.23 $67.19 $69.20 $71.28 Safety & Training Manager $60.10 $60.40 $62.21 $64.07 $66.00 Maintenance Manager $72.12 $72.48 $74.65 $76.89 $79.20 Admin Assistant/Payroll $26.00 $26.39 $27.18 $28.00 $28.84 Road Supervisors $27.44- $34.2 $28.66- $37.52 $30.11- $37.52 $31.84- $39.68 $33.35- $41.57 Dispatchers $27.44- $34.2 $28.66- $37.52 $30.11- $37.52 $31.84- $39.68 $33.35- $41.57 Fixed Route Operator $26.12- $32.89 $26.91- $33.88 $28.65- $36.08 $30.30- $38.16 $31.74- $39.97 Shop Foreman $41.25 $41.87 $43.12 $44.42 $45.75 Maintenance Technician A $37.50 $38.06 $39.20 $40.38 $41.59 Maintenance Technician B $36.00 $36.54 $37.64 $38.77 $39.93 Maintenance Technician C $34.00 $34.51 $35.55 $36.61 $37.71 Utility Worker (Fuel/ Wash) $21.00- $23.00 $21.32- $23.35 $21.95- $24.05 $22.61- $24.77 $23.29- $25.51 For union represented employees, all wage rates are derived directly from the wage scale outlined in the most recent Collective Bargaining Agreement (CBA). In addition to base wages, we provide performance based incentives that include attendance bonuses, safety related rewards, and recognition for years of service. These incentives are applied in accordance with established union guidelines and are tracked through our internal payroll and performance management systems to ensure accuracy and compliance. For non-union hourly positions, wage determinations are based on a comprehensive market analysis utilizing regional comparables for similar roles, required certifications, and the competitive landscape within the local labor market. This ensures we remain both competitive and aligned with industry standards. For management and key staff roles, compensation is based on a combination of regional and industry comparables as well as performance based incentive opportunities. These incentives are tied to measurable operational benchmarks and organizational goals. Tracking is conducted through our performance evaluation platform, ensuring proper documentation, accountability, and transparency. Overall, our wage and compensation framework reflects a balanced approach that incorporates contractual obligations, market competitiveness, and performance driven incentives, ensuring fairness while supporting operational excellence. Please see 28. Benefits for additional information on RATP Dev’s proposed employee incentive programs. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 76 28. Benefits Describe the proposed fringe benefit package(s) in detail including a description of each benefit to be provided including but not limited to vacation; sick leave; holidays; and health coverage (medical, dental, vision, disability, etc.). The above list of possible benefits is for illustration purposes only and is not intended to prescribe the type or value of the benefits to be provided to any or all project employees. The description should include the dollar value of such benefits; the employee cost or percentage share of those costs; the positions to which they apply; minimum employee eligibility requirements; whether it is employee-only or full dependent coverage; the specific coverage description; and how long an employee must wait to begin receiving the benefit. RATP Dev will provide a comprehensive wage and benefit package to attract and retain a qualified workforce. The proposed benefit and wage package is highly competitive and includes:  Appropriate, market-researched and wages and benefits  Performance incentives based on attendance and safety  Immediate and constant communications with employees  Consistent, fair treatment of all employees with clearly defined work rules We will honor the current collective bargaining agreement (CBA) with the Teamsters, including the wage and benefits requirements. A stable, experienced workforce will provide a consistently high level of safety, quality, and customer service. Retaining incumbent staff also makes client transitions easier and ensures exceptional customer satisfaction from all areas of our day-to -day operations. Paid Time Off (PTO) RATP Dev believes it is important to provide employees with paid time off (PTO) as part of balancing a fulfilling work and personal life. The policies described below apply to corporate employees, employees at non-union locations, and non-union employees at locations where these policies have been adopted. Employees covered by a Collective Bargaining Agreement will follow the Paid Time Off policies outlined in the agreement. The table below provides a general summary of PTO eligibility: PTO General Eligibility Sick Leave  Sick leave may be used for all employee or family member illnesses, including medical, dental, or ocular appointments. 10 days (80 hours) of sick leave will be earned and available for use beginning January 1st of each year.  Sick leave will be pro-rated for new hires during the first year. Unused sick leave will roll over to the following year; max bank allowed for sick leave is 160 hours. Vacation  Full-time (30+ hours per week) employees are eligible for vacation. Vacation hours will be allocated January 1st of each year to be taken during that calendar year.  Vacation for new hires will be pro-rated during the first calendar year.  Vacation will not be carried over to the following calendar year. Cash payments in lieu of vacation is not permitted.  Eligible non-union employees receive the following vacation allotment: First year employees = 2 weeks (10 days/80 hours); Fifth year = 3 weeks (15 days/120 hours); Tenth year = 4 weeks (20 days/160 hours); 20th year = 5 weeks (25 days/200 hours). Holidays  RATP Dev observes 10 holidays each calendar year, which will be observed on either the calendar day or according to national declaration. Each location will publish a schedule prior to the beginning of each calendar year indicating the exact date on the holiday will be observed.  All non-union employees will receive an additional floating holiday per calendar year.  Holidays may not be carried over to the next calendar year, nor may they be cashed out if not taken or paid upon termination of employment.  Holiday pay is computed at an employee’s regular, daily rate of pay in effect at the time of the holiday. Holiday pay does not include overtime incentive pay, bonuses, commission, or any other special forms of compensation. Medical Benefits Below, we have provided a summary of medical plan contributions for employees, per RATP Dev’s 2026 Benefits Guide. RATP Dev currently offers group health insurance, including prescription drug coverage, to City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 77 all eligible, full-time employees and their dependents. Full -time status is any employee working 30 or more hours per week, with eligibility for insurance on the first of the month following 30 days of full-time employment. Coverage Employer Non-Union Employee Employer Union Employee Medical/RX 80% 20% 85% 15% Telehealth 100% 0% 100% 0% Dental 80% 20% 35% 65% Vision 100% 0% 0% 100% Basic Life/ADD - $50K 100% 0% 100% 0% Short Term Disability 100% 0% 100% 0% Long Term Disability 100% 0% 100% 0% 401K Elective Deferrals RATP Dev offers a 401(k) savings plan to eligible full-time and part-time employees. Participants can contribute up to 75% of their eligible pay to the RATP Dev North America 401K Plan. For 2026, the IRS maximum for pre -tax contributions is $24,500. Participants aged 50 or older in 2026, can contribute an additional $8,000. Participants are eligible to elect deferrals on their date of hire Employer Match RATP Dev will contribute to a participant’s account a safe harbor matching contribution based on their salary deferral contributions. RATP Dev will contribute the following to a participant’s account:  For the first 3% a participant contributes, RATP Dev will match 100%  For the next 2% a participant contributes, RATP Dev will match 50% Participants are eligible for the employer safe harbor match, the first of the quarter following six months of employment. For non-exempt employees, RATP Dev will follow the CBA wage requirements for operators, technicians, dispatchers, reservationists, and utility workers. For all other positions (exempt) our starting wages will be competitive to the San Luis Obispo market for similar positions. Value of Benefits RATP Dev considers our proposed wage and benefits package to be a competitive offering to support the recruitment and retention of qualified personnel for the operation and maintenance of SLO TRANSIT. The table below provides a total annual dollar value of RATP Dev’s benefits for all employees per year: Fringe Benefit Total Annual Dollar Value Medical / Rx $364,822 Telehealth $7,043 Dental $1,329 Vision $11,268 Basic Life/ADD $6,062 Short Term Disability $9,917 Long Term Disability $50,052 401(k) $124,229 PTO - Vacation $62,114 PTO - Sick Leave $93,172 PTO - Holidays $364,822 City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 78 29. Employee Recruitment and Retention Describe the hiring strategy, anticipated turnover rate, incentive plans, retention strategies, and other assumptions regarding hiring and retaining employees throughout the term of the agreement. An Employer of Choice RATP Dev’s goal is to be an employer of choice in the transit industry, which allows us to attract and retain top talent that can thrive in a diverse and challenging work environment. Our company has created a culture where each employee is recognized, valued, and contributes to building the successful road ahead. Our culture is our competitive advantage – identifying and recruiting talented individuals from a wide range of backgrounds that help us to deliver our mission, vision, and core values. Named one of America's Top Most Loved Workplaces® in 2025, RATP Dev has been recognized for our mission and actions to create transformational culture change rooted in growth, purpose, and connection. This recognition validates our commitment to creating a workplace where every employee feels valued, supported, and inspired to grow. Our people are at the heart of everything we do, and we aspire to exhibit our values of Safe, United, Effective, Caring, and Daring on a daily basis. As an organization, this award complements our commitment to creating a workplace where every employee feels valued, supported, and inspired to grow. RATP Dev genuinely lives our core values – for everyone, every day. Drawn from the results of RATP Dev internal employee surveys, we have made great strides to becoming an employer of choice. In their own words, our employees have described our company culture as:  Meaningful work that ties to our core value.  Appreciation and recognition for the hard work that is achieved every day to move people.  Treating everyone with fairness and inclusivity.  Empowering our people and celebrating diversity.  Strong reputation in the industry.  Community involvement.  Competitive benefits. As the City’s partner for SLO TRANSIT operations, RATP Dev will begin building our company culture from day one. Our staffing approach begins by retaining incumbent employees, filling any existing open positions with a strong recruiting program, and creating a positive work environment with opportunities for employee development to retain talent over the long term. Retention of Incumbent Staff It is our intent to retain all existing workforce personnel interested in remaining part of the SLO TRANSIT service. RATP Dev recognizes that employees are valuable assets not only to service continuity, but to the passengers and communities they serve. As local residents, incumbent staff understand the needs and cultures of the community and shape our services to directly meet your standards for safety, quality, and passenger satisfaction. Throughout the transition period, RATP Dev’s Human Resources team will be on site weekly to support all HR functions and deliver a successful service start. Weekly visits will be coordinated with General Manager Nick Rodriguez and the management team to support incumbent staff transitioning to RATP Dev. During this period, our HR team will:  Conduct open-house meetings with incumbent staff to introduce RATP Dev and provide staff with information on our competitive wage and benefit information.  Help incumbent staff to complete and submit applications.  Issue offer letters and new hire paperwork.  Conduct pre-hire processes including background checks, drug and alcohol screening, MVR checks. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 79  Engage in one-to-one onboarding and benefit enrollment.  Implement Kronos timekeeping.  Ensure the distribution and understanding of employee manuals.  Coordinate with Teamsters Local 986 for positive labor relations. HR also conducts management training and implements leadership models for success, ensuring RATP Dev meets our own high expectations for our local leadership team. We equip our employees with the tools and resources needed to do their jobs, listen and act on their concerns, and recognize their contributions with our comprehensive rewards and recognition program. In addition, regular coaching creates a platform where feedback can help them to perform at their best, pursue opportunities for growth, and achieve long term career goals. We are committed to providing an environment that empowers employees to do their best every day. We view retention of existing staff as the bare minimum. Our goal is not to take over a contract, but to elevate every employee’s position through enhanced wages and benefits, supportive management, and opportunities for career advancement. During this period, HR will review the current staffing and employee count, identify open positions that will not be filled by incumbent staff, and begin local recruitment efforts. In coordination with the Safety team, HR will expeditiously onboard new employees so that new hire training can begin immediately. RATP Dev staffs the appropriate resources and personnel to ensure that service is operating effectively, safely, and on- time - ultimately exceeding the City’s expectations for daily transit services throughout the SLO TRANSIT service area. Anticipated Turnover Rate We strive to make the transition to our employment non-disruptive and for incumbent employee pay to remain the same or increase. This approach, along with early and often positive communication with incumbent employees, has consistently prevented turnover issues for our clients starting a new contract. With the strength of our track record, we do not anticipate turnover issues at SLO TRANSIT. Employee Recruitment RATP Dev recognizes the changing landscape of the transit industry, and the increasingly competitive labor market. The challenges of attracting, hiring, and retaining top transit talent have been ever present but today’s labor market is substantially altered. Socio -economic challenges such as rising costs of living and steep competition from transit employers such as school districts and expedited delivery services exacerbate recruiting challenges. RATP Dev has recognized these challenges and has proactively implemented a recruiting strategy to attract, hire, develop, and retain operators across our United States transit services. RATP Dev will provide skilled, customer-oriented, professional employees that have the attitudes and aptitudes to deliver service quality, safety, and passenger sensitivity. RATP Dev’s Personnel Recruitment Philosophy RATP Dev strives to be an employer of choice and focuses on the happiness and well-being of our employees. At the early stages of the recruiting process, we consider the individual’s satisfaction and career development. Below is a summary of our Personnel Recruitment Philosophy:  Acquire – RATP Dev combines local, regional, corporate, and external resources to match local labor market nuances with a strong end-to-end hiring process. At the heart of the process is the desire to discover the personality, life experience, and expectations of candidates, exploring a mutual fit in our company culture.  Retain – We leverage our company exposure, pooling successful strategies and tactics that boost morale, create a positive work environment, and retain our most valuable asset—our people. With City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 80 an emphasis on training, career development, and internal mobility, we continuously improve our management practices and support efforts to effectively listen to our employees.  Develop – As part of our retention effort, we develop individuals in their current roles by providing transparent information, assessments, feedback, coaching, and training. As a whole, we strive to improve skills, health, motivation, performance, and collaboration to best support and develop our employees.  Motivate and Reward – RATP Dev works diligently to provide a motivating and rewarding workplace for all personnel. Our properties celebrate teamwork, recognize performance, promote trust, and reinforce both effort and positive attitudes through our corporate culture and incentive programs. Data-Driven Recruiting Methods Strategic Recruiting Strategic recruiting can greatly improve transportation quality and increase successful service outcomes. Pursuing the right candidates through creative uses of data forms the first step to achieving better results. In our experience, bus operators tend to enter the transit industry after completing their initial career. The typical starting age of a new bus operator stretches from 45 to 60 years. These candidates are customer- focused, have a high school diploma, and are often men from underemployed minority groups. We have also found that many veterans are attracted to this industry and make excellent team members. Added to this general profile, RATP Dev also considers the national and local unemployment rate, which impacts the availability of candidates to fill vacant positions. The unemployment rate in the United States is 4.5%2, compared to San Luis Obispo at 4.6%3, per the most recent U.S. Bureau of Labor Statistics (BLS) report, November 2025. When we look across the portfolio of locations we serve, we find a range of unemployment rates, necessitating flexibility in our recruitment and outreach efforts. RATP Dev Location Unemployment Rate (%) Visalia-Porterville, CA4 10.0 Santa Maria, CA 5 4.5 Oxnard-Camarillo, CA6 4.9 Lake County, FL 7 4.8 Greensboro, NC8 4.5 Ocala, FL 9 6.3 Given the range of unemployment rates, RATP Dev has developed an engaging and impactful program to elevate employee recruitment and deliver measurable results. RATP Dev’s recruitment program encompasses diverse strategies, outreach, and resources that have proven to be effective in this competitive labor market to attract quality candidates. 2 Bureau of Labor Statistics, United States Department of Labor. November 2025. www.bls.gov/cps 3 Bureau of Labor Statistics, United States Department of Labor. November 2025. www.bls.gov/eag/eag.ca_sanluisobispo_msa.htm 4 Bureau of Labor Statistics, United States Department of Labor. November 2025. www.bls.gov/eag/eag.ca_visalia_msa.htm 5 Bureau of Labor Statistics, United States Department of Labor. November 2025. www.bls.gov/eag/eag.ca_santabarbara_msa.htm 6 Bureau of Labor Statistics, United States Department of Labor. November 2025. www.bls.gov/eag/eag.ca_oxnard_msa.htm 7 Bureau of Labor Statistics, United States Department of Labor. November 2025. www.bls.gov/regions/southeast/fl_orlando_msa.htm 8 Bureau of Labor Statistics, United States Department of Labor. November 2025. www.bls.gov/eag/eag.nc_greensboro_msa.htm 9 Bureau of Labor Statistics, United States Department of Labor. November 2025. www.bls.gov/regions/southeast/fl_ocala_msa.htm City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 81 Employment Advertising Online and Print Marketing We use a variety of sources for print and online marketing, including a number of job boards such as Indeed, LinkedIn, and ZipRecruiter that offer premium listings to boost our ads to the top for greater visibility. We also use local online media and traditional newspapers for advertising. Visual forms of advertising have also been successful, such as billboards and bus wraps that advertise in targeted demographic areas. Job Fairs Job Fairs give recruiting a human touch in an industry that sees diminishing face-to - face interactions. They enable us to reach an audience of job seekers and allow for one-on-one chats with potential candidates. We participate in a variety of employment fairs such as RATP Dev events and non-profit community events to increase visibility of open positions. RATP Dev’s recruitment efforts focus on local residents to fill open positions. By investing in people, we not only deliver quality service, but provide valuable employment opportunities for the community. Social Media, Digital, and In-Person Outreach Social media, such as LinkedIn, is an effective way to target future employees–especially as numbers of users and time spent on social media has increased across all generations. These social media channels are a great way to connect and engage with candidates. We also leverage other digital tactics to support a robust end-to-end recruiting process, including an improved on-line application process available through our website: www.ratpdevusa.com/careers Advertisement Location Timeframe Newspapers local to San Luis Obispo and its surrounding communities 90 days before contract start Indeed.com and online job posting Immediately after contract award Onsite Job Fairs, virtual career fairs Event Dates TBD not currently published. Local Community Outreach Workforce Development Organizations RATP Dev partners with workforce development organizations throughout the country to identify and access diverse applicant pools. These valuable partnerships help us fill hundreds of vacancies every year. Partnering with these organizations will assist RATP Dev with the recruitment, assessment, and hiring of a broad variety of applicants, including those who are Veterans, Hispanic/Latino, younger or older, from an underemployed minority group, or who have a disability. Community Colleges & Adult Education Schools We partner with local community colleges, technical career schools, and adult education schools. We have found that non-traditional students and adult learners in transition make great candidates for positions as bus operators or entry-level maintenance technicians. For San Luis Obispo, we will establish relationships with organizations such as San Luis Obispo County Adult Education Consortium (SLOCAEC) ,Cuesta College and the prestigious California Polytechnic State University (Cal Poly). Special Focus on Veterans Recruitment RATP Dev recognizes the value veterans bring to the workforce and supports efforts to find and connect with transitioning service members and veterans seeking employment. We proudly participate in the U.S. Army’s Partnership for Your Success (PaYS) Program— a distinguished initiative that supports America’s soldiers in preparing for their future careers while serving their country. As part of this program, RATP Dev supports military recruitment by offering guaranteed interviews to soldiers and Reserve Officers' Training Corps (ROTC) cadets to support access to career opportunities that recognize the leadership, discipline, and City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 82 commitment exemplified by our nation’s service members. In San Luis Obispo County, we will establish relationships with Veteran Service Organizations (VSOs) such as the Department of Veterans Affairs, as well as local posts of the American Legion and Veterans of Foreign Wars. Operation Career: Honoring Veterans, Hiring Heroes In December 2024, RATP Dev launched a three -month veteran recruiting campaign reflecting our strategic focus on workforce development and our unwavering commitment to hiring and supporting military veterans. We recognize and value the skills, experiences, and dedication veterans gain during military service, and support their transition to the civilian workforce. RATP Dev offers diverse career opportunities where veterans can grow, excel, and make a real impact in the communities we serve. From operations and engineering to safety and customer service, Operation Career demonstrates RATP Dev's commitment to veterans, supporting their transition with comprehensive training, development programs, mentorship, and a work culture that builds a sense of purpose and community. Review of Driving Age Requirement When necessary, we have coordinated with our transit agency partners to reconsider the minimum driving age requirement, and on rare occasions, lowered this requirement from 21 years to 18. In situations like this, we train and assess new hires comprehensively before allowing them into full service. Thus, changes like this have increased our applicant pool significantly, while retaining the safety and security of passengers and the community. Continuous Recruitment and Accountability Continuous recruitment efforts require accurate metrics, proactive communication, and accountability. As part of these efforts, RATP Dev’s corporate and regional HR teams maintain the following practices to manage talent acquisition:  Weekly Question and Answer meetings with general managers to support recruitment needs  Weekly recruiter roundtables to promote ideas and share best practices  Daily recruiting outreach and consistent follow up to measure effectiveness and process tracking  Continuous adherence to standard recruiting practices and employee development RATP Dev’s Recruitment Report, depicted below, highlights the proactive efforts of our recruiters and the touchpoints to support the staffing needs of our locations. RATP Dev’s HR teams will provide invaluable support to deliver the best quality candidates for your transit services and San Luis Obispo residents. The local management team will meet weekly with senior leaders to review recruitment reports and outline factors of success. Meeting recruitment goals will be a priority for our team, directly affecting our ability to meet our own quality service standards. Goals will be achievable and realistic, while also attentive to the need for full staffing as soon as possible. Results will be closely monitored to ensure we achieve and maintain appropriate staffing levels. Hiring Incentives As part of our recruitment program, RATP Dev has implemented a variety of new hire incentive programs designed to incite the interest of potential candidates and promote retention. These programs have proven to be very successful in increasing candidate applications. The following are some examples of our hiring incentive programs. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 83  Employee Referral Program – By engaging current employees in the recruitment process, they can help to bring qualified candidates to the operation - typically motivated candidates who already have strong ties to the local community and knowledge of our company culture. Referral bonuses add an incentive to increase employee recruitment participation. Generally, we have found that employee referrals make for higher quality candidates who tend to retain their positions longer.  Hiring Bonus or Relocation Incentives – When necessary, RATP Dev may offer hiring bonuses to help attract new candidates to the organization. Additionally, in tight labor markets or specialized positions, relocation assistance may be offered to further encourage candidate employment.  Paid CDL Qualification Training – Paid CDL training allows us to access a wider talent pool and gives us more time to develop personal relationships with employees before they begin full service. Employee Screening and Selection RATP Dev carefully screens and selects candidates through a multi-level interview process. As a result of this careful selection process, we experience low turnover and an improved company culture. This process includes:  Confirmation of candidate background to meet employment criteria.  Interview by phone and in-person with completion of application documents.  A background check (driving, criminal, and financial) for local, state, and national scopes.  Drug screening – RATP Dev’s Drug and Alcohol Policy is continuously updated to reflect any revisions issued by the FTA.  The USDOT medical exam for operators.  Employment reference checks. Employment Criteria RATP Dev’s standard employment criteria are listed below, which will be customized to SLO TRANSIT requirements, or whichever is more stringent. Candidates must:  Meet minimum age requirements (21 years of age).  Be a U.S. Citizen or have documented legal work status.  Provide Military discharge papers (if applicable).  Possess a valid driver’s license with appropriate endorsement.  Evidence a safe driving record per client and company standards. ̶ Have no more than two moving violations in the past three years preceding application. ̶ Possess a clean driving record, with no violations or convictions for driving while impaired, driving under the influence of alcohol or drugs, leaving the scene of an accident, reckless driving, felony convictions, or gross misdemeanors.  Attend an in-person job demonstration prior to being interviewed, helping applicants gain a true understanding of the job functions in real life.  Possess a strong command of the English language for both written and oral communication. ̶ Job-related command of the Spanish language is desirable. Candidate Interviews Upon confirmation of initial screening requirements, the HR recruiter will schedule phone interviews with potential candidates and in-person interviews with an operations manager or designee. Using an interview style that incorporates two -way dialogue allows our recruiters an opportunity to assess communication skills and ensures applicants can converse effectively with dispatch, our clients, and the general public. At the time of interview, candidates are asked to complete several application documents, which ensure that all candidates have the ability to read and write. When interviewing candidates, RATP Dev recruiters utilize a Behavioral-Based Interview (BBI). BBI provides an accurate predictor of future performance based on a candidate’s past performance in similar situations. Key interview questions are delivered to every job candidate with the same wording, in the same order, and using the same scoring system to evaluate candidates effectively and fairly. Behavioral interviewing focuses City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 84 on a candidate’s past experiences by asking candidates to provide specific examples of how they have demonstrated certain behaviors, knowledge, skills and abilities. Behavioral interview questions are designed to be pointed, probing and specific so that candidate answers provide verifiable, concrete evidence to situations the candidate has previously experienced. This information often reveals a candidate’s actual level of experience and their potential to handle similar situations in their prospective role. Utilizing the STAR model, candidates are asked to provide responses that detail their experience and provide the recruiter with a holistic view of their capabilities. S T A R Situation Task Action Result Introduce a situation you managed, including the context and background (who, what, when, where, why). Describe the task or problem that you took responsibility for completing, as well the goal or challenge faced. Describe the actions you took to complete the task or reach the goal, highlighting your skills to manage the situation. Explain the results and benefits of your actions, noting measurable outcomes and positive impact For management candidates, recruiters also screen for “culture fit,” matching candidate aptitudes to RATP Dev’s mission and core values. Management interviews also utilize RATP Dev’s proprietary and confidential Leadership Interview Guide to assess a candidate’s capabilities in key leadership such as Developing Talent, Visionary Entrepreneurship and Innovation, and Operational Excellence, among others. Employee Driving/Background Checks RATP Dev will conduct a thorough local, county, state, and federal background check on all applicants before employment offer. The background check will include an out-of-state review. RATP Dev’s background check will also include a Department of Motor Vehicle (DMV) report for accidents, vehicle code violations, and valid operator’s licenses for all employees whose jobs require them to operate vehicles used to provide SLO TRANSIT fixed-route services. For all safety-sensitive positions, we will perform a DMV re -check every six months, and complete background checks on all such employees annually. We will notify the City of the results of such checks, and of any corrective actions taken. We will not hire any applicant possessing a record of any felony criminal convictions or if their background history does not comply with City or RATP Dev requirements. Drug and Alcohol Testing Abuse of drugs and alcohol while operating a motor vehicle is one of the surest ways to compromise the safety of all drivers on the road. While RATP Dev has implemented a strict zero -tolerance policy regarding drug and alcohol abuse, our goal is always to address root causes of the problem, rather than only the symptoms. RATP Dev helps employees struggling with drug or alcohol dependency to find professional support. It is important to us that these employees see our local leadership team as a resource, rather than disciplinarians - employees who trust us feel more comfortable to come forward with any issues they are having, instead of hiding a problem until it leads to an incident on the road. In the unfortunate event that an employee does attempt to hide substance abuses, our teams are trained to identify and handle situations of abuse before it can further compromise the safety of passengers or staff. RATP Dev’s Safety Manager will be responsible for ensuring compliance to FTA, SLO TRANSIT, and RATP Dev drug and alcohol requirements. As per the FTA’s 49 CFR Part 655.32-49, RATP Dev tests all employees for the presence of drugs under circumstances such as:  In The Event of a Job Offer – RATP Dev job offers are contingent upon a negative drug test. Prospective employees will be tested after being presented their offer and before their first day of work can begin. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 85  After an Accident – Employees involved in work-related vehicular accidents may be subject to a drug test, in accordance with FTA guidelines.  Random Testing – Per FTA guidelines, safety-sensitive employees are subject to random drug and alcohol testing; 25% will be tested for illegal substances and 10% for alcohol.  Reasonable Suspicion – A supervisor trained in identifying drug and alcohol misuse may submit an employee for testing under reasonable suspicion if he or she can document specific, marked observations concerning the appearance, behavior, speech, or body odor of an employee. Any employee found drug or alcohol positive will be referred to a substance abuse professional and, per our zero -tolerance policy, may be subject to termination. Equal Employment Opportunity RATP Dev is an Equal Employment Opportunity (EEO) employer and does not discriminate based on race, color, religion, sex, national origin, sexual orientation, disabilities, marital status, age, or any other characteristic protected by law. The company reasonably accommodates individuals, based on disabilities and religious beliefs. The EEO program is strictly enforced. Non-discrimination in employment, including recruitment, hiring, promotion, examination, training, performance evaluations, transfers, compensation and benefits, discipline, layoffs, recalls, and termination is required. Personnel actions are administered in accordance with EEO laws. Impactful Onboarding and Orientation Hiring top talent is only the first step in becoming part of a great team. Welcoming our new employees over their first weeks and months is critical to impacting our culture and promoting long-term retention. We recognize that an impactful onboarding program is as important for the company as it is for the employee. RATP Dev’s onboarding process is designed to socialize new employees into our company culture, core values, and best practices. Onboarding sets the tone for our work culture, relationships, expectations, performance, and employee engagement, while also validating the employee’s decision to join the RATP Dev team. This orientation ensures that new employees not only understand their roles and responsibilities, but also draws them into the location’s organization, and introduces the teamwork necessary to the success of the company. Within the first 90 days, RATP Dev’s impactful onboarding ensures that employees feel: Training and Mentorship An employee’s first months are both exciting and demanding, which is why our onboarding program is specifically designed to help RATP Dev team members navigate through the new employee’s first 90 days and to provide our locations with the tools to make the onboarding experience as easy and friendly as possible. RATP Dev key personnel will provide onboarding assistance to new employees, ensuring they feel welcome and understand their roles as RATP Dev employees. Onboarding includes training, coaching, mentorship, regular communication, and check-ins over the first 30, 60, and 90 days. Please see additional information included as part of RATP Dev’s training program in section G. 5 – Safety and Training. Prepared and Enabled Supported to Perform Welcomed and Valued Connected to the Team Responsible and Accountable City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 86 Retention Strategies and Long-Term Employee Growth RATP Dev employs a variety of employee incentive programs designed to reward and recognize employees for exceptional performance, reaching safety and attendance goals, achieving milestones, or by simply doing a great job. These retention programs have proven to be very successful in increasing motivation, morale, and the overall performance of the transit system. Following are some examples of our recognition and incentive bonus programs.  Living Wage Commitment – RATP Dev provides a comprehensive benefits package that both compensates employees for increases in the cost of living and incentivizes and rewards their hard work and dedication to their role. All employees are offered a fair and equitable benefits package that includes essential medical, dental and vision benefits.  Outstanding General Manager of the Year Awards – Each year, at RATP Dev’s Annual General Managers Summit, we recognize the exceptional performance of our transit system leaders with a special awards ceremony and banquet. Recipients of these awards feel valued and motivated, which leads to further excellence in performance and commitment to the company.  Annual Employee Recognition Awards – Our general managers run annual employee recognition awards programs to recognize exceptional performance within the hourly ranks and increase employee retention at their transit systems. Awards include categories such as: Perfect Attendance, Perfect Attendance at Safety Meetings, Safe operator, Best Safety Score, Most Improved Safety Score, Most Hours Logged-In to Motive, Outstanding Operations Team Member, and Outstanding Maintenance Team Member.  Attendance Incentive Bonus – By offering an attendance incentive bonus at locations experiencing difficulties, RATP Dev has successfully lowered absenteeism and improved service delivery. For example, certain locations offer a quarterly good attendance bonus that provides employees the opportunity to earn as much as $300 per year.  Safety Incentive Bonus – To minimize industrial and personal accidents and encourage employees to exercise due care, RATP Dev locations offer safety incentive bonus programs. For example, our transit system in Lake County, FL, recently implemented the following incentive awards program: Bus Operators with no Preventable Accidents  Each Fiscal Quarter: $50.00  Each Fiscal Year: $300.00 Maintenance Employees with no Preventable Accidents  Each Fiscal Quarter: $50.00  Each Fiscal Year: $250.00 RATP Dev Learning and Development From frontline employees to senior leaders, we believe there is always room to learn and grow. Led by our corporate Director of Learning and Development Lola Beaver, RATP Dev offers online learning opportunities to help sharpen skills in addition to hands-on experience, expanding upon an individual’s aptitude in their current role, while paving the way for career enhancement in the transit industry. Grow At RATP Dev, Grow is our development program focusing on helping individuals at every level of their career to identify and hone their strengths and opportunities to do their best work every day. This includes on-the -job learning experiences as well as mentorship and customized development paths. Our employees have a variety of opportunities to continue to grow within RATP Dev, leading to retention of top talent while achieving upward mobility throughout their career. Grow plans are customized and curated to a person's developmental needs and tailored to specific leadership competencies that puts them on a path to success. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 87 Learn&Dev Program Continuous Learning Development allows our leaders to set learning goals and benchmarks for monthly, quarterly, and annual evaluations, utilizing RATP Dev’s computerized training programs, such as TAPTCO, Talent Soft, Kronos, and our customized Learn&Dev digital learning platform accessible by web and mobile app. Learn&Dev provides a single point of access to all digital learning resources across all employee levels, from managers to new employee onboarding. Learn&Dev coursework heightens the skills of RATP Dev employees, whether they are engaging in personal development, management, and leadership, accessing innovation fundamentals, or learning new material for career advancement. RATP Dev continues to foster the development of our employees and will continue to expand Learn&Dev through Fred Pryor Learning, providing access to more than 5,000 courses in leadership, compliance, safety, and personal development. Manager Advancement Programs RATP Dev’s internal Learning & Development programs, such as ‘Grow’ and ‘Learn&Dev’ enhance employee skills, identifies training opportunities, and ultimately supports employee retention through internal mobility and lasting career development with RATP Dev. For RATP Dev’s promising management candidates, RATP Dev’s employee advancement also includes the Leadership Development & Mentoring Program, a nine month program to improve supervisor efficacy by boosting their emotional intelligence, mastering the necessary skills and attitudes for leadership, and becoming strong people managers. This selective program pairs a Mentee with a Program Mentor, who serves to model of exceptional leadership and management practices and motivate their mentee to enhance their skills to take on the challenges of a higher management role. Mentees, with the support of their Program Mentor, engage in hands-on training and virtual workshops in the areas of operations, safety and training, maintenance, HR/Admin/Finance, client and union relations, emotional management, coaching and team building, among other topics, culminating in a final assignment to evidence their newly developed leadership capabilities. This mentorship program is a vital part of RATP Dev’s commitment to nurturing leadership and fostering professional growth within our organization. In April 2025, RATP Dev introduced a Sponsorship Program, designed to foster advanced leadership development and career growth for high potential general managers through mentorship and sponsorship by corporate senior leaders. As the pilot year for this program, RATP Dev selected one of our company’s talented general managers who is directly sponsored by RATP Dev’s Senior Vice President of Operations, Steve Sherrer. The candidate is currently engaged in the 9-12 month program to enhance business acumen, facilitate the transfer of knowledge, and support their development opportunities and career goals toward senior leadership and executive -level management capabilities. As 2026 progresses, RATP Dev’s Sponsorship Program will highlight our exemplary leaders and will play a pivotal role in shaping the foundation of this program for future candidates. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 88 Investing in Teams: A Call-Out from Columbia, SC We are proud to work with Lenny Cooksey, General Manager of The COMET in Columbia, South Carolina. As a result of his team’s work, local financial institution Security Federal Bank partnered with RATP Dev to begin offering our staff financial education. The goal in each class or 1-on-1 planning session is ultimately to help our staff to feel more financially secure as a result of making careful decisions. In Mr. Cooksey’s words, “For many bus drivers, it is difficult to plan long-term and see the steps they need to take to become homeowners or save for retirement. By offering financial education, we can give them hope and help them to make progress in their own lives.” By caring for our employees in this way, we foster employees with ownership over their work and our shared passengers. As a result of this initiative, as well as the overall care Mr. Cooksey takes of his team, our Columbia operation has achieved a 24.3% reduction in turnover rate. By taking care of our employees and serving the needs of our local teams directly, we make sustainable improvements to retention and show our employees that we really care about them. Our operations in Columbia, SC are a perfect example of what makes RATP Dev stand out—our special attention to the people running our operations every day, serving our passengers and communities. People used to view transit as not just a job, but a career. If we work with our people to see those things—an option for homeownership, retirement planning, whatever it is—you can help them to see that you can make a life here with us. ~ Lenny Cooksey, General Manager, The COMET, Columbia, SC 30. Employing Union Workers Describe whether your firm intends to employ unionized workers to fulfill some or all staffing requirements of this contract and, if so, describe the provisions within any relevant union/collective bargaining agreement that are intended to ensure quality service and employee retention. A stable, experienced workforce will provide a consistently high level of safety, quality, and customer service. Retaining incumbent staff also makes client transitions easier and ensures exceptional customer satisfaction from all areas of our day-to -day operations. RATP Dev intends to employ unionized workers to fulfill some or all staffing requirements of this contract. Section 13(c) Arrangements RATP Dev maintains full compliance with Section 13(c) of the Federal Transit Act, as administered by the U.S. Department of Labor (DOL) and U.S. Department of Transportation (DOT). RATP Dev ensures that labor provisions are in place in all our operations to provide ‘fair and equitable’ protective arrangements. RATP Dev will use the current Collective Bargaining Agreement as the foundation for any new negotiations. In coordination with the Teamsters Local 986, we will certify that fair arrangements have been made to protect employees from losing any benefits or rights and to ensure that employees will not suffer from a worsening of their employment positions. 31. Understanding and Compliance with California Labor Code Sections 1070-1074 Describe your firm’s understanding of and compliance with the provisions of California Labor Code Sections 1070-1074. Per Labor Code Section 1072(b), a 10 percent preference to any bidder who agrees to retain the employees of the prior contractor or subcontractor pursuant to Labor Code Section 1072(a). Pursuant to the California Labor Code Sections 1070-1074, RATP Dev declares the intent to hire all existing employees of the incumbent contractor for at least a minimum of 90 days. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 89 G. 7 – Reporting 32. Reporting Mechanisms Provide examples and/or form templates that meet or exceed the daily, weekly, and monthly reporting requirements identified in the Scope of Services. If your firm proposes the use of specific software programs, then description of those programs need to be included. Reporting and Computerized Information Systems Reporting Progress of Work RATP Dev’s Management Information System (MIS) will drive strategic decision-making and transparent communication with the City. We will maintain complete schedule management and operating records for the duration of this contract, providing all scheduled and requested reports. RATP Dev’s client reporting is customizable and ensures that the City will meet Federal Transit Administration (FTA) and National Transit Database (NTD) reporting requirements. Our robust set of daily, weekly, and monthly reports will be customized to the City’s requirements including but not limited to: Report Description Data Reported Daily Operations Report Provides a snapshot of the previous day’s exceptions  Safety  On-time performance  Customer Service  Maintenance  Manpower utilization Daily Summary Report Provides further details on the exceptions to a normal day  Late or missed trips  Supplemental service  Route Deviations  Change outs/Bus swaps  Roadcalls  Service disruptions  Accidents  Security incidents Weekly Report Card Summarizes weekly KPIs  Daily Dispatch Logs  Passenger Summary  Schedule Adherence  NTD Surveys  Farebox Revenue  Incident reports  Major events  Wheelchair/Bicycle Use  Customer comments / complaints  Daily call log  CAD/AVL tracking / issue log  Vehicle out of service  Bank deposit slips Monthly Report Summarizes Monthly KPIs Operations Information  Hours/Mileage report  Service hours  Preventable / Non- Preventable collisions  Schedule adherence  On-time performance  Invoices for pass-thru services  General Manager report Maintenance Information  Vehicle mileage  Fuel/Parts consumption  Preventive maintenance  Invoices for pass-thru services  Repairs completed under warranty  Mechanical defects  Body damage by vehicle For information on how these reports inform short to long term goals and decision-making for our operations, see this proposal’s Quality Assurance section, subsection Enabling Tiers. National Transit Database Reporting The timely and accurate collection of baseline information, the recording/preservation of that information, and an active reporting function is essential. A sound management information system plays a significant role in the effective monitoring of all operations. Collecting and entering data daily, keeping the year-to-date database current, and the daily/weekly reports reflective of the real-time status of the agency is a RATP Dev core practice. RATP Dev will continue to work closely with the City to ensure the accurate collection, compilation, and preparation of all required data to successfully complete all National Transit Database (NTD) required City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 90 modules, including the Basic Information, Financial, Service, and Safety/Security. As part of the annual NTD reporting requirement, RATP Dev compiles on-board data sampling to statistically compute valid passenger mile data per NTD procedures. We also strictly adhere to, and comply with, all City record and retention schedules. RATP Dev provides all required reports, documents, and information to the City of San Luis Obispo upon request, in a format determined to meet FTA and NTD reporting requirements. RATP Dev executives and managers are fully knowledgeable of all applicable Federal regulations and guidelines used by the FTA, as some of these rules have been developed by industry teams on which RATP Dev has had representatives. All our systems are compliant with FTA regulations and guidelines. Some examples of our knowledge and use of FTA rules and guidelines are as follows:  Former RATP Dev executives were on industry panels which updated policies and procedures for NTD reporting.  Successful completion of Triennial Reviews with very few findings and no significant findings. This includes multiple systems receiving perfect scores.  RATP Dev has been hired on a consulting basis to solve FTA compliance issues, and to manage NTD data collection and reporting efforts. The insights and practical knowledge that our executives and managers have contributes to data gathering, sampling, and reporting practices significantly. RATP Dev will continue to provide direct support to the City with passenger mile sampling as required by the NTD every three years. RATP Dev has partnered with every one of our operations within the US in different formats regarding NTD Data Analysis and Reporting. Our best practices for a Monthly Reporting Schedule include:  First day of the month – Collection of passenger mileage data begins via surveys completed by operations supervisors.  Fifth day of the month – Completed survey sheets and transit data for the prior month will be sent to the general manager, who will review the data for possible errors.  Tenth day of the month – Local key personnel will compile data into reports to return to RATP Dev. Reports are sent to RATP Dev Headquarters to clear up any errors that may be found. Once data is error free, data is entered into the NTD database.  Fifteenth day of the month – Results from random selections are sent to RATP Dev to prepare for the next month. RATP Dev provides monthly progress reports on key performance indicator (KPI) performance, in addition to a monthly summary report of incentives earned and liquidated damages. Requirements of the NTD Our executives and managers are fully knowledgeable of all applicable federal regulations and guidelines used by the NTD. RATP Dev will work closely with the City to ensure the collection and preparation of all required data for the successful completion of all federally required modules. We will employ the following measures to ensure accuracy:  Random Samples are selected using the random table of numbers provided in the FTA’s NTD Sampling Manual. Samples are compiled monthly so that changes in route schedules do not create inaccuracies.  For transit services, survey sheets that identify the service units will be provided prior to data collection. RATP Dev will ensure survey sheets are accurate and updated.  RATP Dev will adhere to the processes stated in the NTD Sampling Manual  Data is checked for accuracy when provided on the 5th of the month and again when returned to RATP Dev on the 10th of the month.  Changes to routes and schedules will be reported at least three weeks prior to change to ensure accurate random selection. Authorized representatives of the City will be allowed to examine all personnel and non-personnel data and records related to the project upon request or according to the scheduled reporting periods. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 91 Going for Excellence Going for Excellence is RATP Dev’s commitment to report accurate, timely data that will be used to fuel continuous improvement. This program introduces reporting tools, a standard methodology for setting goals, consistent communication, and audit processes that consistently enhance operational performance. We believe that improving our performance in critical areas of transit service such as safety, on- time performance, and maintenance efficiency increases ridership and improves community relations. Ultimately, this leads to positive relationships with clients. Going for Excellence sustains our continuous improvement by establishing target metrics, providing supporting systems to achieve those targets, and measuring and rewarding performance. Examples of metrics reported and improved by this practice include:  On-time Performance  On-time Pullouts  Productivity  Staff Headcount  Recruitment / Turnover  Hours Operated  Ridership  Roadcalls  Complaints (Type)  PM Inspections (Total / On-time)  Miles Operated (Revenue / Deadhead)  Accidents/Incidents (Type / Severity)  Injuries (Passenger, Employee, Lost Time) As a part of Going for Excellence, our MIS completes a multi-scale analysis on over 120 KPIs, which are then aggregated into reports via our BI Dashboard system. For more information on RATP Dev’s Going for Excellence program, please see the Quality Assurance section of this proposal. Reporting Tools RATP Dev prioritizes accurate reporting and clear communication with the City, so that we can work together as responsible partners to serve the San Luis Obispo area. Below are software systems that we use to ensure accurate operational reporting for SLO TRANSIT. For more information on maintenance-specific reporting procedures and tools, please see the Maintenance Program. Please also see RATP Dev’s reporting capabilities as part of our BI Dashboard system. Origami RATP Dev is introducing an enhanced software program for safety reporting, Origami. Origami utilizes AI to streamline workflows, ensure compliance, and asses your risk management, safety, policy, or claims operations. The platform provides access to a comprehensive real-time logbook and investigation management modules to all relevant staff both in-office and in the field (via mobile or tablet), allowing access to information such as a route’s on-time performance and incident history. Additionally, it features:  AI-driven advanced automation  Secure, scalable architecture for risk and insurance  Seamless, API-ready integrations Our managers and safety teams ensure that the collection and preparation of all required data is accurate and gathered in a timely fashion. The incident data is constantly maintained and updated for any reported event, such as a request of investigation, or incident alert. RATP Dev can assess related incident information based on an incident’s category, line and direction, location, chronology, passenger information, impact on service, and more. 33. National Transit Database Reporting The Contractor is responsible for helping the CITY with the tracking, collecting, processing, and analysis of a wide variety of report data, including National Transit Database (NTD) reporting. Describe the methodology that your firm will use to ensure quality control of the necessary data processing and validation, including who will perform these duties and their competency in accomplishing this task in accordance with Federal Transit Administration (FTA) requirements. The timely and accurate collection of baseline information, the recording/preservation of that information, and an active reporting function is essential. A sound management information system plays a significant role in the effective monitoring of all operations. Collecting and entering data daily, keeping the year-to - date database current, and the daily/weekly reports reflective of the real-time status of the agency is a RATP Dev core practice. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 92 RATP Dev, led by our general manager and operations manager will work closely with the City to ensure the accurate collection, compilation, and preparation of all required data to successfully complete all National Transit Database (NTD) required modules, including the Basic Information, Financial, Service, and Safety/Security. Further information on their qualifications can be found in G. 6 – Personnel, 25. Resumes. As part of the annual NTD reporting requirement, RATP Dev compiles on-board data sampling to statistically compute valid passenger mile data per NTD procedures. We also strictly adhere to, and comply with, all City record and retention schedules. RATP Dev provides all required reports, documents, and information to the City of San Luis Obispo upon request, in a format determined to meet FTA and NTD reporting requirements. RATP Dev executives and managers are fully knowledgeable of all applicable Federal regulations and guidelines used by the FTA, as some of these rules have been developed by industry teams on which RATP Dev has had representatives. All our systems are compliant with FTA regulations and guidelines. Some examples of our knowledge and use of FTA rules and guidelines are as follows:  Former RATP Dev executives were on industry panels which updated policies and procedures for NTD reporting.  Successful completion of Triennial Reviews with very few findings and no significant findings. This includes multiple systems receiving perfect scores.  RATP Dev has been hired on a consulting basis to solve FTA compliance issues, and to manage NTD data collection and reporting efforts. The insights and practical knowledge that our executives and managers have contributes to data gathering, sampling, and reporting practices significantly. RATP Dev will continue to provide direct support to the City with passenger mile sampling as required by the NTD every three years. RATP Dev has partnered with every one of our operations within the US in different formats regarding NTD Data Analysis and Reporting. Our best practices for a Monthly Reporting Schedule include:  First day of the month. Collection of passenger mileage data begins via surveys completed by operations supervisors.  Fifth day of the month. Completed survey sheets and transit data for the prior month will be sent to the general manager, who will review the data for possible errors.  Tenth day of the month. Local key personnel will compile data into reports to return to RATP Dev. Reports are sent to RATP Dev Headquarters to clear up any errors that may be found. Once data is error free, data is entered into the NTD database.  Fifteenth day of the month. Results from random selections are sent to RATP Dev to prepare for the next month. RATP Dev provides monthly progress reports on key performance indicator (KPI) performance, in addition to a monthly summary report of incentives earned and liquidated damages. Requirements of the NTD Our executives and managers are fully knowledgeable of all applicable federal regulations and guidelines used by the NTD. RATP Dev will work closely with the City to ensure the collection and preparation of all required data for the successful completion of all federally required modules. We will employ the following measures to ensure accuracy:  Random Samples are selected using the random table of numbers provided in the FTA’s NTD Sampling Manual. Samples are compiled monthly so that changes in route schedules do not create inaccuracies.  For transit services, survey sheets that identify the service units will be provided prior to data collection. RATP Dev will ensure survey sheets are accurate and updated.  RATP Dev will adhere to the processes stated in the NTD Sampling Manual  Data is checked for accuracy when provided on the 5th of the month and again when returned to RATP Dev on the 10th of the month. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 93  Changes to routes and schedules will be reported at least three weeks prior to change to ensure accurate random selection. Authorized representatives of the City will be allowed to examine all personnel and non-personnel data and records related to the project upon request or according to the scheduled reporting periods. 34. Accident Prevention, Response, and Investigation Describe your firm’s approach to reporting, documenting, and resolving accidents/incidents involving City-owned vehicles including examples of written reports, forms, and any other supporting documentation. Accident Prevention Program As part of our efforts to create a complete safety culture, RATP Dev will implement our accident prevention program. We establish proven practices, guidelines, and plans that lead to the reduction of accidents or incidents and promote operational safety for employees, passengers, and the community. The elements of our accident prevention program are: Item Description Safe Working Environment  Maintaining a high level of cleanliness and physical order, emphasized through daily operational practices, safety briefings, and training.  Written safety rules, and constant reminders of employee safety through posters and frequent bulletins.  Empowering employees to identify safety concerns, support corrective measures, and monitor effectiveness to maintain safety. Employee Involvement  Employees are included in Safety Committees with their peers, to review and classify accidents, and to recommend improvements and safety programs.  Promotion of open discussions with employees and management on different safety topics or safety conditions around the facilities. We encourage employees to approach their supervisors with issues which concern them.  Intake of employee suggestions to improve workplace safety are encouraged. Positive Reinforcement  Acknowledge and reinforce accident-free performance with individual awards, recognitions and safety incentives, per labor agreement policies. Safety Technology  Effective use of safety technologies including RATP Dev's Origami for incident, accident, and near miss reporting; Business Intelligence (BI) Dashboards, and the Motive on-board audio and video recording system Coaching, Refresher Training, and Retraining  Provide special counseling and re-training as needed, based on accident data analysis, passenger comments, and observations by supervisors and management.  RATP Dev focuses on coaching and skill development to mitigate service concerns and promote employee retention. Reporting “Near-Misses”  We do not report near-misses for punitive reasons - we see them as teachable moments. Near-miss incidents can be used as something for all to learn from, not just for those involved with the incident. Lessons for both new hire training and refresher training can be developed based on the studying of a near miss. Job Applicant Screening  Initial screening ensures all new hires have a proven record of safety regarding driving, and job-associated physical and mental abilities.  Pre-employment physicals ensure each employee is physically fit and free of chemical dependency (applicants must pass the DOT physical including drug screening.) Substance Abuse Program  Implementation and enforcement of Drug Free Workplace policies, education, and procedures. Documentation and Review of all Accidents  Accurate collection of data, analyzed to identify problem areas/trends.  Corrective measures emphasized through safety meetings and coupled with avoidance of hazardous conditions, are implemented through adjustments to the training program, and retraining of employees. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 94 Accident Response and Investigation RATP Dev’s employee training programs cover the appropriate steps to be taken in the event of an accident or incident. This includes policies and procedures for response, documentation and investigation, reporting, and review to mitigate further incidents. Employees involved in an accident while on company business must report the incident immediately, whether it occurs in a client or company vehicle, a private vehicle, or whether it is on or off property. Vehicle Accident/Incident Response Procedures In the event of a vehicle incident, operators are trained to adhere to the following response procedure:  Report to the Incident to Dispatch – The operator shall immediately report the incident and information about any possible injuries to dispatch. Dispatch will contact a road supervisor in the field and the police department.  Stop and Remain at the Scene – Unless there is a clear safety hazard for passengers or other motorists, the operator should not move the vehicle from the point of collision until instructed to do so by a police officer or company official.  Protection from Further Injury – Take measures to protect passengers and vehicle from further injury.  Aid the Injured – In the event anyone is injured, the operator should assist to the best of their ability. However, the operator should not render first aid unless they have been properly trained and should not move an injured person except to avoid danger or further injury. The operator should not ignore any claim of injury even if they do not agree with the claim. The operator should report any statements by anyone who claims to be injured.  Wait for Help and Report to the Supervisor at the Scene – The operator will follow the instructions of the road supervisor or police at the scene. The operator shall only answer questions from the police, company officials, or a properly identified investigator from the insurance company.  Give Information Only to the Appropriate Authorities – The operator shall not discuss the accident or argue with other parties at the scene. The operator will only give information to the police, a road supervisor, or manager. A police report serves as official documentation of the accident and can protect an operator from false accusations.  Observe the Scene and Secure Witnesses – The operator will be responsible for distributing Courtesy (Witness) Cards to passengers and persons on the street.  Complete All Accident Reporting Forms – The employee will be responsible for accurately completing all accident reporting forms as soon as possible following the accident. Accident information notification will be sent to General Manager Nick Rodriguez, Safety Manager Norma Liera, appropriate agency personnel, and the insurance company claims department based on the distribution profile developed and maintained in RATP Dev’s SafeTracker technology. This information is sent directly upon completion of the accident report form at the time of the submission. The City will be notified by telephone within no more than 15 minutes of any accident or incident that involves:  Collision between a vehicle and another vehicle, person, or object.  Passenger accidents, including falls, regarding individuals who are entering, occupying or exiting the vehicle, securement issues, and equipment failures.  Disturbances, fainting, sickness, deaths, or assaults.  Accidents witnessed by the operator.  Observed damage, theft, or vandalism to SLO TRANSIT amenities, vehicles or facilities.  Passenger complaints of injury or damage to property or other circumstances that are likely to result in the filing of claims against SLO TRANSIT or RATP Dev. Any passenger, operator, or service complaint arising from an accident or incident. Failure to report  or any attempt to conceal or misrepresent the facts of an accident shall be cause for immediate dismissal. City of San Luis Obispo, CA Transit-01 | Transit Operation and Maintenance Services 95 Reporting and Investigation Once an operator notifies dispatch of an accident, the information is recorded in the dispatch log, and the nearest road supervisor is dispatched to the accident. The road supervisor will take charge of the accident scene and communicate with the operator, passengers, emergency personnel, and witnesses. An available extraboard operator will take a replacement bus to the scene of the accident when required. The extraboard operator will resume service on the route transporting those passengers who have finished giving their statement or have no statement to offer. The supervisor in charge of the accident scene will transport any remaining passengers. Finally, the maintenance department will respond to the scene of the accident if the bus cannot be driven back to the garage, or when it is otherwise deemed unsafe to operate. The responding road supervisor is responsible for collecting all reports (Accident Report/Incident Form, courtesy cards, drive2zero™ report, etc.) from the operator and local police for creating the accident file. Accident information is included in the Monthly Accident/Incident Report. Review and Determination RATP Dev takes every accident/incident, no matter how small, very seriously. All vehicle accidents (whether or not resulting in injuries) will be reviewed to determine accident preventability, independent of police determination or the issuance of a citation. The National Safety Council’s Accident Review Committee model is used to review accident facts and determine whether an accident was preventable or non-preventable. The Safety Committee will be briefed on the details of the accident. As their function is to assess and mitigate known risks, it is important for the Safety Committee to be able to reduce or eliminate the likelihood of an event occurring by using the results from a fully developed and root-cause identified investigation. As most accidents do not happen singularly, engaging trained personnel to mitigate all contributing factors in an accident is of utmost importance. Policies and procedures are in place, so each employee understands what steps to take after any accident/incident. We have trained and internally certified accident/incident investigators and first- responders capable of conducting a human-centered, behavioral-based investigation through root cause derivation. The additional training provided with this certification allows us to deliver better quality accident reports and provide a true sense of what went wrong in the incident chain, going far beyond a simple binary assessment of whether an accident is preventable or non-preventable. These detailed process steps are defined in our company ASP manual.  Holder Identifier : 7777777707070700077761616045571110767716017305557207542137772516310073741576146331120736155542067441307433510272660012071623335721323740705332642316733207755414717374570076727242035772000777777707000707007 7777777707070700073525677115456000763154113163513107624551570631030072311041603720220712333634207310007022337252062110070323262431730000702333634206310007123336253063111077756163351765540777777707000707007Certificate No : 570117987049 CERTIFICATE OF LIABILITY INSURANCE DATE(MM/DD/YYYY) 02/12/2026 IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. PRODUCER Aon Risk Services Southwest, Inc. Dallas TX Office 5005 Lyndon B Johnson Freeway Suite 1500 Dallas TX 75244 USA PHONE(A/C. No. Ext): E-MAILADDRESS: INSURER(S) AFFORDING COVERAGE NAIC # (866) 283-7122 INSURED 19445National Union Fire Ins Co of PittsburghINSURER A: 19399AIU Insurance CompanyINSURER B: AA1120187American International Group UK LtdINSURER C: INSURER D: INSURER E: INSURER F: FAX(A/C. No.):(800) 363-0105 CONTACTNAME: RATP Dev USA 300 Throckmorton Street Suite 670 Fort Worth TX 76102 USA COVERAGES CERTIFICATE NUMBER:570117987049 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.Limits shown are as requested POLICY EXP (MM/DD/YYYY)POLICY EFF (MM/DD/YYYY)SUBRWVDINSR LTR ADDL INSD POLICY NUMBER TYPE OF INSURANCE LIMITS COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR POLICY LOC EACH OCCURRENCE DAMAGE TO RENTED PREMISES (Ea occurrence) MED EXP (Any one person) PERSONAL & ADV INJURY GENERAL AGGREGATE PRODUCTS - COMP/OP AGG X X X GEN'L AGGREGATE LIMIT APPLIES PER: $1,000,000 $1,000,000 $5,000 $1,000,000 $2,000,000 $2,000,000 000,000 084178710 Limit (1)84178709 03/31/2025 03/31/2026 $2,000,000SIR/Deductible (1) MAX Per Vehilcle $500,000 Business Auto Physical Damage Coverage A $1,000,000 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) City and its officers, officials, employees, agents, and volunteers are included as Additional Insured in accordance with the policy provisions of the General Liability, Automobile Liability and Umbrella Liability policies. A Waiver of Subrogation is granted in favor of Certificate Holder in accordance with the policy provisions of the Workers' Compensation policy. CANCELLATIONCERTIFICATE HOLDER AUTHORIZED REPRESENTATIVECity of San Luis Obispo 990 Palm Street San Luis Obispo CA 93401 USA ACORD 25 (2016/03) ©1988-2015 ACORD CORPORATION. All rights reserved The ACORD name and logo are registered marks of ACORD SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. REFERENCES Number of years engaged in providing the services included within the scope of the specifications under the present business name: . Describe fully three current contracts in performance by your firm that demonstrate your ability to provide the services included with the scope of the specifications. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications. Reference No. 1: Agency Name Contact Name Telephone & Email Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Reference No. 2: Agency Name Contact Name Telephone & Email Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Page 20 of 155 SunTran - City of Ocala, FL Tom Duncan, Transit Administrator 201 SE 3rd Avenue Ocala, Florida 34471 Fixed Route; Client since 1998 - currently in a six year contract; City of Lompoc Transit (COLT), Lompoc, CA Richard Fernbaugh, Aviation/Transportation Administrator (805) 736-1261; r_fernbaugh@ci.lompoc.ca.us (352) 209-1771; tduncan@ocalafl.gov 100 Civic Center Drive Fixed Route and ADA Paratransit; Client since 2016- currently in a ten year contract Lompoc, CA 93436 RATP Dev USA, Inc. since 2017 McDonald Transit since 1972 Contract amount: $1.2 million Contract amount: $6 million Reference No. 3: Agency Name Contact Name Telephone & Email Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Page 21 of 155 Santa Maria Region Transit (SMRT), City of Santa Maria, CA Gamaliel Anguiano, Transit Manager (805) 925-0951 Ext. 2225; GAnguiano@CityofSantaMaria.org 110 S. Pine Street, Suite 101 Santa Maria, CA 93458 Fixed Route and ADA Paratransit; Client since 2018- currently in an eight year contract with two 1 year options Contract amount: $13 million STATEMENT OF PAST CONTRACT DISQUALIFICATIONS The proposer shall state whether it or any of its officers or employees who have a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local government project because of the viola tion of law, a safety regulation, or for any other reason, including but not limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the circumstances. ◼ Do you have any disqualification as described in the above paragraph to declare? Yes ☐ No ☐ ◼ If yes, explain the circumstances. Executed on at _______________________________________ under penalty of perjury of the laws of the State of California, that the foregoing is true and correct. ______________________________________ Signature of Authorized Proposer Representative Page 22 of 155 02/20/26 Cincinnati, Ohio Mark Millan, Vice President of Commercial Development APPENDIX K - Federal Proposal and Contract Certification Forms The proposing firms is required to complete and submit the following forms. Form 1. Debarment and Suspension Certification The Federal Transit Administration (FTA) requires third-party contractors to submit this certificate to the grantee (the CITY). In addition, any subcontractor doing work valued at $25,000 or more is required to submit this certificate to the grantee. Form 2. Certification Regarding Lobbying Activities FTA requires that each third-party contractor submit this certification to the grantee (the CITY). Any subcontractor doing work valued at more than $100,000 is also required to submit a certification to the grantee. Form 3. Disclosure of Lobbying Activities FTA requires any third-party contractor or subcontractor whose participation exceeds $100,000 and who is involved in lobbying activities must submit this statement to the grantee. Form 4. Drug-Free Workplace Act Certification Form 5. Non-Collusion Affidavit Form 6. Tax Liability Certification Form 7. Workers’ Compensation Certification Page 132 of 155 FORM 1 DEBARMENT AND SUSPENSION CERTIFICATION FORM This certification is required by the regulations implementing Executive Order 12549, Debarment and Suspension, 29 CFR Part 98, Section 98.510, Participants’ responsibilities. The regulations were published as Part VII of the May 26, 1988 Federal Register (pages 19160-19211). (BEFORE COMPLETING THIS CERTIFICATION, READ THE FOLLOWING INSTRUCTIONS WHICH ARE AN INTEGRAL PART OF THE CERTIFICATION) 1.The prospective recipient of Federal assistance funds certifies, by submission of this proposal, that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. 2.Where the prospective recipient of Federal assistance funds is unable to certify to any of the statements in this certification, such prospective participant shall attach an explanation to this proposal. The Proposer shall require that the language of this certification be included in the contract documents for all subcontractors and material suppliers at all tiers, and that all subcontractors and material suppliers shall certify and disclose accordingly. The Proposer certifies or affirms the truthfulness and accuracy of the contents of the statements submitted on or with this certification. In addition, the Proposer understands and agrees that the provisions of 31 U.S.C. §§ 3801 et al. are applicable to th is certification. Name and Title of Authorized Representative Signature Date Page 133 of 155 02/20/26 Mark Millan, Vice President of Commercial Development INSTRUCTIONS FOR FORM 1 1.By signing and submitting this proposal, the prospective recipient of Federal assistance funds is providing the certification as set out below. 2.The certification in this class is a material representation of fact upon which reliance was placed when this transaction was entered into. If it is later determined that the prospective recipient of Federal assistance funds knowingly rendered an erroneous certification, in addition to other remedies available to the Federal Government, the Department of Labor (DOL) may pursue available remedies, including suspension and/or debarment. 3.The prospective recipient of Federal assistance funds shall provide immediate written notice to the person to whom the proposal is submitted if at any time the prospective recipient of Federal assistance funds learns that its certification was erroneous when submitted or has become erroneous by reason of changed circumstances. 4.The terms “covered transaction”, “debarred”, “suspended”, “ineligible”, “lower tier covered transaction”, “participant”, “person”, “primary covered transaction”, “principal”, “proposal” and “voluntarily excluded”, as used in this clause, have the meanings set out in Definitions and Coverage sections of rules implementing Executive Order 12549. You may contact the person to which this proposal is submitted for assistance in obtaining a copy of those regulations. 5.The prospective recipient of Federal assistance funds agrees by submitting this proposal that, should the proposed covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the DOL. 6.The prospective recipient of Federal assistance funds further agrees by submitting this proposal that it will include the clause titled “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion – Lower Tier Covered Transactions,” without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions. 7.A participant in a covered transaction may rely upon a certification of prospective participant in a lower tier covered transaction that is not debarred, suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knows that the certification is erroneous. A participant may decide the method and frequency by which it determines the eligibility of its principals. Each participant may but is not required to check the List of Parties Excluded from Procurement of Non-procurement Programs. 8.Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to render in good faith the certification required by this clause. The knowledge and information of a participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings. 9.Except for transactions authorized under paragraph 5 of these instructions, if a participant in a covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to the other remedies available to the Federal Government, the DOL may pursue available remedies, including suspension and/or debarment. Page 134 of 155 FORM 2 CERTIFICATION REGARDING LOBBYING ACTIVITIES FORM The undersigned CONTRACTOR certifies, to the best of his or her knowledge and belief, that: 1.No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2.If any funds other than Federal appropriated funds have been paid or will be paid to any person for making lobbying contacts to an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form--LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions [as amended by "Government wide Guidance for New Restrictions on Lobbying," 61 Fed. Reg. 1413 (1/19/96). Note: Language in paragraph (2) herein has been modified in accordance with Section 10 of the Lobbying Disclosure Act of 1995 (P.L. 104-65, to be codified at 2 U.S.C. 1601, et seq .)] 3.The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants, and contracts under grants, loans, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. A 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. [Note: Pursuant to 31 U.S.C. A 1352(c)(1)-(2)(A), any person who makes a prohibited expenditure or fails to file or amend a required certification or disclosure form shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such expenditure or failure.] The CONTRACTOR, ______________________, certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Bidder understands and agrees that the provisions of 31 U.S.C. A 3801, et seq., apply to this certification and disclosure, if any. Signature of Contractor’s Authorized Official Name and Title of Contractor’s Authorized Official Date Page 135 of 155 02/20/26 RATP Dev USA, Inc. Mark Millan, Vice President of Commercial Development Review Public Burden Disclosure Statement DISCLOSURE OF LOBBYING ACTIVITIES OMB Control Number: 4040-0013 Expiration Date: 2/28/2025 Complete this form to disclose lobbying activities pursuant to 31 U.S.C. 1352 1.* Type of Federal Action: a. contract b. grant c.cooperative agreement d.loan e.loan guarantee f.loan insurance 2.* Status of Federal Action: a.bid/offer/application b.initial award c.post-award 3.* Report Type: a. initial filing b. material change 4.Name and Address of Reporting Entity: Prime SubAwardee * Name * Street 1 Street 2 * City State Zip Congressional District, if known: 5.If Reporting Entity in No.4 is Subawardee, Enter Name and Address of Prime: 6. * Federal Department/Agency:7.* Federal Program Name/Description: CFDA Number, if applicable: 8. Federal Action Number, if known:9. Award Amount, if known: $ 10.a. Name and Address of Lobbying Registrant: Prefix * First Name Middle Name * Last Name Suffix * Street 1 Street 2 * City State Zip b.Individual Performing Services (including address if different from No. 10a) Prefix * First Name Middle Name * Last Name Suffix * Street 1 Street 2 * City State Zip 11.Information requested through this form is authorized by title 31 U.S.C. section 1352. This disclosure of lobbying activities is a material representation of fact upon which reliance was placed by the tier above when the transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to the Congress semi-annually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. * Signature: *Name: Prefix * First Name Middle Name * Last Name Suffix Title: Telephone No.: Date: Federal Use Only: STANDARD FORM LLL (REV. 7/1997) Authorized for Local Reproduction FORM 3RATP Dev USA, Inc. has no lobbying activities to disclose. RATP Dev USA, Inc. has no lobbying activities to disclose.Page 136 of 155 Federal Agency Form Instructions Form Identifiers Information Agency Owner Grants.gov Form Name Disclosure of Lobbying Activities (SF-LLL) Form Version Number 1.2 OMB Number 4040-0013 OMB Expiration Date 02/28/2022 Form Field Instructions Field Number Field Name Required or Optional Information 1. *Type of Federal Action:Required Identify the type of covered Federal action for which lobbying activity is and/or has been secured to influence the outcome of a covered Federal action. This field is required. 2. *Status of Federal Action Required Identify the status of the covered Federal action. This field is required. 2-a.a.Bid/Offer/Application Check if applicable Click if the Status of Federal Action is a bid, an offer or an application. 2-b.b.Initial Award Check if applicable Click if the Status of Federal Action is an initial award. 2-c.c.Post-Award Check if applicable Click if the Status of Federal Action is a post-award. 3.0 *Report Type Required Identify the appropriate classification of this report. 3-a.a.Initial filing Check if applicable Check if Initial filing. 3-b.b.Material change Check if applicable If this is a follow up report caused by a material change to the information previously reported, enter the year and quarter in which the change occurred. Enter the date of the previously submitted report by this reporting entity for this covered Federal action. This field is required. INSTRUCTIONS FOR FORM 3 Page 137 of 155 Field Number Field Name Required or Optional Information Material Change Year Conditionally Required If this is a follow up report caused by a material change to the information previously reported, enter the year in which the change occurred. Material Change Quarter Conditionally Required If this is a follow up report caused by a material change to the information previously reported, enter the quarter in which the change occurred. Material Change Date of Last Report Conditionally Required Enter the date of the previously submitted report by this reporting entity for this covered Federal action. 4. Name and Address of Reporting Entity Required Provide the information for Name and Address of Reporting Entity. Prime Check if applicable Click to designate the organization filing the report as the Prime Federal recipient. Subawardee Check if applicable Click to designate the organization filing the report as the SubAwardee Federal recipient. Subawards include but are not limited to subcontracts, subgrants and contract awards under grants. Tier if known: Optional Identify the tier of the subawardee, e.g., the first subawardee of the prime is the 1st tier. Name Required Enter the name of reporting entity. This field is required Street 1 Required Enter Street 1 of the reporting entity. This field is required. Street 2 Optional Enter Street 2 of the reporting entity. City Required Enter City of the reporting entity This field is required. State Required Enter the state of the reporting entity. This field is required ZIP Required Enter the ZIP of the reporting entity. This field is required Page 138 of 155 Field Number Field Name Required or Optional Information Congressional District, if known Optional Enter the primary Congressional District of the reporting entity. Enter in the following format: 2 character state abbreviation – 3 characters district number, e.g., CA-005 for California 5th district, CA-012 for California 12th district, NC-103 for North Carolina’s 103rd district. 5. If Reporting Entity in No. 4 is Subaward, Enter Name and Address of Prime Conditionally Required If Reporting Entity in No. 4 is Subaward, provide the information for the Name and Address of Prime Name Required If the organization filing the report in item 4, checks "Subawardee", enter the full name of the prime Federal recipient. Street 1 Required If the organization filing the report in item 4, checks "Subawardee", enter the address of the prime Federal recipient. Street 2 Optional If the organization filing the report in item 4, checks "Subawardee", enter the address of the prime Federal recipient. City Required If the organization filing the report in item 4, checks "Subawardee", enter the city of the prime Federal recipient. State Required If the organization filing the report in item 4, checks "Subawardee", select the appropriate state from this pull down menu. ZIP Required Enter the ZIP of Prime. This field is required Page 139 of 155 Field Number Field Name Required or Optional Information Congressional District, if known Optional Enter the Congressional District of Prime. Enter in the following format: 2 character state abbreviation – 3 characters district number, e.g., CA-005 for California 5th district, CA-012 for California 12th district, NC-103 for North Carolina’s 103rd district. 6. Federal Department/Agency Required Enter the name of the Federal Department or Agency making the award or loan commitment. This field is required. 7. CFDA Number: Required Enter the full Catalog of Federal Domestic Assistance (CFDA) number for grants, cooperative agreements, loans and loan commitments. Pre-populated from SF-424 if using Grants.gov. CFDA Title: Required Enter the Federal program name or description for the covered Federal action. Pre-populated from SF-424 if using Grants.gov. 8. Federal Action Number Optional Enter the most appropriate Federal identifying number available for the Federal action, identified in item 1 (e.g., Request for Proposal (RFP) number, invitation for Bid (IFB) number, grant announcement number, the contract, grant, or loan award number, the application/proposal control number assigned by the Federal agency). Include prefixes, e.g., "RFP-DE-90-001". 9. Award Amount Optional For a covered Federal action where there has been an award or loan commitment by the Federal agency, enter the Federal amount of the award/loan commitment of the prime entity identified in item 4 or 5. Page 140 of 155 Field Number Field Name Required or Optional Information 10.a.Name And Address of Lobbying Registrant Required Provide the information for the Name and Address of Lobbying Registrant. Prefix Optional Enter the prefix (e.g., Mr., Mrs., Miss), if appropriate, for the Lobbying Registrant. First Name Required Enter the first name of Lobbying Registrant. This field is required. Middle Name Optional Enter the middle name of Lobbying Registrant. Last Name Required Enter the last name of Lobbying Registrant. This field is required. Suffix Optional Enter the suffix (e.g., Jr. Sr., PhD), if appropriate, for the Lobbying Registrant. Street 1 Required Enter the first line of street address for the Lobbying Registrant. Street 2 Optional Enter the second line of street address for the Lobbying Registrant. City Required Enter the city of the Lobbying Registrant. State Required Select the appropriate state of the Lobbying Registrant. ZIP Code Required Enter the Zip Code (or ZIP+4) of the Lobbying Registrant. 10.b.Individual Performing Services Required Provide the information for Individual Performing Services Prefix Optional Enter the prefix (e.g., Mr., Mrs., Miss), if appropriate, for the Individual Performing Services. First Name Required Enter the first name of the Individual Performing Services. This field is required. Middle Name Optional Enter the middle name of the Individual Performing Services. Last Name Required Enter the last name of the Individual Performing Services. This field is required. Page 141 of 155 Field Number Field Name Required or Optional Information Suffix Optional Enter the suffix (e.g., Jr. Sr., PhD), if appropriate, for the Individual Performing Services. Street 1 Required Enter the first line of street address for the Individual Performing Services. Street 2 Optional Enter the second line of street address for the Individual Performing Services. City Required Enter the city of the Individual Performing Services. State Required Select the state for the address of the Individual Performing Services from this pull down menu. ZIP Code Required Enter the Zip Code (or ZIP+4) of the Individual Performing Services. 11. Information requested through this form is authorized by title 31 U.S.C. section 1352. This disclosure of lobbying activities is a material representation of fact upon which reliance was placed by the tier above when the transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to the Congress semi- annually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. N/A N/A Signature: Required Completed by Grants.gov upon submission. Name: Required Provide the information for the Name of the Certifying Official. Page 142 of 155 Field Number Field Name Required or Optional Information Prefix Optional Enter the prefix (e.g., Mr., Mrs., Miss), if appropriate, for the Certifying Official. First Name Required Enter the first name of Certifying Official. This field is required. Middle Name Optional Enter the middle name of the Certifying Official. Last Name Required Enter the last name of the Certifying Official. This field is required. Suffix Optional Enter the suffix (e.g., Jr. Sr., PhD), if appropriate, for the Certifying Official. Title: Optional Enter the title of the Certifying Official. Telephone No.: Optional Enter the telephone number of the certifying official. Date: Required Completed by Grants.gov upon submission. Page 143 of 155 FORM 4 DRUG-FREE WORKPLACE ACT CERTIFICATION FORM Contractor/Bidder Firm Name: _________________________________________ The contractor/bidder firm named above hereby certifies compliance with Government Code Section 8355 in matters relating to providing a drug-free workplace. The above named will: 1.Publish a statement notifying employees that unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance is prohibited and specifying actions to be taken against employees for violations, as required by Government Code Section 8355 (a). 2.Establish a Drug-Free Awareness Program as required by Government Code Section 8355 (a)(1)(B), to inform employees about all the following: (a)The dangers of drug abuse in the workplace, (b)The person’s or organization’s policy of maintaining a drug-free workplace, (c)Any available counseling, rehabilitation and employee assistance programs, and (d)Penalties that may be imposed upon employees for drug abuse violations. 3.Provide as required by Government Code Section 8355 (a)(1)(C), that every employee who works on the proposed contract: (a)Will receive a copy of the company’s drug-free policy statement, and (b)Will agree to abide by the terms of the company’s statement as a condition of employment on the contract. I, the official named below, hereby swear that I am duly authorized legally to bind the contractor to the above described certification. I am fully aware that this certification, executed on the date and in the county below, is made under penalty of perjur y under the laws of the State of California. Authorized Representative’s Name and Title: _________________________________________ Authorized Representative Signature: _________________________________________ Date executed: _________________________________________ Contractor/Bidder Firm’s Mailing Address: _________________________________________ Federal I.D. Number: _________________________________________ Page 144 of 155 02/20/26 300 Throckmorton Street, Suite 670 Ft. Worth, TX 76102 RATP Dev USA, Inc. 751626932 Mark Millan, Vice President of Commercial Development FORM 5 NON-COLLUSION AFFIDAVIT FORM (Title 23 United States Code Section 112 and Public Contract Code Section 7106) State of: ______________________________ County of: ______________________________ _____________________________ (Name) being first duly sworn, deposes and says that he or she is _____________________________ (Title) of _____________________________ (Company Name) the party making the foregoing bid, that such bid is not made in the interest of, or on behalf oh, any undisclosed person, partnership, company, association, organization, or corporation; that the bid is genuine and not collusive or sham; that said bidder has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or that anyone shall refrain from bidding; that the bidder has not in any manner, directly or indirectly, sought by agreement, communication, collusion, or conference, with anyone to fix the bid price of the bidder or any other bidder, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the bud are true; and, further, that the bidder has not, directly or in directly, submitted his or her bid price of any breakdown thereof, of the contents thereof, of divulged information or data relative thereto, or paid, and will not pay, any fee to any corporation, partnership, company association, organization, bid depository, or to any member of agent thereof to effectuate a collusive or sham bid. I certify (or declare) under penalty of perjury under the laws of the State of California that the foregoing is true and correct. Executed on _______________, 20____, at ____________________, _____________________ (Date) (City) (State) _______________________, ____________________________, ________________________ Printed Name Signature of Authorized Official Title Page 145 of 155 RATP Dev USA, Inc. Ohio Hamilton Mark Millan Vice President of Commercial Development 02/20 Mark Millan Vice President of Commercial Development Cincinnati Ohio26 FORM 6 TAX LIABILITY CERTIFICATION FORM The Proposer certifies that: 1.It has no unpaid federal tax liability that has been assessed, for which all judicial and administrative remedies have been exhausted or have lapsed, and that is not being paid in a timely manner pursuant to an agreement with the authority responsible for collecting the tax liability; 2.It has not been convicted of a felony criminal violation under any federal law within the preceding 24 months; and 3.It shall require that the language of this certification be included in the award documents for all subcontractors and material suppliers at all tiers, and that all subcontractors and material suppliers shall certify and disclose accordingly. The Proposer certifies or affirms the truthfulness and accuracy of the contents of the statements submitted on or with this certification. In addition, the Proposer understands and agrees that the provisions of 31 U.S.C. §§ 3801 et al. are applicable to th is certification. Title of Company/Firm: ______________________________ Name: ______________________________ Title: ______________________________ Signature: ______________________________ Date: ___________________________________ Page 146 of 155 02/20/26 RATP Dev USA, Inc. Mark Millan Vice President of Commercial Development FORM 7 WORKERS’ COMPENSATION CERTIFICATION FORM Labor Code Section 3700 in relevant part provides: Every employer except the State shall secure the payment of compensation in one or more of the following ways: 1.By being insured against liability to pay compensation by one or more insurers duly authorized to write compensation insurance in this State. 2.By securing from the Director of Industrial Relations a certificate of consent to self-insure, which may be given upon furnishing proof satisfactory to the Director of Industrial Relations of ability to self-insure and to pay any compensation that may become due to employees. 3.For any county, city, city and county, municipal corporation, public Owner, public agency, or any political subdivision of the state, including each member of a pooling arrangement under a joint exercise of powers agreement (but not the state itself), by securing from the Director of Industrial Relations a certificate of consent to self-insure against workers’ compensation claims, which certificate may be given upon furnishing proof satisfactory to the director of ability to administer workers’ compensation claims properly, and to pay workers’ compensation claims that may become due to its employees. On or before March 31, 1979, a political subdivision of the state which, on December 31, 1978, was uninsured for its liability to pay compensation, shall file a properly completed and executed application for a certificate of consent to self-insure against workers’ compensation claims. The certificate shall be issued and be subject to the provisions of Section 3702. I am aware of the provisions of Labor Code Section 3700 which require every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this Contract. Signed (Contractor) Date Print Name and Title Page 147 of 155 02/20/26 Mark Millan, Vice President of Commercial Development